MountainView Regional Medical Center, located at 4311 East Lohman Avenue in Las Cruces, NM, is your community healthcare provider. As a 168-bed facility accredited by The Joint Commission, we offer a wide range of services, including inpatient and outpatient care, diagnostic imaging, and emergency, medical, and surgical care. We are proud to be an accredited Chest Pain Center and Stroke Center, featuring a specialized Heart and Vascular Center and a "Baby-Friendly" designated labor and delivery unit. With over 1,200 employees and 223 physicians representing more than 50 medical specialties, we are committed to providing quality medical care to Las Cruces, Doña Ana County, and Southern New Mexico. Choose MountainView Regional Medical Center for exceptional healthcare close to home.
| Hospital Name | MountainView Regional Medical Center |
|---|---|
| Facility ID | 320085 |
| Address | 4311 EAST LOHMAN AVENUE |
|---|---|
| City/Town | Las Cruces |
| State | NM |
| ZIP Code | 88011 |
| County/Parish | DONA ANA |
| Health System | Community Health Systems |
|---|---|
| Health System Website Domain | chs.net |
| Recently Joined Health System (Past 4 Years) | No |
| 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 |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Community Health Systems |
| Emergency Services | Yes |
Matthew Conrad is a highly experienced healthcare executive and the current CEO at MountainView Regional Medical Center in Las Cruces, New Mexico. Matthew has held key roles in hospital administration since 2013 and has worked in healthcare since the early 2000s. Matthew served as assistant CEO at Carolinas Hospital Systems in South Carolina from 2013-17. In 2017, he was named COO at Lower Keys Medical Center in Key West, Florida. Matthew moved to Abilene, Texas, in 2019 as COO for Abilene Regional Medical Center before coming to Las Cruces as MountainView Regional Medical Center COO in late 2020. In 2021, Matthew was appointed CEO at MountainView. In those roles, he supported caregivers to enhance patient satisfaction, played a key role in the growth of employed physician practices and hospital service lines, and oversaw renovation and expansion projects.
Andrew McDonald is the chief financial officer at MountainView Regional Medical Center. Andrew comes to MVRMC from Chicago through Boston, having served as the CFO for MetroWest Medical Centers, including Framingham Union Hospital and Leonard Morse Hospital in the Boston MetroWest community for 2 years.
AJ Stephens, DNP, MBA-HCA, R.N., NEA-BC, began his nursing career in Hobbs, New Mexico, where he transitioned to leadership roles. He moved to UMC Health System in Lubbock, Texas, and served as the health services administrator and chief administrator for regional correctional health care services. Most recently, he served as the associate chief nursing officer for St. David's Healthcare in Austin, Texas. In June 2024, he returned as a chief nursing officer. Dr. Stephens has earned multiple degrees, including an associate's in applied science in nursing from New Mexico Jr.
Franz Encisa, R.N., BSN, MHA, CPHQ, is the chief quality officer at MountainView Regional Medical Center, having joined in March 2024. With over 14 years of experience in healthcare quality, Franz has specialized in patient safety, performance improvement, licensing, accreditation, regulatory compliance, risk management and infection prevention. His career spans various healthcare settings, from medium-sized community hospitals and healthcare districts to large systems across California. Before his role as CQO, Franz worked as a telemetry nurse, CVICU nurse and nursing supervisor for eight years in Las Vegas, NV.
Nicole Marquez is the assistant chief financial officer at MountainView Regional Medical Center. Nicole has been with MVRMC for the past four years. Previously she was the director of finance for our physician practices before moving into her current role. Nicole graduated from New Mexico State University in Las Cruces, NM, with a BBA in finance in 2014.
