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Contracts and Procurement at the new Royal Adelaide Hospital

   

Added on  2021-04-17

15 Pages3458 Words130 Views
Running head: INTRODUCTION TO CONTRACTS AND PROCUREMENTIntroduction to Contracts and ProcurementName of the StudentName of the UniversityAuthor Note
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1 INTRODUCTION TO CONTRACTS AND PROCUREMENTTable of Contents1. Part A: Introduction.........................................................................................................22. Part B: Risks and Risk Mitigation...................................................................................43. Part C: Summary of key Findings...................................................................................74. Part D: Reflection............................................................................................................9References..........................................................................................................................12
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2 INTRODUCTION TO CONTRACTS AND PROCUREMENT1. Part A: Introduction The project of new Royal Adelaide hospital is among the state’s most complex and largeinfrastructure project and it is to be developed, maintained and financed for providing differentservices including non-medical services and equipments using a PPP (Public Private Partnership)arrangement. The delivery status of the project includes continuation of the design and theconstruction work by the subcontracted builders (Mignone et al., 2016). At the time of reportingthe project, majority of the construction works were already completed. The procurement Process Initiation- Public tender with a project budget of$1,849,800,000Execution Date for the procurement Plan- 20 May, 2011Starting Date of the project- 6 Jun, 2011Procurement life cycle is a cyclic process of key stages of procuring a product, good or aservice (Larson & Gray, 2013). The procurement life cycle for the Royal Adelaide hospitalproject includes a number of stages which are mentioned as follows- 1. Understanding the need of the project- The main requirements or aim of the project isto provide 800 beds, out of which 700 beds should be multi day beds. Apart from this, there isneed for 40 technical suites and different biomedical equipments as well. 2. Development of proper project strategy- Determining the auditing approach and scopeof a project. The project associated with the new Royal Adelaide hospital is a generationalproject associated analyzing its size, cost, complexity and the materials associated with theproject. A robust governance plan is established for effective management of the different projectprocess, that is crucial for the successful delivery of a project.
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3 INTRODUCTION TO CONTRACTS AND PROCUREMENT3. Development of the pre procurement plan-The project is huge and complex andtherefore, it was essential to develop a proper procurement plan for the same. This stage isassociated with the business planning, risk management along with the financial management ofthe project (Walker, 2015). 4. Documentation of the procurement plan- Analyzing the complexity of the project, it isessential to document the procurement activities and the procurement plan set for the project.The SA Health had furthermore appointed an independent consultant for undertaking certainassurance reviews that are associated with the RAH project (Mwikali & Kavale, 2012). 5. State Procurement governance and reporting arrangement- SA Health developed anacquisition plan is a strategic manner for the state funded furniture and the equipments requiredfor the new RAH. The procurement plan that was prepared in the initial stages was forwarded tothe State Procurement Board for their approval. The approval of the procurement plan furtherincluded certain other details, which are as follows- The acquisition plan that was passed in the last quarter of the projectThe purchase requirement recommendations that were passed in the last quarterProcurement bundles that were started in the last quarterStatus of the current tenderAn update on the procurement budget 6. Evaluation of the Risk exposure- the major risk that was associated with the projectwas that the project may not be undertaken according to the strategic acquisition plan approvedby SPB (Hong & Kwon, 2012).
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