Whose Hospital? A Case Study of Brendan Hospital

1
Whose Hospital?A Case Study of Brendan Hospital

• Meagan Bailey
• Lori Clark
• Lori Reau
• Jessica Rush
• Chris Sargent

2
Brendan Hospital Hierarchy

• Board of Trustees
• President
• CEO
• Directors and Associate Directors
• Managers and Supervisors
• Staff

3
Initial Problem

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

4
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?

5
The Hospital Staff

• Accountable to their patients
• Also accountable
• to their supervisors
• managers

6
Supervisors and Managers

• Accountable to the Department Heads/Directors
  (including associate)

7
Department Heads

• Accountable to the CEO

8
CEO

• Accountable to the Board of Trustees
• The buck stops here

9
Implementation

• If morale and bad attitudes over workplace
  decisions are a constant problem at the hospital,
  the responsibility rests in the CEOs hands to
  ensure the chosen management staff rectify those
  issues at a department level or face replacement.
  

10
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.

11
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

12
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

13
Tony DeFalcoPresident of the Board

• Lived in Lockhart all his life
• Shared the same burdens as Wherry
• Communicated hospitals problems with community
• Fundraised
• Fair
• Judged Wherry based upon his word

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SWOT Analysis
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Strengths Made Decisions confidently Heavy task Oriented Financials S W Weaknesses Lack of accountability by the board, CEO and organization Board not educated in hospital protocol Staff members bandwagon tactics to communicate Lack of teamwork throughout the organization
Opportunities Focused on financials fundraising Emotional Intelligence New CEO New Board Members O T Threats Firing CEO because morale is low More manager than leadership people in main positions Divisions of hospital running hospital when they shouldnt be Repetitious Cycles
16
Recommendations

• Board become more educated
• Funding with Fundraisers
• New Board of Trustees
• New CEO
• Better communication between staff, management,
  board, and CEO

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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