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Outgoing CEO of CHEO Alex Munter Reflects on 13-year legacy
After 13 years, Alex Munter is leaving his CEO role at the Children’s Hospital of Eastern Ontario. The Lookout caught up with Munter on his final day to reflect on his legacy and hopes for the future.

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The lives of children in the Ottawa region changed for the better 13 years ago when Alex Munter stepped into the role of CEO of the Children’s Hospital of Eastern Ontario, better known as CHEO.
It was a fitting job for Munter, who dedicated his entire working career to bettering others. He was the first openly gay city councillor in Ottawa, and before that, he ran a community newsletter in Kanata, which he started out of his suburban basement at age 14. To say his loss in Ottawa is big would be an understatement, but he’s going onto a new job where he can accomplish even more.
I first met Alex when I had the opportunity to be part of the CHEO Telethon on CTV. He always made a point to come over and ask how I was doing. When I began my career as a journalist, Alex was one of the first officials who would speak to me at a time when many others didn’t give me the time of day.
I had the chance to speak with Alex yesterday on his final day on the job. You can read our conversation below.
Let’s get to the important news of the day!
— Charlie Senack, [email protected].

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EXCLUSIVE LOOKOUT STORY
Outgoing CHEO CEO Alex Munter reflects on 13-year legacy

Alex Munter is leaving his role as CEO of CHEO after 13 years. Photo supplied by CHEO.
A fitting goodbye: When Children's Hospital of Eastern Ontario CEO Alex Munter made headlines, it was always for the right reasons.
But after being at CHEO for 13 years, the former journalist and municipal politician decided it was time to take on a new challenge. Munter is set to jump into the role of CEO of the Canadian Medical Association. The search for his replacement is underway, but the equally competent Dr. Lindy Sampson will take over in the interim.
Speaking to the Ottawa Lookout about his decision to leave, Munter said he has mixed emotions.
”I’ve done this role more than I’ve done any job in my life. I was a city councillor for 12 years, and I’ve been CEO of CHEO for 13. At this point in my life I doubt I’ll do another job for that long. In some ways, it feels like I started here 13 minutes ago, and in other ways, it feels like I’ve lived a few lifetimes. It’s full of memories,” he said.
Munter began his final day with the hospital's respiratory team, something he also did on his first day on the job. He said they are a lesser-known critical care group that provides life-saving care to children who are unable to breathe. One of the hospital's greatest accomplishments during his reign, he said, was nearly tripling the number of respiratory therapists on call.
“When I got here we had three respiratory therapists around the clock and one of them was often called to do critical care transport. Then there would only be two left for the whole hospital,” said Munter. “Today we have seven at all times.”
A team sport: Munter is a classy fellow. At no point during our 30-minute interview did he want to dwell on his personal accomplishments. Instead, he used it as an opportunity to highlight the work all CHEO staff are doing on a daily basis.
Data research: CHEO has become a leading hospital when it comes to digitizing records thanks to them starting the process early, said Munter. While it might sound like a small step, it means children can get diagnosed with issues quicker and also helps catch autism at an early age. When that occurs, Munter said children are able to get support from an early age which will help them later in life.
Mental health supports: When Munter started, he said the mental health unit had 200 people working on site. Today, that number is closer to 450, spread out through programs in the hospital and in the community. The need for support continues to grow, the outgoing CEO said, adding that more needs to be done to prevent youth from needing mental care in the first place.
“When I got here in 2011, we were at the beginning the surge in mental health. We now know that the convergence of smartphones, and social media was messing with kids' brains and that of course accelerated during the pandemic,” said Munter. “We can’t keep expanding the system. We are still trying to keep up. We don’t have the people to grow it again. We are going to need to start taking this not just on the demand side but also at the grass roots causes.”

Graham Richardson and Alex Munter at the CTV CHEO Telethon in June 2018. Photo by Charlie Senack.
The biggest challenge: While Munter admits there have been many challenges the hospital has faced in the last 13 years, the biggest he says was the COVID-19 pandemic. Demand for care grew, but support and needs didn’t. There was also a shortage of personal protective equipment. No vaccines were then available. Fear spread through medical staff who were unable to isolate. They had to keep showing up to take care of the sick. There was so much unknown and uncertainty.
So what needs to be done to be better prepared for any medical challenge?
“We are not equipped for a large growth in demand and we need to retool the system — both the government and healthcare settings — in order to meet the needs of a growing and aging population. We just don't have the people. We need to train more. We need to work as clinical teams. We need to invest in higher tech and have people working within their full scope to use all their skills,” said Munter. “We need to focus on the people that deliver care and let them do their jobs as opposed to doing paperwork.”
Saying goodbye: Those are skills Munter hopes he will get to use in his new job. He said there is never the right time to leave, but now is a fitting one.
“Leadership is knowing when it’s time to go and time to pass the baton. It’s important for an organization like this to renew its leadership from time to time. That time has come here,” said Munter. “I hope in my next role I can have some impact on CHEO indirectly by working with the Canadian Medical Association from coast to coast to come up with solutions at a policy level. Up until now I’ve been finding them at a local level.”
Munter's advice for the next Children’s Hospital CEO: “Listen to kids and families and give your people the tools they need,” he said.
New CHEO building will better serve children with complex needs

Drawings for the CHEO Hospital expansion which is set to open in 2028. Handout drawing.
About a year ago, CHEO broke ground on a new state-of-the-art facility that will house its Integrated Treatment Centre, also known as 1Door4Care. ]
According to the CHEO website: “The new 6-storey, approximately 200,000-square-foot building will be connected by a link to the main hospital and offer services for children and youth living with complex medical, developmental, behavioural and mental health needs.”
The project won’t be completed until 2028 but will serve more than 40,000 families a year. Its design is inspired by the Native people’s connection to the lands, which includes natural elements such as native plants in the landscaping and biophysics representing flora and fauna from the Algonquin lands.
The $371 million building has no shortage of features: It will include a multi-use clinic space, a physiotherapy rehab gym, expanded mental health clinics, a new parking structure, and much more according to CTV.
“It’s about right-sizing children’s healthcare. It’s the largest expansion to CHEO since it was built in 1974. It reflects that we have a growing population of children and youth in this region,” said Munter. “There will be more kids in 10 years than today. Kids these days need different types of care. They need different facilities than when CHEO opened.”
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