---
title: "Remote Patient Monitoring ROI: A CCM and RPM Guide | 1bios"
description: Calculate CCM and remote patient monitoring ROI using realistic collections, full operating costs, contribution margin, and cash-flow assumptions.
image: https://www.1bioshealth.com/hubfs/image%20(7).png
---
[Skip to content](https://www.1bioshealth.com/blog/remote-patient-monitoring-roi#main-content)
[](http://1bioshealth.com)
[](http://1bioshealth.com)
- [How It Works](https://www.1bioshealth.com/how-it-works)
- Solutions
- [Remote Patient Monitoring (RPM)](https://www.1bioshealth.com/solutions/remote-patient-monitoring-0)
- [Chronic Care Management (CCM)](https://www.1bioshealth.com/solutions/chronic-care-management-2)
- [Principal Care Management (PCM)](https://www.1bioshealth.com/solutions/principal-care-management)
- [Remote Therapeutic Monitoring (RTM)](https://www.1bioshealth.com/solutions/remote-therapeutic-monitoring-rtm)
- [Advanced Primary Care Management (APCM)](https://www.1bioshealth.com/solutions/advanced-primary-care-management-apcm)
- [Customers](https://www.1bioshealth.com/customers)
- [Pricing](https://www.1bioshealth.com/pricing)
- [Careers](https://jobs.ashbyhq.com/1bios)
- Resources
- [Refer a Practice](https://www.1bioshealth.com/customer-referrals)
- [RPM/RTM Devices](https://www.1bioshealth.com/rpm-devices)
- [About Us](https://www.1bioshealth.com/about)
- [Blog](https://www.1bioshealth.com/blog)
- Login
- [Consumer App](https://app.1bios.co/#/login)
- [Provider Portal](https://pro.1bios.co/login)
- [TALK TO OUR TEAM](https://www.1bioshealth.com/book-intro)
[TALK TO OUR TEAM](https://www.1bioshealth.com/book-intro)
This is a search field with an auto-suggest feature attached.
- There are no suggestions because the search field is empty.
# How Should Independent Practices Evaluate the ROI of CCM and RPM?
Author: [Andy Scott](https://www.1bioshealth.com/blog/author/andy-scott)
Last updated: October 1, 2026
Tags: [Remote Patient Monitoring (RPM)](https://www.1bioshealth.com/blog/tag/remote-patient-monitoring-rpm), [FAQs](https://www.1bioshealth.com/blog/tag/faqs), [Medical Billing](https://www.1bioshealth.com/blog/tag/medical-billing)
.png)
A reimbursement estimate can make a care-management program look profitable before the practice has contacted a single patient. **Independent practices should calculate CCM and remote patient monitoring ROI by comparing incremental program revenue they realistically expect to collect with the full cost of delivering the services over the same period.** The model should account for enrollment, service-specific billing eligibility, collections, staffing, technology, devices, and retained practice responsibilities.
For 1bios, this is where **“You already have the patients. We bring the operation.”** becomes a practical financial discussion. Patient volume creates an opportunity, but the return depends on the work needed to deliver care and collect appropriate payment. A useful evaluation makes those operating assumptions visible before projecting profit.
[BOOK A MEETING](https://www.1bioshealth.com/book-intro)
## At a glance: How should a practice calculate CCM and RPM ROI?
Independent practices should evaluate chronic care management (CCM) and remote patient monitoring (RPM) ROI by comparing incremental program revenue they realistically expect to collect with the full cost of delivering the services. Use the same evaluation period and a consistent accounting basis for both sides of the calculation. Patient enrollment and published reimbursement rates alone do not establish financial return.
**Program ROI**
(Incremental program revenue − total program costs) ÷ total program costs × 100
- **Forecast realistic collections.** Account for enrollment, participation, supported claims, payer terms, and collection experience. Keep one-time setup revenue separate from recurring revenue.
- **Model CCM and RPM services separately.** Apply the requirements for each service component. Do not assume every enrolled patient generates every available payment each month.
- **Count the full operating cost.** Include staff and practitioner time, enrollment, devices, technology, support, documentation, billing work, vendor fees, and startup expenses. Account for responsibilities retained by the practice.
- **Check cash timing and downside scenarios.** Model ramp-up, payment delays, lower participation, and higher workload. A positive annual result does not show how much cash the practice needs before collections arrive.
