Started by Karl W Oestreich (@KarlWOestreich) · Wed, Feb 26 at 1:46pm EDT
Mayo Clinic Reports Strong Performance in 2013, Reaching More Than 63 Million People
ROCHESTER, Minn. — Feb. 26, 2014 — As Mayo Clinic recognizes its Sesquicentennial year, the not-for-profit organization reached a record 63 million people in 2013. The strong performance was bolstered by successful implementation of new care delivery models — such as the Mayo Clinic Care Network — that provide knowledge to patients, physicians and consumers in traditional and new ways.
“Expanding our reach is not a new goal for us,” says John Noseworthy, M.D., Mayo Clinic president and CEO. “In fact, as we consider our history, growth has been a constant for 150 years.”
In 1983, Mayo treated 200,000 unique patients a year. In 2011, Mayo reached just over 20 million people a year and only two years later, in 2013, Mayo Clinic reached 63 million people. The numbers reflect:
“The strong commitment of our entire organization has allowed us to respond successfully to unprecedented change in health care,” Dr. Noseworthy says. “We have changed the very definition of Mayo Clinic and stayed true to our core mission and values.”
The Mayo Clinic Care Network is a centerpiece of Mayo Clinic’s evolved health care delivery model. The network, launched in September 2011, now includes 25 members. The Mayo Clinic Care Network is a network of like-minded organizations which share a common commitment to improving the delivery of health care in their communities through high-quality, data-driven, evidence-based medical care. The network recognizes that people prefer to get their health care close to home. The main goal of the network is to help people gain the benefits of Mayo Clinic expertise without having to travel to a Mayo Clinic facility. Altru Health System, Grand Forks, ND was the first to join Mayo Clinic Care Network on September 14, 2011. WellStar Health System in Atlanta is the newest member. WellStar serves a population of more than 1.4 million residents in five counties and is the largest not-for-profit health system in Georgia with 13,000 employees.
Mayo Clinic continues to invest in systems, processes and clinical research to improve the efficiency and effectiveness of its care delivery model. For example:
Outside organizations recognized Mayo for high quality health care delivery in 2013. These groups include U.S. News & World Report: America’s Best Hospitals Honor Roll, University Health System Consortium Leadership Award (Top 10), Leapfrog Top Hospitals, Leapfrog Hospital Safety Score (Grade A), Consumer Reports Safety Score (Score >60) and American Nurses Credentialing Center
For the last 150 years, research has been central to Mayo Clinic’s mission. “Mayo’s research shield is integral to our ability to bring the latest advances in medicine to patients,” Dr. Noseworthy says. “It’s why patients come to Mayo — because they want to know that they are getting the best, most up-to-date care.”
Mayo’s three hybrid centers — the Center for Regenerative Medicine, the Robert D. and Patricia E. Kern Center for the Science of Health Care Delivery and the Center for Individualized Medicine — conduct cutting edge research and drastically reduce the time to bring new discoveries to patients and to the world. For example, Optum Labs, Mayo Clinic’s strategic research alliance with Optum Health, through The Kern Center for the Science of Health Care Delivery is an innovative collaborative that analyzes data to answer the toughest questions in health care. Optum Labs recently announced that a number of leading health care organizations are joining Optum Labs, including the University of Minnesota School of Nursing, Pfizer and Tufts Medical Center, among others. Optum Labs has more than 20 major research initiatives currently underway or awaiting publication, including several that are likely candidates for clinical translation projects.
“One of Optum’s greatest tools is its access to the world’s largest and most robust health care clinical outcomes and claims databases, which includes “de-identified” claims data on more than 150 million patients that can be linked with clinical outcomes of 30 million electronic health records,” Dr. Noseworthy says. “The database will lead to unprecedented leaps in understanding what works in health care. The technology allows analysts to turn around queries in a matter of seconds which previously took two to four weeks.”
In 2013, Mayo’s total budget for education and research programs was $912 million; Mayo Clinic contributed nearly $489 million of that total. Mayo research programs received nearly $368 million in external funding in 2013.
“Mayo’s research goes well beyond our walls,” Dr. Noseworthy remarks. “By diffusing and commercializing Mayo’s research and innovation, we are changing the practice of medicine globally. “Mayo Clinic Ventures brings together the ingenuity and expertise of Mayo Clinic staff with the entrepreneurial spirit of business. Between 1986 and 2012, Mayo Clinic Ventures:
Quality and Efficiency
Mayo Clinic has slowed full-time employee growth and redeployed our resources to the highest priorities. “Achieving operational excellence was a major focus this last year,” Dr. Noseworthy notes. “In 2013, nearly 60,000 staff members worked differently – leveraging our culture, increasing quality and efficiency and driving down expenses.”
Quality initiatives continue to be significant part of Mayo’s “working differently” culture. There are more than 400 official department/division quality improvement projects in place with hundreds more projects are happening in individual work areas.
“To build the workforce of the future, we continue to foster a diverse, inclusive environment,” Dr. Noseworthy points out. In 2013, for example, Mayo had a record number of academic promotions for women: 46 were promoted to associate professor and 16 were promoted to full professor.
In 2014, Mayo Clinic reduced the rate of its fee increases, despite growing costs associated with new technology and administrative requirements and continues a consistent downward trend across Mayo Clinic — even with challenges such as increasing downward pressure on reimbursement for our care combined with changing consumer demand across the nation for elective medical services.
Mayo Clinic’s 2013 mission-advancing financial performance allows Mayo to strengthen its destination medical center practice and deliver expertise to patients and physicians in new ways. For example:
2013 Mayo Clinic Financial Highlights
Mayo also reported a solid 2013 financial performance as it works to strengthen its destination medical center practice and deliver expertise to patients and physicians in new ways.
For a copy of Mayo Clinic's 2013 Consolidated Financial Report, please click here.
For more details on Mayo Clinic operational highlights, please click here.
Journalists: Soundbites from Dr. John Noseworthy and Jeff Bolton are available in the downloads section.
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About Mayo Clinic
Recognizing 150 years of serving humanity in 2014, Mayo Clinic is a nonprofit worldwide leader in medical care, research and education for people from all walks of life. For more information, visit 150years.mayoclinic.org, http://www.mayoclinic.org/ and newsnetwork.mayoclinic.org.
MEDIA CONTACT: Karl Oestreich, Mayo Clinic Public Affairs, 507-284-5005, firstname.lastname@example.org