Question

A Corporate Compliance plan is necessary for any organization that uses organizational and strategic management practices. The Compliance plan is the guide that the organization will use to ensure they are meeting the mission, vision, and values statements established by the organization. Assignment Description Create a mock corporate compliance and risk management plan: You have been tasked with creating a corporate compliance and risk management plan for a small, rural public community hospital. In a minimum of 1000 words, discuss the steps you would take to create the plan, what specific areas you feel should be covered based upon the demographics of patients being served and how your plan will ensure patients are receiving quality care.

Answer 1

I've tried very hard for giving my best, please do consider my efforts and leave a thumbs for this answer, its really helpful. Thanks you. And I've exactly written 1,198 words

Steps for creating a corporate compliance plan (for a small, rural public community hospital)

Compliance programs function as risk reduction maps for companies. Scaling an organisation implies incorporating extra regulatory demands and best practices to show prospective clients their trustworthiness. Although this is an overwhelming method at first, corporate compliance programs form the basis of a sound corporate approach. The five steps to establish a company compliance program support the present security position of your organization and enable you to move to new areas and thereby increase profitability.

Step 1 - Conformity requires buy-in leadership. Like an offensive coordinator, your compliance manager requires to have your own C-suite and Board permission to approve plays.

Step 2 - The internal and external risks which potentially compromise their observance should be addressed by organizations. Evaluation of your company's hazards will include not only the legal risk of non-compliance but also the risk of your seller and transaction.

Step 3 - In response to recognized hazards, standards and controls should be met. The entire environment in which the organisation lives should be taken into consideration by a compliance programme.

Step 4 - Effective compliance programs involve staff who not only value, but comprehend reasoning norms and controls. Furthermore, training fosters the overall tone required to successfully implement the conformity programme.

Step 5 - Continuous surveillance, auditing and controls are included in most compliance programmes. The ongoing review, called Governance, Compliance and Risk (GRC), allows parties to make sure there are no gaps in the compliance effort.

Steps for creating a risk management plan (for a small, rural public community hospital)

PMBOK describes a project as "an attempt to produce a product or service." Therefore, a project is a big or important enterprise, particularly one involving significant cash, staff and gear. Projects are by definition a dangerous undertaking. They strive to produce new, presently non-existent goods, services and procedures. A sound risk management plan is crucial to a project's achievement with this in mind. Early in the project planning phase risk management planning should be concluded because the other project management stages must be carried out effectively. The risk management plan identifies and defines the risk management activities in the project plan for the project.

Step 1 - The first step in writing is to bring together all stakeholders and recognize any project hazards. This can be performed from different reports, project records, different departments and previous project records.

Step 2 - There are dangers to each project. There is no 100% assurance that there are no dangers. The team must be vigilant and prepared to manage hazards in multiple stages of the project. While some risks may be useful, since the sponsor and all of the team members have to bring them to achieve the end product, the project is damaged and hampered by many hazards.

Step 3 - Divide the risk management planning team into subgroups and assign the master risk list sections to each subgroup. It is the task of each subset for each danger in its master list section to define the triggers or warning signs. Again, all of the triggers related to each danger must be documented. There are normal three triggers per danger.

Step 4 - In Step Four, sub-teams define and document preventive measures to address the threats and enhance the possibilities of the agencies concerned, such as financial risk reports, hrisk reporting, IT risk reporting, etc. Unknown intrinsically neutral occurrences are risks. They can be either positive or negative. Sadly, much time and energy has been spent on dealing with adverse projects or' threats' rather than' possibilities.' No organisation should ignore the opportunity to take advantage of any possibilities.

Step 5 - In step 5, the project management will have to decide on a plan of action to resolve danger, based on the collective thoughts of all departmental teams. Risks of a elevated P-I value must be handled extremely urgently while those with the least likelihood or effect can only be supervised without a true action plan. The identification of the most severe hazards at the beginning of a project will save time, costs and money, and will also activate the resolution plan as soon as possible.

Step 6 - The last stage in the written process is to assign an owner to the master list for each danger. Use the matrix for assigning responsibility. This charts the responsibility for implementing risk resolution plans may be allocated to different teams and team members. At the end of the day, the project manager is exclusively responsible for all risk and project-related plans and activities by the project sponsor. During every phase of the scheduling phase, proper documentation such as risk assessment reports is essential. In every project management plan, a risk management plan should be integrated. This original plan can produce a generic list of hazards and triggers.

Specific Areas to be covered in both the plans to ensure quality care to the patient and the quality of the hospital:

Fraud and abuse, counter-claims, self-referral, and misrepresentation laws. The hospital is governed by multiple federal and state legislation governing healthcare interactions. These legislation is aimed to prevent fraud within the programs Medicare and Medicaid, to regulate referrals under circumstances in which financial incentives may be available to provide for referrals more than are medically necessary and to receive more reimbursement from the Medicare and Medicaid programs. Infringements of these legislation can lead to serious penalties and civil fines. The Hospital as well as the person who is liable can be sued. All members of the hospital society must respect the following values, in order to ensure compliance with these legislation:

• The Hospital does not conclude agreements or agreements for services payable by the Medicare / Medicaid programs or any other government-wide healthcare program, particularly between the Hospitaller and healthcare practitioners or providers, that either directly, indirectly or directly pay or give the payment of referrals to the Hospital for patient services.

• The hospital does not conclude agreements or agreements under which the compensation based on the quantity of services offered by Medicare or Medicaid.

• In exchange for the promise of Medicare or Medicaid, the hospital does not enter into contracts or arrangements that offer lower than fair markets prices explicitly or implicitly

• The hospital does not deliberately charge Medicare or Medicaid for a non-provided service.

• The Hospital does not state what is known as fake or incorrect in any claim form.

• No claim is submitted by the Hospital that can not be endorsed by medical records documentation.

• There is no false certification from the hospital that a service is essential medically.

• The hospital does not undertake any operations which give the people who are interested in the hospital an excessive financial benefit (such as officers, managers, trustees, doctors and others, who are able to exercise significant impact over the affairs of the hospital).

• The hospital is contracting a fair market value price with suppliers on an arm's length basis.

• No member of the medical staff shall be referring Medicare or Medicaid patients, where one of the services provided is home health, physical / occupational treatment, laboratory, radiology, or radiation therapy, or outpatient prescription drugs, to an entity in which that person has a financial relationship (or family member).