- **Separate practice returns from broader benefits.** Track clinical outcomes and healthcare savings alongside the financial model. Include a financial benefit only when the practice has a supported basis for receiving it.
Define the baseline and timeframe before calculating ROI. For a cash view, use incremental receipts and payments; for an economic view, account consistently for resources used, including existing staff capacity. Avoid double-counting uncollected revenue, bundled vendor services, or equipment costs. This framework does not guarantee reimbursement, profitability, or a particular return.
## How do you calculate CCM and remote patient monitoring ROI?
Start by defining the decision you are evaluating. A new program, an expansion, and a switch between vendors have different incremental costs and revenue. Compare each option with what the practice would otherwise do.
**Program ROI = (incremental program revenue − total program costs) ÷ total program costs × 100**
For a new program, include startup costs and the operating costs incurred during the evaluation period. For a vendor switch, assess the change in revenue and costs, including transition expenses, rather than treating all existing program revenue as new. State whether the calculation uses cash receipts and payments or revenue and expenses attributed to delivered services.
A practice should also distinguish ROI from operating margin. ROI divides the net return by program costs, while operating margin divides operating profit by revenue. A vendor’s “return multiple” is difficult to interpret unless the numerator, denominator, timeframe, and included costs are clear.
## How should a practice estimate collectible revenue?
Build the forecast from patients and services the practice can realistically support. Separate the number potentially eligible from those who enroll, participate, and receive services that meet billing requirements. A list of eligible patients is not a list of monthly paid claims.
For forecasting, estimate qualifying service units by payer and service type, apply the relevant allowed amounts, and adjust for realistic collection experience. Use current rates applicable to the service date, locality, setting, and payer. Do not treat a national example or a vendor’s blended rate as the amount your practice will receive.
### Follow the patient from enrollment to payment
The operational path includes identifying appropriate patients, obtaining consent, completing any required setup, delivering care, reviewing records, submitting supported claims, and collecting payment. Losses or delays at any stage affect the financial result. Track the stages separately so the model shows where its assumptions may fail.
RPM device activation belongs in that process, but it does not by itself establish eligibility for every RPM service component. Likewise, ongoing CCM participation does not automatically establish a billable month. Revenue projections should follow the services actually supported by the record.
### Model CCM and RPM components separately
CCM services have requirements that vary by the work, personnel, time, and complexity involved. RPM includes distinct setup, device-data, and treatment-management components. [CMS’s RPM overview](https://www.cms.gov/medicare/coverage/telehealth/remote-patient-monitoring) explains why these should not be reduced to a single automatic monthly payment.
Keep one-time setup revenue separate from recurring service revenue. Do not assume every RPM patient supports every component each month, or that one data-day or time threshold applies universally. Use the applicable service requirements when estimating the share of supported claims.
### Estimate what the practice will actually collect
Allowed reimbursement, submitted charges, and collected revenue are different figures. Separate payer payments from amounts legitimately owed by patients or secondary coverage. Account for unresolved claims, adjustments, refunds, and collection experience without assuming every outstanding balance will be paid.
Patient billing protections also matter. For example, providers cannot bill Qualified Medicare Beneficiaries for Medicare deductibles, coinsurance, or copayments for covered services. Verify [QMB protections and coverage assistance](https://www.medicare.gov/basics/costs/help/medicare-savings-programs) before treating those amounts as collectible patient balances.
If revenue is already stated net of uncollected amounts, do not subtract the same shortfall again as an expense. The same principle applies to vendor fees withheld from payments: either show gross collections and the fee separately or use a clearly reconciled net figure. Consistent accounting prevents the same adjustment from reducing the result twice.
## Which costs belong in the ROI calculation?
The complete cost includes the work retained by the practice as well as what appears on the vendor invoice. Existing staff time still consumes capacity, even when it does not immediately change payroll. Separate the cash needed to operate the program from the fuller economic cost of the resources it uses.
