Three ChallengesThat Keep Hospital CIOs Up at Night

(And ways to make your job easier)

An Iatric Systems eBook

2

Table of Contents

Introduction 03

CIO Challenge #1: EHR Optimization 04

CIO Challenge #2: Population Health 08

CIO Challenge #3: Meaningful Use 18

About The Iatric Systems Professional Services Team 25

3

Hospital CIOs and IT leaders have a lot on their plate. Growing workloads, shrinking budgets, and continued rapid change most likely have you concerned about your ability to keep pace. Every day you and your staff are asked to take on more and more tasks. Many involve technology that’s new and unfamiliar. All are important and needed urgently.

In a 2014 survey of hospital CIOs�E\�H[HFXWLYH�VHDUFK�¿UP�66L�6($5&+��ZKHQ�asked: “Which of the following areas does your health system perceive as most critical?” CIOs responded:

Q (+5�RSWLPL]DWLRQ������SHUFHQW Q Population Health & Analytics Initiatives������SHUFHQW Q Meaningful Use Stage 2 (and now Stage 3)������SHUFHQW

This eBook examines these challenges and provides key steps to help them go more smoothly. When you go home at night, you’ll know that your most critical SURMHFWV�DUH�XQGHU�FRQWURO�²�RQ�VFKHGXOH��DQG�GRQH�FRUUHFWO\�DQG�FRVW�HIIHFWLYHO\���

Introduction

4

(+5�2SWLPL]DWLRQ�LV�DOO�DERXW�HQKDQFLQJ�WKH� FDSDELOLWLHV�RI�DQ�(OHFWURQLF�+HDOWK�5HFRUG�V\VWHP� WR�VWUHDPOLQH�ZRUNÀRZV��UHGXFH�PDQXDO�HQWU\��DQG�provide clinicians with the information they need at the time of care. To a very large extent, this is the role of interfaces — the connections between different systems that allow data to be transferred and shared DV�SDUW�RI�WKH�FOLQLFLDQ¶V�ZRUNÀRZ��

CIO Challenge #1: EHR Optimization

Interoperability Is Possible Now

This need for interoperability has been embraced by ONC, which in early 2015 released its draft Nationwide Interoperability Roadmap to a future healthcare IT ecosystem. This IT ecosystem will be glued together by an interoperability standard, which is in the early stages of development, and which will be rolled out during the next 10 years. Milestones are VHW�DW�������DQG����\HDUV���

There are steps that you can take now to begin the process of making your systems interoperable.

5

How to Make Your Systems Interoperable:

Many hospitals would like to move forward with integration, or build interfaces more effectively, but are uncertain how to proceed. While every project varies, there are seven key steps to bringing interoperable systems to life: � ��� 8QGHUVWDQG�DQG�GRFXPHQW�WKH�ZRUNÀRZ��QRW�MXVW�WKH�FXUUHQW� � � ZRUNÀRZ��EXW�WKH�RSWLPDO�ZRUNÀRZ��,GHQWLI\�NH\�SUREOHP�DUHDV� where information is not being transferred between systems.

��� 'RFXPHQW�DQG�SUR¿OH�WKH�V\VWHPV�EHLQJ�FRQQHFWHG��*HW�VSHFL¿F� about all the information that needs to be transferred. Document � � WKH�FXUUHQW�VWDWH�DQG�WKH�¿QDO�GHVLUHG�RXWFRPH��

3. System Integration: Map the data between the systems being connected.

4. Testing: Build the interfaces and test them to make sure they work as designed.

5. Go live: Evaluate any testing issues and review for any VKRZ� stoppers. This evaluation should be conducted by a cross functional � � WHDP��WR�PDNH�VXUH�HYHU\RQH�DJUHHV�RQ�WKH�JR�OLYH��

� ��� 0RQLWRU�DQG�WURXEOHVKRRW��$VVLJQ�D�SHUVRQ�RU�D�WHDP�WR�monitor � � WKH�V\VWHP�DIWHU�JR�OLYH�WR�LGHQWLI\�DQ\�LVVXHV�DQG�WR�HYDOXDWH�WKH� severity of those issues.

