Although the threat of dismissal by Health Minister Tony Ryall hangs over him, Otago District Health Board chairman, Richard Thomson does not expect to be "blubbing" at today's meeting.
However, he admits that "obviously there are some emotions involved".
While he did not want to pre-empt Mr Ryall's decision, he would be indulging himself with a "few words to say" on his seven years as board chairman.
The board is expected to discuss Mr Ryall's letter, seeking members' views on the suggestion Mr Thomson should be removed, in closed session.
The board will be told that its forecast deficit for this financial year is now $12.4 million, $3.1 million worse than the budget.
It is expected to be small comfort to members that the new forecast is better than the $13.2 million anticipated at the board's last meeting, when Mr Thomson indicated the funding situation would necessitate community consultation over what services the board can provide in future.
One of the issues facing the board is how much money it will be able to spend upgrading substandard facilities this year.
Among the facilities urgently in need of upgrading are the acute psychiatric ward and the newborn intensive care unit.
In his report to the board today Mr Thomson will table a December letter from the Ministry of Health deputy director-general, accountability and funding, Anthony Hill, advising that he has stepped up the monitoring of the board.
The move was due to the board reporting a $2.248 million deficit for the year to last June and indications it was unlikely to be able to forecast a break-even district annual plan this financial year and in future years, Mr Hill stated.
The new "performance watch" status means the ministry will hold two-monthly meetings with the board looking at its financial performance against its plan, service delivery against its plan, progress on any agreed recovery plan, and briefing on any significant issues.
Mr Hill will also seek regular updates on progress on regional services, which he describes as an important area to focus on which should also "assist in addressing some of the DHB's financial challenges".
Ironically, Mr Thomson will also table a letter received on January 12 from Mr Ryall which begins: "Firstly, thank you for your continuing role in the public health service.
"New Zealand faces considerable financial challenges, and I appreciate your awareness of getting best value from Health spending."
The letter addressed to Mr Thomson sets out expectations on capping growth in management and administration staff at boards at the December 2008 level.
It appears to have been sent to all boards and would have arrived about a week before Mr Thomson and chief executive Brian Rousseau met Mr Ryall to discuss the background to the $16.9 million defrauding of the board.
A week after that meeting Mr Ryall asked Mr Thomson to resign over the fraud. Mr Thomson refused.
Mr Ryall then advised his confidence in Mr Thomson's leadership had been affected by the fraud and he was considering removing him from the chairman's role.
Board members and Mr Thomson have until Monday evening to provide Mr Ryall with their views on the matter.
Other agenda items. -
•Members will be asked to approve the next stage in plans for regional clinical services, following feedback on Mr Rousseau's concept paper.
Mr Thomson, in his chairman's role, has been closely involved with this initiative which it is hoped will eventually make the boards' services clinically and financially sustainable.
Mr Rousseau said the feedback made it clear the project needed to be clinically led and he recommends a team consisting of clinical representatives from both boards and some management members lead the project under a dedicated project manager.
If approval is granted by both Otago and Southland boards the project manager should be appointed in March or April.
•A draft code of conduct for board and committee members, proposed by the audit, finance and risk management committee will be considered.
Matters covered by the code include a section on public statements which says members should not criticise any service provided by the board until it has been formally raised with the board.
Protocols around contact with staff members are also proposed which require that, as a general rule, emails or other written requests should be copied to the chief executive and the chairman and that requests of staff should not impose unreasonable burdens.
There is a comprehensive section on conflicts of interest. The document does not indicate what the consequences of not complying with the code would be.
