Page 3359 - Week 09 - Thursday, 22 August 2019
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MS STEPHEN-SMITH: I thank Ms Cheyne for the supplementary question. Of course, there are many ways in which the government is managing demand for health services that we have talked about in this place over the past few weeks and, indeed, months. I have outlined a number of these over the past few sitting weeks, including our increased investment in doctors and nurses, the timely care strategy, our nurse-led walk-in centres, and the University of Canberra Hospital.
The timely care strategy aims to improve patient care delivery, access to services across Canberra Health Services and patient flow processes. Canberra Health Services is continuously identifying and incorporating change to improve communication and decision-making processes, as well as implementing several projects to refresh and refocus systems and processes using a whole-of-hospital approach.
For example, CHS manages periods of high demand in the cardiac care unit by utilising territory-wide services. A cardiologist has introduced day procedures for low-risk angiograms and stenting to limit the number of patients who require an overnight bed in the CCU. These patients are cared for in the catheter laboratory day ward prior to discharge.
CHS is also in the process of developing an intensive care unit escalation policy to address periods of excessive demand, as well as managing demand by utilising additional appropriate treatment spaces in the post-anaesthetic care unit.
The network of walk-in centres across the territory is assisting by reducing demand on our hospital system. The network will be increased to five by late 2020. They provide treatment for one-off episodic care for minor injury and illnesses, as well as health advice and information.
We have much anecdotal evidence about the fact that the walk-in centres divert people from the emergency department. Indeed just on Tuesday I was talking to someone whose family member had developed pneumonia and required care outside normal GP hours. They were accurately diagnosed by a nurse practitioner, who was able to prescribe antibiotics and provide other advice about care. (Time expired.)
Woden—parking
MR WALL: My question is to the Minister for Transport and City Services. Minister, how do you propose to protect the Woden Early Childhood Centre’s current parking and drop-off arrangements from a less secure relocation of drop-off points should the Hindmarsh development next door proceed?
MR STEEL: I thank Mr Wall for his question and I note that that proposal’s notification period recently closed and that proposal will be assessed by ACTPLA. Of course ACTPLA will have regard to parking matters. At this point in time the Woden community centre building is actually owned by the CIT, not Property Group which is in my portfolio. It will shortly be transferred to Property Group. We are certainly aware of the concerns of the early childhood centre, and that is something that no doubt will be raised through the planning process which is underway.
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