7. Keep up with evolving requirements: Document internal and external requests and evaluate if additional interfaces are required. Then, start the process again.

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Integration Challenges

:KHQ�GHFLGLQJ�RQ�\RXU�LQWHJUDWLRQ�VWUDWHJ\��LW¶V�LPSRUWDQW�WR�DQDO\]H�\RXU� LQ�KRXVH�LQWHJUDWLRQ�PDQDJHPHQW�FDSDELOLWLHV�E\�DVNLQJ�WKHVH�TXHVWLRQV�

View this Infographic: Integration Challenges for more detail

Does your staff have time to build and manage interfaces without falling behind on other critical IT projects?

What is your internal level of interface expertise? Is it feasible to teach staff how to build interfaces?

Do you have time to coordinate all required activities?

&DQ�TXDOL¿HG� team members monitor interfaces 24/7/365?

Can your staff troubleshoot when there are problems sending information from one system to another?

Can your IT team scale up and down as needed?

Are you able to quickly manage the potential risks if your interfaces crash?

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Tying up resources to handle building and managing LQWHUIDFHV�LV�RIWHQ�QRW�DQ�HI¿FLHQW�XVH�RI�LQ�KRXVH�,7� staff who typically have many other responsibilities. Here are some of the ways that an interoperability service provider can relieve the burden: Q� ,Q�GHSWK�NQRZOHGJH�RI�WKH�V\VWHPV�EHLQJ�FRQQHFWHG�

Q Ability to leverage existing relationships with health IT system vendors

Q Experience with similar integration projects, industry standards, coding, networking, and regulations

Q Ability to provide 24 x 7 monitoring and support

Q Quality, consistent, complete documentation

Q A trusted resource for recommending solutions and educating staff

Getting Help:%HQH¿WV�RI�8VLQJ�2XWVLGH� Interoperability Experts

If the answer to any of the previous questions was “no,” then you may decide that your strategy should involve out�sourcing some of your interoperability work. Tapping the expertise of outside interoperability experts provides a num�EHU�RI�EHQH¿WV�

Q�,W¶V�PRUH�FRVW�HIIHFWLYH�� because you’ll have access to � �VSHFLDOL]HG�H[SHUWLVH�RQ�DQ� � �DV�QHHGHG�EDVLV

Q Your staff is more productive and can focus on other critical projects

Q Faster implementations, so you can meet your critical deadlines

Q�+LJKHU�TXDOLW\�GHSOR\PHQWV��WXQHG� � �WR�\RXU�IDFLOLW\�DQG�ZRUNÀRZV

Q�5HGXFHG�ULVN�RI�LQWHUIDFH�DQG� project failure

Q You’re protected when employees leave or retire

Q Ability to rest easy, even on holidays, with dependable � ����������VXSSRUW

8

Population health refers to improving the outcomes of members of an entire patient population, particularly underserved groups and those affected by environmental and economic factors that could adversely impact health. Its goals also include improving individual quality and patient experience, and reducing the per capita cost of care.

This section examines three areas of population health management where hospitals can focus their efforts, with the ultimate goal of improving population health.

Q Patient identity and EMPI Q Connecting to a Health Information Exchange (HIE) Q Population health analytics

CIO Challenge #2: Population Health

�

Patient Identity and EMPI

0XOWLSOH�SDWLHQW�LGHQWL¿HUV��GXSOLFDWH�SDWLHQW�records, and poor data quality cost hospitals millions in unnecessary tests, medical errors, fraud, billing errors and delays, and extra administrative work. When the data exchange requirements of connected care initiatives VXFK�DV�$FFRXQWDEOH�&DUH�2UJDQL]DWLRQV��$&2��and Health Information Exchanges (HIE), are added to the mix, the challenge — and importance — of accurate patient LGHQWL¿FDWLRQ�LQFUHDVHV�VLJQL¿FDQWO\��

Fortunately, there is a solution. An Enterprise Master Patient Index (EMPI) solution provides D�XQLTXH�LGHQWL¿HU�WR�UHIHU�WR�D�SDWLHQW�DFURVV�the healthcare enterprise. By ensuring that each patient is represented only once across all software systems, an EMPI provides a single, comprehensive view of the patient. With an EMPI solution, you can aggregate results from multiple systems to create one patient entity in order to make population health management decisions.

