Transcript
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The need to make adjustments, particularly, like Barb mentioned, for specialty-specific needs, has grown, and I think organizations are realizing– they’ve known for a long time, but are really prioritizing their financial health and are aligning themselves with specialties that drive that financial health and consequentially need resources to ensure that happens. And I think they’re investing a lot in these service lines, in particular service lines that are going to help them restore, really, financial prosperity within the organization. And I think a block schedule is typically not enough– there’s not enough meat on the bone to make that decision. The other thing that Barb mentioned is budgeting and capital expense planning is done in batch. It’s usually a months-long process to get that done. The challenge is once it’s done, it’s kind of set. It’s very hard to make adjustments, and we all know all the things that can happen in a years long time. It’s very, very, very difficult to see a year out into the future. You can have a general sense, but so many things happen within the organization, a budget really is not enough to predict the daily changes in demand that happen in an operating room. It’s insufficient.
