Secondary Logo

Institutional members access full text with Ovid®

Cost-Benefit Analysis of a Support Program for Nursing Staff

Moran, Dane, MPH*†; Wu, Albert W., MD*†; Connors, Cheryl, MS; Chappidi, Meera R., MPH*†; Sreedhara, Sushama K., MBBS; Selter, Jessica H., MD*; Padula, William V., PhD

doi: 10.1097/PTS.0000000000000376
Original Article: PDF Only

Objectives A peer-support program called Resilience In Stressful Events (RISE) was designed to help hospital staff cope with stressful patient-related events. The aim of this study was to evaluate the impact of the RISE program by conducting an economic evaluation of its cost benefit.

Methods A Markov model with a 1-year time horizon was developed to compare the cost benefit with and without the RISE program from a provider (hospital) perspective. Nursing staff who used the RISE program between 2015 and 2016 at a 1000-bed, private hospital in the United States were included in the analysis. The cost of running the RISE program, nurse turnover, and nurse time off were modeled. Data on costs were obtained from literature review and hospital data. Probabilities of quitting or taking time off with or without the RISE program were estimated using survey data. Net monetary benefit (NMB) and budget impact of having the RISE program were computed to determine cost benefit to the hospital.

Results Expected model results of the RISE program found a net monetary benefit savings of US $22,576.05 per nurse who initiated a RISE call. These savings were determined to be 99.9% consistent on the basis of a probabilistic sensitivity analysis. The budget impact analysis revealed that a hospital could save US $1.81 million each year because of the RISE program.

Conclusions The RISE program resulted in substantial cost savings to the hospital. Hospitals should be encouraged by these findings to implement institution-wide support programs for medical staff, based on a high demand for this type of service and the potential for cost savings.

From the *Johns Hopkins University School of Medicine; †Department of Health Policy and Management, Johns Hopkins Bloomberg School of Public Health; and ‡Johns Hopkins Hospital, Baltimore, Maryland.

Correspondence: Albert W. Wu, MD, 624 N Broadway, Hampton House, 653 Baltimore, MD 21205 (e-mail:

The authors disclose no conflict of interest.

Supplemental digital contents are available for this article. Direct URL citations appear in the printed text and are provided in the HTML and PDF versions of this article on the journal’s Web site (

Copyright © 2019 Wolters Kluwer Health, Inc. All rights reserved