MHA FPX 5014 Assessment 5 Process Improvement Proposal

Student Name

Capella University

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

Prof. Name

Date

Organizational Structures, Mission, and Vision

The Mayo Clinic, a non-profit organization, is dedicated to mitigating human suffering regardless of demographic factors. With multiple campuses across states and established in over 40 communities, the clinic serves approximately 600,000 patients annually, offering high-quality treatment and diverse healthcare options tailored to individual needs. Through research and partnerships, the clinic strives to provide reassurance to patients by continuously innovating treatment methods, placing patient needs at the forefront of their mission.

Internal Processes

The Mayo Clinic’s internal framework, recognized as influential in healthcare, has evolved significantly since its inception in the 1980s. Successful establishment led to the creation of contributor networks, facilitated by Mayo’s patient-oriented vision and reputation for quality (Carryer & Sterioff, 2003). Despite challenges such as competition and financial access, the clinic’s robust leadership development and adherence to best practices have ensured continuous improvement in care delivery and patient satisfaction.

Finances

Financial health is a priority for the Mayo Clinic, with each location tasked to support operational and financial needs. Maintaining a target operating margin of around 5%, the clinic ensures funds for daily operations and leadership development. Partnerships with local hospitals have contributed to steady financial performance, reflecting the clinic’s commitment to sustainable growth and quality healthcare provision.

Growth and Learning

The Mayo Clinic prioritizes management development through educational courses offered in collaboration with leading institutions. These courses cover essential leadership modules and cater to both senior administrators and developing potentials (Carryer & Sterioff, 2003). By investing in leadership development, the clinic ensures a capable workforce capable of driving transformative changes and enhancing patient care processes.

Customer Satisfaction

Patient experience is central to the Mayo Clinic’s operations, with mechanisms in place for collecting and addressing patient feedback. Through tools like the HCAHPS survey, the clinic continually seeks to improve care quality and patient satisfaction. Integration with the Mayo Health System has further enhanced patient satisfaction, reflected in increased referrals and greater access to specialized care.

Mayo Clinic Values through Ethical, Organizational, and Directional Strategy

The Mayo Clinic’s ethical strategy emphasizes equitable patient service and professionalism. Organizational strategies involve engaging leaders in decision-making processes, while operational actions focus on healthcare delivery refinement and community engagement. Directional strategies aim to link healthcare through education, research, and expansion, with long-term plans geared towards enhancing patient care processes regionally.

Evidence-Based and Best Practices for Monitoring and Improvement

The Mayo Clinic employs evidence-based practices like the balanced scorecard to monitor and improve performance. Additionally, technological advancements, such as the Mayo Clinic Platform, facilitate data-driven care plans and seamless information flow, enhancing patient access and care quality.

Conclusion

The Mayo Clinic’s commitment to advancing healthcare delivery through financial resilience, patient-centered infrastructure, and strategic partnerships positions it for continued success. By prioritizing continuous improvement and investing in education and quality improvement, the clinic ensures excellence in patient care now and in the future.

MHA FPX 5014 Assessment 5 Process Improvement Proposal

References:

Carryer, P., & Sterioff, S. (2003). 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.

Mayo Clinic Health System. (2022). Why Choose Mayo Clinic. Retrieved from https://www.mayoclinichealthsystem.org/about-us/why-choose

Mayo News Releases. (2014, January 9). Mayo Clinic: Five Ways Patients and Care Providers Can Improve Health Care. Mayo Clinic News Network. Retrieved from https://newsnetwork.mayoclinic.org/discussion/mayo-clinic-five-ways-patients-and-care-providers-can-improve-health-care/

Mayo Clinic Platform. (2022, January 21). Delivering Advanced Healthcare. Retrieved from https://www.mayoclinicplatform.org/deliver/

MHA FPX 5014 Assessment 5 Process Improvement Proposal

Wolters Kluwer. (2020, April 8). Evidence-based strategies for healthcare quality improvement. Retrieved from https://www.wolterskluwer.com/en/expert-insights/evidence-based-strategies-that-can-help-healthcare-quality-improvement