Private, browser-only calculation. Blank means unknown; zero means none.
Your estimate
Replace calculator answers with an example? Contact details will stay unchanged.
Illustrative example, not a hospital result.
Time the affected service cannot operate. This is elapsed outage time, not surgery time.
hours
Estimate service interruption with the selected spares level, not technician labor time. No onsite spares matches Today and locks the comparison; previous stocked-spares answers are retained. This is an assumption, not a response-time promise.
hours
Use an estimate for the affected service only. Exclude rental, emergency labor and return visits if adding them separately below. A published surgery-minute cost is not an hourly outage rate.
$ / hour
Metric: Scheduled case minute displacedWhich of this building's own numbers the event is priced in
Both halves of this rate are already on file at every hospital in the state. Each year it reports its operating minutes and what surgery cost. So the rate exists for each hospital, and nobody has to buy it. The published figure behind it came from reports that 302 hospitals filed with the state. Those reports covered 2014. The count comes off the hospital's own block schedule. It is the booked case minutes that fell inside the window and did not run. Never staffed room hours. Never the hours the equipment was down. This rate is priced per minute of surgery. The minutes run from when the patient goes under to when the patient comes out. Multiplying it by the hours the plant was down is not a loss. It is two clocks mixed up.
Childers CP, Maggard-Gibbons M. Understanding Costs of Care in the Operating Room. JAMA Surgery 2018;153(4):e176233
Step 2Pull the block schedule
Is the block schedule on hand?
Yes means someone has the block schedule for those rooms and that date.
The block schedule here means an extract or an export from the scheduling system covering those rooms on that date. A recollection of how busy the suite usually runs is a different thing, and it does not answer this box.
The box opens at yes so the page can put a figure on the screen before anyone leaves to go and find the schedule, and the answer can be changed the moment someone has looked.
Answering no closes nothing in the hospital. It stops the page costing the operating-room and imaging lines, and the page then names the block schedule as the document it is still waiting on.
minutesNot set
0100,000
Booked minutes of surgery that could not run, not elapsed outage minutes.
The count runs from when the patient goes under to when the patient comes out, and it adds up the cases the block schedule had booked in those rooms. The length of the outage is a different number, and so are the hours the rooms sat held open with nobody in them.
This box opens with nothing in it because nobody publishes how many booked case minutes a breakdown takes out of a hospital. The nearest published figure is the room time for one visit that ends the same day, which covers a single case rather than an outage, so it is not stood in here.
A zero would say the schedule was read and showed nothing booked inside the window, and only the hospital's own schedule can say that. Until a count lands in the box, the operating-room line names this box instead of costing it.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
$Not set
dollars per operating minute
Market average: a published study of California hospitals.
Condition of use: The study says more than half of this cost cannot be changed in the short term.
0200
The hospital's own yearly cost filing holds this rate.
Starting value $19.80 per operating minute. Arithmetic on a published table: indirect cost $16.43 plus other direct cost $3.37. Those are two of the six parts of the inpatient cost per minute in Childers and Maggard-Gibbons, JAMA Surgery 2018, Table 4. The table is titled Cost per Minute Including Direct and Indirect Components, by Setting. The study looked at 294 inpatient hospitals in California, and the year was fiscal 2014. That sum is CCMS's reading of the cost that keeps running while no case runs. The paper reports the parts, not the sum, and makes no fixed or variable claim. The rate is priced against anesthesia start to anesthesia end, so the multiplicand is booked case minutes and never elapsed outage hours. Three stated limits apply. The results cover short-term hospitals in California, and they leave one large integrated health system out. Costs of operating-room time have risen faster than the medical consumer price index. More than half of this cost cannot be changed in the short term. In the hospital's own filing this line is Surgery and Recovery Services. With the optional allocated-overhead page filed it is other direct expense plus allocated cost. That total is divided by the hospital's own operating minutes. Where that page is blank it is other direct expense alone. Record: 91-S6-verification-raw.json, healthcare, index 1, fetched.
This rate covers what the room costs whether or not a case runs. Pay and benefits stay out of it, because the next box asks for those. Supplies stay out for good, since a pack that was never opened is not a loss.
