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What Is A Cco In Healthcare?

What Is A Cco In Healthcare
A coordinated care organization is a network of all types of health care providers (physical health care, addictions and mental health care and dental care providers) who work together in their local communities to serve people who receive health care coverage under the Oregon Health Plan Oregon Health Plan The Oregon Health Plan (OHP) is Oregon’s Medicaid and Children’s Health Insurance Program.

Oregon Health Plan

Developmental Disabilities OPWDD Care Coordination Organizations (CCOs) assist most people with the coordination of their services.

What is the difference between MCO and CCO?

CCOs were built on the foundation of Oregon’s MCOs, but had multiple features that distinguished them from MCOs : CCOs were locally governed, with representation from Medicaid members, health care providers, and other local stakeholders.

What does CCO mean in OHP?

OHP’s local health plans are coordinated care organizations or CCOs. Except for extra services and pharmacies, all CCOs offer the same OHP benefits. See the table below to learn about the CCOs available where you live. You choose your CCO when you apply for OHP.

How many CCOs are in Oregon?

Today, there are 16 CCOs operating in communities around Oregon.

Is CCO a thing?

From Wikipedia, the free encyclopedia A chief creative officer ( CCO ) is the highest ranking position of the creative team within a company. Depending on the type of company, this position may be responsible for the overall look and feel of marketing, media, and branding associated with the organization.

What is CC in care?

What is Continuing Care? | Alberta Health Services Continuing Care is made up of three main levels: Home Care, Designated Supportive Living and Long Term Care. To get started, you need a, Home Care: Most people want to stay in their own home for as long as possible.

  1. Home Care providers make regular visits to help you with personal hygiene and healthcare needs.
  2. Designated Supportive Living: Provides accommodation, meals and some health supports yet still allow residents to live independently in a home environment.
  3. Supportive living can be in facilities or personal care homes.

Care support is onsite if needed for any reason. Long Term Care: Supports individuals with more complex health needs whose care cannot be safely provided in their own home, or in designated supportive living. Long term care facilities are sometimes called nursing homes.

What is MCO and HMO?

A Managed Care Organization (MCO) is a healthcare provider that provides services for a set monthly fee. An MCO is either a Health Maintenance Organization (HMO) or a Managed Care Community Network (MCCN).

What does MCO code stand for?

The airport designator code ‘MCO’ comes from the former McCoy Air Force Base, named after Colonel Michael N.W. McCoy, on which site, located at -81.08W 28.96 N, and at 113 feet (34 meters) above sea level, Orlando International Airport now stands.

What does CCO mean in Outlook?

CCO, (copia carbón oculta) bcc, the ~ Noun. ‐ A feature of e-mail programs that allows a user to send a copy of an e-mail message to a recipient without notifying other recipients that this was done.

Why is CCOs important?

The Chief Compliance Officer (CCO) – The Chief Compliance Officer, one of the most important members of the management team, is primarily responsible for overseeing compliance within an organization, and ensuring compliance with laws, regulatory requirements, policies, and procedures. As the compliance leader and subject matter expert, the CCO is responsible for establishing standards and implementing procedures to ensure that the compliance programs throughout the organization are effective and efficient in identifying, preventing, detecting, and correcting noncompliance with applicable laws and regulations.

  1. The CCO has to provide reasonable assurance to senior management and the Board that there are effective and efficient policies and procedures in place, well understood and respected by all employees, and that the company is complying with all regulatory requirements.
  2. The CCO must report directly to the Chief Executive Officer.

He must also inform the Board about important issues and material violations. These are some of the Chief Compliance Officer’s responsibilities: – Defining the necessary level of knowledge on existing and emerging regulatory compliance requirements across the organization.

  • Developing the annual compliance work plan that reflects the organization’s unique characteristics.
  • Periodically revising the compliance plan in light of changes.
  • Guiding in a productive, professional way, the compliance teams.
  • Overseeing and monitoring the implementation of the compliance program.

– Providing guidance, advice, and training. – Providing strategic direction to the management team on compliance. – Preparing and presenting clear and concise compliance reports to the Board. – Interacting with regulators on compliance issues. – Coordinating efforts related to audits, reviews, and examinations.

  1. Developing policies and programs that encourage managers and employees to report suspected fraud and other improprieties, without fear of retaliation.
  2. Coordinating internal compliance review and monitoring activities, including periodic reviews of departments.
  3. Independently investigating and acting on matters related to compliance.

– Monitoring external review processes. Challenges for the Chief Compliance Officer (CCO) Challenge 1: The role is not clearly or properly defined. Challenge 2: There are conflicts of interest. Challenge 3: The CCO is not independent. Challenge 4: The CCO does not report directly to the Board.

  1. Challenge 5: The CCO’s job is not decided and terminated only from the Board.
  2. Challenge 6: The CCO does not have the financial and human resources necessary to do the job.
  3. Challenge 7: There are no effective monitoring and reporting policies and procedures in place, and the CCO can do nothing about that.

Chief Compliance Officers (CCOs) are more important after 2002 In 2002, SEC commissioner Cynthia Glassman explained the need for a “corporate responsibility officer.” This is what she said: “In terms of trying to personify the corporate conscience, there is something not specifically required, but which I feel is essential nonetheless.

While the CEO cannot delegate his or her ultimate responsibility, to fully carry out the mandate of Sarbanes-Oxley and the Commission’s rules, a company should have an officer with ownership of corporate compliance and ethics issues, and of what Title III of Sarbanes-Oxley broadly refers to as “Corporate Responsibility.” While every company must assess its particular needs based on the size and nature of its business, there are several characteristics that I would want the corporate responsibility officer to have if I were relying on this person: 1.

He or she should have sufficient seniority and authority to take the actions necessary under the circumstances. To assess whether your corporate responsibility officer meets this requirement, ask yourself if the person would be able to address the worst-case scenario.2.

The position should have the full support of the CEO and senior management, both in theory and in practice. The corporate responsibility officer should have access and provide regular reports to senior management. In this regard, he or she can play an important role in helping a company meet the information gathering and reporting requirements contained in the Commission’s new internal control and certification rules.3.

Although regular board reports on compliance and controls seem advisable, even if they do not occur regularly, the corporate responsibility officer should have the ability to report directly to the board (for example, to the audit committee chairman) on matters of significant import to the company or matters involving misconduct by senior management.4.

  • In addition, the responsible officer should have sufficient time and adequate resources to implement the company’s corporate responsibility program in an effective manner.
  • The best written code of ethics will be worthless if the company starves the budget of the officer who has to implement it.” SEC commissioner Cynthia Glassman discussed the need for a corporate responsibility officer, after examining some of the examples history provides with respect to corporate scandals.

