Eastern New Mexico Medical Center

Eastern New Mexico Medical Center, located at 405 W Country Club Road in Roswell, NM, is your community healthcare provider. As a 162-bed facility, we offer comprehensive inpatient and outpatient care, supported by a dedicated team of over 150 healthcare professionals. ENMMC is accredited by The Joint Commission and delivers essential medical services to Southeastern New Mexico. With more than 30 physicians and mid-level providers covering 11 specialties, including primary care, allergy care, gastroenterology, and cardiology, we strive to be a place of healing, caring, and connection for our patients and their families.

Identifiers

Hospital Name Eastern New Mexico Medical Center
Facility ID 320006

Location

Address 405 W COUNTRY CLUB ROAD
City/Town Roswell
State NM
ZIP Code 88201
County/Parish CHAVES

Health System

Health System Community Health Systems
Health System Website Domain chs.net
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 34
Health System Total Beds 6172
Health System Hospital Locations Alaska, Alabama, Arkansas, Arizona, Florida, Georgia, Missouri, Mississippi, New Mexico, Oklahoma, Pennsylvania, Tennessee and Texas

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details Community Health Systems
Emergency Services Yes

Warren Yehl

Chief Executive Officer

NA

Adelane "Addy" Kelly

Chief Financial Officer

Brings over 20 years of broad financial operations, planning, strategic growth, and clinical and business development. Most recently worked in the Nevada market as a hospital CFO and in the Alaska market in hospital financial positions. Enjoys traveling, hiking, and gardening.

Kyle Stepp

Assistant Chief Executive Officer

Comes to ENMMC after serving in leadership positions for a national environmental services company in Salt Lake City, Utah, and in hospital leadership roles in Somerset, Kentucky. Earned a master's in healthcare administration from Virginia Commonwealth University. Enjoys walking his dogs, hiking, and barbecuing.

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 149

Staffing & Personnel

FTE Employees on Payroll 298.74
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 4707
Inpatient Days (Title XIX) 565
Total Inpatient Days 19984
Bed Count 120
Available Bed Days 43800
Discharges (Title V) NA
Discharges (Title XVIII) 1054
Discharges (Title XIX) 2027
Total Discharges 4696

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 3642
Inpatient Days (Title XIX; Adults & Peds) 85
Total Inpatient Days (Adults & Peds) 17425
Bed Count (Adults & Peds) 100
Available Bed Days (Adults & Peds) 36500
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1054
Discharges (Title XIX; Adults & Peds) 2027
Total Discharges (Adults & Peds) 4696

Quality Summary

Care Quality Stengths The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an above-average job of ensuring patients at the hospital do not get infections.
Care Quality Concerns Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients reported significant challenges with transitions between departments in the hospital.

Hospital Overall Rating

Patient Experience Star Ratings

Nurse Communication – Star Rating
Doctor Communication – Star Rating
Staff Responsiveness – Star Rating
Communication About Medicines – Star Rating
Discharge Information – Star Rating
Care Transition – Star Rating
Cleanliness – Star Rating
Quietness – Star Rating
Overall Hospital Rating – Star Rating
Recommend Hospital – Star Rating

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 56%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients No Different Than National Average
Mortality Group – Death Rate for CABG Surgery Patients
Mortality Group – Death Rate for COPD Patients No Different Than National Average
Mortality Group – Death Rate for Heart Failure Patients No Different Than National Average
Mortality Group – Death Rate for Pneumonia Patients No Different Than National Average
Mortality Group – Death Rate for Stroke Patients No Different Than National Average
Mortality Group – Pressure Ulcer Rate No Different Than National Average
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications
Mortality Group – Iatrogenic Pneumothorax Rate No Different Than National Average
Mortality Group – In-Hospital Fall with Hip Fracture Rate
Mortality Group – Postoperative Hemorrhage or Hematoma Rate No Different Than National Average
Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate No Different Than National Average
Mortality Group – Postoperative Respiratory Failure Rate No Different Than National Average
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate No Different Than National Average
Mortality Group – Postoperative Wound Dehiscence Rate No Different Than National Average
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate No Different Than National Average
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite No Different Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 155

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 3
Readmission Score Hospital Return Days for Heart Failure Patients -4.5
Readmission Score Hospital Return Days for Pneumonia Patients -16.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.3
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.4
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.4
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.2
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.3
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.2
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients Average Days per 100 Discharges
Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) No Different Than the National Rate
Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery No Different than expected
Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate No Different Than the National Rate
Readmission Group Rate of Readmission for CABG Not Available
Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients No Different Than the National Rate
Readmission Group Heart Failure (HF) 30-Day Readmission Rate No Different Than the National Rate
Readmission Group Rate of Readmission After Hip/Knee Replacement Number of Cases Too Small
Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) No Different Than the National Rate
Readmission Group Pneumonia (PN) 30-Day Readmission Rate No Different Than the National Rate

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.572
CAUTI SIR (Standardized Infection Ratio) 0.162
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 0.725
MRSA SIR (Standardized Infection Ratio) 2.888

Fiscal Period

Fiscal Year Begin Jun 01, 2022
Fiscal Year End May 31, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,550
Bad Debt Expense $9,040
Uncompensated Care Cost $2,761
Total Uncompensated Care $7,005

Operating Expenses ($ thousands)

Total Salaries $25,661
Overhead Expenses (Non-Salary) $28,194
Depreciation Expense $4,744
Total Operating Costs $91,326

Charges ($ thousands)

Inpatient Charges $288,333
Outpatient Charges $418,394
Total Patient Charges $706,728

Wage-Related Details ($ thousands)

Core Wage Costs $6,195
Wage Costs (RHC/FQHC)
Adjusted Salaries $25,661
Contract Labor (Patient Care) $9,564
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-1,043
Short-Term Investments
Notes Receivable
Accounts Receivable $35,336
Allowance for Doubtful Accounts $-14,561
Inventory $2,595
Prepaid Expenses $429
Other Current Assets $36
Total Current Assets $22,792

Balance Sheet – Fixed Assets ($ thousands)

Land Value $1,955
Land Improvements Value $463
Building Value $37,651
Leasehold Improvements $8,213
Fixed Equipment Value $3,719
Major Movable Equipment $22,537
Minor Depreciable Equipment $5,892
Health IT Assets
Total Fixed Assets $23,782

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $13,364
Total Other Assets $13,364
Total Assets $59,938

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $6,942
Salaries & Wages Payable $1,773
Payroll Taxes Payable $-7
Short-Term Debt $1,672
Deferred Revenue
Other Current Liabilities $271
Total Current Liabilities $-931,334

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $11,395
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $11,395
Total Liabilities $-919,939

Balance Sheet – Equity ($ thousands)

General Fund Balance $979,878
Total Fund Balances $979,878
Total Liabilities & Equity $59,938

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $3,646
DRG (Post-Oct 1) $5,843
Outlier Payments
DSH Adjustment $864
Eligible DSH % $0
Simulated MC Payments $5,585
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $288,333
Outpatient Revenue $418,394
Total Patient Revenue $706,728
Contractual Allowances & Discounts $588,891
Net Patient Revenue $117,837
Total Operating Expenses $53,854
Net Service Income $63,982
Other Income $4,157
Total Income $68,139
Other Expenses
Net Income $68,139

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $23,557
Medicaid Charges $234,504
Net CHIP Revenue
CHIP Charges $13

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Fusion 10
EHR is Changing No