Our Leadership Team

The Development Committee ensures that key development projects contribute to the modernization of the delivery of health care to our community and align with the Hospital’s academic and research mandate, across all campuses and satellite locations. The committee also provides oversight of environmental stewardship initiatives across The Ottawa Hospital to promote sustainability and minimize environmental impact of hospital operations activities and services.

Membership

Tony Sottile (Chair)
Karen Gordon
Greg Graham
Cameron Love (Ex officio)&
Zaina Sovani 
Steve Spooner
Brendan Timmins
Mary Traversy 
Michael Tremblay

The Finance and Audit Committee is responsible for overseeing and providing guidance on financial management, digital solutions, and business requirements of The Ottawa Hospital. The committee ensures the necessary resources are available to support the delivery of health care. It also establishes internal and external audit plans and reviews related reports and recommendations from management. 

Membership

Brendan Timmins (Chair)
Catherine Clark
Paul Davidson
Greg Graham
Cameron Love (Ex officio)
Dr Virginia Roth (Ex officio) 
Khalil Shariff
Lucie Tedesco
Brendan Timmins
Michael Tremblay

The Governance and Partnerships Committee ensures the Board has the appropriate governance framework in place to enable the Board’s activities and support the fulfillment of its duties and responsibilities. This committee also provides oversight in the areas of education, innovation and research and health-care partnerships.

Membership

Catherine Clark (Chair)
Marion Crowe 
Cameron Love (Ex Officio)
Jo-Anne Poirier
Dr. Virginia Roth (Ex officio) 
Khalil Shariff
Lucie Tedesco
Brendan Timmins
Michael Tremblay

The Quality and People Committee performs the functions of the Quality Committee under the Excellent Care for All Act, 2010. The committee is also responsible for overseeing the hospital’s performance in the delivery of health care, ensuring a focus on patient and family-centered care. In parallel, the committee oversees the implementation of the Human Resources Strategy.

Membership

Marion Crowe (Chair) 
Dr Tim Asmis (Ex officio) 
Catherine Clark
Karen Gordon
Rose LeMay
Cameron Love (Ex officio) 
Mante Molepo
Jo-Anne Poirier
Dr. Virginia Roth (Ex officio)
Lucie Tedesco
Michael Tremblay

The Board of Governors holds meetings in public throughout the year. The 2025-26 dates are:

• Wednesday, November 5, 2025 (4 p.m.)
• Wednesday, May 6, 2026 (4 p.m.)

Those wishing to observe a public meeting listed above are asked to contact the Board Office at board@toh.ca. Electronic (MS Teams) access will be provided.

Approved minutes of public board meetings are available upon request by contacting the Board Office at board@toh.ca.

The Board of Governors welcomes input from members of the public. Individuals wishing to bring matters to the attention of the Board should first review the Policy Regarding Public Participation and submit a request in writing to:
 

The Office of the Chair of the Board of Governors

1. Administrative By-law
2. The Ottawa Hospital Board Appointed Medical Staff Bylaw

Responsibilities of the Board of Governors

Strategic planning:

1. Approve a Strategic Plan that is consistent with the hospital’s Mission, Core Values and will enable the organization to realize its Vision.
2. Review the Strategic Plan as part of the planning cycle, and ensure it aligns with community needs, policies of the Ministry of Health (MOH) and Ontario Health and promotes (where appropriate) integration with other health service providers.
3. Monitor and measure corporate performance regularly against the approved Strategic Plan and Board-approved performance indicators.
4. Ensure that Board decisions are consistent with the approved Strategic Plan, Mission, Vision and Core Values, unless there is a sound rationale to do otherwise.

Quality oversight:

1. Establish key quality objectives that support the hospital’s strategic areas of focus and Mission.
2. Receive assurance that the hospital’s performance on the quality objectives are monitored on a regular basis.
3. Receive assurance that the hospital has adequate systems are in place to:
   1. Review and disclose critical incidents to patients, the Quality Committee and the Medical Advisory Committee (“MAC”) on a timely basis.
   2. Analyze critical incidents and put in place steps to avoid or reduce the risk of recurrence of similar incidents.
   3. Provide aggregated incident data to the Quality Committee at least twice a year.
4. Receive confirmation that appropriate, effective and fair credentialing processes, criteria and timelines are in place.
5. Approve appointments and re-appointments of physicians, dentists, midwives and extended class nurses to the professional staff of the hospital.
6. Through reports from the Chief of Staff (COS) and the MAC, monitor any professional staff performance issues and receive assurance they are addressed.
7. Receive timely reporting from the Chief Executive Officer (CEO), the COS and the Internal Auditor (as appropriate) on plans to address variances from performance standards, and oversee the implementation of remediation plans.