Some History on Corporate Scandals “In thinking about themes underlying recent legislation and rules, it is useful to begin by examining some of the examples history provides with respect to corporate scandals – to look both at the common threads that run throughout and also at what distinguishes the recent spate of scandals from those that preceded them.

As economist John Kenneth Galbraith commented, “he man who is admired for the ingenuity of his larceny is almost always rediscovering some earlier form of fraud. The basic forms, have all been practiced.” Some examples from history show this to be all too true: 1. For starters, it is part of securities industry folklore that organized trading in America was borne out of scandal.

What is presently the New York Stock Exchange arose out of a financial crisis caused largely by a real estate speculator named William Duer, who leveraged his speculative investments to such a degree that he was unable to repay his loans. Duer’s personal failure was followed by the failure of several banks that lent him money, and then by the organization of traders who, underneath a Buttonwood tree in lower Manhattan, formed the exchange in the hope that the events would not be repeated.2.

  1. In the late 1800s, the promise that rail transportation would boost productivity and completely change the business paradigm led to rampant speculation in companies involved in railroad production.
  2. Analyzing the situation after the railroad bubble burst, financier Henry Clews noted in 1891 that the resulting crises “were chiefly due to an excessive diversion of capital into the building of railroads, and also the fact that the new companies were organized upon a grossly speculative and inflated basis.” Sound familiar? He also expressed dismay at “he extent to which not only large promoting companies, but even banking-houses of high repute, have been involved in floating these new issues.” 3.

In the early 1900s, the failure of United Copper Company and the inability of one of its affiliated banks to satisfy customer withdrawal demands caused another run on banks and forced investors to re-evaluate United Copper’s business model. Shareholders in United Copper saw the share price plummet from $84 to $10 per share in a single day.4.

In 1929, of course, we had the Great Crash. An interesting parallel to today’s issues was the way some companies assisted their officers after the market crashed in 1929. National City Bank, for example, created a “morale loan fund” for officers who had over-leveraged themselves in the securities markets.

The company made about $2 million in interest-free, uncollateralized loans to National City officers. Three years later only five percent of the loans were repaid. Skipping ahead to more modern history, I would like to share a description I recently came across which I found particularly insightful.

It provided the following summary of events: The distribution of securities by companies that had not made a previous public offering reached the highest level in history. This activity in new issues took place in a climate of general optimism and speculative interest. The public eagerly sought stocks of companies in certain “glamour” industries, especially the electronics industry, in the expectation that they would rise to a substantial premium – an expectation that was often fulfilled.

Within a few days or even hours after the initial distribution, these so-called hot issues would be traded at premiums of as much as 300 percent above the original offering price. In many cases the price of a “hot” issue later fell to a fraction of its original offering price.

This passage, of course, is not describing the Internet bubble of the 1990s, but rather speculation in electronics stocks in the late 1950s and early 1960s, which was documented in the Commission’s “Special Study of the Securities Markets” – published in 1963. Although many political, economic, social and psychological factors can lead to a market crisis, there seem to be enough common threads to these stories to suggest that the issues confronting us today are far from new.

Much of the behavior we have witnessed recently – greed, sacrificing strategic interests for instant gratification, promoting self-interest over fiduciary responsibility, suspension of rational investment decision-making, and loose lending practices coupled with rampant speculation – have plagued business and the markets throughout recorded history.” Annual Report 2021, Citigroup Inc.

  • About the Chief Compliance Officer (CCO) Second Line of Defense: Independent Risk Management Independent risk management units are independent of front line units.
  • They are responsible for overseeing the risk-taking activities of the first line of defense and challenging the first line of defense in the execution of their risk management responsibilities.

They are also responsible for independently identifying, measuring, monitoring, controlling and reporting aggregate risks and for setting standards for the management and oversight of risk. Independent risk management is comprised of Independent Risk Management (IRM) and Independent Compliance Risk Management (ICRM) and are led by chief risk executives (i.e., Chief Risk Officer (CRO) and Chief Compliance Officer (CCO)) who have unrestricted access to the Citigroup Board of Directors and its Risk Management Committee to facilitate the ability to execute their specific responsibilities pertaining to escalation to the Citigroup Board of Directors.

Independent Risk Management The IRM organization sets risk and control standards for the first line of defense and actively manages and oversees aggregate credit, market (trading and non-trading), liquidity, strategic, operational and reputation risks across Citi, including risks that span categories, such as concentration risk, country risk and climate risk.

IRM is organized to align to risk categories, legal entities/regions and Company-wide, cross-risk functions or processes (i.e., foundational areas). There are teams that report to an independent CRO for various risk categories and legal entities/regions.

  • In addition, there are foundational teams that report to Foundational Risk Management heads.
  • The Risk Category, Legal Entity/Regional CROs and Foundational Risk Management Heads report to the Citigroup CRO.
  • Independent Compliance Risk Management The ICRM organization actively oversees compliance risk across Citi, sets compliance risk and control standards for the first line of defense to manage compliance risk and promotes business conduct and activity that is consistent with Citi’s Mission and Value Proposition and the compliance risk appetite.

Citi’s objective is to embed an enterprise-wide compliance risk management framework and culture that identifies, measures, monitors, controls and escalates compliance risk across Citi. ICRM is aligned by product line, function and geography to provide compliance risk management advice and credible challenge on day-to-day matters and strategic decision-making for key initiatives.

  1. ICRM also has program-level Enterprise Compliance units responsible for setting standards and establishing priorities for program-related compliance efforts.
  2. These Compliance Risk Management heads report directly to the CCO.
  3. Annual Report 2020, J.P.
  4. MORGAN AG – about the Chief Compliance Officer (CCO) The various business segments, Banking (consisting of Global Investment Banking, Wholesale Payments and Lending), Markets, Securities Services and Commercial Bank, prepare detailed presentations for the meetings of the Management Board.

These presentations are key to discuss business developments in the past month and developments in key performance indicators (KPIs) as well as in key risk indicators (KrIs) of the various segments. The Chief Financial Officer (CFO), the Chief Risk Officer (CRO), the Chief Compliance Officer and the Head of Internal Audit also provide their up-to-date reports.

  • In addition, the implementation of the group-wide Brexit strategy by J.P.
  • Morgan AG with regard to client activation, transfer of assets, capital planning and staffing has been monitored during the meetings of the Management Board.
  • The Board meetings are minuted by a member of the legal department.
  • Compliance is led by the J.P.

Morgan AG Chief Compliance Officer (“CCO”) who reports to the entity’s CRO. The entity maintains oversight and coordination of its compliance risk through the implementation of the CCOR Framework. Roche Group Code of Conduct – about the Chief Compliance Officer (CCO) The Chief Compliance Officer (CCO) with the Compliance Officers network is committed to ensuring that the Roche Group Code of Conduct is consistently complied with throughout the Roche Group.

