Governance Strategic Plan
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2008-2011 Vision Combined Charities facilitates the provision of efficient and effective procurement of goods andservices for its member organizations. Membership · Combined Charities will pursue major organizations in the metropolitan, interstate and regional areas, focussing on Aged Care, Child Care, Acute Health, Disability and Educational organizations. · Incentives for membership will be at the discretion of the Executive Officer. Affiliations 1. Seek research, development and information benefits for Members. · Add membership value through information provision: - aimed at creating maximum member benefit from services - of issues associated with specific services 2. Annual review of affiliate arrangements CCI will monitor satisfaction with an annual review of contract arrangements and Member needs, which will form the mix of future services and their arrangements. 3. Ethical / Environmentalperformance of affiliates CCI will take into account the ethical and environmental performance of suppliers and affiliates when it seeks and evaluates services. 4. Written agreements Written agreements will be sought with affiliates Surplus Distribution 1. Surplus distribution in accordance with policy CCI will make decisions on the distribution of surplus funds basedon the recommendations of the Executive Officer. 2. Guiding principle The general guiding principle is to explore opportunities to add value to, or expand existing goods/services for the benefit of members, or provide industry sponsorship and support. Goods /Services 1. Improve services provided by suppliers Analyse and understand members’ needs for service improvement (eg.product training, product information) 2. Broaden the range ofgoods and services · Analyse and understand members’ needs (including Independent Education) and external sources of information (eg. market information across Australia) in relation to additional services. · Monitor the activities and services provided by suppliers. · Where considered practical andviable add these to the CCI service range 3. Use of tenders and value adding · A tendering process will be used for the procurement of goods/services to ensure the maximum benefit for all members. · All forms of agreement and negotiation processes will aim to include a commitment by suppliers to information provision, documentation and direct support, as far as is practicable. Governance 1. Strategic role of the Executive Officer · The Executive Officer’s role will focus on: - implementing the Strategic Plan through effective operational strategy, - increasing membership. - marketing CCI Group Purchasing and seeking strategic opportunities to improve relationship with suppliers, affiliates, peak bodies and members. - review, evaluate and implement CCI Group Purchasing procurement strategy, tendering processes, evaluation - implementing a systematic process for communicating with members, and - organisational development and succession planning. - ensuring the organisation meets all of its compliance responsibilities - building CCI Group Purchasing portfolio of goods/servicesand its value-adding activities to meet members’ needs - research and identify CCI Group Purchasing marketplace position. (strengthen & implement) - utilising greater delegated authority for matters previously addressed by - hiring, training and developing additional staff as required to support Executive Officer. 2. Board actions · The Board will annually review the Executive Officer’s remuneration and performance against KPIs in recognition of the strategic focusof the role. · The Board will delegate authority to the Executive Officer as per policy. · Review of the Strategic Plan will occur on a yearly basis as per policy.
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