What about value for money? A cost benefit analysis of the South Eastern Sydney Recovery and Wellbeing College

2021 ◽  
pp. 1-8
Author(s):  
Paula Cronin ◽  
Jane Stein-Parbury ◽  
Joanne Sommer ◽  
Katherine H. Gill
2020 ◽  
Vol 22 ◽  
pp. S44
Author(s):  
E. Keller ◽  
W. Botha ◽  
A. Ortmann ◽  
L.R. Jorm ◽  
G.M. Chambers

1968 ◽  
Vol 72 (685) ◽  
pp. 43-53 ◽  
Author(s):  
A. Stratton

The terms “cost-effectiveness” and to a lesser degree “cost-benefit” analysis have become familiar words in the technical and national press, the former usually in relation to defence projects—the latter in relation to social projects, such as transport, power generation and building. Indeed, at the time of the last General Election the political correspondent of a national newspaper wrote, “Mr. Heath and Mr. Callaghan, Chancellor of the Exchequer, vied with each other in stressing the importance of cost-effectiveness, which used to be known as getting value for money”. The apparently simple concept of “value for money” raises three important issues: (i) how is “value” of defence and social projects quantified? (ii) what is the “money” involved, i.e. what are all the relevant costs? and (iii) what are the information and decision processes that are used in attempting to obtain “value for money“?


2010 ◽  
Vol 21 (5) ◽  
pp. 644-649 ◽  
Author(s):  
Bradley T. Ewing ◽  
Mark A. Thompson ◽  
Mitchell S. Wachtel ◽  
Eldo E. Frezza

Water Policy ◽  
2013 ◽  
Vol 16 (2) ◽  
pp. 264-279 ◽  
Author(s):  
Sara Nowreen ◽  
Mohammad Rashed Jalal ◽  
M. Shah Alam Khan

After more than a decade of meeting the designated objective of increasing productivity in agriculture, the South West coastal polders of Bangladesh have ended up as different man-made disasters. The failure of the polders to deliver the intended outcome is basically attributed to the lack of understanding of their hydro-morphological characteristics, inadequacy in their operation and maintenance, and failure to take into account their social relationship and culture roles. Changes in socioeconomic settings have also forced changes in the designated functions of the polders, but now the emerging context of climate change has become a major issue in rationalizing the coastal polders. In this context, this study is an attempt to review the historical and ongoing process of rationalization of the South West coastal polders, revealing that it is essential to take an integrated view of the hydrologic cycle and the interactions of human interventions. Finally, this paper recommends that an extended cost–benefit analysis with a multi-objective focus or a multi-criteria analysis, if monetizing is not possible, should be an option in rationalizing this multi-functional infrastructure. Proper macro-planning would require development of an institution capable of dealing with a task which is multi-dimensional and multi-disciplinary in nature.


2015 ◽  
Vol 5 (1) ◽  
pp. 114 ◽  
Author(s):  
Jonathan Cali ◽  
Heather Cogswell ◽  
Mompati Buzwani ◽  
Elizabeth Ohadi ◽  
Carlos Avila

Objective: As part of its national privatization strategy to diversify the economy, Botswana has started outsourcing nonclinical services at seven public hospitals. Hospital managers are signing contracts without knowing whether outsourcing offers better value for money than “insourcing”. The objective of this study is to assist hospital administrators in making evidence-based outsourcing decisions.Methods: We conducted a cost-benefit analysis of cleaning services at Mahalapye Hospital. We take the hospital manager’s perspective when considering two alternatives: outsourcing, and “insourcing”. We used an activity-based costing approach and monetised benefits by weighting costs of the alternatives based on a service quality survey of hospital managers.Results: After adjusting per quality of the service, outsourcing provides greater value for money in terms of “cleanliness per pula spent” than insourcing. Incremental costs of outsourcing are Botswana Pula (BWP) 5 million (US $524,135) over five years but outsourcing is cost-beneficial after considering quality. The benefit-cost ratio of 1.06 means that outsourcing would return six cents in value for every dollar invested, resulting in net gains for Mahalapye Hospital of BWP 1.7 million (US $182,365) over five years.Discussion: Important lessons for hospital managers include: 1) Assessing the value of outsourcing requires information on the unit price of the outsourced services; 2) Outsourcing can be more costly than insourcing; 3) Outsourcing may be justified if it increases the quality of the service; 4) Collaboration between hospitals and vendors could reduce costs and increase benefits for both vendor and purchaser; and 5) Outsourcing should get more cost-beneficial as vendors and hospitals gain experience working together.Conclusions: The lessons from this study are relevant to other hospitals considering outsourcing agreements. Outsourcing requires managerial skills, supported by sound benchmark data and proper quality monitoring to streamline operations, achieve value for money and improve service delivery so hospitals can focus on core clinical services.


Sign in / Sign up

Export Citation Format

Share Document