Business Plan Part 2: Action Plan

The expansion of the Mayo Clinic health facilities to the west side area of Phoenix can help significantly impact health services available to the local residents. The action plan is proposed on expanding women’s health services focused on the addition of a clinic for women’s health services in the form of diagnostic testing, treatments, counseling, specialty services, and reproductive issues.

Running head: ACTION PLAN
Business Plan Part 1: SWOT Analysis
Aurora Nista
Grand Canyon University: HCA 470
Steve Klense, MPH, LNHA
January 26, 2019
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Running head: ACTION PLAN
Business Plan Part 1: SWOT Analysis
Strategic planning is crucial to the success of a healthcare organization that need to keep
up to constant regulatory changes as well as internal and external contributing factors. Strategies
are developed to drive the focus of the organization in a horizontal manner that is measured in
years with the commitment of the major organizational resources (Moseley, 2009). In an effort to
satisfy and reward its stakeholders, fulfill its mission and vision, survive and thrive in the
healthcare industry, the Mayo Clinic has been a forerunner in their approach to patient care
through complex planning strategies.
Strengths
Mayo Clinic, the first and largest nonprofit medical group, continues to focus on research
and innovation with significant discoveries in the area of treatment and disease. Focusing on
quality in all areas of operations allows Mayo Clinic to remain dedicated to providing superior
care through accountability driven models for improving patient experience based on service
quality, improving service tools, education and training, and ongoing monitoring and control
(Kennedy, Fasolino & Gullen, 2014). The Integrated Medical Record System allows access to
patient information from any location as well as patient access to treatment and diagnosis
information, laboratory results, and scheduling systems.
Weaknesses
Narrow health care networks within the Mayo Clinic organization can result in a
decreased area of impact as other organizations may provide services to wider geographical
areas. Although the Mayo Clinic network size is impressive, treating around 1.3 million people
each year, there are areas being served by the network that requires patients to travel long
distances for hospital services in Minnesota (Diamond, 2017). Negative press can be difficult to
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Running head: ACTION PLAN
overcome when the issues being brought up can make the organization seem as less than caring
for their patients at times.
Opportunities
Mayo Clinic is committed to healthcare research, which allows the organization to be the
lead for applying research discoveries into practice. The Mayo Clinic Care Network allows
outside providers and organizations to become part of the Mayo Care Network, gaining access to
the Mayo Clinic expertise and resources. The organization’s focus on supporting staff education
and career advancement can result in opportunities for attracting and retaining the best qualified
staff. Publicly reporting healthcare outcomes is a vital component of the quality of services
provided and progression. Mayo Clinic has reported net asset increases in the 2017 fiscal year
compared to previous periods as well as $66 million in cash and equivalents at year end (Mayo
Clinic Consolidated Financial Report, 2018).
Threats
Some of the threats include significant changes resulting from the healthcare reform, the
need for market consolidations, attracting highly qualified healthcare practitioners, and
understanding the impact of regional competitors. Gaining competitive advantage over
competitors can be a good motivator for increasing organizational focus on superior healthcare
services and highly specialized care.
Strategic Goals
Mayo Clinic’s extensive experience allows for a comprehensive approach to healthcare
and its sustainability. The issues of fragmentation and variation, overhauling current payment
methods to encourage the delivery of high-quality services and efficient patient treatments.
Understanding their strengths, weaknesses, threats, and opportunities can be the facilitator for
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Running head: ACTION PLAN
planning strategies to further increase their competitive advantage. The vision of the organization
can be realized through the expansion of the Mayo Clinic Network and geographical location to
maximize impact. Increasing the reach of their network can provide more opportunities for
influence and growth for the organization. Focusing on healthcare costs and quality are issues
that are always relevant in healthcare as most individuals struggle to keep up with healthcare
expenses.
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Running head: ACTION PLAN
References
Diamond, D. (2017). Tax-exempt Mayo Clinic grows, but rural patients pay a price. Retrieved
from https://www.politico.com/story/2017/11/16/mayo-clinic-rural-health-care-244955
Kennedy, D. M., Fasolino, J. P., & Gullen, D. J. (2014). Improving the patient experience
through provider communication skills building. Patient Experience Journal,1(1), 10th
ser., 57. Retrieved from https://pxjournal.org/cgi/viewcontent.cgi?
article=1009&context=journal.
