The following information outlines Brilliant Decisions Associations tender Essay Example for Free

The following information outlines Brilliant Decisions Associations tender EssayIntroductionWithin this tender for narrow, 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 expertness.The deftness which our con material bodyium leave behind be replacing, Leeds General Infirmary, has suffered from beneath invest manpowert for many a(prenominal) years. The resulting consequences direct produced a health facility which fell short of the communities wants and expectations, and pass oning continue to do so for many years unless investment is acquired. The following information outlines Brilliant Decisions Associations tender for contract for the phylogenesis of a in the altogether health facility for the City of Leeds.ObjectivesBrilliant Decisions Association is a consortium of national and international businesses with a strategic bear on in the strength and success of the Citys economy, financial sector and employment.Our consortium allow for fork over a towering quality, privately financed infirmary to provide the community with a modern, flexible, state of the art infirmary. We believe by providing a sunrise(prenominal) health facility, the community will not only experience sufficiently increased direct of c ar, 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 topical anesthetic community, increase custom to retail outlets which will improve the strength of the communitys finances.Brilliant Decisions Association has many aspirations for the new health facility which it will deliver to the City of Leeds and the local community surrounding the hospital upon completion of the project. We believe the new health facility will be the most modern and state of the art in the country, providing flexible services to allude the needs and needs of the local community and providing the community with a wide be adrift of employment opportunities in which they female genitals progress through into management. We understand that no matter how efficient the new health facility is, we need the support of the local community for it to be a centre of excellence.Brilliant Decisions Association has very strong ethical views on the impact that a new health facility will piss on the local community and because of this, we have a number of key field of views which we will endeavour to run into with the readyment of the new hospital.The new health facility is going to be developed in a green field site located in the local community scene of action. We recognise that building on this land will be difficult to accept for the local residents but we atomic number 18 going to develop the hospital to encompass many of the instinctive aspects of the green f ield site. We will have many open areas and gardens around the hospital for patient and visitors to walk around. We will develop any land which is not developed into the main infrastructure of the hospital by planting many trees, plants and shrubs to make the hospital less of an eyesore and to encourage the natural wild life to inhabit these areas.The new health facility will be of the highest standards in terms of quality of buildings and the internal infrastructure. The quality of buildings and dcor which will be employ will be profession wholey constructed so as to provide a safe environment for our staff, patients and visitors.A stringent fire guard duty procedure will be in place to protect the synthetic rubber of our staff and patients. Our staff will be heavily trained with regular re-training exercises in the health and safety laws and regulations which govern the safety of the hospital, patients and themselves. thither will be clearly visible fire and health and safety n otices to inform staff and patients of fate exits and their responsibilities.Brilliant Decision Association will endeavour to employ only quality trained staff to provide our patients with the highest quality of care available to modify the health facility to match our aims and aspirations.* To secure the most advantageous deal for ourselves, building a new hospital, we believe the cost of these advisors will be in the region of 14.000.000 on the 164.000.000 contract. The consultancy cost figures are in the higher percentage range, around 8-9% so that we do not go under budget for this expenditure.* base on deuce future PFI scheme hospitals, they will have a throughput of patients per bed of 88 and 100 per year. We will aim to have a throughput of 90 in line with these future hospitals.* We feel that we can best achieve our objectives by offering a new hospital with buildings of high quality. With a new hospital in that respect 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 survival of the fittest that would reward the shareholders in our member companies as well as it will increase their return.* Ancillary staff will be contracted to out to work with lively employees. Because we are pushing for a re-development, TUPE rules wont apply to current staff and all employees can be paid the same and the same conditions can apply to all staff.* We could introduce charges for parking this could be an area which could provide our shareholders with a large increase in profits. Clamping could also be considered with the release fee waived if we believed it was under colossal circumstances. Charging for televisions, radio usage and the use of bedside phones should be considered to further increase profits. Vending machines around the hospital could also be used for profit maximisation. We could aim to realise 50% return on the items purchased.* To change this national opinion/perception , we will implement an advertising campaign identifying the opportunities for the population and the district i.e. wrinkle creation and investment. We will also identify and reaffirm that it is the only and best option so that we can obtain public support for the hospital.Exhibition portfolio dilute no. 1 Use of consultants, lawyers and accountantsWe will utilise the expertise of the most qualified consultants, lawyers and accountants to secure the contract and provide us with the maximum profit. The cost of advisors in PFI schemes in the by has been between 2.8% and 8.7%. To secure the most advantageous deal for ourselves we estimate that the cost of these advisors will be in the region of 14.000.000 on the 164.000.000 contract.As a follow we believe this expenditure is justified if we secure the contract. The consultancy cost figures are in the higher percentage range, around 8-9% so that we do not go under budget for this expenditure.As with previous PFI schemes there have be en varying public opinions on the financing of their local hospitals under the PFI initiative. We could use these consultants to put to rest the public concerns. This will be discussed later in issue six.Pros and Cons for developing a new HospitalPros larger contract = more profits employ induce staff ( appurtenant staff) = cheaper wagesCons Time needed to build and develop = long wait for return on investment Greenfield site No road or rail links = these would have to be constructed taking up valuable timePros and Cons for the Refurbishment of a previous hospitalPros Shorter development timeCons little profit Limitations on employing own staff Poor transport links Poor emergency access as in built up areaIssue no.2 Number and throughput of bedsThe population in the area is expected to significantly increase over the next 15 years. The area of growth that will be the largest will be that of the elderly population. If we were to aim to provide a bed for each elderly member of the public, our profit margins will decrease significantly to satisfy the increased demand.To accommodate for these future demands, we will aim to improve the throughput of beds as in other PFI financed hospitals, above the NHS average of 56-57 patients per year per bed. With these other PFI schemes, they have experienced a 20-40% bed loss when building a new hospital after the reconfiguration of services, an area in which we could investigate in erect to save gold and increase our profits.Based on two future PFI scheme hospitals, they will have a throughput of patients per bed of 88 and 100 per year. We will aim to have a throughput of 90 in line with these future hospitals.Pros and Cons for reducing the number of bedsPROs* Less cost* More profitCONs* Not able to cope with patients demand* Could run success for the contractIssue no. 3 Quality of the buildingsAlternatives to be consideredWhen considering the quality of the buildings, there are several issues that need to be reviewed . rootage of all, we need to decide between(a) rebuilding and refurbishing the City General Infirmary(b) building a new hospitalWe also need to decide whether the hospital, existing or new, should be of(I) poor quality(II) average quality(III) high qualityEvaluation of strengths and weaknessesRebuilding and refurbishing the City General InfirmaryStrengths As the buildings already exist, the costs will be dismount compared to building a new hospital. With less construction work needed, the regain of overdue work will be smaller resulting in less chance of being penalized. The lower costs of construction work means that the 20% profit expected by builders will be a lower amount.Weaknesses The existing buildings may cause limitations as to what can be done and likely problems with issues like size can be impossible to overcome.Building a new hospitalStrengths There are no limitations as to what can be done in terms of size, engine room etc., enabling us to accommodate all the needs the NHS trust may have.Weaknesses A new hospital involves extensive construction work which will affect the cost. Because of the amount of work required, the risk of penalties due to overdue completion is high. Extensive construction work also means payment to builders will be a large figure.Poor QualityStrengths 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 tariff for a long period of time. Any savings we might make now for not investing in quality might become expensive in future as shoddy construction work normally doesnt have high durability. Low quality buildings might put the health and safety of future employees, patients and visitors at ri sk. The chance of winning the contract may be smaller if we only offer a hospital of poor quality.Conclusion after(prenominal) 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 high-priced thusly 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 servicesThe problem has been defined and recognised. This is bear on with the termination on whether to contract out a ncillary services or to provide the service within the scheme. These are the two feasible alternatives. To complete the finis making process, the alternatives will be tryd and the best alternative will be selected.The consortium has the opportunity to make a maximising choice. This is defined as the decision making the best choice of various alternatives. The decision making condition is that of doubtfulness. The decision maker is not able to predict the matter of the decision, a range of possible outcomes may be identified and evaluated but there is in-sufficient information to derive outcome probabilities.The problem raises some financial issues. Contracting out the ancillary services is the most profi accede course of action for the consortium. Using self-provided employees is less profitable because there pay and working conditions are protected by the TUPE (Transfer of Undertakings) rules. If external ancillary staff were employed, they wouldnt be protected by the TUPE so the consortium could cut costs by paying staff at a lower take aim. There is also the possibility of a hospital development rather than a refurbishment which would mean that TUPE would not apply to the staff. This would mean that the pay level could be reduced to cut costs and produce a larger level of annual profit.The financial decision raises some ethical issues also. Previous consortia have encountered problems when ancillary staff have been hired and are working with self-provided employees. The ancillary staff are paid at a lower rate then the self-provided staff because self-provided staff are protected by TUPE rules. There will be two sets of staff performing the same operations within the hospital but being paid at two different rates. This could lead to poor team-work between the two different sets of staff. This could lead to in-efficiency and poor performance of staff. Strikes could be encountered and this has been experienced by previous consortia. A strike could incre ase the workload of self-provided staff who may not be able to cope. The question has to be asked on whether it is ethically right and fair to set the level of pay to two different levels for the same job.The two main issues to contend with before a decision is made the financial and ethical factors. The advantages of hiring ancillary staff are that it is more profitable and are not protected by the TUPE rules so the conditions provided dont have to meet certain standards.However, the hiring of ancillary staff may disrupt the running of the hospital. Strikes could be encountered and the relationship between the ancillary staff and the self-provided staff would not be grand leading to poor performance of staff.There is also the possibility of a development in contrast to a