艾昆纬-医院容量管理：充分利用现有资源

WhitePaper

HospitalCapacity

Management:MakingBestUseofAvailableResources

Usingeffectivecapacitymanagementtothriveinatimeofresourcescarcity

MEIKEMADELUNG,EngagementManagerEMEAThoughtLeadership,IQVIA

Tableofcontents

Introduction3

Healthsystemsunderstress4

Post-pandemicfallout4

Healthcareworkersareanincreasinglyscarceresource

5

Effectivecapacitymanagementasaroutetobetterresourceutilization6

Whyvariabilitymatters7

Driversofvariability7

IQVIAHealthFlowasafullyintegratedcapacitymanagementsolution9

Conclusion12

References13

Abouttheauthor

14

Criticalunderstaffing

•AcrossEurope,shortageofhealthcare

workers(HCWs)andarapidlyagingworkforcewasalreadyaproblempre-pandemic

•Theaddedpressuresofthepandemic

contributedtomanyhealthcareworkersleavingtheprofession

•NumberofnewlytrainedHCWsinsufficienttomakeuptheloss3

Globaleconomicdownturn

•Whileenergypriceshavenormalized,inflationremainshighandgrowthslow

•Higherbudgetdemandsforassistanceprogramsandlowertaxrevenueleavelittlemoneytospare

•Costoflivingcrisishasnegativeimpactonmentalandphysicalhealth

Post-pandemicfalloutputsfurtherpressureonhealthcaresystems

•GlobalprojectedcostofCOVIDvaccinationsandtreatments2020-2027is$500bnUS$2

•Patientbacklogofundiagnosedcasesanddeferredtreatmentshasnotyetbeenfullyaddressed

•UnknownnumberofLongCOVIDandPost-

Ongoingchallengestothe

affordabilityofhealthcaresystems

•Increasingcostsduetoagingpopulationsand

moreadvanced,hencemoreexpensivetherapies

•Advancedtherapiesplacehigherdemandson

Healthcaresystemsincrisis

Healthsystemsunderstress

Healthsystemsgloballyareunderseverestressresultingfromtheglobaleconomiccrisis,

understaffing,post-pandemicfallout,andbudgetconstraints.

Althoughtheglobaleconomicoutlookhasimproved

withenergyandfoodpricesdroppingfrom2022highs,economicrecoveryremainsfragilewithsignificant

downsiderisks.

Governmentswillhavetocontendwithhighercosts

drivenbyinflationaswellasreducedgrowthprospectsaffectingtaxrevenuewhilehavingtoprovidesupportforthosemostaffectedbythedownturn,leavinglittlemoneytospareforincreasedhealthcarebudgets.

Thesedevelopmentstakeplaceagainstabackgroundofongoingissuesdrivenbydemographicchange

andmedicaladvanceswhichchallengetheoverallaffordabilityofhealthcaresystems.

Figure1:Healthcaresystemsunderstress

Risinghealthcareexpenditure

•Thepandemichascausedanoticeableuptickinhealthcarespendas%ofGDP,withtheUS

leadingwith15.9%in2020,upfrom13.8%1

•AcrossEuropeandtheUS,initiativestocontainhealthcarespendarebeingputintoplace

healthcaresystems

COVIDcases

Source:1OurWorldinData;2IQVIAInstituteReport“GlobalUseofMedicines2023”3WHO“HealthandcareworkforceinEurope:timetoact”

Post-pandemicfallout

Thepandemichascausedanoticeableuptickin

governmenthealthcarespendaspercentageofGDP,withtheUSleadingwith15.9%in2020,upfrom13.8%.ForGermany,thefiguresare11%in2021and9.8%in2019,fortheUK9.9%and7.8%.2

Thepost-pandemicfalloutputsfurtherpressureonhealthcaresystems.TheglobalprojectedcostofCOVIDvaccinationsandtreatmentsuntil2026

is251bnUS$,withcostformedicines133bnUS$

higherthanthepre-pandemicestimate.3DevelopingtreatmentsforCOVIDandLongCOVIDcanbe

expectedtodivertresourcesawayfromotherareasofunmetneed.Thereisalsothebacklogofundiagnosed

casesaswellasdeferredtreatmentsandsurgeries

stilltobefullyaddressed.Duetothedelayscausedbythepandemic,patientspresentatmoreadvancedstagesofdiseases,withworsetreatmentoutlooksandpotentiallyhighercost.