The Chief Compliance Officer also serves as a contact for employees, shareholders, business partners, customers and the general public on issues relating to the implementation of and compliance with the Roche Group Code of Conduct. A local Compliance Officer has been appointed in each Roche affiliate with the following responsibilities, in particular, but not limited to: – ensuring that employees know where they can ask for help and advice if they have doubts about the correct business behaviour; – networking and collaborating with local, regional and global compliance experts in order to identify and take advantages of synergies between Pharmaceuticals and Diagnostics; – coordinating local compliance endeavours, initiatives and training programmes; – supporting and conducting compliance monitoring, compliance controls and compliance audits; – supporting Line Management in the local integrity risk-management processes; – supporting Line Management in the adequate handling of local non-compliance cases, including reporting in the Business Ethics Incident Reporting (BEIR) system; – encouraging employees to speak up if they have a compliance concern.

The Chief Compliance Officer coordinates the network of the local Compliance Officers and makes sure that best practice examples are regularly exchanged and shared within the network and that global Compliance tools are continuously reviewed and updated.

  1. Annual Report 2021, Barclays PLC – about the Chief Compliance Officer (CCO) Organisation and structure The Conduct Risk Management Framework (CRMF) outlines how the Group manages and measures its Conduct risk profile.
  2. The Group Chief Compliance Officer is accountable for developing, maintaining and overseeing the CRMF.
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This includes defining and owning the relevant Conduct risk policies which detail the control objectives, principles and other core requirements for the activities of the Group. It is the responsibility of the first line of defence to establish controls to manage its performance and assess conformance to these policies and controls.

A selection of tools are used to manage and assess Conduct risk, including: (i) the Risk and Control Self-Assessment (RCSA) is the Group-wide approach for businesses to identify and regularly assess material risks and their associated controls, in order to mitigate these risks and reduce the likelihood and/or severity of losses to Barclays; (ii) the Strategic Risk Assessment (SRA) focuses on non-financial risks and is the tool used to annually identify potential forward-looking Conduct risks that may arise due to a particular strategy, business model or activity, or any potential regulatory, market or industry changes; and (iii) the Delivered Risk Assessment (DRA) assesses the risks that a change initiative may create once delivered.

The governance of Conduct risk within the Group is fulfilled through management committees and forums operated by the first and second lines of defence, with clear escalation and reporting lines to the Board. Barclays Internal Audit (BIA) provides independent assurance on the effectiveness of Conduct risk management to the Board and senior management.

  1. The governance of Conduct risk within the Group is fulfilled through management committees and forums operated by the first and second lines of defence with clear escalation and reporting lines to the Board.
  2. The Barclays Group and Barclays Bank Group Risk Committee is the most senior executive body responsible for the oversight of the Conduct Risk Profile.

The risk committees’ responsibilities include the identification and discussion of any emerging Conduct risks exposures in their respective entities. Organisation, roles and responsibilities Barclays PLC Board is the most senior body responsible for reviewing and monitoring the effectiveness of the Group’s management of reputation risk.

The Group Chief Compliance Officer is accountable for developing a Reputation Risk Management Framework (RRMF), and the Group Head of Public Policy and Corporate Responsibility is responsible for developing a reputation risk policy and associated standards, including tolerances against which data is monitored, reported on and escalated, as required.

The RRMF sets out what is required to manage reputation risk across the Group. The primary responsibility for identifying and managing reputation risk and adherence to the control requirements sit with the business and support functions where the risk arises.

  1. Barclays Bank Group and Barclays Bank UK Group are required to operate within established reputation risk appetite, and their component businesses prepare reports highlighting their most significant current and potential reputation risks and issues and how they are being managed.
  2. These reports are a key internal source of information for the quarterly reputation risk reports which are prepared for Barclays Group ExCo and the Board.

The Group Reputation Risk Committee is a sub-committee of the Group Executive Committee, authorised to manage material reputation risks and issues as they are brought to the attention of the committee via relevant reputation risk assessment and escalation processes.

Annual Report 2020, BHP, a leading global resources company – about the Chief Compliance Officer (CCO) Ethics and compliance, and assurance The Risk and Audit Committee (RAC) received, at its request, increased regularity of reporting from the Chief Compliance Officer on trends in reporting to EthicsPoint and details on consistency in disciplinary outcomes for breaches of Our Code of Conduct (Our Code) which sets out standards of behaviour for our people.

The RAC also discussed the introduction of assurance over risk culture by the Internal Audit and Advisory team. Effectiveness of systems of internal control and risk management (RAC and Board) In delegating authority to the CEO, the Board has established CEO limits, outlined in the Board Governance Document.

Limits on the CEO’s authority require the CEO to ensure there is a system of control in place for identifying and managing risk in BHP. Through the RAC, the Directors regularly review these systems for their effectiveness. These reviews include assessing whether processes continue to meet evolving external governance requirements.

The RAC oversees and reviews the internal controls and risk management systems. Any material breaches of Our Code, including breaches of our anti-bribery and corruption requirements, as well as any material incidents reported under our ‘speaking up with confidence’ requirements are reported quarterly to the RAC by the Chief Compliance Officer.

These reports are then communicated to the Board through the report-out process. In undertaking this role, the RAC reviews: • procedures for identifying, assessing and managing material risks and controlling their impact on the Group, and other stakeholders where relevant, and the operational effectiveness of these procedures • processes and systems for managing budgeting, forecasting and financial reporting • the Group’s strategy and standards for insurance • the Group’s standards and procedures for reporting reserves and resources • the Group’s standards and procedures for closure and rehabilitation provision • standards and practices for detecting, reporting and preventing fraud, serious breaches of business conduct and whistleblowing procedures supporting reporting to the Committee • procedures for ensuring compliance with relevant regulatory and legal requirements • arrangements for the protection of the Group’s information and data systems and other non-physical assets • operational effectiveness of the Business RAC structures • overseeing the adequacy of the internal controls and allocation of responsibilities for monitoring internal financial controls Annual Report 2021, Adidas – about the Chief Compliance Officer (CCO) COMPLIANCE MANAGEMENT SYSTEM (ADIDAS FAIR PLAY) We consider compliance with the law as well as with external and internal regulations to be imperative.

The Executive Board sets the tone from the top. Every employee is required to act ethically and in compliance with the law as well as with internal and other external regulations while executing the company’s business. We believe adidas Fair Play will prevent the majority of potential compliance issues.

For that reason, we have specific measures to detect and respond to any concerns. We realize, however, that no compliance system can eliminate all violations. The adidas Chief Compliance Officer oversees the company’s Compliance Management System (CMS). We see compliance as all-encompassing, spanning all business functions throughout the entire value chain.

