2016/17 Annual Review of MidCentral District Health Board - Health Select Committee
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
2016/17 Annual Review of
MidCentral District Health Board
Health Select Committee
February 2018
Health Select Committee Response – 2016/17 Annual Review Questions (v4) CONTENTS RESTRUCTURING/REVIEWS ...................................................................................................................... 2 BUDGET INITIATIVES................................................................................................................................. 4 COST AND SERVICE CHANGES .................................................................................................................. 4 USER CHARGES ......................................................................................................................................... 7 PROPERTY/CAPITAL WORKS ..................................................................................................................... 7 INFORMATION AND COMMUNICATIONS TECHNOLOGY (ICT) ............................................................... 13 REPORTS, PLANNING, AND EVALUATION............................................................................................... 15 GIFTS AND EXTERNAL RELATIONSHIPS................................................................................................... 17 INVOICES AND PROCUREMENT .............................................................................................................. 19 ADVERTISING, POLLING, AND PUBLIC RELATIONS ................................................................................. 20 OFFICIAL INFORMATION AND PRIVACY ................................................................................................. 22 PERMANENT STAFF/GENERAL STAFFING BREAKDOWNS ...................................................................... 23 CONSULTANTS, CONTRACTORS/TEMPORARY CONTRACTS, PROVIDERS OF PROFESSIONAL SERVICES 29 COLLECTIVE BARGAINING AND EMPLOYMENT ISSUES .......................................................................... 32 LEAVE AND EMPLOYEE ASSISTANCE PROGRAMME (EAP) ..................................................................... 35 SECONDED STAFF ................................................................................................................................... 38 STAFF TURNOVER/TERMINATION OF EMPLOYMENT ............................................................................ 38 SALARIES AND BONUSES ........................................................................................................................ 43 TRAINING, TRAVEL AND OTHER EXPENSES ............................................................................................ 48 OTHER..................................................................................................................................................... 52 DATA AND NETWORK SECURITY ............................................................................................................ 53 MĀORI AND NON MĀORI POPULATION................................................................................................. 59 OTHER STAFFING .................................................................................................................................... 61 PATIENT RELATED ................................................................................................................................... 61 OTHER STAFFING RELATED..................................................................................................................... 62 FUNDING AND SERVICE UTILISATION..................................................................................................... 63 MENTAL HEALTH .................................................................................................................................... 64 APPENDICES Appendix 1: Restructuring / Reviews 2012/13 – 2015/16 .................................................................... 65 Appendix 2: 2017/18 Board and Committees Work Programmes ........................................................ 71 Appendix 3: 2016/17 Annual Plan Extract – Performance Measures ................................................... 76 Appendix 4: 2016/17 Board and Committees Work Programmes ........................................................ 83 Appendix 5: MidCentral Health Scorecard Report ................................................................................ 87 Appendix 6: Register of Interests .......................................................................................................... 88 MidCentral District Health Board Page 1 of 96
Health Select Committee Response – 2016/17 Annual Review Questions (v4) HEALTH SELECT COMMITTEE - ANNUAL REVIEW QUESTIONS 2016/17 Please answer the following questions about your department, agency or organisation. If you have a wholly owned/controlled subsidiary who is not independently answering these questions please also answer on their behalf. RESTRUCTURING/REVIEWS 1. What restructuring occurred during 2016/17 and each of the previous four financial years? Please provide copies of any evaluations carried out prior to restructuring, and details of the structural change; the objective of restructuring; staff increases or reductions as a result; and all costs associated with the change including costs of redundancy. MidCentral DHB conducts its restructuring and service reviews using a consultative approach and provides affected staff, unions and others potentially impacted with a sound rationale for the proposed changes. Such changes usually relate to a change in our overall strategic direction, service delivery, increased efficiencies, changes to models of care, or funding arrangements. MidCentral DHB seeks feedback about the proposal and takes this into account before making a final decision on restructuring proposals. Over the past five years a number of service reviews were undertaken in specific areas of MidCentral DHB, usually to address a change in service delivery. Further details about these reviews are provided in the attached table (refer Appendix 1). During 2015/16 MidCentral DHB reviewed and confirmed its strategic framework, vision and values. To support the strategic framework and to build on the significant successes our organisation had already achieved to date, we determined that we would progressively transition to a fully integrated health system model (to be delivered by identified cluster groups) spanning primary, community and specialist care. We wanted to ensure that this was done in a planned and considered way with all clusters to be in place by 30 June 2018, and working toward a high degree of maturity over the next five years. At this time it was clear that effective leadership to support this model was required at all levels of the organisation – both clinical and non-clinical. A number of senior leadership roles were reshaped and new leadership roles created. Overall there was an increase in one FTE, however, an appointment was not made to this position until recently. During 2016/17 it was proposed that six clusters be established and that the executive leadership stewardship structure be further reviewed. As a result of this review and following an extensive consultation process across primary and secondary services, six new Operations Executive and six new Clinical Executive roles were created to lead the development and implementation of our integrated service model. Collectively, the Operations and Clinical Executives of each service cluster will be jointly accountable for service and clinical performance, and patient outcomes for the services under their leadership. Together they will lead the planning, procurement, delivery, monitoring and evaluation of their particular services in their cluster, whether that is delivered in the home, in a primary or community setting, or in a hospital environment. Further restructuring will occur at middle management level with the aim of streamlining the DHB’s leadership structure. While the review decision was released in April 2017 no appointments to the new roles were made by the June 2017. It is hoped that new roles will be filled by 30 June 2018. Restructuring changes undertaken in the 2016/17 year is summarised in the following table, with restructuring undertaken in earlier years provided in Appendix 1. MidCentral District Health Board Page 2 of 96
Health Select Committee Response – 2016/17 Annual Review Questions (v4)
2016/17 Restructuring
Service area and objectives Staff changes 2016/17 Cost of
change, including
redundancy
Finance and Corporate Services Overall staff reduction of 1FTE $292,492 (includes
consulting fees and
Arrange functions to support more effective Roles disestablished: redundancy costs)
service delivery.
Manager Business Support
Ensure focused, executive level Manager Data Quality & Health
representation and leadership of Information Information
Systems that incorporated a district-wide Manager Knowledge & Information
scope supporting collaboration across primary
care. Roles established:
Focus resources on value-added activities, Chief Information Officer
supporting a proactive business partnership Manager Analytics & Financial
approach to service delivery. Advisory
DHB Executive Leadership One position declared surplus exited $126,881 (includes
during 2016/17. redundancy and
Building on the leadership changes made in recruitment costs).
