Common use of Business Planning/General Management Clause in Contracts

Business Planning/General Management. (i) Recruiting, training and supervising senior staff in support of CCO’s functions; (ii) Establishing appropriate systems and processes including establishing and applying a financial management framework to support decision making for the effective administration of CCO; (iii) Implementing policy decisions of the Board, establishing systems and managing activities of CCO in accordance with the Annual Business Plan and approved budget allocation and with CCO’s By- laws; (iv) Developing an operational risk management plan for Board approval and on approval, implementing it for CCO; (v) Preparing formal documents relating to the fulfillment of CCO’s mandate (including budgets, Annual Business Plans, reports and other documentation) for approval by the Board in accordance with required timetables; (vi) Managing the implementation of a conflict of interest policy for staff and consultants; (vii) Carrying out in-year monitoring of CCO’s operational performance and reporting on it to the Chair and the Board; (viii) Managing the day-to-day operations and financial affairs of CCO and securing the fulfillment of its mandate in accordance with the Cancer Act, this MOU and with accepted business and financial practices and standards and within applicable TB/MBC Directives and Guidelines; (ix) Supporting the Chair and the Board in meeting their responsibilities; (x) Seeking advice and support from the MOHLTC, as appropriate, on day-to-day management issues; (xi) Ensuring that CCO has an emergency response plan including a business continuity plan; (xii) Acting as the ethics executive as required under the PSOA; (xiii) Consulting with the Deputy Minister of the MOHLTC and the Deputy Minister of other applicable Ontario Government Ministries, as required, on matters of mutual importance including on applicable TB/MBC Directives and MOHLTC policies; (xiv) Co-operating in any review of CCO directed by the Minister or TB/MBC, and with any identified corrective action; (xv) Communicating and requiring CCO staff to adhere to a communications and issues management protocol described in section 5.1.1 and Schedule B; (xvi) Keeping the Chair and Board informed and up-to-date on operational matters; and (xvii) Establishing a system for the retention and disposition of formal CCO documents and for appropriately making such documents publicly available.

Business Planning/General Management. (i) RecruitingDirecting, training through the CEO, the affairs of the Network so as to fulfill its mandate, including the adoption of by-laws and supervising senior staff in support corporate policies that guide the governance and operation of CCO’s functionsthe Network, including conflict of interest requirements for the Board and Committee members; (ii) Establishing appropriate systems Ensuring, through the CEO, the establishment of a system of performance measurement and processes including establishing and applying a financial management framework reporting to support decision making be put in place for the effective administration Network to include but not limited to the following key performance measures relating to the number of CCOdeceased organ donors: the approach rate, conversion rate, consent rate and organ yield, including commitments to attaining specific performance goals for these key performance measures and reporting on the Network’s performance against business plan or other objectives; (iii) Implementing policy decisions of the Board, establishing systems and managing activities of CCO in accordance Ensuring compliance with the Annual Business Plan policies and directives applicable to the Agency as approved budget allocation by TB/MBC and with CCO’s By- lawsthe Minister of Finance as set out in section 15.5 hereof and any other policies and directives that the Network may be subject to in the future; (iv) Developing an operational risk management plan Ensuring, through the CEO, the preparation of the Network’s Annual Report submitted to MOHLTC on performance measures, including the achievement against targets, explanation for Board approval and on approval, implementing it variances as well as targets for CCOthe next fiscal year; (v) Preparing formal documents relating Reporting to the fulfillment Minister, through the Chair, on performance results at a minimum of CCO’s mandate every ninety (including budgets, Annual Business Plans, reports and other documentation90) for approval by the Board in accordance with required timetablesdays ; (vi) Managing On the implementation advice of a conflict the Board’s Corporate Governance/Nominating Committee, selecting and appointing non-Board members to Committees of interest policy for staff and consultantsthe Board; (vii) Carrying out in-year monitoring Notifying the MOHLTC of CCOappointment vacancies and, considering the advice of the Board’s operational performance and reporting on it Corporate Governance/Nominating Committee, making recommendations to the Chair Minister with respect to appointments and re-appointments to the Network Board; (viii) Managing the day-to-day operations and financial affairs of CCO and securing the fulfillment of its mandate in accordance Making decisions consistent with the Cancer Act, this MOU and with accepted business and financial practices and standards and within applicable TB/MBC Directives and GuidelinesNetwork’s