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Backgrounders:
For Immediate Release:
August 26, 2010
(LONDON, Ontario) –Peter Johnson, Chair of LHSC’s Board of Directors announced today that Bonnie Adamson has been named the hospital’s new President and Chief Executive Officer effective October 25, 2010. Adamson is a health care leader of provincial and national prominence. She brings an unparalleled background of success including leading one of the largest community teaching hospitals in the country as well as experience as a CEO of a smaller hospital in our region.
“We are very pleased to be able to attract a hospital leader of Bonnie’s stature,” says Johnson. Adamson’s appointment was unanimously supported by the LHSC Board. “Over the past three decades, she has built a very impressive record as a highly effective leader and has literally transformed the institutions that she has led.”
Since 2002, Adamson has been the President and CEO of North York General Hospital where she created a dynamic and innovative culture, led a financial turnaround and achieved breakthrough patient safety and quality results. At the centre of the SARS situation in 2003, Adamson successfully led the hospital through that most difficult and challenging time.
"Bonnie is a highly respected and valued colleague. She is a very experienced and skilled hospital leader with a strong record of success and a commitment to quality and patient safety. I am very pleased that she is joining London Health Sciences Centre and I am confident that she will provide the leadership required for the future," says Cliff Nordal, current President and CEO, LHSC.
Adamson was the founding President and CEO of the Huron Perth Partnership in 1998, leading eight independent hospitals into a high performance, single integrated service delivery system. Prior to that, she enjoyed a 20-year career at LHSC and the former Victoria Hospital, serving in a variety of roles including Clinical Educator, Nurse Supervisor, Head Nurse, Director of Nursing and Vice President of Nursing. Adamson also served as the Vice President of Patient Networks and Alliances, creating the initial strategic vision and goals of enhanced partnerships with health care agencies across southwestern Ontario.
“Bonnie is a highly regarded leader who has distinguished herself from her peers by focusing on strategy, quality and collaboration,” says Tom Closson, CEO Ontario Hospital Association. “Bonnie has led high performing organizations, through difficult, transformational times, and ably managed an international crisis at the highest level in Canadian health care.”
Says Dr. Michael Strong, Dean of the Schulich School of Medicine & Dentistry and LHSC CEO selection committee member: “Bonnie shares my passion for London's future as a leader in medical education and research. I am very much looking forward to working closely with not only Bonnie, but also the new President and CEO for St. Joseph's Health Care, in translating this passion into positioning London as a national and international leader in health care.”
The boards of LHSC and St. Joseph’s remain committed to integrating and streamlining care, teaching and research and to continue to work together to deliver excellent health services for the residents of London, southwestern Ontario and beyond. The announcement of LHSC’s new President and CEO comes as a result of a closely collaborative search process conducted with St. Joseph’s Health Care, London, also recruiting for their new President and CEO.
“This is a historic day for London Health Sciences Centre,” says Johnson. “Today we announce the third-ever President and CEO of LHSC and we are thrilled to have Bonnie join us. She understands and is passionate about LHSC’s 135-year tradition of care and innovation, and as a Board we are confident that Bonnie will lead London Health Sciences Centre to a new and exciting future.”
"I am honoured to lead London Health Sciences Centre into the future and to build on the work of those before us,” says Adamson. “The strength of London Health Sciences Centre is its people - staff, physicians, nurses, volunteers and Board. I look forward to working with them to advance London Health Sciences Centre’s mission of care, research and teaching.”
