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The following information outlines Brilliant Decisions Association's tender for contract for the development of a new health facility for the City of Leeds.

Extracts from this document...

Introduction

Contents TENDER FOR CONTRACT: 3 INTRODUCTION 3 OBJECTIVES 3 EXHIBITION PORTFOLIO 5 ISSUE NO. 1 - USE OF CONSULTANTS, LAWYERS AND ACCOUNTANTS 5 ISSUE NO.2 - NUMBER AND THROUGHPUT OF BEDS 6 ISSUE NO. 3 - QUALITY OF THE BUILDINGS 6 Alternatives to be considered 6 Evaluation of strengths and weaknesses 7 Conclusion 8 ISSUE NO. 4 - ANCILLARY SERVICES 8 ISSUE NO. 5 - CHARGES FOR PARKING AND TELEVISION 11 ISSUE NO. 6 - OPPOSITION TO PFI FINANCED HOSPITAL 11 REFINANCING 11 THEORETICAL DECISIONS 12 ALLOCATION OF MARKS 14 BIBLIOGRAPHY 14 Tender for contract: Introduction Within this tender for contract, Brilliant Decisions Association has outlined its aims, objectives, and aspirations for providing the City of Leeds with a modern, flexible, and state of the art health facility. The facility which our consortium will be replacing, Leeds General Infirmary, has suffered from under investment for many years. The resulting consequences have produced a health facility which fell short of the communities needs and expectations, and will continue to do so for many years unless investment is acquired. The following information outlines Brilliant Decisions Association's tender for contract for the development of a new health facility for the City of Leeds. Objectives Brilliant Decisions Association is a consortium of national and international businesses with a strategic interest in the strength and success of the City's economy, financial sector and employment. Our consortium will provide a high quality, privately financed hospital to provide the community with a modern, flexible, state of the art hospital. We believe by providing a new health facility, the community will not only experience sufficiently increased level of care, but increased employment prospects, and improved services. These services, such as the improved transport links a new health facility will provide to the community, will provide increased access to the city and the local community, increase custom to retail outlets which will improve the strength of the community's finances. ...read more.

Middle

- Extensive construction work also means payment to builders will be a large figure. Poor Quality Strengths - The costs will be low. - Less work needs to be done. - Less work means that there is a smaller chance of overdue construction work and penalties. - As the cost for poor quality construction work will be low, so will the profits paid out to the builders. Weaknesses - As lease agreements for PFI hospitals have a typical duration of 25 years, maintenance of the hospital will be the consortiums responsibility for a long period of time. Any savings we might make now for not investing in quality might become costly in future as shoddy construction work normally doesn't have high durability. - Low quality buildings might put the health and safety of future employees, patients and visitors at risk. - The chance of winning the contract may be smaller if we only offer a hospital of poor quality. Conclusion After evaluating the range of alternatives, we feel that we can best achieve our objectives by offering a new hospital with buildings of high quality. With a new hospital there are a minimum of limitations as to what can be done, and this will hopefully appeal to the NHS trust. This is of course the option that would satisfy the shareholders in our member companies as well as it will increase their return. Although going with a new hospital and the high quality option will be more costly then the other alternatives, we believe it will increase our chances of winning the contract, and future maintenance expenses will be kept to a minimum. Making a high quality hospital can also be good publicity for the consortium. Issue no. 4 - Ancillary services The problem has been defined and recognised. This is concerned with the decision on whether to contract out ancillary services or to provide the service within the scheme. ...read more.

Conclusion

to see if the contract has been won by ourselves The constraints of the decision making process meant that as a group we may have satisficed rather than maximised due to constraints such as limited availability of resources and time limitations (deadline needing to be met). After attempting to take the Rational approach it can be seen that the decision making process ended up being Bounded Rational as we ended up satisficing the end result. Despite attempting to be rational during the decision making process the actual processes was much more chaotic and Cohen et al's (1972) Garbage Can Model is more appropriate to the way in which our decisions were made. The Garbage Can Model: Cohen et al identify that there are 4 independent processes affecting decision-making. These four processes all coincide with each other randomly until the decision is made. Our decision-making was chaotic but eventually as the 4 processes merged the decision was made. * Problems - create a proposal that appeals to the local community and the requirements of the NHS to win the contract. * Solutions - win the contract * Participants - we are a group of business men and women leading a consortium of companies * Choice Opportunities - To build a new hospital or refurbish the existing hospital. Factors affecting the decision-making Process: Risk and Uncertainty * Risk - the contract will be won by another group - choices have to be made about the hospital i.e. new or refurbishment in order to attract the interest and win the contract. * Uncertainty - the results of the decision are uncertain as we do not know what the competitors proposals contain. Ethics: When building something as important a hospital the needs of the patients are top priority and the requirements of the staff to provide a safe and workable environment. Societal ethics, professional ethics and individual ethics are important factors in the decision-making process. During the decision-making process the group was not affected by Groupthink or risky-shift. ...read more.

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