approved Annual Business Plan; (ix) Supporting Reviewing the Chair Network’s business plans, budget and the Board in meeting their responsibilitiesfinancial reports; (x) Seeking advice Approving the MOU for the Network in a timely manner and support from authorizing the MOHLTC, as appropriate, Chair to sign on day-to-day management issuesthe Board’s behalf; (xi) Ensuring that CCO has an emergency response plan including a business continuity planApproving, for submission to the Minister, the Network’s plans, reports, and reviews within the timelines set out in this MOU or otherwise set by the MOHLTC, provided such timelines are communicated to the Network in writing within 30 days prior to taking effect; (xii) Acting as Approving, for submission to the ethics executive Minister, the Annual Report within 120 days of the Network’s fiscal year-end as required under the PSOAAEAD; (xiii) Consulting with Appointing the Deputy Minister CEO and ensuring that a performance evaluation process for the CEO is in place that includes performance indicators measured annually against the responsibilities of the MOHLTC CEO and the Deputy Minister of other applicable Ontario Government Ministriesannual business plan, as required, on matters of mutual importance including on applicable TB/MBC Directives and which process shall include MOHLTC policiesconsultation and feedback; (xiv) Ensuring that the CEO has put in place job classifications, job descriptions, personnel qualifications, salary ranges and other benefits as well as a performance review system for all employees of the Network; (xv) In consultation with the CEO, proposing changes to the Network’s mandate to the Minister as required or advisable; (xvi) Appointing an external auditor and arranging for annual and such other audits as are necessary; (xvii) Directing that corrective action be taken by the Network if needed; (xviii) Appointing advisory committees as required to provide technical, professional or other advice or stakeholder input, and reporting back to the MOHLTC on any such committee work; (xix) Co-operating in with any periodic review of CCO the Network as directed by the Minister or TB/MBC, and with any identified corrective action; (xvxx) Communicating Consulting, as appropriate, with stakeholders on the Network’s goals, objectives, and requiring CCO staff strategic directions, and reporting back to adhere to a communications and issues management protocol described in section 5.1.1 and Schedule B; (xvi) Keeping the Chair and Board informed and up-to-date MOHLTC on operational mattersany such consultations; and (xviixxi) Establishing Ensuring that a system is in place for the retention creation, collection, maintenance and disposition disposal of formal CCO documents and for appropriately making such documents publicly availablerecords.

Business Planning/General Management. (i) RecruitingDirecting, training through the CEO, the affairs of CCO so as to fulfill its mandate including the adoption of by-laws providing for the internal governance and supervising senior staff in support operation of CCO’s functions, including conflict of interest requirements for the Board and Committee members; (ii) Establishing appropriate systems Ensuring, through the CEO, the establishment of a system of performance measurement and processes reporting, including establishing commitments to attaining specific performance goals and applying reporting on performance against business plan or other objectives; (xxx) Xxxxxxxx, through the CEO, the preparation of an Annual Report submitted to MOHLTC on performance measures, including achievements against targets, explanations for variances as well as targets for the next fiscal year; (iv) On the advice of the Board’s Corporate Governance/Nominating Committee, selecting and appointing non-Board members to Committees of the Board; (v) On the advice of the Board’s Corporate Governance/Nominating Committee, making recommendations to the Minister with respect to appointments and re-appointments to the CCO Board; (vi) Making decisions consistent with CCO’s approved Annual Business Plan; (vii) Approving the MOU for CCO in a financial management framework timely manner and authorizing the Chair to sign on the Board’s behalf; (viii) Approving, for submission to the Minister, CCO’s plans, reports, and reviews within the timelines set out in this MOU or otherwise set by the MOHLTC (provided such timelines are communicated to CCO in writing within 30 days prior to taking effect); (ix) Approving, for submission to the Minister, the Annual Report within the timelines in the AEAD; (x) Appointing the CEO and ensuring that a performance evaluation for the CEO is in place that includes the performance indicators and responsibilities of the CEO in meeting his/her obligations to support decision making the Chair and the Board effectively and communicate effectively with the Minister and MOHLTC; (xi) Ensuring, through the CEO, that job classifications, job descriptions, personnel qualifications, salary ranges and other benefits as well as a performance review system are established for the effective administration all employees of CCO; (iiixii) Implementing policy decisions of the Board, establishing systems and managing activities of CCO in accordance In consultation with the Annual Business Plan and approved budget allocation and with CCO’s By- laws; (iv) Developing an operational risk management plan for Board approval and on