The box opens on a market average rather than on this hospital's own number, so a figure stands on the screen before anyone walks to the filing. Most of that average is overhead, and the overhead belongs to the study behind it. Nothing on this page calls the figure a direct cost.
The average leaves out all pay and all supplies, so it is a floor rather than a guess. A figure read off the hospital's own filing replaces it the moment it is typed in.
Overhead and the write-down on equipment are part of the half of this cost the study says cannot be changed in the short term.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
$Not set
dollars per operating minute
Market average: a published study of California hospitals.
0200
The same yearly cost filing holds pay and benefits for the room team.
Starting value $14.00 per operating minute. Arithmetic on the same published table: wages $10.00 plus benefits $4.00. Those are two more parts of the same inpatient cost per minute, out of Childers and Maggard-Gibbons, JAMA Surgery 2018, Table 4. The study looked at inpatient hospitals in California, and the year was fiscal 2014. This is the pay of the room team. It reaches the figure only through the share of staff held on the clock. That sum is CCMS's reading; the paper reports the parts, not the sum. In the hospital's own filing this line is salaries plus benefits for Surgery and Recovery Services. That total is divided by its own operating minutes. The same three stated limits apply. Record: 91-S6-verification-raw.json, healthcare, index 1, fetched.
This rate is pay and benefits for the room team, and it is that total split across the hospital's own minutes of surgery.
The box opens on the same published study as the box above it, so the figure on the screen is a stand-in for California as a whole rather than this hospital's own filing.
None of this rate reaches the total until the share held on the clock is answered in the box below, so anyone the hospital moved to other work is never counted.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
percentNot set
Payroll shows which of that team the hospital paid through the hold.
The share covers staff the hospital paid through the hold and could not move to other work. With everyone moved to another suite, the share is zero.
This box opens blank on purpose. Sending a surgical team home and holding it on the clock are very different bills, and there is no honest number to pick on the hospital's behalf.
While the box is blank the operating-room line counts only what keeps running with the room empty, which is the floor. A zero is a real answer and is priced as one: it says the team was moved and no pay was held against the idle rooms.
Is the optional overhead page part of the cost filing?
Yes means the hospital filed the optional overhead page with its cost report.
Some hospitals file that page and some leave it blank. Where it is blank the rate above still answers off the pages every hospital files, and the figure is simply smaller, because it carries no share of this hospital's own overhead.
The box opens at no because a blank page is the commoner answer and because no asks the least of the hospital.
On a no the page says out loud that a figure built this way carries none of this hospital's overhead, and that the starting value above is mostly overhead belonging to the study behind it. Saying which is which beats letting one pass for the other.
hoursNot set
05,000
The schedule records the weekend and after-hours blocks the hospital added.
The count is the extra blocks the hospital ran that it would not otherwise have run, opened to catch the moved cases up.
The box opens blank because no published average measures those extra blocks, while the schedule records them as a fact.
A zero would say the hospital bought no time back at all. That is the schedule's answer to give, so the box opens empty and the make-up premium waits on it.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
$per hourNot set
020,000
The hospital's own pay scale holds the premium for one of those hours.
The figure is the premium only. It is what one of those hours costs the hospital above a normal scheduled hour, across the whole room team.
The box opens blank because nothing published measures what a whole room team costs above a normal booked hour.
A zero would read as a premium of nothing rather than as a question still open, so the box stays empty until the pay scale answers it.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
casesNot set
05,000
The schedule shows which canceled cases never came back within 30 days.
The count covers cases canceled for the hold and never done at this hospital at all. A case that simply moved to another date is not one of them.
The box opens blank because the only published reading found is a share of canceled operations put back on the list within 30 days at veterans' hospitals. A percentage cannot open a box counted in cases, still less one counted at this hospital after a hold.
A zero would claim every canceled case came back. That is the hospital's finding to make, so the box opens empty and the migrated-case line names it.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
$Not set
0200,000
The finance office holds contribution margin by service line.
The figure is margin and not the charge. It is what the case leaves the hospital after the costs that happen only because the case happened.