| Input | What to include | Evidence to use |
| --- | --- | --- |
| Collected or collectible program revenue | Incremental payer and legitimate patient or secondary-payer payments, separated by service and period. Distinguish actual receipts from forecast collections; account for adjustments and refunds. | Reconciled remittances, payment records, accounts-receivable aging, applicable allowed amounts, and documented forecast assumptions. |
| Clinical and practitioner labor | Outreach, care coordination, data review, escalation, documentation, and practitioner oversight. Include loaded labor costs and identify existing capacity redirected to the program. | Time records, payroll and benefits data, staffing schedules, and a documented allocation method. |
| Enrollment and unsuccessful outreach | Patient identification, enrollment attempts, consent workflows, education, and activation assistance, including work for patients who do not enroll or activate. | Outreach and onboarding records, staff time, vendor scope, and actual conversion and activation experience. |
| Devices and logistics | Device purchases or leases, shipping, replacements, returns, and inventory costs. Use consistent cash or expense treatment for purchased equipment. | Supplier invoices, lease terms, device inventory, shipping records, and replacement history. |
| Software and connectivity | Platform subscriptions, connectivity, interfaces, support, and minimum commitments. Confirm which fees continue for inactive patients or unused devices. | Contracts, invoices, license counts, connectivity charges, and activation and cancellation terms. |
| Documentation and billing work | Record review, corrections, claim submission, payment reconciliation, and denial follow-up. Include internal work not covered by the vendor agreement. | Billing-team time, clearinghouse charges, billing-service contracts, and exception and denial records. |
| Vendor fees | Actual charges under the contract's fee basis, such as enrolled patients, active devices, supported services, or collections. Identify bundled services and retained practice duties. | Executed agreement, fee schedule, invoices, minimums, and reconciliation of any fees withheld from payments. |
| Startup and transition expenses | Implementation, training, workflow development, initial enrollment, and migration or termination costs. Separate one-time expenses from recurring costs. | Implementation plan, project time, invoices, training records, and transition or termination provisions. |
| Ongoing management and coverage | Scheduling, quality review, program coordination, absence coverage, and applicable urgent-access or backup arrangements. Separate new spending from allocated existing resources. | Management time, coverage schedules, staffing agreements, overhead allocation, and documented capacity requirements. |
Use a consistent evaluation period and accounting basis. Cash costs are actual payments; allocated existing staff capacity reflects resources used even without additional payroll; opportunity cost reflects the value of an alternative use. Reconcile these views rather than adding overlapping costs. Count each activity once, including work bundled into vendor fees. Do not subtract uncollected revenue again if revenue is already net of that shortfall, or count both a full equipment purchase and its depreciation in the same calculation. This is a planning framework, not a statement of 1bios pricing or service scope.
### Staff and practitioner time
Include outreach, care coordination, data review, technical assistance, documentation, escalation, and billing preparation. Use loaded employment costs where appropriate, including benefits and payroll-related expenses. Practitioner oversight and clinical decisions need their own estimate rather than an assumption that they require no time.
For existing staff, identify the hours redirected from other responsibilities. A financial model can show those allocated costs even when no additional employee is hired. If you also estimate forgone revenue from displaced work, reconcile it with the labor allocation so the same economic burden is not counted twice.
### Technology, devices, and vendor charges
Review devices, shipping, replacements, connectivity, platform fees, interfaces, and support. Confirm when each fee begins and ends, especially for patients who do not activate, stop participating, or have an unsupported service month. Minimum commitments and termination provisions can affect the result even when per-patient pricing looks attractive.
Use the contract’s actual fee basis. A charge per enrolled patient behaves differently from a charge per active device, supported service, or collected dollar. The existing [RPM costs guide](https://www.1bioshealth.com/blog/remote-patient-monitoring-costs-what-healthcare-providers-should-expect-to-pay) provides context for the categories to investigate.
### Startup, ramp-up, and ongoing overhead
Include implementation, training, workflow development, and initial enrollment work. Early spending may occur before a stable patient population or reliable collection pattern develops. A mature monthly projection should not be multiplied by twelve and presented as a first-year result without modeling that ramp-up.
For an economic view, apply a consistent treatment to purchased equipment over its useful period. For cash planning, show when the purchase is actually paid. Do not count both the full purchase and its depreciation as costs in the same ROI calculation.
## An illustrative first-year ROI calculation
The following example uses invented financial inputs solely to show the arithmetic. It is not a reimbursement estimate, vendor quote, staffing benchmark, or forecast of 1bios results. All figures represent incremental cash receipts and payments during the same first-year period.
Assume a practice collects **$120,000** from its new CCM and RPM program. It pays **$90,000** in recurring program costs and **$10,000** in startup costs during that year. Total program cash outlays are therefore **$100,000**, leaving **$20,000** before taxes.
