Compliance offices must contend with a host of competing external regulatory requirements and internal demands. These challenges are growing with the ever-changing regulatory and enforcement environment. Executive leadership and boards increasingly have called upon chief compliance officers to report on the progress of the compliance program. Health care organizations employ one of three operational structures to meet these growing compliance obligations: (1) in-sourcing, where the compliance office does it all with internal staff; (2) outsourcing, where the compliance program is placed under the direction of a designated or interim compliance officer; or (3) co-sourcing, where the compliance officer’s use of on-call experts supplements his or her efforts.
Editor's Note: This article was originally published in the May-June 2015 Edition of Journal of Health Care Compliance. Published here with permission.
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