Strategic Plan Executive Summary August 14, 2009. UNMHSC Clinical Enterprise Strategic Plan. University of New Mexico Mission Performance Statewide Value Sandoval County Campus Priority. Health Sciences Center Mission Performance Enhanced Research Enhanced Education
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Strategic Plan Executive Summary
August 14, 2009
Community Access and Capacity
Our patient care mission encompasses serving as an accessible, high quality, safety focused, comprehensive care provider for all the people of Bernalillo County, and providing specialized services for people across the State.
Our education mission focuses on creating a patient care environment which is supportive of the educational programs of the UNMHSC health professional schools.
Our research mission focuses on the application of new biomedical knowledge, translated to innovative patient care programs and models of health care delivery, leading to health status improvement for New Mexico.
UNMH will be the leader in improving New Mexico’s health outcomes through both our academic specialty programs and our community responsive, culturally competent, patient care, education, and clinical research programs.
We aspire to be one of the nation’s leading university hospitals which captures the synergy in being both an excellent academic institution and an innovative, community oriented public teaching hospital. UNMH will set the standard for excellence in quality and patient safety in public teaching hospitals.
UNMH and UNMMG desire a market position that establishes the system as the academic medical center for New Mexico
Inpatient practice: Branding
Increase bed capacity
Improve Electronic Health Record
Improve surgical capacity
Outpatient practice strategies:
Build new Primary Care and Specialty Clinics
Implement the Patient Centered Medical Home Model
Implement practices to ease workload of physicians
Install Hub and Ambulatory Electronic Health Record with partnersInternal Enabler: Ease of Practice/Physician Satisfaction Outpatient Practice
In addition, the Board of Trustees needs to continue to be a community board that is responsive to the community
Board of Trustees should assume responsibility for ongoing review of key financial/charity care policies.
The Board should collaborate with the Carrie Tingley Advisory Board relative to the future of Childrens services and facilities, including the use of the Carrie Tingley name.
As UNMH extends its ambulatory presence, close collaboration with appropriate community groups should continue.Internal Enabler: Governance