2015/16 and to enable the DHB to deliver on No other changes were made during
its revised strategy through an integrated the 2016/17 year.
service model a further senior leadership
review was undertaken.
Hospital Coordination Unit, Hospital One position was disestablished and $45,703
Services FTE used for a new role
To remove administration functions from the
nursing component of the role and to better
meet the needs of the Care and Capacity
Demand Management programme within the
FTE available
Hospital Services Clinical Administration Changes achieved within current Nil
Coordination FTE.
To achieve more consistency and effective
utilisation of resources through changing how
the coordination functions are organised, and
determining the most appropriate reporting
lines for clinical administration staff
2. Was any work conducted around mergers with other agencies in the 2016/17 year? If so,
for each such project, what agencies were being considered for mergers?
Not applicable.
3. Was any rebranding undertaken in the 2016/17 financial year? If so, what did the
rebranding involve, how much was spent on rebranding, why was it undertaken, and was it
carried out internally or externally? What rebranding was carried out in each of the previous
four financial years?
Not applicable.
4. Are any inquiries or investigations currently being undertaken into performance by any
external agency? If so, please provide the following details:
- The body conducting the inquiry/investigation
- The reason for the inquiry/investigation
- The expected completion date
No inquiries or investigations into the DHB’s performance are currently being undertaken by any
external agency.
MidCentral District Health Board Page 3 of 96
Health Select Committee Response – 2016/17 Annual Review Questions (v4)
BUDGET INITIATIVES
If your entity does not prepare Budget initiatives, please answer N/A to this section
5. For each new spending initiative introduced over the last four Budgets (ie Budget 2013,
Budget 2014, Budget 2015, and Budget 2016), what evaluation has been undertaken of its
effectiveness during 2016/17 and what were the findings of that initiative? Please provide a
copy of the evaluation reports. Where no evaluation has been completed, what provision has
been made for an evaluation to occur and what is the timeframe for that evaluation?
Not applicable.
COST AND SERVICE CHANGES
6. What new services, functions or outputs have been introduced in the last financial year?
Please describe these and estimate their cost.
2016/17 New services, functions or outputs
Description Value
Primary Options for Acute Care – extended volume and coverage $220,000
‘Wool for Warmth’ blanket initiative – neonatal services $3,850
Childhood Obesity programme – communication skills training for staff $1,350
‘BeSmarter’ Childhood Obesity resource – health assessment tool $475
Youth One Stop Shop – Social worker / counselling service $5,206
Provider Service Level Agreement – to meet costs of providing specific $586,666
supported intensive care and treatment requirements for an individual
Peer mentoring breast feeding resources $9,000
Lactation consultants – Breast feeding peer mentoring programme $9,000
Collaborative Clinical Pathway Project – staff cost $100,000
A Youth Alcohol and Drug service - Tararua Health Group $65,000
Priority women cervical screening contract (community) $50.70 per smear -
uncapped
Cervical screening project – priority women $60,000
Implement a Falls and Fracture service for MidCentral DHB $9,000
Palliative Care Nursing support $38,600
Massey University Psychology Department - Psychodiagnostic $60,000
Assessments (30) – child development service waiting list management
Supportlinks NASC Services - Social Worker Support $37,800
Tararua Youth Sexual and Reproductive Health Service Follow up project $3,360
support
Improvement of discharge services – ElderHealth project support to $4,500
improve average length of stay, process mapping to achieve better
coordination, reduce delays in discharge from AT&R ward
Smokerlysers for Maternity Services to support quit smoking programme $13,000
Pregnancy and Parenting Information and Education Services $477,150
Evaluation of a Smoking Cessation Support Service $5,000
Provision of local medical termination services $660,500
Enable New Zealand: Ministry of Health Management of Hearing Aids contract from 1 July
2016. The hearing aid service funds and subsidises hearing aids and repairs of hearing aids for
eligible clients. Total expenditure for the year ending 30 June 2017 was $21.4m.
7. What services, functions or outputs have been cut, reduced, or had funding reprioritised
from in the last financial year? Describe the service or function concerned and estimate the
cost saving.
MidCentral District Health Board Page 4 of 96
Health Select Committee Response – 2016/17 Annual Review Questions (v4)
In the 2016/17 year, the following reductions or reprioritisations resulted in cost savings:
Mental Health internal Service Level Agreement with MidCentral Provider for project
management service, approximately $100,000.
Funding for the Whanau Tri Programme delivered by Sport Manawatu was reduced by
$40,000. The contract was previously valued at $129,800.
Funding to the Manawatu Rugby Union, Smoke Free Turbos promoting and supporting the
smokefree environments and smoking cessation programme, was reduced to $30,000. This
contract was previously valued at $105,000.
Reprioritisation of palliative care funding, a value of $37,000. Funding was reallocated from
a community based provider to MidCentral provider.
Reprioritisation and refocusing of home based support services to clients assessed with a
support need for personal care services rather than solely home management. This was not
a direct cost saving initiative but an adjustment that allowed more older people with higher
levels of need to receive more personal care service hours as a result of the reprioritisation.
Enable New Zealand: ACC Housing Modifications Service (reduced). The ACC Housing
Modification Service provides housing modifications for disabled clients who are eligible for
ACC funding and an ACC assessment has demonstrated their need. The costs are variable and
dependent on the number and complexity of housing modifications undertaken each year.
The provision of this service to the Auckland and Northland regions (approximately one third of
the national contract) were transferred to another provider from 1 October 2016. Total
expenditure for the financial year 30 June 2016 was $17.8m. This grew to $ 20.8m for the year
ended 30 June 2017 (the year the contract was lost). So the loss in the contract regional
coverage has not translated to a reduction in total costs incurred although the management fees
that form part of the total expenditure, have reduced by approximately $200-300k.
8. What programmes or projects, if any, were delayed in the 2016/17 financial year and what
was the reason for any delay in delivery or implementation?
In the 2016/17 year, implementation the following programmes or projects were delayed and
carried over into the plan for 2017/18:
Additional project management resource to support health service development work for
Pacific Island people - delayed due to need to save costs on new activity as a contribution to
improve financial performance.
The BCG vaccination programme was put on hold pending arrival of the BCG vaccine for
tuberculosis (global shortage). The Public Health Service has maintained a register of
children waiting for BCG and working through the logistics of running a catch-up
programme.
Improvement project to develop individualised care planning for identified cohort of patients
who were frequent users of St John, Emergency Department and General Practice
Teams/After-hours and another project focused on system-wide seasonal escalation
planning to better manage surges in demand for acute care was delayed due to competing
work priorities and need to re-scope projects in line with revised acute demand management
strategy and deployment of other acute and urgent care work programmes.