The box opens blank because margin by service line sits in the finance office and nowhere in public. A charge off a price file is not a dollar the hospital keeps, so no price file stands in here.
A zero would price a case at nothing, which is a different fact from a figure the finance office has not looked up. Until the margin is in the box, the migrated-case line names it.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
slotsNot set
020,000
The imaging department counts the slots that never came back within 30 days.
The count is slots lost to the hold and never rescheduled at this hospital. It counts slots, not the hours the scanner sat warm.
The box opens blank because no published figure counts imaging slots lost to a hold and never rebooked.
A zero would say the backlog had been worked off in full. That count belongs to the imaging department, and the page waits on it rather than answering for it.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
$Not set
0100,000
The hospital's own published price file holds the rate for that code.
The figure is weighted across the payers that price that code, at this hospital's own mix. Any one payer prices only about a third of the codes in the file, which is why the weighting runs across the payers that do price it.
Federal rules put that price file in public view, free and with no login, so the numbers behind this box are already there to read.
The box opens blank because a rate from anywhere else would be a different hospital's price. A zero would value a slot at nothing, which is not what an empty box means.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
$Not set
010,000,000
The policy names the deductible on the line that answers for a failure like this.
The line to read is whichever one answers for a failure like this. On most policies it is called equipment breakdown or business interruption.
The box opens blank because CCMS will not take a typical deductible and call it this hospital's.
A zero would be a claim of its own, that the cover pays from the first dollar. Blank says instead that the policy has not been read yet.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
$Not set
0100,000,000
The policy shows what limit that same line carries.
The figure is the limit on the same line of the policy that carries the deductible above. Where the policy states none, or where a failure like this falls outside the cover, nothing comes off the operating-room stack.
While the box is blank the page shows that whole stack as the hospital's to carry, because a limit nobody has stated takes nothing off.
A zero would say the same thing in a way that could be read as a limit stated at nothing. This is the one place where the hospital's own answer pushes the number down, and CCMS hands that lever over in the open rather than guessing at a policy it has not read.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
$Not set
0100,000,000
The policy shows whether spoiled stock has a limit of its own.
Spoiled stock usually sits under its own smaller add-on, apart from the equipment-breakdown cover above. Which of the two the blood bank falls under is worth reading off the policy.
The box opens blank, so the cold-chain figure stays with the hospital in full until a separate add-on has been read off the policy.
Blank says that plainly, where a zero could pass for a limit that answers for nothing. The cold-chain line drops as soon as the real limit is in the box.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
findingsNot set
020
The compliance office holds the count of those penalties.
Immediate jeopardy is the term a survey uses when it finds that a patient is in serious and immediate danger. The count of those penalties over three years decides which ceiling the next finding would be measured against.
The box opens blank because the count sits with the hospital's compliance office and nowhere else.
A zero would claim a clean three years on the hospital's behalf, and that answer picks the ceiling. While the box is empty neither ceiling shows and the compliance list names the box, which is more honest than showing the lower one on an assumption.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
Step 3Describe the equipment serving those rooms
Is there a standby unit, with a load test on paper in the last 12 months?
Yes needs both a standby unit and a load test written down in the last 12 months.
Both halves matter. A standby unit nobody has run under load is not proven, and a test nobody wrote down is not on paper. The question reaches this loop or air handler only, never the whole building.
The box opens at no, because no is the answer that lets the hospital's own figures show.
A yes brings an explanation of why nothing is priced for this zone. Where the schedule and the logs already record that the event reached these rooms, the measured figures stand.
Would hooking up temporary cooling here need state review first?
The compliance office knows whether a temporary hookup here needs state review.
Operating rooms are licensed space, and so are isolation rooms and the pharmacy. Putting temporary gear into a licensed room is not always a straight hookup.
The box opens at no because no is the answer that shortens the window and keeps every figure on this page smaller.
On a yes, or where nobody is sure, the window becomes the full repair rather than the rental.
This one is CCMS engineering judgment, not a cited rule. It comes from its own California hospital permitting history, Jared Peters, CCMS.
dosesNot set
0100,000
The pharmacy knows which doses were in the cleanroom and could not be released.
The count is doses that were in the cleanroom when it lost its pressure or its temperature and could not be released.
