Executive leadership buy-in is part of the foundation of a strong and effective compliance program. In fact, both the Office of Inspector General (OIG) and the Department of Justice consider it a critical expectation. A meaningful commitment to compliance by the executive team can help shape the program’s strategic direction and long-term success. These leaders play a key role in ensuring the compliance department is appropriately resourced and supported, reinforcing compliance messaging throughout the organization, and setting the tone from the top.

Employees quickly recognize when compliance is a leadership priority and when it is not. So, how do you secure and strengthen that commitment? Below are a few practical strategies for gaining executive buy-in for your compliance program:

1. “Sell” the Value of Compliance: Most of us know that the compliance department does not generate revenue for a health center. Therefore, we need to help our executives understand the value of compliance, whether that is highlighting processes that reduce potential legal liability and financial penalties, building an ethical reputation, or mitigating and addressing other regulatory risks to the health center. There is no shortage of enforcement actions that occur because leadership did not take compliance seriously. Share those examples with leadership to highlight your compliance program’s value in protecting the health center’s bottom line!
2. Integrate Compliance into Strategic Discussions: Compliance topics should be part of the strategic discussions of a health center. Ensuring that a strong and effective compliance program is built into the long-term goals and vision of the health center can help ensure that the center is around to achieve them. As compliance officer, offer to attend executive-level committee meetings to provide a compliance perspective on proposed initiatives and potential business decisions.
3. Maintain an Open-Door Culture: Compliance has developed a reputation in some quarters as the “gotcha” department, and that has dissuaded employees from discussing topics with their compliance department or compliance officer. As compliance officer, it is important to foster a culture where executives can discuss compliance concerns openly before they escalate into larger problems. Executives who feel empowered to ask questions will help you, as a compliance officer, clarify risks and regulatory expectations to ensure your leadership is making informed business decisions on behalf of the health center.
4. Keep Your Leadership Informed: Compliance programs are meant to address evolving regulatory requirements, which deserve active attention from executive leadership. It is only possible to proactively address the compliance needs of the health center if the executive team is aware of the program’s activities and the regulatory landscape. This attention and knowledge demands consistent and periodic updates to your executive team – ideally through Compliance Committee meetings, as expected by the OIG. As compliance officer, consider communicating internal and external compliance developments to your executives in a focused, formalized setting such as a committee meeting.

Executive engagement is not a “nice to have”—it’s essential to a thriving compliance program. A “check the box” approach may suffice in the short term, but over time, it leaves the organization vulnerable. By following the steps above, you can help position compliance as a strategic asset—one that strengthens and supports the health center’s mission and sustainability.

If you have questions about how to engage your executives in your compliance program, please contact Natalie Lesnick at nlesnick@feldesman.com or any member of the Feldesman Health Care team.