Formanyhospitals,thepandemichascausedseverebudgetdeficits.Deferredandcancelledroutine

treatmentssuchaselectivesurgeriescausedrevenueshortfallswhilethemeasurestakentoavoidthe

spreadofCOVID-19amongpatientsandstaff,aswelltheoftenlongdrawn-outandcare-intensivetreatmentofCOVID-19patients,placednotonlyadditionalstressonhealthcareworkersbutalso

generatedconsiderablecost.

4|HospitalCapacityManagement:MakingBestUseofAvailableResources

Formanyhospitals,thepandemic

hascausedseverebudgetdeficits.

Deferredandcancelledroutine

treatmentssuchaselectivesurgeriescausedrevenueshortfalls,whilethemeasurestakentoavoidthespreadofCOVID-19amongpatientsand

staffaswellastheoftenlongdrawn-outandcare-intensivetreatmentofCOVID-19,placednotonlyadditionalstressonhealthcareworkersbutalso

generatedconsiderablecost.

Healthcareworkersareanincreasinglyscarceresource

Healthcaresystemswerealreadyreportingstaffing

shortagesbeforethepandemic,butthishasbeen

exacerbatedbythepandemicwhichtookamassivetollonhealthcareworkers,withhighphysicalandmentalpressuresometimesresultinginworkersleavingthesectorandalso,tragically,highdeathrates.

Thewellbeingofthosehealthcareworkerswho

stayedintheprofessionhasalsosuffered,withmany

strugglingwithburnout,psychologicalandphysical

manifestationsofstressandoverwork,reduced

motivation,andotherissues.Hospitalstaffwillalso

beaffectedbythewiderdisengagementofhealthcareprovidersobservedinprimaryresearchsurveys.AmongtheprimestressorsreportedbyamajorityofHealthcareProfessionals(HCPs)aretheworkforceshortage,the

increasedworkloadresultingfromthepost-pandemicpatientbacklogs,andthelackofwork-life-balance.

Worryingly,HCPsreportthatthishashadanegativeimpactontheirabilitytocarefortheirpatients.4

AccordingtotheWHO,notonlyhavemanyhealthcareworkersleftthesector,manymoreareconsidering

leavingwhichwillincreasethepressureonthosewhoremain.Atthesametime,newlytrainedhealthcareworkersareenteringthesectorsininsufficient

numberstomakeupforthoseleavingorretiring.5

Nationalstatisticssupportthispicture.

InSeptember2022,theNHSinEnglandreported

133,446vacanciesrepresentinga9.7%vacancyrate

against103,800vacanciesrepresenting7.9%the

previousyear.6Atthesametime,thenumberofpeopleonwaitinglistsforhospitaltreatmentshasbeen

increasingsince2012,withasharpupturnduringthepandemic,andhasnowreached7.2millioninJanuary2023.Similarly,thenumberofpeoplewaitinglonger

thanfourhoursinhospitalA&Eandover62daysforstartingcancertreatment(measuredfromurgentGPreferral)havereachedrecordhighs.

Atthesametime,althoughNHSvacancyrateshaveincreased,sohavestaffnumbers,with24%more

hospitalstaffsince2010andwithanincreaseof37%fordoctorsand16%fornurses.7

ThesituationinGermanyissimilar:mosthospitals

strugglewithstaffshortagesandhighstaffturnoveraswellasahighlevelofsickleave.AccordingtotheGermanHospitalInstitute(DKI,DeutschesKrankenhausinstitut),in2022,therewere20,600vacanciesfornursingstaff

ongeneralcarewards,avacancyrateof8%,and9,500vacanciesonintensivecarewards,a14%vacancyrate.Bothfigureshadincreasedcomparedto2021when

vacancyrateswere6%and12%respectively.8ButinGermany,too,hospitalstaffnumbershaveincreasedwhilethenumbersofhospitalsandhospitalbedshave

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shrunk,increasingthestaff-to-patientratios.Since2010,overallhospitalstaffnumbershaveincreasedby22%,doctorsby37%andnursingstaffby22%.Meanwhile,

thenumberofhospitalbedshasdroppedby4%,from502,749to483,606.9

Thesestatisticssuggestthatitisnotjuststaffinglevelswhicharetheproblembutalsointernalinefficiencies,highadministrativeload,lackofanintegrated

ITinfrastructureandotherfactorswhichleadto

overworkedstaff,longwaitlists,andinsufficientcare

levelsforpatients.Resolvingtheseinefficienciesmustbeahighpriorityforhospitalmanagementeverywhere,especiallygiventheWHO’spredictiononthefuture

numbersofavailablehealthcareworkers.

