Strategic Plan

The HSC’s long-term vision is to take New Mexico further in health equity and education progress than any other state. To do this, we’ve created a thorough outline of how we will enact change and measure success.

Our overall five-year goals (2018 to 2023) are to:

  • Improve healthcare access to those we serve.
  • Build the healthcare workforce of New Mexico by providing a premier education.
  • Foster innovation and translate our research and discoveries into clinical and educational practice.
  • Enable our people and programs to do the best.
  • Deliver a well-integrated academic health center that provides the safest and highest quality clinical care.
  • Enhance depth, diversity, integrity and transparency.

View a breakdown of our objectives below, or download a comprehensive overview that includes HSC’s mission, values and vision.

2018-2023 Plan

Measure: Improve state ranking and health metrics.

Strategy 1.1

  • Community engagement: Improve health in New Mexico by partnering with community organizations and health care providers.
  • Indicator of success: Increase New Mexico’s state ranking at a faster pace than any other state between 2018 and 2030.

Strategy 1.2

  • Network and partnerships: Explore strategic partnerships to achieve market growth, align resources and enable patients to get the right care at the right time, in the right place.
  • Indicator of success: Provide the full continuum of care (from pre-acute, acute to post-acute) and increase access to maintain positive growth in number of patients served in our network.

Measure: Reduction in counties with health care provider shortage area.

Strategy 2.1

  • Production and retention: Measurably increase the production and retention of health care professionals in New Mexico and our geographic areas.
  • Indicator of success: Increase licensed health care professionals in New Mexico by 10%.

Strategy 2.2

  • Transform education: Transform health profession education to meet the needs of our diverse learners, professions and state.
  • Indicator of success: Make necessary changes to assure interprofessional education meets new accreditation standards.

Measure: Increase our funding for research; renew NIH designations; increase technology transfer.

Strategy 3.1

  • Nationally recognized programs: Develop and foster nationally recognized areas of excellence that address national and state health priorities.
  • Indicator of success: Advance and sustain the major NIH designations—Clinical and Translational Science Center and Comprehensive Cancer Center—and build the Brain and Behavior Institute.

Strategy 3.2

  • Economic activity: Enhance economic activity by expanding biotechnology transfer or other ways to create new jobs.
  • Indicator of success: New biotechnology and health care companies.

Strategy 3.3

  • State-of-the-art: Incorporate state-of-the-art technologies into all missions.
  • Indicator of success: Offer a range of new technologies in education, research and clinical platforms.

Measure: Increase retention rate of faculty, staff and providers.

Strategy 4.1

  • IT organization: Create an integrated IT organization that is nimble, efficient and effective.
  • Indicator of success: IT system deployed that allows for integration and seamless utilization of clinical, research, education and fiscal data.

Strategy 4.2

  • Excellence: Promote a culture of excellence among faculty, staff, provider and students.
  • Indicator of success: Improve Faculty Forward general faculty satisfaction with each college by five percentage points from 2014 survey:
    • SOM: 65% to 70% (national SOM cohort 65%)
    • CON: 64% to 69% (national nursing cohort 86%)
    • COP 68% to 73% (national pharmacy cohort 80%)

Strategy 4.3

  • Operations: Improve efficiency and utilization of support units.
  • Indicator of success: Faculty and staff surveys will indicate satisfaction with support functions at UNM HSC.

Measure: Obtain four-star UHC quality rating; Deliver highly integrated academic health center model; increase number of high complexity patients and improve patient outcomes.

Strategy 5.1

  • Quality and safety: Provide the safest and highest quality care through continuous improvement of patient outcomes and the use of evidence-based approaches to deliver high value care.
  • Indicator of success: Top quartile in UHC Quality and Safety.

Strategy 5.2

  • Service: Delivering an exceptional patient experience.
  • Indicator of success: Score in the 75th percentile for “likeliness to recommend” on the Press Ganey survey; Improve measurements of our value provided to patients

Strategy 5.3

  • People: Please see objectives in Goal 4.

Strategy 5.4

  • Financial stability: Demonstrate integrity, transparency and accountability in all business operations to ensure we provide the greatest value to New Mexicans while maintaining our financial stability.
  • Indicator of success: Achieve a net margin at the 50th percentile for all US hospitals.

Strategy 5.5

  • Strategic growth: Explore opportunities to expand care delivery to meet the growing demand for services and the future health care needs of New Mexicans.
  • Indicator of success: Increase access in the state to needed tertiary/quaternary care programs.

Strategies 5.5 and 5.6

  • Community and education: Improve health care and build health care workforce (goals one and two).

Measure: Improve composition of faculty and staff with regard to under-represented minorities. 

Strategy 6.1

  • Communication: Promote our academic capabilities while maintaining the depth and diversity of faculty, staff and students.
  • Indicator of success: Build greater community, legislative support and understanding of HSC.

Strategy 6.2

  • Diversity: Enhance diversity and inclusion in our faculty, staff and students.
  • Indicator of success: To have a diverse faculty, staff and student composition.