Improved registration and scheduling

Greater FRQ¿GHQFH�LQ� the exchange of patient information between systems

Better patient care

More HI¿FLHQW�billing

The results are:

01

03

02

04

10

How anEMPI

Provides ROI

Provides +,3$$� compliant audit logs

5HOLDEOH�LQIRUPDWLRQ— shares information across information systems

Consolidates duplicate patient records Performs global

patient searches

Eliminates duplicate patient registrations

Accurately LGHQWL¿HV� the correct patient

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Tuning the algorithms:

EMPI algorithms look at SDWLHQW�LGHQWL¿HUV�DQG�decide based on a rule or weighed score whether records are a valid match. Incorrectly tuned algorithms can be a recipe for disaster, causing false positives where records are matched to the wrong patient or cause legitimate matches to be missed. You want to get it right WKH�¿UVW�WLPH��WXQHG�WR�\RXU�FRPIRUW�]RQH�

6WDI¿QJ�VKRUWDJHV�

Hospitals often XQGHUHVWLPDWH�WKH�VWDI¿QJ� requirements to implement and manage an EMPI. It takes a lot of training, time, and expertise to manage and remediate or adjudicate records, especially when the EMPI isn’t tuned properly.

Uncertainty over data governance:

Someone needs to identify key stakeholders and GHFLVLRQ�PDNHUV��GH¿QH�policies and processes that are consistent across the enterprise, and make sure people follow them.

Interpreting the data:

The EMPI will reveal information previously under the radar, such as a social security number shared by two different people. The EMPI can help determine the rightful owner, and determine if this is a case of potential fraud or just a data entry blunder.

EMPI Challenges

The goal of an EMPI is to create a complete, accurate data set across a healthcare � RUJDQL]DWLRQ��+RZHYHU��WKHUH�DUH�VHYHUDO�FKDOOHQJHV�WKDW�RIWHQ�VWDQG�LQ�WKH�ZD\�

12

(03,�H[SHUWLVH�LV�RIWHQ�QRW�DYDLODEOH�LQ�KRXVH��RU� IT staff is too busy with other pressing projects to correctly manage an EMPI system and its data, resulting in a higher rate of duplicate patient UHFRUGV��$�FRVW�HIIHFWLYH�DQG�OHVV�VWUHVVIXO�RSWLRQ�is engaging experienced experts to implement and manage your EMPI for you. Depending on your needs, an EMPI expert can complement your existing staff or take on all (03,�UHODWHG�DFWLYLW\��

Getting Help: EMPI Consulting Capabilities include:

Q Assessing your EMPI needs: Evaluate your hospital’s current EMPI solution, determine your current duplication rate, and recommend steps to meet your EMPI goals

Q�+HOSLQJ�GH¿QH�\RXU�(03,�VWUDWHJ\�� � 5HFRPPHQG�(03,�VRIWZDUH��GHWHUPLQH� � FRQ¿JXUDWLRQ�UHTXLUHPHQWV��DQG�GHYHORS� a maintenance plan for ongoing patient data management

Q Implementing the EMPI solution: Build and test interfaces to enable � LQIRUPDWLRQ�VKDULQJ��WXQH�SDWLHQW�LGHQWLW\� algorithms, clean up duplicate identities, and document data governance policies and processes

Q EMPI training: Includes detecting and remediating duplicate records, tuning your algorithms, and interpreting the data

Q Ongoing maintenance of patient � LGHQWL¿FDWLRQ�GDWD��/HYHUDJLQJ�H[SHUWLVH� with EMPI solutions and the health systems being connected

/HDUQ�PRUH about EMPI Services

13

Connecting to an HIE (or Building Your Own)

Another aspect of improving population health is connection to a Health Information Exchange (HIE) which gives all providers in a geographic region access to the complete patient record. HIEs will be the way that provider practices and health systems will VKDUH�GDWD��ZKLFK�PHDQV�EHWWHU�FRRUGLQDWHG�SDWLHQW�FDUH��OHVV�GXSOLFDWH�WHVWLQJ��DQG�better patient outcomes.