Implementation of home and community based project to implement the ACC funded
prevention and rehabilitation programme to improve falls and fracture service outcomes for
older people was delayed due to need for revised service delivery model with ACC accepted
treatment providers; carried over to 2017/18 year with revised model.
The Patient Administration System project was delayed due to regional delays in design and
build.
Hospital Operations Centre project was delayed due to the dependency on the Patient
Administration System project.
MidCentral District Health Board Page 5 of 96
Health Select Committee Response – 2016/17 Annual Review Questions (v4)
9. How much funding for specific projects, policies or programmes has been carried forward
from the 2016/17 financial year to the current financial year? For each, please provide the
following details:
- Name of project, policy or programme
- Amount of funding brought forward
- Amount of funding already spent
- Amount of funding originally budgeted for the project
- Estimation completion date.
While some initiatives were carried over into the 2017/18 year, no specific funding allocation for
those service projects has been carried forward to the current year from the 2016/17 year.
10. How many projects or contracts that were due to be completed in 2016/17 were shelved,
curtailed or pushed into out years? For each, what was the project name, what was the total
budgeted cost, what is the actual cost to date, what was its purpose and why it was it not
completed in 2016/17?
There were seven capital works projects due for completion in the 2016/17 year that were
delayed and reprioritised to out years, as detailed below.
Delayed Projects to later periods:
Budgeted Actual Cost
Project Name Cost to 30/6/2017 Purpose Why not completed
Electrical Reticulation $6,800,000 $60,000 Replace Substations Sorting out procurement process
caused delays , now planned 2017/18
& 2018/19
Lift Upgrades $350,000 $0 Replacement Lift Other priorities, now planned 2018/19
Programme
Seismic Work $480,000 $0 Upgrade Education Delayed to 2017/18 due to other
Education Centre Centre priorities
Not finished in 2016/17 - to finish 2017/18
Vinyl & Carpet $240,000 $0 Replacement Delay in materials being shipped,
Replacement Programme being completed 2017/18
Fire Systems Upgrade $326,000 $3,269 Fire Systems Upgrade Other work priorities to be completed
2017/18
Fire Penetration Work $340,000 $0 Fix up fire integrity in Ongoing project, due to asbestos
fire cells due to broken removal delayed work planned for
integrity with other work completion 2017/18
Motor Control $230,000 $0 Upgrade Motor Control Other work priorities to be completed
Upgrades in CSB Basement 2018/19
In addition, spending of funds tagged to two service initiatives was curtailed in the 2016/17 year.
These initiatives were:
Increasing professional staff capacity of child health services to better meet the needs of
children and families with learning and behaviour difficulties. Spending of funds for this
initiative was curtailed as a financial contribution from the Ministry of Education did not
eventuate. The funding budgeted for this initiative was $225.000 (no costs incurred in
the 2016/17 year).
Providing support for the Transition of Care initiative. This work seeks to improve the
transition of care planning between child and adult health services. A suitable project
manager was identified in the 2016/17 year but was not available until November 2017.
This initiative was therefore carried forward into the 2017/18 Annual Plan. A budget of
$40,000 was allocated for this initiative.
MidCentral District Health Board Page 6 of 96
Health Select Committee Response – 2016/17 Annual Review Questions (v4)
USER CHARGES
If your entity does not operate user charges, please answer N/A to this section
11. What user charges were collected in the last financial year and what was the revenue
from each of them? How does this compare to the previous four financial years?
The following table shows a breakdown of the user charges for 2016/17, and comparatives for
the previous four financial years.
User Charges 2016/17 2015/16 2014/15 2013/14 2012/13
Private patients - Ophthalmology 1,023 533 278 512 1,292
Non Residents 360,024 376,069 175,869 384,862 258,862
Patient co-payments - Pharmaceuticals 14,560 21,803 38,691 42,051 28,097
Patient co-payments - Dental 59,708 67,882 81,499 91,534 99,554
Patient co-payment - Other 426 189 472 307 0
Patient co-payment - Audiology 57,934 59,194 214,713 552,828 348,947
Private Insurer Regs 48,671 33,281 27,271 45,552 35,310
Car Parking 1,414,661 1,485,039 1,395,814 1,361,761 1,393,714
Total $ 1,957,007 $ 2,043,990 $ 1,934,607 $ 2,479,407 $ 2,165,776
PROPERTY/CAPITAL WORKS
12. How much funding was allocated to capital works in the last financial year? How does
this figure compare to that allocated and that spent in the previous four financial years?
Capital Allocations 2016/17 2015/16 2014/15 2013/14 2012/13
(Buildings and Plant) $000s $000s $000s $000s $000s
Budget 10,090 7,617 10,593 11,985 8,696
Spend 7,106 7,612 4,467 2,701 4,340
13. What land, building, and other assets were sold in 2016/17? What processes were
undertaken for the disposal of these assets and how much did they sell for? How does that
compare to each of the previous four financial years?
Value of
Year Proceeds Property / Asset Surplus
2016/17 $77,952 Damaged dental caravan asset recovery
$52,990 Damaged monitor - recovery of funds
$130,942
2015/16 $8,240 Equipment trade ins on replacement equipment
2014/15 $823,132 Sale of old Horowhenua Hospital property Yes
$416,965 Sale of Clevely Hospital buildings Yes
$5,908 Sale of Whyte Street, Foxton property Yes
$93,626 Equipment trade ins on replacement equipment
$1,339,631
2013/14 $16,043 Equipment trade ins on replacement equipment
$1,735,400 Sale of old Kimberley Centre Yes
$1,751,443
2012/13 $27,600 Equipment trade ins on replacement equipment
MidCentral District Health Board Page 7 of 96
Health Select Committee Response – 2016/17 Annual Review Questions (v4)
Disposal of land is subject to current legislative requirements and protection mechanisms.
MidCentral DHB is required to notify land declared surplus to previous owners for offer back
through the Office of Treaty Settlements, and once clearance is received the DHB undertook
disposal by way of a tender process on the open market for Kimberley Centre and Horowhenua
Hospital properties. The Foxton property was sold to the descendants of the previous owner,
based on market valuation. The Clevely buildings were sold to the Manawatu Community Trust
based on a business case approved by the Board, Ministry of Health, and in turn, by the
Minister of Health.
Replacement equipment follows the agreed government procurement processes and the
equipment trade-ins are part of that.
14. How much floor space does your department, agency or organisation lease and what is
the annual cost per square metre and total cost in each building of those leases? How does
this compare with each of the previous four financial years?