**Illustrative first-year cash ROI = ($120,000 − $100,000) ÷ $100,000 × 100 = 20%**
| Item | Hypothetical first-year amount | Treatment in the calculation |
| --- | --- | --- |
| Program collections | $120,000 | Incremental cash received during the first year, not submitted charges or outstanding claims. |
| Recurring cash costs | $90,000 | Recurring program payments made during the same first-year period. |
| Startup cash costs | $10,000 | One-time startup payments made during the first year, separate from recurring costs. |
| Total cash costs | $100,000 | $90,000 recurring costs + $10,000 startup costs. This subtotal is not an additional expense. |
| Net cash return before taxes | $20,000 | $120,000 collections − $100,000 total cash costs. |
| First-year cash ROI | 20% | $20,000 net cash return ÷ $100,000 total cash costs × 100. |
All figures are hypothetical and demonstrate arithmetic only. They are not reimbursement estimates, vendor quotes, benchmarks, or forecasts of 1bios results. Receipts and payments cover the same first-year period. The result excludes any unpriced use of existing staff capacity or other resources and must be supplemented with an economic-cost view. A positive annual cash return does not establish when the investment is recovered or how much working capital is needed before collections arrive.
This calculation does not show how much cash the practice needed before payments arrived. It also does not establish a full economic return if existing staff capacity or other resources were used without being priced. Those questions need separate views of monthly cash flow and allocated operating costs.
## How do contribution margin, break-even volume, and payback help?
ROI describes the return over the chosen period, but it does not explain every operating decision. Contribution margin helps assess the economics of additional activity, while break-even analysis considers the fixed costs that contribution must cover. Payback focuses on when cumulative cash flows recover the initial investment.
### Contribution margin
**Contribution margin = program revenue − variable program costs**
For a per-patient measure, use the same population and timeframe for revenue and costs. If you divide by enrolled patient-months, include the work and costs associated with enrolled patients who generate no payment. Do not combine revenue per successfully billed patient with costs per all enrolled patients.
A positive contribution margin does not establish total profitability. Fixed costs and startup investment still need to be recovered. It does, however, help show whether additional activity contributes toward those costs under the stated assumptions.
### Break-even volume
**Break-even patient-months = fixed monthly costs ÷ contribution margin per patient-month**
This simplified calculation assumes a positive contribution margin and a sufficiently stable patient and service mix. It also assumes capacity is available to deliver the additional work. If expansion requires another employee or a new contract minimum, update the fixed-cost calculation rather than extending the old estimate indefinitely.
### Payback and cash needs
Track cumulative program cash flow from launch to identify when the initial investment is recovered. A simplified startup-cost calculation can be useful after cash generation stabilizes, but it can hide ramp-up and payment delays. Monthly cash forecasting shows whether the practice needs working capital even when the annual result is positive.
## How should practices compare internal, hybrid, and managed delivery?
Compare the same patient population, service scope, evaluation period, and clinical expectations across models. Then assign every activity to the practice or partner and price the remaining internal work. A lower platform fee does not establish a lower total operating cost.
Internal delivery may require hiring, management, coverage, and infrastructure. Managed delivery may shift some of that work into contract fees while leaving clinical decisions and other duties with the practice. Neither model automatically produces the highest margin or the fastest payback.
For 1bios, the useful comparison is the complete operating arrangement. Confirm the scope and fee structure for CCM and RPM separately, including who submits claims, collects reimbursement, and handles denials. Do not extend a confirmed arrangement for one program to another without checking it.
## Should better outcomes and healthcare savings count as practice ROI?
Clinical outcomes and patient experience belong in the evaluation, but they should be measured separately from direct program collections. A reduction in hospital utilization may create value for patients and payers without generating a payment to the practice. The financial model should identify who receives the benefit and under what arrangement.
If the practice participates in a value-based contract, estimate additional revenue or avoided expense using that contract’s attribution, quality, and settlement rules. Show timing and uncertainty rather than treating every avoided event as earned savings. Keep those assumptions in a separate scenario unless the financial benefit is sufficiently supported.
Time savings also need a defined use. Reduced administrative work may improve staff capacity without reducing payroll. It becomes a cash saving only when spending changes, or a revenue opportunity when capacity is used for additional services that are actually delivered and collected.