Erin Young has more than 20 years of experience in nursing and 14 years in progressive leadership roles. Most recently, she has served as the director of acute care services for St. David's HealthCare in Austin, Texas, a division of HCA Healthcare.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 168 |
|---|
| FTE Employees on Payroll | 818.46 |
|---|---|
| FTE Interns & Residents | 41.76 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 9814 |
| Inpatient Days (Title XIX) | 608 |
| Total Inpatient Days | 40586 |
| Bed Count | 166 |
| Available Bed Days | 58601 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1882 |
| Discharges (Title XIX) | 4121 |
| Total Discharges | 7841 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 8268 |
| Inpatient Days (Title XIX; Adults & Peds) | 530 |
| Total Inpatient Days (Adults & Peds) | 30248 |
| Bed Count (Adults & Peds) | 132 |
| Available Bed Days (Adults & Peds) | 46191 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1882 |
| Discharges (Title XIX; Adults & Peds) | 4121 |
| Total Discharges (Adults & Peds) | 7841 |
| 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 exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients reported significant challenges with transitions between departments in the hospital. Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. |
| 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 |
| Percent of Patients Who Definitely Recommend the Hospital | 56% |
|---|
| 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 | No Different Than National Average |
| 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 | No Different Than National Average |
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 161 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 6.1 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 25.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 6.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.4 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.5 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.5 |
| Readmission Score Rate of Readmission for CABG | 10.6 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.9 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average 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 | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| 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 | No Different Than the National Rate |
| 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.136 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.478 |
| SSI SIR (Standardized Infection Ratio) | 0.248 |
| CDI SIR (Standardized Infection Ratio) | 0.684 |
| MRSA SIR (Standardized Infection Ratio) | 0.601 |
| Fiscal Year Begin | Apr 01, 2022 |
|---|---|
| Fiscal Year End | Mar 31, 2023 |
| Charity Care Cost | $1,773 |
|---|---|
| Bad Debt Expense | $11,054 |
| Uncompensated Care Cost | $3,409 |
| Total Uncompensated Care | $3,409 |
| Total Salaries | $67,079 |
|---|---|
| Overhead Expenses (Non-Salary) | $127,848 |
| Depreciation Expense | $8,571 |
| Total Operating Costs | $169,878 |
| Inpatient Charges | $588,679 |
|---|---|
| Outpatient Charges | $643,771 |
| Total Patient Charges | $1,232,449 |
| Core Wage Costs | $111,493 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $67,079 |
| Contract Labor (Patient Care) | $4,108 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $532 |
| Cash & Bank Balances | $67 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $52,554 |
| Allowance for Doubtful Accounts | $-11,878 |
| Inventory | $5,419 |
| Prepaid Expenses | $1,846 |
| Other Current Assets | $249 |
| Total Current Assets | $48,256 |
| Land Value | $10,512 |
|---|---|
| Land Improvements Value | $2,405 |
| Building Value | $80,243 |
| Leasehold Improvements | $9,875 |
| Fixed Equipment Value | $3,414 |
| Major Movable Equipment | $40,073 |
| Minor Depreciable Equipment | $5,396 |
| Health IT Assets | |
| Total Fixed Assets | $90,740 |
| Long-Term Investments | |
|---|---|
| Other Assets | $11,407 |
| Total Other Assets | $11,407 |
| Total Assets | $150,403 |
| Accounts Payable | $6,140 |
|---|---|
| Salaries & Wages Payable | $5,395 |
| Payroll Taxes Payable | $599 |
| Short-Term Debt | $1,512 |
| Deferred Revenue | |
| Other Current Liabilities | $1,775 |
| Total Current Liabilities | $-618,768 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $6,507 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $166 |
| Total Long-Term Liabilities | $6,673 |
| Total Liabilities | $-612,095 |
| General Fund Balance | $762,498 |
|---|---|
| Total Fund Balances | $762,498 |
| Total Liabilities & Equity | $150,403 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $9,299 |
| DRG (Post-Oct 1) | $10,371 |
| Outlier Payments | |
| DSH Adjustment | $1,405 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $19,230 |
| Total IME Payments | $2,662 |
| Inpatient Revenue | $588,679 |
|---|---|
| Outpatient Revenue | $643,771 |
| Total Patient Revenue | $1,232,449 |
| Contractual Allowances & Discounts | $970,203 |
| Net Patient Revenue | $262,246 |
| Total Operating Expenses | $194,928 |
| Net Service Income | $67,319 |
| Other Income | $2,615 |
| Total Income | $69,934 |
| Other Expenses | |
| Net Income | $69,934 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $53,822 |
| Medicaid Charges | $389,780 |
| Net CHIP Revenue | $0 |
| CHIP Charges | $1 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |