 | Alfred Hospital |
| Alfred Hospital |
medical and nursing services; property management; catering; cleaning; and supply of medical and surgical supplies, and equipment.Key findings included:
One in every 3 critically ill patients could not be admitted to the Hospital's
Intensive Care Unit and had to be transferred to other areas for treatment; The total waiting list number for the Hospital was 2200 at 28 February 1990, with
400 patients experiencing waiting times in excess of one year; Properties valued in excess of $29 million, which occupied 25 per cent of the
Hospital's land holdings, had predominately not been used for hospital purposes.
These properties include the Chevron Hotel which is owned by the Hospital; There was a potential for annual savings in excess of $1 million in meal and
cleaning costs; and The re-use through re-sterilisation of medical and surgical items,
designated as single-use by manufacturers, created potential health risks.
