When Dr. William J. Mayo envisioned the future of Mayo Clinic in 1931, he said, “I look through a half opened door into the future, full of interest, intriguing beyond my power to describe.” He and his brother had a vision for Mayo that cultivated us from our roots in frontier medicine to a multisite medical complex serving more than 1 million patients annually.

当1931年威廉·J·梅奥预想梅奥诊所的将来，他说：“我透过一扇半开的门看将来，非常有意思，有趣得超过我的能力所能表达”。他和他兄弟拥有的梅奥预想，教化我们从原始的分科医疗模式走向每年服务超过百万病人的综合医疗服务模式。

Our vision has been to become a premier academic medical center. Because of our excellent staff and benefactor support, we reached that goal. Our new vision seeks to push open that door Dr. Will described, to carry the candle of medical science into the future he once only imagined.

我们曾经期望成为一个高级学术医疗中心。因为我们优越的员工和捐助者的支持，这个目标我们达到了。威尔博士说，我们新的使命是寻求打开大门，将医学科技的烛光照亮曾经只是想象的未来。

This new vision acknowledges that the spirit of Mayo Clinic is not rooted in a particular place but in patients’ experiences of Mayo. In the future, we will provide our patients an unparalleled experience as their most trusted health care partner. We call this experience “ The Mayo Effect.” To bring the Mayo Effect to more patients in new ways, we’re focused on four strategic requirements.

新的使命承认梅奥诊所的精神不是根植于一个特殊的地方，而是根植于梅奥对于病人的实践。将来，作为病人可以信赖的医疗服务伙伴，我们会提供给他们无以伦比的体验。我们称这种经验为“梅奥效应”。为了将梅奥效应以新的方式带给更多的病人，我们致力于四个战略要求：

Providing solutions and hope.

提供解决方案和赋予希望

Ensuring that Mayo is trusted and affordable.

确保梅奥值得信赖和支付得起

Generating, integrating and managing knowledge and information.

生成、集成并管理知识和信息

Transforming health care delivery.

持续改进医疗服务

To reach this vision as a not-for-profi t organization, Mayo Clinic relies on benefactor support. We recently received the largest outright gift in Mayo’s history. Richard O. Jacobson, an Iowa philanthropist and longtime Mayo patient, donated $100 million to establish the Mayo Clinic Proton Beam Therapy Program, which represents the latest advances in cancer treatment. This and other generous gifts demonstrate a profound trust in Mayo, a trust that we cherish.

作为非营利机构要达成这些使命，梅奥诊所需要依赖捐赠者的支持。最近我们得到了梅奥历史上最大的一笔捐赠。爱荷华州的一位慈善家，梅奥诊所长期的病人，理查德·O·雅各布森，捐赠1亿美元引进梅奥诊所最先进的肿瘤治疗系统—质子束放疗项目。这些慷慨的礼物说明了大家对于梅奥深厚的信任，一种我们珍惜的信任。

We are cognizant of protecting and honoring our patients’ trust in us as we respond to the current consolidation movement across health care organizations. While others quickly consolidate to address health care reform and an uncertain reimbursement environment, at Mayo we know from experience that integration better meets patient needs. We are focused on further developing our integrated model of practice, education and research, as well as a range of external affiliations and relationships, to give more people seamless access to our unparalleled patient experience.

面对目前医疗机构的整合，我们要保护和尊重病人对我们的信任；当别人都在加强进行健康保健的改革和改善渺茫的运营环境时，我们从以往的经历中已了解了综合模式更能满足病人的需求。我们致力于进一步发展我们的集诊疗、教学和科研的综合模式，同时扩充一系列的外部同盟和关系，让更多的人密切接触我们无以伦比的病人实践。

Our new vision to enhance our integrated health care experience, coupled with our commitment to reinvest financially in our practice, research and education, makes now the time to push open the door into the future. Now is the time to provide pictures of hope not just at our clinics and hospitals, but in patients’ homes and communities, through connections with affiliated practitioners, or our online Mayo Clinic experience.

我们新的使命加强我们综合医疗服务实践，恪守我们在诊疗、教学和科研上再投资的财务承诺，用现在来打开通向未来之门。现在是时候提供给人们希望蓝图了，通过相关的实践者，或者梅奥的在线服务，不仅仅在我们的诊所和医院，而且包括在病人的家里和社区。

Now is the time to ensure that the Mayo Effect ripples out to all those seeking a picture of hope and healing in their lives.

现在是确保梅奥效应传播给那些寻求生活康复和希望蓝图人们的时候了。

备注：英文摘自梅奥2010年财务报告，中文为笔者自译，仅供参考