The Omega House Hospice
Executive Summary
This case study is based on a hospice by the name of Omega House. Due to financial distress, the Omega House was closed for several years. Thankfully, the Social Action Consortium (SAC) assumed responsibility for the Omega House; and it was able to reopen for those terminally ill patients who were in need of the best care during their remaining days. Ellen started off as a full-time nurse at Omega House who was deprived of sleep. Although the position as a nurse was exhausting, Ellen was able to go home from a day of work and leave any problems she had right there. However, three years into working at Omega House, Ellen was given a temporary position as the program director there. As the program director at Omega House, Ellen took on the managerial responsibilities as well as clinical oversight of patient care. At the time of being given this position, Ellen had no managerial experience on her. When she agreed to the position, she also agreed to managerial training by the Social Action Consortium. Unfortunately, two years later with this “temporary” position still in tow, Ellen still awaits that training. Luckily, Ellen had a strong clinical staff, a devoted kitchen crew, and a dedicated volunteer coordinator. The one thing Ellen always found herself discomforted taking on was her managerial duties when it came to her Social Action Consortium relations. Before the Social Action Consortium took responsibility of the Omega House, many employees remember the structured hospice; when mandated changes come about, these very employees are skeptical and tend to hesitate. However, they are left with no choice but to follow the orders of the Social Action Consortium. Ellen took great concern about the Omega House’s financial history, which is why she thought George, Omega House’s new development officer, would be of great assistance to the hospice. George came with an expertise in professional fundraising, which obviously could be of great use to
This case study is based on a hospice by the name of Omega House. Due to financial distress, the Omega House was closed for several years. Thankfully, the Social Action Consortium (SAC) assumed responsibility for the Omega House; and it was able to reopen for those terminally ill patients who were in need of the best care during their remaining days. Ellen started off as a full-time nurse at Omega House who was deprived of sleep. Although the position as a nurse was exhausting, Ellen was able to go home from a day of work and leave any problems she had right there. However, three years into working at Omega House, Ellen was given a temporary position as the program director there. As the program director at Omega House, Ellen took on the managerial responsibilities as well as clinical oversight of patient care. At the time of being given this position, Ellen had no managerial experience on her. When she agreed to the position, she also agreed to managerial training by the Social Action Consortium. Unfortunately, two years later with this “temporary” position still in tow, Ellen still awaits that training. Luckily, Ellen had a strong clinical staff, a devoted kitchen crew, and a dedicated volunteer coordinator. The one thing Ellen always found herself discomforted taking on was her managerial duties when it came to her Social Action Consortium relations. Before the Social Action Consortium took responsibility of the Omega House, many employees remember the structured hospice; when mandated changes come about, these very employees are skeptical and tend to hesitate. However, they are left with no choice but to follow the orders of the Social Action Consortium. Ellen took great concern about the Omega House’s financial history, which is why she thought George, Omega House’s new development officer, would be of great assistance to the hospice. George came with an expertise in professional fundraising, which obviously could be of great use to