South Canterbury District Health Board - BOARD PACK SCDHB Board Meeting
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
South Canterbury District Health Board BOARD PACK for SCDHB Board Meeting Friday, 30 July 2021 12:45 pm Held at: Boardroom Timaru Hospital, Gardens Block, Level 6 Generated: 2021-07-23 10:06:33
INDEX Cover Page Index Agenda Attached Documents: 2.1 a Glossary of Terms - July 2021.pdf......................................................................................... 7 2.2 a Board Interest Register.pdf.................................................................................................... 11 2.2 b SLT Interest Register.pdf....................................................................................................... 15 2.3 a 25 Jun 2021 Draft Public Minutes SCDHB Board Meeting.pdf.............................................. 17 3.2 a Chief Executive Report.pdf..................................................................................................... 21 3.3 a Board Financial Report Jun21.pdf.......................................................................................... 24 3.4 a Health & Safety Report.pdf..................................................................................................... 42 3.5 a Facilities Update Report.pdf................................................................................................... 45 3.6 a COVID-19 Vaccination & Immunisation Programme.pdf........................................................ 47 4.1 a Public Excluded Resolution.pdf.............................................................................................. 49 4.2 a 25 Jun 2021 Draft Minutes SCDHB Board Meeting PE.pdf................................................... 50 5.5 a Health System Catalogue Prepaid Service Agreement.pdf.................................................... 54 5.6 a Employment Relations Update.pdf......................................................................................... 60 5.8 a Office Supplies Contract - Decision document.pdf................................................................. 62 5.9 a Holidays Act Review Project - Decision document.pdf........................................................... 63 5.10 a Annual Plan cover page.pdf................................................................................................... 82 5.10 b Draft SCDHB Annual Plan 2021_22-Board.pdf...................................................................... 83 5.10 c Annual Plan - DHB advice.pdf................................................................................................ 129 5.11 a Resolution to open meeting.pdf.............................................................................................. 132
Generated
Board Pack on: 2021-07-23
for SCDHB 10:06:23
Board Meeting - 30 Jul 2021
AGENDA
SCDHB BOARD MEETING
Name: South Canterbury District Health Board
Date: Friday, 30 July 2021
Time: 12:45 pm to 2:45 pm
Location: Boardroom, Timaru Hospital, Gardens Block, Level 6
Board Members: Ron Luxton (Chair), Bruce Small, Jo Goodhew, Karl Te Raki, Mark Rogers,
Paul Annear, Peter Binns, Phil Hope, Raeleen de Joux, Rene Crawford,
Suran Dickson
Attendees: Jason Power, Kara Hayes
1. Opening
1.1 Welcome
1.2 Apologies
2. Standing Items - Public
2.1 Glossary of Terms - for information only
Supporting Documents:
2.1.a Glossary of Terms - July 2021.pdf 7
2.2 Declarations of Interest
Supporting Documents:
2.2.a Board Interest Register.pdf 11
2.2.b SLT Interest Register.pdf 15
2.3 Confirmation of Minutes of 25 June 2021
Supporting Documents:
2.3.a 25 Jun 2021 Draft Public Minutes SCDHB Board Meeting.pdf 17
2.4 Matters Arising from the Minutes
2.5 Actions Register
3. Agenda Items - Public
3.1 Chair update - verbal
Powered by BoardPro 1 3Agenda
Board Pack : SCDHB
for SCDHB Board
Board Meeting- -30
Meeting 30Jul
Jul2021
2021
3.2 Chief Executive report
Supporting Documents:
3.2.a Chief Executive Report.pdf 21
3.3 Financial Report - Paper
Supporting Documents:
3.3.a Board Financial Report Jun21.pdf 24
3.4 Health, Safety and Wellbeing - Paper
Supporting Documents:
3.4.a Health & Safety Report.pdf 42
3.5 Facilities report - Paper
Supporting Documents:
3.5.a Facilities Update Report.pdf 45
3.6 Covid-19 Vaccination & Immunisation Programme update - Paper
Supporting Documents:
3.6.a COVID-19 Vaccination & Immunisation Programme.pdf 47
3.7 Hospital Advisory Committee update - verbal
3.8 Community Public Health Disability Support Advisory Committee
update-verbal
4. Standing Items - Public Excluded
4.1 Public Excluded Resolution
Supporting Documents:
4.1.a Public Excluded Resolution.pdf 49
4.2 Confirmation of minutes of 25 June 2021
Supporting Documents:
4.2.a 25 Jun 2021 Draft Minutes SCDHB Board Meeting PE.pdf 50
4.3 Action list - Public Excluded
5. Agenda Items - Public Excluded
5.1 Chair update - verbal
Powered by BoardPro 2 4Agenda
Board Pack : SCDHB
for SCDHB Board
Board Meeting- -30
Meeting 30Jul
Jul2021
2021
5.2 Chief Executive update - verbal
5.3 Hospital Advisory Committee update - verbal
5.4 Community & Public Health / Disability Support Advisory Committee -
verbal
5.5 New Zealand Health Partnerships update - Paper
For Decision
Supporting Documents:
5.5.a Health System Catalogue Prepaid Service Agreement.pdf 54
5.6 Employment Relations Update - Paper
Supporting Documents:
5.6.a Employment Relations Update.pdf 60
5.7 Health and Disability Reform - verbal
5.8 Office Supplies Contract - Paper
For Decision
Supporting Documents:
5.8.a Office Supplies Contract - Decision document.pdf 62
5.9 Holidays Act Review Project - Paper
For Decision
Supporting Documents:
5.9.a Holidays Act Review Project - Decision document.pdf 63
5.10 Annual Plan tracked changes
For information
Supporting Documents:
5.10.a Annual Plan cover page.pdf 82
5.10.b Draft SCDHB Annual Plan 2021_22-Board.pdf 83
5.10.c Annual Plan - DHB advice.pdf 129
5.11 Resolution to Resume Open Meeting
Supporting Documents:
5.11.a Resolution to open meeting.pdf 132
5.12 General Business
Powered by BoardPro 3 5Agenda
Board Pack : SCDHB
for SCDHB Board
Board Meeting- -30
Meeting 30Jul
Jul2021
2021
6. Close Meeting
6.1 Karakia
7. Director Only Time
7.1 Director only discussion time
Next meeting: SCDHB Board Meeting - 27 Aug 2021, 12:45 pm
Powered by BoardPro 4 6Board Pack for SCDHB Board Meeting - 30 Jul 2021 Glossary of Terms - for information... 2.1 a
Glossary of Terms
Ask about and document every person’s smoking status, give brief advice to stop every person who smokes, and
ABC strongly encourage every person who smokes to use cessation support (a combination of behavioral support and
stop-smoking medicine works best) and offer to help them access it.
ABCD2 TIA assessment – age, blood pressure, clinical symptoms, diabetes and duration.
