In today’s healthcare landscape, patient experience (PX) is no longer a soft metric—it’s a strategic imperative. As consumer expectations rise and transparency increases, healthcare organizations must evolve from volume-driven models to value-based care, where the quality of interactions matters as much as clinical outcomes.
Why Patient Experience Matters
James Merlino of the Cleveland Clinic said it best: “Improving the patient experience is not just a nicety. It’s a necessity for survival in a competitive healthcare marketplace.” This sentiment is echoed across national programs like HCAHPS, HVBP, and CMS Quality Initiatives, which link patient satisfaction directly to reimbursement, ratings, and reputation.
The Outpatient and Ambulatory Surgery CAHPS (OAS CAHPS) survey, mandated for ASCs and HOPDs starting in 2025, exemplifies this shift. It assesses the full spectrum of a patient’s journey—from check-in to recovery at home—using standardized questions that are publicly reported and increasingly tied to financial incentives.
The Consumer Perspective
Patients today are savvy consumers. They compare facilities based on online reviews, star ratings, and word-of-mouth referrals. Their expectations go beyond clinical competence—they want to feel cared for, respected, and heard. The three questions every patient asks are:
- Can you help me?
- Can I trust you?
- Do you care about me?
If your organization consistently answers “yes” to these, you’re not just delivering care—you’re building loyalty.
The Business Case for PX
Patient experience drives:
- Revenue: Higher PX scores correlate with increased revenue due to better retention and referrals.
- Reputation: Poor experiences spread quickly and damage brand trust.
- Reimbursement: CMS and private insurers have a history of tying payments to PX benchmarks.
- Ratings & Reviews: Publicly reported scores influence consumer choice and employee recruitment.
- Referrals: Satisfied patients become ambassadors, bringing in new business.
In short, PX is the “right thing to do” and a smart business strategy.
Key Metrics and Tools
Two essential tools for measuring PX are:
- OAS CAHPS: A 37-question survey assessing outpatient surgical experiences. Domains include preparation for the surgery or procedure, check-in and pre-operative processes, cleanliness of the surgery facility, courtesy and communication of the surgery facility staff and how well patient were educated about post-operative expectations and signs and symptoms to report.
- Net Promoter Score (NPS): Measures loyalty by asking patients how likely they are to recommend your facility. Scores above 50 indicate strong satisfaction; above 70 is exceptional.
These metrics help identify key drivers of satisfaction and areas for improvement.
The Quadruple Aim Connection
The Institute for Healthcare Improvement’s Quadruple Aim reinforces PX as a pillar of healthcare excellence:
- Improve Patient Experience: Through communication, emotional support, and respect.
- Improve Population Health: By addressing disparities and promoting wellness.
- Reduce Costs: Via efficient, coordinated care.
- Improve Provider Well-being: Supporting staff leads to better patient care.
Balancing these aims ensures long-term sustainability and success.
Implementation Strategies
To optimize PX, organizations should:
- Establish a dedicated quality improvement (QI) leader.
- Form a PX team to drive initiatives.
- Train staff on survey tools and service excellence.
- Monitor feedback regularly and act on it.
- Recognize and reward behaviors that enhance PX.
Transparency and communication are key—staff must know what they’re being measured on and how their actions impact scores.
Final Thoughts
Patient experience is more than a score—it’s a reflection of your organization’s culture, values, and commitment to care. As healthcare becomes more consumer-driven, PX will define your competitive edge. Investing in it isn’t optional—it’s essential.
As Michael LeBoeuf said, “A satisfied customer is the best business strategy of all.” In healthcare, that customer is your patient—and their satisfaction is your future.
Merlino, J., & Raman, A. (2013). Health care’s service fanatics: How the Cleveland Clinic leaped to the top of the patient-satisfaction surveys. Harvard Business Review, 91(5), 108–116. https://www.hbs.edu/faculty/Pages/item.aspx?num=44886 [Health Car…to the …]
Centers for Medicare & Medicaid Services. (2025, May 15). Outpatient and Ambulatory Surgery CAHPS (OAS CAHPS). CMS.gov. https://www.cms.gov/data-research/research/consumer-assessment-healthcare-providers-systems/outpatient-and-ambulatory-surgery-cahps [Outpatient…HPS) | CMS]
Institute for Healthcare Improvement. (2022). Quintuple Aim. IHI.org. https://www.ihi.org/library/topics/quintuple-aim [Quintuple…mprovement]
Mylod, D. (2024, December 9). Net promoter score: Best practices for healthcare organizations. Press Ganey. https://info.pressganey.com/press-ganey-blog-healthcare-experience-insights/net-promoter-score-best-practices-for-healthcare-organizations [Net promot…anizations]