Committees are an important element of a board's governance processes that aid it in the fulfillment of its governance role. The general rule is that a board establishes the committees that are required by it to assist with the work of the board. Accordingly, the number a committees, their terms of reference and composition can all be decided upon by the board in the exercise of its discretion - except where specific committees are required by-law.
In addition,all Committee, through their governance responsibilities, will continue to build on the priority of the hospital to provide respectful, compassionate, culturally appropriate, and competent care that supports mutually beneficial partnerships between clients, families, and London Health Sciences Centre.
Statutory Committees (required by law):
Fiscal Advisory Committee
Operating under the authority of the Public Hospitals Act (Ontario), the Fiscal Advisory Committee provides advice to the Board through its Finance and Audit Committee with respect to the operation, use and staffing of the hospital.
The Committee is chaired by the Chief Financial Officer, and members representatives from Finance & Support Services; Clinical Programs; Information Management Group; Policy, Education and Health Promotion; Research; Human Resources & Organizational Development; OPSEU, ONA, medical staff, management staff, nursing, professional services.
Medical Advisory Committee
The Medical Advisory Committee (MAC) is accountable to the Board of Directors at London Health Sciences Centre in accordance with the Public Hospitals Act.
The Committee is in place to promote the highest standards of medical care throughout the hospital. Through its subcommittees, the MAC monitors and approves initiatives for improving the quality of care provided to patients and their families. The MAC provides general supervision over the practice of medicine, dentistry and midwifery in the hospital and is an important link to addressing issues that impact Professional Staff members (physicians, dentists and midwives) clinically and professionally.
The MAC makes recommendations to the Boards of Directors concerning matters prescribed by the Public Hospitals Act including:
- The quality of care provided in the Hospital by the Professional Staff;
- The By-Laws respecting any Professional Staff;
- The clinical and general rules regarding the Professional Staff;
- Privileges granted to each member of the Professional Staff;
- Appointment and reappointment to the Professional Staff; and,
- The dismissal, suspension or restrictions of privileges of any member of the Professional Staff.
The MAC assists and advises the Board and the Chief Executive Officer in carrying out the requirements of the UWO Affiliation Agreements as they apply to Professional Staff. The MAC also facilitates the development and maintenance of Rules and Regulations, Policies and ethical guidelines and procedures related to the roles of the Professional Staff.
Quality and Performance Monitoring Committee
Operating under the authority of the Ontario Regulation 445/10 of the Excellent Care for All Act the Quality and Performance Monitoring Committee provides advice to the Board on quality. The Act requires health care organizations, beginning with public hospitals, to report to each hospital board on quality related issues.
The Quality and Performance Monitoring Committee focuses on four main areas
- Assisting the Board in fulfilling its responsibility in reference to quality and patient safety
- Assisting the Board in fulfilling its responsibility for organizational performance
- Assisting the Board in the performance monitoring requirements within the accountability agreements
- Assisting the Board in fulfilling its responsibility for risk management
Children's Hospital Committee
The Children’s Hospital Committee is established by the Board of Directors in recognition that Children’s Hospitals need to be differentiated within the larger organizational context within which they operate, with protected funding for children’s care being defined at the highest levels so that children’s programs and services are not subjected to cuts as a result of the need to deal with the financial challenges presented by a rapidly aging population.
In addition, the Committee, through their governance responsibilities, will continue to build on the priority of the hospital to provide respectful, compassionate, culturally appropriate, and competent care that supports mutually beneficial partnerships between clients, families, and London Health Sciences Centre.
The Executive Committee is a committee of the Board. Its purpose is as per the Administrative Bylaw Article 8.04 is to act for the Board in emergency situations (as determined by the Chair) that require Board action where it is impractical to convene a quorum of the full Board, or when specifically authorized by the Board to act in its stead.
Finance and Audit Committee
The Finance and Audit Committee provides governance oversight with respect to the organization's financial health and business preparedness. The Committee also ensures that the Board is kept apprised of fiscal and business issues that may arise that impact the organization's capacity to meet its strategic plan, mission or vision.
In addition, the committee also supports the Board of Lawson Health Research Institute and will fulfill the same mandate for that Board as it relates to the London Health Sciences Centre Research Inc. division of Lawson Health Research Institute.
The Governance Committee is a standing committee of the Board and is accountable to the Board. Its purpose is to provide the Board with the assurance that governance mechanisms are in place and effective within the London Health Sciences Centre.
People and Culture Committee
The role of the People and Culture Committee is to oversee the development and implementation of the human resource strategy, which aligns with the mission, vision, values and strategy of LHSC.
The committee accountable to assist the Board in fulfilling its responsibility for providing oversight for the execution of people priorities in alignment with the strategic directions of the hospital. This would include establishing monitoring criteria and metrics to assess alignment of human resource priorities with mission, vision, values, ethics and strategic plans.
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