Definition of a Business Plan

DEPARTMENT OF HUMAN SERVICES Strategic Procurement Business Plan and Budget 2000-01 DEPARTMENT OF HUMAN SERVICES Strategic Procurement BUSINESS PLAN and BUDGET 2000 – 2001 CONTENTS 1 PLANNING CONTEXT ................................................................................. 3 1.1 Introduction 1.2 Planning Relationships 1.3 Strategic Procurement Reform 1.4 Procurement Guiding Principles 1.5 Achievements in 1999-2000 3 3 4 5 5 2 THE YEAR AHEAD ...................................................................................... 7 2.1 Priorities for 2000-01 7 3 OVER KEY RESULT AREAS ..................................................................... 8 3.1 KRA 1: Improved Accountability in Procurement 3.2 KRA 2: Procurement Competencies 3.3 KRA 3: Strategic Purchasing 3.4 KRA 4: Workforce Development 3.5 KRA 5: Procurement Innovation 3.6 KRA 6: Communication and Customer Service 9 10 11 12 13 14 4 ALIGNMENT WITH PORTFOLIO STRATEGIC PLAN ............................. 15 4.1 Strategic Directions 4.2 Vision and Mission 15 17 5 ORGANISATION ....................................................................................... 18 5.1 Functions 5.2 Organisation Chart 5.3 Workforce Plan 5.4 Operating Costs 5.5 Values 18 19 20 20 21 D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement Business Plan 2000-01 Page 322 1 PLANNING CONTEXT 1.1 INTRODUCTION The Department of Human Services (DHS) was created in October 1997 as part of a significant public sector restructuring in South Australia which aims to coordinate planning across the whole of State, build links across Government and foster partnerships with the South Australian community. DHS has responsibilities, through both policy and legislation, for health, housing and the support and protection of people as individuals and as members of communities. It is part of the Human Services Portfolio, which comprises a large number of Health Units and Service Providers delivering a range of services to the SA community encompassing hospitals, public health, family and youth services, the ageing and housing. Together they employ some 28,000 people, have a combined budget accounting for approximately 40% of the State’s annual expenditure, including some $800 million per annum on goods and services. Strategic Procurement was created in June 1998 to ensure that the Portfolio is well positioned in the manner in which it undertakes procurement of goods and services. This Plan explains how these challenges will be tackled and the planned achievements for the forthcoming year. Taking effect from 1 January 2000, the administrative reporting relationship of Strategic Procurement moved to the Asset Services Division. In terms of the procurement function, Strategic Procurement is responsible to the Accredited Purchasing Panel (APP). 1.2 PLANNING RELATIONSHIPS This Business Plan has been developed in the context of the Human Services Portfolio Strategic Plan 1999-2002. It demonstrates how Strategic Procurement will contribute to the achievement of the three key Portfolio Outcomes, how the five Strategic Directions have led to the identification of its Key Result Areas and the outputs or “deliverables” it will produce in the financial year 2000 – 2001. Portfolio Key Outcomes Strategic Directions Portfolio Strategic 1 Plan 19992000 2 3 4 5 Vision Mission Role Business Plan KRA Strategic Procurement s 1.3 STRATEGIC PROCUREMENT REFORM In June 1998 the Government launched its procurement policy reform framework, Purchasing Strategically. The reform program articulates a commitment to better buying through improved procurement practices to ensure value for money. The reforms were also developed to support devolved responsibility and accountability to agencies for the purchasing of goods and services. D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 422 Expected outcomes from the reforms were as follows:        Ongoing savings of 3% per annum; Develop in-house competencies to support decision making; Higher levels of contracting authority; Integration of procurement with strategic planning; Proper and effective management of risk; Underpin procurement with best practice guides; and Introduction of electronic commerce. A key initiative of the Government’s reform agenda was for the Department of Human Services to establish an Accredited Purchasing Panel. The APP is required on behalf of the State Supply Board to provide expert procurement advice, guidance and decision making support to the Chief Executive, set procurement goals and targets and oversee the reform processes. More specifically the APP is expected to:         Steer reforms, including the implementation of policies, new business practices and systems; Ensure decision makers are skilled and accredited through training and assessment; Provide specialist support to oversee high risk purchases; Establish management and appropriate internal control systems for effective risk management; Implement government supply policy and establish performance measurement systems, including targeted cost reductions; Monitor agency purchasing practices; Collect, analyse and disseminate data to focus the development of more strategic approaches to procurement; and Satisfy the reporting requirements of the State Supply Board, including the development of forward procurement plans. To support the APP, the Minister for Human Services approved on 8th June 1998 the establishment of a Strategic Procurement Unit. The role of the SPU was to:    Provide strategic support and advice to the APP Provide leadership in the implementation of Whole-of-Government reforms Negotiate and let significant and complex contracts – sole and lead agency. The Department’s initial contract delegation level to enter into contracts was $200,000. Following a recent submission of a Procurement Development Strategy to the State Supply Board the contract delegation level of DHS was increased to $500,000. 