Resolvingtheseinefficienciesmustbeahighpriorityforhospital

managementeverywhere,especiallygiventheWHO’spredictionon

thefuturenumbersofavailable

healthcareworkers.

Effectivecapacity

managementasaroutetobetterresourceutilization

Notsurprisingly,capacityplanningisamajoractivity

forhospitalsbutalsoonewhichformanyorganizationspresentsasignificantchallengeduetothemultiple

variablesinvolved.Ithasmovedfarbeyondmere

nurse-to-patientratiosandpatientclassification

systemswhichwerefoundtobeinsufficientpredictorsofdemand;instead,multipleindicatorsatpatientandwardlevelarerequiredtoadequatelyforecastworkloadandstaffingrequirements.10Inaddition,adequacyof

staffinglevelsisperceiveddifferentlybythevarious

stakeholderswithinthehospitalorganization—nurseswillhaveadifferentperspectivebasedontheirday-

to-dayworkexperiencefromschedulersornursing

management.Inordertoensureasatisfactory

definitionandimplementationofadequatestaffing,

thesedivergentperspectivesmustbetakeninto

account.Finally,aprerequisiteforeffectivecapacitymanagementisasolutionthatencompassestheentire

organizationsinceitisoftenthetransitionsbetween

differentorganizationalunitsthatcreatedelaysin

thepatientflowandthereforeunforeseenpeaksin

demand—forinstance,ifapatient’sdischargeis

delayed,thatbedisnotavailableandincomingpatientscan’tbeadmittedasplanned.Similarly,ifplanningfordiagnosticproceduresisnotalignedwithtreatment

schedules,patients’staysareunnecessarilyextended,andbottlenecksoccur.

Aprerequisiteforeffectivecapacitymanagementisasolutionthat

encompassestheentireorganization,sinceitisoftenthetransitions

betweendifferentorganizational

unitsthatcreatedelaysinthepatientflowandthereforeunforeseenpeaksindemand.

6|HospitalCapacityManagement:MakingBestUseofAvailableResources

Managingvariability

Whyvariabilitymatters

Capacityandqualitymanagementareintricatelylinkedtovariability.Infact,managingvariabilityandpatientflowarekeynotonlyforqualityandsafetyofcare,

butalsoforagoodpatientexperienceaswellasa

satisfactoryworkenvironment,and,lastbutnotleast,efficientresourceuse.

Whileinanidealworld,hospitalswouldbeabletostaffforpeakdemand,thisisnotfeasiblefinancially,nor

aretheresufficientnumbersofhealthcareworkers

available.Atthesametime,demandtroughsmean

resourcesareunderutilized.So,whilehospitalstendtostafftomeetaveragedemand,reducingvariabilityiscrucialtominimizethestressandlossofqualityofcarethatcomeswithexcessivedemandpeakswhilenot

lettingvaluableresourcesgoidle.

Inadditiontoimprovingpatientoutcomesandtheworkenvironmentforhospitalstaff,thecapacitygainsrealizedthroughlowervariabilityalsobenefithospitalbudgets

sincepatientstaysareshorterandmorepatientscanbetreatedwiththesameresources,resultinginincreasedrevenueandlowercostsperpatient.

Managingvariabilityisnotjustaquestionofstaffinglevelsbutofmatchingdemandforthevarious

resourcesavailable;inadditiontomedicaland

non-medicalstaff,theseincludesurgerytheatres,

diagnosticcapabilities,patientbeds,etc.Accurate

capacityforecastingisthekeytotheeffectiveplanningandschedulingoftheseresourceswhichinturn

minimizesvariability.

Managingvariabilityandpatientflowarekeynotonlyforqualityandsafetyofcare,butalsoforagoodpatientexperienceaswellasasatisfactoryworkenvironment,and,lastbutnotleast,efficient

resourceuse.

Driversofvariability

Closelylinkedtotheproblemofvariability

managementistheissueofpatientflow,since

inadequatelymanagedpatientflowsareamajor

factorinvariabilityandunevenresourceutilization.Infact,inefficientcapacitycoordinationandinefficientpatienttransferprocessesareamongtheleading

causesofdelaysinmovingpatientsthroughthe

hospitalefficiently.Underlyingcausesarenotonlystaffingissues,butalsoinadequateplanningaswellasinsufficientlydefinedprocessroutines,lacking

ITfunctionsandalignmentbetweendiagnosticandimagingfacilitiesandtreatmentteams.Process

andplanningimprovementsarethereforekeytoincreasedhospitalproductivity.Thefirststeptorealizingtheseimprovementsispinpointingvariabilityandcapacitymisalignment.