About London Health Sciences Centre
London Health Sciences Centre has been in the forefront of medicine in Canada for 135 years and offers the broadest range of specialized clinical services in Ontario. Building on the traditions of its founding hospitals to provide compassionate care in an academic teaching setting, London Health Sciences Centre is home to Children’s Hospital, South Street Hospital, University Hospital, Victoria Hospital, two family medical centres, and Lawson Health Research Institute - a joint research initiative with St Joseph’s Health Care, London. As a leader in medical discovery and health research, London Health Sciences Centre has a history of over 30 international and national firsts and attracts top clinicians and researchers from around the world. As a regional referral centre, London Health Sciences Centre cares for the most medically complex patients including critically injured adults and children in Southwestern Ontario and beyond. The hospital’s 10,000 staff, physicians, students and volunteers provide care for more than one million patient visits a year. For more information visit www.lhsc.on.ca
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For media inquiries or for a high-resolution image of Bonnie, contact:
Sarah Muto
Corporate Communications and Public Relations
London Health Sciences Centre
519-685-8500, ext. 77062
Sarah.Muto@lhsc.on.ca
After-hours assistance:
Call LHSC Switchboard at 519-685-8500 and ask to page the communication consultant on-call
Visit the LHSC Media web site at www.lhsc.on.ca/media
Bonnie Adamson is a health care leader of provincial and national prominence. She brings an unparalleled background of success in running one of the largest community teaching hospitals in the country as well as experience as a CEO of a smaller hospital in the southwest region. She is a highly regarded leader known for her ability to build relationships, her collaborative style and her ability to build high performance organizations with a focus on patients and quality care.
Since August 2002, she has been the President and CEO of North York General Hospital, a multi-site community teaching hospital in north Toronto. She has transformed North York General by creating a dynamic and innovative culture, led a financial turnaround and achieved breakthrough patient safety and quality results. At the centre of the SARS situation in 2003, Bonnie Adamson successfully led North York through this most challenging and difficult time.
Prior to this appointment, Bonnie was the founding President and CEO of the Huron Perth Hospitals Partnership, transforming eight independent hospitals into a high performance single integrated delivery hospital system.
From 1978 to 1998, Bonnie Adamson enjoyed a 20-year career at London Health Sciences Centre and the former Victoria Hospital. She served in a variety of roles during her career at LHSC including Clinical Nurse Educator, Nurse Supervisor, Head Nurse, Director of Nursing and Vice President of Nursing. She also served as the Vice President of Patient Networks and Alliances creating the initial strategic vision and goals of enhanced partnership with health care agencies across southwestern Ontario.
Bonnie Adamson has a Master of Science in Nursing from UWO and a Bachelor of Science from the University of Toronto. She is a Fellow of both the American and Canadian Colleges of Health Service Executives. She has been recognized by her peers and industry by numerous nursing, quality and health care leadership awards. She has also served in a leadership capacity on many professional associations including President of the Canadian Executive Nurses, Chair of the Canadian College of Health Services Executives and Vice Chair of the Institute for Clinical Evaluative Studies. She is faculty, guest lecturer and mentor at many academic organizations and the author of numerous articles on quality, governance and leadership literature.
The London hospital system is the most integrated system of hospital care in Ontario. This comes through extensive partnership and collaboration while fostering responsive leadership models to both support integration initiatives and respect the distinct roles and missions of each hospital. The following is a timeline depicting the history of integrated leadership in London.
1994
Seven separate hospitals in London, with seven CEO’s and seven senior leadership teams – St. Joseph’s Hospital; Parkwood Hospital; London Psychiatric Hospital; St. Thomas Psychiatric Hospital; Victoria Hospital; University Hospital; London Regional Cancer Clinic
1995
Victoria Hospital and University Hospital merge voluntarily, reducing the number of CEO’s/senior leadership teams to six
1995
The former London and St. Thomas Psychiatric Hospitals integrate leadership structures, reducing number CEO’s/senior leadership teams to five
1997
Provincial Health Services Restructuring Commission Directives for London’s hospitals are issued
The former St. Joseph’s Health Centre assumes governance and management of Parkwood Hospital from Women’s Christian Association as per restructuring directives
Further reduction of CEO’s/senior leadership teams to four
1998
First integrated vice president position was established
2001
The former London and St. Thomas Psychiatric Hospitals transfer from the Province of Ontario to St. Joseph’s as per restructuring directives. Names changed to Regional Mental Health Care, London and Regional Mental Health Care, St. Thomas
Further reduction of CEO’s/senior leadership teams to three
2004
London Regional Cancer Clinic integrated into LHSC organization
Further reduction of CEO’s/senior leadership teams to two
2005
At the retirement of Tony Dagnone from LHSC in December 2005, the Boards of LHSC and St. Joseph’s established a shared CEO role between the two organizations, effective January 2006.
