Data Governance Brochure

Core Elements of Data Governance

It all starts with data governance.

Common issues for any organization are data silos, lack of data normalization, and quality concerns. Without data governance, it’s more likely that pockets of reporting are produced rather than the analytical, predictive, and eventually prescriptive reports necessary to generate insights needed by government leadership for effective program and policy-making. Implementing a data governance organization provides agencies with a framework for establishing strategies, objectives, and policies for effective enterprise-wide management of data.

Myers and Stauffer applies its expertise within the health and human services and Medicaid arenas to deploy best practices of data governance. Implementing a formal data governance organization is critical now, more than ever before, as the need for states to become more data driven and as data volumes grow.

Myers and Stauffer is positioned to evaluate your current approach to data management and provide tools and expertise to improve data quality.

Data Governance as a Process, Not a Project

Data governance consists of the processes, policies, standards, and technologies required to manage and ensure the availability, usability, integrity, consistency, audit ability, and security of data. Data governance helps streamline the management of data, ensures the right resources are involved for determining policies, breakdowns system and communication silos, and improves confidence in data.

The work of data governance involves the entire organization; it is a process not just a project. Based on organizational needs, new roles and responsibilities may be created.

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7 Key Components of Healthcare Brochure

Myers and Stauffer’s Guidelines for Health Care Performance

The current health care environment is one of innovation that is rapidly evolving. With the introductions over the past several years of the Health Information Technology for Economic and Clinical Health (HITECH) Act, the Patient Protection and Affordable Care Act (ACA), Medicare and the Children’s Health Insurance Program (CHIP) Reauthorization Act (MACRA), and the 21st Century Cures Act, health care transformation is inevitable. To show its commitment to providing better care, healthier people, and smarter spending, the Centers for Medicare & Medicaid Services (CMS) plans to tie 85% of all Medicare fee-for-service payments to value or quality by 2018. As further proof of its intentions, CMS has committed to using Medicaid as a catalyst for delivery system reform through State Innovation Models (SIM), Delivery System Reform Incentive Programs (DSRIP), Section 1115 demonstration waivers, the Innovation Accelerator Program (IAP), Section 1332 State Innovation Waivers and modernized rules for Medicaid managed care and information technology (IT) systems.

The expansion of managed care as well as ACA provisions have resulted in states losing Medicaid supplemental payments, seeing an increase in newly insured patients, and facing unsustainable cost growth. Forward thinking states, the federal government, and other payers have begun looking for ways to generate more efficiencies while improving care. Specifically, states are exploring alternative delivery systems, funding options, and payment structures.

Health concerns are numerous and complex, and they are often influenced by more than the obvious health care issues. Individual behaviors as well as other determinants of health like the individual’s social, economic, and physical environments are often overlooked but can be even more influential on health and health outcomes than direct medical care. The conditions in which people live, learn, and work affect a wide range of health risks and outcomes. Any approach to comprehensive health care delivery system transformation must recognize the important role social determinants of health play in improving health outcomes, changing patient behaviors, and preventing unnecessary costs.

As health care moves to a more coordinated and integrated model in which providers are increasingly accountable for health outcomes, recognition and incorporation of social determinants of health, and the triple aim into the health care delivery and payment landscape is essential. This transition will not be easy or quick. Changes of this magnitude require thoughtful planning and a highly strategic approach to development, implementation, and evaluation of effectiveness. To support states in these efforts, Myers and Stauffer has developed these Guidelines for Health Care Performance.

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6 Key Questions to Ensure Brochure

Why Myers and Stauffer?

Since 1977, Myers and Stauffer has provided professional accounting, consulting, data management and analysis services to state and federal agencies managing government-sponsored health care programs. For more than 15 years, we have provided managed care audit and consulting services to Medicaid programs nationwide. We are also recognized nationally for our federal work with the Centers for Medicare & Medicaid Services (CMS) involving Medicare Parts C and D audits. Our goal is to assist clients in navigating the complex health care regulatory environment and in the successful management and oversight of their managed care programs to ensure contract compliance, program integrity, and continuous program improvement.

Our services are designed to address the entire evolution of a managed care program and includes both audit and consulting services. These solutions are designed to help states and CMS enhance their ability to monitor managed care health plans and ensure compliance with federal, state and industry standards. Myers and Stauffer’s team is a multidisciplinary team made up of highly skilled and experienced professionals with backgrounds in such settings as Medicaid agencies, fiscal agent contractors, health plans, hospitals, pharmacies, and CMS.

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5 Questions IT Security Brochure ALT

Why Myers and Stauffer?

Myers and Stauffer has 40 years of experience assisting state and federal agencies, particularly health care entities such as Medicaid agencies. Our staff have provided outsourced and co-sourced operational and information technology (IT) performance audits on behalf of state auditors’ offices and on behalf of internal audit and IT departments to various local and state government entities for more than 12 years.

Our Systems Integrity and Assurance team has extensive experience assisting governmental agencies with complex IT audits, assessments, and cybersecurity testing to evaluate IT controls at agencies or at agency vendors and assessing IT infrastructure, IT general and application controls, and the security of their systems. This includes many engagements assessing compliance with Health Insurance Portability and Accountability Act (HIPAA) regulations, other federal and state regulatory requirements, and best practices. Our Systems Integrity and Assurance team members have years of experience in assessing government security controls; evaluating security controls for very large and complex information systems; and testing security controls for nearly every type of database, network and network device, operating system, and data center operations. Our team has also assessed the security of numerous applications, including web-based applications. Our team is comprised of dedicated and experienced security and IT assurance professionals armed with the relevant major technical certifications including Certified Information Systems Auditor (CISA), Certified Information Systems Security Professional (CISSP), Certified in Risk and Information Systems Control (CRISC), Systems Security Certified Practitioner (SSCP), HealthCare Information Security and Privacy Practitioner (HCISPP), Tenable Certified Nessus Auditor (TCNA), and Certified Ethical Hacker (CEH). We have also been trained and certified in the use of Nessus® Scanner and other automated testing tools for vulnerability assessment, wireless security testing, and penetration testing.

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