A FORRESTER TOTAL ECONOMIC IMPACT STUDY The Total Economic ImpactTM Of QGenda Cost Savings And Business Benefits Enabled By The QGenda Healthcare Workforce Management Platform JANUARY 2026 © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED.
“QGenda is a very strong partner. They meet timelines. It’s just a good relationship. With the platform, we are working toward app rationalization and consolidation. It’s a single source of truth. For us, we felt it was important because we know value-based care is coming. If we couldn’t coordinate care across all of the resources in a single system, that seemed like a challenge that would bite us later.” — CIO, health system © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED.
3 Key Findings Key Metrics QGenda delivers a healthcare workforce management platform that organizations use to activate, deploy, and optimize the workforce. QGenda can help organizations automate workforce scheduling, improve room utilization, streamline administrative workflows, reduce scheduling and payroll errors, and uncover new revenue through better space and provider utilization. With holistic visibility into their workforce data, organizations can standardize workload expectations, preparing them to create optimal operational processes. ROI 430% BENEFITS PV $58.5 million NPV $47.5 million © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED. $7.0M $22.3M $9.8M $17.9M $1.5M Increased profit Cost savings Increased care team member productivity Increased administrative productivity Reduced risk Benefits (Three-Year)
4 Methodology Interviewees FINANCIAL MODEL FRAMEWORK Constructed a financial model representative of the interviews using the TEI methodology and risk-adjusted the financial model based on issues and concerns of the interviewees’ organizations. COMPOSITE ORGANIZATION Designed a composite organization based on characteristics of the interviewees’ organizations. INTERVIEWS Interviewed eight decisionmakers at six organizations using QGenda to obtain data with respect to costs, benefits, and risks. Role Industry Employees Director, compensation, compliance, and analytics Health system 30,000+ Chief medical information officer Children’s hospital 4,000+ COO Health system 25,000+ Director of medical informatics Health system 30,000+ IT director Healthcare services provider 6,000+ CIO Network director, medical staff services, credentialing, and enrollment Assistant nurse manager Health system 15,000+ © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED.
5 Total Benefits © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED. Increased profit Cost savings Increased care team member productivity Increased administrative productivity Reduced risk $58.5 million Three-year total benefits PV
Increased Profit With Improved Credentialing Processes And Exam Room Utilization By streamlining credentialing processes and reducing onboarding time by 20% in Year 1, the composite enables new care team members to begin seeing patients sooner, which boosts revenue and alleviates strain on existing staff. Automation and workflow enhancements contribute significantly to these improvements, reducing credentialing times by 50% by Year 3. Beyond speed, using QGenda improves credentialing process quality and consistency, minimizing errors and compliance risks. Another driver of increased profit is improved capacity management. Increased visibility into care team schedules and room usage improves exam room utilization by 5% in Year 1 to 10% in Year 3. Real-time connections between clinician schedules and exam rooms enable dynamic capacity management, yielding better patient throughput. Improvement in business days to credential care team members 50% © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED. 12% $7.0 million Three-year benefit PV
“An empty room designated for patient care presents a real opportunity. If you don’t even have good enough information to be able to say with certainty whether you have empty rooms or not, that’s a real issue. If you have a backlog of patients and capacity in a facility, then you should be able to incrementally hire people, see more patients, and make more revenue and profit. But you need the visibility of that data to make informed decisions.” — Director, compensation, compliance, and analytics, health system © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED.
Reduced Technology And Premium Labor Costs The composite organization replaces outdated scheduling and payroll systems with the QGenda platform. By consolidating tools, eliminating redundant vendor contracts, and reducing associated administrative overhead, the composite saves $600,000 annually. Additionally, staff freed from maintaining multiple systems can focus on strategic tasks like operational improvements, or in an academic setting, faculty support and research coordination. The QGenda platform also improves visibility into workforce deployment, enabling the composite to optimize internal staffing and shift coverage to lower-cost employees. With improved planning and transparency into schedules and contractual obligations, the composite reduces reliance on costly contingent labor, such as locum tenens and traveling nurses, by 50%. Reduction in traveling nurses 50% © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED. 38% $22.3 million Three-year benefit PV
“Using QGenda, we saw a 2% reduction in clinical opex in the first month after revising our build. When we implement it enterprisewide, I think we can achieve a 4% reduction. But when you look at the numbers, 2% to 4% of millions [of dollars] is a lot of millions.” — IT director, healthcare services provider © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED.
Increased Care Team Productivity By 60% By implementing QGenda, care teams reduce time spent on scheduling and payroll administrative tasks by 60% in Year 3, enabling more direct patient care and improving overall throughput, as well as increasing provider satisfaction. Previously, physicians, nurses, and staff manually managed schedules, payroll issues, and on-call logistics, leading to inefficiencies, frustration, and delays in patient treatment. With centralized access to scheduling and real-time updates, clinicians save time and focus on delivering healthcare. Mobile access to shift availability and the ability to make changes independently enhance staff satisfaction and responsiveness. Efficient on-call management saves time and reduces communication barriers. Ultimately, the QGenda platform enables clinicians to practice at the top of their licenses, contributing to better patient outcomes. Improvement in care team member productivity 60% © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED. 17% $9.8 million Three-year benefit PV
“Our staff love using the app on their phones. The list of open and available shifts is immediately available to everybody, and many people can simultaneously make changes.” — Director of medical informatics, health system © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED.
