Succession Planning in a Small Rural Hospital

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Case 5: No Plain in Sight? Succession Planning in a Small Rural Hospital

The existing hospital has undergone significant changes since 1905. It appears that the hospital is well-staffed and has good averages for the town's population (Buchbinder et al., 2014). I did not notice anything about an administrative staff or anything like that. The fact that many people in town do not wear seatbelts is a dangerous situation that might result in numerous deaths in the community. Residents are elderly, with lower levels of education, lower incomes, and less healthy lives. Droughts, lack of seatbelt use, farming accidents, and a significant number of uninsured and underinsured individuals are all common occurrences in the area.

The first organizational issue is that there is no administrative staff stated. There is only one full-time surgeon, one full-time PA, and one full-time anesthetist, which is a significant problem. I understand that healthcare professionals work around the clock, but they may not have an alternative if something goes wrong in such a tiny community. The second organizational issue is that they now have regional rivals and a huge number of clients. The third organizational issue is that there is currently an inadequate nursing leadership pipeline, necessitating the implementation of strategic succession planning strategies.

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