ACC Accident Compensation Corporation
ACP Advance Care Planning
ACPP Accelerated Chest Pain Pathway
ACS Acute Coronary Syndrome
ADOM Alcohol and Drug Outcome Measure
Aoraki HealthPathways. Pathways, for the care and management of patients within South Canterbury that have
AHP
been developed jointly by primary and secondary care clinicians.
Ajexus Mental Health Information System Software
ALOS Average Length of Stay
A web-based system to support clinical quality improvement in secondary care cardiology practice and to better
ANZACS - QI
understand the relevant population health profile within regions and nationally.
AOD Alcohol and Other Drug
ARRC Age Related Residential Care
The Atlas of Healthcare Variation displays easy-to-use maps, graphs, tables and commentaries that highlight
ATLAS
variations by geographic area in the provision and use of specific health services and health outcomes.
ATR Assessment, Treatment & Rehabilitation Services
AWS Arowhenua Whānau Services
BadgerNet Specialist perinatal management software
BFAG Breast Feeding Action Group
Calderdale
Framework to enable the sharing of skills between healthcare professions.
Framework
CAPA Choice And Partnership Approach
CAPEX Capital Expenditure
A national method of measuring dissimilar outputs in a common way. E.g. a hip replacement is 4.008 case
Caseweight weights and an appendix removal is 1.044 case weights. I.e. a hip replacement is considered to use about four
times the resources (or cost) than an appendectomy.
CCDM Care Capacity Demand Management
CCP Contribution to Cost Pressure
CDHB Canterbury District Health Board
CMO Chief Medical Officer
CNC Cancer Nurse Coordinator
CNM Charge Nurse Manager
CNS Clinical Nurse Specialist
CPAC Clinical Prioritisation Assessment Criteria
CPH Community & Public Health
CPHDSAC Community & Public Health and Disability Support Advisory Committee
A generic term for a diverse range of entities within one of the five categories referred to in section 7(1) of the
Crown Entities Act 2004, namely: statutory entities, Crown entity companies, Crown entity subsidiaries, school
Crown Entity boards of trustees, and tertiary education institutions. Crown entities are legally separate from the Crown and
operate at arm’s length from the responsible or shareholding Minister(s); they are included in the annual financial
statements of the Government.
CSNZ Cancer Society New Zealand
CT Computed Tomography
CVD Cardiovascular Disease
CWD Cost Weighted Discharge
DBI Drug Burden Index
HDC Health and Disability Commissioner
DHB District Health Board
DMFT Decayed, Missing, Filled Teeth
DMO Debt Management Office
1 7Board Pack for SCDHB Board Meeting - 30 Jul 2021 Glossary of Terms - for information... 2.1 a
DNA Did Not Attend
DPNM Director Patient, Nursing & Midwifery Services
Dr Info is an electronic software programme which pulls and collates information allowing general practice access
Dr Info
at the point of service to real-time health information from a number of data sources.
DSS Disability Support Services
DXA A scan which measures bone density and is typically used to diagnose and monitor osteoporosis.
ECAN Environment Canterbury
ECG Electrocardiogram
ED Emergency Department
eMR Electronic Medicines Reconciliation
An intensive 12 week programme to assist either newly diagnosed Type 2 diabetics, Type 2 diabetics starting on
Encounter insulin therapy and patients who have not attended their Diabetes Annual Review and are considered at high risk
Programme of complications from diabetes due to poor metabolic control, to better self-manage lifestyle and medication
requirements and to allow for a better quality of life and improved metabolic control.
ENT Ear, Nose and Throat
ePA ePrescribing and Administration
ePM ePharmacy
EPOA Enduring Power of Attorney
ERAS Early Recovery After Surgery
ESPI Elective Services Patient Flow Indicator
eSURV Electronic Shared Care Record View
ERMS Electronic Referral Management System
FAST Sudden signs of stroke – face dropping, arm weakness, speech difficulty – time to call 111.
FCT Faster Cancer Treatment
FIM Functional Interdependence Measure
FSA First Specialist Assessment
FST Financial Sustainable Threshold
FTE Full Time Equivalent, e.g., two people each working 20 hours per week = 1 FTE.
FVIP Family Violence Intervention Programme
The part of the DHB that funds (purchases) services from providers of health services, including the DHB’s own
Funder Arm
Provider Arm.
GP General Practitioner
GST Goods and Services Tax
HAC Hospital Advisory Committee
HAI Hospital Acquired Infection
HBSS Home Based Support Services
HCS Health Connect South
HEEADSSS Home, Education & employment, Eating, Activities with peers, Drugs, Sexual activity, Suicide & Depression, Safety.
HOP Health of Older Persons
HPV Human Papilloma Virus
HQSC Health Quality & Safety Commission
HR Human Resources
HRMIS Human Resource Management Information System
HWNZ Health Workforce New Zealand
ICAMHS Infant, Child and Adolescent Mental Health Services
ICATT Integrated Community Assessment Treatment Team
IDF Inter-District Flows. Patients who live in one district receiving services in another district.
Impact measures are attributed to agency (DHBs) outputs in a credible way. Impact measures represent near-
Impact measures term results expected from the goods and services you deliver; can often be measured soon after delivery,
promoting timely decisions; and may reveal specific ways in which managers can remedy performance shortfalls.
A framework for describing the relationships between resources, activities and results. It provides a common
Intervention logic
approach for integrating planning, implementation, evaluation and reporting. Intervention logic also focuses on
model
being accountable for what matters – impacts and outcomes.
InterRAI Clinical assessment tool used in Older Persons Care.
ISSP Information Systems Strategic Plan
IS Information Services
2 8Board Pack for SCDHB Board Meeting - 30 Jul 2021 Glossary of Terms - for information... 2.1 a
IT Information Technology
KPI Key Performance Indicator
“Living within our Providing the expected level of outputs within a break even budget or National Health Board (NHB) agreed deficit
means” step toward break even by a specific time.
LMC Lead Maternity Carer
LOS Length of Stay
LTC Long Term Condition
MARS Measurement Analysis and Reporting System
Multi Condition Rehab. A 6 week long, twice weekly, rehabilitation programme for people with long term
MCR conditions such as diabetes, heart and respiratory conditions.
The focus of the programme is to teach people how to manage their conditions better themselves.
MDMs Multi-Disciplinary Meetings
MHAC Māori Health Advisory Committee
MOH Ministry of Health
MOSAIQ is a complete patient information management system that centralizes radiation oncology, particle
MOSAIQ therapy and medical oncology patient data into a single user interface, accessible by multi-disciplinary teams
across multiple locations.
MOU Memorandum of Understanding
MRI Magnetic Resonance Imaging
NASC Needs Assessment Service Coordination
NCCP National Costing Collection and Pricing Programme
NGO Non-Government Organisation
NHAPI National Health Assessment Pressure Injury
NIR National Immunisation Register
NOF Neck of Femur
NPWT Negative Pressure Wound Therapy
NZD New Zealand Dollar
NZDep New Zealand Index of Deprivation
NZGAAP New Zealand Generally Accepted Accounting Practice
NZIFRS New Zealand International Financial Reporting Standards
NZULM New Zealand Universal List of Medicines
Outcomes are the impacts on or the consequences for, the community of the outputs or activities of government.