Our central Compliance team works closely with Regional Compliance Managers and Local Compliance Officers to conduct a systematic assessment of key compliance risks on a yearly basis. In addition, the central Compliance team regularly conducts compliance reviews within selected entities.

Due to widespread pandemic-related travel restrictions in 2021, the reviews have been postponed to 2022. The company’s CMS is based on the OECD Principles of Corporate Governance. It refers to the OECD Guidelines for Multinational Enterprises and is designed to: ─ support the achievement of qualitative and sustainable growth through good corporate governance, ─ reduce and mitigate the risk of financial losses or damage caused by non-compliant conduct, ─ protect and further enhance the value and reputation of the company and its brand through compliant conduct, and ─ preserve diversity by fighting harassment and discrimination.

The Fair Play Code of Conduct and our CMS are organized around three pillars: prevent, detect, and respond. ─ Prevention: The Compliance team regularly reviews and updates the CMS as necessary. In addition to the revised Fair Play Code of Conduct mentioned above, we also introduced an Anti-Harassment and Anti-Discrimination Policy in September 2020, emphasizing adidas’ renewed initiative to prevent and fight harassment and discrimination in the workplace.

  • Management also shares compliance-related communication, and the Compliance department provides mandatory training to all employees globally during onboarding and in regular, repeated cycles.
  • The Compliance team and partners also provide targeted in-person compliance training as appropriate with senior management and newly promoted or hired senior executives across the globe in order to further enhance the compliance ‘tone from the top,’ as well as the ‘tone from the middle.’ We closely monitor the completion rates for these training measures and continuously update our web-based training.

Also in 2021, the company launched trainings on several topics, including information security; procurement, and ‘Diversity, Equity, and Inclusion’ (‘DEI’). We also focused on strengthening cooperation between the Compliance team and the Internal Audit, the Group Policies and Internal Controls, and the Risk Management departments.

Detection: adidas has whistleblowing procedures in place to ensure timely detection of potential infringements of statutory regulations or internal guidelines. Employees can report compliance concerns internally to their supervisor, the Chief Compliance Officer, Regional Compliance Managers or Local Compliance Officers, the relevant HR Manager, or, where applicable, the Works Council.

Employees can also report externally via the independent, confidential Fair Play hotline and website, which also allow for anonymous complaints. The Fair Play hotline and website are available at all times worldwide, including the services of interpreters, if required.

  1. They are promoted digitally and with posters to reach all our locations around the world.
  2. The company’s continuous work to identify potential compliance violations accelerated in 2021 through several initiatives related to the Global ‘Diversity, Equity, and Inclusion’ (‘DEI’) Program.
  3. Response: Appropriate and timely response to compliance violations is essential.

The Chief Compliance Officer leads all investigations in cooperation with an established team of Regional Compliance Managers and a global network of Local Compliance Officers. We track, monitor, and report potential incidents of non-compliance worldwide.

  1. In 2021, we recorded 485 potential compliance violations (2020: 414).
  2. Most importantly, insights gained from the investigation of past violations are used to continuously improve the CMS.
  3. Where necessary, we react promptly to confirmed compliance violations, through appropriate and effective sanctions ranging from warnings to termination of employment contracts.

In addition, in 2021, the Compliance team strengthened its relationship with the HR organization, a key partner in many compliance matters, especially those related to harassment and discrimination. Apple Inc., Notice of 2022 Annual Meeting of Shareholders and Proxy Statement – about the Chief Compliance Officer (CCO) Legal and Regulatory Together with the Audit Committee, Apple’s Board takes an active role in overseeing legal and regulatory risks related to Apple’s business.

The Board receives regular updates from Apple’s General Counsel and Apple’s Chief Compliance Officer on legal and regulatory developments affecting the company, including updates on legislative developments, government investigations, litigation, and other legal proceedings. Antitrust Compliance The Audit Committee oversees Apple’s antitrust compliance program.

Apple’s Antitrust Compliance Officer is responsible for the development, review, and execution of Apple’s Antitrust Compliance Program and, together with Apple’s General Counsel and Apple’s Chief Compliance Officer, regularly reports to the Audit Committee.

  1. These reports include the alignment of the program with Apple’s potential antitrust risks, and the effectiveness of the program’s design in detecting and preventing antitrust issues and promoting compliance with laws and Apple’s policies.
  2. Business Conduct and Global Compliance The Audit Committee regularly reviews and discusses with management Apple’s business conduct and compliance risks.

Apple’s Chief Compliance Officer is responsible for the development, review, and execution of Apple’s Business Conduct and Global Compliance program and regularly reports to the Audit Committee. These reports include the program’s support and validation of Apple’s principles of conducting business ethically, honestly, and in compliance with applicable laws; the effectiveness of the program’s design in detecting and preventing business conduct violations, and promoting ethical business conduct and compliance with applicable laws and Apple policies; as well as results of program evaluations.

  • Business Conduct Policy Apple seeks to conduct business ethically, honestly, and in compliance with laws.
  • Apple’s code of ethics, titled “Business Conduct: The way we do business,” set outs the principles that guide Apple’s business practices – honesty, respect, confidentiality, and compliance.
  • The code applies to all employees, including Apple’s principal executive officer, principal financial officer, and principal accounting officer.

Relevant sections of the code also apply to the Board. Apple expects its suppliers, contractors, consultants, and other business partners to follow the principles set forth in the code when providing goods and services to Apple or acting on its behalf.

  1. The code is available at Business-Conduct-Policy.pdf.
  2. Apple intends to disclose any changes or waivers from this code by posting such information to our website if such disclosure is required by SEC or Nasdaq rules.
  3. Apple’s code is managed by the Business Conduct organization, under the oversight of Apple’s Chief Compliance Officer.

Employees are required to complete training on the code upon joining Apple and annually thereafter. With input from relevant stakeholders and executive leadership, we regularly review and update Apple’s code and related policies to ensure they provide clear, actionable guidance to our employees, executive officers, and directors.

Annual Report 2020, Daimler – about the Chief Compliance Officer (CCO) Compliance organization Our compliance and legal affairs organizations are structured divisionally, regionally and along the value chain. As a result, they can provide effective support — for example, by means of guidelines and advice.

Contact persons are available to each function, division and region. In addition, a global network of local contact persons makes sure that our compliance standards are met. The contact persons also help the management at the Group companies implement our compliance program at their respective sites.

  • The Daimler Compliance Board provides guidance regarding overarching compliance topics and monitors activities to see whether our compliance measures are effective.
  • The Board’s mission is to react promptly to changes in business models and the business environment, deal with regulatory developments and continuously enhance the CMS.

