Health systems continue to face mounting pressure to grow surgical volumes without adding staff, all while improving patient experience and reducing costly last-minute cancellations.
During a recent webinar hosted by Becker’s Hospital Review and sponsored by Qventus, leaders from Little Rock, Ark.-based University of Arkansas for Medical Sciences shared how a data-driven, AI-enabled approach to perioperative care coordination helped UAMS increase nurse capacity, improve readiness for surgery and reduce cancellations.
The discussion featured Tammy Jones, PhD, RN, chief nursing officer and associate vice chancellor for patient care services and clinical operations at UAMS; and Alvin Stewart, MD, medical director of the UAMS Urology Center and an anesthesiologist.
Here are four key takeaways from the conversation.
Note: Quotes have been edited for length and clarity.
1. Growth exposed preoperative inefficiencies
UAMS significantly expanded its operating footprint in recent years. While the growth created new opportunities, it also strained pre-admission testing processes that relied heavily on manual workflows and uniform assessments for all patients.
“We were embracing a one-size-fits-all approach,” Dr. Jones said. “All patients were being vetted the same way regardless of their risk level.
This created several inefficiencies for nurses. Many spent large portions of their day chasing down records, faxing documentation and playing phone tag with patients, which took them away from high-value clinical work. At the same time, tight timelines before surgery limited the team’s ability to identify and address risks early enough to prevent cancellations.
2. Risk stratification shifted work to the top of the license
Through its partnership with Qventus, UAMS implemented an AI-enabled perioperative care coordination platform that stratifies patients based on risk and readiness, rather than proximity to surgery date. Lower-risk patients can move through automated “fast-track” workflows, while nurses focus their expertise on more complex cases.
Dr. Stewart emphasized the importance of aligning workflows with clinical complexity. “At the end of the day, we want our nurses, who are a valuable resource, to work to the top of their license,” he said. “They are very skilled and knowledgeable about risk factors and what we need from the anesthesia side.”
3. Transparency and phased rollout were critical to adoption
UAMS leaders stressed that successful implementation required deliberate pacing and open communication with front-line staff. The organization started with a single surgical specialty and expanded gradually, allowing time to refine workflows and address concerns.
“With AI-related projects, there are going to be concerns,” Dr. Jones said. “If you can call that out and have open and honest conversations, you will get your teams through it.”
Dr. Stewart highlighted the value of involving multiple stakeholders early. “We had nurses, IT, anesthesia and surgeons involved,” he said. “Having that communication between all of those groups helps resolve issues over time.”
4. Early results show capacity gains and fewer cancellations
UAMS leaders reported early improvements in nurse productivity and reductions in last-minute cancellations, which is an outcome with both patient experience and financial implications.
“When cases are canceled inside that 72-hour window, the odds of filling that space go way down,” Dr. Jones said. “It becomes a double loss from an operational standpoint.”
At the same time, the health system has been able to absorb additional surgical volume without proportionally increasing staffing.
Dr. Stewart also noted strong patient engagement with AI-supported communication. “Our patients want to be heard,” he said. “When the information they provide is accessible to the nurses and anesthesia team, we’re not uncovering surprises on the day of surgery.”
Together, the speakers emphasized that AI alone is not the solution. When paired with strong clinical leadership, front-line engagement and clear goals, perioperative care coordination can become a powerful lever for capacity growth, efficiency and improved patient experience.
