Whose Hospital?
A Case Study of
Brendan Hospital
Meagan Bailey
Lori Clark
Lori Reau
Jessica Rush
Chris Sargent
Brendan Hospital Hierarchy
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Board of Trustees
President
CEO
Directors and Associate Directors
Managers and Supervisors
Staff
Initial Problem
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CEO turnover rate
Current CEO lasted 18 months
What is causing this?
Who is causing this?
Accountability
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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
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Supervisors and Managers
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Accountable to the Department
Heads/Directors (including associate)
Department Heads
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Accountable to the CEO
CEO
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Accountable to the Board of Trustees
The buck stops here
Implementation
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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
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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
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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
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Harvard Business Grad
Autocratic/Task Oriented
Leadership Strengths
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Improve Financial Situations
Focused on finance, expansion and fundraising.
Leadership Weakness
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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 DeFalco
President of the Board
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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
Strengths
 Made Decisions
confidently
 Heavy task Oriented
 Financials
Opportunities
 Focused on financials
& fundraising
 Emotional Intelligence
 New CEO
 New Board Members
S W
O T
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
Threats
 Firing CEO because
morale is low
 More manager than
leadership people in main
positions
 Divisions of hospital
“running” hospital when
they shouldn’t be
 Repetitious Cycles
Recommendations
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Board become more educated
Funding with Fundraisers
New Board of Trustees
New CEO
Better communication between staff,
management, board, and CEO
Conclusion
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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