In an interview yesterday, Mr Fleming said he would not apply for the job, as it could be awkward having to go through a recruitment process.
''If I stuck my hand up and said I'm interested in the job, and then wasn't appointed to the job, I would still have to serve out the rest of the interim time.
''I'm not ruling out whether I would consider it [if offered] but I'm definitely not putting an application in.''
Mr Fleming (48), who is taking a break from his role as chief executive at Nelson Marlborough DHB, added that he would also be happy to resume his old job.
Asked why he would want the SDHB job, he said its challenges were an opportunity for the right person.
''The mandate I've been given is that I'm not here just filling in. I'm here and I'm to act as a permanent chief executive. The organisation can't afford to just have a caretaker for six months.''
One of his first tasks is checking that emergency contingency plans are updated in case of a sudden failure at Dunedin Hospital
''I think the plans that are in place need to be pulled out to ensure they are fit for purpose.''
An official assessment of the $300 million rebuild proposal said the clinical services building could be forced to close if a ''significant defect'' was found.
''If we suddenly lost the use of a significant facility, yes it would impact on the health system significantly. Mercy [Hospital] wouldn't be able to cope [with public hospital patients].''
It underscored the need to get on with the rebuild, Mr Fleming said.
That project was ''both exciting and really scary''.
The Treasury is working with the board to develop a ''financial model'' factoring in 7% capital charges on the $300 million build. Mr Fleming said he would keep a close eye on that work.
''I'm a believer that you have to look at the [financial] assumptions and say 'that's fine in theory, but can you really do it'?''
The more immediate financial challenge is this year's deficit. He would not disclose the figure, but it was projected at less than $30 million, which would be an improvement on 2015-16.
Mr Fleming said he was unable to comment in detail on the deficit, as he had been in the job less than two weeks, and needed more time.
Asked about speculation in the health sector that he might instigate more top-level change at the SDHB, Mr Fleming said that kind of talk was typical at the start of any chief executive's tenure.
''I've heard some of those, of course I have.
''If I worry every time I hear about rumours about what I am and aren't going to do . . . wherever you go, that's what happens.''
As well as focusing on money, he wanted to improve organisational performance, and he is excited about the culture change work under way at the board.
''I don't think there's been an adequate focus at an entire executive level on our overall organisational performance.''
