scholarly journals Social Value of Baby-Friendly Hospital Initiative Implementation in Australia: Case Study

2020 ◽  
Author(s):  
Andini Pramono ◽  
Julie Smith ◽  
Jane Desborough ◽  
Siobhan Bourke
Keyword(s):  
Return On Investment ◽  
Public Hospital ◽  
Social Value ◽  
World Health ◽  
Maternity Unit ◽  
Baby Friendly Hospital Initiative ◽  
Maternity Services ◽  
Social Return On Investment ◽  
The Social ◽  
The Cost

Abstract BackgroundBreastfeeding has positive impacts on the health, environment, and economic wealth of families and countries. Nevertheless, barriers to accessing high-quality breastfeeding support are evident in the low global exclusive breastfeeding rate of 41%. The World Health Organization (WHO) launched the Baby Friendly Hospital Initiative (BFHI) in 1991 as a global program to incentivize maternity services to implement the Ten Steps to Successful Breastfeeding (Ten Steps). These were developed to ensure that maternity services remove barriers for mothers and families to successfully initiate breastfeeding and to continue breastfeeding through referral to community support after hospital discharge. However, in 2020 only 26% of Australian hospitals were BFHI-accredited. This study aimed to examine the social return on investment (SROI) of implementing the BFHI in one public maternity unit in Australia.MethodThe study was non-experimental and conducted in the maternity unit of an Australian BFHI-accredited public hospital with around 1000 births annually. This facility illustrated costs for BFHI implementation in a relatively affluent urban population, and more than three in four births in Australia take place in public hospitals. Stakeholders considered within scope of the study were the mother-baby dyad and the maternity facility. We interviewed the hospital’s Director of Maternity Services and the Clinical Midwifery Educator, guided by a structured questionnaire, which examined the cost (financial, time and other resources) and benefits of each of the Ten Steps. Analysis was informed by the Social Return on Investment (SROI) framework, which uses monetary values to measure social, environmental and economic outcomes of change. This information was supplemented with micro costing studies from the literature that measure the benefits of the BFHI. ResultsThe social return from the BFHI initiative in this facility was calculated to be AU$ 1,398,140. The total investment required was AU$ 24,433 per year. Therefore, the SROI ratio was approximately AU$ 55:1 (sensitivity analysis: AU$ 16-112), which meant that every AU$1 invested in BFHI implementation by this maternal and newborn care facility generated approximately AU$55 of benefit. ConclusionsScaled up nationally, the BFHI could provide important benefits to the Australian health system and national economy. In this public hospital, the BFHI produced social value greater than the cost of investment, providing new evidence of its effectiveness and economic gains as a public health intervention. Our findings using a novel tool to calculate the social rate of return, indicate that implementation of the BHFI is an investment in the health and wellbeing of families, communities and the Australian economy, as well as in health equity.

scholarly journals Social value of maintaining baby-friendly hospital initiative accreditation in Australia: case study

2021 ◽  
Vol 20 (1) ◽  
Author(s):  
Andini Pramono ◽  
Julie Smith ◽  
Jane Desborough ◽  
Siobhan Bourke
Keyword(s):  
Sensitivity Analysis ◽  
Return On Investment ◽  
Public Hospital ◽  
Social Value ◽  
Maternity Unit ◽  
Baby Friendly Hospital Initiative ◽  
Maternity Services ◽  
Social Return On Investment ◽  
The Social ◽  
The Cost

Abstract Background Breastfeeding has positive impacts on the health, environment, and economic wealth of families and countries. The World Health Organization (WHO) launched the Baby Friendly Hospital Initiative (BFHI) in 1991 as a global program to incentivize maternity services to implement the Ten Steps to Successful Breastfeeding (Ten Steps). These were developed to ensure that maternity services remove barriers for mothers and families to successfully initiate breastfeeding and to continue breastfeeding through referral to community support after hospital discharge. While more than three in four births in Australia take place in public hospitals, in 2020 only 26% of Australian hospitals were BFHI-accredited. So what is the social return to investing in BFHI accreditation in Australia, and does it incentivize BFHI accreditation? This study aimed to examine the social value of maintaining the BFHI accreditation in one public maternity unit in Australia using the Social Return on Investment (SROI) framework. This novel method was developed in 2000 and measures social, environmental and economic outcomes of change using monetary values. Method The study was non-experimental and was conducted in the maternity unit of Calvary Public Hospital, Canberra, an Australian BFHI-accredited public hospital with around 1000 births annually. This facility provided an opportunity to illustrate costs for maintaining BFHI accreditation in a relatively affluent urban population. Stakeholders considered within scope of the study were the mother-baby dyad and the maternity facility. We interviewed the hospital’s Director of Maternity Services and the Clinical Midwifery Educator, guided by a structured questionnaire, which examined the cost (financial, time and other resources) and benefits of each of the Ten Steps. Analysis was informed by the Social Return on Investment (SROI) framework, which consists of mapping the stakeholders, identifying and valuing outcomes, establishing impact, calculating the ratio and conducting sensitivity analysis. This information was supplemented with micro costing studies from the literature that measure the benefits of the BFHI. Results The social return from the BFHI in this facility was calculated to be AU$ 1,375,050. The total investment required was AU$ 24,433 per year. Therefore, the SROI ratio was approximately AU$ 55:1 (sensitivity analysis: AU$ 16–112), which meant that every AU$1 invested in maintaining BFHI accreditation by this maternal and newborn care facility generated approximately AU$55 of benefit. Conclusions Scaled up nationally, the BFHI could provide important benefits to the Australian health system and national economy. In this public hospital, the BFHI produced social value greater than the cost of investment, providing new evidence of its effectiveness and economic gains as a public health intervention. Our findings using a novel tool to calculate the social rate of return, indicate that the BHFI accreditation is an investment in the health and wellbeing of families, communities and the Australian economy, as well as in health equity.

