Christchurch Hospital Campus Passive Fire and Seismic Compliance Works

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Christchurch Hospital Campus Passive Fire and Seismic Compliance Works CORPORATE OFFICE Level 1 32 Oxford Terrace Telephone: 0064 3 364 4160 Christchurch Central Fax: 0064 3 364 4165 CHRISTCHURCH 8011 [email protected] 19 February 2021 9(2)(a) RE Official information request CDHB 10497 I refer to your email received 1 December 2020, requesting the following information under the Official Information Act from Canterbury DHB. Specifically: any correspondence in the last six months between the executive management team and senior clinical staff/leaders about the refurbishment of Parkside hospital wards and the business case for Tower three and/or tower four Please refer to Appendix 1, which contains correspondence between executive management team members and senior clinical staff/leaders regarding the refurbishment of Parkside hospital wards and the business case for Towers 3 and 4. This correspondence is for the six months from 1 June 2020 to 1 December 2020. Please note: there are some sections of the correspondence which contain unmarked redactions due to being out of scope of the request. Additionally, one further section has been redacted due to the free and frank nature of expression, as pursuant to section 9(2)(g)(i) of the Official Information Act, i.e. “maintain the effective conduct of public affairs through – the free and frank expression of opinions…” any correspondence between Sir John Hansen and MoH staff in the last six months about the refurbishment of Parkside hospital wards and the business case for Tower three and/or tower four Please refer to Appendix 2, which contains correspondence between Sir John Hansen and Ministry of Health staff regarding the refurbishment of Parkside hospital wards and the business case for Towers 3 and 4. This correspondence is for the six months from 1 June 2020 to 1 December 2020. Please note: there are some sections of the correspondence which have been redacted, either due to the commercially sensitive nature of the information as part of ongoing negotiations, or in order to maintain legal privilege. We are therefore declining to release these pieces of information pursuant to sections 9(2)(b)(ii) and 9(2)(h) of the Official Information Act, i.e. “would be likely unreasonably to prejudice the commercial position…” and to “maintain legal professional privilege…” I trust this satisfies your interest in this matter. You may, under section 28(3) of the Official Information Act, seek a review of our decision to withhold information by the Ombudsman. Information about how to make a complaint is available at www.ombudsman.parliament.nz; or Freephone 0800 802 602. Please note that this response, or an edited version of this response, may be published on the Canterbury DHB website after your receipt of this response. Yours sincerely Ralph La Salle Acting Executive Director Planning, Funding & Decision Support Appendix 1 001 CANTERBURY DISTRICT HEALTH BOARD EXCERPT FROM PUBLIC EXCLUDED SPECIAL BOARD MEETING MINUTES 01 May 2020 Item 1 Christchurch Hospital Campus Master Plan - Tower 3 and Compliance Costs Resolution (xx/20) (Moved: Sir John Hansen/Seconded: Gabrielle Huria - carried) (Jo Kane and Andrew Dickerson voted against) “That the Board: i. approves the $154m Campus Masterplan Tranche 1 Reduced Cost Tower 3 Option A (containing 5 ward floors -2 floors fitted out and 3 floors shelled) and recommend it to MOH and CIC for approval.” “The Board notes: the agreed Christchurch Hospital Campus Master Plan was developed in partnership between the Canterbury DHB and the Ministry of Health; the agreed Christchurch Hospital Campus plan Programme Detailed Business Case and First Tranche Detailed Business Case included agreed population, service demand and capacity forecasts; that the original request to the Capital Investment Committee was for $437.78m to deliver a 6- ward level Tower 3 and the design for Tower 4 and Central Podium plus enabling works and minimal refurbishment of Parkside and associated facilities. This had been agreed in partnership with the Ministry of Health, Management and Clinicians as required to meet the needs of the Canterbury community and function as a tertiary provider supporting service provision across the lower North Island and South Island; the Board, while accepting the capital constraints for the sector is disappointed that only $150m has been allocated to this project; that the Clinical Leaders Group did not support this option as they consider it does not provide the capacity required to deliver and sustain current service levels and impacts on the future configuration of the Christchurch Hospital Masterplan delivery; theRELEASED time critical nature UNDER regarding THE the commencement OFFICIAL of INFORMATION the T3 project and the criticalACT need to move forward with urgency; and that future capital investment will be required within a short period of time to ensure the agreed capacity needs are met.” 002 TO: Chair and Members, Canterbury District Health Board ACCOUNTABILITY: David Meates, Chief Executive Officer DATE: 1 May 2020 Report Status – For: Decision Noting Information 1. ORIGIN OF THE REPORT Following the presentation of the Christchurch Hospital Campus Masterplan – Tower 3 and Compliance Costs paper discussed by the Board on 16 April 2020, the Board instructed the Chief Executive to undertake a discussion with the Ministry of Health (MoH) and provide a recommendation to the Board based on those discussions. This report provides that feed-back and the consequential recommendations. 