In common usage, however, the term 'outcomes' is often used more generally to mean results, regardless of
whether they are produced by government action or other means. An intermediate outcome is expected to lead
to an end outcome, but, in itself, is not the desired result. An end outcome is the final result desired from
Outcome
delivering outputs. An output may have more than one end outcome; or several outputs may contribute to a
single end outcome.
A state or condition of society, the economy or the environment and includes a change in that state or condition.
(Public Finance Act 1989).
An aggregation of outputs, or groups of similar outputs. (Public Finance Act 1989)
Output classes Outputs can be grouped if they are of a similar nature. The output classes selected in your non-financial
measures must also be reflected in your financial measures (s 142 (2) (b) Crown Entities Act 2004).
PACS Picture Archiving and Communication System.
PACU Post-Anaesthesia Care Unit
PAS Patient Administration System
PBFF Population Based Funding Formula
PCI Percutaneous Coronary Intervention
PCS Primary & Community Services
Plan, Study, Do, Act. Using PDSA cycles enables you to test out changes before wholesale implementation and
PDSA
gives stakeholders the opportunity to see if the proposed change will work.
Selected measures must align with the DHBs Regional Service Plan and Annual Plan. Four or five key outcomes
Performance
with associated outputs for non-financial forecast service performance are considered adequate. Appropriate
measure
measures should be selected and should consider quality, quantity, effectiveness and timeliness.
PHNS Public Health Nursing Service
PHO Primary Health Organisation
PPIG Primary Physiotherapy Intervention Group.
PPP Primary Performance Programme
3 9Board Pack for SCDHB Board Meeting - 30 Jul 2021 Glossary of Terms - for information... 2.1 a
PPS Palliative Patient Score
PRIME Primary Response in Medical Emergencies
(Pronounced ‘primed’) is a Ministry of Health single national mental health and addiction information collection of
PRIMHD
service activity and outcomes data for health consumers.
Priorities Statements of medium term policy priorities.
Quality Accounts A Quality Account is a report about the quality of services delivered by a healthcare provider.
QIP Quality Improvement Programme
Regional Regional collaboration refers to DHBs across geographical ‘regions’ for the purposes of planning and delivering
collaboration services (clinical and non-clinical) together. Four regions exist. SCDHB is part of the Southern Region.
Sometimes used as a synonym for 'Outcomes'; sometimes to denote the degree to which an organisation
Results
successfully delivers its outputs; and sometimes with both meanings at once.
Ring-fence Can be used for the designated purpose only.
RMO Registered Medical Officer
RMS Orion Health’s Referral Management System
RPM Remote Patient Monitoring
SAC Severity Assessment Code
SCDHB South Canterbury District Health Board
SCN Southern Cancer Network
Second level health services to which the public need referral, e.g., hospital-based services except for emergency
Secondary
services.
SI South Island
SIA South Island Alliance
SIAPO South Island Alliance Programme Office
SICCIS South Island Cancer Coordination Information System
SIISSLA South Island Information Service, Service Level Alliance
SIHSP South Island Health Service Plan
SIRTH South Island Regional Training Hub
SIWDH South Island Workforce Development Hub
SLT Strategic Leadership Team
SMO Senior Medical Officer
SS Secondary Services
SSCL Surgical Safety Check List
SUDI Sudden Unexpected Death of an Infant
Strengths
A strengths approach is a specific method of working with and resolving the problems experienced by a person
Recovery
presenting to mental health services.
Approach
Strength, Wellbeing, Independence and Movement. This is a subsidised swimming programme for clients who
SWIM have a long term health or disability condition(s), would benefit from water therapy and land based
exercise/activity options have been explored and are not suitable.
TIA Transient Ischaemic Attack
TOR Terms of Reference
The collectively shared principles that guide judgment about what is good and proper. The standards of integrity
Values and conduct expected of public sector officials in concrete situations are often derived from a nation's core values
which, in turn, tend to be drawn from social norms, democratic principles and professional ethos.
The assessment of benefits relative to cost, in determining whether specific current or future
Value for money
investments/expenditures are the best use of available resource.
WIAS Walking in Another’s Shoes – Dementia Education Programme.
WAVE Wellbeing and Vitality in Education: SCDHB’s Intersectoral Child and Youth Health Project.
WCTO Well Child Tamariki Ora
WET Water-based Exercise Therapy
WHO World Health Organisation
YOT Youth Offending Team
4 10Board Pack for SCDHB Board Meeting - 30 Jul 2021 Declarations of Interest 2.2 a
Information Report
Board Members’ Interest Register
Ron Luxton - Chair
• Elected member South Canterbury District Health Board, Chair
• Chair, Aoraki MRI Charitable Trust
• Justice of the Peace
• Trustee, Green-gables Trust
• Trustee Ward Family Trust
• Director, New Zealand Health Partnerships Ltd
• Director, SC Eye Clinic Ltd
• Patron, Lions New Zealand Child Mobility Foundation
• Trustee, International Board of Lions Club International Foundation
Paul Annear
• Elected member South Canterbury District Health Board
• Physiotherapist in Private Practice (Timaru & Ashburton)
• Shareholder & Director, FAIM Holdings – Family Company
• Shareholder & Director, Timaru Holdings
• Shareholder, McLeod Building (2007), Invercargill
• Shareholder, Westhills Forestry Ltd
• Daughter employed by APM Workcare Ltd
• Shareholder, Kiwispan Invercargill Limited
• Director, SC Eye Clinic Ltd
Peter Binns
• Elected member South Canterbury District Health Board
• MB, BChir, FRCS
• Retired medical practitioner
• Committee member: Timaru Greypower
• Trustee in Line Trust SC. The Trust owns 40% shares in Alpine Energy Ltd, therefore related
party of Alpine Energy Ltd
11Board Pack for SCDHB Board Meeting - 30 Jul 2021 Declarations of Interest 2.2 a
Rene Crawford
• Elected member South Canterbury District Health Board
• Employed by SCDHB as Associate Director of Allied Health
• Brother employed by SCDHB as a Consultant Orthopaedic Surgeon
• Physiotherapy New Zealand South Canterbury and Canterbury Branch Member
• NZ Physiotherapy Board - Professional Conduct Committee member
• Health and Disability Commissioner Physiotherapy Expert Advisor
• Trustee – Temford Family Trust
• Member, Board of Trustees – Craighead Diocesan School
• Member, Aoraki Foundation Board
Raeleen de Joux
• Elected member South Canterbury District Health Board
• Member of Community & Public Health Advisory Committee (CPHAC)
• Timaru Māori Women’s Welfare League – Secretary
• Ara Institute of Canterbury, Department of Nursing Midwifery & Allied Health – Tutor
• Te Aitarakihi Trust – Chairperson
• Parents Centre New Zealand - Board Member
• Venture Timaru - Director
• New Zealand Breastfeeding Authority – Baby Friendly Assessor
Mark Rogers
• Appointed SCDHB Board Member
• Chairman, Venture Timaru Ltd
• Shareholder & Director, MVHB Professional Services Ltd
• Director, ourGroupIT Ltd
• Treasurer, Kingsdown – Salisbury Hall
• Committee Member, Institute of Directors – Canterbury Branch
• Advisory Board Chairman, Men at Work Group
• Chairman, Waitaki District Health Services Ltd
• Chairman, Adventure Development Ltd
• Director, Westroads Ltd
• Chairman, SC Eye Clinic Ltd
• Director, Timaru District Holdings Ltd
• Director, Cumberland Property Group Ltd
• Director, Cumberland Rural Properties Ltd
12Board Pack for SCDHB Board Meeting - 30 Jul 2021 Declarations of Interest 2.2 a
Jo Goodhew
• Elected SCDHB Board Member
• Presbyterian Support - South Canterbury Board, Deputy Chair
• Hospice South Canterbury, Board Member
• Medical Council – daughter employed in the legal team
• Mark Goodhew Ltd, Director and Shareholder
• Husband and daughter both dentists practising in the SCDHB area.
