Health-Care RTLS ROI Calculator -...

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Health-Care

RTLS ROICalculator

An RFID-based real-time location system can help hospitals and clinics increase asset-utilization rates, reduce lost and stolenequipment, and decrease the amount of timespent looking for equipment. This reportexplains the assumptions behind RFID Journal’sHealth-Care RTLS ROI Calculator.

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© 2011 rFid Journal

CONTENTSAcknowledgements 1

Letter From the Editor 2

Introduction 3

How We Made Our Assumptions 3

An Explanation of the Calculator 4

Section 1: Total Assets Owned 4

Section 2: Average Asset Utilization 4

Section 3: Capital Expenditures on Replacements 5

Section 4: Rental Costs/Savings 5

Section 5: Labor Benefits 6

The Benefits of an RTLS 6

Costs for an RTLS 6

Five-Year View 7

Notes About Our Assumptions 7

The Health-Care RTLS ROI Calculator Example 8

Help Us Improve This ROI Calculator 8

RTLS ROI Calculator Survey 9

RTLS Cost Estimates 12

AcknowledgementsRFID Journal wishes to acknowledge the assistance ofthe following individuals and their organizations in theproduction of the ROI calculator and report, and we alsowish to thank the many people who assisted us but didnot want to be publicly identified. The information andadvice they supplied to the editors of this publicationwere greatly appreciated. However, any errors in thisguide are solely RFID Journal’s responsibility.

Pankaj Sood, founder and director,McMaster RFID Applications LabXerox Centre for Engineering Entrepreneurship& InnovationMcMaster UniversityHamilton, ONwww.businessinnovation.ca

Ed Bortone, CHPA, director of materials servicesand security, Lahey Clinic Medical Center

Kimberly Brayley, director, RTLS project managementoffice, Veterans Health Administration

Al Hardy, capital purchasing agent for assetmanagement, Memorial University Medical Center

DISCLAIMERRFID Journal has done everything possible to producea return-on investment calculator that will help health-care providers estimate the potential benefits that couldbe achieved using a radio frequency identification-basedreal-time location system, but we make no warranty,express or implied, that our ROI calculator will accu-rately forecast a specific organization’s benefits, or thatit will be suitable for every hospital’s or clinic’s purpose.Each health-care organization assumes all risk andresponsibility for its individual use of the calculator andrelated information. RFID Journal accepts no liabilitywhatsoever for any direct, indirect, special or otherconsequential damages of whatever kind resulting fromwhatever cause through the use of this calculator or anyrelated information, even if RFID Journal has beenadvised of the possibility of such damages.

Letter From the EditorHealth-care organizations, particularly in the UnitedStates, are faced with an aging population, rising costsfor evermore-sophisticated health-care technology andpressure on revenue for their services. Some organiza-tions are finding that they can save hundreds of thou-sands to millions of dollars annually by deployingRFID-based real-time location systems (RTLSs). That’sbecause these systems let you track assets in real time,thereby improving asset management. An RTLS is a hard-ware and software solution that lets hospitals find anasset’s position to within a few feet. They typically utilizeactive RFID tags that emit a signal at a set interval.Readers positioned throughout the facility receive thesignal, and software then calculates the item’s positionusing triangulation or other methods.

Knowing where a piece of mobile medical equipmentis located, and whether it is being used or is available foranother patient, can save nurses many hours a week—time that can be spent to provide better patient care. AnRTLS can also greatly reduce the number of items lost ormisplaced, and also increase asset utilization, so hospi-tals and clinics don’t need to procure or rent as muchequipment. In addition, an RTLS can improve preventivemaintenance, so organizations need not replace as muchequipment each year.

How much can your company or organization save?Until now, businesses have had to spend $30,000 ormore to run a pilot just to answer that question. But ashealth-care organizations face ever-increasing deficits,exploratory projects tend to get pushed aside. So it’s nosurprise that many choose not to make that investment.That’s why RFID Journal developed the Health-CareRTLS ROI Calculator. We want to give hospital executivesa tool that enables them to obtain an estimate of thefinancial return that might be expected through betterasset management.