2. RECOMMENDATION That the Board: i. notes the Campus Masterplan Tranche 1 Reduced Cost Options A – E developed in conjunction with Lowest Cost Compliance Options were presented to the Board and direction was given to management to clarify the amount of available Crown capital; ii. notes that the Board, being cognisant of available Crown capital, directed management to seek guidance from the MoH in relation to either: (a) reduced Cost Option A (paired with Lowest Anticipated Compliance Cost); or (b) reduced Cost Option C, but with all six floors shelled; iii. notes the feedback from the MoH in relation to the options above; iv. approves the Campus Masterplan Tranche 1 Reduced Cost Option A Tower 3 ($154m) in conjunction with Lowest Anticipated Compliance Cost Option $80m – ( $29m funded by MoH and $51m by CDHB); and v. approves the submission of the selected Reduced Cost Option to the MoH / CIC. 3. DISCUSSION The Christchurch Hospital Campus Master Plan – Tower 3 report outlined a range of modified capital options A-E in response to advice being received from the MoH (via the Capital Investment Committee (CIC)) advising the CDHB that there is insufficient capital available nationally to support the preferred option containedRELEASED in the co -UNDERcommissioned THE Ministry OFFICIAL of Health (INFORMATIONMoH) and Canterbury DistrictACT Health Board Programme Business Case (PBC) and the Detailed Business Case (DBC) Tranche 1. The revised cost options ranged from $154m (Option A) through to the Executive recommended option $218m (Option E). The challenge that was being outlined in the report was balancing capital constraint with being able to “just” have enough capacity to sustain services. There was a critical decision articulated as to whether to progress with five floors and thus forgo permanently future capacity or progress with six floors and delay access to new capacity as the additional cost would mean that the floors would need to be shelled until more capital became available. Engineering constraints meant that the five versus six floor decision 003 had to be taken at the initiation of the project. To fit within the $150m capital envelope, the Board choices were either: • Option A (5 floors) or a revised • Option C but with all 6 floors shelled. As a result of the Board meeting on 16 April 2020, the Board requested that the Chief Executive share the recommendations from the report with the MoH (Michelle Arrowsmith) and to seek guidance / advice as to how best we arrive at a position that the MoH and DHB could support recognising that neither option was ideal but recognising the capital constraints. After discussion, a response in writing was received from the MoH on 27 April 2020 which advised that: “CDHB take to CIC as soon as possible a solution for Tower 3 as close to $150m as possible from the information you have provided to me and my team we think the option for Tower 3 at $154m fits this. The other options you have considered that only provide a solution of shelled space are in our view very unlikely to be well received by CIC.” On this basis, we are recommending that the Board progresses with Option A – five floors at a cost of $154m. In addition, the final recommendation to be presented includes a programme for achieving minimal building compliance by progressing earthquake repairs and passive fire remediation for Parkside, Clinical Services Block and remaining parts of Riverside. It should be noted that the minimum compliance cost option will see the bulk of the existing facilities in Parkside retained for the next 10 to 15 years without any upgrades. This includes a large portion of the hospital’s theatre capacity and these are generally the original theatres now more than 35 years old which have not had any significant upgrades in their life. Capital Funding The minimal compliance (fire and seismic) equates to $80m – $29m funded by MoH (of which $5m is already included in the Option A budget allocation) and $51m by CDHB. The $51m has been included in all of the capital intentions / annual plans /long term investment plans as an identified part of the earthquake Programme of Works (POW). The earthquake POW was developed in response to a level of damage (over $545m) which far exceeded the available funds including the maximised insurance settlement. Projects were prioritised to fit within a Board approvedRELEASED available UNDERfunding which THE totalled OFFICIAL $383.35m (POW) INFORMATION and consisted of $290m ACT insurance settlement (total settlement received less costs pre-settlement) and $93.35m of DHB capital which was planned to come from free cash flow generated by depreciation charges over the period of the programme.
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