What Is the Right Exchange for Your Hospital?

Today, there are many models and business approaches to support electronic health information exchange. These include:

Q� 5HJLRQDO��ORFDO��RU�VWDWH�QRQSUR¿W�RU�JRYHUQPHQW�VSRQVRUHG� exchange networks

Q� /RFDO�PRGHOV�RIIHUHG�E\�$FFRXQWDEOH�&DUH�2UJDQL]DWLRQV��$&2V�

Q� ([FKDQJH�RSWLRQV�RIIHUHG�E\�(+5�YHQGRUV

Q Services provided by national exchange networks

Q Building your own private HIE to connect a group of hospitals

With so many exchange options, hospitals are often unsure which one is the right choice. Hospitals initially got started with HIEs to meet Meaningful Use requirements, but then found that their exchange didn’t meet their needs. So, many hospitals are migrating to a different HIE.

14

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TEAM

HIE Challenges

01 What is your HIE strategy? How do you want to access and use the data in an HIE? Do you have a good patient matching system in place?

03 What is the timeframe? What are the action steps, and how much time is needed for each?

02 What are the options? What are the advantages and disadvantages of each? (5HDG�WKLV�EORJ�SRVW�WKDW�VXPPDUL]HV�WKH�W\SHV�RI�+,(V)

04 Who will handle the implemen�tation? Do you have the right team in place?

Getting Help

0DQ\�KRVSLWDOV�¿QG�WKDW�LW¶V�PRUH�FRVW� effective to work with an outside partner ZLWK�VSHFLDOL]HG�+,(�H[SHULHQFH�²�VRPHRQH�familiar with the HIE landscape, who can evaluate the options, recommend an approach, and bring it to life.

Here are some of the ways that HIE professional services can make your life easier:

Assessing your needs — Evaluate your existing systems, establish your goals, and recommend the right course of action

+HOSLQJ�WR�GH¿QH�WKH�ULJKW�VWUDWHJ\�²� 'H¿QH�D�SODQ�WR�GULYH�\RXU�GHVLUHG�RXWFRPHV�and set the timeline and action steps needed to make connectivity a reality

Implementing the solution — Assist you at any step, including research, planning, and implementation

9LHZ�WKH�2Q�'HPDQG�:HEFDVW�� Best Practices in Joining an HIE: How to Make Your Connection Work for You

As hospitals are considering creating or joining an HIE, these are the key challenges that they should plan to address for a successful implementation.

15

Population Health Analytics

Hospitals are becoming increasingly aware that the future of care quality DQG�¿QDQFLDO�VXVWDLQDELOLW\�ZLOO�UHO\�RQ�ELJ�GDWD�DQDO\WLFV��%\�H[DPLQLQJ�DQG�FRUUHODWLQJ�PDVVLYH�YROXPHV�RI�FOLQLFDO��¿QDQFLDO��DQG�RSHUDWLRQDO�GDWD�to obtain actionable insights, analytics solutions prevent errors, improve TXDOLW\�DQG�HI¿FLHQF\��DQG�HQDEOH�PRUH�HIIHFWLYH�GHFLVLRQV�

These types of solutions enable improvements in many areas, from SK\VLFLDQ�EHQFKPDUNLQJ�WR�¿QDQFLDO�UHSRUWLQJ�� operational performance, and workforce management. However, the most important healthcare trend accelerating the adoption of analytics is population health, according to a recent survey of CHIME executives.

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A platform for analytics

Hospitals that have a platform for analytics and the infrastructure to support it can now leverage a new generation of opportunities for managing and improving population health:

Q� ,GHQWLI\��VWUDWLI\��DQG�VHJPHQW�DW�ULVN�SRSXODWLRQV�

Q� 7UDFN�YDULDWLRQV�LQ�TXDOLW\�DQG�HI¿FLHQF\�WR�LPSURYH� � XWLOL]DWLRQ�RI�UHVRXUFHV��RSWLPL]H�FOLQLFDO�YDOXH��DQG� improve patient experience

Q Measure overall population values and the ability to drill down to segments, provider groups, individual providers and individual patients

