Running head: HEALTH CARE DELIVERY SYSTEMS PAPER 1 HEALTH CARE DELIVERY SYSTEMS PAPER 2 Health Care Delivery Systems Mayo Clinic has always believed in “giving back” to its community. The first ever Mayo Clinic built on September 30, 1889, set a great example of community service. In 1883, after the devastating tornado of Rochester, Doctor Mayo along with many other physicians, came together to help the community. And that’s how Mayo Clinic was formed. Currently, Mayo Clinic is recognized as a nonprofit organization. It is also known as an integrated organization because the hospital and the medical university are one. This foundation offers clinical practice, education, and research, and finally care and treatment to anyone who needs to heal. All these departments are interconnected because once a new drug or an innovated treatment system invented in the Mayo laboratory is approved; they will pass it down to their physicians. These doctors, at their turn, they make sure to provide Mayo Clinic’s patients with the best care and efficient treatments by avoiding any medical errors. For example, one of the innovative approaches created by the Mayo Clinic researchers is the most effective chemo drug designed to target melanoma tumor cells. This last delivers a precise and safe chemotherapy. For this year, only a handful of patients is getting this specific treatment. Once it is proven safe, it will be approved by the U.S. Food and Drug Administration (Benson, 2015). Mayo Clinic is involved in many charity care cases. For instance, in 2007 the foundation spent $182 million covering the unpaid portion of patent’s medical bills and $352 million donations to pay for benefits for its community. Comparison of Health Organizations Compared with the other competitors in the market, Mayo Clinic follows a unique health care delivery system. For the next decade, the United States faces a scarcity of health care workers. Therefore, Mayo Clinic reaches to high school students and educates them about the subject of health care professions and guides them through the right path. Hence, on the educational level, Mayo Clinic believes that counseling high school students about career choices are highly valuable because it lets them discover their passion and future career of choice. At Mayo, the attention is on the patient’s needs. Any health care provider, who does not belong at the highest level, cannot succeed at this foundation. In fact, HEALTH CARE DELIVERY SYSTEMS PAPER 3 Mayo was the first in the nation to offer health Care Delivery curriculum class as one of the medical school classes, to provide future health care leaders with the innovative approach of quality and value of patient care (Benson, 2015). Through a program called the Surgical Outcomes Program, Mayo Clinic studies surgical results to advance patient care and decrease risks or error (Olsen, 2015). Mayo Clinic thrives on creating the future of health care one person at a time. As a matter of fact, Mayo Foundation believes in partnering with other facilities to enhance its knowledge and to provide better care. For instance, one of the companies that Mayo Clinic partners with created the AWARE system, which nonstop surveys the patient’s state and uses data to compare results and predict the presence of any changes. This system helps physicians to make serious early decisions that help to save lives. Also, Mayo Foundation holds conferences, like the Transform symposium to challenge some thought provoking ideas. This last allows people to connect and communicate with each other (Olsen, 2015). Finally, Mayo Clinic is an egalitarian ethic foundation. It is a place where every health care provider has the chance to develop their skills. According to Dr. Marc Patterson, Mayo’s physicians are not worried about the dollar value of their work. The first five years, the department offers “step raises,” after that, the person tops out and gets paid the same salary for the rest of his career (Maggie, 2008). Effects of Licensing and Regulatory Factors Several effects can clearly be identified to be as a result of the different licensing and regulatory factors. To start with the quality of the services that were rendered increased significantly. This can be seen to be as a result of the higher regulatory standards that were set for all the people in the industry to follow (Carryer and Sterioff, 2003). The organization had to adjust and increase its quality of services so as to make sure that they were allowed to continue with their operations. This is something that impacted the organization in a positive manner because the organization was finally able to deliver services that are of higher quality to their patients than they did before. Second effect was an economic one. The organization incurred a lot of costs having to adjust the new laws. This is because new equipment has to be bought to allow for the operations of the organization HEALTH CARE DELIVERY SYSTEMS PAPER 4 to continue in the intended manner (Robeznieks, 2008). These cost were not only happening to the equipments but also to the