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Mayo Clinic has achieved superior quality status on a national level and to greater extent on regional level. The Mayo Clinic’s expansion into Arizona, Florida and the Middle East has been successful due to its good reputation, brand name, manpower, resources and the focus. The focus of Mayo Clinic should remain on the needs of patients and its efforts directed toward identifying these needs and serving them as efficiently as possible. The management of the clinic must ensure that coordination of services on behalf of primary care physicians as well as specialists is given the first priority.
Mayo’s Readiness to Address the Health Care Needs of Citizens
Mayo Clinic is moving closer to the patients by providing its own retail insurance product and primary care clinic. At Mayo Clinic, care should be focused around patients’ requirements and not physicians programs, the organizational procedures or Mayo’s standard operating procedures. According to Tan & Payton (2010), Mayo should focus on providing an internal information system that will enhance information sharing via its intranet. The management must ensure that customers and potential customers can locate information on studies about diseases carried out by Mayo researchers via the clinics customer information portal. Mayo Clinic’s strategy should be to ascertain that patients are capable of making calls via the customer relationship system. The customer relationship system should allow patients to enquire their bills and information while communicating with their physicians (Tan & Payton, 2010).
Mayo Clinic seeks to provide health care through a network of clinics and hospitals in the Midwest, Arizona and Florida. Plunkett (2007) says that three primary clinics, which house physician group practices, are located in Rochester, Minnesota, Jacksonville, Florda and Scottsdale, Arizona. Mayo Clinic’s network expansion strategy is to span its operations far beyond its outpatient facilities to include multiple hospitals, research facilities, establish more affiliated partner clinics and hospitals in surrounding states, and independently run more hospitals in northern Lowa and western Wisconsin (Tan & Payton, 2010). To achieve this growth, Mayo Clinic’s must ensure that all facilities within the network are able to provide better patient and community care so that to benefit from the clinic’s vast resources, knowledge and technological capabilities.
Through shared resources such as clinicians, researchers and information systems, Mayo Clinic should offer specialized radiological services or cancer treatments to patients in different locations (Tan & Payton, 2010). In the context of nurse staffing, Mayo’s major efforts should be focused on strategies related to recruitment and retention, mutual respect and diversity, leadership and development of all staff. The management of Mayo Clinic’s nurse and physician staffing to optimal levels and mix of service is an important element of the clinic’s effort to provide a seamless delivery system and appropriate care in suitable locations (Appling, 1999).
Mayo Clinic must continue to offer its physicians, nurses, doctors and other employee’s flexible spending accounts, tuition assistance, child care services, adoption reimbursement, a scholarship plan, relocation reimbursement and a variety of insurance options (Plunkett, 2007).
Appling (1999) says that Mayo Clinic strategic plan must balance local autonomy and accountability with system wide standards for quality, efficiency and effective utilization and management of resources. Mayo Clinic should promote a system wide focus and integration while at the same time honoring the autonomy and specifiic interest of individual hospitals, clinics, nurses and other members of staff. Through its information of technology resource strategy, Mayo Clinic staff should be able to share clinical and administrative information quickly and easily across the system (Appling, 1999). Moreover, Mayo Clinic network must share resources and technologies across multiple health system locations where a single health care facility cannot efficiently deliver those services alone. Mayo’s management of growth, including major capital projects and expansion of services requires careful planning and coordination and continued emphasis on fiscal responsibility and allocation of resources on an organization wide basis (Appling, 1999).
The management of Mayo Clinic must provide effective clinical and administrative support throughout the system and utilize the resources available within the system in support of their patients. To increase patient service, the management must work towards the effectiveness of the nurses and physicians so as to affect surrounding communities with its capabilities. Tan & Payton (2010) indicated that Mayo Clinic should fast track an insistent strategy of harmonization through various communication arrangements. The management should embrace utilization management a process that ensures the provision of medically essential, optimally achievable, quality patient care through proper use of the hospital resources in a cost proficient and appropriate manner.
In conclusion, for Mayo Clinic to achieve the greatest efficiencies from its combined organizations, the physicians, nurses, administrators and allied health staff must be actively involved in the ongoing improvement of patient care processes and strategic planning. As a result, Mayo Clinic will advance the value of its services through improved quality and cost effectiveness besides focusing on the needs of its patients and the communities.