MHA FPX 5014 Assessment 5 Process Improvement Proposal
Phillip May 16, 2024 No Comments

MHA FPX 5014 Assessment 5 Process Improvement Proposal

MHA FPX 5014 Assessment 5 Process Improvement Proposal

Name

Capella university

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

Prof. Name

Date

Organizational Structures, Mission, and Vision

The Mayo Clinic is a non-profit organization dedicated to alleviating human suffering regardless of race, ethnicity, economic background, or other standards such as education, research, and practice. The clinic has multiple campuses in Minnesota, Arizona, and Florida, and is established in over 40 communities. They serve approximately 600,000 patients annually, from large urban centers to rural agricultural clinics, including a mobile clinic in southern Minnesota. This broad presence ensures that patients receive high-quality treatment and have access to a wide range of healthcare options, meeting their unique needs.

The clinic achieves high-quality outcomes through research and partnerships, reassuring patients that the medical staff is tirelessly working on their behalf. The clinic’s mission is to promote good health and inspire hope in all they encounter through various means such as structure, education, and medical research. They continuously innovate their treatment methods to effectively address complex diseases, with patient needs always taking precedence.

Internal Processes

The Mayo Clinic employs an internal framework recognized as highly influential in the healthcare industry. After establishing two medical facilities in the 1980s, the organization experienced significant success, enabling crucial improvements in their care delivery system. This success led to the creation 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 time, the Mayo Clinic has been praised for its growth and successful implementation of best practices, patient satisfaction, and robust leadership development. Their internal processes have driven these achievements, even in the face of challenges such as competition, financial access, and cultural issues.

Finances

The Mayo Clinic has consistently emphasized the importance of financial health for all participants. Each location must support both operational and financial needs. Recently, the clinic has maintained a target operating margin of around 5% to ensure sufficient funds for daily operations, equipment repairs, and leadership development programs. By partnering with local hospitals, the clinic has achieved steady financial performance, generating nearly $1 billion annually in its early years.

Growth and Learning

The Mayo Clinic collaborates with the Executive Development Center of the Carlson School of Management at the University of Minnesota to offer educational courses for its leaders. These efforts have received high praise from program participants. Two sessions are offered annually at nearby facilities—one for senior administrators and another for developing administrative potentials not far behind the seniors. The curriculum includes seven leadership modules: strategic leadership, people leadership, business know-how, professional leadership, communication, interpersonal skills, and personal attributes (Carryer & Sterioff, 2003). Strong management development is a top priority within the organization.

Customer Satisfaction

Patient experience is central to the Mayo Clinic’s operations. They provide patients with opportunities to share their experiences, concerns, and feedback, which is crucial for enhancing patient care and safety. The Office of Patient Experience addresses all patient concerns, and additional tools are used to collect and analyze feedback, such as the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) survey. This approach helps improve care quality and patient satisfaction.

The Mayo Clinic’s integration with the Mayo Health System has significantly increased patient satisfaction. This improvement is reflected in increased referrals, greater access to specialized care, and the retention of quality staff. Patient satisfaction surveys show positive results, indicating the benefits to patients and communities.

Mayo Clinic Values through Ethical, Organizational, and Directional Strategy

The Mayo Clinic’s ethical strategy focuses on serving all patients equitably across diverse communities. They commit to professionalism, accountability, and sensitivity to patients’ physical, emotional, and spiritual needs. The organizational strategy involves pairing associations that attend board and committee meetings, serving as advisors, problem solvers, and counselors. These leaders also participate in the Clinical Practice Committee, aligning assets and issuing policy adaptations. Operational actions include setting conservative care goals, refining healthcare delivery, and becoming a preferred employer in communities.

The directional strategy emphasizes linking healthcare through education, research, and overall expansion. Long-term plans include company growth and medical specialization, aiming to enhance patient care processes across the region. These improvements will drive transformative changes and increase patient satisfaction.

Evidence-Based and Best Practices for Monitoring and Improving Discussion

One effective tool for monitoring and improving processes is the balanced scorecard. This tool helps align the company’s vision and strategy with performance measures (Kaplan & Norton, 1996). It helps management understand where improvements in one area might impact another, ensuring balanced progress. Clear communication of objectives and results helps drive long-term goals.

Enhancing patient access is another key focus. The Mayo Clinic app allows patients to schedule appointments and address issues without visiting the clinic. Safety tracking systems, such as the sponge surgi-counter, help prevent surgical errors (Mayo News Release, 2014). Adding patient photos to medical records further reduces errors, ensuring accurate patient identification.

The Mayo Clinic Platform uses data to develop customized care plans and improve care gaps. It employs contemporary interoperability procedures to ensure seamless information flow throughout the care process. This platform supports the continuous development of remote analytics and enhances patient care.

Conclusion

The Mayo Clinic is committed to advancing healthcare delivery. Their financial resilience, patient-centered infrastructure, and partnerships with leading institutions position them for continued success. Maintaining a strong internal and external structure will improve patient satisfaction and employee retention. The clinic should continue to innovate and support the development of new ideas and proposals. Education, investment, and quality improvement will ensure continued excellence in the future.

Enhancing procedures will propel the Mayo Clinic toward a successful, patient-centered healthcare delivery system. Addressing detailed aspects of care can significantly impact patient satisfaction. Continuous process improvements are essential, especially in large-scale healthcare systems like the Mayo Health System. Technological advancements will enhance patient access and care quality, supporting moral, 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.

MHA FPX 5014 Assessment 5 Process Improvement Proposal

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

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/

MHA FPX 5014 Assessment 5 Process Improvement Proposal

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

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