• Co-opted member of the Board of Alzheimers South Canterbury Inc.
Philip Hope
• Appointed SCDHB Board Member
• Principal at Hope & Associates legal, Oamaru and Waimate
• Trustee & Deputy Chair, Oamaru Whitestone Civic Trust
• Trustee, Melrose Family Trust (personal)
• Shareholder and Director, Selhurst Investments Ltd (personal)
• Life Member New Zealand CCS Disability Action Incorporated & Waitaki Branch
• Wife is a member of the Waitaki Hospital Action Group
• Chair of Judicial Committee North Otago Rugby Union and Life Member
• Shareholder & Director, HMIT Ltd
• Shareholder & Director, Waitaki Trustees (Mt Menzies) Ltd
• Shareholder & Director, Selhurst Investments Ltd
• Shareholder, Collie Downs Ltd
• Shareholder & Director, Waitaki Trustees Ltd
• Shareholder & Director, Waitaki Trustees No 2 Ltd
• Shareholder & Director, Waitaki Trustees (Golden Acres) Ltd
• Shareholder & Director, Waitaki Trustees (Fedamore) Ltd
• Shareholder & Director, Waitaki Trustees 2017 Ltd
• Shareholder & Director, Waitaki Trustees (Maree) Ltd
• Shareholder & Director, Waitaki Trustees (2012) Ltd
• Shareholder & Director, Waitaki Trustees CLS Ltd
• Shareholder & Director, Waitaki Trustees (RJ) Ltd
• Shareholder & Director,70 Reed St Body Corporate Ltd
• Shareholder & Director, Waitaki Trustees No 3 Ltd
• Shareholder & Director, Waitaki Trustees 2014 Ltd
• Shareholder, McMaster Properties Ltd
• Shareholder, Great King St Investments Ltd
• Shareholder, Robins Road Motels Ltd
• Shareholder, Mackenzie Irrigation Company Ltd
• Shareholder & Director, Waitaki Trustees DVG Ltd
13Board Pack for SCDHB Board Meeting - 30 Jul 2021 Declarations of Interest 2.2 a
Bruce Small
• Trustee Les Petits Family Trust
• Director, Dee Street Medical Properties (Trust is Shareholder, Bruce Small is Trustee,
therefore related party)
• Director & Shareholder, Timaru Health Ltd
• Director, Timaru Primary Care Ltd (B.A. SMALL Ltd is a shareholder and therefore related
party)
• GP working for Timaru Health Limited
• Daughter works for Canterbury DHB
• Director & Shareholder, B.A. SMALL Ltd
Karl Te Raki
• Appointed SCDHB Board Member
• Alternate Representative for Te Runanga O Arowhenua Marae to the TRONT Board O Te
Runanga O Ngai Tahu
• Chairperson, Arowhenua appointments review committee
• Chairperson, He Manu Hou – Bilingual Early childhood centre
• Committee Member – Te Aitarakihi Trust
• Chairperson, Te Aitarakihi Trust - Steering Committee
• Chairperson, Te Aitarakihi Trust - Building Committee
• Shareholder and Managing Director, Kitchens Direct NZ Limited
• Daughter is an employee of the South Canterbury District Health Board
• Director for Venture Timaru
Suran Dickson
• Shareholder and Director, Flipside Consulting Ltd
• Patron, United Kingdom Investor in Equality and Diversity
• Partner Consultant, Red Plate
• Trustee, Beckenham Primary School
Board members are reminded that they are responsible for notifying the Board through the Board Secretary of any changes in interests, as
soon as any changes occur. The disclosure must provide adequate information to enable a determination of the extent of the nature of the
interest and to assess actions that may need to be taken to manage any conflicts that arise.
14Board Pack for SCDHB Board Meeting - 30 Jul 2021 Declarations of Interest 2.2 b
STRATEGIC LEADERSHIP TEAM
INTERESTS REGISTER
(as at 02 July 2021)
Director Title Directorate Interest Interest Date Declared
Roberta (Robbie) Director Organisational, • Shareholder, Four Peak Enterprises Personal Updated
Moginie Capability & Safety (11/05/2021)
13/07/2016
Ruth Kibble Director Allied Health & • Sister is employed by SCDHB as a COVID Personal 13/04/2021
Primary Health Vaccinator
Partnerships
Robyn Carey Chief Medical Officer CEO • Husband works privately with Dr Rene Van den Personal 18/03/2019
Bosch as a Vascular Sonographer
• My Precious Properties Ltd (Director and Pecuniary 18/03/2019
Shareholder)
Lik Loh Chief Medical Officer – Primary Care • GP at Timaru Primary Care Work 18/11/2019
Primary Health Care • Honorary Research Fellow at University of Otago
• Clinical Advisor – Celo Health (pro bono basis)
• Backroom Lab Limited (Director and shareholder)
Pecuniary 18/11/2019
Lisa Blackler Director Patient, Patient, Nursing & • Honorary Appointment – Research and Support – 06/07/2021
Nursing & Midwifery Midwifery Australian Catholic University
• Technical Expert Advisor – DAA Group 06/07/2021
• Technical Expert Advisor – HealthCert 06/07/2021
• WAVE – Governance Member Pecuniary – 06/07/2021
WAVE only
Jason Power Director Corporate Services No interests to declare
Joseph Tyro Director Maori Health Tutor in social work at ARA (part-time) Personal 9/04/2019
15Board Pack for SCDHB Board Meeting - 30 Jul 2021 Declarations of Interest 2.2 b
Other attendees
Kara Hayes Executive Officer Support office to No interests to declare 02/07/2021
CEO
Karen Berry Communications Support office to Director – SB Contracting Ltd 02/07/2021
Manager CEO
16Generated
Board Pack on: 2021-07-19
for SCDHB 15:13:08
Board Meeting - 30 Jul 2021 Confirmation of Minutes of 25 June ... 2.3 a
DRAFT MINUTES
SCDHB BOARD MEETING
Name: South Canterbury District Health Board
Date: Friday, 25 June 2021
Time: 12:45 pm to 2:45 pm
Location: Boardroom, Timaru Hospital, Gardens Block, Level 6
Board Members: Ron Luxton (Chair), Phil Hope, Bruce Small, Jo Goodhew, Karl Te Raki, Mark
Rogers, Paul Annear, Peter Binns, Raeleen de Joux, Rene Crawford, Suran
Dickson
Attendees: Jason Power, Grant Keene, Joseph Tyro, Kara Hayes, Sheila van den
Heever
1. Opening
1.1 Welcome
The Chair opened the meeting.