The box opens blank because a hold between batches destroys nothing and a hold in the middle of one destroys a great deal. Only the pharmacy knows which of the two happened here.
A zero would answer that on the pharmacy's behalf, so the box opens empty and the compounding line names it.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
$Not set
050,000
The hospital's own invoices hold the cost of the drug and the consumables.
The figure covers the drug and the consumables that go into one of those doses.
The box opens blank because drug cost swings too far between a saline flush and a biologic for any stand-in to mean anything.
A zero would read as a dose that cost nothing to buy, which is a different fact from a cost nobody has looked up yet.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
dosesNot set
0100,000
The purchase orders hold the count of doses actually bought.
An outsourcing facility is a plant registered to make sterile doses for hospitals. The count is the doses actually bought from one, not the doses the cleanroom makes in a normal day.
The box opens blank because the count is counted rather than worked out from how long the room was down. A day count times a daily rate would invent doses nobody bought.
A zero would say none were bought at all, and the purchase orders are what settle that.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
$Not set
050,000
The hospital's own invoices show both prices for the same dose.
The figure is the difference only: the outsourcing price minus the hospital's own in-house cost for the same dose.
The box opens blank because only the gap between the outside price and the in-house cost is a loss, and that gap sits on the hospital's own invoices.
A zero would state that the two prices matched, which is an answer rather than a question still open.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
unitsNot set
020,000
The monitoring record on that refrigerator holds the count.
The count comes off the record that watches that refrigerator around the clock, and it covers the units the record shows outside 1 to 6 degrees C.
The box opens blank because without that record there is no count, and this page says so rather than estimating one.
A zero would say the record had been read and every unit held between 1 and 6 degrees C. That is a reading rather than an opener, so the page names the record it waits on.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
$Not set
020,000
The blood supplier's bill shows what the lost units cost to replace.
The figure is what the blood supplier billed the hospital for the units actually lost.
The box opens blank because prices differ by supplier and by product, and CCMS will not average one hospital's price against another's.
A zero would price a replaced unit at nothing, which is not the same as a price nobody has looked up.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
roomsNot set
0500
The drawings show which isolation rooms sit downstream of the failed unit.
Isolation rooms are held at lower pressure so air cannot drift out of them. This box counts the ones downstream of the failed unit. They often sit on their own air handler, so the answer is worth checking rather than assuming.
The box opens blank because a room downstream of this equipment has to be claimed rather than assumed, and so does the absence of one.
A zero would state that no isolation room sits on this equipment, and that answer comes off the drawings. Blank fires no duty and claims no room.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
daysNot set
03,650
The hospital's own log shows the check that failed and the date it failed.
The count starts at the check that failed in the hospital's own log rather than at a believed start, because the check is the only moment anyone actually knew.
The box opens blank because where no such check is on record there is no count to state.
A zero would say the rooms were usable throughout, and that is the log's answer to give.
The two figures at the ends of the slider are the smallest and the largest answers this box takes. They mark the edges of the question. Neither one is a typical figure for this hospital, and neither one is a suggestion.
degrees FNot set
A thermometer or the building system gives the hottest reading during the hold.
The reading has to be a real one, taken while people were working in sterile processing or the clean core.
The box opens blank because no research on file holds a reading from a sterile-processing room in a hold, and a guessed reading would either fire the indoor-heat duty or quietly clear it.
The compliance list names this box until a real reading is in it.
Is this equipment on the emergency power branch?
Yes means this unit itself restarts on the generator.
The question is whether this unit restarts on the generator. Whether the building has a generator at all is a different question.
The box opens at yes, because yes is the answer that fires no duty.
Where the unit sits on normal power only, the compliance list names the federal rule that reaches it.
Questions included in this metric
Every question in this panel feeds the figures beside it. Nothing is set aside.
Starting values, blanks and sources
Every box below opens blank, or at a starting value. A starting value stands only until the site's own figure takes its place. It is named under its box, with its source, and with its working one symbol away. A blank box is refused by name until the site answers it. Every box says why behind the information symbol beside its question.
Repair costs to include
Select only costs not already counted above.
