13/04/2026
Position Statement: St. John Association of Fiji
Date: April 13, 2026
To: The Public of Fiji
From: Office of the Executive Chairman, St. John Association of Fiji
Subject: Clarification on Emergency Response Protocols and Ministry of Health Partnership
Executive Summary
The St. John Association of Fiji acknowledges recent social media commentary regarding an emergency call involving a patient at GPH on the night of April 11, 2026. We value public feedback as a tool for transparency and wish to clarify the operational realities of that evening, as well as the nature of our Memorandum of Understanding (MOU) and commercial engagements with the Ministry of Health and Medical Services (MHMS).
1. Operational Fact-Finding: The GPH Incident
Contrary to the suggestion that ambulances were "denied to respond," our internal clinical audit confirms a critical resource constraint at the time of the call (approximately 21:00–21:30):
Active Deployment:
St. John was operating with a night-shift crew that was already fully committed to an inter-facility transfer for the Ministry of Health (MOH).
Proactive Coordination:
Recognizing the urgency of the "unconscious patient" report, our dispatcher immediately advised the caller to contact the National Fire Authority (NFA) to ensure the fastest possible response.
Extraordinary Measures:
Despite being off-duty, day-shift personnel were recalled to assist, and a secondary ambulance was successfully dispatched shortly thereafter.
Outcome: Upon arrival, it was confirmed that NFA had already reached the scene, demonstrating the effectiveness of the multi-agency coordination recommended by our dispatch.
2. Addressing the "Double Dipping" and Tax Allegations
The assertion that St. John's charitable status creates an unfair "commercial" advantage misrepresents the financial framework of emergency medical services (EMS):
The "Yalovata" Strategic Plan:
Under our current strategic focus, every cent generated through government tenders is directly reinvested into expanding services to underserved areas, such as our new bases in Nadi and the Northern Division.
Cost Recovery vs. Profit:
While we receive donor support, these funds primarily cover volunteer training, community first aid, and equipment maintenance. The MHMS tenders provide essential "cost recovery" for high-volume clinical transfers, ensuring that our charitable funds are not exhausted by statutory government responsibilities.
International Alignment:
Our model follows the proven frameworks of Hato Hone St John (New Zealand) and St John (Australia), where charitable organizations partner with the state to provide professional, integrated healthcare that a government-only system could not sustain alone.
3. Clinical Governance and Accountability
St. John Fiji is currently undergoing a rigorous clinical governance overhaul. We are implementing:
"Fit for Position" Competency:
Ensuring every responder meets high-level academic and clinical standards.
Fleet Management Protocols:
A new critical framework for fleet management is being established to maximize the number of "road-ready" vehicles during peak and off-peak hours.
Closing Statement
St. John remains a cornerstone of Fiji’s healthcare fabric. We do not "park" ambulances to deny service; we manage a finite fleet with the goal of saving lives within a complex, high-demand environment. We welcome the call for a review of the national emergency response system, as we believe a more structured, integrated framework—aligned with international standards—will only strengthen the service provided to all Fijians.
Dr. Ratu Vereniki Raiwalui
Executive Chairman,
St. John Association of Fiji.