refurbishment which would mean that self-provided staff wouldnt be protected by TUPE rules.After evaluation of the possible alternatives, it has been decided that the best course of action is to provide staff ours elves. The hiring of ancillary staff would be withal much of a disruption for the running of the hospital. With the possibility of a development, self-provided staff wouldnt be protected by TUPE rules. This would mean that self-provided staff would be just as profitable as hiring ancillary staff.Business Decision Analysis modelAn analytical decision model can be used to help evaluate and interpret which decision will provide the best outcome.As decision makers, we are operating under the conditions of Uncertainty. The Stochastic model can be used because it incorporates the estimates of probability. A model can be created to help determine which decision will produce the best outcome. The problems encountered with a stochastic model are that it can be difficult to create estimates of the probabilities. The probabilities will be derived using the Subjective method. Under this method, the decision maker uses opinion, intuition, judgement and past experience. The probability tree bel ow conveys the estimates associated with the alternatives concerned with the financial possibilitiesANCILLARY (1High profit)REFURBISHMENTCONSORTIUM SELF PROVIDED (2Lower profit)DEVELOPMENT ANCILLARY (3High profit)SELF PROVIDED (4High profit)Outcome numberProbability1(0.6 x 0.5) = 30%2(0.6 x 0.5) = 30%3(0.4 x 0.5) = 20%4(0.4 x 0.5) = 20%The decision tree above shows four possible outcomes from the alternatives. The two types of outcome is high and low profit. There is a higher chance of refurbishment rather than development because that is the original proposition. But the development does have its advantages to the organisation so this should have a reasonable amount of probability associated with it. From these two original options, the consortium can contract out staff or self-provide staff. There is a 50% chance of the consortium choosing each option. These two options will produce a financial outcome. The table above shows these financial outcomes and the probability associated with them.The table shows that choosing ancillary services provides a 50% of profit. This is a 30% probability from the refurbishment and a 20% probability from the development. The development also provides an extra 20% probability of profit from the development because there is no TUPE protection for self-provided staff. This shows that there is a 70% chance of profit from the alternative of choosing ancillary staff, which is the reason wherefore this alternative has been chosen. However, it has been taken into account that these probabilities are estimates and there is room for marginal error.Issue no. 5 Charges for parking and televisionThere are a number of options that could be considered so as maximise shareholder profits, many already employed in other PFI hospitals.We could introduce charges for parking this could be an area which could provide our shareholders with a large increase in profits.Clamping could also be considered with the release fee waived if we believed i t was under exceptional circumstances.Charging for televisions, radio usage and the use of bedside phones should be considered to further increase profits.Vending machines around the hospital could also be used for profit maximisation. We could aim to receive 50% return on the items purchased.Issue no. 6 Opposition to PFI financed hospitalWithin the local population, there is an 81% objection rate to a PFI financed hospital. They will however accept this design when they realise it is the only real option for development of their health services.To change this public opinion/perception, we could implement an advertising campaign identifying the opportunities for the population and the district i.e. job creation and investment. We could also identify and reaffirm that it is the only and best option so that we can obtain public support for the hospital.We could use the services of the consultants/advisors to each carry out this advertising campaign or advise the company how we shou ld do it and get another company in to do it. The second option would cost more money and would reduce our profits.RefinancingWe intend to refinance the deal as soon as the risky phase of the construction is complete. We are doing so in order to increase the return on profits for our shareholders.Theoretical decisionsDuring the decision making process we aimed to use the rational model of decision-making. This process had the probable to be successful because* Goals were known the goal or aim is to win the contract to build and run a new hospital under the PFI hatchway* Information/resources were available through the Department of Health website and other available information it was possible to research previous PFI schemes and what they offer* Prediction is feasible the outcome of the decision will hopefully mean that we will win the contract and this is a feasible prediction as we have as much chance as any other group to win the contractThe Rational Model1 Identify and des ign the problem2 Gather and sort the information3 Generate the broadest possible range of alternatives4 Evaluate the strengths and weaknesses of alternatives5 Select the optimal alternative6 Implement and monitor the long suitThe Rational Model applied to our decision-making1 Create and submit a promising tender for contract to build and run a Hospital under the PFI Scheme by exceeding present expectations of similar schemes in order to win the contract.2 Researched previous PFI schemes in order to improve the performance and meet expectations3 Choose whether the best option would be to build a new hospital or refurbish a previous hospital4 Identify the six issues in terms of which decision to take pros and cons of each alternative5 To build a new Hospital in order to increase the chances of providing a better service, whilst benefiting the community, the NHS and our needs, in order to win the contract6 Submit the tender for contract and wait to see if the contract has been won by ourselvesThe 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 als (1972) Garbage Can Model is more appropriate to the way in which our decisions were made.The Garbage Can ModelCohen 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 requirem ents 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 ProcessRisk 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. moralsWhen 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. social 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.BibliographyWhittaker. L, BDA Lecture notes.www.dh.gov.uk