AnIQVIAanalysisofselectedwardsatseveralmajorhospitalsinBelgium,Switzerland,andtheNetherlandsinvestigatedvariabilitybyadmissiontype(emergencyvsplanned)andweekdaysvsweekendsandfound

thatvariabilityathospitallevelcanrangefromunder10%toashighas40%.Atwardlevel,however,the

variabilityisconsiderablyhigher.

Theanalysisatwardlevelinanumberofdifferent

nursingunitsincludingsurgery,orthopedicsurgery,

internalmedicine,cardiology,andpediatricsfound

thatthereisaconsiderablerangeofvariabilitynotonlybetweennursingunitsbutalsowithinunitsdependingondaysoftheweekandplannedadmissionsversus

emergencyadmissions.Atthehighend,variability

forplannedadmissionsis48%duringweekdaysandonthesameward79%ifweekendsareincluded.The

lowestvariabilityis29%forplannedadmissionsduringweekdaysand31%ifweekendsareincluded.

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Figure2:Variabilityisdrivenbyweekdayplannedadmissions

HospitalA(Belgium)

Variabilitybyadmissiontype

27%

24%

20%

13%11%

10%

0%

TotalPlannedEmergencies

inclweekendexclweekend

Avgshareofbedsweekdaysonly

36%

64%

PlannedEmergencies

10%9%

30%

HospitalB(Switzerland)

Variabilitybyadmissiontype

28%

20%

9%9%

10%

0%

TotalPlannedEmergencies

inclweekendexclweekend

Avgshareofbedsweekdaysonly

22%

78%

PlannedEmergencies

8%8%

30%

26%

HospitalC(Netherlands)

Variabilitybyadmissiontype

40%

22%

16%

11%

TotalPlannedEmergencies

inclweekendexclweekend

Avgshareofbedsweekdaysonly

33%

67%

PlannedEmergencies

50%40%30%20%10%0%

14%13%

Byfarthelargestdriversofvariabilityareplanned

admissions.Improvementstothepatientflowfor

plannedproceduresarethereforeagoodstarting

pointforquickcapacitygains.Formostnursingunits,emergencyadmissionsvariabilityislowerthanthatforplannedadmissions,sometimesconsiderablylower.

Whereemergencyadmissionsvariabilityishigh,thenumberofbedsoccupiedbyemergencyadmissionsisverylowbothinabsolutetermsandasaproportionoftotalbeds.Overall,variabilityishigheronweekendsbothforplannedandemergencyadmissions.

Ifvariabilityistobeaddressed,startingwiththe

variabilityinbedoccupancycausedbyweekday

plannedadmissionsisanapproachthatwillthereforeyieldthebiggestcapacitygains.

Forthehospitalsanalyzed,weekdayvariabilityfor

plannedadmissionswasbetween16%and26%

althoughonindividualwards,variabilitycanbe

considerablyhigher.Reducingvariabilityby30%to

40%toaround15%wouldresultincapacitygainsof

between7%and14%,equivalenttofreeingupthreeto131beds.

However,evenamoremoderate20%reductionin

variabilitywouldfreeupbetweentwoandninebedspersite,acapacityincreaseoffivetoseven%.

Byfarthelargestdriversof

variabilityareplannedadmissions.Improvementstothepatientflowforplannedproceduresaretherefore

agoodstartingpointforquickcapacitygains.

1Thisrelativelylargerangeisduetothefactthatthesitesvaryconsiderablyinnumberofbedsincludedintheoriginalanalyses.