Armed with that information, senior executives canmake an informed decision regarding whether it’s worthinvesting time and money to conduct a pilot. We knowthat every hospital and clinic is different. No calculator

can account for all the differences in facility layout, oper-ational requirements and business processes. But here’show and why this tool can help you estimate the poten-tial benefits.

First, we focused on the main benefits an RTLS canprovide—reduced spending on new equipment andlower rental costs. Then, we estimated the RTLS costs,based on the number of assets a hospital plans to track,as well as other factors.

If the calculator shows a positive ROI with a paybackof less than two years, you should consider launching apilot to refine the inputs. Your particular asset-utiliza-tion rate might be better or worse than we’ve estimated,based on input from those who have already used anRTLS. The pilot will provide you with solid numbers toenter into the calculator, so you can see the likely ROIyou’ll achieve if you decide to move forward and deployRFID at your facilities.

We hope this tool will help you make smart decisionsabout when and where to deploy RFID. At the end of thisdocument, you’ll find a questionnaire that will help usrefine the ROI calculator. If you send it to us, even anony-mously, we will add your input to the averages andcontinue to improve our assumptions. I encourage you tofill out the forms and e-mail them to [email protected].

And if you do run a pilot, we’d love to hear if the bene-fits were in line with our estimates. If not, I hope weunderestimated the ROI!

Mark RobertiFounder and EditorRFID Journal

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HEALTH CARE RTLS ROI CALCULATOR

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IntroductionLike the Internet, radio frequency identification is anenabling technology. That is, it doesn’t necessarily doanything by itself, but it enables other applications, suchas locating equipment, identifying doctors, unlockingdoors for properly credentialed personnel and so forth.In our report, “How to Choose the Right RFID System: AStep-by-Step Guide for Providers of Health Care,” wedocument the many applications being used in theindustry today, including asset tracking, emergencyresponse, hand-washing compliance, inventory trackingand patient tracking.

This calculator focuses on using an RFID-based real-time location system for tracking and managing assets,a major application for hospitals. By focusing only onasset tracking, we can better calculate the return oninvestment. But keep in mind that if the system deliversan ROI for tracking assets, it can easily be expanded todeliver additional benefits, and at little extra cost.

We recommend that you read “How to Choose theRight RFID System: A Step-by-Step Guide for Providers ofHealth Care,” to determine which type of RTLS solutioncan best meet your needs, as well as to understand theadditional benefits that can be achieved.

Why Focus on Asset Management?We recognize that each hospital has issues within itsoperations that RFID systems might be able to address.But asset management delivers a significant return oninvestment, and is the most common applicationdeployed by hospitals today. Once an RTLS is in place forasset tracking, health-care providers can use it to achieveother benefits. In other words, the RTLS is the platformupon which additional applications can be built.

To demonstrate how the Health-Care RTLS ROI Calcu-lator works, we created a “typical” hospital—XYZ Memo-rial Medical Center—and entered data for that company:the number of beds, infusion pumps, pulse oximetersand other equipment it has that can be tracked usingRFID. We utilized baseline data collected from hospitalsregarding their utilization and replacement rates, and

then based our assumptions about the benefits that canbe achieved using an RTLS on information gathered fromhospitals that have already deployed such systems totrack assets.

The ROI calculator shows that XYZ Memorial spent$748,000 to install an RTLS, tag assets and integrate thesystem with its existing asset-maintenance software. Byour calculations, it should receive a return on thatinvestment after 1.5 years. The benefits come mainlyfrom a reduction in capital expenditure and rental costs,due to the higher asset-utilization rates achievedthrough the RTLS.

Each hospital is different. Your facility, for example,might have more rooms or assets than XYZ Memorial,which is why we constructed the ROI calculator to enableyou to enter your own data in key areas—the number ofitems to be tracked, item cost, the number of itemsrented, rental costs and so forth—and to estimate thepotential benefit an RTLS will deliver.

Health-care providers can also run what-if scenarios,or enter data based on the results of a pilot.

