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Responsibilities of the Board of Governors

1.1 Responsibilities of the Board 

1. develop and review on a regular basis the Vision, Mission, Core Values and Strategic Plan of the Corporation in relation to the provision, within available resources, of appropriate programs and services in order to meet the needs of the community and demonstrate accountability for its responsibility at the Annual General Meeting of the Corporation;
2. work collaboratively with the Faculty of Medicine and the Faculty of Health Sciences of the University of Ottawa, and other educational institutions as required to fulfil the teaching and research mission of the Corporation;
3. work collaboratively with other community agencies and institutions in meeting the health care needs of the communities of the Champlain LHIN Region;
4. establish key financial objectives that support the organization's goals and mission (including capital allocations and expenditures);
5. ensure that optimal utilization of resources is a key focus while ensuring that the organization operates within its resource envelope;
6. ensure that the organization undertakes the necessary financial planning activities so that resources are allocated effectively;
7. establish procedures for monitoring compliance with the requirements of the Act , the Public Hospitals Act , the Local Health System Integration Act 2006, the By-laws of the Hospital and other applicable legislation;
8. establish specific policies which will provide the general framework within which the Chief Executive Officer, the Medical Advisory Committee, the professional staff, and the Hospital staff will establish procedures for the management of the day-to-day processes of the Hospital;
9. appoint and re-appoint physicians, dentists, midwives and extended class nurses to the professional staff of the hospital and delineate their respective privileges after considering the recommendations of the Medical Advisory Committee, in accordance with legislative, By-law and affiliation agreement requirements;
10. ensure that fair and effective credentialing processes and criteria are in place;
11. through the professional staff organization assess and monitor the acceptance by each of the members of the professional staff of their responsibility to the patients and to the Corporation concomitant with the privileges and duties of the appointment and with the By-law of the Corporation;
12. demonstrate accountability for its responsibility at the Annual General Meeting of the Corporation;
13. ensure that the services which are provided have properly qualified staff and appropriate facilities;
14. ascertain that methods are established for the regular evaluation of the quality of care (including systems for acquiring knowledge about the Corporation's quality management and utilization management) and that all Hospital services are regularly evaluated in relation to generally accepted standards, and require accountability on a regular basis;
15. ensure that an occupational health and safety program and a health surveillance program are established in accordance with paragraphs 4(1)(d) and (e) of regulation 965 under the Public Hospitals Act, and require accountability on a regular basis;
16. ensure staff are involved in decision-making within the Hospital in accordance with the requirements of the Public Hospitals Act;
17. ensure that policies are in place to facilitate organ procurement and donation;
18. assume responsibility for the identification of the principal risks to the Corporation's business and ensure the implementation of appropriate systems to manage these risks;
19. ensure that the Chief Executive Officer and Chief of Staff of the Corporation establish an appropriate succession plan for both management and professional staff members;
20. assume responsibility for the establishment of a communication policy for the Corporation;
21. ensure that the Hospital meets or exceeds the requirement for designation of programs, services and sites under the French Language Services Act (Ontario) as directed by the Health Services Restructuring Commission;
22. ensure that the Hospital maintains its status as a fully Accredited Hospital in accordance with the requirements of the Canadian Council on Health Services Accreditation; and
23. evaluate its own performance on an annual basis in relation to its responsibilities and periodically review and revise governance policies, processes and structures as appropriate.

1.2 Responsibilities of Individual Governors

In contributing to the achievement of the responsibilities of the Board as a whole, Governors shall adhere to the principles of governance set out in Section 1.3 of this policy and the Corporation's Vision, Mission and Core Values.

1. work positively, co-operatively and respectfully as a member of the team with other Governors and with the Corporation's management and staff;
2. respect and abide by Board decisions;
3. serve on at least one (1) Standing Committee;
4. regularly attend Board and Committee meetings;
5. complete the necessary background preparation in order to participate effectively in meetings of the Board and its Committees;
6. represent the whole of the population served and keep informed about matters relating to the Hospital, the communities it serves and the other health care and health promotion programs and services in the region served by the Hospital;
7. participate in orientation as a new Governor and in ongoing Board education;
8. participate in an annual evaluation of overall Board effectiveness;
9. abide by the conflict of interest, confidentiality and standard of care provisions contained in this By-law; and
10. Represent the Board when requested by the Board Chair.

1.3 Principles of Governance

1. For the purposes of this Policy, governance is defined as the process of governing the Corporation through the direction and supervision of the business and affairs of the Corporation, in accordance with its letters patent of amalgamation, By-laws and all applicable legislation.
2. The Board is responsible for the governance of the Corporation.
3. The Board provides strategic leadership to the Corporation in the establishment of and commitment to the Corporation's Vision, Mission and Core Values.
4. The Board serves the community and its individual members shall be sensitive to the needs of the communities served and reflect the diversity of the communities served.
5. The Board shall establish a culture of open debate, forthright examination of all issues, and, when considering conflicting issues, shall act at all times in the best interests of the Corporation, while having regard for the needs of the community served.
6. The Board shall carry on its duties in accordance with the Corporation's letters patent of amalgamation.

1.4 Generic Qualities of Governors

The generic qualities in all Governors are as follows:

1. commitment to the Vision, Mission and Core Values of the Corporation;
2. ability to work as a member of a team;
3. respect for the views of others;
4. objectivity;
5. recognition of the time commitment and energy necessary to perform the role of a Governor;
6. enthusiasm and capacity for resolving challenging issues;
7. integrity and the absence of conflicts of interest;
8. an understanding of the range of obligations and constraints imposed upon Governors of Corporations; and
9. a sensitivity to and willingness to understand the unique cultural and support requirements of individuals and special communities served by the Hospital.

1.5 General Qualities of Governors

Beyond the generic qualities to be demonstrated by all Governors, the following general qualities would strengthen the Board:

1. prior experience in governance;
2. strategic planning experience;
3. experience in the management and restructuring of complex organizations;
4. understanding of healthcare needs, issues and trends;
5. understanding of the diverse needs of the Champlain LHIN Region;
6. previous experience in the health field;
7. awareness of provincial healthcare trends;
8. demonstrated leadership on behalf of the needs of patients and families;
9. knowledge and experience in business and management;
10. knowledge and experience in education;
11. understanding of fiscal, financial and legal matters;
12. knowledge and experience in health professional education;
13. knowledge and experience in human resource management;
14. knowledge and experience in communications and information technology; and
15. knowledge and experience in government and public relations.