Mayo Clinic Consolidated Financial Report December 31, 2017. (2018). Retrieved from
https://cdn.prod-carehubs.net/n1/802899ec472ea3d8/uploads/2018/03/Mayo-Clinic-2017-
Consolidated-Financials-Word_FINAL-SECURED_v3-SHORT-FORM.pdf
Moseley, G., III. (2009). Managing health care business strategy. Sudbury, MA: Jones and
Bartlett Publishers. ISBN-13: 9780763734169
Wald, J. T., MD, Lowery-Schrandt, S., Hayes, D. L., MD, & Kotsenas, A. L., MD. (2017). Mayo
Clinic Care Network: A Collaborative Health Care Model. American College of
Radiology,15(1), b, 167-172. doi:10.1016/j.jacr.2017.09.031
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Running head: ACTION PLAN
SWOT Analysis Mayo Clinic
Strengths
1. Research and innovation
2. Leader in clinical, education, research, and innovation
3. Use of high-quality, data-driven, and evidence-based medical care
4. Patient first approach to healthcare
5. Focused on quality
6. Integrated Medical Record System and Team Work
7. Highly specialized care and efficient diagnostics departments
Weaknesses
Use these prompts to complete this section:
8. Mayo Clinic’s reach is limited to their network and affiliates
9. Competitors can have larger impact on customers by reaching more areas
10. Patients have to travel long distances for specialized care
11. Negative press
Opportunities
Use these prompts to complete this section:
12. Opportunities to put research into practice
13. Network and clinical affiliations that help extend their reach and decrease travel to
Mayo Clinic through the Mayo Clinic Care Network
14. Increased focus on supporting staff education and career promotion
15. Improve publicly reported measures
Threats
Use these prompts to complete this section:
16. Heath care reform regulations
17. Market consolidation and regional competitors
18. Employing highly qualified medical practitioners
19. Decrease in Medicare reimbursements
References
Diamond, D. (2017). Tax-exempt Mayo Clinic grows, but rural patients pay a price. Retrieved from
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Running head: ACTION PLAN
https://www.politico.com/story/2017/11/16/mayo-clinic-rural-health-care-244955
Kennedy, D. M., Fasolino, J. P., & Gullen, D. J. (2014). Improving the patient experience through
provider communication skills building. Patient Experience Journal,1(1), 10th ser., 57.
Retrieved from https://pxjournal.org/cgi/viewcontent.cgi?article=1009&context=journal.
Mayo Clinic Consolidated Financial Report December 31, 2017. (2018). Retrieved from
https://cdn.prod-carehubs.net/n1/802899ec472ea3d8/uploads/2018/03/Mayo-Clinic-2017-
Consolidated-Financials-Word_FINAL-SECURED_v3-SHORT-FORM.pdf
Moseley, G., III. (2009). Managing health care business strategy. Sudbury, MA: Jones and
Bartlett Publishers. ISBN-13: 9780763734169
Wald, J. T., MD, Lowery-Schrandt, S., Hayes, D. L., MD, & Kotsenas, A. L., MD. (2017).
Mayo Clinic Care Network: A Collaborative Health Care Model. American College of
Radiology,15(1), b, 167-172. doi:10.1016/j.jacr.2017.09.031
Business Plan Part 2: Action Plan
Aurora Nista
Grand Canyon University: HCA-470
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Running head: ACTION PLAN
Steve Klense, MPH, LNHA
02/07/2019
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Running head: STAKEHOLDER ANALYSIS
Business Plan Part 2: Action Plan
The expansion of the Mayo Clinic health facilities to the west side area of Phoenix can
help significantly impact health services available to the local residents. The action plan is
proposed on expanding women’s health services focused on the addition of a clinic for women’s
health services in the form of diagnostic testing, treatments, counseling, specialty services, and
reproductive issues. Women’s health is vital to maintaining healthy families as they can face
unique health care challenges such as heart disease, cancer, and diabetes, recognized as the
leading cause of mortality for women (Wheeler, Foreman & Rueschhoff, 2013).
