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Strategic Plan

Our method for maintaining high healthcare standards

Guided by our mission, vision, and values, the goals and strategies outlined in this plan provide Heart of the Rockies Regional Medical Center with a guide to deliver the highest quality patient care and customer service. This strategic plan is the result of feedback from employees, physicians, patients and families, hospital board members, business representatives and members of the community.

The plan has measurable goals, and defined strategies and action steps to reach them. Progress in achieving the goals outlined in the plan is reviewed at the monthly hospital board meetings, which are open to the public and listed in our Events Calendar. Public feedback is welcome at the meetings, or you may email

If you would like more information about the Strategic Plan, contact Marketing and Public Relations Director Allison Gergley at

Our goals and strategies

Facilities Plan: Plan, maintain and develop facilities, equipment and infrastructure to achieve a safe, comfortable and efficient environment of care

  • Relocate clinics to the new Outpatient Services Pavilion
  • Expand the HRRMC Buena Vista Health Center to accommodate various specialists
  • Remodel the HRRMC Medical Clinics on Hwy. 50 and relocate the Education and Patient Financial Services departments

Human Resources Plan: Achieve organizational goals by recruiting, orienting, developing and retaining highly engaged and accountable employees

  • Establish strategies in all departments to hardwire communication expectations and build effective relationships across the organization
  • Ensure job descriptions assist employees in understanding duties and responsibilities and how their jobs contribute to the hospital’s mission
  • Ensure HR Department is ready for Joint Commission survey
  • Conduct “stay” interviews with employees who have chosen to remain with HRRMC to improve employee retention
  • Conduct a benefit survey to ensure HRRMC benefits are competitive

Physician/Provider Recruitment, Retention and Relations Plan: Achieve organizational goals that meet community healthcare needs by recruiting, orienting, developing and retaining highly engaged and accountable physicians and providers

  • Conduct a limited Virtual Desktop Infrastructure (VDI) pilot to investigate potential benefit to physician clinics and hospital clinical areas
  • Implement Virtual Desktop Infrastructure (VDI) to clinical areas per results of pilot program
  • Establish telemedicine for infectious disease and possibly endocrinology/lipidology
  • Expand access to psychiatry, senior behavioral health services, electroconvulsive therapy, oncology, orthopedic total joint surgery, orthopedic sports medicine
  • Evaluate the need for providing home medical visits

Quality and Patient Safety Plan: Achieve patient, resident, client, visitor and staff safety while providing high quality healthcare services through continuous improvement process

  • Continue to prepare for The Joint Commission accreditation survey
  • Focus on national patient safety goals
  • Develop a comprehensive Information Systems contingency-operations plan to include disaster recovery, business continuity and off-site operations
  • Implement disaster recovery and business continuity site at HRRMC Buena Vista Health Center
  • Report mandatory data to Centers for Medicare and Medicaid Services (CMS)
  • Use Good Catch data to improve patient safety
  • Implement action plans based on results of 2018 Culture of Patient Safety survey

Service Area Growth and Marketing Plan: Develop business growth strategies and marketing plans to meet service area healthcare needs

  • Evaluate establishing more comprehensive wound-care services including hyperbaric oxygen therapy
  • Expand clinic space at HRRMC Buena Vista Health Center
  • Position HRRMC as leader in providing affordable healthcare options
  • Continue to build interest in hospital expansion and opening of new Outpatient Services Pavilion
  • Increase local awareness of Family Birthing Center services
  • Use various communications channels to recruit, orient, develop and retain highly engaged and accountable employees
  • Raise awareness of new medical providers and service lines
  • Evaluate providing Direct Access Lab Testing services and offering reference-lab testing for medical clinic in Westcliffe
  • Increase participation in HRRMC Total Wellness Retreats
  • Establish outreach telemedicine services

Service Excellence Plan: Achieve a culture of service excellence as demonstrated by measurable improvement in customer satisfaction across the organization

  • Develop protocols for caring for psychiatric patients in the Emergency Department
  • Ensure that staff are trained appropriately to respond to Code Sampson
  • Improve communication with patients about wait times
  • Notify appropriate stakeholders about relocation of medical practices and Rehab Department to the Outpatient Services Pavilion
  • Develop a survey to track feedback from clinic customers and provide the survey findings to providers
  • Collaborate with Solvista Health to fill behavioral health gaps

Financial Productivity Plan: Achieve financial stability and efficiency as an organization while fulfilling the responsibilities of stewardship over community funds and integrity and transparency in business relationships

  • Ensure HRRMC remains financially viable. Action steps include monitoring net days in accounts receivable and day’s cash on hand, operating margin, total margin, debt-service coverage ratio, bad-debt percentage of total revenue and average age of plant.
  • Maintain competitive cost structure for HRRMC services to minimize the number of patients who seek services elsewhere due to cost
  • Improve Press Ganey patient-billing scores and price transparency
  • Help HRRMC patients better understand bills for both hospital and physician services
  • Implement IT security software to protect HRRMC’s digital assets
  • Continue dialogue with Colorado Department of Health Care Policy & Financing to effect policy change in EAPG reimbursement for outpatient claims
  • Take lead role in the Hospital Transformation Program by working with community providers to improve patient outcomes and lower Medicaid costs
  • Complete strategy to improve revenue recovery and claim accuracy by changing the coding process for IV infusion and hydration services
  • Achieve Merit-based Incentive Payment System (MIPS) data reporting thresholds to enhance professional fee reimbursement
  • Evaluate HRRMC Direct Access Lab Testing services and performance of reference lab testing for Westcliffe Clinic