The Compliance Board consists of representatives of the compliance and legal affairs departments. It generally meets four times a year with additional meetings for cause and is chaired by the Chief Compliance Officer. Involvement of company management The Chief Compliance Officer, the Vice President & Group General Counsel and the Vice President Legal Product & Technical Compliance report directly to the Member of the Board of Management for Integrity and Legal Affairs and to the Audit Committee of the Supervisory Board.

They also report regularly to the Board of Management of Daimler AG on matters such as the status of the CMS and its further development, as well as the whistleblower system BPO. In addition, the Vice President & Group General Counsel regularly reports to the Antitrust Steering Committee and the Group Risk Management Committee.

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The Chief Compliance Officer and the Vice President Legal Product & Technical Compliance also report to the Group Risk Management Committee. The structure of the reporting lines safeguards the compliance officers’ independence from the business divisions.

Compliance risks We examine and evaluate our Group companies and corporate departments systematically each year in order to minimize compliance risks. In this process we use, for example, centrally available information about the Group companies and corporate departments, such as revenue, business models and relations with business partners.

If necessary, other locally sourced information is supplemented. The results of these analyses are the foundation of our compliance risk control. Compliance program Our compliance program comprises principles and measures that are designed to minimize compliance risks and prevent violations of laws and regulations.

The individual measures are based on the knowledge gained through our systematic compliance risk analysis. We focus, among other things, on the following aspects: the continuous raising of awareness of compliance issues, the systematic tracking of information received regarding misconduct and the formulation of clear standards for the behavior of our business partners.

We address all of these points in greater detail in a later section. Compliance on the part of our business partners We expect not only our employees to comply with laws and regulations. We also require our sales partners and suppliers to adhere to clear compliance requirements, because we regard integrity and conformity with regulations as a precondition for trusting cooperation.

In the selection of our direct sales partners and in our existing sales partnerships, we therefore ensure that our partners comply with laws and regulations and observe ethical principles. In financial year 2020, we refined and made full use of our globally standardized process for the effective and efficient assessment of all new sales partners and the step-by-step re-evaluation of our existing sales partners (Sales Business Partner Due Diligence Process).

Our continuous monitoring in this area is designed to ensure that we can identify possible integrity violations by our sales partners. We also reserve the right to terminate cooperation with, or terminate the selection process for, any sales partner who fails to comply with our standards.

In addition, we work with our procurement units to continuously improve our processes for selecting and cooperating with suppliers. Our global Daimler Sustainability Standards apply in this area. On the basis of these standards and our Integrity Code, we make available to each of our suppliers and sales partners a specific Compliance Awareness Module developed with their activities in mind.

This module is intended to sensitize them to current integrity and compliance requirements such as those related to anti-corruption measures and technical Compliance. Through these measures we also offer our business partners assistance for dealing with possible compliance risks.

  • Case Study 1: Job description, Chief Compliance Officer, Texas Capital Bank, Richardson, TX.
  • Responsibilities.
  • Act as the compliance leader, strategist and subject matter expert assessing and advising on existing and emerging regulatory compliance requirements across the organization.
  • Represent the state of Compliance Risk to Executive Management, Regulators, and the Board of Directors.

– Oversee the development and evolution of the annual compliance work plan and periodically revisit the plan in light of regulatory and organization risk appetite changes. – Develop and maintain strong relationships with senior leaders, including executive management and related control groups to ensure a cohesive approach to compliance and risk management.

Provide guidance, advice, and/or training to all lines of businesses (LOBs) to improve LOBs understanding of related laws and risk appetite. – Supports key growth initiatives tied to the company’s strategic plan. – Maintain strong professional relationships and open lines of communication with bank regulators, taking the lead in managing examinations and other ongoing regulatory interactions.

– Drive the company’s core compliance processes including risk assessments and testing of relevant regulations, measurement and adherence to compliance metrics, and lead all internal/external reporting on the overall state of compliance. – Collaborate with other risk stakeholders to proactively identify and assess risk inherent to their processes, assess their controls, and help mitigate the risk of potential business disruption, loss of revenue or reputation resulting from inadequate or failed internal processes/systems, human activities or external events.

  1. Effectively manage, motivate and develop a high performing team of compliance professionals.
  2. Develop and maintain a compliance environment that encourages all bank employees or contractors to report suspected fraud and other improprieties without fear of retaliation.
  3. Oversee the development and maintenance of an independent investigations of appropriate scope and scale, to investigate, evaluate and resolve compliance issues.

– Oversee the vendor compliance oversight program measuring and monitoring the compliance of third party goods and services delivered against defined bank and regulatory requirements. – The duties listed above are the essential functions, or fundamental duties within the job classification.

The essential functions of individual positions within the classification may differ. Texas Capital Bank may assign reasonably related additional duties to individual employees consistent with standard departmental policy. Case Study 2: Job description, US Chief Compliance Officer, Revolut, New York, NY.

Compliance is a key team that ensures Revolut’s products and processes meet the wording and spirit of regulatory requirements, then translate this into good customer outcomes. Compliance also facilitates open and transparent relationships with our regulators.

The Compliance team brings Revolut’s commitment to improving all aspects of finance to risk management. We are far more data-led than similar functions within other companies; our team has both a strong understanding of regulatory requirements and also the ability to find solutions and carry out testing in a purely digital environment.

Join a team that knows that better people and machines are the most effective way of managing conduct risk. We are looking for a Chief Compliance Officer to join our team in the US to Maintain Compliance Management System, advise on the localization of products and features to comply with US regulation, and support the compliance section of the bank application.

What You’ll Be Doing. – You will be leading our US compliance function. – Act as a check and balance on the business and assure that compliance risk taking is within risk appetite. – Advise the business on localizing products and features for the US regulatory environment and advise on remediation of Compliance issues.

– Evaluate business objectives and regulatory developments, and propose compliance solutions within the firm’s risk tolerance and regulatory requirements. – Anticipate changes in regulatory regimes and implement the appropriate changes with our policy and procedure owners.

– Participate in the US Executive Risk Committee and US Board Risk and Compliance Committee; prepare regulatory and management reports. – Responsible for managing our regulatory relationships and strategy globally. – Manage the local framework for policies and procedures. – The role doesn’t include FinCrime opportunities.

Case Study 3: Job description, Chief Compliance Officer, Antier Solutions, Chandigarh, India. Job Description. – Should have strong knowledge of European banking regulations and should be able to oversee and manage compliance issues within the company and for its clients.

Ensure that the organization / Startups are in compliance with various regulatory requirements. – Investigate any incident or violations for legal or regulatory requirements. – Identifying potentially vulnerabilities and be able to address these head-on with corrective measures. – Overseeing compliance within an organization, and ensuring compliance with laws, regulatory requirements, policies and procedures.