human resources because the hospital had to adjust by getting people that are able to continue the operations of the hospital with the new regulations in places. The new regulatory measure often means that the organization has be acquire new facilities and this is a huge cost which has to be financed by the organization in one way or the other. The hiring of new staff members is often another effect. This is something that occurred due to an increase in the demand of human services that the institution needed. With the purchase of new equipment, there was also the need to make sure that there are people that can be able to operate these new technologies in the medical field. This meant that the staff had to increase considerable so as to support the new structure in the organization (Ross, 2013). This has the effect of increasing the operating costs in terms of wages. Lastly, the requirements of the healthcare delivery have increased considerably as a result of the regulatory measures. The number of laws that have to be followed has increased considerably. This has implied that there has been an expansion in the requirement for approaches and systems inside the association to support these progressions (Shi and Singh, 2004). The number of policies that an organization has to follow has therefore increased considerably and this has made the operations to be more efficient. People can now get better health care faster than they used to before. The policies have also allowed for the expansion of the organizations hence making sure that they can be able to serve even more people than before. Changes Concerning Licensing and Regulatory Factors The changes concerning licensing and regulatory factors that must be considered in the future are centered on quality management and quality measures. Furthermore, concepts of process analysis, root cause analysis, statistical processes, failure modes and effects analysis, and medical practice management are beginning to control licensure and regulatory factors. In today’s health landscape, many providers and organizations are data rich and information poor. Tremendous forms of data and evidence is HEALTH CARE DELIVERY SYSTEMS PAPER 5 available to health organizations however many have the ability to make optimal use of the data (Ross, 2013). The changes of regulatory and licensing factors are surrounded by the utilization, application, and formulation of standard practices backed by evidence based data. These regulatory factors are pushing providers and organizations to formulate and implement programs which create changes in current practices and procedures. The Mayo Clinic has created a regulatory affairs office to support the changing landscape of licensing and regulatory factors. The Mayo Clinic Office of Research Regulatory Support (ORRS) acts as a centralized resource for all Mayo Clinic programs. Scripps health has also created a compliance program that focuses on licensing and regulatory factors. While both initiatives support the changing landscape of regulatory factors and quality, they do have their differences. The Mayo Clinic evaluates outcome measures including process measures, patient satisfaction, and quality rankings while setting goals to ensure compliance with legal requirements. Scripps Health evaluates customer service programs, outcome measures, and environmental factors for better patient outcomes. Both programs focus on continuous improvement efforts including infection incidences, mortality rates, length of hospital stays, and overall health outcomes. These programs help both organizations to stay on top of the ever changing landscape of licensing and regulatory factors. National Trends, Competition, and Pricing Quality Indicators and Pricing Conclusion HEALTH CARE DELIVERY SYSTEMS PAPER 6 References Benson, C. (2015, September 15). New Drug Combo Attacks Melanoma Cancer Cells. Future of Health Care. Retrieved from http://futureofhealthcareblog.mayoclinic.org/ Benson, C. (2015, August 13). Mayo Clinic educates high schoolers about career options as U.S. faces shortage of health care workers. Future of Health Care. Retrieved from http://futureofhealthcareblog.mayoclinic.org/ Carryer, P. W., & Sterioff, S. (2003, August). Mayo health system: A decase of achievement. Proquest, (78.8), 1047-53. Retrieved from http://search.proquest.com.contentproxy.phoenix.edu/docview/216861135?pqorigsite=summon&accountid=458 Maggie, M. (2008, October 15). What Makes Minnesota’s Mayo Clinic Different?. Health Beat. Retrieved from http://www.healthbeatblog.com/2008/10/what-makes-minn/ Olsen, A. (2015, June 18). Studying surgical outcomes to improve patient care. Future of Health Care. Retrieved from http://futureofhealthcareblog.mayoclinic.org/ Robeznieks, A. (2008). Hot commodity. Modern Healthcare. (38) 28; pg. 26-28. Ross, T. (2013). Health Care Quality Management: Tools and Applications. Somerset: JosseyBass, 2013. Shi, L. & Singh, D. A. (2004) Delivering healthcare in America: A systems approach. (3rd ed.). Jones and Bartlett, Inc. Sudbury, MA 
Purchase answer to see full attachment