The Value of Engaging People for Your Compliance Program’s Success

January 1, 2024

By Sarah Couture (Principal at Couture Consulting LLC in Indianapolis, IN.)

Originally Posted on: Compliance Cosmos

Much of a compliance program’s success—and its ability to successfully prevent and detect fraud, waste, and abuse—rises and falls on its strategy and approach with people. The vision and planning of every compliance program must acknowledge that people are essential to its success, and then prioritize and be intentional to develop relationships and engage a variety of key stakeholders in its implementation. From those inside the organization—such as the compliance program staff, board members, and operations leaders and managers, to those outside the organization, like network contacts, students, and outside advisors—this column will help readers appreciate who needs to be part of the compliance program’s strategy, why each is essential for program effectiveness, and how to engage and leverage the people within and around our compliance programs to ensure success.

How does a smart “people strategy” promote compliance program effectiveness? Intentional engagement with board members contributes to successful oversight. Prioritizing investment in your compliance program staff creates a more valuable, efficient, and qualified team to implement the program. Building rapport with and inspiring operational leaders and managers in their compliance responsibility fosters operations accountability for “owning” and driving compliance in their areas of purview. Intentional collaboration and planning with outside partners ensure your resources’ most effective and efficient use and promote the best outcomes. In addition, intentionally developing our own professional networks ensures that we have industry peers and thought partners who provide opportunities for mentoring, personal development, and investment in students and those new to compliance to help our own programs grow and ensure the longevity and success of the profession.

Pursuing a strategy that prioritizes people for compliance program success is not difficult, but it does take planning and intentionality. Include in your compliance plan and development strategy how the program will engage and work to help develop stakeholders: board members, senior leaders, operations leaders and managers, and frontline staff. Include in your education and training plan, and/or compliance program plan, compliance program staff investment initiatives, identifying the resources needed, and general or specific investment goals for the department. Ensure documentation of the plans as well as the implementation of them to evidence the strong work of the program. Have an open mind and know that your approaches will likely evolve as you go. Because our organizations, teams, and risk profiles are dynamic and changing, we need to ensure our plans—including those for people’s engagement—can flex and evolve as necessary to ensure effectiveness.

Copyright 2024 Compliance Today, a publication of the Health Care Compliance Association (HCCA)

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