– Providing strategic direction to the management team on compliance. – Interacting with regulators on compliance issues. – Coordinating efforts related to audits, reviews, and examinations. – Interact with senior management, faculty, staff and/or government agency officials, to represent and promote the development of strategic compliance programs to further university awareness on related initiatives.

– Develop an ongoing campaign to heighten awareness of the various university’s main campus compliance programs, disseminates compliance information and collects employee feedback as appropriate. – Should have strong knowledge about European Open Banking regulations. – Should be aware of FCA UK compliance regulations and requirements.

– Should have strong grip of compliance requirements for building Crypto friendly Banking Solutions which would include IBANS Accounts and linked Debit Cards, KYC/AML, Fiat to Crypto conversion and vice versa, International and Local fund transfer, Foreign Exchange, Crypto Trading, Counter-Terrorism Financing (CFT) Laws.

etc. Case Study 4: Job description, Group Chief Compliance Officer, News Corp, London, England. The News Corp Global Compliance Programme (the Programme): The primary goal of the Programme is to prevent, detect and remediate misconduct by employees and agents of News Corp. To achieve this goal, Global Compliance promotes and enforces company-wide compliance with global policies addressing a wide range of issues, including the News Corp Standards of Business Conduct, as well as policies relating to anti-bribery and anti-corruption, sanctions and trade restrictions, modern slavery and conflicts of interest.

Global Compliance also assists with workplace conduct issues, information governance, antitrust and privacy, each of which are overseen by News Corp’s subject matter experts. The Programme is then reinforced at each of its Business Units by implementing it at the local level.

  1. The Global Compliance Team (Global Compliance): News Corp’s General Counsel and Chief Compliance Officer (CCO) heads up Global Compliance and in turn reports, through News Corp’s Audit Committee, to the News Corp Board of Directors.
  2. There are three Group Chief Compliance Officers (GCCOs): one based in New York (GCCO North America), one based in Australia (GCCO AsiaPac) and this role, based in London (GCCO UK).

The GCCOs work collaboratively, but are individually focused on covering the Company’s businesses in their specific geographic region, i.e. North America, Asia Pacific, and Europe. They are supported by a small support team, primarily based in the US, including a Global Compliance Counsel, a Project Manager and Training Manager.

  1. Role of the GCCO (UK).
  2. The GCCO is responsible for compliance oversight of the following News Corp’s business units: News UK, Storyful and HarperCollins Publishers, globally.
  3. Working with senior management, including the General Counsels at each of these businesses, the GCCO identifies opportunities to strengthen internal controls, develops implementation and monitoring practices to ensure implementation of the global compliance principles and policies, and, when necessary, conducts inquiries and investigations into potential violations.

Responsibilities. – This is a full-time, 9 -12 month contract position. – Advise on questions related to anti-bribery and anti-corruption, antitrust, privacy, sanctions, modern slavery, conflicts of interest, workplace conduct issues and other compliance risks.

Develop, implement and review compliance policies. – Conduct M&A due diligence to identify any compliance risks of potential acquisitions. – Conduct risk assessments with senior management to identify areas of risk. Prepare comprehensive risk council memos summarizing the assessments. – Develop and monitor implementation plans for each business unit to ensure implementation of compliance principles and policies.

– Respond and when necessary investigate complaints received on the Company’s whistleblower Alertline. – Develop and maintain effective business relationships with senior management at the business units. – Identify, on an ongoing basis, potential areas of compliance vulnerability and risk across the Company and more specifically anticipate legal and regulatory changes in legislation, either at a global or local level, that may impact/require adjustments to the Programme.

  1. Ensure implementation of the Company’s third party vendor management system across the relevant business units, as well as exercising approval under relevant local due diligence processes.
  2. Working with Human Resources, ensure that the compliance training program and all communications, including senior management ‘tone from the top’ messaging is effectively implemented.

– Manage and work with outside counsel and consultants as necessary. – Exercise approval under News Corp’s global compliance policies and protocols, e.g. Gifts and Entertainment. – Conduct in person trainings and briefings on Global Compliance with Executive and management teams as required.

Design, conduct and participate as required in monitoring meetings with the business units. – Work collaboratively with CAD/Global Risk Lead in reviewing and updating status/changes in compliance risk across business units. – Ensure Significant Allegations are reported to the CCO and investigated appropriately.

You may also visit: The Role of the Risk Officer: Credit Risk: Market Risk: Operational Risk: Systemic Risk: Political Risk: Strategic Risk: Conduct Risk: Reputation Risk: Liquidity Risk: Cyber Risk: Climate Risk: Emerging Risk:

When did CCOs start in Oregon?

Oregon’s Medicaid Coordinated Care Organizations In 2012, the state of Oregon transformed its Medicaid program by establishing 16 “coordinated care organizations,” or CCOs, to provide comprehensive care for its Medicaid population. Coordinated care organizations can be considered a type of accountable care organization (ACO): they are locally governed; are accountable for access, quality, and health spending; and emphasize primary care medical homes.

However, CCOs differ from most Medicare and commercial ACOs in their acceptance of full financial risk in the form of a global budget. Coordinated care organizations are also required to integrate financing and delivery systems for a broad scope of services, including mental health, addiction, and dental services.

Approximately 90% of the state’s 1.1 million Medicaid enrollees now receive care through CCOs that take a variety of forms that reflect the local context. These CCOs include a mix of for-profit and not-for-profit organizations and vary in the size of the population covered (from fewer than 11 000 enrollees to more than 200 000 enrollees).

Some CCOs were formed out of previous Medicaid managed care organizations, whereas others were created out of new alliances and partnerships. Oregon’s transformation was made possible through a remarkable arrangement with the Centers for Medicare & Medicaid Services (CMS), which, beginning in 2012, would provide a total of $1.9 billion over 5 years to support transformation.

In exchange, the state agreed to reduce the rate of per capita Medicaid spending growth from a historical average of 5.4% to 3.4% within 3 years. Expenditures on Oregon’s Medicaid acute care program totaled $3.6 billion in fiscal year 2013; the 2% reduction was forecast to generate $8.6 billion in total savings over 10 years.

  1. Approximately 76% ($6.5 billion) of these savings would accrue to CMS, resulting in a substantial positive return on the initial federal investment.
  2. The prespecified growth rate represented a departure from arrangements that set Medicaid managed care rates through negotiations or according to a historical trend.

Oregon’s experience provides a number of lessons that are applicable to other states, regardless of whether they are expanding coverage. The Oregon-CMS agreement also required that the quality of care, as defined by 33 measures, would not diminish over time.

Accountability was applied in the form of financial penalties triggered by a failure to meet the prespecified spending or quality targets, ranging from $150 million in the second year to $185 million in years 3 and 4. While the investment from CMS exceeded the maximum penalties by close to $1 billion, much of the funding was used to fill a budget gap that would otherwise necessitate sizeable reductions in reimbursement rates.

