MHA FPX 5014 Assessment 5 Process Improvement Proposal

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Capella University

MHA-FPX 5014 Health Care Quality, Risk, and Regulatory Compliance

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Organizational Structures, Mission, and Vision

The Mayo Clinic is a non-profit organization committed to alleviating human suffering, irrespective of race, ethnicity, economic status, or other factors. With multiple campuses located in Minnesota, Arizona, and Florida, the clinic operates in over 40 communities and serves approximately 600,000 patients annually. This includes a diverse range of facilities, from large urban centers to rural agricultural clinics, as well as a mobile clinic in southern Minnesota. This extensive presence ensures that patients receive high-quality care and have access to a variety of healthcare options tailored to their unique needs.

The clinic achieves its high-quality outcomes through research and collaborative partnerships, assuring patients that the medical staff is dedicated to their well-being. The mission of the Mayo Clinic is to promote good health and inspire hope in all individuals they encounter through various means, including structured care, education, and medical research. They continuously innovate their treatment approaches to effectively address complex diseases, always prioritizing patient needs.

Internal Processes

The Mayo Clinic utilizes an internal framework that is highly regarded within the healthcare sector. Following the establishment of two medical facilities in the 1980s, the organization experienced significant success, which facilitated essential improvements in their care delivery system. This success led to the development of their own contributor networks. As noted by Carryer and Sterioff (2003), “Mayo’s patient-oriented vision, strong reputation for quality, considerable resources, model of integrated physician and hospital engagement, strong physician leadership base, and previous success performing outreach in many surrounding communities prepared it for this endeavor.”

Over the years, the Mayo Clinic has received accolades for its growth and effective implementation of best practices, patient satisfaction, and robust leadership development. Their internal processes have been instrumental in driving these accomplishments, even amidst challenges such as competition, financial access, and cultural issues.

Finances

The Mayo Clinic places a strong emphasis on financial health for all its locations. Each facility is required to meet both operational and financial needs. Recently, the clinic has aimed for a target operating margin of approximately 5% to ensure adequate funding for daily operations, equipment maintenance, and leadership development initiatives. By collaborating with local hospitals, the clinic has achieved consistent financial performance, generating nearly $1 billion annually in its early years.

Growth and Learning

The Mayo Clinic partners with the Executive Development Center of the Carlson School of Management at the University of Minnesota to provide educational courses for its leaders. These initiatives have received positive feedback from participants. Two sessions are conducted each year at nearby facilities—one for senior administrators and another for emerging administrative leaders. The curriculum encompasses seven leadership modules: strategic leadership, people leadership, business acumen, professional leadership, communication, interpersonal skills, and personal attributes (Carryer & Sterioff, 2003). Strong management development remains a top priority within the organization.

Customer Satisfaction

Patient experience is at the core of the Mayo Clinic’s operations. The clinic provides patients with opportunities to share their experiences, concerns, and feedback, which are vital for enhancing patient care and safety. The Office of Patient Experience addresses all patient concerns, and additional tools, such as the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) survey, are utilized to collect and analyze feedback. This approach contributes to improved care quality and patient satisfaction.

The integration of the Mayo Clinic with the Mayo Health System has significantly enhanced patient satisfaction. This improvement is evident in increased referrals, greater access to specialized care, and the retention of high-quality staff. Patient satisfaction surveys reflect positive outcomes, indicating benefits for both patients and the communities served.

Mayo Clinic Values through Ethical, Organizational, and Directional Strategy

The ethical strategy of the Mayo Clinic emphasizes equitable service to all patients across diverse communities. The organization is committed to professionalism, accountability, and sensitivity to the physical, emotional, and spiritual needs of patients. The organizational strategy involves collaboration among associations that attend board and committee meetings, serving as advisors, problem solvers, and counselors. These leaders also participate in the Clinical Practice Committee, aligning resources and implementing policy adaptations. Operational actions include establishing conservative care goals, refining healthcare delivery, and positioning the clinic as a preferred employer within communities.

The directional strategy focuses on linking healthcare through education, research, and overall expansion. Long-term plans include organizational growth and medical specialization, aimed at enhancing patient care processes throughout the region. These improvements are expected to drive transformative changes and increase patient satisfaction.

Evidence-Based and Best Practices for Monitoring and Improving Discussion

A valuable tool for monitoring and improving processes is the balanced scorecard. This tool aligns the organization’s vision and strategy with performance measures (Kaplan & Norton, 1996). It enables management to understand how improvements in one area may affect another, ensuring balanced progress. Clear communication of objectives and results is essential for driving long-term goals.

Enhancing patient access is a significant priority for the Mayo Clinic. The Mayo Clinic app enables patients to schedule appointments and resolve issues without the need to visit the clinic physically. Safety tracking systems, such as the sponge surgical counter, are implemented to help prevent surgical errors (Mayo News Release, 2014). Additionally, incorporating patient photos into medical records further minimizes errors, ensuring accurate patient identification.

The Mayo Clinic Platform leverages data to create personalized care plans and address care gaps. It utilizes modern interoperability procedures to facilitate seamless information flow throughout the care continuum. This platform also supports the ongoing development of remote analytics, thereby enhancing patient care.

Conclusion

The Mayo Clinic is dedicated to advancing healthcare delivery. Its financial resilience, patient-centered infrastructure, and collaborations with leading institutions position it for ongoing success. By maintaining a robust internal and external structure, the clinic can enhance patient satisfaction and employee retention. The organization should continue to foster innovation and support the development of new ideas and proposals. Education, investment, and quality improvement will be crucial for sustaining excellence in the future.

Improving procedures will propel the Mayo Clinic toward a successful, patient-centered healthcare delivery system. Addressing specific aspects of care can significantly enhance patient satisfaction. Continuous process improvements are vital, particularly in large-scale healthcare systems like the Mayo Health System. Technological advancements will further improve patient access and care quality, supporting ethical, managerial, and functional strategies for a prosperous future.

References

Carryer, P., & Sterioff, S. (2003, August 1). Mayo Health System: A decade of achievement. Mayo Clinic Proceedings. Retrieved from https://www.mayoclinicproceedings.org/article/S0025-6196(11)63152-2/fulltext#:%7E:text=Now%2C%20after%20a%20decade%20of,success%2C%20regional%20patient%20referrals%20to

Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard–Measures that drive performance. Harvard Business Review, 70(1), 71-79.

Kaplan, R. S., & Norton, D. P. (1996). Linking the balanced scorecard to strategy. California Management Review, 39(1), 53-79. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Flinking-balanced-scorecard-strategy%2Fdocview%2F216142220%2Fse-2%3Faccountid%3D27965