Q� %HQFKPDUN�FRVW��TXDOLW\��DQG�HI¿FLHQF\�DJDLQVW� national norms

Q� 'H¿QH�HIIHFWLYH�KHDOWKFDUH�VWUDWHJLHV�EDVHG�RQ� � IDFWRUV�LQÀXHQFLQJ�FRVW��XWLOL]DWLRQ��DQG�TXDOLW\�LQ� your population

Q Help you design effective outreach programs and � HQJDJHPHQW�LQLWLDWLYHV�WKDW�UHÀHFW�\RXU�XQLTXH� challenges and opportunities

Q� 2EMHFWLYHO\�HYDOXDWH�FRVW��TXDOLW\��DQG�XWLOL]DWLRQ� performance of programs or vendors

17

Addressing the Challenges

Many healthcare CIOs are actively searching for products and services to build the foundation for analytics. However, for hospitals just getting started, DFTXLULQJ�WKH�QHFHVVDU\�UHVRXUFHV�DQG�¿QGLQJ�VWDII�with the right expertise can be a challenge. In the CHIME survey previously noted, when asked to rank the biggest obstacles to the adoption of analytics, healthcare CIOs cited a lack of analytics expertise and resources to adopt the technology. The next biggest obstacle was dealing with the many other IT priorities they face.

Another major concern was interoperability — the need to make data available from disparate systems to examine it as part of the analysis. A recent survey by CDW Healthcare found that two of the top challenges with implementing an analytics solution are combining data from different sources and achieving interoperability between technologies.

Some hospitals solve their interoperability challenges by implementing new interfaces. Others choose to solve the challenges of lack of resources, and competing IT priorities, by turning to outside resources for help.

Getting Help

To make your life easier when getting started with analytics, consider outsourcing some or all of the work to a Professional Services�WHDP��5DWKHU�WKDQ�WU\� to do it all yourself, an experi�enced service provider can:

Q Make sure you have the right technology in place

Q Build the connectivity that captures the right data in real time

Q�/HYHUDJH�LQ�GHSWK�NQRZOHGJH� of healthcare analytics to bring the right solution to life at your facility

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Meaningful Use is a top CIO concern because of the incentive payments and potential penalties that are DW�VWDNH��DQG�DOVR�EHFDXVH�LW¶V�VXFK�D�WLPH�FRQVXPLQJ�KHDGDFKH��6WDJH���FRQWLQXHV�WR�SURYH�GLI¿FXOW�IRU� SURYLGHUV��ZLWK�D�ORW�RI�FRQIXVLRQ�DERXW�VSHFL¿F�&06� requirements and changes.

In this section, we’ll examine three Stage 2 Core Objectives that seem to come up time and again, and according to the plans for Stage 3, will continue to haunt IT teams in the future. We’ll also review how to prepare for the moment of truth — what you need to know to successfully attest, and how to defend against an audit.

CIO Challenge #3: Meaningful Use

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Core Objective 6.2 Provide Patients the Ability to View Online, Download, and Transmit Information about a Hospital Admission

CMS recently announced a potential change for Measure 2, from a requirement of more than 5% of SDWLHQWV�XWLOL]LQJ�WKH�KRVSLWDOV�SDWLHQW�portal to only one patient in total required to access the portal. This change is still pending.

However, Stage 3 will go in the opposite direction, and potentially require more than 25% of patients to access the portal. As a result, now is a critical time for hospitals to continue to focus on patient engagement. Fortunately, there are steps you can take to increase portal usage:

Signing up patients while they’re still in the hospital is the most effective way to increase your numbers. Make sure your staff is aware of the portal so they can inform patients and encourage them to sign up.

There are many ways to get the word out — posters, social media, signs, buttons, press releases, etc. Patients have to know that the portal exists, and what’s in it for them.

+DYH�D�UDIÀH�IRU�SHRSOH�ZKR�VLJQ�XS��RU�provide a small gift for everyone who signs up. Hold staff contests for whoever signs up the most patients.

Onsite sign-up

Marketing

Get creative

20

TIP: Be aware this

measure may be retired if the

proposed NPRM is approved.