## Which assumptions should be stress-tested before expansion?
Test the inputs most likely to change the decision. Lower enrollment, more uncollectible revenue, longer onboarding, higher clinical workload, or slower payments can each alter the result. Test individual changes first, then combine plausible downside conditions.
| Assumption to test | Change to model | Financial effect to examine |
| --- | --- | --- |
| Enrollment and retention | Model fewer patients enrolling, a slower launch, or earlier discontinuation. Adjust service volume and related variable costs together. | Examine collections, unrecovered enrollment costs, and the contribution available to cover fixed costs. Do not assume all costs fall proportionately with patient volume. |
| Service-specific billing eligibility | Reduce the share of delivered services that meet the applicable billing requirements. Model CCM and individual RPM components separately. | Assess revenue lost from unsupported services while retaining the cost of work already performed. Do not treat enrollment or device activation as automatic billing eligibility. |
| Collection experience | Test lower collections on valid claims or legitimate patient balances, including final denials, adjustments, and refunds. Separate these from payment delays. | Examine the effect on realized revenue and program return. Avoid subtracting the same shortfall again as an expense when revenue is already net of it. |
| Staff time | Increase time required for outreach, clinical review, documentation, troubleshooting, or practitioner decisions. Assign the additional work to the appropriate role. | Assess labor costs, available capacity, and any need for overtime or hiring. Existing staff time can increase economic cost even when payroll does not immediately change. |
| Device replacement and support | Model more replacements, returns, connectivity problems, or support contacts using actual contract terms and operating experience. | Assess device, shipping, and support costs, plus any separate effect on service delivery. Confirm which costs are already included in vendor fees. |
| Vendor fee basis | Apply the contract's charges to lower enrollment, fewer active devices, unsupported service months, or reduced collections, as relevant. Include minimum commitments. | Determine which fees decline with activity and which remain payable. Compare the resulting total cost, including retained practice work. |
| Payment delays | Shift expected receipts into later months without assuming they are permanently lost. Keep operating payments on their expected schedule. | Primarily test working-capital needs and payback timing. A delay can also lower cash ROI within the selected period; it does not by itself reduce service-period profit, except for added financing or collection costs. |
| Capacity thresholds | Identify the volume or workload at which another hire, coverage resource, license tier, or contract minimum becomes necessary. | Recalculate fixed or step costs and break-even volume. Do not extend the current per-patient margin indefinitely beyond available capacity. |
Use practice-specific data and contract terms rather than unsupported conversion rates or ROI benchmarks. Test one assumption at a time, then combine plausible downside conditions while accounting for related effects. Keep the evaluation period and accounting basis consistent. Distinguish permanent revenue losses from payment delays, and cash spending from allocated existing capacity. These are planning scenarios, not forecasts or statements of 1bios pricing or performance.
Validate the forecast using enough operating history to observe enrollment, service delivery, claims resolution, and payment. A fixed pilot duration may not capture the practice’s actual collection cycle. Review patients who did not activate or did not support billing as well as those who produced successful claims.
## What should the practice review each month?
Use a dashboard that connects financial results to the work producing them. Keep enrollment, clinical participation, supported services, claims, and collections visible as separate measures. That helps the team investigate why actual results differ from the forecast.
Useful measures include:
- Active and newly enrolled patients, separated by program.
- Supported service units and unresolved documentation exceptions.
- Collections and adjustments linked to the relevant service period.
- Clinical, administrative, and practitioner hours.
- Vendor, device, and support costs.
- Contribution margin, total program result, and cash balance.
- Clinical and patient-experience measures tracked separately.
The goal is to understand whether the practice can sustain appropriate care under the chosen operating model. A positive result should be supported by delivered services, realistic collections, and complete costs. That is a more useful basis for expansion than a reimbursement total alone.
[BOOK A MEETING](https://www.1bioshealth.com/book-intro)
### Related articles
- [Top remote patient monitoring companies compared](https://www.1bioshealth.com/blog/remote-patient-monitoring-companies)
- [Remote patient monitoring costs: What healthcare providers should expect to pay](https://www.1bioshealth.com/blog/remote-patient-monitoring-costs-what-healthcare-providers-should-expect-to-pay)
- [How remote patient monitoring can reduce healthcare costs](https://www.1bioshealth.com/blog/how-remote-patient-monitoring-can-reduce-healthcare-costs-for-everyone)
## Frequently asked questions
ROI discussions often mix reimbursement, operating profit, and healthcare savings. These measures answer different questions and should not be treated as interchangeable. The answers below focus on the financial decision facing an independent practice.
### What is a good remote patient monitoring ROI?
There is no universal ROI target that establishes whether every RPM program is worthwhile. Practices should evaluate the result against their costs, cash needs, operating risks, and alternatives over a defined period. A percentage without its assumptions is not a reliable comparison.
