Sets default ward & ICU rates and currency for your country.
Advanced — local cost assumptions
Per occupied bed-day on the surgical ward. Pick a country above to load a benchmark.
Per ICU-day. Typically ~2× the ward rate.
Revenue minus variable cost of one extra admission. Used for the Optimistic scenario only.
Defaults seeded from peer-reviewed articles — see Literature basis on each card. Toggle protocols on to include them in your estimate.
Your hospital's internal project team dedicated to ERAS® implementation — typically a project manager, nurse champion, and audit support. This is part of your total investment alongside Encare's partnership fee.
Annual team cost = FTE × monthly cost × 12. Typically tapers after go-live.
All numbers below are 3-year cumulative totals, summed across the protocols you included and ramped by the adoption curve (default Y1 40% → Y2 80% → Y3 100% of cases reached by ERAS®). Per-year breakdown is available in the year-by-year table further down.
See the year-by-year breakdown
| Metric | Year 1 | Year 2 | Year 3 | 3-year total |
|---|
See the formulas and assumptions
Per-protocol activity (annual, per included protocol)
eligible cases = annual cases × adoption %
bed-days freed = eligible cases × LOS reduction (days)
complications avoided = eligible cases × baseline complication rate × ERAS reduction %
readmissions avoided = eligible cases × baseline readmission rate × ERAS reduction %
ICU-days freed = eligible cases × ICU-share × ICU LOS reduction (days) (only if Include ICU is on)
Scenario 1 — Operational value (conservative)
Operational = bed-days × ward rate × variable-cost share + ICU-days × ICU rate × variable-cost share + complications × complication cost + readmissions × readmission cost
Bed-days are valued at the variable-cost share of the day rate (default 30%) rather than full tariff — because the bed itself stays a fixed cost when emptied. Complications and readmissions are valued at full avoided cost since those are real, billable events that go away. This is the headline number we report.
Scenario 2 — Capacity upside (additional)
new surgeries = bed-days freed ÷ average post-ERAS LOS
Capacity upside = new surgeries × contribution margin + ICU-days × ICU rate + complications × complication cost + readmissions × readmission cost
This applies when your hospital has unmet surgical demand and the operational headroom to refill freed bed-days with new elective cases. Common in private hospitals with waiting lists; not always realisable in capacity-constrained public systems.
Per-protocol defaults
Each protocol's LOS reduction (days), complication reduction, readmission reduction, and ICU-share defaults come from peer-reviewed literature — see the Literature basis on each protocol card in Section 02. Override any value with your hospital's actual data before sharing externally.
Important: components may overlap
The calculator separates bed-day, complication, and readmission savings for transparency, but the underlying clinical effects are not fully independent — for example, fewer complications often cause shorter LOS. Adding all three at full value can over-count by an estimated 5–15% in some specialties. We surface them separately because that is the most common business-case framing; treat the aggregate as an indicative estimate rather than an audited financial forecast.
What is not included
Encare's partnership fee (EIAS®, EIP®) is not shown in this estimate. It becomes part of your total investment alongside your internal team cost — contact us for a tailored quote specific to your scope.