Core Objective 12 Provide a Summary of Care 5HFRUG�IRU�(DFK�7UDQVLWLRQ� RI�&DUH�RU�5HIHUUDO

This is an objective that many people intensely dislike — both IT staff and the physicians that it is supposed to EHQH¿W��0DQ\�SK\VLFLDQV�VD\�WKH\�GRQ¶W�QHHG�RU�ZDQW� all the information contained in the summary of care document, but the hospital is still obligated to provide it. The following are a few tips to make your experience with this objective relatively painless:

Measure 1 — Provide a summary of care record for more than 50% of transitions and referrals

Measure 2 — Provide a summary of care record for more than 10% of such transitions and referrals electronically

Measure 3 — Conduct one or more successful electronic exchanges of a summary of care document counted in Measure 2 with a recipient who has different (+5�WHFKQRORJ\�25�FRQGXFW�RQH�or more successful exchanges ZLWK�WKH�&06�GHVLJQDWHG�WHVW�(+5�GXULQJ�WKH�(+5�UHSRUWLQJ�SHULRG

TIP: Records can be either

paper or electronic, and both types can be added together. Be aware this measure may be retired if the proposed NPRM

is approved.

TIP: You just have

to prove that the receiving party

received it, not that they opened it!

21

Core Objective 16

Automatically Track Medications with an Electronic Medication $GPLQLVWUDWLRQ�5HFRUG��H0$5�

With this objective, we’ve seen a lot of misunderstanding about what CMS is looking for. While the requirements now state that DOO�GRVHV�RI�D�PHGLFDWLRQ�PXVW�EH�WUDFNHG�XVLQJ�DQ�H0$5��WKDW� wasn’t always the case.

Actual measure: If a medication is ordered using an eMAR, just remember that every dose of that medication must be entered in the eMAR, otherwise that order cannot not be included in the numerator.

It’s also important to ensure that the tool and process used for FDSWXULQJ�H0$5�LQIRUPDWLRQ�DUH�XVHU�IULHQGO\�DQG�GRQ¶W�GHOD\�WKH� nurse in giving the medication.

Many hospitals have problems with the placement of the barcode on the medication label, where the label fails to scan because it is not positioned correctly. In an emergency, the nurse then has to omit the scanning and enter the information manually, which GLVTXDOL¿HV�WKH�RUGHU�LQ�WKH�H0$5��5HPHPEHU�WKDW�WKH�ZKROH�SRLQW� LV�WR�HQFRXUDJH�H0$5�DGRSWLRQ�²�EHVLGHV��VFDQQLQJ�LV�IDVWHU��HDVLHU��and more accurate.

Note that there is an exclusion that can apply to many critical access hospitals. If your DYHUDJH�LQ�SDWLHQW�FHQVXV�IRU�your reporting period is fewer than ten patients, you can qualify for this objective without having WR�GHSOR\�DQ�H0$5�

22

Incorporate all changes that CMS has made along the way. Preserve a record of

the CMS requirements at the time you attested

since they may have changed subsequently.

step 01

Attestation Challenges

Have a staff member, who is in charge of Meaningful Use, document clearly, and save documentation in a central location. Because you can be audited for up to six years

after you attest, sometimes the person who signed

the attestation will no longer be at the hospital.

step 02

Plan to monitor your progress. During the

attestation period, it’s very important to have a

dedicated resource who can spend a few hours a week

to monitor your progress. In addition to ensuring that

you’re meeting the thresholds, you also need to make

sure that the numbers are correct and understand why

certain patient records fail a particular measure.

step 03

Hospitals often see Meaningful Use attestation as the end of the process, but it isn’t. Today, 20 percent of hospitals are being selected for a Meaningful Use audit after attestation. Not passing an audit results in having to pay back 100% of any incentive money already received and your hospital may be subject to repeated audits for future attestation periods.

When preparing to attest, hospitals also should prepare to get audited. Fortunately there are steps you can take during the attestation period so you can keep the money you’re entitled to:

23

Getting Help

If you aren’t able to assign a staff member to conduct all of the steps outlined here (including documentation, tracking, and monitoring) you might want to consider using the services of an experienced outside consultant.

$Q�RXWVLGH�FRQVXOWDQW�FDQ�EH�D�YHU\�FRVW�HIIHFWLYH�ZD\�WR�monitor your progress toward Meaningful Use, especially when you consider the potential consequences.

