Additional treatment
Diagnostics, medical assessment, nursing observations, imaging and follow-up can consume additional resources after an event.
Controlling data:internal cost per event / severityWeTraQ / BUSINESS CASE & RISK
HOSPITAL BUSINESS CASE
What does a fall cost the hospital — and how much of that risk is actually addressable?
The economic question is bigger than device price. Relevant exposures include additional treatment and observation, staff time, length of stay, occupied bed capacity, documentation, potential liability claims and the quality of risk evidence presented to insurers.
No promised saving.The calculator uses your assumptions and keeps modelled value, product effect and insurance effect separate.
WHERE ECONOMIC VALUE CAN APPEAR
Six cost and risk blocks instead of one headline ROI number.
Each block should be populated with the hospital's own controlling, quality and insurance data. Under German DRG reimbursement, avoided resource use does not automatically translate one-for-one into realised cash savings.
Staff time
Observation, documentation, handover, incident reporting and coordination consume nursing, medical and quality-management time.
Controlling data:minutes per event × loaded hourly costLength of stay & bed capacity
If an event extends treatment, the impact may include both additional resource use and bed capacity that cannot be used elsewhere.
Controlling data:additional days × internal bed-day valueClaims & complaint handling
Internal investigation, patient communication, record review, legal advice and notifications create cost even when litigation never follows.
Risk data:case count, handling time, retention/deductibleLiability exposure
Patient-safety incidents can lead to liability claims and legal expense. Frequency, severity, documentation and evidence of the actual response process matter.
Risk data:5-year claims history, reserves, legal costInsurance & risk transfer
Better risk evidence can support broker and underwriter discussions. Whether premium, retention, coverage or terms improve is determined by the actual insurance market — not by WeTraQ.
Insurance data:premium, retention, loss ratio, renewal termsHOSPITAL CALCULATOR
Use your own numbers — not a marketing assumption.
The scenario percentage is explicitly not a WeTraQ efficacy claim. Use it to test what measured improvement would be required for a pilot or rollout to carry itself economically.
Modelled current burden€0Treatment + staff follow-up only; excludes liability, bed days and insurance premium.
Scenario: avoidable gross burden€0At the reduction assumption you entered.
Scenario: staff time released0 hFollow-up time only.
Maximum break-even system budget€0Equal to modelled avoidable gross burden.
Net effect after system cost€0Not a profit promise; model before financing, tax and DRG effects.
LIABILITY & INSURANCE
The stronger business case may be a better risk profile — not only lower treatment cost.
Insurers and risk managers care about loss history, process quality, documented prevention and response performance. A digital event and response record can provide additional evidence for that discussion.
But:WeTraQ cannot guarantee a lower premium, retention or improved coverage. Those outcomes depend on the insurer, broker, portfolio, loss history, market cycle and policy structure.
WHAT YOU CAN SHOW AN UNDERWRITER
Event frequencyBaseline and trend by ward / area
Response performanceTime to acknowledgement and resolution
Control implementationWhich measures were actually used?
AuditabilityTimestamps, roles and documented workflow
Loss developmentCompare against internal claims and retention data
WHAT THE PILOT SHOULD MEASURE
The pilot should make the economic case provable.
Do not measure technical availability alone. Capture the variables that controlling and risk management will need afterwards.
Events / 1,000 patient days
Baseline versus pilot period, separated by ward and cohort.
Injury / additional-treatment rate
Which events actually create additional care?
Follow-up time per event
Nursing, medical, documentation and quality-management time.
Response time
From alert to acknowledgement and handling.
Additional length of stay
Only where clinically and methodologically attributable.
Claims / complaints / retention
Link long-term results with risk-management and insurance data.
EVIDENCE BASE
What external evidence tells us — and where it stops.
Germany, 2026 · BMC Health Services Research
A current German hospital economics analysis identifies injurious falls as an economically relevant nurse-sensitive indicator, while noting the lack of direct German/European hospital fall-cost studies and the importance of DRG mechanics.
International hospital evidence · In-hospital fallsObservational evidence associates in-hospital falls with longer stays and additional cost. These are not German unit-cost values, so they are not preloaded into the calculator.
Healthcare risk & insurance · Marsh GermanyRisk management, patient safety, claims cost, liability exposure and insurance terms are treated as linked components of total-cost-of-risk management.
WeTraQ product informationWeTraQ describes auditable incident logs, response times and insurance-ready reporting. In Germany we present this as underwriting/risk evidence, not a guaranteed premium saving.
BUSINESS CASE
Request a business case →We can structure the pilot so the hospital can make a real economic decision afterwards.
That requires baseline data from quality, controlling and — where available — risk management / insurance.