For those of us who are responsible for compliance, there are many new challenges, issues, and questions that arise as this situation rapidly unfolds. In addition, the federal government has been providing daily briefings which often announce new changes. Just this week they announced a willingness for providers to work across state lines. The Centers for Medicare and Medicaid Services, (CMS) has been issuing various waivers to states, which can be found on the CMS page under the Medicaid section.

As I think about this as a compliance person, and listen to the briefings, I see a few key topics that will generate questions and that people need to understand.

There is a lot of activity in the healthcare space these days. Venture capital companies getting involved with various lines of healthcare, smaller practices merging or growing, adding lines of business or services…it is easy to overlook certain compliance issues, especially those that aren’t usually top of mind anyhow.

We have all known them; that boss who walks around at 4:55 on a Friday afternoon looking for that ‘slacker’ who left a few minutes early, or who criticize any ‘out of the box’ ideas in order to maintain control. The manager who micro-manages employees and stifles creativity, who finds ways to intimidate independent thinkers and who actually punishes those who dare to offer unsolicited suggestions, even if it’s to benefit the organization. You know who I’m talking about, you’ve probably worked with some version of this person at least once.

Retaliation is one of my favorite topics, not because I like the act of retaliation (of course!), but because it is so often misunderstood and I think it’s critical to provide education on this issue. No matter where I go, retaliation is relevant, and usually if I give a talk on this subject I will get pulled aside afterwards by someone with a story or question.

As I have worked with a variety of physician practice groups and other smaller healthcare organizations, I have seen repeatedly that there are compliance gaps that can become expensive if left unattended.

The opioid epidemic is in the news every day. State and federal regulators and law enforcement regularly investigate cases of drug diversion, ‘pill mills’, opioid over-prescribing, and even deaths from overdoses. Although most of those cases involve deliberate and knowing actions by providers, patients, drug companies, and other bad actors, the enforcement landscape has created a worrisome reality for physicians and other prescribers who are trying to take care of patients with chronic pain.

Compliance has become part of the landscape, especially in highly regulated industries like healthcare. If you ask any leader in the field of healthcare why you must have a compliance program, they will likely reference government laws, such as the Affordable Care Act, or will state that it is important for keeping the organization out of trouble.

Retaliation is one of those things that everyone knows is prohibited. If you are a leader, you know it’s not acceptable to punish an employee for reporting a concern. If you are an employee, you may fear losing your job if you speak up or ’cause trouble’. The problem, however, is that many people don’t really understand all of the things that can constitute retaliation or which activities by employees are actually protected.

There are a number of occasions when an organization has the need to work on their compliance program; in many instances the first reaction is to start trying to hire someone to fill the role. Although ultimately the organization should have a full-time person, there may be occasions where it makes sense to take a step back and bring in an interim Compliance Officer.

If you have ever been in a leadership role, or worked in the corporate office of a large organization, you have undoubtedly encountered resistance from various departments, divisions, or individuals, whether passive or overt.

The word ‘whistleblower’ conjures up images of Enron or other head-line grabbing stories where an employee is awarded millions of dollars for reporting some egregious action by their employer, who callously ignores the reports of wrongdoing in the search for profits.

As a compliance professional, conduct- ing investigations is an essential part of the job. We are tasked with pre- venting and detecting wrongdoing, whether it’s violations of laws, regulations, or internal policies and procedures. Sometimes, however, we come to the end of our investigation and that there was no actual “violation” committed, but there is a discernable culture problem in the organization.

One question that often comes up when an internal compliance review or investigation is being planned is whether or not it should be conducted under attorney ­client privilege. Many factors should be considered when this question arises, and if the answer is yes, then additional steps need to be taken to ensure that the privilege(s) will actually apply.