Financial performance:

Approve the annual operating and capital budget, ensuring that it supports the hospital’s strategic areas of focus and Mission.

1. Review resource utilization plans for alignment with strategic directions and that the hospital operates within the Service Accountability Agreement (SAA).
2. Validate that the hospital’s performance on its financial objectives is monitored on a regular basis.
3. Review the financial reporting process, management information systems and internal controls annually.
4. Receive confirmation that policies are in place regarding asset protection, purchases, investments, contracts, leases, borrowing and signing authority.
5. Review financial reports and approve the annual audited financial statements.

CEO and COS goal setting and performance:

1. Set performance objectives for the CEO and COS and annually review their performance, compensation and succession plans.
2. Establish the process for the appointment or removal of the CEO and COS and appoint the CEO and COS in accordance with such process.
3. Delegate and designate responsibility and authority to the CEO for the management and operation of the hospital and require accountability to the Board.
4. Delegate and designate responsibility and authority to the COS for the general clinical organization of the hospital, the quality of patient care and the supervision of the practice of medicine, dentistry, midwifery and extended class nursing in the hospital and require accountability to the Board.
5. Appoint medical leadership positions on the recommendation of the MAC as required under The Ottawa Hospital's medical, dental, midwifery and nurses in the Extended Class By-law and the PHA.

Board effectiveness:

1. Recruit qualified governors and non-governor members of committees (where appropriate) who are committed to the hospital and plan for the succession of governors and officers.
2. Establish Board goals and ensure that the Board receives timely and appropriate information to support informed policy formation, decision-making and monitoring.
3. Evaluate Board performance on an annual basis in relation to its responsibilities.
4. Periodically review and revise governance policies, processes and structures as appropriate to maximize the effective functioning of the Board.
5. Comply with the hospital’s obligations relative to the annual meetings of members.

Oversee stakeholder relationships:

1. Identify key stakeholders and receive assurance on related accountabilities.
2. Receive assurance that the hospital communicates appropriately with stakeholders, in a manner consistent with respective accountabilities, and promotes engagement.
3. Contribute to the maintenance of strong stakeholder relationships.
4. Perform advocacy where required, in support of the Mission, Vision, Core Values and strategic areas of focus.

Enterprise Risk Management Program:

1. Oversee the implementation of appropriate systems to manage these risks and regularly monitor principal risks to the hospital’s business.
2. Oversee management’s procedures and policies for monitoring compliance with all applicable legislation, Ministry of Health and Long-Term Care (MOHLTC) requirements, and all other applicable government ministry requirements.

Reporting:

1. Receive periodic reports from Board committee/hospital representatives.

Legal compliance:

1. Receive assurance that appropriate processes are in place to ensure compliance with legal requirements.

Policy Regarding Public Participation

Policy statement:

This policy is intended to provide members of the public with the process for public participation at Public Board of Governors Meetings for The Ottawa Hospital (the hospital).

This policy is to ensure that the Board Chair and Board Secretary have the opportunity to plan for and notify all Board members of those who wish to address the Board and ensure that members of the general public requesting the opportunity to address the Board are appropriately acknowledged on the Board agenda and are aware of the process.

Definitions:

Public Board Meeting: a meeting of the Board of Governors that is open to the general public, including the media and hospital staff.

Process:

• Members of the public wishing to bring matters to the attention of the Board of Governors will be required to submit their request in writing to the Office of the Chair at least 14 days prior to the Public Meeting of the Board of Governors.
• The written request shall include a brief written description of the specific matter to be addressed, the group they are representing and include any written material the person will want to distribute to the Board.
• The Chair of the Board will consider requests in order of receipt and a decision will be provided at least three business days prior to the Board meeting.
• Oral presentations must be limited to five minutes. If the presentation is based on the submission of a group, one person must be identified as the spokesperson.
• Presentations are usually heard at the beginning of a meeting.
• The Board will receive presentations but is not obligated to respond or take action.
• Except where the Chair permits, a person or group may only address the Board on a particular subject once during any 12-month period.
• Members of the public may also address the Board by providing a letter addressed to the Chair of the Board. While the Board may consider matters raised in such correspondence, it is not obligated to respond to it.
• In some cases, the Chair may determine that it is more appropriate for a person or group to address their comments to a specific Standing Committee or other body. In these situations, arrangements for presentations will be facilitated by the Office of the Board of Governors.