3
Buildings Leased * 2016/17 2015/16 2014/15 2013/14 2012/13
DHB Cost 1,186,814 1,013,111 767,307 683,257 742,306
Enable NZ Cost 910,635 910,426 898,633 861,108 857,818
Total Cost 2,097,449 1,923,537 1,665,940 1,544,365 1,600,124
* Excludes sundry rents for ad hoc, one off rental of space.
Total square metres leased, including Enable New Zealand (2016/17): 11,856
Annual cost per square metre, including Enable New Zealand (2016/17): $176.91
2016/17 Building Leases
Building Square Total Annual Total Cost per
Metres Cost per sq m Building
Breast Screen Coast to Coast 632 $277.17 $175,174
Amesbury Street, Palmerston North
1
Dannevirke Community Hospital (Mental Health) 360 $560.94 $201,940
Barraud Street, Dannevirke
Public Health Unit 257 $88.26 $22,684
Gordon Street, Dannevirke
District Nursing Rooms 20 $281.57 $5,631
Aotaki and Raukawa Streets, Otaki
Public Health Services 425 $456.65 $194,076
Main Street, Palmerston North
Community Health Services 232 $204.21 $47,377
Main and Centre Streets, Pahiatua
Renal Services 160 $178.75 $28,600
Ruahine Street, Palmerston North
Dental Services 88 $554.18 $48,768
Ferguson Street, Palmerston North
1
Community Health Services 442 $828.20 $366,063
Duke Street, Feilding
1
District Nursing 36 $599.47 $21,581
Lady’s Mile, Foxton
2
Otaki Community Health Centre, District Nursing 24 $312.96 $7,511
Mill Road, Otaki
Otaki Community Health Centre, Mental Health 32 $195.00 $6,240
Mill Road, Otaki
Breast Screen Coast to Coast 376 $162.68 $61,168
Wicksteed Street, Whanganui
Enable New Zealand 875 $56.80 $49,700
Malden Street, Palmerston North
MidCentral District Health Board Page 8 of 96
Health Select Committee Response – 2016/17 Annual Review Questions (v4)
Enable New Zealand (warehouse) 1,816 $60.12 $109,170
Malden Street, Palmerston North
Enable New Zealand (office) 1,814 $148.84 $270,000
Malden Street, Palmerston North
Enable New Zealand 325 $185.60 $60,321
Tremaine Avenue, Palmerston North
EASIE Living Centre 567 $189.64 $107,525
Main Street, Palmerston North
Enable New Zealand (warehouse) 2,295 $84.50 $193,919
Clow Place, Hamilton
Enable New Zealand (warehouse) 1,080 $111.11 $120,000
Hammersmith Drive, Christchurch
1
Notes: Includes property management services
2
Month by month lease - for nine months only
3
Leasing of space at Integrated Family Health Centre (Feilding) commenced in 2015/16; 2016/17
was first full year of leasing costs (replacing Clevely Hospital and Health Centre)
15. Were any of your offices relocated in 2016/17? In each case please provide where did the
office move from and to, a breakdown of the cost of relocating, the amount of any saving or
increase in rent paid resulting from the move, the floor space of the original and new office,
and the reason for the relocation. Please also provide these details for each of the previous
four financial years.
No offices were relocated in the 2016/17 year.
16. How much was spent on each renovation, refurbishment or redecoration project in offices
or buildings of the department, agency or organisation that cost more than $5,000 in the
2016/17 financial year? For each, please provide the following details:
a. A description of the renovation carried out
b. Location of the project
c. Name of provider(s) or manufacturer(s)
d. Type of product or service generally provided by the above
e. Cost of the project
f. Completion date
g. Whether tenders were invited, if so, how many were received
h. List separately any single item of furniture or fixture worth more than $2,500 with its cost.
The total cost of renovations, refurbishments and redecorations*2 in the 2016/17 year was
$610,443. The projects are detailed in the following table.
2016/17 Renovation, refurbishment or redecoration projects
Completion Project Service Location Provider Total Cost Tendered Furniture/Fixture
Date over $2.5k
12/08/2016 Make and install PNH Ward 21 Acute Mental Sopers McIndoe, DML $37143.82 Quote $26,553.82
appropriate door Health Painters & Manufactured door
handles and painting handles
work
12/08/2016 Conversion Kitchen Alcohol & Drug Nikau level 1 Colspec Construction Ltd $5,640.00 Panel *1 0.00
to Filing Room
26/09/2016 Purchase and Install PNH Acute B Block Lower Polyflor Ltd $19,288.00 Panel *1 $15,788.00
Vinyl due to clinical Ground Vinyl
sewerage spill
30/09/2016 Create SMO Office PNH Maternity C Block Lv 1 Buildrite Ltd $11,281.97 Panel *1 $5,153.97
in Women’s Health Built-in office
furniture & shelving
11/10/2016 Make and install PNH Older Star wards Harvey Furnishings Ltd $8,869.56 Panel *1 $8,869.56
Curtains in Star 1 Persons Curtaining
11/10/2016 Kitchenette in PNH Hospital Administration Buildrite Ltd $17,420.63 Panel *1 0.00
Administration Office Administration Building
MidCentral District Health Board Page 9 of 96Health Select Committee Response – 2016/17 Annual Review Questions (v4)
13/10/2016 Bath Alterations Horowhenua Horowhenua Plumbing Solutions Ltd & $11,704.39 Panel *1 $4,005.00
HHC Maternity Unit Maternity Health Centre TrueTech Ltd Bath
(install new unit and
take out old one)
11/11/2016 Clinical Room Hospital H Block level Colspec Construction Ltd $14,194.00 Panel *1 0.00
Upgrade in Pharmacy Ground
Pharmacy
11/11/2016 Offices Maternity PNH Maternity C Block Lv 2 Colspec Construction Ltd $12,495.00 Panel *1 0.00
Ward
08/12/2016 Security Alterations Mental Health VN Konini Court Alexander Construction $9,805.00 Panel *1 0.00
Konini House Ltd
13/01/2017 Carpet / Vinyl Māori Health R Block - Lew's Creative Flooring $12,347.40 Panel *1 $10,585.80
Flooring Upgrade - Rapuora Ltd Vinyl & Carpet
Te Whare
22/02/2017 Alterations to Child PNH Children’s C Block Lv 1 Buildrite Ltd $16,681.00 Panel *1 $5,500.00
Health SMO Area - Ward Built-in office
Level 1 furniture & shelving
01/01/2017 Finalisation of PNH B Block - Buildrite Ltd $85,210.67 RFP 4 0.00
Refurbishment Outpatients Clinical Responses
Ambulatory Care Services Block
Facility
01/07/2016 Drawing & PNH B Block - Aecom Ltd $165,949.00 Closed 0.00
Professional Outpatients Clinical RFP 3
Services of Services Block Responses
Ambulatory care
Upgrade
29/03/2017 Women's Health PNH Women’s C Block Lv 0 Alexander Construction $36,342.24 Panel *1 3047.00
Clinic Alterations Health Ground Ltd, Buildrite Ltd & NZ Shelving & built in
Telephone and Cable Ltd units
01/12/2016 Ophthalmology PNH B Block - Buildrite Ltd $94,050.63 Panel / 0.00
Facility Outpatients Clinical Quotes by
Reconfiguration Services Block Spotless
01/05/2017 Modifications to Community Oral Dental Caravan B&M Electrical Ltd, $36,276.65 Panel *1 0.00
Mobile Dental Unit Health Sites Buildrite Ltd ACP Ltd
Sites for Compliance
(Levin, Whakaronga,
Dvke South)
27/06/2017 Linen Cupboard - PNH Women’s C Block Lv 0 Buildrite Ltd $5,591.00 Panel *1 $5,591.00
Gynae Outpatients Health Ground Linen cupboard
30/06/2017 Sexual Health Public Health Rimu level Lee Builders Ltd $10,152.35 Panel *1 0.00
Reception Upgrade ground
Notes: *1 Panel = Panel arrangement on a rotational basis
This question has been interpreted as not seeking detail on plant and equipment replacement except where part of a
renovation, refurbishment or redecoration.