Regional T3 planning allowances from the existing calculator, not a binding quote or a promise of service coverage. Base covers the other California counties; North/SF covers San Francisco, Marin, Sonoma, Mendocino and Lake. The default is Base, matching the original calculator. Confirm the applicable rate before relying on an estimate.
Changing area updates only allowances still linked to regional pricing. Your overrides are preserved; use the reset button to restore a regional allowance.
Temporary equipment
Elapsed days awaiting approval to purchase the failed part and delivery of that part. Do not add overlapping periods twice. This excludes diagnosis, installation, testing and approvals unrelated to purchasing the part. Temporary equipment may restore service sooner.
days
A matching, usable part onsite can avoid purchasing approval and delivery wait. With stocked spares, edit the remaining wait for this failure. No onsite spares always matches Today; stored overrides return when a stocked-spares level is selected.
days
Additional days for diagnosis, repair and testing, excluding the parts wait. This time is held equal in both scenarios.
days
Daily rental charge. This scenario rents equipment for the full parts wait plus other repair time. Exclude costs already included in the hourly loss estimate.
$ / day
Upfront allowance for 3 people × 8 hours installing and 3 people × 8 hours removing: 48 person-hours, plus 6 technician-day truck charges. Both scenarios include this once when rental is needed. Excludes rental days, initial fault diagnosis and separate part-installation return visits. Replace with a quote for a different crew or scope.
$ / event
With stocked spares, choose No only if temporary equipment is avoided altogether. No onsite spares includes the same rental as Today. The prior choice is retained for stocked-spares levels. Rental duration is parts wait plus other repair time.
Emergency labor and installation
Initial service allowance, default 8 person-hours, including diagnosis and routine installation of electrical boards or most sensors within that time. The starting rate assumes overtime. Spares do not remove this allowance; both scenarios use the same hours and rate. Enter only extra installation work below, excluding labor already covered by this allowance or a return visit.
hours
Always equals the Today hours. Onsite spares do not replace initial emergency diagnosis.
hours
Overtime allowance: 1.5 × the regional T3 standard planning rate derived from the existing calculator pricing table. This applies to the entered first-day emergency hours in both scenarios. For regular hours, use the quoted regular rate; for mixed regular and overtime hours, enter the total labor charge divided by total hours. The multiplier is already included in this field and is not applied again. This is not hospital payroll; rental installation/removal and return-visit allowances retain standard pricing.
$ / hour
Optional work beyond the initial service allowance and labor already included in a return visit. Zero means no additional time. These hours are charged equally in both scenarios: onsite spares do not remove installation work. Fans and compressors require planning and a return trip; retain those trips under Return visits. Do not enter elapsed rental days here.
person-hours
Starts at the regional standard rate for planned work. Replace it with the applicable quoted regular, overtime or blended rate. The entered rate is applied once to additional person-hours in both scenarios. Truck charges are handled by the return-visit allowance, not added again here.
$ / hour
Return visits
Extra trips after the initial response. Enter zero if none. Exclude visits already included in another labor charge.
visits
Stocked-spares levels avoid up to 1, 3 or 5 separately billed returns, but never the planned installation visits retained below. Routine boards and most sensors may fit the initial allowance. Fans and compressors need planning and a return trip. A manual comparison cannot fall below the planned visit count. No onsite spares always matches Today.
visits
Visits that remain necessary even with the failed part onsite. Use at least one for a fan or compressor replacement requiring a planned return. Enter zero for routine work completed within the initial allowance. These visits are included within Today returns, not added on top; Today returns must be at least this count. Spares cannot reduce the comparison below this count.
visits
Starts at four hours at the regional T3 standard rate plus one $250 truck charge. This is a separate return-to-install allowance, not rental removal. Exclude work already included in first-day labor or another charge.
$ / visit
Published hospital examples
Published examples, not preset answers:
St. Rose Hospital: $22.26 per operating minute, including allocated costs. Fiscal year ended September 30, 2024; report 10(5), row 235.
Kaiser San Leandro: $26.82 per operating minute, direct costs only. Fiscal year ended December 31, 2024; report 17(8), row 235.
