Ms Eilísh Hardiman:

Again to give the context for that, I outlined what we do on a day-to-day basis, which is delivering services across four sites in Dublin. In addition to that, we are actually client to the project. For the last six years, we have been working with the development board inputting into the design of the hospital. We have inputted into the business cases and the ICT that is required to deliver this hospital. When the business case was approved by Government in 2017, we clearly indicated that we had to bring on expertise to take on the client role to support the design and development of the hospital. What I have included in those costs are, for example, we have set up a new entity, Children's Health Ireland. We have had to dissolve the boards of two other voluntary hospitals and dissolve those organisations. All of the legal work and what we call the pre-commencement assessment and review process make up some of those costs. That is expertise in mergers, for example, and legal expertise that we would not have in Children's Health Ireland. Like the development board, these are short-term initiatives that we had to do. Besides providing the services to children - I appreciate that the work we are doing is challenging and we badly need this hospital because of that - we have to integrate the three children's hospitals. When we looked at major projects like this, there are not many in the world that merge three hospitals and then move them into a new hospital. If we do not get the integration correct, there will be challenges around that. We are working with the staff to get our clinical and corporate processes aligned and to align how we actually operate. This investment has been around standardising our models of care and a significant amount of it has been around ICT. That is the other remit we have. We are implementing projects now in the children's hospitals as single instances that we move into the children's hospital. It is investment that we need to make now to make it happen.