Editorial
OMNI invites people to make
a difference
Friday, December 15, 2006
As the year winds to close, it’s a natural time for a company to reflect upon its accomplishments of the past 12 months.

In OMNI’s case, there are several examples of achievement that show the long-term care provider remains committed to its mission of providing hope, purpose and belonging in long-term care, not only for its residents but for its staff. But what is particularly innovative about OMNI’s initiatives this year is they all have one central theme in common. Whether through supportive measures, communities of practice, administrators’ board meetings or through its train-the-trainer model of education, OMNI continues to create new opportunities for people to engage in meaningful work.

With its commitment to supportive measures training for all staff, OMNI’s awarding the opportunity for every single employee to provide a contribution broader than their regular duties. Whether a person works in the laundry room or at the bedside, they’ll be given the tools to make a difference beyond having neatly-folded towels or a resident arriving at breakfast on time.

“When I became supportive measures advocate I thought I would be independent, and largely on my own with it,” a supportive measures specialist earlier told the OMNIway. But the staff does it all now. It’s a shared process and it’s hugely beneficial.”

It’s obvious too OMNI employees work in an environment where they feel motivated and permitted to step out of the box. Support workers come in on their day off to ensure residents look their best for a special occasion. An employee takes a resident home with her for the weekend so the woman can enjoy her very first sleepover. An administrator hosts a fancy summer outing at her home to create a memorable event for residents. Throughout the year 2006, there are countless examples of initiative taken on by the ‘unofficial’ leaders in OMNI homes.

At Garden Terrace, administrator Karl Samuelson says the home strives to create an environment where every person can play an important role. He told the OMNIway he’s used to receiving wide-eyed reactions from new employees when he talks about leadership.
Regardless of in which capacity they are hired at the Kanata long-term care home, staff members are encouraged to be leaders at Garden Terrace. When someone is hired in a non-management role it’s something most people aren’t expecting to hear during the orientation. But the administrator says most people are leaders in their personal lives, whether it’s by being a parent, co-ordinating a Neighbourhood Watch program or taking an active role in their church.

“We look for leadership from everybody.”

As OMNI creates this democratic culture within, the company is also beginning to serve a broader role in society. Forest Hill, for instance, was the first long-term care home to accept a resident from Rideau Regional Centre, an institution for people with intellectual disabilities, since its most recent announced closure.

Through the continued use of communities of practice and its involvement in the Local Health Integration Networks OMNI is extending its scope.

If efforts continue on these fronts in 2007, the company will no doubt make achievements within its own walls. If OMNI builds on these accomplishments externally, it can make a bigger impact on the health care sector overall.