### Is Medicare reimbursement the same as program revenue?
A published reimbursement amount is not the same as cash collected by the practice. Actual revenue depends on supported services, applicable payer terms, claim outcomes, and legitimate patient or secondary-payer payments. Use reconciled collections for historical cash analysis and explicit collection assumptions for forecasts.
### Can CCM and RPM revenue be included for the same patient?
Yes, when the patient receives both services and each meets its applicable requirements. [CMS permits concurrent CCM and RPM billing without counting the same time and effort twice](https://www.cms.gov/files/document/mln901705-telehealth-remote-patient-monitoring.pdf). Model each service separately instead of assuming every enrolled patient generates both revenue streams.
### Should staff time count if the practice does not hire anyone?
Yes, staff time belongs in the economic evaluation because it uses capacity. A cash forecast may show no immediate payroll increase, while the economic view allocates the cost of existing resources. Present both clearly rather than treating existing staff as free.
### Does outsourcing guarantee a better return?
No, the result depends on contract terms, service performance, and the work retained by the practice. Compare the full operating cost and realistic collections under each model. Confirm what happens financially when patients do not activate, services are not billable, or claims remain unpaid.
### Do fewer hospital admissions automatically increase practice profit?
No, broader healthcare savings do not automatically become revenue for an independent practice. Any financial benefit depends on the practice’s contracts and its share of attributable savings or risk. Track clinical value even when no direct practice payment results.
[Andy Scott](https://www.1bioshealth.com/blog/author/andy-scott)
Andy Scott is the founder and CEO of 1bios, where technology, data, and care delivery come together to help patients and providers succeed. Over the past decade, he has built 1bios into a leading remote patient monitoring and virtual care management platform trusted by thousands of providers and hundreds of thousands of patients. His work helps healthcare organizations thrive while empowering patients to live healthier, more connected lives.
##### Share this article
[Talk to our Team](https://www.1bioshealth.com/book-intro)
##### Table of Contents
### Related Articles:
#### Main Navigation
- [Home](https://www.1bioshealth.com)
- [How It Works](https://www.1bioshealth.com/how-it-works)
- [About Us](https://www.1bioshealth.com/about)
- [Customers](https://www.1bioshealth.com/customers)
- [Pricing](https://www.1bioshealth.com/pricing)
- [Terms & Privacy](https://www.1bioshealth.com/terms-and-privacy)
#### Our Solutions
- [RPM](https://www.1bioshealth.com/solutions/remote-patient-monitoring-0)
- [CCM](https://www.1bioshealth.com/solutions/chronic-care-management-2)
- [PCM](https://www.1bioshealth.com/solutions/principal-care-management)
- [RTM](https://www.1bioshealth.com/solutions/remote-therapeutic-monitoring-rtm)
- [APCM](https://www.1bioshealth.com/solutions/advanced-primary-care-management-apcm)
#### Popular Posts
- [Payment Rates](https://www.1bioshealth.com/blog/2025-payment-rates-for-remote-patient-monitoring-chronic-care-management-and-more)
- [RPM Benefits](https://www.1bioshealth.com/blog/how-remote-patient-monitoring-can-reduce-healthcare-costs-for-everyone)
- [New RPM Tech](https://www.1bioshealth.com/blog/5-ways-new-technologies-are-making-remote-patient-monitoring-easy)
#### Contact Us
- [Sales](https://www.1bioshealth.com/book-intro)
- [Support](mailto:hello@1bios.co?subject=1bios%20Support)
#### Login
- [Consumer App](https://app.1bios.co/#/login)
- [Portal](https://pro.1bios.co/login)
Copyright 2014 - 2026 1bios, Inc.
Contact Sales: 800-676-6532
%20copy.png?width=140&height=36&name=aptible-badge-white-bae3c1db342abda26b80f744a3b4c0d1%20(1)%20copy.png)
```json
{
"@context" : "https://schema.org",
"@type" : "BlogPosting",
"dateModified" : "2024-10-01",
"datePublished" : "2024-10-01",
"headline" : "How Should Independent Practices Evaluate the ROI of CCM and RPM?",
"image" : [ "https://6564142.fs1.hubspotusercontent-na2.net/hubfs/6564142/image%20%287%29.png" ],
"mainEntityOfPage" : {
"@id" : "https://www.1bioshealth.com/blog/remote-patient-monitoring-roi",
"@type" : "WebPage"
}
}
```