You’ll find a printed version of the calculator on page8. To download an electronic version, go towww.rfidjournal.com/RTLScalculator.

How We Made Our AssumptionsTo calculate the expected benefits from using an RTLS, weneeded to make some assumptions. We had to estimatethe likely improvement in asset utilization that would beachieved for assets, and we had to apply those benefits.To estimate the likely improvement in asset utilization,we surveyed RFID Journal readers who had deployed anRTLS, interviewed hospital executives on a one-on-onebasis, and used data written about RTLS deployments inhealth care, in RFID Journal and other publications.

To understand how the benefits might be applied toactual hospitals, we also reached out to a group of medicalfacilities that have yet to deploy an RTLS. This groupprovided some additional data on current utilization rates,


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replacement rates (how many of each type of asset theyreplace each year) and rental-equipment expenditures.

To create a generic hospital that would illustrate theinformation input into the calculator, we averaged thepre-RTLS utilization rates, replacement rates, rental costsand other data. This provides a useful baseline againstwhich hospitals can compare themselves. So the calcu-lator assumes the peak utilization rate for a particularasset might rise from 70 percent to 82 percent. Your facil-ity might be above or below that number, before andafter deploying an RTLS.

An Explanation of the CalculatorThe calculator is divided into two worksheets: ExecutiveSummary and Asset Worksheet. The Executive Summarytakes the results of information entered on the AssetWorksheet and summarizes the benefits and the costs ofan RTLS. By changing the current utilization rate (G18)and the average improvement in asset utilization (G19)in the Executive Summary worksheet, executives can runwhat-if scenarios. (You can also change the utilizationrates for individual assets in the Asset Worksheet.) Thatis, you can see what happens if an RTLS increases assetutilization by only 10 percent, or by 15 percent.

The “Benefits of Improved Asset Utilizations” sectionsummarizes data from the Asset Worksheet. Below is anexplanation of each section of the Asset Worksheet.

Section 1: Total Assets OwnedThe first section of the calculator lists 36 different assettypes that hospitals have tracked with an RTLS. Weprovide a number of assets for our generic hospital,XYZ Memorial, estimate the cost (you can enter youractual expenses), and supply the replacement rate,which is an average of the rates from the hospitals thatsupplied us with this information. There are rows withassets that do not have replacement rates; this isbecause we didn’t have sufficient data to estimate areplacement rate, but you can input the rate for yourhospital (we hope to eventually collect more informa-tion and revise the calculator accordingly). Columns Iand K show how many units are replaced each year, aswell as the associated cost.

Section 2: Average Asset UtilizationThis section shows the estimated utilization rate of eachasset that might be tagged. Most hospitals will not tag everyasset. Some items are too low-value to justify the cost oftracking, and some don’t move widely through a hospitaland, thus, are not challenging to locate. We provide a listof the items that hospitals have tracked, so health-careproviders can estimate the potential cost and benefits fortracking each asset.

We entered an average asset-utilization rate of 70percent prior to deploying the RTLS. By improving assetmanagement with the RTLS, we estimate an average gainof 12 percent in asset utilization. Hospitals can change thecurrent average utilization for all assets by inputting adifferent number in field G18 on the Executive Summaryworksheet. You can also override the formula and inputactual utilization rates for each asset, if you know them.And you can adjust the expected improvement in assetutilization, as noted above, by changing the number infield G19 on the Executive Summary worksheet (or bychanging the values on the Asset Worksheet).

Average unit usage (column G) represents the averagenumber of items needed, given the average utilizationrate. So XYZ Memorial has 350 standard beds, and usesonly 70 percent of them on average, or 245. RTLS canboost utilization rates, so we used the average numberof units utilized (column G) as a base, and then figuredout how many assets would be required at the post-RTLSdeployment utilization rate to ensure that 245 beds areavailable. If the RTLS boosts the average utilization rateto 82 percent for beds, then XYZ Memorial would wantto keep 299 beds available to have 245 on hand (82percent of 299 is 245).

