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Connex Value Analysis Tool

This Value Analyzer helps you estimate your potential savings due to a range of potential benefits. The tool comes preloaded with exemplary values that should be reviewed to see how they might apply to your hospital settings.

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Hospital Details

 
 
*Note 1

Falls

 
*Note 2
$
*Note 3
 
%
*Note 4
 
 

Pressure Ulcers

 
*Note 5
$
*Note 6
 
%
*Note 7
 
 

Code Blue Events

 
*Note 8
$
*Note 9
 
%
*Note 10
 
 

Respiratory Events

 
*Note 11
 
days
*Note 12
$
*Note 13
 
%
 
 

Vital Signs Documentation

 
 
%
*Note 14
 
 

Summary

Other calculations and assumptions (Show)(Hide)

Other calculations and assumptions

 
 
 
*Note 15
 
*Note 16
 
*Note 17
 
*Note 18
 
*Note 19
 
 
*Note 20
 
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*Note 24
 

*Note 1These beds on floors such as general care, medical, or surgical wards, as well as telemetry floors can often benefit the most from adding continuous surveillance monitoring. Assumes 100% average daily occupancy. Assumes average length of stay of 4.9 days from http://www.cdc.gov/nchs/fastats/hospital.htm

*Note 2In the US, over 150K falls with injuries occur in US hospitals (http://www.npsf.org/for-patients-consumers/patients-and-consumers-key-facts-about-patient-safety/). Initial estimates prorated from national data.

*Note 3The acute medical care costs of fall-related injuries among the U.S. older adults, Bahman S. Roudsari, et al, Injury, Volume 36, Issue 11, November 2005. A fall on the same level due to slipping, tripping, or stumbling was the most common mechanism of injury (28%). Mean hospitalization cost was US$ 17,483 (S.D.: US$ 22,426) in 2004 US$.

*Note 4Improved Outcomes and Reduced Costs with Contact-free Continuous Patient Monitoring on a Medical-Surgical Hospital Unit, by Harvey V. Brown, MD et al. showed a 62% reduction in falls.

*Note 5In US acute care facilities alone, an estimated 2.5 million pressure ulcers are treated each year. (Staas WE Jr, Cioschi HM Pressure sores-a multifaceted approach to prevention and treatment. West J Med. 1991;154:539-544). Prorated from national rates.

Am Geriatr Soc. 2012 Sep;60(9):1603-8. doi: 10.1111/j.1532-5415.2012.04106.x. Hospital-acquired pressure ulcers: results from the national Medicare Patient Safety Monitoring System study. Lyder CH1, Wang Y, Metersky M, Curry M, Kliman R, Verzier NR, Hunt DR. 4.5% developed at least one new PU during their hospitalization.

*Note 6Russo CA, Elixhauser A. Healthcare Cost and Utilization Project. Rockville, MD: Agency for Healthcare Research and Quality; Apr, 2006. [Accessed December 19, 2006]. Hospitalizations related to pressure sores, 2003. An average charge of $25,600 was billed to the uninsured. http://www.hcup-us.ahrq.gov/reports/statbriefs/sb3.pdf.

*Note 7Improved Outcomes and Reduced Costs with Contact-free Continuous Patient Monitoring on a Medical-Surgical Hospital Unit, by Harvey V. Brown, MD et al. showed a 74.7% reduction of in-unit developed pressure ulcers (stage II and above)

*Note 8Mickelsen et al (www.ncbi.nlm.nih.gov/pubmed/21512366) describes 12 Code Blue events per 1000 admissions. Estimated as number_of_beds*365/LOS*12/1000

*Note 9Poster: Predicting Care Using Informatics, Chris Snyder, D.O. CMIO/CQO, John Morcom, RRT

Director Respiratory Services, Peninsula Regional Medical Center average cost of Code Blue event is $17068

*Note 10"Effect of Contactless Continuous Patient Monitoring in a Medical-Surgical Unit on Intensive Care Unit Transfers" showed a 77% reduction in Code Blue events.