The Chair introduced and welcomed Kara Hayes who will be replacing Sheila van den Heever as
Executive Officer.
The Chair thanked Sheila for her efficiency and ability to anticipate needs and wished her well on
her move overseas.
The Board members congratulated Ron on his Queen's service medal and all the work he does on
behalf of South Canterbury.
1.2 Apologies
2. Standing Items - Public
2.1 Glossary of Terms - for information only
2.2 Declarations of Interest
2.3 Confirmation of Minutes of 28 May 2021
Agreed as true and correct.
2.4 Matters Arising from the Minutes
2.5 Actions Register
17Minutes
Board Pack : SCDHB
for SCDHB Board
Board Meeting- 30
Meeting - 25Jul
Jun 2021
2021 Confirmation of Minutes of 25 June ... 2.3 a
3. Agenda Items - Public
3.1 Chair update - verbal
The Chair provided an update of the meetings he attended locally, regionally and nationally.
Met with Mayors of 3 local authorities and updated on COVID and the vaccine roll out. Discussed
where the DHB sits in regards to the transition and preparation for integration to Health NZ.
The Chair, CEO and Paul Annear met with the Deputy Director General of Infrastructure, Karen
Mitchell, earlier this week and discussed the redevelopment plans.
The Chair and CEO met with Robyn Shearer to discuss the annual plan particularly around
financials.
The Chair will attend the Canterbury Mayoral forum and give an update on the health system and
how they can best influence their local health systems.
A Performance review with the Ministry is due in July.
The report was received and agreed.
3.2 Chief Executive report
The report was taken as read. Jason Power spoke to his report.
The COVID programme is going exceptionally well. SCDHB will be moving to a national booking
system in a couple of weeks which will relieve staff locally.
3.3 Financial Report
The report was taken as read. Grant Keene spoke to his report.
YTD May $278 surplus for the month which is favourable to budget. Received additional planned
care and MoH revenue which was off-set by home-based support demand and R&M.
YTD surplus of $570,000 favourable to budget driven by pharmacy requiring expenditure off-
setting additional orthopaedic costs.
There was a question around whether it was expected that pharmacy would go back the other way
with regard to demand for chemotherapeutic drugs. . There are more drugs are being used with
having oncologists on-site. Next budget is being increased to support that.
All the COVID costs are fully covered.
The budget has allowed for the purchase of 35 cars due to last year's hail damage.
The report was received and agreed.
3.4 Health, Safety and Wellbeing
The report was taken as read. Pete Moore spoke to his report.
Mark Rogers attended last meeting Health safety and wellbeing meeting which hosted two Work
Safe inspectors. Work Safe went away confident in what the DHB is doing to support their
employees.
Hazard and risk - a new contractor induction booklet has just been released to strengthen the way
the facilities and maintenance manager can support staff and contractors coming into the
workplace. Provides an audit approach.
The report was received and agreed.
18Board Pack for SCDHB Board Meeting - 30 Jul 2021 Confirmation of Minutes of 25 June ... 2.3 a
3.5 Facilities report
Report taken as read.
Current project completion date including car park drop off/pick up area and Outpatients area is 10
September.
The ATR new build is still on track to start in September/October.
The Physio department is part of the refurbishment with Maternity/Paeds and the new transitional
care area. Physio has decanted up to Talbot Park with some minor upgrades to start in the next
few weeks.
The Paeds/Maternity will be a 9-12 month build - work is currently taking place in the Maternity
department with some concern around supply of products such as vinyl etc.
Boiler replacement project well underway - on hold until theatres are able to be closed for four
days with one day contingency. Surgical bus will be onsite for urgent acutes that can't be sent to
other DHBs. Other acute's that can wait will be flown to other DHBs.
The elevators are en route - hopefully due September.
The report was received and agreed.
3.6 Covid-19 Vaccination & Immunisation Programme update
Report taken as read.
The programme is running exceptionally well and keeping ahead of volumes.
We were leading the country in our response to our disability clients - may need to deliver some of
these vaccinations in homes for those unable to travel.
Of note is that we have one of the lowest wastage rates of 1.6% due to the back up plans the team
have in place.
The report was received and agreed.
3.7 Hospital Advisory Committee update - verbal
3.8 Community Public Health Disability Support Advisory Committee
update-verbal
5.12 Resolution to Resume Open Meeting
agreed
Resolution to Resume Open Meeting
Resolution to Resume Open Meeting.
Decision Date: 25 Jun 2021
Outcome: Approved
5.13 General Business
6. Close Meeting
6.1 Karakia
Karl Te Raki said a Karakia
The Chair acknowledged Sheila and her contribution to the DHB.
19Minutes
Board Pack : SCDHB
for SCDHB Board
Board Meeting- 30
Meeting - 25Jul
Jun 2021
2021 Confirmation of Minutes of 25 June ... 2.3 a
7. Director Only Time
7.1 Director only discussion time
Next meeting: SCDHB Board Meeting - 30 Jul 2021, 12:45 pm
Signature:____________________ Date:_________________________
20Board Pack for SCDHB Board Meeting - 30 Jul 2021 Chief Executive report 3.2 a
Information Report
Chief Executive Officer Report
Prepared by: Jason Power – Chief Executive Officer
Date: 16 July 2021
Recommendation: That the report is received
Executive Summary
• NZNO Strike notice withdrawn
• ASMS stop work notice issued for 2 hours on 2nd August from 1-3pm
• The second day of Kia Tika te Ara was held at the start of July and again received very positive feedback
• Covid Vaccination programme continues to run well
• Planned care met a year end outcome of 102%, given the pressures of acute demand/ Strikes etc. That
has occurred this is a great effort by all the team to meet this delivery
• Mental Health Consultation has concluded with review of feedback underway.
National and Regional Activities
National
• Increased focus on Cyber Security to ensure DHB’s are protected as much as possible
• Continued focus on Covid19 vaccination programme
• Health and Disability Reform
• Acute Demand affecting hospitals around the county
• Prioritising equity across all work programme.