Increased Administrative Productivity By 80% Before implementing QGenda, department administrators and nurse managers were burdened with timeconsuming scheduling and payroll-related tasks that detracted from clinical oversight. After adopting QGenda, scheduling responsibilities dropped dramatically, reducing scheduling time by 70% in Year 1 and 80% by Year 3. Automation and centralized tools streamline operations, enabling the composite to redirect 50% of its fulltime payroll staff while still managing thousands of staff compensation payouts. Error rates in payroll processing fall to 0.02% from an industry average of 19.85%, saving time previously spent on corrections. Administrative teams gain the capacity to support strategic initiatives like operational improvements, and in an academic setting, research and faculty development. Improvement in administrator productivity 80% © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED. 30% $17.9 million Three-year benefit PV
“Now, [after deploying QGenda], our [error] ratio is 0.02%. Why is that important? It’s important because the only thing that our providers care about is getting paid, getting paid on time, and making sure their payroll is accurate. So that really indicates that we’re doing a really good job at paying our providers properly.” — IT director, healthcare services provider © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED.
Improvement in care team member productivity Reduced Risk QGenda’s centralized on-call management system improves operational efficiency and reduces legal and compliance risks by providing real-time visibility into physician on-call assignments. Before implementation, decentralized scheduling created confusion and delays in identifying the correct on-call physician, especially in urgent care situations. This lack of transparency exposed the composite to liability and patient safety risks due to delays in providing the best patient care. With QGenda, it gains a single, reliable source for on-call information, enabling faster communication and clearer accountability. © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED. 3% $1.5 million Three-year benefit PV 60%
“I had to dig up the phone number for [the on-call resource], or I had to ask around who was supposed to be on call, which could result in a delay in care. Now, there’s just one place to look, which is linked directly within [our electronic health records (EHRs)]. Not only has on-call management increased efficiency by getting the message to the right person faster but it has also decreased frustration and annoyance. It reduces wrong calls. With QGenda, when you use the texting or paging feature, there’s a log for what you did when you reached out and whether or not the message was received, which, from a legal perspective, is good.” — Director of medical informatics, health system © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED.
Unquantified Benefits A trusted team behind the platform Improved workforce satisfaction leads to increased retention Integrated rollout drives adoption and accelerates time to value Enhanced operational excellence with a single, unified platform Improved governance and standardization Additional benefits that customers experienced but were not quantified include: © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED.
. Total Economic Impact Approach Present value (PV) The present or current value of (discounted) cost and benefit estimates given at an interest rate (the discount rate). The PVs of costs and benefits feed into the total NPV of cash flows. Net present value (NPV) The present or current value of (discounted) future net cash flows given an interest rate (the discount rate). A positive project NPV normally indicates that the investment should be made, unless other projects have higher NPVs. Return on investment (ROI) A project’s expected return in percentage terms. ROI is calculated by dividing net benefits (benefits less costs) by costs. Discount rate The interest rate used in cash flow analysis to take into account the time value of money. Organizations typically use discount rates between 8% and 16%. Payback period The breakeven point for an investment. This is the point in time at which net benefits (benefits minus costs) equal initial investment or cost. Appendix A: Total Economic Impact Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists vendors in communicating the value proposition of their products and services to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of IT initiatives to both senior management and other key business stakeholders. Benefits represent the value delivered to the business by the product. The TEI methodology places equal weight on the measure of benefits and the measure of costs, allowing for a full examination of the effect of the technology on the entire organization. Costs consider all expenses necessary to deliver the proposed value, or benefits, of the product. The cost category w ithin TEI captures incremental costs over the existing environment for ongoing costs associated with the solution. Flexibility represents the strategic value that can be obtained for some future additional investment building on top of the initial investment already made. Having the ability to capture that benefit has a PV that can be estimated. Risks measure the uncertainty of benefit and cost estimates given: 1) the likelihood that estimates will meet original projections and 2) the likelihood that estimates will be tracked over time. TEI risk factors are based on “triangular distribution.” The initial investment column contains costs incurred at “time 0” or at the beginning of Year 1 that are not discounted. All other cash flows are discounted using the discount rate at the end of the year. PV calculations are calculated for each total cost and benefit estimate. NPV calculations in the summary tables are the sum of the initial investment and the discounted cash flows in each year. Sums and present value calculations of the Total Benefits, Total Costs, and Cash Flow tables may not exactly add up, as some rounding may occur. © FORRESTER RESEARCH, INC., ALL RIGHTS RESERVED.
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