Page 1108 - Week 04 - Thursday, 29 March 1990
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The aims of that review are twofold. Firstly, it is to recommend directions for the development of the ACT Government Service through the 1990s so that the service is best placed to meet the needs of the ACT community.
Secondly, the Board has been asked to identify for government consideration, specific measures to close the budget gap which exists between the current cost of providing ACT government services and the longer term revenue available to fund those services.
I believe these objectives are complementary as they emphasise the need for long term strategies as well as immediate economies.
I expect the Board's report will recommend structures that will allow improved management in the ACT public sector. I understand it is placing a high priority on finding ways for managers to pursue the goals of higher productivity and vigorous control of costs in the provision of services of an appropriate standard.
I am confident that the report of the Board will make a significant contribution to the future of the ACT. Already it has given some general indications of its direction and this has assisted the Government to identify specific avenues to pursue. We also have the benefit of material developed in response to my request for Ministers to put forward strategic proposals aimed at reducing current levels of recurrent expenditure by 4 per cent.
I can now provide some indication of the restructuring task ahead. Mr Speaker, this is not comprehensive, it is not a mini budget; I am talking about actions that will be set in place in the next financial year, 1990-91, to have an increasing effect in subsequent years as Commonwealth funding declines.
Restructuring Directions
In health, we aim to establish a high quality public hospital system that will meet all the requirements for people in the Canberra region. The Minister for Health has already indicated the Government's intentions in this area. Briefly, the Canberra Hospitals Board will operate a top quality facility at Woden Valley, with most high level specialty services for both adults and children. It will have some 700 beds.
Calvary Hospital will finally fulfil the role for which it was designed - a high quality general hospital, with 300 beds. It will retain the valuable link with the Order of the Little Company of Mary.
To achieve this essential program of hospital restructuring and upgrading quickly, and with minimal disruption, we will press the Commonwealth to provide significant capital funding. The Commonwealth has let our hospitals fall into
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