A competent resource can: Q Monitor your percentages Q�5HFRPPHQG�SURFHVV�LPSURYHPHQWV Q Ensure none of your thresholds are at risk Q Take a lot of stress off a hospital and its IT staff

5HTXHVW�D�PHHWLQJ�ZLWK�RXU�08�([SHUWV

Remediate all security gaps, and keep documentation to prove it. You can do so by

conducting a Security risk analysis, which meets

Stage 2, Objective 7 criteria. Many hospitals

failed their audits in 2014 because they didn’t

conduct a Security risk analysis. As a result,

these hospitals were required to pay back

their incentive dollars.

step 04Be vigilant in watching for your audit notice. If your hospital is selected for an audit, an email

is sent to the individual that signed the attestation,

giving three weeks to respond. It’s important to

keep this in mind, in case the employee who

submitted the attestation leaves the hospital or

changes roles. You’ll need to continue to monitor

that employee’s email.

step 05

/HDUQ�KRZ�ZH�FDQ�KHOS�ZLWK�\RXU�Meaningful Use challenges.

24

Importance of a Mock Audit

There are so many aspects of Meaningful Use and you can’t be expected to know everything. Even with huge teams working on Meaningful Use, crucial details often slip through the cracks. Thus going through a mock audit in order to prepare for the rigors of an actual audit is very important, especially because CMS has stated that many more hospitals will be audited starting in 2015 than in the past.

Hospitals that have gone through mock audits are often surprised at the holes they uncover. A mock audit can identify and assess potential GH¿FLHQFLHV�LQ�\RXU�0HDQLQJIXO�8VH�DWWHVWDWLRQ�records before it’s too late. It’s a valuable insurance policy and stress reliever, so when \RX�JHW�WKDW�DXGLW�QRWL¿FDWLRQ��\RX¶OO�EH�DEOH�WR�UHVSRQG�ZLWK�FRQ¿GHQFH�UDWKHU�WKDQ�SDQLF�

:KHQ�FKRRVLQJ�DQ�RUJDQL]DWLRQ�WKDW�FDQ�DVVLVW�you with a mock audit, look for a team that can run every part of your system and data through WKH�DXGLWLQJ�SURFHVV�WR�FRQ¿UP�WKDW�\RXU�KRVSLWDO�is ready to be audited. Check their track record — how have hospitals that used their services fared during an audit?

25

To learn more about Meaningful Use Audits, read the eBook:

Preparation for a Meaningful Use Audit

A mock audit should include the following:

$Q�RQ�VLWH� LQ�GHSWK�

assessment

Interviews with your Meaningful Use stakeholders to capture a completeMeaningful Usepicture

A scorecard report against Meaningful Use requirements with documented compliance

Assessment Interviews

Data Tracking Scorecard

5HFRPPHQGDWLRQV� on how to

correctly store and document

Meaningful Use data for successful

tracking

��

Watch this 2-minute video to learn more.

About the Iatric Systems Professional Services Team

(+5�WHFKQRORJ\��KXQGUHGV�RI�VSHFL¿F�IXQFWLRQDO�solutions, and Health Information Exchanges (HIEs) are all bringing dramatic improvements to healthcare. Choosing and implementing the right technology at your healthcare RUJDQL]DWLRQ�PD\�EH�SXWWLQJ�D�KXJH�EXUGHQ� on your IT and project management teams. To effectively manage manpower and ensure VXFFHVV��\RX�FDQ�WXUQ�WR�WKH�KLJKO\�H[SHULHQFHG�Iatric Systems Professional Services team.

This team can help you plan, research, eval�uate, and implement the right healthcare IT technologies as they are needed. Professional service recommendations are based on what LV�EHVW�IRU�\RXU�RUJDQL]DWLRQ�DQG�LWV�V\VWHPV��processes, best practices, and operations. We ZRUN�ZLWK�DOO�(+5V�DQG�YHQGRU�V\VWHPV�WR�PHHW�\RXU�VSHFL¿F�QHHGV��

5HTXHVW�D�PHHWLQJ with the Professional Services team today, or call 978-805-4100 for more information.