To give another example, our fictional XYX MemorialHospital has 180 infusion pumps, only 70 percent of whichare being used on average. That means the hospital needsonly 126 pumps on an “average” day. With an RTLS, you canboost utilization to 82 percent, which means that 154would be required to ensure XYZ is always able to meetdemand (82 percent of 154 is 126).

To determine how many units of an asset would besaved—left unneeded after boosting utilization rates withthe RTLS—we subtracted the number of units requiredwith the RTLS (column K) from the number available ininventory (column C). So in the example above, XYZ


Memorial would save 26 infusion pumps (the 180 that thehospital currently has in stock, minus the 154 it requires).

Section 3: Capital Expenditureson ReplacementsThe return on investment from an RTLS comes fromreducing the amount of capital that hospitals and clinicsspend on new equipment. Essentially, an RTLS canincrease asset utilization and reduce the incidence oflost or stolen items, and can also enable preventativemaintenance, which can increase an asset’s lifespan.This will reduce the amount of money that needs to bespent in subsequent years to replace equipment.

This portion of our calculator assumes that the unitsfreed up by increasing the asset-utilization rate (AssetWorkshop, section 2, column M) are applied against thenumber of items being replaced (Asset Workshop,section 1, column I). In reality, the items freed up couldbe used up before the five years covered in this calcula-tor. That is, since XYZ Memorial replaces five sequentialcompression devices annually, and only frees up sevenwith improved asset management from an RTLS, thehospital would have two left after the first year, andwould have to buy three more.

We’ve assumed that the units saved will result in thereduction of assets that need to be procured each year.That’s because there are different reasons for whichunits are replaced, and we were unable to obtain suffi-cient data to break down the replacement rate for eachreason, so we have had to approximate the benefitsattained through RFID asset management.

One reason equipment is replaced is that it canbecome obsolete or reach the end of its life cycle.Another reason is that items can become damaged orcease to function. An RTLS can help reduce the amountspent on replacing these items. Being able to trackobjects in real time can enable better asset maintenance,thereby resulting in an increased lifespan. If the utiliza-tion rate for newer equipment improves, then there areunits available when an older item is taken out of use.Obviously, if more items are being replaced due todamage or obsolescence than are freed up by the RTLS,the benefits from the RTLS would decline each year.

But there are other reasons that hospitals replace

items—they can often be lost, stolen or misplaced (takenhome by a patient, for example). An RTLS greatly reducesthe number of assets that end up missing in this manner.Some hospitals report that tagged items are almost neverlost—a considerable benefit. Plus, medical facilitiesoften spend capital to purchase new items becausenurses hoard equipment. An RTLS can reduce hoardingand eliminate such expenditures.

While we hope to be able to break out the differenttypes of replacement expenditures in future versions ofthis calculator, we believe the current formulas repre-sent a reasonable approximation of the benefits that canbe achieved using an RTLS. If we assume 50 units arereplaced every year, 20 might no longer need to bereplaced since they would no longer be stolen or lost. Inaddition, using an RTLS can greatly reduce hoarding, sothose annual expenditures are eliminated.

For the purposes of estimating the ROI, we took thenumber of devices saved by using an RTLS and appliedthem to the number of units being replaced. So, lookingat infusion pumps, XYZ Memorial replaces 12 pumps peryear, at a cost of nearly $87,000. Since using an RTLSfreed up 26 pumps that are no longer needed day-to-day,the hospital need not replace these pumps. The $87,000is attributed to savings from the system, and to the ROI.This is done for each asset.

Section 4: Rental Costs/SavingsHospitals often rent equipment during peak periods. Inany given year, XYZ Memorial rents, on average, 6 infu-sion pumps for 80 days apiece. For each day a unit isrented, it pays $50, so it spends $24,000 a year to rentthese units. But there are still 14 infusion pumps freedup by the RTLS that are available for use. In section 4, weapply the available units to offset the number of daysthat infusion pumps and other equipment are rented.

