UTS92603: Simulation Exercise- Hinchcliff Hospital- Get UTS Case Study Assignment Help at +61282942025

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Task:

This assessment briefing is designed to provide further information or details in relation to the assessment task. It is not designed to replace the information contained in the subject outline. It is provided to further explain and expand upon the information contained there.

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Context
Assessment 3 (Part B) is a simulation exercise that will be undertaken in Workshop 4. To prepare for this assessment, you will undertake a series of preparatory activities. The first task you need to complete is reviewing the negotiation-related e-readings. These readings provide you with the information required to understand the purpose and importance of negotiations within health care, as well as some of the basic principles of negotiation. The preparation for the simulation exercise will be further supported by this small assessment task, with associated feedback and further skills- building exercises in class.

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Assessment 3
Assessment 3 is divided into two main stages, each of which are assessed.

Assessment 3A (this assessment): This preparation for the negotiation activity reviews the basic skills and concepts used to plan and conduct two-party negotiations.

Assessment 3B: This is a multi-party negotiation assessed on your individual contribution to the negotiation process. This will be undertaken in class during Workshop 4.

ASSESSMENT 3A: PREPARING FOR A NEGOTIATION

Students will read the following short negotiation scenario. After reading it, students will undertake a structured negotiation preparation by providing answers to the questions below. Students should refer back to the e-readings and other resources provided in class in order to refresh their memory and check their understanding of recommended negotiation preparation.

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Scenario Information
Hinchcliff Hospital is a 50-bed hospital servicing a rural town. It is well equipped for routine inpatient care and has an accident and emergency department which is open 24 hours a day, 7 days a week. The more serious and complex patients are transferred to the city, approximately 150 km away. Until 15 years ago, Hinchcliff Hospital was in the middle of a growing rural community. However a series of droughts and a downturn in agricultural prices has resulted in many people leaving the area. The community is now largely made up of low-income families. Also, the age structure of the surrounding population has changed as most young people cannot find work and have moved to the city. As a result, the clientele of the hospital is ageing.

One other factor is affecting the demand on the hospital. There is only limited access to bulk billed general practice, as there are only 4 General Practitioners (GPs) in the town and one of them is about to retire. As a result, the community is going to the hospital instead of their local GPs. The hospital, through its emergency department, has now become the main source of medical care for residents who cannot afford, or cannot wait for, basic medical care.
Like most rural hospitals, Hinchcliff Hospital is facing financial difficulties. Because of the location of the hospital and the challenges in the town, it has become increasingly difficult to attract new medical practitioners of all types and harder to retain existing staff. Although the hospital CEO is somewhat sympathetic to the medical care problems of the community, she sees her first priority as spending the hospital’s scarce funds in the most efficient way possible. Therefore, she has recommended to the head of the Local Health District that the hospital’s accident and emergency department should be closed and patients should drive 30 km to the hospital in the nearby town. The money saved would then be diverted into expanding the aged care facilities in the hospital.

Residents in the town have organised a Hinchcliff Hospital Action Group (HHAG). They are very concerned that given the hospital is the health and wellness hub of the town, it should not close its accident and emergency department, as people without transport will not be able to travel to the nearby town. In addition, they do not support the plans for more aged care facilities as they are fearful that this will mean the hospital’s inpatient services will be closed in the future and also moved to the nearby town. The hospital CEO has suggested that there would be more patient transport provided by the hospital to resolve this situation. Also, she has pointed out that operating the accident and emergency department 24 hours a day and 7 days a week is extremely costly – particularly as very few
people attend that department between 9pm and 7am. She also pointed out that more aged care facilities are needed given the age structure of the local community.

The HHAG has sent three lettersto the CEO expressing their concerns about the future of the hospital. Their letters have been acknowledged but they do not believe that the CEO has taken their concerns seriously, and have requested that she meet with them to discuss how the community and the hospital could work together.

Three days ago, the CEO and the head of the Local Health District announced plans to extend the hospital and build 30 aged care beds. On learning of the plans, the leaders and members of the HHAG were so angry that they decided to organise a letter writing campaign to their local members of State and Federal Parliament. This letter was also sent to the Hospital’s CEO. The leader of the HHAG is good friends with both these politicians. The CEO did not grow up in the town and has only met these politicians on a couple of occasions.

In this letter the FHHAG have made the following demands.
1. That the accident and emergency department remain open, but perhaps not for 24 hours a day.
2. That local GPs should be approached to see whether they will operate an after-hours emergency service.
3. Money should not be spent on the new aged care beds, but rather a community health centre be established to promote wellness programs in the town. A recent survey found that people in the town were overweight and there were well known issues with drugs and alcohol.
4. That the head of the Local Health District be replaced with a person chosen by the community. While the hospital CEO indicated that she would be glad to meet with the group’s leader and two other representatives of the HHAG to discuss the matters raised in its letter, she has made it clear that she considers the HHAG’s demands to be unrealistic and not in the best interests of the town. The meeting has been scheduled for later today.

Negotiation Preparation Questions (word limits are approximate)

Choose one party – either the Hospital CEO or the Leader of the HHAG and answer the following questions with reference to the scenario, e-readings and other resources provided.

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What are your interests in this negotiation? (100 words)
What are your negotiating partner’s interests? (100 words)
What do you want to ask your partner about their interests? (50 words)
What options could you propose to meet your key interests and theirs? (100 words)
What standards or criteria could you use to decide among several possible options? (50 words)
What interpersonal issues or difficulties might emerge in this negotiation? If you do encounter some
difficulty, how could you ‘separate the people from the problem’? (100 words)
What is your BATNA (Best Alternative to a Negotiated Agreement)? (25 words)
Based on the analysis of your BATNA, what is the minimum you would be willing to accept? (50 Words)

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