2005
There are five integrated vice-presidents and the two senior leadership teams meet jointly.
2006
The boards of LHSC and St .Joseph’s appointed Cliff Nordal, President and CEO of each organization using a shared model. This was established as a time limited appointment, with a primary focus on advancing acute care restructuring in London
2006
One shared CEO, two senior leadership teams which meet jointly.
2007
A new senior leadership structure was established to support the shared CEO model. The structure included eight integrated vice president positions.
2010
On January 19, 2010, Cliff Nordal announced his retirement from the shared CEO role effective January 1, 2011 and the term of the shared CEO model ends.
2010
There are 11 integrated vice president positions; 2 senior leadership teams which continue to meet jointly.
2010
Today, with the completion of acute care restructuring now in sight, the hospitals are returning to a two CEO model, primarily to enable St. Joseph’s to focus on significant transformations and role changes that lie ahead in areas including specialized mental health care. This work requires the full focused leadership of a President and CEO.
These positions are two of Ontario’s most critical hospital leadership positions. They are unique roles and yet, they will be defined by how the hospitals in London continue to work in close collaboration to advance what has become the most integrated system of hospital care, teaching and research in the province.
As part of our due diligence in the CEO search, London Health Sciences Centre (LHSC) and St. Joseph’s Health Care, London (St. Joseph’s) conducted independent salary reviews by an external compensation review firm, Hay Consulting.
The new CEO compensation packages for LHSC and St. Joseph’s are not the same as each organization is unique in size and roles, and each organization has a different group of provincial comparators. Both hospitals, however, remain committed to close collaboration and together, will continue to advance care, teaching and research in London and region.
The respective CEO compensation packages are in compliance with recent provincial legislation – the Public Sector Compensation Restraint to Protect Public Services Act, 2010 and the Excellent Care for All Act, 2010.
Under the Excellent Care for All Act, CEO compensation must include performance measures that are linked to the achievement of the hospital’s performance targets identified in its annual quality improvement plan. As a result of independent review and in keeping with legislation, LHSC and St. Joseph’s have established new respective CEO compensation policies, which include performance-based compensation (known as pay for performance) as well as a base salary.
St. Joseph’s
The compensation for the St. Joseph’s CEO position is established at the average of the St. Joseph’s comparator groups of hospitals for this position, which includes medium-size academic health sciences centres and large community hospitals in Ontario. The salary for the St. Joseph’s CEO position is $390,000.
The performance-based compensation, measured by the achievement of quality, financial and collaboration and integration indicators, is a target of up to 20% of the base annual salary.
LHSC
The compensation for LHSC’s CEO position is established near the market average of the LHSC comparator groups of hospitals, which includes the largest academic health sciences centres in Ontario. The new salary for LHSC’s CEO position will be $495,000.
The performance-based compensation, measured by the achievement of quality, financial and collaboration and integration indicators, is a target of up to 20% of the base annual salary.
The CEO compensation levels for LHSC and St. Joseph’s have been established through rigorous independent review following all legislative requirements. Any costs associated with having two CEO’s in our organizations going forward will be absorbed through administrative savings, and will not impact clinical or patient care budgets.
The boards have enshrined the compensation programs in policy. Pay for performance will be based on a clear set of quality and financial targets that are set annually in each hospital’s quality improvement plan and as part of the CEO annual reviews conducted by each board.
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