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I have my fingerprints in every department. Running an organization, be it a
for-profit business, or a charity, or a weird thing in between that’s never
been done before, is complicated. My job is all about questions, and never
about answers. The most important questions don’t have answers. I prefer to
call them responses or decisions, depending on the semantics. Should you
charge for your services? How much? And the weird ones like, how much should
you pay? How do you decide who gets what, or gives what, or what! I came
onboard rather early on to help come to the best possible decisions. They’ve
not always listened to me. They insisted on this model, and only accepted a
few of my tweaks, but the principle stands. We use a sliding scale fee model
that charges more to people with more means. It’s not uncommon in certain
industries, such as health care and legal aid. We may have come up with this
particular variant, but it happens all the time. I didn’t want to do it
because I generally prefer to see an organization like this run on donations.
It’s cleaner, better understood by the public, and just generally easier to
accept. They could still give their charitable donations to their clients, but
the money would be coming in from any and all sources. Don’t limit yourself to
only your own clients. That was my reasoning, anyway. I was wrong. The system
works. We have a donation portal and people do contribute, but most of our
revenue is supported by the wealthiest patients, who have proven themselves to
be more than happy to give what they can. Never underestimate a person’s value
of their own health and life. Some would do just about anything to survive,
and by simply charging them money for it, we take away some of the less savory
options. We would all like to see the black market organ transplant network
meet its end. Anyway, I’m still here, because we still run into ethical
quandaries, which require finding the best response available. The executives
don’t mistreat their employees, and not just because I’m here, but it’s always
safer to have someone overseeing it than to just hope it doesn’t drift. I
watch for abuse of power, and mishandling of funds, and living conditions of
the campgrounds, as well as our neighboring hotels. I make sure the waiting
rooms are clean and stocked, and people with mobility issues aren’t left
standing in line too long. I can’t make any changes to these policies myself,
but I advise the leadership on what they can do to improve conditions. I’m
glad that they made the decision early on to hire someone like me. Even if it
isn’t me, someone ought to be doing it, and other companies could stand to
model their business a little more like this one.