1.4 PROCUREMENT GUIDING PRINCIPLES The Strategic Procurement Reform Strategy was underpinned by the following guiding principles:  Value for money – to support value for money outcomes, the criteria to be applied to determine the best overall cost of goods and services should include an assessment of quality, service standards, timely delivery, benefits, risks as well as the actual costs over the life of the goods and services;  Open and fair competition – all contract and purchase requirements will be sourced through open and competitive process, giving interested parties equal opportunity to do business with the department; D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 522  Professional integrity and probity – due diligence and care will be exercised to ensure that the highest standards of professionalism, probity and ethics are reflected in the procurement practices and processes of the department;  Client services – to optimise fit for purpose and delivery outcomes, clients needs will be identified and satisfied by agreed standards of service and performance;  Management of risk – buyers will need to identify and assess risk on a case by case basis and develop risk management strategies as appropriate. Costs and options in managing risk should be commensurate with the significance of the purchase;  Accountability – procurement activities will operate with clear accountabilities for individuals and groups involved;  Simplicity – to assist with ease of purchasing, procedures and documentation will be characterised by uniformity and simplicity in design and operation; and  Local industry sourcing where local suppliers can demonstrate competitiveness and capability – government and regional development policies will be considered in purchasing decisions, with emphasis on providing opportunities for local suppliers to participate competitively. 1.5   ACHIEVEMENTS IN 1999-2000 Submitted a Procurement Development Strategy to the State Supply Board seeking increased procurement/contract delegations for the Department for Human Services. Prepared and completed a Forward Procurement Plan for the Department for Human Services portfolio. The plan highlights the portfolio projected spend on goods and services over the next three years and is regarded as an important planning tool for both the Department and the private sector. Improved the procurement competencies of operatives across the portfolio through the running of workshops dealing with strategic purchasing, probity awareness, risk management, contract law and contract negotiations. The workshops were attended by over 400 employees. Completed over 300 major goods and services acquisition approvals valued at $68 million. Savings of some $3.3 million were achieved through competitive processes and contract negotiations. Completed a number of whole of government strategic contracts for Food Products and Vaccines valued at $18 million. Also completed portfolio acquisition plans for a number of strategic contracts, including pharmaceuticals, orthopaedic implants, sutures and wound care, continence products and renal consumables. The value of these tenders is estimated to be $41 million per annum. Introduced a facility to enable electronic lodgments of some tenders. Developed, promulgated and reviewed a series of contract delegations across the portfolio. Developed policies and guidelines for calling tenders, risk management in procurement, use of panel contracts, contract administration and trials for medical equipment. Developed a GST contract negotiation workshop for some 180 employees to increase knowledge and skills of business unit operatives dealing with contracts impacted by the GST.        D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 622 2 THE YEAR AHEAD 2.1 PRIORITIES FOR 2000-01 Over the last year, Strategic Procurement has reached a stage where it is better able to articulate the priorities for the coming years. The currently identified priorities for the coming year in this regard are:  Publish the Forward Procurement Plan (developed in late 1999-2000) across the portfolio to enable better informed and coordinated buying as well as provide forward advice to industry on likely DHS purchases over the next three years. Complete Strategic Contracts for Pharmaceuticals, Orthopaedic Implants, Renal Consumables, Sutures and Continence Products. (All these have had acquisition plans approved by the State Supply Board. The value of these tenders is approximately $41 million. The Pharmaceuticals are currently being evaluated