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What should be done about a CDHB crisis?

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John Kirk Anderson / Staff

Farewell to the Guard of Honor outgoing CEO of CDHB David Metis.

Opinion: There was nothing in DHB’s history that could compare to the crisis it is currently embroiled in. There was a complete failure in the relationship between the Ministry of Health and DHB.

When addressing this urgent issue, the board of directors should be replaced by a delegate, and the health secretary should undertake a clear review of the financial issues identified by outgoing CEO David Metis.

The Department of Health and Treasury, with support from successive health ministers, maintains that the funding for CDHB is adequate and that the $ 180 million shortfall is due to mismanagement.

CDHB senior management, staff, and the group of clinical leaders differ, and they provided good evidence that CDHB did in fact do well.

In order to force CDHB to comply with Crown Monitor, Lester Levy was appointed in June 2019 and in December Sir John Hansen became the new chair of CDHB.

Read more: * A health relationship has turned toxic * Sir Mark Solomon says he was asked to “get rid of David Metis” * A breakout shot to the Health Director: If our hospital was built on time, we would be in bad shape * Canterbury health Staff tell Ashley Bloomfield they are Need a new board of directors. * The government should act decisively, not through the ministry

The process of enforcing changes Wellington deemed necessary ultimately resulted in the resignation of CEO David Metis and six others on the CDHB senior management team, in August.

There is now a void in Wellington. Ashley Bloomfield has been Managing Director of Health for two years. The current Secretary of Health, Chris Hipkins, clearly has no time to devote to this crisis.

CDHB is a good organization, but if services run in large numbers, it could take years to recover.

David Metis’ final update to CEO on August 31 illustrates his outstanding management style and why he will be sorely missed. It can be downloaded from the CDHB website.

It includes a detailed analysis of the causes of CDHB deficiency as it identifies four important factors:

Earthquake-related depreciation costs (more than $ 35 million annually). Earthquake / insurance capital costs ($ 23 million). Decline in Canterbury financing share (more than $ 60 million) delays in Hagley delivery, and other related facilities shortcomings caused by earthquakes ($ 60 million or more annually).

“Those four drivers alone total $ 178 million a year, and every year Hagley gets late, we have to pay for another year of outpatient / outpatient surgery,” said Metis.

Sir Mark Solomon, Acting Chairman of the Community Development Board in 2017 gave David Mettis a farewell speech at a private ceremony on September 2. He noted that on the last day of the orientation meeting, he was asked to attend the Ministry of Health, he had to leave early and then Director General of Health Chai Chua ran behind him down a corridor and repeatedly told him that the only thing he had to do was throw off the meat.

This illustrates an aspect of the tensions between the Ministry of Health and the Human Development Board that have existed in recent years.

Of course, the main question is what can be done to address these issues. I have some suggestions:

The appointment of a commissioner thus removing Sir John and the current council. The Commissioner would need the authority to increase CDHB funding. This will be needed to enable CDHB and the Ministry of Health to achieve a compromise, and then work together in a collective way. Remove the screen crown. The commissioner has recommended a six-month contract be offered to Metis, Mary Gordon and Sue Nightingale to ensure continuity of Covid-19 management and efficient transportation to the new Hagley Hospital. Asking Secretary of Health, currently Chris Hipkins, to review the financial issues Mets clearly described in his CEO’s August 31 update. He must show more flexibility than the two previous health ministers did to resolve this crisis. Decide how to operate the many different services required to maintain high-quality services of all kinds at Canterbury DHB, consistent with the permitted increased funding.

Dr. Mike Bird worked as a Medical Specialist for 30 years at CDHB. During the late 1990s he was a CDHB medical advisor and a member of the hospital advisory committee.

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