17. What offices were closed in 2016/17 and how much is the closure of each office expected
to cost or save? What offices were closed in each of the previous four financial years?
No offices were closed during the 2016/17 year or in the previous four years.
Note: “Office” has been interpreted as building space used for the purposes of administrative functions,
not office space used for clinical / patient care purposes.
18. What offices did your department, agency or organisation open in 2016/17 and how much
is the opening of each office expected to cost or save? What offices were opened in each of
the previous four financial years?
There were no offices opened in the 2016/17 year.
Note: “Office” has been interpreted as building space that is used for the purposes of administrative
functions, not office space used for clinical / patient care purposes.
MidCentral District Health Board Page 10 of 96Health Select Committee Response – 2016/17 Annual Review Questions (v4)
19. How many regional offices, other than your department, agency or organisation’s head
office, reduced their opening hours during the 2016/17 financial year listed by new and
former opening hours, date of change, and location?
Not applicable.
20. How many vehicles did your department, agency or organisation own during the 2016/17
financial year and to what office are each of these vehicles assigned by vehicle year and
vehicle model? How many were owned during each of the previous four financial years and
to what office are each of these vehicles assigned by vehicle year and vehicle model?
DHB Owned Vehicles
Detail/Name Purchased Type* Reg No Service 2016/17 2015/16 2014/15 2013/14 2012/13
Toyota Prius 1 2009 C EZD249 Commercial Support 1 1 1 1 1
Teeth R Us 2004 A C607W School Dental Service 1 1 1 1 1
Tooth Booth 2004 A C606W School Dental Service 1 1 1 1 1
Teeth Sleuth 2010 A P213W School Dental Service 1 1 1 1 1
Miles of Smiles 2010 A Q610B School Dental Service 1 1 1 1 1
Just Teeth 2010 A P5575 School Dental Service 1 1 1 1 1
Tooth Planet 2011 A R883B School Dental Service 1 1 1 1 1
Chew Checker 2014 A T355Y School Dental Service 1 1 1 1
Let Em Shine 2014 A U365F School Dental Service 1 1 1 1
In For A Grin 2 2017 A 5L640 School Dental Service 1
Top Teeth 3 1997 A 7212B School Dental Service 1 1 1 1 1
Mobile Breast Breast Screen Coast
2014 B W380R 1 1 1 1
Screening Unit to Coast
Tractor – Grounds Horowhenua Health
1993 D JK9112 1 1 1
service Centre
Mobile Breast Screen Coast
Mammography 1999 B 3805M to Coast 1 1
Trailer 4
EASIE Living Mobile
Van 2017 E KHK284 1
Service
* Vehicle Type
A= Towable Dental Caravan 1 Picks up patients and visitors from around car park
B= Towable Breast Screening Bus 2 Replaced Top Teeth February 2017
C= Car 3 Disposed of due to vehicle accident while being towed
D= Tractors 4 Disposed of during 2013/14 year as replaced
E= Van
21. What was the total amount spent on purchasing vehicles during the 2016/17 financial year
and to what office were each of these vehicles assigned by vehicle year and vehicle model?
How much was spent during each of the previous four financial years and to what office are
each of these vehicles assigned by vehicle year and vehicle model?
Vehicle Model Vehicle Service 2016/17 2015/16 2014/15 2013/14 2012/13
Year $000s $000s $000s $000s $000s
Dental Caravan – Towed * 2017 School Dental Service 230 1,027
Breast Screening Van-Towed 2014 Breast Screen Coast to Coast 606
Dental Caravans Single Chair- 2014 School Dental Service 421
Towed (2)
Toyota Hiace 3.0 ZX 2017 EASIE Living Mobile Service 37
Total 267 0 0 2,054 0
Note: * Offset by insurance contribution
MidCentral District Health Board Page 11 of 96Health Select Committee Response – 2016/17 Annual Review Questions (v4)
22. Were any labour and/or contractor costs been capitalised into capital project costs during
the 2016/17 financial year, if so, for each project what is the breakdown by project of labour
vs non labour costs?
Total labour/contractor costs for capital projects in the 2016/17 year were $4,977,352.44.
These represented 70 percent of the total costs for all projects in the year.
2016/17 Project Labour/Contractor Non Labour / Non Total Cost
Costs Contractor Costs
Purchase of and install Aircon unit $750.00 $3,944.00 $4,694.00
Make and install appropriate door handles and painting work $10,590.00 $26,553.82 $37143.82
Conversion Kitchen to Filing Room * $3,384.00 $2,256.00 $5,640.00
Purchase and Install Vinyl due to sewerage spill $3,500.00 $15,788.00 $19,288.00
Create SMO Office in Women’s Health $6,128.00 $5,153.97 $11,281.97
Kitchenette in Administration Office * $10,452.63 $6,968.00 $17,420.63
Bath Alterations HHC Maternity Unit (install new unit and take out old one) $7,699.39 $4,005.00 $11,704.39
Clinical Room Upgrade in Pharmacy * $8,516.00 $5,678.00 $14,194.00
Offices Maternity Ward * $6,872.00 $5,623.00 $12,495.00
Security Alterations Konini House * $5,883.00 $3,922.00 $9,805.00
Carpet / Vinyl Flooring Upgrade - Te Whare $1,761.60 $10,585.80 $12,347.40
Replacement of Thermostatic Taps - Theatre 4 Scrub Bay $5,250.00 $2,475.00 $7,725.00
Alterations to Child Health SMO Area - Level 1 $11,181.00 $5,500.00 $16,681.00
Replacement of Thermostatic Taps - Theatre 5 Scrub Bay $5,250.00 $2,475.00 $7,725.00
Finalisation of Refurbishment Ambulatory Care Facility $7,6710.67 $8,500.00 $85,210.67
Drawing & Professional Services of Ambulatory care Upgrade ** $165,949.00 0.00 $165,949.00
Completion of IT Infrastructure Project ** $97,565.54 0.00 $97,565.54
Completion of various Communication Cabinets, upgrading and replacing $849,578.92 $850,000.00 $1,699,578.92
to make them fit for purpose.
