BMH IMPROVEMENT PLAN 1
Barclay Memorial Hospital Memorandum
To: Dr. Larry Harvey, BMH Board Chairman
From: Antonio Johnson, Interim CEO
Subject: BMH Improvement Plan
Date: 7/5/2020
Background
Barclay Memorial Hospital (BMH), has provided services to the local community for more than 50 years.
After reviewing the files on the history of BMH, it was determined that the facility experienced bad
leadership that lead to bankruptcy. There was a time when BMH excelled in the aspects of financial
stability, top level management and services. It is clear to see how fifty years of service has created
overwhelming stress to continue providing excellent services. One major bad decision made by BMH
management was the merger of Valley Physician Group (VPG) and Physician Hospital Organization (PHO).
The merger caused a rift in communication and trust amongst staff and board members. BMH can no
longer make effective decisions due to allowing outside sources intervene in business decisions. Listed
below are key factors that contribute to workplace stress and the cause of leadership conflict.
Primary issue
 The inefficiency of the board and governance to make decisions and implement strategic
planning.
 High FTE Ratio
 Violation of bylaws
 Poor morale amongst staff
 Poor communication between board members and CEO
 Lack of consequences for actions that violated facilities rules and regulations
Solution Plan
 First plan of action of be to elect new board members. BMH must elect new board
members that are interested in enhancing the hospital and its services rather than selfinterest. All board members who are incompetent and lack interest in the organization
must be fired.
 BMH must establish a strategic plan for short term, long term and process of improvement
goals. The family needs to create tangible goals that will ensure the organization does not
lose focus. This also requires all staff members to understand the goals and follow the
designed strategic plan. By setting goals, BMH can decrease conflict of interest, increase
communication between physician and board members, and increase community benefits.
 With the resignation of Gregory Schilling, BMH must elect a CEO that will help develop a
positive relationship between physicians and the board members. The new CEO needs to
have a strong authoritative background but also have the ability to make decisions that will
satisfy stakeholder’s interest.
BMH has experienced many issues with communication and decision making amongst its board
members. In this case the board members at BMH were not qualified to hold the position nor did the
members have the hospitals best interest in mind. Along with the wrong individuals being elected as
board members, Dr. Harvey wasted valuable resources and time. Several board members were only
focused on personal agendas that caused major conflicts during board meetings. If boards understand their
roles and responsibilities, have a proper structure including well-chosen members, exhibit appropriate
behaviors, and know what is expected of them, they can live up to the challenges of the future and keep
health care organizations on track for the good of the community (Arnwine, 2002). In order for BMH to
get back on track, the first solution is to bring in new members with fresh ideas that will work in the
hospitals favor. In order for the facility to make a complete change, it must first start with board members
since they play a critical role in the organization.
V/r
Antonio Johnson,
Interim CEO
Reference:
Arnwine, D. (2002, January). Effective governance: The roles and responsibilities of board
members. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1276331/