Regional
• Review South Island Regional work plan and working groups to provide more targeted approach to South
Island planning
• SI Data and Digital strategy, moving to operationalisation
• Health and Disability Reform
Financials
The June result was an unfavorable variance against a plan of ($28K). The year to date result is a surplus of
$546K against a year end forecast of $396
The largest negative variances were in expenditure:
• Personal Cost associated with Covid (additional funding received as off set)
• Inter-District Flows
• Orthopedics / Scopes (Southern/Canterbury), Clinical supplies and Radiology.
21Board Pack for SCDHB Board Meeting - 30 Jul 2021 Chief Executive report 3.2 a
Site Redevelopment
• The front of hospital remains on target for completion mid-September
• AT&R set to go out for RFP late July.
More detail is contained within the Facilities Update Report included in the agenda.
Organisational Performance
• Planned Care outsourcing is continuing as a combined approach from Southern and SCDHB Orthopedic
joints
• Request from CDHB for scope work to continue through to August for surveillance only
• Care Capacity Demand Management compliance improved for last quarter up to 86% compliant
• COVID-19 vaccination proactive work is underway to work alongside general practice and community
pharmacies to support the delivery of COVID-19 vaccinations that is sustainable for businesses.
Primary and Community
• Primary Care FIT Test was rolled out form 14th June with all sites booked for fitting and ten sites already
visited
• Influenza campaign – 73.7% completed for over 65 years by 1st July
• Mental Health and Addiction Service Engagement – the feedback process is now closed. The next four
weeks will focus on the consideration of the feedback and write up. There has been good engagement
across most areas, but is anticipated that some further discussions on how to respond will be needed in
some areas
• Immunisations – Measles, Mumps and Rubella (MMR) vaccinations remain a focus with six Community
Pharmacies vaccinating. The Influenza Campaign continues to remain a focus as well
• There is a challenge with Needs Assessment and Service Coordination (NASC) referral numbers remaining
high. Solutions are being reviewed.
Secondary Services
• Resignation received from Obstetrician/Gyanecologist – departing late September
• Weekly RSV meetings with MoH regarding current status of hospital sites up and running
• Care Capacity Demand Management compliance improved for last quarter up to 86% compliant
• Three times weekly South Island Acute Demand sessions continue. There is extreme pressure in both
North and South Island DHBs with extension into Invercargill. We continue to support these DHBs with
patient pull options and diversion of Emergency Department presentations from Ashburton on an adhoc
basis
• A Ministry of Health visit to SCDHB regarding a strategic view on National Diabetes Management was well
received.
22Board Pack for SCDHB Board Meeting - 30 Jul 2021 Chief Executive report 3.2 a
Organisational Development & Human Resources
• Good response to Exit surveys with 15 completed this month
• Some improvement in high leave balances now at 162 down from 184
• There are currently 4 open SAEs that have been overdue for more than 3 months – awaiting SLT sign-
off
• 90% of Directorate Performance Appraisals completed with organisational annual review rates at 68%
• 16 people have undergone training as Trainers for Mask Fit Testing (including Bidwill and Primary Care
staff)
• Certification was confirmed by HealthCert until January 2024.
Māori and Pacific Health
• Workshops were held at primary schools, high schools and alternative education services which
consisted of rugby skills, kapa haka and wellbeing sessions
• A wānanga was facilitated with Timaru Boys high rangatahi which focused on connection, Te Ao Māori
and Health with the aim to better engage with rangatahi Māori
• 160 people from around the South Island attended a training day which was a collaboration between
SCDHB and Werry Workforce Wharaura. This was for people working with tamariki and whānau on
Trauma Informed Care National Training
• The CEO and Director of Māori Health attended a hui at Arowhenua Marae to introduce the new CEO
and present the Māori Health Action Plan and upcoming Health Reforms
• Around 30 SCDHB staff attended the second day of Kia Tika te Ara and again the feedback has been
that the sessions are highly beneficial
• The CEO and Director of Māori Health met with leaders of the South Canterbury Tongan Society to
discuss organising a talanoa of Pacifika health priorities in the region. Another meeting is scheduled
with community leaders at the end of July.
23Board Pack for SCDHB Board Meeting - 30 Jul 2021 Financial Report - Paper 3.3 a
Information Report
Financial Report
Prepared by: Grant Keene, Finance Manager
Date: 19 July 2021
Recommendation: That this report is received
Financials for June 2021
Consolidated performance ($000)
Forecast $ 389k
Annual Budget $ 72k
Budget YTD $72k
Actual YTD $ 618k
Summary
24Board Pack for SCDHB Board Meeting - 30 Jul 2021 Financial Report - Paper 3.3 a
Consolidated Financial Performance
The consolidated result for the month is a surplus of $48k which is $28k unfavourable to
budget and a year-to-date surplus of $618k which is $546k favourable to budget.
Operating Revenue
Total year-to-date operating revenue is $8,005k favourable to budget which is comprised
of the following variances:
• MOH Revenue $6,197k
This favourable variance was made up of:
o Personal Other Health Services $2,647k mainly driven by unbudgeted MOH Funding
$1,410k, Planned Care 2019/20 $646k, Planned Care 2020/21 $349k, ACC Falls
Prevention $264k, Measles Immunisation $148k, Bowel screening $57k, B4 Schools
$30k of set by a reduction in Capital Charge - reduced from 6% to 5% ($274k).
o Pharmaceuticals $417k, driven by COVID-19 $327k.
o GPs $1,023k driven by one COVID-19 revenue $700k off set by GP swabbing costs,
GP Systems Measure Capability $79k, Community Services Card $129K, Careplus
$48k, Low cost Access $44k.
o Personal Dental $81k, driven by additional Elective services for 2019/2020 year.
o Mental Base $266k, driven by favourable to budget Adventure Development $219k
– off set by additional Adventure Development expenditure, Crisis Intervention
$47k
o Personal Laboratories $261k, driven by unbudgeted COVID-19 revenue.
o Disability Support $471k driven by a Sector Service expenditure refund and In
Between travel revenue.
o Personal Palliative Care $27k, driven by unbudgeted Hospice Funding $27k.
o Public Health Funding $738k driven by Vaccination cost recovery from the MOH
$660K, colposcopy demand $64k
o Clinical Training Agency $153k driven by revenue form 2019/20
o ACC $40k driven by Quality & Risk $140k, Occupational Therapy $73k, District
Nursing $89k, Occupational Therapy $80, Elective services manager $51k of set by
falls Prevention ($149k), Electives ($112k), ATR Inpatients ($97k), Audiology ($39k).
• Patient Related Revenue ($65k), driven by Talbot ($74k), Emergency Medicine ($32k),
General Surgery ($26k), Meals on Wheels ($25k) of set by MRI Services $56k, Coronary
& Intensive Care $22k, Radiology $21k.
