Page 3952 - Week 09 - Wednesday, 25 August 2010
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and take their views into account in all instances. The amendments I have circulated reflect the issues and the points which I have raised. I move the amendment circulated in my name:
Omit all words after “notes”, substitute:
(a) that the needs of public health patients should come before that of private health corporations;
(b) that the outcome of community consultations conducted by the ACT Government in 2009 with regard to Calvary Public Hospital and Clare Holland House showed that the majority of the community supported public health facilities being under public ownership;
(c) findings by the ACT Auditor-General Performance Audit report into the management of Calvary Hospital agreements which showed that:
(i) there was ‘risk that the public hospital has subsidised the private hospital’;
(ii) ‘Calvary Health Care ACT Limited (CHC) disputed claims of under-payments identified in … consultant reports, and subsequent discussions with ACT Health have led to agreed, often lower, amounts being repaid’; and
(iii) ‘costs were not appropriately recovered by ACT Health from Calvary Private Hospital’;
(d) statements by the Minister for Health on 17 May 2010 in the 2010-2011 Estimates Committee hearings that although CHC had done work to separate their private and public hospital functions in line with the Auditor-General’s report, the separation was impacting on the hospital’s efficiency and throughput; and
(e) the release on 24 May 2010 of the Australian Accounting Standards Board (AASB) Exposure Draft on Service Concession Arrangements for Grantors read in conjunction with AASB’s Interpretation 12 of Service Concession Arrangements which suggests that the ACT Government can recognise Calvary Public Hospital as an asset. However problems remain between CHC and the ACT Government about transparency of funding for services, efficiency of throughput, and control over decision making on capital investments; and
(2) calls on the ACT Government to:
(a) work towards having as much of major public health facilities under public ownership as possible; and
(b) outline, as soon as practicable, the process that will be undertaken for engaging with the public about the way forward and what timeframes can be expected.”.
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