HCM FPX 5314 Assessment 1 Aligning Strategic Initiatives to Goals

HCM FPX 5314 Assessment 1 Aligning Strategic Initiatives to Goals

Student Name

Capella University 

HCM-FPX 5314 Driving Health Care Results

Capella University 

Date:

Aligning Strategic Initiatives with Goals

Mayo Clinic, a nonprofit medical institution providing world-class healthcare services globally, boasts a workforce of 76,000 employees, including 4,500 physicians and 58,000 allied healthcare workers. With multiple U.S. locations and a combined bed capacity of 5,800, Mayo Clinic admitted around 133,000 patients in 2020, conducted over 1.1 million laboratory tests, and performed 109,000 surgical procedures (Mayo Clinic, 2023). Renowned for delivering high-quality and affordable care, this assessment evaluates Mayo Clinic’s ability to ensure access, quality services, and cost-effectiveness while examining the associated barriers (Peterson & Morris, 2019).

History, Audience, and Role in Health Care

Mayo Clinic, founded in 1889 by Dr. William Worrall Mayo, is headquartered in Rochester, Minnesota, with additional campuses in Arizona, Florida, and Wisconsin. Dr. William James Mayo and Dr. Charles Horace Mayo, his sons, joined the practice, formalizing their partnership in 1889 to establish Mayo Clinic. Known for its patient-centered approach and medical innovation, Mayo Clinic has expanded over the years (NLM, 2019).

Audience

Mayo Clinic’s primary audience includes patients seeking medical care globally and medical professionals interested in learning and collaboration. Its patient population values Mayo Clinic for its high-quality, integrated medical care. Medical professionals also flock to Mayo Clinic to learn from experts and engage in research and treatment collaboration (Mayo Clinic, 2022).

Role in Health Care

As a leader in patient care, research, and education, Mayo Clinic consistently ranks among the world’s best hospitals. Mayo Clinic’s reputation attracts patients and medical professionals worldwide. Its commitment to medical research, particularly in areas like cancer and cardiovascular disease, has led to groundbreaking studies and advancements. Mayo Clinic also plays a vital role in medical education, providing training to medical students, residents, and fellows (Enders et al., 2021).

Strategic Initiatives for Access, Quality, and Cost Effectiveness

Mayo Clinic employs various strategic initiatives to enhance care access, improve service quality, and promote cost-effectiveness. Telemedicine services, implemented to reach patients unable to travel to Mayo Clinic campuses, facilitated over 1.2 million virtual visits in 2020, a 55% increase from 2019 (Haddad et al., 2021). Emphasizing patient-centered care, Mayo Clinic maintains a 7.5% 30-day readmission rate, lower than the national average of 15.7%. A strong commitment to research and continuous quality improvement ensures high-quality services (Patel et al., 2021; Razonable et al., 2021). In 2020, Mayo Clinic received over $444 million in research funding, supporting more than 5,300 research projects (Sinsky et al., 2022).

Mayo Clinic prioritizes cost transparency, providing patients with cost estimates before procedures. In 2020, it reported total revenue of $14.6 billion and an operating income of $467 million (Wu et al., 2022).

Barriers to Access, Quality, and Cost Effectiveness

Despite strategic initiatives, Mayo Clinic faces common healthcare challenges such as geographic location, cost, provider shortages, language and cultural barriers, and health literacy (Helmers et al., 2019). These barriers necessitate ongoing efforts to ensure all patients receive high-quality, cost-effective care.

Impact of Barriers on Strategic Initiatives

Barriers, including geographic challenges affecting access, costs, and language barriers, significantly impact Mayo Clinic’s strategic initiatives. Telemedicine services address access challenges, but not all patients may have access to required technology. Despite efforts to promote cost transparency, Mayo Clinic services may still be costly for some patients, hindering access and cost-effectiveness goals (Azouz et al., 2019).

Provider shortages, language, and cultural barriers, as well as health literacy challenges, affect the quality of care. Mayo Clinic must continue addressing these challenges to achieve its goals (Espinoza et al., 2021; Alahdab et al., 2020).

Conclusion

Mayo Clinic, a renowned healthcare organization, faces access, quality, and cost-effectiveness challenges common in the healthcare industry. Geographic barriers, cost challenges, and other barriers require ongoing strategic efforts. Mayo Clinic may need to explore new strategies, expand telemedicine services, and engage in partnerships to overcome barriers and achieve its goals. Investments in training programs and educational materials can enhance the ability to serve patients with diverse needs.