and others will be advertised shortly). Undertake a review of procurement competency standards and skills across the Portfolio as well as conducting training workshops for Business Case Development, Contract Administration and Project Management. Undertake a review of Medical and Surgical supplies/products with a view to developing acquisitions plans for consideration by the State Supply Board. The value of the spend is approximately $80 million and predominantly recurrent funding. Currently there is only $10 million of Medical & Surgical supplies/products under contract. Undertake a review of acquisition profiles for goods and services expenditure across the portfolio with a view to establishing panel and common use contracts. This will save considerable tendering costs for both the portfolio and industry as well as deliver savings from bulking up. Establish a project team with a view to assessing the benefits and costs that may arise from any introduction of E-Procurement and promote wider use of electronic lodgment of tenders. Develop a Code of Conduct and policy dealing with conflicts of interest and ethical conduct for employees involved with the procurement of goods and services. Implement a Contract Administration framework across the portfolio to ensure that significant strategic contracts are managed effectively. Develop, review and improve tendering policies, procedures and guidelines that operate across the portfolio. Review the contracts delegation levels in operation across the portfolio, including appropriate conditions that may apply to new delegation levels.          D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 722 3 Progressively implement the Procurement Development Strategy completed in late 1999-2000. Over KEY RESULT AREAS KRA’s at a Glance KRA 1: IMPROVED ACCOUNTABILITY IN PROCUREMENT Objective: To put in place and maintain appropriate accountabilities to ensure that the principles of value for money, probity, fair competition and transparency are observed by all persons in the agency undertaking procurement of goods and services. KRA 2: PROCUREMENT COMPETENCIES Objective: To develop and enhance the competencies of staff to foster a culture of professionalism and ethical behaviour in procurement and for the supply market to recognise DHS behaving in this manner. KRA 3: STRATEGIC PURCHASING Objective: To effectively identify and undertake the acquisition of strategic goods and services to ensure that better value for money is obtained by DHS and processes are streamlined to reduce the cost of tendering. KRA 4: WORKFORCE DEVELOPMENT Objective: To develop a high-performing team by maximising the intellectual capital and professional capacity of our people through deliberate and planned personal development programs that support the achievement of business objectives. KRA 5: PROCUREMENT INNOVATION Objective: To enhance and accelerate the introduction of procurement innovation to generate better buying and improve supplier access to government procurement opportunities. KRA 6: COMMUNICATION & CUSTOMER SERVICE Objective: To advise stakeholders of activities and achievements and to deliver quality and continuously improved services to our customers in an efficient, effective and timely manner. 3.1 KRA 1: IMPROVED ACCOUNTABILITY IN PROCUREMENT Alignment with Human Services Portfolio Strategic Plan 1999-2002: Strategic Direction 5.4: Strategically Manage Risk Strategic Direction 5.5: Improve Goverance arrangements Strategic Direction 5.13: Improve Procurement Planning Objective: To put in place and maintain appropriate accountabilities to ensure that the principles of value for money, probity, fair competition and transparency are observed by all persons in the agency undertaking procurement of goods and services. D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 822 Deliverables Code of Conduct Activities 2000 –2001  Develop a code of conduct for employees and suppliers for the management of a tender process Establish a policy concerning conflicts of interest and the ethical conduct of employees involved in the procurement of goods and services Develop a monitoring plan to ensure that a pro-active audit is undertaken of acquisitions across the portfolio Develop competitive tender guidelines and templates, tender evaluation methodologies, tender opening procedures and business case guidelines. Distribute procurement risk management guidelines Develop and distribute contract administration framework Develop a probity plan that can be standardised and considered for the majority of acquisitions Develop a panel of probity auditors for use by business units. 