In 2020, RMHC Australia conducted a nationwide evaluation of the socio-economic return RMHC Houses and programs deliver in each state. The Social Return on Investment (SROI) Report highlighted that RMHC WA delivers approximately $3.60 socio-economic return for every $1 invested in its service.
The value was determined across a breadth of factors including cost savings for families of at least $1,200 for 10 days of RMHC WA supported accommodation.
Through its capacity to support patients and families beyond treatment, efficiencies are generated for RMHC WA’s hospital partners in alleviating bed demand.
“The value of RMHC WA’s integrated care within our state hospital system is just one example of how vital not-for-profit sector support is to deliver quality, sustainable public sector services,” said Peter King, CEO, RMHC WA.
“Like many not-for-profits, our unique value is in agility and innovation to meet the needs across systems and in individual lives. By prioritising the wellbeing of community, we prioritise economic prosperity.”
RMHC WA’s supported accommodation, in-hospital facilities, respite retreats, continued education programs and dedicated personnel are necessary for patients, families and hospital partners to achieve health and wellbeing outcomes.
“We see our service model as an integrative part of maternity, child and adolescent health systems that ‘wrap-around’ hospital and patient needs,” said Mr King.
“It is a significant financial and operational investment that relies on the generosity of community and corporate support. Through our demonstrated socio-economic value there is opportunity for increased government funding and collaboration in forging family-centred health care solutions together.”
Hospitals require specific infrastructure to support optimum medical treatment and management of patient demand. RMHC WA extends the care and support of patients by keeping all members of the family together and supported.
“For patients and families far from home, schools, jobs and support networks, we provide them with a home-away-from-home environment for as long or as regularly they need us,” said Mr King.
It’s an arrangement which allows parents, carers and siblings can stay together and maintain a sense of normal family life.
The breadth of RMHC WA support and services is extensive. It provides quality family accommodation with domestic and recreation facilities with dedicated support personnel 24/7, 365 days a year.
The Learning Centre and Ronald McDonald Learning Program are highly valued by parents and schools for helping kids stay on track with their peers and building self-confidence.
“RMHC WA also provides in-hospital services including supported accommodation for parents and carers with children in critical care, and three Ronald McDonald Family Rooms that integrate respite for adults with play and learning experiences for children,” said Mr King.
RMHC WA has two family holiday retreats in Busselton and Bunbury that all WA families with sick children can access.
“At RMHC WA our corporate partners deeply understand the breadth of challenges for WA families with seriously ill or injured children,” said Mr King.
Many of these companies operate regionally and throughout the state and recognise medical treatment is just the tip of the iceberg.
“Corporate Western Australia is incredibly in tune with its role in community wellbeing. It’s more than a community investment, it’s a collaboration.
“Increasingly, we are seeing greater expectation from partners to provide demonstrable social return on their investment and case study evidence of impact measures,” he said.
“Over the past 18 months our progress in impact measurement has provided invaluable insights to for innovating and extending our services and these are opportunities we will seek support through private and public sector collaboration.”
Time, services and experience – and how to measure the gap they fill
As an organisation, Anglicare WA invests both time and resources on measuring the impact of the services they provide.
All their services collect data on their delivery and outcomes, and the organisation regularly examine the results to gain insights into the work they do.
“Beyond quantitative data, we are embedding lived experience into our organisation, to ensure our service delivery is informed by the voices of our clients,” said Anglicare WA CEO, Mark Glasson.
Measuring data is necessary for a number of other reasons as much of a NFP’s funding comes from government contracts and grants, philanthropic donors and corporate partners, and they need to see their investment is having real impact.
However, as far as Anglicare WA are concerned, impact measurement is about their clients.
“Community services organisations work with people at their most vulnerable, and we have a moral and ethical responsibility to ensure we are continuously striving to deliver the most impactful services, to the people who need it the most, in the way that works best for them,” said Mr Glasson.
“While the work we do isn’t economically driven, it is economically justified. This has been long established through a number of measurements. Research shows investment in early intervention is dwarfed by the savings made by avoiding the need for acute care.”
Here in WA, the McGowan Government is rolling out the Home Stretch program state-wide, offering extended support to young people leaving state care. Anglicare WA piloted the project because as an organisation, they know it will mean much better long-term outcomes for these young people, but there is also a significant economic justification for the state in ensuring these young people avoid future interactions with the health and justice systems.
“The health and community services sector is the largest employer in the country; not only do we support those doing it tough, but we contribute socially and economically by the sheer number of people we employ,” said Mr Glasson.
