WHO'S IN CHARGE?

It is becoming more common to see convent nursing homes operated by a management company. Some Religious Institutes will state that “we’ve never been in the field of health care. We’re educators.”  Or “we don’t have a Sister who is qualified to administer this nursing home.” And there may be other stated reasons why the operation of the organization that serves their own frail elders is handed over to a third party, a management company. 

Comments that are also more common with this turn of events include, “We’re not in charge.” “We don’t run our own nursing home.” “The management company said their contract does not allow  . . . “(a stated practice that the Sisters felt strongly that was a vital part of their value system and culture).

It should not come as a surprise that any management company, regardless of its stated mission, will see its own viability as its highest priority.  That’s simple Business 101, and it is true for not-for-profit organizations as well as for-profit entities.

So what are Sisters to do? First and foremost, DON’T GIVE UP YOUR POWER. Remember that YOU are still in charge.  A contract requires signatures from TWO parties.  If the present contract has shown to be unsatisfactory, make appropriate changes when the contract is renewed.

These statements may seem quite simplistic, but in reality they reflect the obvious and accepted reality that elected leaders of Religious Institutes cannot and do not wish to cede the well-being of their members to a third party. YOU are still in the driver’s seat! YOU are still responsible to advocate for each of your members.

Earlier this week I received the newsletter from Friends House, “A Nonprofit Quaker-Inspired Continuing Care Retirement Community” in Santa Rosa, California.  For two and a half years, this organization has been managed by a not-for-profit management company. Plans are for Friends House to implement an “affiliate relationship” with this management company.  In an article outlining some general plans, the final paragraph reflects the intentionality of this community to maintain its “cultural and spiritual values” in this new relationship.  I include that last paragraph here as a model of planning, intentionality, and a mechanism for monitoring adherence to their priorities of values and culture.

There has been a great deal of concern about maintaining the cultural and spiritual values of Friends House in the affiliate relationship. This will be the responsibility of the Board, residents and staff. We will work with PRS to align operations with our values.  To this end, a formal Statement of Principles between PRS and FASE will outline this goal; the proposed Bylaws provide a mechanism for monitoring adherence to it.

You are in the driver's seat.  Don't give up your power!