2009-2010 Strategic Plan

Miner's Colfax Medical Center is dedicated to providing the best healthcare possible to the residents of Raton and Northeastern New Mexico. In the spirit of this lofty goal, we are constantly working to improve the services we provide and this strategic plan will help ensure that MCMC will be available in both the short and long term to continue providing the quality of care our patients deserve each day.

Mission

The mission of Miners’ Colfax Medical Center, a healthcare agency of the State of New Mexico, is to be a leader providing quality Acute Care, Long Term Care and related services to the beneficiaries of the Miner’s Trust Fund of New Mexico and the people of Northeastern New Mexico and surrounding region

Vision

Miners’ Colfax Medical Center, partnering with other healthcare providers who share our values, will be a leader in providing healthcare services. The Medical Center shall continue to serve the miner beneficiaries and the public.

Values

Quality, Teamwork, Dignity, Respect, Compassion, Efficient, Reliable, Accountable, Trustworthy, Public Education.

Major Initiatives

Objective 1: Legislative Involvement:

Maintain interactive and continuous legislative involvement. Our goal in working with legislators is not to gain more for ourselves at the expense of others, but to help assure a public policy environment that enables MCMC to provide quality healthcare to our service region.

Objective 2: Appoint Deputy Administrator:

In order to ensure a proper succession plan and to improve managerial continuity in the administrator’s absence, MCMC will move forward with the assignment of a deputy administrator.

Objective 3: Revenue Cycle Management:

MCMC is committed to improve our admitting and billing/ collections process to improve and streamline the process. Focused resources will be allocated to improve the revenue cycle process and improve cash flow.

Objective 4: Critical Access Hospital:

In order to improve our Medicare reimbursement, MCMC is actively pursuing Medicare’s designation as a critical access hospital. Analysis reveals a potential increase in Medicare reimbursement of $1.3 million annually for conversion. There will not be any detrimental affects to MCMC’s present core services.

Objective 5: Marketing of Services:

By virtue of our location and available services, MCMC has an opportunity to capture greater market share in the region. With the 24/7 physician staffed emergency room, only OB and ICU in 100 mile radius, and the mobile outreach van, MCMC can position itself to the provider of first choice.

Objective 6: Staff Development/Education:

With the ever changing healthcare market coupled with the difficulty of recruiting talent, MCMC must commit resources to continuously develop and train staff. Training, development and education are paramount to MCMC’s staff continued success.

Objective 7: Patient and Public Education:

MCMC has an opportunity to expand its services to its region by providing health specific training to the general public. Focused training should include wellness, specific disease management, general interest education and related healthcare topics.

Objective 8: Sustain Core Services:

MCMC is in a unique geographical location to provide invaluable healthcare services to the region. MCMC considers Inpatient, ED, OB, ICU, Outpatient clinics, LTC, and supporting ancillary (Lab, Pharmacy, Radiology) as essential cores services which must be sustained.

Objective 9: Health Information Exchange:

MCMC is committed to being a viable participant in the New Mexico Health Information Exchange (HIE). MCMC will continue to seek partnership with the NM HIE to become the northeast New Mexico HIE hub.

Objective 10: Telemedicine:

Given MCMC’s geographical location, management will continue to seek support and technology to provide telemedicine services. If successful, MCMC could greatly enhance the community’s access to needed specialists.

Objective 11: Regional Hospital Status:

MCMC is committed to providing a greater level of services to our service region. MCMC will identify strategic partners for program expansion opportunities. MCMC desires to elevate its status to a regional hospital within five years. In addition, MCMC desires to have a Level IV emergency room status within three years.

Objective 12: Cultural awareness:

MCMC’s employees and its service area are comprised of many different ethnic groups. MCMC is committed to strengthen its cultural awareness and cultural sensitivity to ensure our ability to be the provider of first choice within the service region.

Objective 13: MCMC Foundation:

The MCMC Foundation presents an opportunity to seek resources to be applied to recruitment opportunities to providers and licensed staff. Focused attention will be placed on donor identification and development of a foundation board.

Objective 14: Outreach:

The outreach program has been successful in receiving funding for the Black Lung Screening Program. With continued development, the outreach program staff can greatly enhance our opportunities to meet our state-wide miners’ service mission.

Authority:

This Strategic Plan was adopted by the Board on August 28. 2009