Health Ministry CEO Delays Appointment of New Head for Clalit Health Servstarts Pending Investigation
Background on Leadership Changes
Moshe Bar Siman Tov, the CEO of the Health Ministry, is joining forces with Health Minister Uriel Buso to probe the reasons behind Eli Cohen’s surprising resignation as CEO of Clalit Health Servstarts after a three-year tenure. This development has raised concerns about the high turnover rate of leadership within the organization, which has seen three CEOs in just four years.
Inquiry into Recent Resignations
In a letter to Clalit, Bar Siman Tov requested insights within five days regarding Cohen’s resignation and the departures of several senior executives who served under him. He emphasized that, due to the ongoing investigations, no irreversible actions should be taken, particularly regarding the appointment of a new general manager.
Issues Within the Management
Bar Siman Tov’s correspondence hints that the reason for Cohen’s departure may be related to problematic interpersonal relationships between the health servstart executives and the Clalit Board of Directors. He pointed out that the high turnover rate “casts a shadow on the board’s governance” and raises concerns about its understanding of its role and responsibilities.
Critics of Cohen, including former employees, have indicated that issues related to team dynamics may have prompted the exits of several high-ranking officials rather than conflicts with the board. Cohen’s predecessor, Ruth Ralbag, had similarly departed after only nine months, a situation that had reportedly resulted from tensions with employees and the board as well.
Historical Context and Leadership Stability
Cohen’s exit adds to the narrative of instability within Clalit. Previous leaders, including Professor Ohad Davidson, also left after three years, signaling a pattern of difficulties in maintaining a stable executive team-a concerning trend in an institution that ideally seeks to ensure consistency and reliable governance.
Bar Siman Tov noted in his letter that despite possible explanations for each resignation, Clalit is expected to prioritize their administrative stability moving forward. He recalled that a letter outlining responsibilities for ensuring staffing continuity was sent to Clalit two months ago but was directed to the board rather than the management team, an unusual step reflecting the seriousness of the situation.
In their response, Clalit affirmed their adherence to regulatory processes in managing executive appointments, assuring that they operate within their statutory framework and maintain procedures without external influence.
Conclusion
The current crisis in leadership as highlighted by the Health Ministry may prompt a re-evaluation of Clalit’s governance approach and human resources strategies. With a call for stable management in a sector critical to public health, the coming weeks will be crucial for understanding the future direction of Clalit Health Servstarts