25Board Pack for SCDHB Board Meeting - 30 Jul 2021 Financial Report - Paper 3.3 a
• IDF Inflow Revenue $30k
• Other Revenue $1,843k
o Pharmacy refund $1,277k, Presbyterian Support $138k, Aoraki, Midwifes $226k
of set by wage cost, Orthopaedics $380k driven by Southern DHB joint
procedure billing of set by costs associated with the orthopaedic procedures,
General Surgery $89k driven by Canterbury DHB endoscopy procedure billing of
set by hospital wage and treatments costs , Electricity (EEAF Grant) $32k of set
by GP Locum revenue ($225k), Audiology ($52k).
Operating Expenditure
Total year-to-date operating expenditure is $7,198k unfavourable to budget and is
comprised of:
Personnel Benefit Costs ($674k)
Actual Wage Cost 2019/20 to 2020/21
9,200
8,700
8,200
7,700
7,200
$000
6,700
6,200
5,700
5,200
4,700
Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21
Month
Actuals 2019/20 Actuals 2020/21 Budget 2020/21
Employee Benefit Costs
Financial Year Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21
Actuals 2019/20 5,136 5,164 5,365 7,870 5,604 5,397 5,789 5,629 5,546 8,555 6,169 5,999
Actuals 2020/21 5,570 5,638 7,975 5,794 5,834 5,746 6,060 5,838 8,439 6,257 5,936 6,741
Budget 2020/21 5,731 5,728 8,200 5,828 5,860 5,788 6,141 5,830 8,299 6,032 5,905 6,296
26Board Pack for SCDHB Board Meeting - 30 Jul 2021 Financial Report - Paper 3.3 a
• Total Medical Staff expenditure $169k
SCDHB medical staff $376k
Favourable variance driven by:
• Held Budget – Provider $795k driven by a treasury leave accrual provision
• RMO $301k – MECA impact
• GP Locums $268k – offset by GP Locum costs
• Psychiatry $220k – driven by a prior year weekend/night pay adjustment.
• Oncology $143k – FTE vacancy now filled. Ongoing costs expected to be lower than
budgeted so variance will remain to end of year.
• Human Resources $57k – recruitment costs lower than budgeted YTD
Offset by:
• Employee CME (Continuing medical education) AON independent Valuations ($390k)
• Emergency Medicine ($261k) – Allowances and penals over-budget due to adjusted
operating model to address capacity challenges
• Geriatricians ($218k) – additional 1.0 FTE
• General Medicine ($123k) – Base salary variance to budget
• Orthopaedics ($130k) – Higher than budgeted Registrar costs
• General Surgery ($164k) – Unbudgeted Sabbatical/Study plus SMO sick leave.
• Otorhinolaryngology ($55k) – less holiday taken than planned YTD and some additional list
required to address backlog
• Anaesthetists ($54k) – locum anaesthetist to cover sabbatical and additional MOSS resource
to support the Pain service.
Outsourced Medical Staff ($207K)
Unfavourable variance driven by:
• Psychiatry ($217k) – driven by above budget weekend and night cover payment.
• Orthopaedics ($92k) - outsourced joints
• General surgery ($84k) - Locum cover for resident surgeon’s sabbatical at CDHB plus roster
cover over Christmas.
• Anaesthetists ($71k)
Offset by:
• Gynaecology $55k - on call cover variable, expected to remain favourable over the year
with introduction of 4th SMO (expected to start July 21).
• General medicine $69k – minimal locum required YTD
• GP Liaison $52k – Liaison contract discharged via CMO Primary
• Ophthalmology $43k
• Emergency medicine $18k
27Board Pack for SCDHB Board Meeting - 30 Jul 2021 Financial Report - Paper 3.3 a
SMO In House - Outsourced Staff cost Actual v Budget YTD June 21
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21
Actual In-House SMO Actual Outsourced Budget In-House SMO Budget Outsourced
• Total Nursing Staff ($61k)
SCDHB Nursing staff $21k
Favourable variance driven by:
• Held Budget – Provider $660k, driven by a budget adjustment for penal rate payments
o Surgical Services $255k – driven by staff vacancies.
o Mental Health $152K – vacancy driven
o Clinical Nurse Specialist $143k, driven by vacancies in the Diabetes and Cardio/Respiratory
service.
o Talbot $126k – lower than projected overtime
o Mental health Manager $106k
o Operating Theatre Manager $99k
o AT&R Inpatient $90k
o Nursing resource Unit $87k
o Smokefree Team $73k
o District Nursing $73k
o Maternal Child & Youth Manager $63k
o Duty Managers $46k
Offset by:
• Wage Provision for backdated 2020/21 MECA costs ($518k)
• Employee Entitlement valuations $261k driven by increased Maternity & Long service Leave
provisions.
• Covid wages ($307k) partially off set by vaccination cost recovery from MOH
• Medical ward ($219k) – clinical need has driven higher than budgeted costs, especially in
HCA for Safety Watch purposes. Sick Leave also trending higher as staff pool is limited.
• Aoraki Midwifes ($206k) offset by revenue from Aoraki Midwives.
• Emergency Department ($126k) –shift patterns adjusted to meet demand are driving penals
and allowances.
• Operating Theatre ($119k)
• Quality & Risk ($91k)
• Coronary & Intensive Care ($85k), driven by 12 hour shift patterns and leave accruals
28Board Pack for SCDHB Board Meeting - 30 Jul 2021 Financial Report - Paper 3.3 a
Outsourced Nursing staff ($82k)
Driven by Medical Investigation Unit ($74k); due to the vacancy in the Physiologist position which
has now been filled; see Allied Health variance
Nursing YTD Wages YTD YTD YTD YTD YTD YTD
(excluding Aoraki Midwives & Talbot) Actual Budget Variance Variance commentary Actual Hrs Budget Hrs Hrs Variance
Variance due to Held -budgets - provider of
$500k, offset by the increase of the wage
reserve over budget of $277k. Other cost
centres with variances to budget: surgical
services $174k; and Clinical Nurse Specialists
$150k; Offset by Emergency Management:
Ordinary Time 20,449,269 20,673,037 223,768 COVID: ($239k ) 544,934 544,795 - 138
Driven by 6,640 hrs worked over budget.
Callbacks do not have budgeted hours included.
Top contributors to the unfavourable budget
variance: Operating theatre($90k), Intensive
care ($34k), inpatient mental health ($31k),
Mental Health manager ($16k) Director Patient
Overtime 487,911 248,657 - 239,254 Nursing & Midwifery ($15k) 6,890 250 - 6,640
Driven by 5,246 hrs over budget.
Top contributors to the unfavourable budget
variance: Medical Ward ($38k); ATR ($25k);
Medical Investigation Unit ($14k); Surgical
Sick Leave 696,281 483,790 - 212,491 services ($15k); Intensive care ($14k); 16,717 11,471 - 5,246
Driven by 5,338 hrs worked under budget.
Top contributors to the favourable variance to
budget: Operating Theatre $24k; Surgical
services $22k; Adult community Mental Health
$19k; Inpatient mental health $12k; Director
Patient Nursing & Midwifery $13k; District
Nursing $11k, and Clinical Nurse specialists
$11k.
