###### Abstract
This integration can help to improve the robustness and flexibility of operating room schedules [3]. To increase the performance of the healthcare system, the integration of all three decision-making levels is important, and, hence, the present study is focused on integrating such levels. In addition, most of the literature has considered the capacity of constraint resources of the hospital during planning and scheduling decisions. For example, the planning and scheduling of the operating theatre complex have gained much attention, as it is considered one of the hospital's critical resources and its performance has a significant impact on other departments [20; 21]. An in-depth review of the literature on operating theatre planning and scheduling is available in many articles [3; 22; 23]. The literature on operating theatre planning and scheduling has covered many perspectives to improve the operations of the healthcare facility, considering maximizing the utilization of operating theatre [9; 15; 24; 25] and minimizing the patient waiting time [26], surgeon overtime [16], the cost of operating theatre [27], the makespan [28], the overtime [29], etc. [PERSON] and [PERSON] [30] integrated the problem of patient allocation to a day in an operating room and sequenced the allocated patients within the operating rooms to maximize the total scheduled surgical time. They developed mixed integer and constraint programming models and various bender decomposition algorithms to solve the developed models to optimality. The authors of [31] studied the operating room planning and scheduling problem integrated with downstream wards. They proposed a two-stage artificial bee colony algorithm for solving the problem. In [32], researchers developed a robust optimization model that combines staffing and scheduling decisions to minimize the impact of variations in surgery duration, staff availability, and emergency arrivals. In most of the literature, the planning and scheduling of surgeries focus on the optimal use of the available operating theatre capacity. However, the performance of healthcare facilities is constrained not only by the capacity of the operation theatre complex but also by the capacity constraint of other critical resources of hospitals [33]. For example, in hospitals, scheduled surgeries can be canceled in large numbers due to the unavailability of beds for post-operation recovery [34]. Furthermore, in most hospitals, the scheduling systems consider the available capacity of beds, while most surgery planning systems used in hospitals consider the capacity limit of the operating theatre. Since there is an interconnection between the operation theatre complex, the available number of beds in wards, and the available number of beds in the ICU, it is, therefore, significant to study the capacity consideration of different interlinked resources, including the capacity of the operating theatre, the number of available beds in the ICU, and the number of available beds in the wards, etc. Therefore, the capacity consideration of critical resources without consideration of their interconnection with other resources may lead to their suboptimal use [35]. Thus, independent optimization of the operating theatre's resources or the ward's optimization may not lead to global optimization of the healthcare system. Therefore, some researchers have addressed the operating theatre planning problem with other critical resources, such as the ICU and wards, at a different level of the planning problem [11; 36; 37]. [PERSON] et al. [38] developed a three-phase hierarchical approach for the weekly scheduling of operating rooms where the optimal case mix is identified in the first phase to maximize the overall benefit. In the second phase, they developed a master surgery schedule. In the third phase, they performed a simulation to evaluate the operational performance of the master surgery schedule and the utilization of downstream departments. [PERSON] et al.