Women's Health Clinic Alterations $33,295.24 $3,047.00 $36,342.24
Upgrade Mechanical Services Equipment $10,455.65 $66,460.00 $76 915.65
Switchboards - Data Centre & Allied Laundry $29,500.60 $365,00.00 $66,000.60
Theatre AirCon Fan Controls & Chilled Water Control Valves (Part 2) $9,942.33 $35,513.00 $45,455.33
Heating Controls - Ruahine House * $14,395.78 $6,170.00 $20,565.78
BMS Field Units Upgrade (Stage 3) $37,465.88 $120,000.00 $157,465.88
Upgrade Horowhenua H/Centre Fuel Storage Facility $3,800.00 $8,500.00 $12,300.00
Switchboard Upgrade Medlab * $18,877.62 $8,090.00 $26,967.62
Replacement Chiller for LA4 Cooling System (Stage 1) $5,067.75 $18,620.00 $23,687.75
Replacement Chiller for LA4 Cooling System (Stage 2) $4,702.91 $18,620.00 $23,687.75
Ophthalmology Facility Reconfiguration * $51,728.63 $42,322.00 $94,050.63
Duress Receivers - Ward 21 & HNU Courtyard * $6,076.00 $1,518.00 $7,594.00
Modifications to Mobile Dental Unit Sites for Compliance (Levin, $18,138.65 $18,138.00 $36,276.65
Whakaronga, Dannevirke South) *
Replacement of Thermostatic Taps - Theatre 1 Scrub Bay $5,250.00 $2,475.00 $7,725.00
Replacement of Thermostatic Taps - Theatre 3 Scrub Bay $5,250.00 $2,475.00 $7,725.00
NNU Intercom System $3,157.00 $947.00 $3,157.00
Exit & Emergency Lighting C Block * $48,015.17 $105,000.00 $153,015.17
Upgrade of Revenue Energy Metering System - Stage 1 $84,065.00 $5,935.00 $90,000.00
Boiler One Upgrade $486,782.36 $263,217.64 $750,000.00
CT / Trane Chiller $38,226.00 $36,220.00 $74,446.00
Sewer Pump - Upgrade of Mechanical Services Equipment Stage 2 $2,015.60 $4,500.00 $6,551.60
B Block Lighting - Stage 2 * $41,500.00 $102,500.00 $144,000.00
C Block Lighting - Stage 2 * $19,042.00 $16,958.00 $36,000.00
Security System - Emergency Department* $1,937.00 $4,500.00 $6,437.00
Security System – Pharmacy $2,244.50 $3,800.00 $6,044.50
Upgrade Generators, Boiler House and Diesel Storage $1,668,291.64 $712,353.00 $2,380,644.64
Seismic Strengthening Work $411,464.13 135,000.00 $546,434.13
Sexual Health Reception Upgrade $7,106.75 3,045.60 $10,152.35
Notes: * Estimated split of costs for total cost of contract where labour / non-labour costs cannot be specifically
identified
** Fees, and, fees and retentions projects
MidCentral District Health Board Page 12 of 96Health Select Committee Response – 2016/17 Annual Review Questions (v4)
INFORMATION AND COMMUNICATIONS TECHNOLOGY (ICT)
23. Does your department, agency or organisation have a policy about the use of personal
email accounts (e.g. Gmail accounts) in the workplace; if so, what policies are in place and
do those policies include a prohibition on the use of such accounts for official government
business? How many breaches of any such policy during the last financial year were
reported and how does this compare to each of the previous four financial years?
Yes. No personal accounts are authorised or accessed from within MidCentral DHB network.
No reported breaches have occurred in 2016/17. Prior year a virus incident occurred on a
single machine, therefore the personal email restriction was applied.
24. What IT projects, if any, were shelved or curtailed in the 2016/17 year and how much will
have been spent on each project before it is shelved or curtailed?
Regional Clinical Portal enhancements were re-scoped into four phases to allow first adopters
to on-board. There were minimal fiscal impacts to the regional expenditure by re-staging the
project scope.
25. What IT projects, if any, were completed or under way in the 2016/17 year? For each,
please provide the following details:
- Name of project
- Initial estimated budget
- Initial estimated time frame
- Start date
- Completion date or estimated completion date.
- Total cost at completion or estimated total cost at completion.
Initial estimated Initial estimated Start Completion date Total completion
Name of project
budget $000s timeframe date or estimated date cost $000s
Regional WebPAS 1,710 2 – 3 years Dec-14 Jan-18 5,445
Regional Clinical Portal 562 8 months Feb-17 Sep-17 322
Regional Radiology Information
System 200 6 months Feb-17 Jul-17 269
Regional data services (RADA) 250 12 months Jan-17 Jan-18 602
Other Regional Overhead Costs 350 12 months Jan-17 Mar-18 872
ePharmacy 1,261 12 months Mar-16 Feb-17 1,190
Regional WAN 200 3 months Jan-16 2019 -
Network Wireless and Telephony
Infrastructure 4,158 2 years Mar-14 Dec-17 3,926
National Dental Information
System (Titanium) 497 2 years Mar-15 Oct-16 484
Event Level Costing 240 6-9 months Apr-15 Sep-17 175
26. How much was spent for software licensing fees in the 2016/17 financial year and how
does this compare with spending in each of the previous four financial years?
Expenditure for software licensing fees incurred by the DHB for the 2016/17 year was $2.4m,
and this is relatively consistent with previous years. Expenditure for software licensing fees
incurred by Enable New Zealand in the 2016/17 year was $393,867 (includes support costs for
one application where licensing fees are included but not specifically detailed in the support
contract). The total cost is relatively consistent with the annual costs since 2014/15 when new
software applications were introduced.