Study Leave 239,136 458,979 219,843 6,541 11,878 5,338
Leave Earned 3,278,622 3,213,467 - 65,155
Penals 2,602,367 2,798,769 196,403 Driven by held budgets
Contributors to unfavourable variance:
Operating Theatre ($76k); Medical Ward ($48k),
Allowances 1,314,989 1,150,384 - 164,605 and ED ($39k);
ACC Levy 163,312 163,312 0
Super Subsidy 773,215 825,834 52,619
Favourable variance due to Gratuities $122k,
unallocated wages $81k; offset by unfavourable
recruitment costs ($39k), and Long service leave
Other Costs 622,495 721,667 99,172 ($53k)
TOTAL 30,627,596 30,737,896 110,299 575,082 568,394 - 6,687
29Board Pack for SCDHB Board Meeting - 30 Jul 2021 Financial Report - Paper 3.3 a
Actual Nursing Hours Worked vs Budgeted Hours
ACTUAL BUDGET ACTUAL BUDGET
80,000 100%
90%
70,000 88% 88% 88% 88% 88% 88% 88% 88% 88% 88% 88% 88%
85% 84% 84% 84%
80%
77% 76% 78%
60,000 74%
72% 71% 73% 73%
70%
50,000
60%
40,000 50%
65,434
65,385 68,116
65,434 40%
30,000
45,709 47,097 46,910 30%
44,101
41,989 44,083
43,955 43,803
43,670 44,204
43,670 43,634
43,597 43,779 44,327
43,670 43,706 43,670 43,670
20,000 39,879
20%
10,000
10%
- 0%
Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21
Actual Hours Budgeted Hours Budgeted Occupancy Actual Occupancy
Actual Hours versus Budgeted Hours (not including Talbot & Aoraki Midwive hours)
Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21
Actual Hours 41,989 44,083 65,385 43,803 44,204 43,597 39,879 44,327 68,116 45,709 47,097 46,910
Budgeted Hours 44,101 43,955 65,434 43,670 43,670 43,634 43,779 43,670 65,434 43,706 43,670 43,670
Budgeted Occupancy 88% 88% 88% 88% 88% 88% 88% 88% 88% 88% 88% 88%
Actual Occupancy 72% 85% 84% 84% 84% 71% 73% 74% 77% 76% 73% 78%
Hours Variance (over)/under budget 2,113 (128) 50 (133) (534) 36 3,900 (657) (2,681) (2,002) (3,427) (3,240)
• Total Allied Staff ($547k)
SCDHB Allied Staff ($349k).
Unfavourable variance driven by:
• Radiology ($295k) – Board approved MI Tech shift FTE increase
• Operating Theatre ($268k) – primarily allowances and overtime to cover shift requirements
• Held Budget ($169k) – budget adjustments for vacancies
Offset by:
• Needs Assessment Co-ordinators (NASC) $133k – vacancy case manager
• Medical Investigation Unit $106k – vacancy, staffed by locum nurse resource at present;
new permanent Cardio physiologist started in Jan-21.
• Mental Health Brief Intervention $28k vacancy
• Child & Development Team $89k – various small FTE variances across a number of
specialities
Outsourced Allied Staff ($198k):
Unfavourable variance driven by:
• Operating Theatre ($88k) - Anaesthetic Tech locum to cover sessions.
• Community Mental Health (Adult & Child) ($37k) – Outsourced Psych/Social resource to
cover permanent vacancies.
• Child & Adolescent Mental health ($28k)
• District Nursing ($23k)
30Board Pack for SCDHB Board Meeting - 30 Jul 2021 Financial Report - Paper 3.3 a
Total Support Staff $76k
SCDHB Support Staff $73k
Favourable variance driven by: Maintenance $128k due to a vacancy, Operating Theatre $48k
Offset by: Central Sterilising Unit ($70k) – Endoscopy roles coverage partially offset by Theatre
budget positive variance $27k, Support Services Manager ($38k)
Total Management & Administration ($311k)
SCDHB Staff ($311k)
Unfavourable variance driven by:
• Clerical support ($348k) driven by ordinary and training hours being over budget,
• Covid vaccination ($225k) mainly of set by vaccination cost recovery revenue
Offset by:
• Support service Manager $68k
• Wage reserve provision clearance $222k
Outsourced Admin $0k
• Clerical Support ($93k)
• Covid ($15k)
Offset by
• Information technology $113k
31Board Pack for SCDHB Board Meeting - 30 Jul 2021 Financial Report - Paper 3.3 a
Treatment Related Costs ($4,321k)
This unfavourable variance is comprised of:
Outsourced Clinical Services ($2,310k)
Outsourced Clinical Services Costs 2019/20 to 2020/21
1,240
1,140
1,040
Axis Title
$000
940
840
740
Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21
Axis Title
Actuals 2019/20 Budget 2020/21 Actuals 2020/21
Outsourced Clinical Services
Financial Year Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21
Actuals 2019/20 786 988 1,033 874 910 802 789 803 865 660 812 870
Actuals 2020/21 889 1,040 968 905 1,006 916 757 1,031 1,118 949 1,079 1,132
Budget 2020/21 766 766 766 766 766 766 766 766 766 766 766 762
Unfavourable variances driven by:
• Orthopaedics ($1,431k), General Medicine ($326k), Radiology ($295k), MRI Services
($101k), Ophthalmology ($96k), Pathology ($91k) of set by Urology $58k
Orthopaedics is driven by additional major joint procedures at Bidwill Hospital (129 discharged to
end of June).
Funder Services ($292k) driven by unbudgeted EY costs
32Board Pack for SCDHB Board Meeting - 30 Jul 2021 Financial Report - Paper 3.3 a
Clinical Supplies ($1,869k)
Clinical Supply Costs 2019/20 to 2020/21
1,700
1,600
1,500
1,400
1,300
$000
1,200
1,100
1,000
900
800
Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21
Month
Actuals 2019/20 Actuals 2020/21 Budget 2020/21
Clinical Supplies
Financial Year Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21
Actuals 2019/20 1,125 1,309 1,003 1,191 1,099 1,207 984 1,140 1,280 946 955 1,219
Actuals 2020/21 1,352 1,237 1,309 1,437 1,357 1,308 1,042 1,276 1,631 1,198 1,294 886
Budget 2020/21 1,123 1,123 1,123 1,123 1,123 1,108 1,123 1,123 1,123 1,123 1,123 1,120
Unfavourable variance driven by:
• Pharmaceuticals ($260k) which was driven by PCT Drugs ($687k), Central Nervous ($296k).
• Implants ($939k) – ongoing focus on major joints is driving the unfavourable implant cost,
• Instruments & Equipment ($469k) – driven by R&M Clinical Equipment ($262k) and
Equipment Supplies ($88k),
• Diagnostic Supplies ($291k) – driven by Medical supplies ($338k), offset by Chemicals $51k.
Off set by:
• Patient Appliances $57k
• Other Clinical costs $39k
33You can also read