Another thing to consider is that hospitals often rentspecialty equipment when needed by a patient orpatients. But staff members cannot always distinguishbetween owned and rental equipment. So a bed that wasrented and can be returned ends up being given toanother patient instead, and the hospital continues topay for it, even though it doesn’t need to. An RTLSenables companies to tag rental equipment, flag it in the


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RTLS software and set up alerts, so an item can bereturned when the rental contract is up.

In section 4, we also count toward the ROI money thatcan be saved when an item exceeds the rental contract.For example, XYZ Memorial rented a bariatric wheelchairfor 14 days at a cost of $85 per day. But the chair woundup staying within the hospital for 60 days, costing thehospital an unnecessary $3,910 in rental costs (46 daystimes $85 per day).

The hospitals from which we gathered data do notrent a lot of equipment, but generally speaking, thosethat do see an immediate benefit from using an RTLS.Items that are rented and become mixed in with ownedassets can be identified and returned (many hospitals, ofcourse, pay to rent items that sit idle because there is noeasy way for employees to distinguish a rental unit fromone that is owned).

Section 5: Labor BenefitsIn this section, we examine the amount of labor thatcould be saved since employees will not need to spendnearly as much time searching for mobile equipment.McMaster University’s RFID Applications Lab conducteda time and motion study that found that nurses spend 30to 90 minutes per week looking for equipment, staffmembers spend three hours managing ward inventory,and porters spend roughly five hours searching for equip-ment. The reduction in labor here is not counted towardthe ROI, because there is no way to reduce or redeploythese individuals. Instead, hospitals should consider thehuge labor savings for nurses a soft benefit—one that canbe very important since it can improve patient outcome.

There might be some employee labor in biomedicalengineering that can be redeployed, which could lead toa reduction in labor costs. We do not include any laborsavings in year one, since staff members will be involvedwith tagging items and getting used to the system. Weattributed 20 percent of the hours saved in biomed insubsequent years to redeployment (such as spending agreater amount of time maintaining assets), therebyleading to a small labor savings. Some hospitals reportthat they have not had to hire additional workers as theyexpanded, due to the labor saved with the RTLS, but wehave not factored this into our ROI model.

The Benefits of an RTLSOn line 26 of the Executive Summary, we add up thebenefits of using an RTLS. In our example, XYZ Memorialwould save $349,875 in capital expenditures from replac-ing fewer items. It would save $145,950 in rental costs,and we count a small savings of $8,320 from redeployinglabor. The total benefit is roughly $500,000.

When determining the benefits, the calculatorassumes that the system will be deployed and activatedfrom day one. This might be the case if a companyinstalls and tests the solution in the fourth quarter of ayear, and then activates it on Jan. 1 of the following year.But it is more likely that the system will be installedsometime during the year, and that it will take severalmonths to get all items tagged and staff memberstrained. So in reality, the benefits in year one will likelybe lower than we projected.

Costs for the RTLSIn this section of the Executive Summary, we attempt toestimate the cost of an RTLS. We interviewed all the majorproviders of RTLS solutions for health care, but most wereunwilling or unable to provide an estimated installationand support cost per square foot. When interviewinghospital executives that have deployed an RTLS, we foundcosts varied considerably, even for those using a systemfrom the same vendor. Some paid an installation fee upfront, while others had installation expenses bundledwith a three-year maintenance contract.

We have included generic costs, based on our research,that we feel best approximate a baseline of what companieswill likely pay. This includes $50 per tag, a per-tag $30 licensefee, a $120,000 installation and maintenance fee, $100,000for software integration and $400,000 for professional serv-ices, which would include assistance with determiningwhat to tag, training and project management. Many hospi-tals do not employ outside firms for these tasks, but we wantto cover all costs that a hospital might conceivably incur.

The total investment for a hospital the size of XYZMemorial would be $748,000, which would lead to apayback in roughly one year and five months. Weencourage hospitals to enter their data in sections 1through 5. Section 6 can be updated with quotes fromone or more RTLS providers to determine the likely ROI.


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Five-Year ViewTo provide hospital executives with a complete pictureof their investment in an RTLS, the Executive Summaryprovides a five-year view of the costs and benefits. Itpulls the reduction in rental, replacement and laborcosts from sections 3, 4 and 5. We have assumed thatrental costs would rise by 3 percent annually, and thatsavings would thus increase by that amount, thanks tothe hospital not having to rent as many items.

We have also assumed that the savings achieved byreducing the number of assets will decline by 5 percenteach year. The reduction in lost or stolen items fromusing an RTLS would remain constant, but over time, asthe assets freed up by improved asset utilization areused, there would be fewer idle assets from which todraw, meaning broken or obsolete items would thenneed to be replaced.

We have assumed that approximately 2 percent of thetags will be lost or damaged, or cease functioning, dueto battery depletion or other issues. This is based oninterviews conducted with those already using varioustypes of RTLS solutions today.

Many businesses do not charge a licensing fee; instead,they charge a per-tag license. Most of the hospitals weinterviewed for this project said they did not buy theequipment they use. Instead, they signed a three- or five-year contract including installation and maintenance feesover that period. Maintenance typically includes softwareupgrades, the recalibration of readers, fixing readers thatstop functioning and sometimes changing tags’ batteries.Tags are usually purchased, so we included these anddepreciated them over three years.

Professional services are not, strictly speaking,required. Some hospitals go without them, in fact. Butwe included that expenditure on the calculator becausesuch services can be a major expense for companies thatwant to truly understand how an RTLS can reduce costsand improve patient flow and other operational issues.We’ve included the cost of software integration, whichsometimes is bundled in with professional services.

We’ve also included some cost for IT staff membersfrom the hospital being involved on an ongoing basis.This is not necessarily a hard cost, since employeeswould likely be paid their regular salary, but they mightbe brought in for additional systems integration,

changes to the software interface and other supportissues not provided by the RTLS vendor.

We totaled the annual costs (line 56) and subtractedthem from the benefits attributable each year to the RTLS(line 46) throughout the five-year period. We thendeducted the taxes that hospitals will have to pay on themoney saved (nonprofit institutions that enter zero forthe tax rate in box G14 will not have taxes attributed tothe benefits).

Finally, we determined the annual benefit of the RTLSfor XYZ Memorial. The system will cost the hospital$253,079 during the first year, then save it $225,372 aftertaxes in the second year, $217,307 in the third, $210,278 inthe fourth, and $204,639 in the fifth. The net present valueof the money invested in the system in year five would be$390,140. That means if the hospital wanted to benefit asmuch from investing in something else as it would fromthe RTLS, based on our assumptions, it would require areturn of at least $390,000 over five years to do as well.

Notes About Our AssumptionsThis calculator is really intended as a starting point forhospitals considering investing in an RTLS. Weattempted to provide sample data that is as realistic aspossible, but the reality is that most hospitals have littleknowledge of what their asset-utilization rates are—andeven those that have deployed an RTLS do not alwayshave precise data about asset utilization after deploy-ment. But we have tried to make educated guesses basedon the available information.

Perhaps the most challenging aspect of putting togetherthe calculator was estimating the costs. There simply isn’tgood information available, and what is available isn’tconsistent. But we believe the numbers we have providedrepresent a realistic estimate. As hospitals determine thetype of systems and vendors they might use, managers canplug the numbers from responses to requests for proposalsinto the calculator to estimate the ROI.

While the goal of this calculator is to help hospitalsassess the potential ROI, soft costs should not be over-looked. Freeing up nurses from the tedious work of locat-ing equipment makes their jobs easier and more pleasant,enabling them to spend more time with patients. Thisleads to happier patients and better patient outcomes.


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© 2011 rfid journal

Help us improve this ROI calculatorAccompanying this calculator is a survey. You can help us greatly improve thiscalculator by filling in some or all of the information requested below. Thosewho do will receive a revised version of the calculator. If you can send us theinformation, even anonymously, it will make this tool more useful, whichcould help other hospitals become more efficient.

If you have any feedback on the calculator or want to suggest ways toimprove it, please e-mail [email protected].


