MHA FPX 5014 Assessment 5 Process Improvement Proposal MHA-FPX 5014 Health Care Quality, Risk, and Regulatory Compliance 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 par