Edwards Grace, Abdulali Jane, Kumar Rajakumari Ravi
Al Corniche Hospital, Abu Dhabi.
Pract Midwife. 2011 Jun;14(6):12, 14-6.
This paper describes the successful implementation of the WHO/Unicef Baby Friendly Hospital initiative (BFHI) in a large, culturally diverse hospital in the United Arab Emirates (UAE). Breastfeeding rates in the UAE are high (>90 per cent), although mixed feeding is considered the norm. Traditional religious practices for birth are common which may inhibit exclusive breastfeeding. An action research methodology was chosen as the most appropriate method in which to implement BFHI and a five stage cyclic approach was used. Staff knowledge around breastfeeding and BFHI varied enormously because of the diversity of ethnicity amongst staff. It was initially difficult to engage staff, particularly staff in the delivery suite and theatres, as breastfeeding was not seen as a high priority. There was a great resistance to closing the nurseries as both women and staff felt it was a benefit for the women to have some rest away from their babies, and the concepts of bonding and early feeding cues were unknown. By the time of the assessment for BFHI there was a theory-practice transformation. The implementation of BFHI and the successful achievement of the award can be attributed to ownership.
本文描述了世界卫生组织/联合国儿童基金会爱婴医院倡议（BFHI）在阿拉伯联合酋长国（阿联酋）一家规模大、文化多元的医院成功实施的情况。阿联酋的母乳喂养率很高（>90%），尽管混合喂养被视为常态。传统的分娩宗教习俗很常见，这可能会抑制纯母乳喂养。行动研究方法被选为实施BFHI最合适的方法，并采用了五阶段循环方法。由于员工种族的多样性，员工对母乳喂养和BFHI的了解差异很大。最初很难让员工参与进来，尤其是产房和手术室的员工，因为母乳喂养不被视为高度优先事项。关闭托儿所遭到了很大抵制，因为产妇和员工都认为让产妇离开婴儿休息一下是有益的，而且母婴联结和早期喂养提示的概念并不为人所知。到进行BFHI评估时，出现了理论到实践的转变。BFHI的实施和该奖项的成功获得可归功于自主负责制。
