Image by Habitat_de_lill from PixabayWhen patients walk into an ambulatory surgery center (ASC), they aren’t just seeking clinical care. They’re looking for a sense of comfort, trust and dignity.
That’s according to Geri Eaves, a seasoned nurse and administrator at Bone and Joint Institute of Tennessee, a 42,000-square-foot orthopedic and spine surgery center in Franklin, Tennessee.
Small touches, clear communication and thoughtful infrastructure can make all the difference for patients, Eaves recently explained at the Arizona Ambulatory Surgery Center Association’s Annual Conference in Scottsdale, Arizona.
And for Eaves, the link between experience and financial outcomes is obvious.
“Our business is patients,” she said at the event. “If [patients] don’t have a good experience, we’re not going to have any business.”
Bone and Joint Institute physicians have practiced in the area for decades, Eaves said, suggesting they’ve built a positive reputation over the years. But that can be lost quickly through poor interactions, unclear expectations, or even small oversights like an unfriendly front desk or an uncomfortable waiting room.
“You don’t want your patients going back and saying, ‘Don’t go there. I had a horrible experience,’” she said.
Reputation and word-of-mouth matter, but so does patient recovery. Satisfied patients tend to be more engaged in their care, more forthcoming with staff and more likely to follow instructions, Eaves said.
“You have to make sure that you have really, really clear communication, even if you’re just working with one clinic like we are,” she said.
Still, even with a single referring clinic, challenges arise.
For example, in the past, conflicting reminder texts between clinic and ASC systems have confused patients about when and where they’re supposed to arrive. The lesson, Eaves said, is that technology only works if it’s coordinated.
There is a need for preoperative communication that feels personal, she said at the conference. Staff should call patients by name, confirm their understanding and explain logistics in plain language.
“You are not just a number,” she said. “You are important.”
Check-in should be efficient, but human
While many ASCs have moved toward digital kiosks, Eaves’ team still checks in every patient in person. That choice was deliberate.
“My 30-year-old nephew is in heaven with online check-in. My 70-year-old mother? She hates it,” Eaves said.
She also recommended investing in equipment that minimizes discomfort. Many patients at her ASC never have to move from a stretcher to an OR table, avoiding the anxiety and physical strain of transferring.
“Those stretchers have been amazing,” she said. “They reduce nurse injuries and make a huge difference for patients.”
And communication with families doesn’t stop during surgery. Patients’ progress is tracked on a screen in the waiting area using private identifiers, and families receive text updates when a patient moves to recovery.
OR nurses will even call if a case is running longer than expected, she added.
“There’s nothing worse than sitting in the waiting room, worried, and not knowing what’s going on,” Eaves said.
Recovery and discharge should feel like a hand-off
Eaves encourages staff to include patients in discharge instructions, even if they’re groggy and unlikely to remember.
“It’s important that they feel involved,” she said. “Then you include the family member, too, so someone remembers what was said.”
She’s also adamant that patients not be rushed out the door.
“Sometimes you have to help them get excited about going home. Ask about their favorite recliner. Paint a picture of comfort,” she said. “But don’t push them out if they’re not ready.”
Some patients struggle to find someone who can stay with them after surgery. That’s become more common, Eaves said, and ASC teams need to plan accordingly.
“Make sure they understand this on the front end,” she said. “They need someone there when they get home.”
The next day after a procedure, Eaves’ team calls every patient.
“Some want a real conversation,” she said. “Others just want a quick check-in. We try to tailor it to the person.”
Patients are also given a 24-hour number to call in case of complications.
“Don’t have them calling your main voicemail at midnight,” she warned.
Her ASC sends a thank-you card signed by every staff member who interacted with the patient. It’s a small gesture that has left a big impression, she said.
“I’ve had so many patients say, ‘I can’t believe my doctor signed a card and sent it to me,’” Eaves said.
Culture and training
For Eaves, staff culture is critical to building a positive patient experience.
“How do you train people to be nice?” she said. “It’s not easy, but it starts with knowing your team and what they need.”
She brings new hires in for observation days to make sure they’re a good fit, and pays for certifications and encourages breaks. Plus, her team hosts monthly morale boosters like Easter egg hunts and peer-nominated awards.
“Culture is everything,” she said. “If you don’t get that right, nothing else matters.”
Operationally, Eaves tracks data closely. Her team assigns patient arrival times based on expected case duration and physician habits. She also monitors wait times, surgery lengths, and readmission rates, she said.
But data only matters if it’s used to improve the process, she said.
“If you’re just looking at it, that’s not enough,” she said. “You’ve got to do something with it.”