These reports include different cost components. They are not a like-for-like ranking, an outage-hour rate, or substitutes for the separate room and payroll inputs above.
The current starting inputs retain the component breakdown from the 2018 study, using fiscal 2014 data. A 2026 study reports a newer total-cost benchmark, but its abstract does not provide the component detail needed to replace those inputs.
Reports checked September 7, 2026. If a report link expires, use HCAI Hospital Financials and search facility 106010967 or 106014337 for the fiscal year shown.
Insurance estimate · optional
Confirm coverage with the policy, broker or insurer before enabling this simplified estimate. It applies the same per-event deductible and payment limit independently to Today and CARE, after the operational reduction.
Retained loss = loss − min(payment limit, max(0, loss − deductible)). Blank terms are unknown, not zero. Waiting periods, coinsurance, exclusions and annual aggregate limits are not modeled. Repair add-ons are excluded from this view, and the main comparison remains before insurance.
These answers have their own results below. They are not added to the dollar estimate.
Retired model compatibility data
Compliance exposure
Published duties with a section number. No economics. No assumptions. Nothing out of the finance office.
Nothing is here yet, because this list is waiting on answers. It waits on plain readings taken off the hospital's own records: the hottest reading in sterile processing or the clean core during the hold, the blood units the monitoring record shows went outside 1 to 6 degrees C, a yes or a no on whether this equipment sits on the emergency power branch. A published rule that one of those readings crosses then appears here with its section number. A rule whose box is still blank is named here as untested, never as passed.
Cash
What the event costs the site, from its own contract and its own logs.
Nothing is here yet, because this list is waiting on answers. It waits on two things at once: the scheduled case minutes that fell inside the window and did not run, and the cost per operating minute the hospital's own books already put on a room standing empty. A price nobody has agreed to in writing is not invented here. An answer of zero is a real answer, and it is priced at zero rather than dropped from the list.
Revenue
A figure shows here only where the hospital's own margin record puts a value on the work that did not run.
Nothing is here yet, because this list is waiting on answers. It waits on two things at once: the cases and imaging slots that never came back on the schedule within 30 days, and the contribution margin the hospital's own books already carry for one of them. A rate nobody has put in writing is not invented here. Where the rate is in hand and the box beside it is blank, the blank box is named here instead.
Outcome
Reported, never priced. CCMS would have to guess at a dollar here, and a guess belongs in a conversation.
Nothing is here yet, because this list is waiting on answers. It waits on counts rather than money: the isolation rooms on this same equipment, the days those rooms could not be used for isolation, a yes or a no on whether hooking up temporary cooling would need state review first. Those counts are reported here and never carry a dollar, and they are never added into the money lists on this panel.
These four lists are never added to each other. A duty owed under a rule is not a revenue estimate. Adding them lets a reader discount both. One strip at the foot of this panel carries an annual figure. That strip is the only place a combined figure appears.
What this analysis did not put a number on
How long the rooms stay out. This is not a box on this page. It turns on what failed, what parts exist, and what has to happen before a licensed room can be used again. That is a person looking at the machine, not a form, and what a CCMS response costs is a conversation rather than a field.
Protective-environment rooms and inpatient beds on the same equipment. A positive-pressure room for a patient with no immune system, and an occupied bed, are both real exposure, and neither has a rate CCMS can honestly put on it here. CCMS counts them room by room in the assessment instead.
MRI cold head, helium and quench risk. Losing cooling to a magnet is a physical chain nobody disputes. Every dollar figure CCMS could find for it comes from a company that sells the repair. The real figure sits in the hospital's own equipment service agreement, and in the conditions that agreement sets for coverage to stay valid.
Infections attributed to a plant condition. Published costs per infection exist. The share of a hospital's infections caused by an air handler does not, and nobody can work it out at a single hospital. Multiplying a real cost by an invented share would produce the most impressive number on this page and the least defensible one, so CCMS leaves it off.
The standing energy penalty from a degraded plant. A plant running badly costs more every hour, with no failure at all. Turning that into a dollar needs the hospital's own bills, corrected for weather, and a recoverable share CCMS would have to assert rather than measure. It belongs in the assessment.