Thus, the state and its CCOs had strong incentives to meet their targets and avoid any penalties. Oregon is now 3 years into this experiment, providing an opportunity to assess the performance midway through this ambitious Medicaid ACO reform. To date, the CCO model appears robust, despite initial concerns that the rapid transformation and constraints of the global budget could restrict access to care or create an infeasible business model.

  1. The state has met its spending targets each year, avoiding potential financial penalties.
  2. Compared with a 2011 baseline, the Oregon Health Authority reported that per-member per-month spending for inpatient care had decreased in 2014 by 14.8%.
  3. Per-member per-month spending on outpatient care was also lower, by 2.4%.
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However, outpatient spending trends masked a 19.2% increase in spending on primary care services—a change some observers might find encouraging, given the historical access challenges for the Medicaid population. Of note, reductions in spending were also observed in 2013, suggesting that these decreases were not primarily attributable to an influx of healthier Medicaid enrollees who joined CCOs in 2014.

  • Together, the reductions in inpatient and outpatient spending suggest that Oregon is on track to meet its 5-year 3.4%spending growth target.
  • Coordinated care organizations also improved quality on measures that were relevant to pay-for-performance bonuses.
  • The 2014 CCO bonus pool was based on 3% of the global budget and determined by performance on 17 incentive measures.

Thirteen CCOs received 100% of their bonus payments, and the remaining 3 CCOs received at least 60% of their bonus payments. In total, the state paid out more than $128 million to CCOs in 2014—approximately $150 for every Medicaid enrollee managed by the CCOs.

  1. Overall, statewide improvement was observed for all of the incentive measures for which 2011 data were available.
  2. One of the most substantial improvements occurred in the rate of screening, brief intervention, and referral to treatment for alcohol and substance use, which moved from a statewide average of 0.1% in 2011 to 7.3% in 2014.

The change in this measure is note-worthy because it demonstrates the effect of incentive payments and because this quality measure, focused on alcohol and substance use, is a departure from the typical quality measures used by Medicare and commercial ACO models.

  1. In earning these bonus payments, CCOs also demonstrated large increases in the percentage of their patients enrolled in a recognized patient-centered primary care home (PCPCH), moving from a statewide average of 51.8% in 2012 to 81.0% in 2014.
  2. However, CCOs demonstrated mixed performance across a range of measures that were not connected to incentive payments.

Immunizations for children and adolescents and tobacco cessation efforts improved over the 2011–2014 time period. But rates of chlamydia screening, cervical cancer screening, and well-child visits in the first 15 months declined. Although these results are promising, they are preliminary.

A rigorous National Institutes of Health–and foundation-funded evaluation is under way. Even if Oregon and the CCOs meet their obligations to CMS, a formal analysis is necessary to determine the extent to which observed changes can be attributed to the CCO model, as opposed to larger, secular trends in health care.

Coordinated care organizations will face a number of important challenges in the upcoming years. The observed early successes may be largely attributable to an overall slowdown in health care spending and the ability of CCOs to identify easily achievable goals, such as improving the management of selected high-cost patients or reducing readmissions through care transition programs.

  • Longer-term efforts to keep the growth rate of health care expenditures at 3.4% and improve quality may require more substantial changes in the delivery system.
  • Furthermore, as part of the Affordable Care Act, Oregon expanded its Medicaid coverage, adding more than 400 000 people in 2014, a 69% increase over 2013 levels.

Although 2014 data suggest CCOs were able to enroll these new members in PCPCH clinics and provide access, coordinating care for this new population may require new tools and additional efforts. The CCO transformation and the survival of the global budget mechanism will also require flexibility in the regulatory and actuarial requirements imposed by CMS.

Whereas the state of Oregon and CCOs originally envisioned a model that moved away from the fee-for-service payment model to a global budget focused on outcomes, CMS has increased its scrutiny of the budgeting mechanism and its requirements for detailed claims and encounter data as the basis for rate setting.

This development challenges the ability for CCOs to invest in quality or upstream public health initiatives and limits the transformative potential of the original CCO model. Oregon’s experience provides a number of lessons that are applicable to other states, regardless of whether they are expanding coverage.

The Oregon-CMS exchange, if successful, could serve as a template for Medicaid reform. By providing an up-front investment to states but holding them accountable for the increase in spending, CMS has an opportunity to test reform models that have built in incentives to achieve savings. The CCO model also offers an important test of the potential to contain the cost of the Medicaid program through policies that focus on reforming the delivery system, as opposed to reforms that engage patients through greater cost-sharing or premiums.

Furthermore, as part of the ACO model, the lessons from Oregon will provide yet another indication of what types of ACO models have the best chance of improving the value of care. Overall, lessons from Oregon will provide important evidence about the extent to which new models can provide adequate access, improve population health, and slow the growth of health care spending.

  • Funding/Support: This research was funded by grants from the Silver Family Foundation and the National Institutes of Health (1R01MH1000001 and 1R33DA035640).
  • Role of the Funder/Sponsor: The funding sources had no role in the preparation, review, or approval of the manuscript.
  • Conflict of Interest Disclosures: The author has completed and submitted the ICMJE Form for Disclosure of Potential Conflicts of Interest and none were reported.1.

McConnell KJ, Chang AM, Cohen DJ, et al. Oregon’s Medicaid transformation: an innovative approach to holding a health system accountable for spending growth. Healthc (Amst) 2014; 2 (3):163–167.2. Oregon’s Medicaid waiver agreement. Oregon Health & Science University;,

  1. 3. Stecker EC.
  2. The Oregon ACO experiment: bold design, challenging execution.
  3. N Engl J Med.2013; 368 (11):982–985.4.
  4. Oregon’s health system transformation 2014 final report.
  5. Oregon Health Authority.;,5.
  6. Lewis VA, Colla CH, Tierney K, Van Citters AD, Fisher ES, Meara E.
  7. Few ACOs pursue innovative models that integrate care for mental illness and substance abuse with primary care.

Health Aff (Millwood) 2014; 33 (10):1808–1816.6. Methodology: 2015 rate redevelopment for coordinated care organizations. Oregon Health Authority.;,7. Nyweide DJ, Lee W, Cuerdon TT, et al. Association of Pioneer Accountable Care Organizations vs traditional Medicare fee for service with spending, utilization, and patient experience.

Is CareOregon part of OHP?

You deserve great health care. – Every day, CareOregon helps more than 500,000 Oregonians access free physical, dental, mental health care and prescription drug coverage through the Oregon Health Plan (OHP). Enter our Members section to find out if you’re eligible, search for providers, learn about CareOregon benefits, and more. What Is A Cco In Healthcare

How can I be a good CCO?