References

References

Alahdab, F., Halvorsen, A., Mandrekar, J., Vaa, B., Montori, V., West, C., Murad, H., & Beckman, T. (2020). Assessing resilience and grit among internal medicine residents at the Mayo Clinic: A longitudinal validity study including correlations with medical knowledge, professionalism, and clinical performance. BMJ Open, 10(12), 040699. https://doi.org/10.1136/bmjopen-2020-040699

Azouz, S., Boyll, P., Swanson, M., Castel, N., Maffi, T., & Rebecca, A. (2019). Managing barriers to recycling in the operating room. The American Journal of Surgery, 217(4), 634–638. https://doi.org/10.1016/j.amjsurg.2018.06.020

Enders, F., Golembiewski, E., Pacheco, L., Allyse, M., Mielke, M., & Berry, J. (2021). Building a framework for inclusion in health services research: Development of and pre-implementation faculty and staff attitudes toward the Diversity, Equity, and Inclusion (DEI) plan at Mayo Clinic. Journal of Clinical and Translational Science, 5(1). https://doi.org/10.1017/cts.2020.575

Espinoza, N., Urtecho, M., Nyquist, C., Jaramillo, C., Yeow, E., Thorsteinsdottir, B., Wilson, M., & Barwise, A. (2021). Consequences of suboptimal communication for patients with limited English proficiency in the intensive care unit and suggestions for a way forward: A qualitative study of healthcare team perceptions. Journal of Critical Care, 61, 247–251. https://doi.org/10.1016/j.jcrc.2020.10.012

Haddad, T., Blegen, R., Prigge, J., Cox, D., Anthony, G., Leak, M., Channer, D., Underwood, P., Williams, R., Hofschulte, R., Christopherson, L., Coffey, J., TerKonda, S., Yiannias, J., Costello, B., Russi, C., Colby, C., Ommen, S., & Demaerschalk, B. (2021). A scalable framework for telehealth: The Mayo Clinic Center for Connected Care response to the COVID-19 pandemic. Telemedicine Reports, 2(1), 78–87. https://doi.org/10.1089/tmr.2020.0032

Helmers, R., Doebbeling, B., Kaufman, D., Grando, A., Poterack, K., Furniss, S., Burton, M., & Miksch, T. (2019). Mayo Clinic Registry of Operational Tasks (ROOT). Mayo Clinic Proceedings: Innovations, Quality & Outcomes, 3(3), 319–326. https://doi.org/10.1016/j.mayocpiqo.2019.06.004

Iqbal, A., Anil, G., Bhandari, P., Crockett, E., Hanson, V., Pendse, B., Eckdahl, J., & Horn, J. (2022). A digitally capable mobile health clinic to improve rural health care in America: A pilot quality improvement study. Mayo Clinic Proceedings: Innovations, Quality & Outcomes, 6(5), 475–483. https://doi.org/10.1016/j.mayocpiqo.2022.08.002

Knezevic, C., Das, B., Khoury, J., Jannetto, P., Lacbawan, F., & Winter, W. (2022). Rising to the challenge: Shortages in laboratory medicine. Clinical Chemistry, 68(12), 1486–1492. https://doi.org/10.1093/clinchem/hvac179

Malouff, T., TerKonda, S., Knight, D., Dabrh, M., Perlman, A., Munipalli, B., Dudenkov, D., Heckman, M., White, L., Wert, K., Pascual, J., Rivera, F., Shoaei, M., Leak, M., Harrell, A., Trifiletti, D., & Buskirk, S. (2021). Physician satisfaction with telemedicine during the COVID-19 pandemic: The Mayo Clinic Florida experience. Mayo Clinic Proceedings: Innovations, Quality & Outcomes, 5(4), 771–782. https://doi.org/10.1016/j.mayocpiqo.2021.06.006

HCM FPX 5314 Assessment 1 Aligning Strategic Initiatives to Goals

Mayo Clinic. (2022). Our patients – Mayo Clinic. Mayoclinic.org

Mayo Clinic. (2023). About Mayo Clinic – About Us – Mayo Clinic. Mayoclinic.org

NLM. (2019). The Origins and Evolution of the Mayo Clinic. Nih.gov

Patel, N., Narasimhan, B., Bandyopadhyay, D., Amreia, M., Chakraborty, S., Hajra, A., Amgai, B., Rai, D., Luo, Y., Krittanawong, C., Dey, A., Ghosh, R., Fonarow, G., Lanier, G., Marco, T., & Naidu, S. (2021). Impact of pulmonary hypertension on in-hospital outcomes and 30-day readmissions following percutaneous coronary interventions. Mayo Clinic Proceedings, 96(8), 2058–2066. [https://doi.org/10.101

6/j.mayocp.2021.03.037](https://doi.org/10.1016/j.mayocp.2021.03.037)

Peterson, K., & Morris, B. (2019). Creating synergy between academia and practice: The Arizona State University and Mayo Clinic Arizona model. Journal of Professional Nursing, 35(4), 305–313. https://doi.org/10.1016/j.profnurs.2019.01.003

Razonable, R., Aloia, N., Anderson, R., Anil, G., Arndt, L., Arndt, R., Ausman, S., Bell, S., Bierle, D., Billings, M., Bishop, R., Cramer, C., Culbertson, T., Dababneh, A., Derr, A., Epps, K., Flaker, S., Ganesh, R., Gilmer, M., & Urena, G. (2021). A framework for outpatient infusion of antispike monoclonal antibodies to high-risk patients with mild-to-moderate coronavirus disease-19: The Mayo Clinic model. Mayo Clinic Proceedings, 96(5), 1250–1261. https://doi.org/10.1016/j.mayocp.2021.03.010

HCM FPX 5314 Assessment 1 Aligning Strategic Initiatives to Goals