As planning for Proximity Institute’s inaugural strategy got underway in 2021, the imperative for stable, strong CEO leadership continuity in Ontario hospitals became starkly evident. In that year, one in five (19.7%)1 Ontario hospital CEOs departed the role, surpassing past rates of CEO turnover in the sector and doubling that of the corporate average (9.5%)2. The leadership transitions contributing to this highlighted a compelling challenge facing Ontario’s health care system: future ready leadership.
The Case for Leadership Continuity in Ontario Hospitals
Through conversations with Proximity’s primary stakeholders of hospital CEOs and Board Chairs across the province, and a disciplined analysis of the profile and transition of Ontario hospital leadership over time, a concerning pattern emerged: while retirements and shorter CEO tenures played a role, the deeper issue was a much too small pool of exceptional talent ready to take the helm.
It is from this risk to leadership continuity that Proximity identified a singular focus for its 2022-2026 Strategic Plan: Work collaboratively with Ontario hospitals to identify, develop and ready a quality pipeline of emerging CEO talent.
Building A Provincial Leadership Asset
Proximity partners with CEOs, Board Chairs and exceptional talent to build a robust CEO leadership pipeline in Ontario hospitals. To further the dialogue, Proximity introduces best practice, expertise from inside and outside the sector and its own proprietary research often undertaken in partnership with leading academic institutions in Canada and abroad.
Through engaged conversations with hospital leadership, Proximity:
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- Raises the alarm bell for CEO leadership continuity
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- Reinvigorates accountability for CEO succession as a primary mandate of hospital boards
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- Generates action toward exceptional talent identification
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- Contributes to the development of next generation CEOs.
Broad institutional commitment in support of Proximity’s work is evident through the generosity of time and engagement from stakeholders. Together, the sector is making tangible, measurable progress.
Proximity’s work with and for Ontario hospital leadership is enhanced by a continuing close relationship with its founder the Ontario Hospital Association (OHA). While the two organizations are independent with distinct mandates and strategies, they leverage their respective expertise in service to Ontario hospitals: the OHA as it serves Ontario’s hospitals to build a better health system and Proximity with its mandate of leadership development and change leadership.
12021, Proximity Institute.
22021, Russell Index 3000.