8|HospitalCapacityManagement:MakingBestUseofAvailableResources

16%14%12%10%8%6%4%2%0%

20%

15%

10%

5%

0%

Goal:

Improvethesystem

Strategiccapacitydefinition

Calculationofthecapacityneededtoachievethestrategicobjectives

→Longterm

Tacticalcapacityplanning

Assessmentofcapacitydemandandredefinitionofneededcapacities

→Midterm

Operationalcapacityplanning

Assessmentofcapacitydemandandredefinitionofrequiredcapacity

→Shortterm

Figure3:Potentialcapacitygainsthroughreducedvariability

HospitalA(Belgium)

18%

25%

21%

19%

16%

14%

12%

13%

16%

10%

6%

3%

Var-10%Var-20%Var-30%Var-40%Var-50%

CapacitygainVariability

HospitalB(Switzerland)

25%

21%

20%

10%

15%

10%

10%

4%

7%

5%

5%

2%

0%

Var-10%Var-20%Var-30%Var-40%Var-50%

CapacitygainVariability

15%13%

12%

14%

12%

2%

0%

8%

6%

23%

18%

HospitalC(Netherlands)

16%

14%

12%

10%

8%

6%

4%

2%

0%

20%

17%

15%

13%

15%

12%

9%

6%

3%

11%

Var-10%Var-20%Var-30%Var-40%Var-50%

CapacitygainVariability

25%

20%

15%

10%

5%

0%

IQVIAHealthFlowasa

fullyintegratedcapacity

managementsolution

Theobjectivesforeffectivecapacitymanagementaretwofold:themoreimmediateaimistounderstand,manage,andplantheshort-termcapacityutilizationwhichentailskeepingamultitudeofmovingparts

inbalance.Thesecondobjectiveistoforecastfuturedemandandoptimizecapacityutilizationbyanalyzingthesourcesofvariability,optimizingprocessesand

routines,andsimulatingpossibledemandscenarios.Bothobjectivesmustbeaddressedfortheentire

hospitalorganizations,inasettingwherehospitals

cooperatetomanagepatientload,sincebottlenecksarefrequentlyfoundbetweendifferentorganizationalunitsratherthanwithinanindividualunit.

Figure4:Acapacitymanagementsolutionmustenableoperational,tactical,andstrategicplanning

Goalo:

Managethecurrentsituation

Capacitymanagementprocess

Systematiccapacityimprovement

Implementationandembeddingofthecapacityimprovements

→Longterm

Tacticalcapacityevaluation

Assessmentofperformanceandidentificationofimprovements

→Midterm

Operationalcapacitymonitoring

Monitoringcurrentperformanceandimplementationofdailymanagement

→Shortterm

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StaffPlanning

OTPlanning

EMR

HospitalAuthentication

Hospitalzone

AsolutionsuchasIQVIAHealthFlowissetuptodojustthat.

•Itprovidesareal-timeviewofongoingcapacity

utilizationaswellasdetailedcapacityplanningtoolsforshort-termdemandbasedonreal-timedata

combinedwithforecastdata

•IQVIAHealthFlowsimulatescapacityneedsforthe

comingmonths.ADigitalTwinofthehospitalbasedonhistoricaldatacoupledwithadditionalinformationprovidedbytheuserenablesscenarioplanning

withoutaffectingthehospital’sliveenvironment

•Thereal-timeviewcombinedwiththecapacity

simulationenablestheusertoanticipatepotentiallycriticalsituationsandtakecorrectiveactionsbeforetheyoccur

•Thesolutionincludesdashboardstailoredtospecificuserroleswithinthehospitalorganizationtoenableemployeestoviewthedataandrespondbasedontheirspecificrolesandneeds—aheadnursewill

needdifferentinsightfromanadmissionsmanageroracapacityplannerandthisisreflectedbythe

customizableviewsprovided

•TheDigitalTwinalsoprovidesinsightsfortacticalandstrategicplanningandprocessimprovements

toremoveroadblockstoasmoothpatientflow.Itenablesthelong-andmid-termcapacitysimulationfordifferentscenarios,e.g.,planningforan

additionaloperatingtheatre,scenarioplanningforseasonalinfectiousdiseasewavesetc.

•IQVIAHealthFlowisfullycustomizable.

Implementationinvolvesdetailedanalysisofthehospitals’specificneedsincloseconsultationwiththehospitalorganization

Eventhoughacapacitymanagementsystembrings

clearbenefits,hospitalmanagersareunderstandablyreluctanttoallowmajordisruptiontotheirexisting

ITsystemstoadoptthem.Asystemthatisminimallydisruptive,bothatinitialinstallationandinsubsequentscale-upisthereforecritical.

BecauseIQVIAHealthFlowissetupasSAAS,itis

easilyscalableandplacesverylimiteddemands

onthehospitalITinfrastructurewhilebeingeasily

accessiblefromanywherewithaninternetconnection.Requirementsfordatafromthehospitalsystemto

enablereal-timemonitoringaswellasforecastingaredeliberatelykepttoaminimumtosatisfydataprivacyconcernsanddataiscleanedandencryptedbeforebeingfedintotheIQVIAHealthFlowsystem.

