Forgione D A
Merrick School of Business, University of Baltimore, MD, USA.
J Health Care Finance. 1998 Summer;24(4):87-92.
Recently, at an all-day professional meeting that was targeted at about 100 junior-level health care financial professionals, we covered a whole spectrum of subjects. We covered topics ranging from the Hill-Burton Act to Medicare managed care organizations (MCOs) and capitation; the Stark rules on physician self-referral; the financial incentives within various payment systems for physicians, hospitals, and other providers; Medicare fraud and abuse rules; and the need for well-designed corporate compliance plans. After responding to a number of the participants' questions, I could not help but be reminded of the students every semester who ask me, "Will this be on the test?" In other words, if there are no real teeth in the subject, then they have too many other urgent priorities demanding their attention to give the issue serious consideration. Perhaps this highlights the need for taking corporate compliance planning seriously--starting at the top levels of the organization. It is well documented that leadership attitudes filter downward in any organization. If change for the better is going to take place in the area of corporate compliance, it needs to begin with each of us as individuals, from the top down.
最近，在一次面向约100名初级医疗保健财务专业人员的全天专业会议上，我们涵盖了一系列主题。我们讨论的话题从《希尔-伯顿法案》到医疗保险管理式医疗组织（MCO）和按人头计费；关于医生自我转诊的斯塔克规则；各种支付系统中针对医生、医院和其他供应商的财务激励措施；医疗保险欺诈和滥用规则；以及精心设计的企业合规计划的必要性。在回答了一些与会者的问题后，我不禁想起每学期那些问我的学生：“这会考试考吗？”换句话说，如果这个主题没有实际意义，那么他们有太多其他紧迫的优先事项需要关注，就不会认真考虑这个问题。也许这凸显了认真对待企业合规规划的必要性——从组织的高层开始。有充分的文献记载，在任何组织中，领导态度都会向下渗透。如果要在企业合规领域发生积极的变化，就需要从我们每个人作为个体开始，自上而下。
