Page 3548 - Week 12 - Wednesday, 12 October 1994
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Mr Temporary Deputy Speaker, the housing review initiated by this Government has occurred at a most opportune time, as public housing is undergoing the most significant change in the 50 years since the first Commonwealth-State Housing Agreement in 1945. Over the next 12 to 18 months the ACT Government will be negotiating a new Commonwealth-State housing agreement with the Commonwealth and other State governments, to operate from 1 July 1996. The outcomes of this process will be incorporated into the ACT Government's reform agenda for housing.
The housing review has been undertaken in a climate of major social and micro-economic reform at the national level. Major national reviews have contributed to the ACT's review process, the most notable of these being the Industry Commission inquiry into public housing, the Hilmer report on national competition policy and the national housing strategy. There has also been the significant influence of the ACT Government's 2020 vision document. The principles put forward in these reports have strongly influenced the measures proposed by the housing review.
In shaping an agenda for reform, the housing review has closely considered the operational and organisational changes occurring in other State housing authorities as well as the ACT Auditor-General's reports on the home loan schemes and asset management. Having undertaken the housing review, the ACT Government is in a sound position to make significant policy, operational and organisational changes which will ensure that the people of this Territory gain appropriate access to affordable housing, and that the community benefits from the good management of the major housing assets.
The housing review has delivered to the Government a resource paper outlining current arrangements and a report which recommended extensive improvements. This final report fleshed out the interim report released by the Government after the 1994-95 Budget. The key findings are: Firstly, a client service improvement strategy which integrates the range of housing assistance options and the delivery of programs and improves social justice outcomes - it is a strategy that will improve the client contact environment and the culture of service delivery; secondly, a range of better housing assistance measures to better target public housing to people assessed as having a long-term need for housing assistance and providing alternative options for private rental, home ownership and community based assistance to those people who seek a different manner of assistance; thirdly, an asset management improvement strategy focusing asset management resources on more effectively preserving and refurbishing dwellings and redevelopment projects to maximise the portfolio of well-located public housing stock; fourthly, a financial management improvement plan radically improving the current accounting and financial arrangements to implement accrual based budgeting - the plan will measure commercial and social justice performance, and allocate appropriate resources to activities which achieve the best client outcomes; and, fifthly, a strategy for organisational improvements which reshapes the organisation and operations of the Housing Trust to achieve a fundamental focus on client service, business management and strategic policy.
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