Whose Hospital?A Case Study of Brendan Hospital

Meagan Bailey

Lori Clark

Lori Reau

Jessica Rush

Chris Sargent

Brendan Hospital Hierarchy Board of Trustees President CEO Directors and Associate Directors Managers and Supervisors Staff

Initial Problem CEO turnover rate Current CEO lasted 18 months What is causing this? Who is causing this?

Accountability According to the Oxford Dictionary, accountable is

defined as: (of a person, organization, or institution) required or expected to justify actions or decisions; responsible (2010).

Examples: Work, family, friends, choices, actions How does accountability work?

The Hospital Staff Accountable to their patients Also accountable

to their supervisors

managers

Supervisors and Managers Accountable to the Department

Heads/Directors (including associate)

Department Heads Accountable to the CEO

CEO Accountable to the Board of Trustees The buck stops here

Implementation If morale and bad attitudes over workplace

decisions are a constant problem at the hospital, the responsibility rests in the CEO’s hands to ensure the chosen management staff rectify those issues at a department level or face replacement.

The Board of Trustees 18 Members Only seven of the members has president or vice

president experience in running an organization Goals but not measurable Gave the CEO good evaluation for finances, but

no action plan to improve morale. Not educated in what the Hospital stood for.

The Management and Staff Autocratically Directed (Managed) Distrust in Board of Trustees Performing with open resentment Did not agree with the hiring of Wherry as CEO Did not see the necessity of change Devalued

CEO Don Wherry Harvard Business Grad Autocratic/Task Oriented Leadership Strengths

Improve Financial Situations Focused on finance, expansion and fundraising.

Leadership Weakness Did not build consensus with board, staff, or management team. Improved morale, quality of care and accountability minor

priorities. Lacked Emotional Intelligence Lacked Follow through and transparency

Tony DeFalcoPresident of the Board

Lived in Lockhart all his life Shared the same burdens as Wherry Communicated hospital’s problems with

community Fundraised Fair Judged Wherry based upon his word

SWOT Analysis

StrengthsMade Decisions confidentlyHeavy task OrientedFinancials S W

WeaknessesLack of accountability by the board, CEO and organizationBoard not educated in hospital protocolStaff members bandwagon tactics to communicateLack of teamwork throughout the organization

OpportunitiesFocused on financials & fundraisingEmotional IntelligenceNew CEONew Board Members

O TThreatsFiring CEO because morale is lowMore manager than leadership people in main positionsDivisions of hospital “running” hospital when they shouldn’t beRepetitious Cycles

Recommendations Board become more educated Funding with Fundraisers New Board of Trustees New CEO Better communication between staff,

management, board, and CEO

Conclusion Dissonance within the Hospital Lack of accountability and trust within

Hospital Ignoring the reality of the emotions,

leadership lost the emotional control of the Hospital