Figure5:HealthFlowschematic

HL7FHIRCSV

Encrypted

dataonly

MirthConnectIntegrationPlatform

Azure

zone

Dashboards

and

Alerts

IQVIA

Health

Forecaster

Health

FlowDB

Flow

10|HospitalCapacityManagement:MakingBestUseofAvailableResources

KEYBENEFITS

IQVIAHealthFlowcombines

operational,tactical,andstrategicplanninginonetoolwhichcanbescaledandcustomizedtosuittheneedsofdifferenttypesandsizesoforganizations,fromsmalllocalhospitalstohealthcaresystems

encompassingmultipleproviders.

Itgeneratesvisibilityataverygranularlevel,downtoindividualbeds,andenablesstaffatalllevelstotakeappropriateandtimelyactions.Itusesdata-driveninsightstoalignresources,processes,andplanningacrossthehospitalorganization,minimizevariability,andoptimizeresourceutilization.

HealthFlowalsoenablesnotjustforwardplanningbasedonkeyindicators,performancegoals,and

anticipatedfutureevents,italsoallowsforscenarioplanningandsystemicevaluationandimprovementbasedonhistoricdata.

Forhospitals,thisspellsreducedfinancialstresssincetheimmediatecapacitygainsthroughbetteralignment

andplanningresultinshorterpatientstaysandhighernumbersoftreatedcaseswiththesamelevelof

resources.Improvedcapacityplanningalsoleadstoalessstressfulworkingenvironmentforstaffbylevellingoutthedemandpeaksandhelpshospitalsposition

themselvesasattractiveemployersinanincreasinglycompetitivemarket.Inaddition,reduceddemand

peaksandlessharriedstaffmeanbetterqualitycareandanimprovedpatientexperience,givinghospitalsacompetitiveedgeinahealthcaresystemthat

increasinglyplacespatients’needsatthecenter.

Beyondtheshort-termbenefits,effectivecapacityplanningisakeypillarinhospitals’toolkitsto

mastertheongoingandfuturechallengesofthechanginghealthcareenvironment.Hospitalsfaceafutureoftighterbudgets,strongercompetitionforfewerhealthcareworkers,andincreasingdemandduetoanagingpopulationandmedicaladvances,ontopofthepandemiclegacy.

Theupshotofthisisthathospitalswillhavetogetbetteratmanagingcapacitysince“doingmorewith

less”willbethemaximfortheforeseeablefuture.

|11

Conclusion

Healthcaresystemsfindthemselvesatapointwheredemandgrowthexceedsfundinggrowthinan

environmentthathasalreadybeencharacterizedforsometimebybudgetarypressuresandincreasinglyscarcehumanresources.Thissituationcannotbe

expectedtogetbetteranytimesoon–thepost-

pandemicpressurescoupledwithaneconomic

downturnexacerbatealreadyexistingpressuresonhealthcaresystemsandthreatentheirlong-termfinancialstability.

Forhospitals,thismeanstheycannotgoonoperatingastheyhaveinthepastiftheywanttosurvivein

thissetting.Theywillhavetolearntomeetrising

demandswithoutaconcomitantincreaseinresources

andwillhavetocontendwithhigherexpectations

notonlyofthequalityoftreatmentandcare,butalsoincreasinglyofthequalityofthepatientexperienceandworkplaceenvironment.

Excellentcapacitymanagementisanessentialpartoftheoperationalandstrategictoolkitforindividual

hospitalsofallsizesandnetworksofmultiple

providersalike.Itiskeytoachievingoptimumresourceutilizationthroughaligningresources,processes,andplanningacrossindividualprovidersandnetworksandisafundamentalcomponentinanystrategytofuture-proofhospitalsinaworldofscarcerresourcesand

higherdemands.

12|HospitalCapacityManagement:MakingBestUseofAvailableResources

References

1.

/economic-outlook/march-2023/

2.

/financing-healthcare#history-of-healthcare-spending

3.IQVIAInstituteReport“GlobalUseofMedicines2023”

/insights/the-iqvia

-

institute/reports/the-global-use-of-medicines-2023

4.IQVIA’sTop9Healthcare&LifeSciencesTrends&Eventsfor2023,webinar,March30,2023.

https://

/library/white-papers/monitoring-the-impact-of-covid-19-on-the-pharmaceutica