scholarly journals Capturing the social value of buildings: The promise of Social Return on Investment (SROI)

2016 ◽  
Vol 103 ◽  
pp. 289-301 ◽  
Author(s):  
Kelly J. Watson ◽  
James Evans ◽  
Andrew Karvonen ◽  
Tim Whitley
Keyword(s):  
Return On Investment ◽  
Social Value ◽  
Social Return On Investment ◽  
The Social

The social return on investment in community befriending

2014 ◽  
Vol 27 (3) ◽  
pp. 225-240 ◽  
Author(s):  
Malin Arvidson ◽  
Fraser Battye ◽  
David Salisbury
Keyword(s):  
Return On Investment ◽  
Public Services ◽  
Social Value ◽  
Value For Money ◽  
Long Term Effects ◽  
Content Type ◽  
Social Return On Investment ◽  
The Social ◽  
Post Natal Depression

Purpose – This paper seeks to illustrate the social and economic impact of services delivered by a small charity to families affected by post-natal depression (PND). It highlights challenges and offers insights to the meaning of “social value” and “value for money” for commissioners of public health services. This has relevance for the introduction of new policies regarding commissioning. Design/methodology/approach – The analysis is based on a social return on investment (SROI) approach. Evidence was gathered from quantitative data, interviews and a literature review. The analysis examined short-, medium- and long-term effects, and attributed monetary values to social outcomes. Findings – The service provides a return of £6.50 for every £1 invested. The analysis established outcomes for service users and long-term impacts on families and children. It illustrated how these services are important in achieving more appropriate service responses, providing value for money to the NHS. Findings also relate to the definition of “social value” and “value for money”. Research limitations/implications – There is no common accepted method for identifying financial values for a number of the benefits identified in this analysis. By being transparent in how the analysis was carried out, the paper encourages further critical thinking in this area. Practical implications – Engaging commissioners in this type of analysis may assist them in the use of economic evaluation that includes social values as an input to decision making. Originality/value – The paper contributes to the understanding of “social value” and “value for money” in the context of public services. This is of importance given that the Social Value Act and “Open Public Services” reform are being implemented in the UK.

scholarly journals Social Return on Investment Analysis of the Health Precinct Community Hub for Chronic Conditions

2020 ◽  
Vol 17 (14) ◽  
pp. 5249
Author(s):  
Carys Jones ◽  
Ned Hartfiel ◽  
Paul Brocklehurst ◽  
Mary Lynch ◽  
Rhiannon Tudor Edwards
Keyword(s):  
Local Governments ◽  
Return On Investment ◽  
Chronic Conditions ◽  
Family Members ◽  
Well Being ◽  
Social Value ◽  
Base Case ◽  
Social Return On Investment ◽  
North Wales ◽  
The Social

Local governments and Health Boards are seeking to develop integrated services to promote well-being. Social participation and physical activity are key in promoting well-being for older people. The Health Precinct is a community hub in North Wales that people with chronic conditions are referred to through social prescribing. To improve community-based assets there is a need to understand and evidence the social value they generate. Data collection took place October 2017–September 2019. Social Return on Investment (SROI) analysis was used to evaluate the Health Precinct. Stakeholders included participants aged 55+, participants’ families, staff, the National Health Service and local government. Participants’ health and well-being data were collected upon referral and four months later using the EQ-5D-5L, Campaign to End Loneliness Scale and the Rosenberg Self-Esteem Scale. Family members completed questionnaires at four months. Baseline data were collected for 159 participants. Follow-up data were available for 66 participants and 38 family members. The value of inputs was £55,389 (attendance fees, staffing, equipment, overheads), and the value of resulting benefits was £281,010; leading to a base case SROI ratio of £5.07 of social value generated for every £1 invested. Sensitivity analysis yielded estimates of between 2.60:1 and 5.16:1.

scholarly journals Using the Social Return on Investment Framework to Evaluate Behavior Changes of Individuals Living With Learning Difficulties

2018 ◽  
Vol 24 (4) ◽  
pp. 281-298
Author(s):  
Alan Shaw
Keyword(s):  
Return On Investment ◽  
Single Case ◽  
Learning Difficulties ◽  
Theory Of Change ◽  
Behavior Changes ◽  
The North ◽  
A Value ◽  
Social Return On Investment ◽  
The Social ◽  
The Cost

A number of scholars have raised concerns that many social marketers fail to consider the cost of their programs and its related savings. One solution is to use the social return on investment (SROI) framework, which is rooted in the theory of change. To demonstrate its possibilities, a single case study, focusing on a small social enterprise based in the north of England, was used. They apply social marketing (SM) principles to influence positive behavior changes in people living with learning difficulties. The study was limited to their Teens-n-Twenties program, which was designed to support individuals between the ages of 14 and 25 become more independent. The results demonstrate that the program had an SROI valued somewhere between 2.36:1 and 3.88:1 (i.e., for every pound invested, a value of between £2.36 and £3.88 was delivered in social worth). This evaluation was used as evidence of the program’s effectiveness in a continuing funding bid, and the organization was awarded just under £500 K from the United Kingdom’s Big Lottery Fund. The study contributes to the knowledge and practice of SM by presenting a possible solution to the domain’s concerns on how SM can be evaluated.

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