MidCentral District Health Board Page 13 of 96Health Select Committee Response – 2016/17 Annual Review Questions (v4)
27. How many websites did your department, agency or organisation run in 2016/17 and for
each, what is it called, what is its URL, when was it established, what is its purpose and what
is the annual cost of operating it?
The following table includes the external facing websites operated by the DHB and Enable New
Zealand:
Application Established URL Purpose
Online Vacancy Apply 2015 applyonline.midcentraldhb.govt.nz Recruitment to staff vacancies
and application material for
positions
SharePoint (main site)* 2012 www.midcentraldhb.govt.nz Main MDHB public information
website
Citrix Gateway 2012 gateway.midcentraldhb.govt.nz Allows staff access to business
and clinical applications
SharePoint Shared Net 2012 sharednet.midcentraldhb.govt.nz Extranet site for staff to
(extranet)* collaborate with approved non-
staff users, eg Board Governance
Web Mail 2009 webmail.midcentraldhb.govt.nz/owa Allows staff to manage email from
outside the network.
Central Cancer Network 2009 www.centralcancernetwork.org.nz Public site for Central Cancer
Network resources and
information
Enable New Zealand circa 1990 www.enable.co.nz Holds corporate information and
services for Enable New Zealand
Weka (since replaced 2002 www.firstport.co.nz National Disability Information
by Firstport) website (contracted service for
the Ministry of Health).
EASIE Living 2015/16 www.easieliving.co.nz Information website covering
services and functions for the
centre.
Disability Funding 2008 www.disabilityfunding.co.nz Holds information for DHB
Assessors accessing
Environmental Support Services
The annual operating costs for these websites are unable to be separately and specifically
identified.
28. How many data security issues were identified in 2016/17 and how many data security
issues were there in each of the previous four financial years? If there were breaches, what
were they and what are the titles of any reports into them?
In 2016/17 an issue was identified with JDE Financial system SQL permissions due to
inappropriate reuse of Active Directory Group at the SQL level. No inappropriate use identified
and quickly remediated.
In 2015/16 a crypto virus was isolated and contained to a single machine infection, encrypted
local files and exposed shares. Full recovery was achieved.
29. How many laptop computers, tablet computers and hard drives, if any, provided or paid
for by your department, agency or organisation have been lost or gone missing in the
2016/17 financial year; and how many of these were returned to or found by the agency or
organisation if any? How many were lost or missing and how many subsequently returned or
found in each of the previous four financial years?
2012/13 One Personal Computer stolen – recovered.
2013/14 One Laptop stolen – not recovered.
MidCentral District Health Board Page 14 of 96Health Select Committee Response – 2016/17 Annual Review Questions (v4)
2014/15 One SurfacePro stolen – not recovered.
2015/16 One Laptop stolen – recovered.
2016/17 One Personal Computer stolen – not recovered.
REPORTS, PLANNING, AND EVALUATION
30. Please provide a list of all reports that were prepared in 2016/17 relating to:
• baseline update (if applicable)
• value for money
• savings identified
“Baseline update” is not applicable to MidCentral DHB.
The DHB’s Business Improvement Programme supports the stewardship of MidCentral DHB
resources, finances and our people’s health and wellbeing through releasing resources to be
applied where they best meet our needs. Several papers were prepared for the 2016/17 year
which covered “value for money” and “savings identified”:
Three Business Improvement Programme papers were prepared for the Executive
Leadership Team (August – October 2016)
Four Business Improvement Programme updates were prepared for the Board/Board
Committee (November 2016 – May 2017)
“Value for money” is specifically referred to in the DHB’s Annual Report for 2016/17
31. Please provide copies of the current work plan.
The 2017/18 Annual Plan is available on MidCentral’s website at
www.midcentraldhb.govt.nz/Publications. A copy of the 2017/18 work programme for the Board
and Board Committees’ is attached as Appendix 2.
32. Please list projects and major policy initiatives progressed in 2016/17.
These are detailed in MidCentral DHB’s 2016/17 Annual Plan and 2016/17 Māori Health Plan.
Please see www.midcentraldhb.govt.nz/Publications.
33. Please provide copies of any reports made to the Minister in 2016/17 about performance
against the agency or organisation’s Statement of Intent, Statement of Corporate Intent,
Statement of Performance Expectations or Output Plan.
Please refer to MidCentral DHB’s Annual Report for the 2016/17 year, which includes the
Statement of Service Performance and Financial Performance, which has been tabled in
Parliament and is also available at:
http://www.midcentraldhb.govt.nz/Publications/AllPublications/Documents/2016-
17%20Annual%20Report.pdf
34. How many evaluations of policies or programmes were completed in 2016/17? Please
provide details of who carried out the evaluation, the cost of the evaluation, the date
completed, and its main findings.
MidCentral District Health Board Page 15 of 96Health Select Committee Response – 2016/17 Annual Review Questions (v4) Not applicable. This question has been interpreted as applying to formal evaluations of policy or programmes that are under the auspices of the Ministry of Health (such as the national bowel screening programme). 35. What reviews of capability were started or completed in 2016/17? What aspects of capability were or are being reviewed? Who undertook or is undertaking these reviews and when were or will they be completed? MidCentral DHB engaged Ernst Young to undertake a brief, high level diagnostic critique and assessment of performance to identify gaps, opportunities and recommendations for improvement. The scope of this work included a financial and service analysis, high level peer benchmarking, interviews with key DHB leaders, reporting diagnostic and strategic alignment. This work was carried out between November 2016 and February 2017. 36. Please provide details of all monitoring, evaluation and auditing of programmes or initiatives undertaken or commissioned by your department, agency or organisation in the 2016/17 financial year (including details of all performance measures, targets and benchmarks and whether programmes contributed to desired outcomes in an efficient and effective manner). Monitoring and reporting requirements of the DHB are outlined in the Operational Policy Framework each year, which is endorsed by the Minister of Health. These include for example the Non Financial Monitoring Framework and Performance Measures for DHBs, which has a suite of performance measures in addition to the reporting requirements under provisions of relevant Crown Funding Agreement variations as part of the accountability framework for DHBs. These performance measures, together with the national Health Targets and other national indicators were included in the DHB’s Annual Plan, Māori Health Plan and System Level Measures Improvement Plan for the 2016/17 year (see Appendix 3). While the health targets are reported and monitored by the DHB on a monthly basis, the other performance measures and indicators are reported and monitored on a quarterly basis by the DHB, the Ministry of Health and by the Board and its committees (see the Board and Committees’ Work Programme for 2016/17 attached as Appendix 4). The Annual Report, incorporating the Statement of Service Performance, also includes the results for a range of these health targets and performance measures MidCentral’s hospital and health services (Provider arm) monitor a number of measures of operational performance as part of its performance framework. A copy of the key Scorecard measures and their targets for the 2016/17 year is attached (see Appendix 5). The hospital also participates in work programmes the Health Quality and Safety Commission oversees, such as reporting and monitoring of the quality safety markers, patient experience survey, reporting of adverse events and medication safety etc. Results of these programmes for the DHB are also published by the Health Quality and Safety Commission. MidCentral DHB participates with other DHBs in ad hoc metric benchmarking exercises to compare input costs of identified functions, products or services as well as comparing clinical outputs, processes or outcomes. In addition to the external audit requirements regarding the annual accounts and report of financial and non financial performance, an internal audit programme is developed and agreed with the Finance, Risk and Audit Committee of the Board each year based on an assessment of risks, issue identification and discussion with auditors. MidCentral District Health Board Page 16 of 96
Health Select Committee Response – 2016/17 Annual Review Questions (v4)
Each project within the internal audit programme has the terms of engagement and specific
objectives of the audit project authorised before commencement. The results of the audit
project and recommendations are subsequently monitored and reported to management and
the Committee.
