Page 3674 - Week 10 - Wednesday, 26 August 2009
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The recent appointment of Mr Gary Byles as the new TAMS chief executive opens the door for the government to undertake some of this more structural change. The strategic budget review report contains 22 recommendations that are being addressed by TAMS. The clear message for TAMS from the review is the need for a better understanding from a department-wide perspective of financial performance, accountability for performance and accurate costing of service delivery activities.
Several recommendations, where it has been possible, have already been implemented, and others have a longer term focus. Several of the recommendations involve major changes in systems, processes and culture that will take more time to implement. There were a number of recommendations relating to the delivery of services within budget, the role and effectiveness of the finance committee. There is now more scrutiny by TAMS’s strategic finance during the preparation of proposals with financial implications, and all businesses have signed on to manage to their approved budgets.
The role of the TAMS finance committee has been strengthened. It is now a decision-making body, and the chief executive of the department now chairs the finance committee. The role of the chief financial officer has been strengthened, and these are decisions consistent with recommendations that have been made in the report. The chief financial officer is now included as a member of the strategic management team, and meeting regularly with the TAMS chief executive. There is now better alignment of external and internal budgets. Implementation has commenced, and approved changes will form part of the ongoing internal budget process.
The report recommended the development and implementation of consistent asset management plans across the department’s assets. A TAMS asset management committee has been created, and the development of a full suite of asset management plans is underway. Investigation of cost recovery and opportunities to increase or introduce new fees are being investigated.
Procurement Solutions staff have now been embedded in the department to assist with procurement processes, and the department is currently exploring training opportunities. Communication protocols with Treasury were reviewed and strengthened in line with the development of a financial management framework. The department is also in the final stage of completing its strategic plan for 2009-13, which will guide development of network and business unit plans. There will be clear linkages between these planning documents.
As part of the organisational restructure which will come into effect as at 31 August, a review of administrative practices and operations will be undertaken to see how additional arrangements might need to re-orient to build on operational capacity. In implementing these recommendations, TAMS is embarking on a significant reform agenda. This will result in a more robust financial management framework that will allow it to better manage the balance of service standards, service delivery and fiscal control. The focus is clearly on better lines of reporting and aligning businesses where they can create greater effectiveness through working together.
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