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Key issues in compliance

Staff Development Weekly: Insight on Evidence-Based Practice in Education, May 26, 2006

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John Cone is the vice president of HR for a medium-sized hospital. During a post-employment telephone survey, a former billing clerk tells him that she was fired by her supervisor for refusing to submit claims for inappropriate reimbursement. John gathers the specific information from the former employee. Looking over his notes from the conversation, John wonders whether substantial findings from an investigation would expose the organization to greater liability.

What do you do?

John needs help. He probably isn't best suited to investigate these allegations. He's done a fine job so far: He has conducted a survey and taken accurate notes. Now he needs to write a report and hand all of the information to the organization's compliance officer or committee. He should not decide to bury this information for fear of what might be found. Often, claims like this turn out to be unsubstantiated.

Editor's note: The above excerpt is from the online course, "Key Issues in Compliance Planning." For more information on this and other courses in our library, go to www.hcprofessor.com. 

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