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Destination Medical CenterHope, Health and Hospitality
for Every Patient, Every Day
Lisa Clarke, Administrator of Destination Medical Center, Mayo Clinic
BREAKOUT SESSIONTuesday, April 8, 2014
10:15 a.m. to 11:30 a.m.
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Excellent care is no longer enough
All top hospitals can be relied onto provide excellent care
Patients may choose theirhealthcare facility based on its abilityto deliver excellent service
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Rapidly changing
health care environment
U.S.demographics
Government& payer
initiatives
Rapidchanges in technology
Consumer factors
Health caremarket
forces & competition
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John H. Noseworthy, MDCEO Mayo Clinic
“Walking in patients’ shoes in today’s world –imagine and anticipate what they need”
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Mayo’s mission and values are rooted in Mayo’sgrowth over the last 150 years of health and healing
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That equals between 4-5 hours of free time per day.Patients do not differentiate between the two
when evaluating their overall experience
70%
of their time inthe community
of their timein the clinical setting
30%
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Mayo’s contribution & economic impact
to the state of Minnesota
$9.8 billion
economic impact
$1.5 billion
tax revenue
15 million sq. ft.
capital investmentin Rochester
TOTALMINNESOTA
GDP
4% MAYO CLINIC
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Mayo is Minnesota’s largest private employer
43,000 Minnesota employeesfrom 62 counties
33,400 are Rochester employeesfrom 59 counties
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Needs identified throughqualitative and quantitative research
pre-MAYO at MAYO post-MAYO
Emotional journey of the visitor
ChoosingMayo
Receivepacket
Appointments
Shopping
Family/Caregiver
EveningWeather
Follow-up
TripPlanning Travel to
Rochester
WaitingTime
LodgingSocializing
Dining WorkEntertainment
/Activities
Transportation
Impressions
WITH RESPECT TO MAYO
OUTSIDE OF MAYO
HOPE
REASON
to BELIEVE
RELIEF
(Mayo is in control)
UNCLEAR
LONG/$$
DISAPPOINTING
FRUSTRATING
I’m
TIRED
CONFUSING
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DMC – connecting & integrating
with the community
Destination
Medical
Center
Rochester,Minnesota
Strengthen
destination
(visitation)
Broaden
the
experience
Heighten
service
standards
(quality)
Bolster
recruitment
& retention
Sustainable
economic
structure
Operating
& capital
structure
STRATEGIC PLAN
COMMUNITY
Invest
in talent
and
technology
Transform
the
practice
Deliver
highest-
value care
Achieve
operational
excellenceAchieve
mission-
advancing
financial
performance
Expand
our
reach
MAYO CLINICSTRATEGIC
PLAN
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SECURING MAYO’S ECONOMIC FUTURE:DMC is an unprecedented opportunity that will help secure Mayo Clinic, Rochester and Minnesota as a global destination for health care.
DESTINATION MEDICAL CENTER
OUR GOALTo provide the ideal patient, companion,visitor and communitymember experienceto become the world’s premier destinationmedical community
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A city this size cannot support the growth of Mayo Clinic –public-private partnership had to occur
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Year of planning for DMC, gathering input
from community, patient, Mayo Clinic employees
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Centered around the 8 core areas
of focus on and around the Mayo Campus
SPORTS,RECREATION& NATURE
LEARNINGENVIRONMENT
HEALTH &WELLNESS
HOSPITALITY &CONVENTION
ARTS, CULTURE &ENTERTAINMENT
COMMERCIAL,RESEARCH &TECHNOLOGY
LIVEABLECITY
TRANSPORTATION
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Vision slide—showing the
downtown (similar to RDMP)
*Generally represent both Mayo Master Plan and RDMP Plan and is subject to change as the development plan is created
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Putting it all together
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Destination Medical Center
SPORTS,RECREATION
& NATURE
LEARNINGENVIRONMENT
HEALTH &WELLNESS
HOSPITALITY &CONVENTION
ARTS, CULTURE& ENTERTAINMENT
COMMERCIALRESEARCH
& TECHNOLOGY
LIVEABLE CITY
TRANSPORTATION