Access And Capacity In Healthcare

Dr. Corey Scurlock MD, MBA is the CEO & founder of Equum Medical.

As I reflect on my journey learning to kite-surf during the summer, I’m reminded of the lessons nature teaches us about adapting to headwinds and capitalizing on tailwinds. This dynamic is strikingly similar to the challenges and opportunities healthcare leaders face as we steer into 2025. Access and capacity—foundational themes in healthcare—now stand as urgent priorities shaping the future of care delivery in the United States. These dual imperatives balance the scales between demand, resources and equity.

Access And Capacity: The Dimensions Shaping Healthcare

Two critical areas that will influence the trajectory of the future of healthcare are access and capacity. Access ensures healthcare organizations can deliver timely, equitable care to diverse populations. Capacity focuses on readiness—enough beds, staffing and the technology needed to meet the patient’s needs. The rise in chronic disease prevalence, aging populations and nationwide disparities are what I consider headwinds for the healthcare industry. The advancement of new technology and a renewed strategic focus post-pandemic presents us with the tailwinds of healthcare—the opportunity to propel us on a forward-looking path.

According to The 2024 Impact of Change forecast by Sg2, inpatient days are expected to rise by 9%, and outpatient volumes are expected to climb by 15% over the next decade. While this growth brings opportunities for healthcare organizations, they must ensure they have the access and capacity to meet the increasing demand.

Tackling Access: Bigger And Bolder Opportunities

The benefits of expanding access speak for themselves. According to a 2025 trends report by Vizient, a loyal patient will generate three times the revenue over an uncommitted one. Having value-driven, patient-centered care not only allows healthcare organizations to build trust and convenience with their patients but can also benefit the providers financially.

In the same report, Vizient highlights that a midwestern health system segmented their patients into three groups: loyal, splitter and uncommitted. The study found that loyal patients often make greater use of inpatient and emergency department services. On the other hand, those identified as “splitters” or “uncommitted” rely less on potentially avoidable services. By distinguishing these groups, researchers uncovered valuable insights into patient preferences. This understanding empowered them to rebrand and refine disease management programs, enhancing their appeal to high-value patients and improving service delivery.

Expanding Capacity: Building Resilience

When expanding capacity, healthcare organizations must consider both strategic and logical methods. According to the Vizient report, an increase in labor costs accounts for nearly 84% of total expenses in health systems. As the workforce shortage rises, operational pressure on healthcare organizations increases. Healthcare executives across the country need to develop a multidimensional approach to tackle these headwinds.

Consider some of the most successful consumer models, such as Amazon and Walmart. If healthcare systems reevaluated their current models and considered the consumer approach, they could increase their operational efficiency. Integrating advanced technologies has allowed companies like these to streamline processes and unlock latent capacity.

If health leaders want to revolutionize how they manage limited resources, I believe technology needs to be at the forefront. Virtual care and predictive staffing tools can enable real-time adjustments to match workforce deployment with demand, helping to reduce staffing burnout and improve overall patient care in the short term. In the long term, this can help healthcare organizations expand by adding resources and specialized care that extend beyond geographic boundaries, mitigating local capacity constraints while maintaining quality.

Setting A Strategic Course To Navigate 2025

To succeed amidst the headwinds and tailwinds, healthcare leaders must focus their strategic priorities on access and capacity. From my point of view, it looks like this:

Leveraging Technology And Virtualization

Implement digital tools and virtual care models to expand access and capacity. Health systems can effectively address local provider shortages and scale care delivery by implementing resource virtualization similar to how consumer models operate, such as Amazon and Walmart.

Establishing New Divisional Leadership

Establish leadership roles that focus on telehealth and virtual nursing to streamline operations. In my experience, when healthcare organizations appoint dedicated individuals to lead integration efforts, it can significantly improve access and capacity throughout the care continuum.

Focusing On Patient Flow

According to a Beckers Hospital Review article (registration required), many hospitals are implementing hospital-at-home programs and forming partnerships with regional systems and specialty groups to offer both in-person and virtual patient coverage. This approach can enhance overall patient flow and allow hospitals to transition to a more patient-centered care model, resulting in increased revenue and improved quality of care.

As we tack into the winds of 2025, the interplay between access and capacity will define success. By embracing bold strategies and leveraging the tailwinds of innovation, we can turn headwinds into opportunities, ensuring equitable, efficient care for all.

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