Mayo Clinic, as a nonprofit organization, is able to provide significant healthcare benefits
to communities through the reinvestment of funds into healthcare programs and research that can
help advance medical practices and promote medical discoveries to impact quality, efficiency,
and accessibility. Due to its narrow network, the Mayo Clinic impact on a larger percentage of
the population could be significant. Local area demographics show that 50.5% of the population
are female, with 21.3% between the ages of 20 and 34, and 37.3% between the ages of 35 to 64
(Community Health Needs Assessment, 2016). It is estimated that the demand for women’s
health services will grow by 6% by 2020 (Dall, Chakrabarti, Storm, Elwell & Rayburn, 2013),
which could result in substantial geographic disparities in the current supply of healthcare
services and qualified medical providers.
The Mayo Clinic Hospital in Phoenix is ranked number one in Arizona and number 11
nationally by the U.S. News and World Report, employing 6,500 employees and 650 physicians,
treating around 120,000 patients every year (McVeigh, 2018). As the organization recognizes the
increase in patient needs, the Phoenix campus is planning to double in size following a $648
million project that will add 2,000 jobs and increase patient beds from 280 to 374. According to
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Running head: STAKEHOLDER ANALYSIS
Dr. Wyatt Decker, the CEO of the Phoenix Mayo Hospital, the organization is experiencing
patient growth of approximately eight percent yearly. As the organization continues to focus on
growth, expanding women’s health services involves significant planning and investing
strategies to maximize its impact.
The financial data overview for the Mayo Clinic indicates $3.1 billion in reported
revenues due to higher medical services revenues, resulting in a total operating income of $198
million at the end of the first quarter of 2018 (Ellison, 2018). As the organization continues to
experience profitability, the opportunities for impact and expansion, including the addition of
expanded women’s health services in more strategic locations can result in significant beneficial
returns. Launching a taskforce that is able to collect and analyze data necessary to determine
accurate implementation of the action plan can provide significant insight into the necessary
staffing and resources needed to get the project underway.
Action plan objectives aimed at the integration of a women’s health services through a
new clinic location include finding appropriate options for locations, consulting with medical
providers and administrators in creating the appropriate personnel and necessary resources,
developing relationships with local vendors and suppliers, securing the necessary funding, and
establishing the implementation schedule. The goal of the project is to start offering
comprehensive quality services to women in the area within three years, with the support of the
Mayo Clinic network and capital investments that would support operations for medical
providers and staff offering services for a large percentage of the women in the area.
The implementation of wide-ranging women’s health services includes comprehensive
care (to include physical and physiologic needs), disease prevention, research, and collaboration
between practitioners, researchers, policy makers, and organization to address the diverse and
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Running head: STAKEHOLDER ANALYSIS
complex issues impacting women’s health. As the Mayo Clinic has been effective in impacting
numerous areas of healthcare through their mission statement of providing the best care to every
patient, the addition of a women’s health clinic will continue to not only positively impact a
large number of women in the Phoenix area, but it will significantly impact their families and
abilities to be productive members of the society.
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Running head: STAKEHOLDER ANALYSIS
References
Community Health Needs Assessment. (2016). Retrieved from
https://www.mayoclinic.org/documents/2016-az-chna/doc-20302593
Dall, T. M., Chakrabarti, R., Storm, M. V., Elwell, E. C., & Rayburn, W. F. (2013). Estimated
demand for women's health services by 2020. Journal of women's health (2002), 22(7),
643-8.
Ellison, A. (2018). Mayo Clinic's operating income nearly doubles in Q1. Retrieved from
https://www.beckershospitalreview.com/finance/mayo-clinic-s-operating-income-nearly-
doubles-in-q1.html
McVeigh, J. (2018). Mayo Clinic doubling the size of its Phoenix campus to meet patient
demand. Retrieved from https://newsnetwork.mayoclinic.org/discussion/mayo-clinic-
doubling-the-size-of-its-phoenix-campus-to-meet-patient-demand/
Wheeler, J., Foreman, M., & Rueschhoff, A. (2013). Improving women's health challenges,
access, and prevention. Retrieved from http://www.ncsl.org/research/health/improving-
womens-health-2013.aspx
Business Plan Part 3: Stakeholder Analysis and Communication Plan
Aurora Nista
Grand Canyon University: HCA-470
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Running head: STAKEHOLDER ANALYSIS
Steve Klense, MPH, LNHA
02/07/2019
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STAKEHOLDER ANALYSIS
Business Plan Part 3: Stakeholder Analysis and Communication Plan
The Mayo Clinic was able to focus on growth and development through the expansion of
the organization beyond its home location in Minnesota in the late 1980s. Through its focus of
providing valuable quality services to patients, the organization’s impact has been recognized as
being a leader in health care services, research, and education. The process of consulting and
engaging key stakeholders that impact the strategic planning process and focusing on developing
appropriate communication plans can result in a successful implementation of the proposed
business plan.