Annual routine service provider audits are performed on behalf of the DHB by Central Region’s
Technical Advisory Services (TAS) as per the DHB standard audit programme. There is also
the HealthCERT surveillance or certification audit programme for Aged Residential Care and
Home and Community Services.
Any and all proposed new funding allocations and contract renewals are reviewed and
evaluated against the DHB’s prioritisation and accountability frameworks which incorporate an
assessment of efficiency, cost effectiveness and affordability. The DHB, as well as the Ministry
of Health’s Sector Services, monitors contracted service provider performance against specified
contract requirements through their Provider Monitoring Returns supplied on a quarterly basis.
GIFTS AND EXTERNAL RELATIONSHIPS
37. What polices were in place in 2016/17 on accepting corporate gifts or hospitality? How did
this compare to the previous financial year? Please list all corporate gifts or hospitality
accepted by staff in the 2016/17 financial year with the following details:
- Gift or hospitality accepted
- Position of staff member who accepted
- Estimated value
- Date received
- Name of the organisation or individual who paid for/gave the gift or hospitality.
The Code of Conduct Policy (Ref MDHB ID: 5582) and Conflicts of Interest Policy (Ref MDHB
ID: 7376) remained in place in the 2016/17 year. MidCentral also has a specific Procedure
related to donations, gifts, gratuity and sponsorships (Ref MDHB ID 6992).
Gifts, donations or sponsorships received by the DHB individuals in the 2016/17 year.
14 July 2016: Sponsorship from Celgene for Clinical Nurse Specialist, Haematology to
attend a Study Day in Auckland on Multiple Myeloma. ($388)
11 August 2016: Donation of two textbooks by Sanofi to Clinical Director - Surgery for
surgical services staff. ($210)
5 September 2016: Appreciation gift of one special bottle of wine to Haematologist, from a
(named) patient. ($200)
11 October 2016: Donation to pay for morning tea for Ward staff by (named) patient, in
appreciation of treatment received. ($100)
11 November, 2016: Sponsorship from Bristol Myers Squibb to cover travel,
accommodation and meal costs for Consultant Medical Oncologist to attend Melanoma
Institute of Australia Preceptorship conference in Australia. ($1,720)
20 January 2017: Sponsorship from Merck Sharp & Dohme NZ Ltd to cover travel,
accommodation and meal costs for Medical Oncology Nurse and a Clinical Nurse Specialist
to attend immunotherapy meeting in Auckland. ($1,671)
4 April 2017: Sponsorship from Novartis to cover travel, accommodation and meal costs for
a Clinical Nurse Specialist, Medical Oncology to attend meeting / course in Auckland.
($638)
8 May 2017: Sponsorship from Sanofi Aventis to cover registration and accommodation
costs for Nurse Practitioner, Diabetes / Endocrinology to attend the American Diabetes
Association Scientific Sessions in San Diego, USA. ($3,315)
MidCentral District Health Board Page 17 of 96Health Select Committee Response – 2016/17 Annual Review Questions (v4)
38. What polices were in place in 2016/17 on the organisation giving gifts to external
organisations or individuals? How did this compare to the previous financial year? Please list
all gifts given to external organisations or individuals in the 2016/17 financial year. For each,
please provide the following details:
- Gift given
- Name of external organisation or individual
- Reason given
- Estimated value
- Date given.
The DHB’s Sensitive Expenditure Policy (Ref MDHB ID: 6763) includes this issue, which is
reviewed regularly, and was in place in the 2016/17 year..
The DHB did not give any gifts to external organisations or individuals in the 2016/17 or 2015/16
years.
39. What polices were in place in 2016/17 on giving gifts to staff? How did this compare to the
previous financial year? Please list all gifts given to staff exceeding $100 in value in the
2016/17 financial year. For each, please provide the following details:
- Gift given
- Position of staff member
- Reason given
- Estimated value
- Date given.
The Sensitive Expenditure Policy (Ref MDHB ID: 6763), which has been in place for a number
of years, includes the following statement:
Gifts to employees:
Gifts made to employees may be appropriate but only in exceptional circumstances and
are subject to approval at Director / Group Manager level.
No gifts valuing $100 or more were given by the DHB to staff in the 2016/17 or 2015/16 years.
40. What potential conflicts of interest were identified regarding the board, management or
senior staff in 2016/17? For each, please provide the following details:
- Conflict identified.
- Whether or not any contract, policy, consent or other consideration has been entered into
with any entity identified in any conflict in the last three financial years.
- Value of any contract, policy, consent or other consideration has been entered into with any
entity identified in any conflict in each of the previous three financial years.
- Steps taken to mitigate any possible conflict in granting any contract, policy, consent or
other consideration which has been entered into with any entity identified in any conflict in
each of the previous four financial years.
A copy of MidCentral DHB’s Conflict of Interest Register is attached (see Appendix 6). This is a
living document, updated as and when conflicts change.
MidCentral DHB has arrangements in place to manage conflicts of interest. For every Board
and Committee meeting, there is a standing agenda item to identify any amendments to the
Register of Interest and to declare any conflicts with items under discussion at the meeting. A
summary schedule of the Register of Interest is included in the agenda.
Where members have a conflict of interest, the relevant pages or sections of the agenda are
removed from their copy. They, and the full Board and/or Committee, are advised this action
has been taken.
MidCentral District Health Board Page 18 of 96You can also read