Executive Summary Asset Worksheet

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RFID Journal is collecting additional information toimprove the assumptions used to create this return-on-investment calculator. Hospitals will be able to use thistool to enter information about their own operations,and determine the likely costs and benefits of deploying

different types of RTLS solutions (Wi-Fi, ZigBee, ultra-wideband and so forth). Please enter whatever informa-tion you can provide, even if you don’t have all the datarequested.This informationwill be kept strictly confi-dential, and will be used only in aggregate form.

Please enter the number of assets your hospital or clinic currently owns, and how many you replace each year, on average.

RTLS ROI CALCULATOR SURVEY

How many roomsdoes your hospitalhave?

How many beds? How many floors? How many buildings?

What is the squarefootage of yourfacility?

Asset type

Bar-code scanners

Beds

Beds (bariatric electric)

Beds (total care)

Computers/workstations

Crash carts

Cribs

CVVH machines

Defibrillators

Hypothermia units

Infusion pumps

Intoximeters

Isolation carts

Cost per unitAveragenumber ofunits replaceddue to becomingobsolete

Averagenumber ofunits replacedeach year dueto beingbroken ordamaged

Averagenumber ofunits replacedeach year dueto being lost,stolen ormisplaced

Total numberof units

Continues on next page

PLEASE FILL OUT AND FAX TO 1-631-980-4314.

Asset type

Newborn bassinets

Oxygen concentrators

Physiological monitors

Portable patient lifts

Pulse oximeters

Radios (handheld)

Sequential compression devices

Stretchers

Stretcher chairs

Suction regulators

Telemetry monitors

Ventilators/breathing-assistance devices

Vital-sign monitors (mobile)

Wheelchairs (standard)

Wheelchairs

Wheelchairs (bariatric)

Wheelchairs (powered)

Wound-care carts

Other

Cost per unitAveragenumber ofunits replaceddue to becomingobsolete

Averagenumber ofunits replacedeach year dueto beingbroken ordamaged

Averagenumber ofunits replacedeach year dueto being lost,stolen ormisplaced

Total numberof units

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Asset type

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Bar-code scanners

Beds

Beds (bariatric electric)

Beds (total care)

Computers/workstations

Crash carts

Cribs

CVVH machines

Defibrillators

Hypothermia units

Infusion pumps

Intoximeters

Isolation carts

Newborn bassinets

Oxygen concentrators

Physiological monitors

Portable patient lifts

Pulse oximeters

Radios (handheld)

Sequential compression devices

Stretchers

Stretcher chairs

Suction regulators

Telemetry monitors

Ventilators/breathing-assistance devices

Vital-sign monitors (mobile)

Cost per dayDays devices wereactually on site

Days contractedfor

Total number ofunits rented

Please enter the number of assets your hospital or clinic currently rents, as well as the approximate cost per year for each asset. (This will help us calculate the savings that can be achieved.)

Continues on next page


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Asset type

Wheelchairs (standard)

Wheelchairs

Wheelchairs (bariatric)

Wheelchairs (powered)

Wound-care carts

Other

Cost per dayDays devices wereactually on site

Days contractedfor

Total number ofunits rented

RTLS Cost EstimatesIf you have not yet deployed a real-time location system,thank you for filling out the forms above. If you have, wewould be grateful if you would please help us estimate thebaseline costs for deploying an RTLS by answering thequestions below.

Which type of RTLS are you using?(Check the appropriate box.)

Wi-Fi ZigBee Ultra-wideband Active 433 MHz Active 915 MHz Active 2.45 GHz Ultrasound Combination of RFID and infrared Other—please describe:

Do you pay a license fee per tag?

Yes No Don’t know

If you do pay a license fee per tag, how much is it?

Do you pay an annual software license fee?

Yes No Don’t know

If you do pay an annual software license fee, how much is it?

Do you pay annual support fees?

Yes No Don’t know

If you do pay an annual support fee, how much is it?

How much did it cost to have the infrastructureinstalled in the hospital?

Did you use any consultants or systems integrators onthe project?

Yes No Don’t know

If you did use a consultant or systems integrator, what wasthe fee paid for that service?


Please fax this form to 1-631-980-4314.

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