approvalCEO, implementing it for CCO; (v) Preparing formal documents relating proposing changes to the fulfillment of CCO’s mandate (including budgets, Annual Business Plans, reports and other documentation) for approval by the Board in accordance with required timetables; (vi) Managing the implementation of a conflict of interest policy for staff and consultants; (vii) Carrying out in-year monitoring of CCO’s operational performance and reporting on it to the Chair and the Board; (viii) Managing the day-to-day operations and financial affairs of CCO and securing the fulfillment of its mandate in accordance with the Cancer Act, this MOU and with accepted business and financial practices and standards and within applicable TB/MBC Directives and Guidelines; (ix) Supporting the Chair and the Board in meeting their responsibilities; (x) Seeking advice and support from the MOHLTC, Minister as appropriate, on day-to-day management issues; (xi) Ensuring that CCO has an emergency response plan including a business continuity plan; (xii) Acting as the ethics executive as required under the PSOArequired; (xiii) Consulting with the Deputy Minister Arranging for audits of the MOHLTC and the Deputy Minister of other applicable Ontario Government Ministries, CCO as required, on matters of mutual importance including on applicable TB/MBC Directives and MOHLTC policiesneeded; (xiv) Directing that corrective action be taken by CCO if needed; (xv) Appointing advisory committees as required to provide technical, professional or other advice or stakeholder input; (xvi) Co-operating in with any review of CCO as directed by the Minister or TB/MBC, and with any identified corrective action; (xvxvii) Communicating Consulting, as appropriate, with stakeholders on CCO’s goals, objectives, and requiring CCO staff to adhere to a communications and issues management protocol described in section 5.1.1 and Schedule B; (xvi) Keeping the Chair and Board informed and up-to-date on operational mattersstrategic directions; and (xviixviii) Establishing Ensuring that a system is in place for the retention creation, collection, maintenance and disposition of formal CCO documents and for appropriately making such documents publicly availablerecords.

Business Planning/General Management. (i) RecruitingEnsuring the establishment of job classifications, job descriptions, personnel qualifications, salary ranges and other benefits as well as a performance review system for all employees of the Network, advising the Board of these matters, and recruiting, training and supervising senior staff in support of CCOthe Network’s functionsfunctions in accordance with those policies; (ii) Establishing appropriate systems and processes including establishing and applying a financial management framework to support decision making for the effective administration of CCOthe Network; (iii) Implementing policy decisions of the Board, establishing systems and managing activities of CCO the Network in accordance with the Annual Business Plan and approved budget allocation allocations and with CCOthe Network’s By- by-laws; (iv) Developing Establishing an operational risk management plan for Board approval and on approval, implementing it for CCOthe Network; (v) Putting into place an emergency response plan that includes a business continuity plan; (vi) Preparing formal documents relating to the fulfillment of CCOthe Network’s mandate (including budgets, Annual Business Plans, annual reports and other documentation) for approval by the Board in accordance with required timetables; (vivii) Managing the implementation of a conflict of interest policy for staff and consultants; (viiviii) Carrying out in-year monitoring of CCOthe Network’s operational performance and reporting on it to the Chair and the Board; (viiiix) Managing the day-to-day operations and financial affairs of CCO the Network and securing the fulfillment of its mandate in accordance with the Cancer Act, this MOU and with accepted business and financial practices and standards and within applicable TB/MBC Directives and Guidelines; (ixx) Implementing and continuous monitoring of the Network’s compliance with policies and directives applicable to the Agency as approved by TB/MBC, Minister of Finance and the Public Services Commission. (xi) Supporting the Chair and the Board in meeting their responsibilities; (xxii) Seeking advice and support from the MOHLTC, as appropriate, on day-to-to- day management issues; (xi) Ensuring that CCO has an emergency response plan including a business continuity plan; (xiixiii) Acting as the ethics executive as required under the PSOA; (xiii) Consulting with the Deputy Minister of the MOHLTC and the Deputy Minister of other applicable Ontario Government Ministries, as required, on matters of mutual importance including on applicable TB/MBC Directives and MOHLTC policies; (xiv) Co-operating in any review of CCO the Network directed by the Minister or TB/MBC, and with any identified corrective action; (xv) Communicating and requiring CCO Network staff to adhere to a communications and issues issue management protocol described in section 5.1.1 5.1 and Schedule B; (xvi) Keeping the Chair and Board informed and up-to-date on operational mattersA; and (xviixvi) Establishing a system for the retention and disposition destruction of formal CCO Network documents and for appropriately making such documents publicly available, as required under section 14.0 of this MOU.