2001-02 and beyond Ongoing Conflict of Interest and Ethical Behaviour  Ongoing Monitoring Plan  Ongoing Policies, Procedures and guidelines  Ongoing   Probity    Review effectiveness of the Panel 3.2 KRA 2: PROCUREMENT COMPETENCIES Alignment with Human Services Portfolio Strategic Plan 1999-2002: Strategic Direction 5.13: Improve Procurement Management Strategic Direction 5.6: Improve Workforce Management and Development Objective: To develop and enhance the competencies of staff to foster a culture of professionalism and ethical behaviour in procurement Deliverables Activities 2000-01 2001-02 and beyond D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 922 Deliverables Competency Review Activities 2000-01  Conduct a review of competencies of staff involved in procurement to identify skills gaps Develop an action plan to address skills gaps Refine database for the purposes of accrediting staff. Conduct training workshops for business case development, contract administration and project management Arrange presentations and discussion forums for SAFA, SAICORP, Crown Law and Prudential Management to discuss purchasing issues 2001-02 and beyond  Establish a mentor program for procurement officers within DHS Ongoing  Competency Database    Review effectiveness of database in addressing skills gaps. Specification writing and Assessment of tenders Ongoing Training Workshops     Establish Networking Forums  Ongoing 3.3 KRA 3: STRATEGIC PURCHASING Alignment with Human Services Portfolio Strategic Plan 1999-2002: Strategic Direction 5.13: Improve Procurement Management Objective: To effectively identify and undertake the acquisition of strategic goods and services to ensure that increased value for money is obtained by DHS and processes are streamlined to the reduce costs of outcomes. Deliverables Strategic Contracts Activities 2000-01  Complete pharmaceutical, orthopaedic implants, renal consumables, sutures and incontinence products values at approx. $41m Develop a contract administration framework to ensure the benefits negotiated are achieved. Review, prepare acquisition plans for medical and surgical consumables – value approximately $80m Ensure the business units integrate a procurement development strategy in 2001-02 and beyond   Review the performance of strategic contracts. Ongoing  Strategic Contract Reviews and Tenders   Progressively Tender Medical and Surgical Contracts Ongoing Review PDS Annually together with Contract Delegations.   Procurement Development Strategy  D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 1022 Deliverables Activities 2000-01 their business planning processes.  Publish a forward procurement plan to enable informed and coordinated buying Provide forward advice to industry of the likely business purchases of DHS on goods and services Review acquisition profiles to establish panel and common use contract arrangements to minimise tender time-fames and costs. 2001-02 and beyond Forward Procurement Plan  Review Annually  Common Use and Panel Contracts   Ongoing 3.4 KRA 4: WORKFORCE DEVELOPMENT Alignment with Human Services Portfolio Strategic Plan 1999-2002: Strategic Direction 5.6: Improve workforce management and development Objective: To develop Strategic Procurement into a high-performing team by maximising the intellectual capital and professional capacity of its people through deliberate and planned personal development programs that support the achievement of Strategic Procurement’s business objectives. Deliverables Needs definition and action plan Activities 2000-01 In collaboration with the Workforce Development Unit, analyse developmental needs for individuals and Strategic Procurement through skills profiles / audits performance feedback developmental review career research counselling Create on-the-job developmental opportunities for Strategic Procurement staff though special assignments understudy positions job rotation / secondment teaching by others coaching and mentoring 2001-02 and beyond  On-going      Organisation Development and Continuous Renewal  On-going      D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 1122 Deliverables Team building Activities 2000-01 Continue high-performing team development through: team building exercises celebrating achievements. Support and encourage Strategic Procurement staff to undertake / participate in appropriate: formal education training management / leadership development programs Encourage Strategic Procurement staff to speak at / organise seminars and conferences 2001-02 and beyond  On-going   Personal Development    Continuing Professional Development   On-going  On-going 3.5 KRA 5: PROCUREMENT INNOVATION Alignment with Human Services Portfolio Strategic Plan 1999-2002: Strategic Direction 5.13: Improve Procurement Management Objective: To enhance and accelerate the introduction of procurement innovation to generate better buying, meet DHS procurement needs and improve supplier access to government procurement opportunities. Deliverables E-Commerce Activities 2000-01  Appoint a Project Manager to undertake a due Diligence exercise pertaining to the introduction of EProcurement within DHS Promote the wider use of electronic lodgement of tenders. 