Procurement & Contracts of New Royal Adelaide Hospital †Free Samples

Question: Discuss about the Procurement Contracts of New Royal Adelaide Hospital. Answer: The journal aims to reflect on the findings and the lessons learned from the case study of the New Adelaide Hospital report. It explores the themes and notions underpinning the case study. The journal unfolds the application of lessons to the personal development and professional career. At the same time, it helps me figure out the strengths and limitations of project manager or manager. All the information has been collected from the case study. However, I intend to classify the segments for convenience (McMahon, 2015). The case study is the reflection of important aspects of the new Royal Adelaide Hospital (RAH), which is situated in Australia. To my opinion, the new Royal Adelaide Hospital (RAH) is the expansive social infrastructure project conducted by the Australian State. The data informs me the State endeavors to revamp the hospital based on Public Private Partnership (PPP) model. The enterprise developed a close nexus between the State and the apposite PPP constituent, SA Health Partnership Pty Ltd (Project Co) (McMahon, 2015). As far as design and construction cost is concerned, the project can be pegged at $1.85 billion (nominal). To my belief, the cost involves those elements to be executed and funded by the State. It includes the cost of clinical equipment and other succinct medical stuff (McMahon, 2015). In the segment, I aim to focus on the developing trajectory that emphasizes the contractual obligation of both the State and Project Co. I comprehend that the new RAH project is phased project that influences the scale, sustainable health care mechanism, strategic resources, and fund. I think it also assesses the repercussions reflected on the public of South Australia. One thing I have understood from this new RAH project (McMahon, 2015). It forms an integral part of a reform program, which is developed for the maintenance of the State. The program confirms that the State has a sustainable and responsive health facility for the future generation. To my opinion, the new RAH program aims to revamp the health system by incorporating the elements of sustainability. I believe in the principle of efficient governance disposition and functional management processes (McMahon, 2015). These elements are integral to the successful delivery of the complex project. I feel it is indispensable to review the effective management system that is brought within the ambit of the project. I understand that an array of significant management tools influences the project, such as transformative planning, functional commissioning, and health improvement programs (McMahon, 2015). These strategic activities have the readiness for detailed assessment. The elements of varied arrangements should be considered (Strong Strong, 2013). In addition, it is significant to identify the research findings that bolster my discursive paradigm. The new RAH program attempts to assess and enhance mechanisms that interrogate developing issues (Llewellyn-Smith, 2015).These issues emanated from action procedures, recurrent assessment process, and governance decisions. The research findings that I have unearthed lead to subsequent review phases. In the segment, I aim to shed light on design and construction enterprise that subsisted to be improved by the subcontracted builder. At the same time, construction works are supported and commissioned by the higher authorities. Based on the information of the new RAH program, I have reflected on the work. At the same time, the Department of Planning, Transport, and Infrastructure (DPTI) facilitate the extraneous State works. As a result, the State works persisted in improving (McMahon, 2015). In the section, I have to focus on the comprehensive budget of the new RAH project. The budget of the project is pegged at $2.3 billion. The budget entails the purported construction cost used by Project Co and State financed service that involves passage costs. I have taken an initiative to calibrate the current budget-related to State financed works. The budget of the new RAH project is estimated at $5.8 million. To my belief, an unfunded project is pegged at $9.6 million. The expenditure risk items include deliverance of ICT services for the new RAH program (Gilchrist, 2015). In the last segment, I aim to summarize the principal findings and observation that I have gleaned from the new RAH program. The last segment is the condensation of the key findings and observation related to the new RAH program. SA Health has executed governance (political) alignment and framework that supervise the project (Gilchrist, 2015). In the last, I want to sum up the main arguments of the assignment. Based on the learning outcomes, I have adumbrated and discussed the case study. I made an attempt to glance through the reviews and form the groundwork of the project. The reviews involved aspects related to the new RAH program. The reflective piece is made by identifying and explaining various aspects underpinning the case study. All the information of the case study is condensed into the reflective assignment. The assignment delves into the case study and is written in a reflective fashion throughout. References Gilchrist, J. S. (2015). The Government and Copyright: The Government as Proprietor, Preserver and User of Copyright Material Under the Copyright Act 1968. Sydney University Press. Llewellyn-Smith, M. (2015). Behind the Scenes: The politics of planning Adelaide (p. 400). University of Adelaide Press. McMahon, P. (2015). New Royal Adelaide Hospital Report: Report of the Auditor-General. Government of South Australia. Strong, K., Strong, K. (2013). Health in rural and remote Australia: The first report of the Australian Institute of Health and Welfare on rural health (pp. 1-131). Canberra: Australian Institute of Health and Welfare.