*Note 11HealthGrades Patient Safety in American Hospitals Study, 2011

*Note 12Zhan C, Miller MR. Excess Length of Stay, Charges and Mortality Attributable to Medical Injuries During Hospitalization. JAMA 2003; 290(14):1868-1874

*Note 13International Federation of Health Plans 2011 Comparative Price Report: Medical and Hospital Fees by Country states average Hospital Cost Per Day in US is $3,949. Kaiser Family Foundation's statehealthfacts.org states average Expenses per Inpatient Day in US is $1,910. Used average of $3000.

*Note 1453% reduction per JHIM FALL 2010 Volume 24:Number 4, Vital Time Savings: Evaluating the Use of an Automated Vital Signs Documentation System on a Medical/Surgical Unit By Meg Meccariello et al

*Note 15Assumes average length of stay of 4.9 days from http://www.cdc.gov/nchs/fastats/hospital.htm

*Note 20HealthGrades Patient Safety in American Hospitals Study, 2011

*Note 21Jeffrey M. Rothschild, M.D., M.P.H.; Seth Woolf; Kathleen M. Finn, M.D.; Mark W. Friedberg, M.D., M.P.H.; Cindy Lemay, R.N.; Kelly A. Furbush, R.N.; Deborah H. Williams, M.H.A.; David W. Bates, M.D., M.Sc. A Controlled Trial of a Rapid Response System in an Academic Medical Center. The Joint Commission Journal on Quality and Patient Safety. July 2008 Volume 34 Number 7

*Note 22CIN: Computers, Informatics, Nursing: Eliminating Errors in Vital Signs Documentation, FIELER, VICKIE K. PhD, RN, AOCN; JAGLOWSKI, THOMAS BSN, RN; RICHARDS, KAREN DNP, RN, NE-BC, 2013. The paper vital signs recording had an error rate of 18.75%.

*Note 23JHIM FALL 2010 Volume 24:Number 4, Vital Time Savings: Evaluating the Use of an Automated Vital Signs Documentation System on a Medical/Surgical Unit By Meg Meccariello; Dave Perkins; Loretta G. Quigley, RN, MS; Angie Rock, MBA, CCRP; and Jiejing Qiu, MS

*Note 24What is The Hourly Wage of a Medical Surgical Nurse? by Mike Parker, Demand Media http://work.chron.com/hourly-wage-medical-surgical-nurse-3753.html

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Set forth herein are certain potential financial projections (the “Projections”) prepared by Welch Allyn. These Projections are (1) forward-looking statements that inherently involve risks and uncertainties, (2) are based upon a variety of estimates and hypothetical assumptions which may not be accurate and may not be realized, (3) are for potential illustrative purposes only and (4) are inherently subject to significant business, industry, litigation, economic, competitive and other uncertainties and contingencies, all of which are difficult to predict. In addition, unanticipated events and circumstances may affect the actual financial results in the future. ACCORDINGLY, THERE CAN BE NO ASSURANCE THAT ANY OF THE PROJECTIONS WILL BE REALIZED. THE ACTUAL RESULTS FOR THE PERIODS SET FORTH IN THE PROJECTIONS MAY VARY MATERIALLY FROM THOSE SHOWN HEREIN.
– In addition, the Projections were not prepared in accordance with generally accepted accounting principles or in accordance with standards for projections promulgated by the American Institute of Certified Public Accountants or with a view to compliance with published guidelines regarding projections or forecasts. No independent accountants have audited, reviewed or compiled any of these Projections, performed any procedures with respect thereto, or expressed any conclusion or provided any other form of assistance with respect thereto.
– WELCH ALLYN MAKES NO REPRESENTATIONS, WARRANTIES OR OTHER GUARANTEES TO ANY PERSON OR ENTITY REGARDING THE ACCURACY OF THE PROJECTIONS OR THE ULTIMATE PERFORMANCE OR RESULTS COMPARED TO THE INFORMATION CONTAINED IN THE PROJECTIONS. IN NO EVENT SHALL WELCH ALLYN HAVE ANY LIABILITY OR RESPONSIBILITY FOR ANY INACCURATE OR INCOMPLETE PROJECTIONS OR THE FAILURE TO ATTAIN ANY PROJECTED RESULTS.  Moreover, Welch Allyn does not intend to update or otherwise revise the Projections to reflect the occurrence of future events even in the event that any or all of the assumptions underlying the projections are shown to be inaccurate or incomplete.