2001-02 and beyond Introduce E-Procurement across DHS portfolio Electronic lodgement of tenders  Ongoing 3.6 KRA 6: COMMUNICATION AND CUSTOMER SERVICE Alignment with Human Services Portfolio Strategic Plan 1999-2002: Strategic Direction 5.13: Improve Procurement Management Strategic Direction 5.2: Improve communications Objective: D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 1222 To advise stakeholders of activities and achievements and to deliver quality and continuously improved services to our customers in an efficient, effective and timely manner. Deliverables Business Plan and Budget Activities 2000-01   Communication   2000-01 Business Plan : align with Human Services Portfolio Strategic Plan get endorsed by July 2000 Encourage the use of plain English and avoid jargon Devise and design intranet applications for the effective promulgation of policies and procedures and established contracts. Organise meetings, seminars and conferences Continue to build network of contacts within the DHS Divisions, Health Units and Service Providers to promote and foster good procurement practice Build relationships with Contract Services (DAIS) to ensure that DHS maximise benefits associated with Whole-ofGovernment contracts Build relationships interstate to learn from experiences in other jurisdictions. Work collaboratively with DHS Divisions, Health Units and Service Providers in the procurement of goods and services 2001-02 and beyond  Annual Business Plan and Budget prepared and endorsed by July each year Improve and expand methods of communication   Networks   Continue to build networks   Collaborative Working Arrangements   Continuous improvement 4 ALIGNMENT WITH PORTFOLIO STRATEGIC PLAN 4.1 STRATEGIC DIRECTIONS While Strategic Procurement’s Key Result Areas relate mainly to Strategic Direction 5: Providing sound management, they have also been aligned to the other Strategic Directions in the Human Services Portfolios Strategic Plan 1999 to 2002 to optimise our contribution towards the achievement of the Key Portfolio Outcomes D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 1322 Strategic Procurement contributes by: Improving services for better outcomes Increasing the State’s capacity to promote quality of life Assisting and enabling the Portfolio to plan and procure the goods and services needed to deliver core Human Services. The relevant KRAs are:  Improved Accountability in Procurement  Strategic Purchasing  Procurement Competencies  Procurement Innovation Redistibuting resources in a changing environment Assisting the Operational Divisions of DHS to optimise the available funding through better buying and procurement practices. The relevant KRAs are:  Strategic Purchasing  Procurement Innovation Working with, and as part of, the Operational Divisons of DHS in collaboration with the Health Units and Service Providers to optimise procurement skills and competencies. The relevant KRAs are:  Workforce Development  Communication and Customer Service Providing leadership in the management of resources through the development and promotion of sound management systems and practices The relevant KRAs are:  Improved Accountability in Procurement  Procurement Competencies  Strategic Purchasing  Workforce Development Strengthening a culture of working together Providing sound management D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 1422 4.2 VISION AND MISSION The Vision for DHS in the Human Services Portfolio Strategic Plan 1999-2002. is: ”To significantly enhance the quality of life and safeguard the health and wellbeing of South Australians by leading the development of high performing integrated health, housing and community services for individuals, families and communities.” Strategic Procurement will contribute to this Vision by striving to ensure that DHS has robust procurement processes that empower business units to undertake the acquisition of goods and services in a judicious manner This will be achieved as a direct result of the leadership provided by Strategic Procurement that aims consistently to exceed its stakeholders’ expectations by delivering quality services with continuous improvement. ”The role of the Department is to support the Minister for Human Services and the Minister for Disability and the Ageing in providing access to services that enhance and protect the health, social wellbeing and quality of life of South Australians and to best allocate available resources.” The role of Strategic Procurement is To ensure the efficiency, effectiveness and integrity of the procurement of goods and services for the Human Services portfolio Strategic Procurement will fulfil this role by ensuring that: - Appropriate accountabilities are in place to enable the principles of best value for money, probity and fair competition are observed; - The competencies of staff are developed and enhanced to foster a culture of professionalism and ethical behaviour in procurement; - Procurement systems, policies and procedures are develop that lead to continuous improvement in the purchasing of goods and services; - Forward planning for procurement is adopted across the portfolio; - Risks associated with procurement are effectively managed; and - To improve value for money through better buying practices. D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 1522 5 5.1 ORGANISATION FUNCTIONS Corporate Responsibilities Strategic Procurement is responsible for facilitating government procurement reforms in the portfolio. It is also responsible for the establishment and administration of procurement processes and practices for all goods and services purchased by the portfolio, including the letting and managing of "lead" agency whole-of-government procurement contracts. Functions include:        developing, implementing and evaluating the effectiveness of across portfolio procurement policies, practices and processes