The association is governed by a set of rules, regulations and policies which maximise transparency and clarity in the management of the association on behalf on its members. The set of governance instruments are, in addition to normal ASIC, ATO and other jurisdictions requirements:
- Association constitution
- Association policies
- Association stated mission and value proposition to members
- Association stated areas of strategic objectives
- Association business plan
- Amendments proposed and voted by members at AGMs
Association strategic objectives
The association has given itself several key objectives for the creation and delivery of value for its members. As the association develops, it is anticipated that our stated objectives will evolve to reflect the demands and needs from our members.
Development of a body of knowledge on alliancing and collaborative contracting.
- Compilation of existing knowledge and information
- Development of alliance case studies across different type of alliances and industries
- Development of practice guidelines and alliance management tools.
- Development of relationships with leading academics, professional associations, government and industry bodies
Promotion of excellence.
- Publish case studies, best practice guidelines and alliance management tools
- Participate in alliancing related standards and policies
- Development of infrastructure to share best practice and case study materials
- Drive and support active promotion of best practices leveraging public events
- Offering of Awards for best-in-class programs and initiatives
Education for members and practitioners from the broader community.
- Delivery of AAA annual conference
- Delivery of regular educational and networking events
- Offering of alliance-specific training programs
- Collaboration with stakeholders in advocating the benefits and practices of alliancing
For a wider recognition of alliancing as a distinct business practice
- Established visible position in the community for AAA and its mission,
- Facilitation of benchmarking and research studies,
- Strengthened profile of alliances and alliance professionals as a distinctive set of business practices and skills,
- Involvement of key stakeholders to leverage their influence: Leading practitioners / Academic and research organisations
C3 and CPM- The new initiatives for 2012
C3 is a NEW initiative from the AAA to provide a centre of excellence for effective application of collaboration in public and private infrastructure projects and services delivery to enhance the whole infrastructure value chain productivity
C3 will focus solely on the wide range of collaboration methods in Infrastructure business
C3 is a pro-active delivery centre, distribution and publication of idea, knowledge, news
C3 is a centre of resources and knowledge.
- Source of knowledge: studies reports, academic and practitioners papers, case studies, statistics, Inventory of regional Alliancing
- Resource centre: Reference models, templates, example of tools used by others, contracts samples
- Research Facility: A Centre to conduct and publish studies
- Education Centre: Organise and delivers courses on Collaboration
- Create Partnerships: Work with other Industry centres and bodies to promote collaborative applications and practices and work with Government based initiatives
The CPMZ - Collaboration Project Manager Zone is a centre of knowledge, learning and exchange for Project Manager. It is critical today for any Project Manager's career development to aquire collaborative project management skills necessary to successfully lead or participate in project, program or services alliances and other collaborative engagements that are frequently used by infrastructure owners to deliver their assets. CPM will offer social networking to create communities, discussion groups and special interest groups.
If you have any questions about AAA membership or getting involved with the association?