3. Be open to customer feedback. – Unlike other C-suite titles, the CCO doesn’t just work with other employees. You also get to work with customers. And customers these days love to give feedback, be it positive or negative. If you want to become the CCO, you need to learn to accept feedback, even if it is negative, and also take it into consideration when developing new customer strategies.

What is a CCO vs CRO?

The Difference Between a COO, CRO and CCO – According to Totango’s 2021 State of the Industry Report, 73% of respondents reported that executive support was one of their top challenges in performing their jobs, which further highlights the need for CS representation in the C-suite.

  • As mentioned earlier, many companies rely on the role of a Chief Operating Officer or a Chief Revenue Officer to handle the responsibilities of a Chief Customer Officer, but these roles are very different and serve various purposes for the company.
  • A COO is often considered the second in command to the CEO and is responsible for supervising the daily operations of a business.

The COO may be tasked with managing a variety of issues for the company, including financial growth, development, sales, marketing, research and human resources. Essentially, the COO is responsible for ensuring that the organization and its employees are carrying out the CEO’s vision and plans.

  • A CRO is responsible for the processes and procedures around generating revenue for the company.
  • They are tasked with aligning all revenue-related tasks, such as pricing, sales, customer support, marketing and revenue management.
  • The CRO uses the CEO’s vision for the company to create new opportunities and markets for the company.

A CCO is focused on the customer: customer retention, customer service, and building customer relationships. The CCO helps unite the executive team with a customer-centric vision so that all departments work together to support this viewpoint and deliver a consistent experience.

What is CCO and COO?

There are a lot of initialisms for top leadership positions that contain the words “Chief and Officer” in the title. It may be confusing to keep the players straight. It may help to explain that a corporate officer holds a management-level position, such as a President, Vice President, or General Manager. Other common positions include:

CEO – Chief Executive Officer – This person is the highest ranking corporate officer. They are the head of management for an organization. They report to the board of directors. They make high-level decisions about policy and strategy. The people that report to the CEO include: The CBDO (Chief Business Development Officer), CFO (Chief Financial Officer), COO (Chief Operating Officer), CMO (Chief Marketing Officer), CIO (Chief Information Officer), CCO (Chief Communications Officer), CLO (Chief Legal Officer), CTO (Chief Technology Officer), CRO (Chief Risk Officer), CCO (Chief Creative Officer), CCO (Chief Compliance Officer), CAE (Chief Audit Executive), CDO (Chief Diversity Officer), and CHRO (Chief Human Resources Officer). Steve Jobs was an example of a top CEO. To find out more about these other chief officer positions, click here, Check out: The Best Performing CEO’s in the World, COO – Chief Operating Officer – This person is responsible for the day to day operations or an organization. Not all companies have one. In 2006 more than 60 percent of Fortune 500 companies did not have a COO, This person may also be called the company’s President. This person could be thought of as the second in command behind the Chairman or CEO. An example of a top COO is: Tim Cook was the COO for Apple before replacing Steve Jobs as CEO, Check out: List of Famous Chief Operating Officers, CFO – Chief Financial Officer – This person manages the corporation’s financial risk. They deal with data analysis, financial planning and record keeping. Although they report to the CEO, they may also sit on the board of directors. Peter Oppenheimer is Apple’s CFO. Check out: Bonus Babies,, The Best Paid CFO’s, CMO – Chief Marketing Officer – This person is the head of sales, product development and all things marketing-related. The CMO can report to either the CEO or COO. Their job is to obtain growth through sales and marketing. The CMO has become more commonly discussed in recent years. Check out: The Chief Marketing Officer,, A new Boardroom Role, CIO – Chief Information Officer – This person is the head of information technology. They may report to the CEO, CFO or COO. They must create strategic goals to increase information accessibility and manage integrated systems. The CIO and CTO roles are often confused. Check out: What is the Difference Between CIO and CTO,

There may be other chief officers’ positions in other industries as well. For example in hospitals there could be a CMO (Chief Medical Officer), a CNO (Chief Nursing Officer) and a CMIO (Chief Medical Informatics Officer). Related Articles

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What is NHS CC?

Close working between NHS England teams and clinical commissioning groups (CCGs) benefits policy formulation, leads to more successful implementation and strengthens decision making. NHS England is committed to ensuring that CCG representatives who can speak on behalf of the CCG community are embedded in all areas of its work.

NHS Clinical Commissioners (NHSCC) works with NHS England to lead this engagement function with CCGs to ensure they have every opportunity to be involved in its work at a national level through formal, systematic and representative ways of working. This process is managed internally by NHS England’s Commissioning Policy Unit.

Requests for CCG representatives are channelled through NHSCC bulletins to CCG senior management and specialised member networks, as well as via a new engagement bulletin which is sent out to all CCGs. If you would like to know more about the process please contact [email protected] or visit,

What does MCC mean in a hospital?

Multiple chronic conditions (MCC) is one of the least understood, yet most pressing medical issues facing the world’s population and healthcare systems. Here we examine what MMC means, why it’s so important, and the big changes that need to be made if we’re to face up to this rapidly growing challenge.

Does CC stand for critical care?

– The acronym CCU sometimes stands for a critical care unit. When used this way, critical care and intensive care have the same meaning and offer the same type of care. In this instance, CCU and ICU can be used interchangeably. In other hospitals, a CCU is a more specialized kind of unit, known as a cardiac or coronary care unit.

What is the difference between MCO and PCCM?

MCO refers to risk-based managed care; PCCM refers to Primary Care Case Management. FFS/Other refers to Medicaid beneficiaries who are not in MCOs or PCCM programs.

What does MCO stand for in planning?

What is the Managed Care Organization plan? – The MCOs provide care through their own provider network that includes primary care providers or PCPs, specialists, behavioral health providers, and hospitals. Care coordinator staff will be available through the MCO.

  • If you choose this plan, you need to pick a primary care provider or PCP within the MCO’s network.
  • You must also live in the service areas covered by the MCO.
  • This makes it easier for you to stay connected with your provider.
  • After you have picked a health plan, you can still switch to another health plan later for any reason during your annual 90-day Plan Selection Period,

If you are in your Fixed Enrollment Period, you can only change to a new health plan for certain reasons. Each Managed Care Organization or MCO will work with you to help you reach your health goals. For more information about each plan, please click on the plans below or go to to find and compare plans nearest you.

Why do employers prefer MCO?

Employers preferred managed care organizations because MCOs main goal is cost controlling without sacrificing quality as these assume financial risk for expenditures, therefore hold strong incentives to control cost and utilization

What is MCO vs SCO?

MCO: used for releasing changes to manufacturer, manufacturer parts and related attributes (Approved Manufacturer List information). The MCO does not result in a change of Revision. Site change order (SCO): used for releasing changes to site and site-specific AML information.