in conjunction with whole-ofgovernment reforms; coordinating the procurement training and accreditation processes across the portfolio; developing annual Forward Procurement Plans and priority purchasing strategies; developing and maintaining administration support systems for the portfolio’s Accredited Purchasing Panel; undertaking the procurement processes for large and complex portfolio and designated "lead" agency whole-of-government goods and services contracts developing marketing intelligence for the portfolio’s high value goods and services contracts; and coordinating and implementing the use of electronic procurement Within Strategic Procurement, responsibility for these functions is shared as folows: Strategic Contracts  Management of strategic contract procurement processes  Contract management of lead agency/portfolio contracts Major Contracts  Procurement of major goods and services, including equipment  Provision of procurement advice and support  Maintenance of contracts database  Monitor the acquisitions undertaken by business units Procurement Reform  Procurement policies, procedures, templates and guides  Procurement training and competencies  Support for Accredited Purchasing panel Business Analysis  Forward procurement plans  Provision of business analysis advice and assistance  Business planning and analysis Finance and Administration 5.2 (SHARE WITH THE ASSET SERVICES GROUP)ORGANISATION CHART D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 1622 ARTHUR VAN DETH C H A IR A P P D IR E C T O R PETER JACKSON SSTTR A TTEEG I IC RA G C PPR O C U R EEM EEN TT ROCUR M N A SSSSEETT SSEER V I IC EESS A RV C D ir e c to r , S tr a te g ic P ro c u re m e n t M a r k L e g g e tt ( S h a r e d S e r v ic e ) M a n a g e r, S tra te g ic C o n tra c tin g B o b B a tte rs b y S e n io r C o n tra c ts A d v is e r W a rre n G u rn e r C o n tra c ts A d v is e r (V a c a n t) A /M a n a g e r , F in a n c e & A d m in is tr a tio n R u d i A r tz M a n a g e m e n t A c c o u n ta n t J a c in ta O n g F in a n c e O ffic e r L ia n a J u rje v ic A c c o u n tin g O ffic e r D o m T o d o ric M a n a g e r, M a jo r C o n tra c ts K a te P h illip s O ffic e M a n a g e r V acant P rin c ip a l C o n tra c ts A d v is e r S u z a n n e R a tc liffe S e n io r C o n tra c ts A d v is e r T a n y a B in k o w s k i A /C o n tra c ts O ffic e r J a n e P e lh a m A s s is ta n t C o n tra c ts O ffic e r (V a c a n t) A /A d m in is tra tiv e O ffic e r M a ry P a p a n o tis C o rre s p o n d e n c e C le rk / A d m in O ffic e r S im o n e B e k k e r A /A d m in is tra tiv e O ffic e r S te lla P e ro tta C le ric a l T ra in e e L a n a V ic k e rid g e -S m ith P ro je c t M a n a g e r S te v e M o ro M a n a g e r, P ro c u re m e n t R e fo rm Ia n H e n d e r S e n io r B u s in e s s A n a ly s t M a th e w B a z e le y B u s in e s s A n a ly s t G a rry W e d lo c k C le ric a l T ra in e e R a c h e l T e lfe r D iv is io n a l A d m in is tra to r J ill F ra s e r 5.3 WORKFORCE PLAN D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 1722 The staffing target for the Division and provisional allocation is as follows: Director 1 Strategic Contracts 3 Major Contracts 5 Procurement Reform 1 Projects 1 Business Analysis 2 Total 13 Finance and Administration* 3 * Shared with Asset Services 5.4 OPERATING COSTS Gross operating costs for Strategic Procurement for 2000-01 are estimated at $1.2 million as detailed in the budget at Appendix B. 5.5 VALUES Strategic Procurement embraces the Values in the Human Services Portfolio Strategic Plan 1999-2002.   to strive for leadership of the highest quality to set clear direction, achieve results and manage performance Leadership Excellent Service     to work in partnership with others to achieve the best possible outcomes for individuals, families and communities to be responsive and tolerant to show good judgement Respect  to treat staff and clients with courtesy, dignity and respect at all times to value diversity in all its forms and act in accord with the principles of access and equity to act with integrity in all dealings to model and encourage ethical behaviour to be accountable for our decisions and actions to be transparent in the way we conduct our business to recognise that staff are a valuable resource to value staff and seek to develop their full potential Integrity and Ethics Accountability Valuing Our Staff       D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08 Strategic Procurement - Business Plan 2000-01 Page 1822 Innovation and Enthusiasm    to take measured risks to be enterprising and accept change to solve problems creatively In Strategic Procurement we value our reputation and standing with our Customers and Stakeholders, which we believe we can enhance by being accountable for the way that we add value to the procurement of their goods and services. Value is not necessarily confined to the cost of the goods and services, but is expanded to better buying through improved competencies and the promotion of a prudential culture. It is also to ensure that the customer achieves an outcome equal to or greater than expected. D:\Docstoc\Working\pdf\b7914d68-4b23-4e45-9c5f-22401201590c.doc 12/09/08