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Here’s an example:

A hospital located in the Midwest has an average daily census of 35 patients. The hospital has a hospitalist and NP during the day and call coverage at night.

In using the call coverage at night, the hospitalists and NPs are experiencing fatigue and burnout. The hospital fears retention of these providers may be an issue. The hospital is also concerned that it may be missing out on some night admissions.

The hospital does not have a full-time cardiologist on staff. The hospital has to transfer almost all of the cardiology consults to another facility. With an aging patient population, the hospital would like to start a stroke program. This would keep patient care close to home. What would be the revenue potential to start calculating the ROI?

Potential revenue elements:

1. Patient retention for night admissions.
2. Low acuity cardiology patient consultations
3. General non-TPA patient retention

Use the Revenue Retention Calculation to find out incremental revenue from having TeleNocturninst, TeleCardiology and Telestroke.

1. For the TeleNocturnist service, you determine that you had roughly 50 ED transfers last year mainly as a result of having the call coverage at night and inability to properly assess the patient and keep patients in-house.
2. For TeleStroke coverage, you calculate you transferred approximately 3 patients a month or 36 for the year to other hospitals for stroke related symptoms.
3. In evaluating Cardiology, you estimate the hospital transferred about 110 patients given that cardiology specialties were not available.

Based on these figures, your first step in calculating ROI shows revenue retention of approximately $598,900. A substantial amount for any hospital.