The stakeholders placed in the position of authority and accountability at the Mayo Clinic
include the Board of Trustees, with Lois Krahn, MD being the Vice Chair of Executive
Operations Team, Chief Executive Officer for Arizona, Wyatt Decker, MD, and the Mayo Clinic
Management Team, led by Paula Menkosky as the Chief Administrator Officer and Vice
President for the Arizona Clinic (Leadership, n.d.). The Board of Trustees is responsible for the
oversight and evaluation of the Mayo Clinic affairs, having the power to confirm any overall
enterprise strategies, approving operating and capital budgets, as well as long-term financial
goals. The CEO operations are subject to the oversight and authority of the Board of Trustees
and is responsible for the formulation of the organization’s position on public policy and
adherence to such policies, as well as the development of long-range strategies that include the
approval funding priorities. The Management and Operations Teams is focused on auditing
organizational behavior to assure compliance with policies, as well as ensuring the
implementation of strategies in the organization (Mayo Clinic: Governance, 2015).
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STAKEHOLDER ANALYSIS
Stakeholder Level of Power Level of Interest Actions
Board of Trustees 3 3 Presentation, email
communication, follow
up
CEO 2 3 Meeting, supporting
evidence, email, phone
conversations
Operations Team 1 1 Meeting, schedules,
training, email contacts
The implementation of the women’s health clinic plan in West Phoenix is highly
dependent on the Mayo Clinic Board of Trustees and CEO as they are able to influence the
strategies and approving operation and capital budgets to best benefit the organizations and its
stakeholders. Communication strategies include foundational financial and emotional interests in
the project and its outcome. The information be presented include an understanding of the
necessity for developing such services in the specific location, the impact that it will have on the
community, and the project’s impact on the Mayo Clinic and its long-term success. The
communication strategies used in presenting the action plan to the Mayo Clinic stakeholders
focuses on the communication goals and objectives meant to deliver realistic strategies that can
be measured in a way that will engage the audience to promote the business plan (Strategic
Communication, n.d.). Communication goals aim at helping the audience understand what is
expected from them and what action they are needing to take for a desired long-term outcome,
while communication objectives are focused on short-term measurable steps that need to be
taken in order to achieve the desired outcome.
The communication process can include face to face meetings with the various members
that are involved in the decision-making process, presenting the necessary documentation to
support the desired action plan (power point presentations, reports, fact sheets, and news
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STAKEHOLDER ANALYSIS
releases), and keeping in contact via email or phone to continue addressing any questions or
concerns that may arise from the presentation of the desired plan. Ensuring that questions related
to the project time frames, costs, activities, resources, and responsible parties are all factors that
need to be clearly developed in the analysis and communication strategies used.
Understanding the various stakeholders involved in the decision-making process can
mean scheduling regular meeting and providing frequent updates and insight into the project.
The scope, objectives, outcomes, and approach in the communication plan through presentations,
discussions, training sessions, internal message forum, and email can provide the stakeholders
the necessary insight into the effects of the new women’s health clinic integration into the Mayo
Clinic network.
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STAKEHOLDER ANALYSIS
References
Leadership. (n.d.). Retrieved from https://mayo.asu.edu/about
Mayo Clinic: Governance and Management Structure. (2015). Retrieved from
https://www.mayoclinic.org/documents/governance-management-structure-pdf/doc-
20079617
Strategic Communication Planning for Success and Sustainability. (n.d.). Retrieved from
https://healthysafechildren.org//sites/default/files/NRC-Communication-Workbook-
Final.pdf
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