Any dollars-per-hour or dollars-per-minute-of-outage figure. Cost per operating minute is priced against minutes of anesthesia time, not against the clock on the wall. Multiplying it by the hours the equipment was down is the commonest way this number gets inflated, and it can turn a quiet weekend with no case booked into six figures. This page multiplies only the case minutes the hospital's own schedule shows were displaced.
Another hospital's cost per operating minute. Two named California hospitals publish figures CCMS could have printed here. CCMS has not confirmed them, so they are not on this page. The only per-minute figure that belongs here is the one out of this hospital's own filing.
Whether a canceled case comes back or is lost for good. No hospital tracks it and no public source answers it. So the cash figures above never depend on it: they count what burned while the room sat empty, which is the same either way. Only the revenue lines ask, and they ask for a count of the cases and scans that never came back rather than for a percentage.
What a year of this costs, and what the CARE system takes off it
CARE is CCMS's own service program rather than an industry term, and no outside body defines it. The name lists what the program does: clarify condition, anticipate failure, reduce downtime and lifecycle cost, extend asset life. The part of the program that shortens an outage is a shelf of critical spare parts kept on site. On this page it comes off one line only, the part of the equipment-breakdown loss that grows with how long the room stays out. The third figure is what the spares level set above takes off that one line, which is CCMS's own operating judgment rather than a promise.
Critical spares level
The level says how much of the critical spares list is on the shelf when the failure happens.
These four levels are CCMS's own operating judgment, drawn from its own job history. No published source stands behind them, and this page does not dress them up as one.
The control opens at High Impact, the same level the free calculator opens at, so the two tools agree. High Impact assumes a shelf good enough to take out three return visits and most of the parts wait. The with-CARE figure below already counts that. A building holding nothing picks No onsite spares, and the figure falls.
Nothing else on this page assumes a saving before it is described. This one is stated rather than left to be noticed.
Not set
events per year
The site's own service history has the count.
The count is how many failures like this one this building sees in a year, and the site's own service history is where it is written down. The track runs from 0 to 12. A higher count typed in the box stands, and the analysis uses it.
The box opens at 1, so a year costs what one event costs and no forecast is added on top of it. A building that saw three raises it to 3. A fraction says the event comes round more slowly, so 0.5 is once in two years.
Annual cost today
Not set
Annual cost with CARE
Not set
Annual cost the CARE system takes off
Not set
The annual figure is the per-event figure times the count stated above. Both parts appear here as soon as the questions above come to a figure.
Downtime cost per unit
—No value yet
Scheduled case minute displaced
Save or reopen this scenario
Answers remain in memory until this page closes or reloads. A downloaded file keeps calculator answers only, not contact details. Stored comparison answers are retained even when No onsite spares locks the displayed values to Today. Anyone with the file can read those answers. Older calculator versions cannot be reopened here.
Annual cost todayNot set
Building types and method
Step 1
Which building is this?
This page is built for hospital / outpatient care. Choose another building type if needed.
How this is different
Every box opens blank, or at a starting value. A starting value stands only until the site's own figure takes its place. Where CCMS cannot source something honestly, this page leaves it out and names it.
29
Questions, and every one of them this building type's own
28 of them sit in the two steps below. The count of events in a year sits at the foot of the panel. Each one comes off this market's own contract language and its own published rates. A question CCMS cannot source honestly is not asked.
The machine the building cannot lose. That is where the analysis starts.
Turn the estimate into an equipment conversation
An HVAC Health Assessment reviews one critical asset, its operating condition and available alarm history. The facility team supplies schedule, cost and contract figures; the assessment does not verify every calculator input.
23312 Cabot Blvd, Hayward, CA 94545 · 510-244-7566
Request an HVAC Health Assessment
A focused review of one critical asset. No cost for qualified facilities in the greater Bay Area. Calculator answers stay separate.
Before scheduling: CCMS confirms site and equipment fit, then arranges customer/credit onboarding. This request does not book a visit or authorize paid work. Please do not include credit, financial, or patient records here.
CARE in ActionClarify condition. Anticipate failure. Reduce downtime and lifecycle cost. Extend asset life.
