The capacity problem hospitals can't build their way out of
Hospitals are facing the same equation from every direction: expenses are rising faster than reimbursement, patient demand keeps climbing and the workforce to meet it is shrinking. The traditional response — add beds, hire more staff, build new towers — is no longer economically feasible for most systems.
The consequences are visible across the enterprise. EDs board 80 to 100 patients a day. OR block time goes unused while surgeons wait for access. Manual coordination consumes clinical hours that should be spent on patients. And every missed unit of capacity translates directly into lost margin and delayed care.
A new e-book offers a different path forward, drawing from candid executive sessions at Transform Hospital Operations Summit at Becker's 16th Annual Meeting. It introduces the case for an AI-enabled “central nervous system” for hospital operations — one that helps leaders continuously sense, understand, act and learn across the enterprise — and captures how San Antonio-based University Health and Fort Myers, Fla.-based Lee Health are bringing that model to life by unlocking capacity that already exists within their walls, without adding beds or headcount.
Inside, leaders detail the operational shifts that produced measurable results, including a 46.1% reduction in average ED boarding time at University Health and an 8.8x return on investment in OR access at Lee Health.
Key takeaways include:
The consequences are visible across the enterprise. EDs board 80 to 100 patients a day. OR block time goes unused while surgeons wait for access. Manual coordination consumes clinical hours that should be spent on patients. And every missed unit of capacity translates directly into lost margin and delayed care.
A new e-book offers a different path forward, drawing from candid executive sessions at Transform Hospital Operations Summit at Becker's 16th Annual Meeting. It introduces the case for an AI-enabled “central nervous system” for hospital operations — one that helps leaders continuously sense, understand, act and learn across the enterprise — and captures how San Antonio-based University Health and Fort Myers, Fla.-based Lee Health are bringing that model to life by unlocking capacity that already exists within their walls, without adding beds or headcount.
Inside, leaders detail the operational shifts that produced measurable results, including a 46.1% reduction in average ED boarding time at University Health and an 8.8x return on investment in OR access at Lee Health.
Key takeaways include:
- Why proactive capacity management is replacing reactive workflow fixes
- How to treat OR time as a strategic asset across fragmented sites
- The operational and financial leverage of AI-enabled hospital operations
- What governance, data and change management actually require
Please fill out the form to download the e-Book.