Executive Summary:

This plan outlines a strategic expansion of medical schools in New Mexico from the current two (University of New Mexico School of Medicine in Albuquerque and Burrell College of Osteopathic Medicine in Las Cruces) to five, addressing physician and nurse shortages, particularly in underserved rural and tribal areas. The expansion includes one new medical school on the Navajo Nation and two in densely populated regions far from existing schools to ensure geographic distribution. Each new medical school will also incorporate a Bachelor of Science in Nursing (BSN) program to address the state’s nursing shortage, projected to reach a deficit of 5,000 nurses by 2030. The plan integrates safe patient ratios to enhance care quality and patient safety, alongside medical malpractice reform to reduce litigation burdens, lower insurance costs, and attract more healthcare professionals. The initiative aims for completion within 8-10 years, with an estimated total cost of $950-1,150 million, funded through state appropriations, federal grants, tribal partnerships, and private donations. Expected outcomes include a 50% increase in annual medical graduates and 1,000 new BSN graduates annually by 2037, improved healthcare access, and reduced provider burnout.

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Background and Rationale:

New Mexico faces significant healthcare challenges, including a physician shortage of 20-30% below national averages and a critical nursing shortage, with only 8.5 nurses per 1,000 residents compared to the national average of 10.5. Rural and tribal areas, like the Navajo Nation, experience wait times up to 6 months for primary care. Expanding medical and nursing education capacity is essential to produce locally trained providers, with in-state graduates showing retention rates exceeding 60%. New Mexico’s high medical malpractice lawsuit rate (one per 14,000 residents, double the national average) drives up insurance premiums, deterring providers. Safe patient ratios, as demonstrated in California, reduce patient mortality by 10-15% and nurse burnout by 20%. This plan addresses these issues holistically, integrating BSN programs to bolster the healthcare workforce.

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Expansion of Medical Schools and BSN Programs:

The three new schools will offer allopathic (MD) or osteopathic (DO) programs alongside BSN programs, with curricula emphasizing rural medicine, cultural competency (especially for Native American populations), telemedicine, primary care, and team-based care. Each medical school will target an initial class of 50-75 students, scaling to 100 within five years, while BSN programs will start with 50 students, scaling to 100-150. Partnerships with existing institutions (e.g., New Mexico State University and other state universities for accreditation support, among other resources, and support) and clinical sites will support development.

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Proposed Locations:

The three new schools are strategically placed to maximize reach without overlapping existing facilities in Albuquerque and Las Cruces. Locations prioritize population density, underserved needs, and infrastructure feasibility.
Each school will offer a Doctor of Medicine (MD) or a Doctor of Osteopathic Medicine (DO) program, emphasizing primary care, rural health, and public health. To ensure diversity, admissions will prioritize New Mexico residents, underrepresented minorities, and those committed to practicing in-state.

 

1. Medical School and BSN Program on the Navajo Nation, Shiprock, NM:

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Location Rationale:

Shiprock, in the northwest quadrant of the Navajo Nation, is ideal due to its central position, existing infrastructure (Northern Navajo Medical Center), and residency programs affiliated with New Mexico State University and the Indian Health Service (IHS). It serves over 200,000 Navajo residents with limited care access, avoiding overlap with urban centers.

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Key Features:

• Partnership with the Navajo Nation Tribal Government, IHS, and New Mexico State University for shared facilities and faculty.

• Medical curriculum focuses on indigenous health (e.g., diabetes, substance abuse, and traditional healing integration).

• BSN program emphasizes community health, rural nursing, and cultural competency, with clinical rotations at IHS facilities.

• Recruitment of Native American students for both programs via scholarships and tribal college outreach.

 

Implementation Steps:

• Year 1-2 (2027-2028): Secure tribal approvals, conduct feasibility studies, and design a 140,000 sq ft campus.

• Year 3-5 (2029-2031): Build infrastructure, hire 50 medical and 20 nursing faculty, obtain accreditation from LCME/COCA (medical) and CCNE (nursing).

• Year 6 (2032): Launch medical and BSN programs with initial cohorts.Estimated Cost: $300-350 million.

• BSN Program Specifics: 4-year program with 50% clinical training in rural/tribal settings; partnerships with Diné College for pre-nursing pathways.

 

2. Medical School and BSN Program in Santa Fe, NM:

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Location Rationale:

Santa Fe, with a population of ~90,000, is the fourth-largest city, 60 miles northeast of Albuquerque, serving the north-central region (including Taos and Los Alamos counties) without competing with existing schools. It has access to Christus St. Vincent Regional Medical Center.

 

Key Features:

• Affiliation with New Mexico Highlands University or a new state university branch for administrative support.

• Medical curriculum emphasizes geriatric care and public health; BSN program focuses on acute care and leadership training.

• Integration with state government for policy-focused training in both programs.

 

Implementation Steps:

• Year 1-2 (2027-2028): Site selection, environmental assessments, and community input.

• Year 3-5 (2029-2031): Construct facilities (130,000 sq ft for combined programs), recruit 50 medical and 25 nursing faculty, secure accreditations.

• Year 6 (2032): Enroll initial medical and BSN cohorts.Estimated Cost: $300-350 million.

• BSN Program Specifics: 4-year program with urban hospital rotations; emphasis on public health nursing.

 

3. Medical School and BSN Program in Roswell, NM:

 

Location Rationale:

Roswell, with ~48,000 residents, is the fifth-largest city, over 200 miles from Albuquerque and Las Cruces, serving the southeast and Permian Basin without proximity to existing schools.

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Key Features:

• Collaboration with Eastern New Mexico University for shared resources and dual-degree programs.

• Medical curriculum specializes in emergency medicine and occupational health; BSN program focuses on trauma care and rural health.

• Outreach to Hispanic and low-income communities for student recruitment.

 

Implementation Steps:

• Year 1-2 (2027-2028): Land acquisition (potentially federal/state property) and funding negotiations.

• Year 3-5 (2029-2031): Build facilities (130,000 sq ft), hire 50 medical and 20 nursing faculty, secure accreditations.

• Year 6 (2032): Launch medical and BSN programs.Estimated Cost: $300-350 million.

• BSN Program Specifics: 4-year program with rotations in regional clinics; focus on occupational health nursing for local industries.

 

Overall Expansion Logistics:

• Funding Sources: 40% state appropriations, 30% federal grants (e.g., HRSA Title VII for rural health, Title VIII for nursing), 20% tribal/private partnerships, 10% philanthropy.

• Faculty and Student Recruitment: Incentives include loan forgiveness for in-state practice ($200,000 for physicians, $50,000 for nurses) and competitive salaries.

• Timeline: Groundbreaking by 2029; first medical and BSN classes by 2032; full operation by 2035.

• Monitoring: Annual reports to the New Mexico Higher Education Department and Board of Nursing.

 

Incorporation of Safe Patient Ratios:

Statewide legislation will mandate minimum staffing ratios, modeled after California’s system (14% mortality reduction), to ensure patient safety and support the increased nursing workforce. Ratios will apply to all hospitals and clinics, enforced by the New Mexico Department of Health.

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Proposed Standards:

• Intensive Care Units (ICUs): 1 nurse per 2 patients.

• Medical-Surgical Units: 1 nurse per 4 patients.

• Emergency Departments: 1 nurse per 4 patients.

• Pediatrics: 1 nurse per 3 patients.

• Operating Rooms: 1 nurse per patient during procedures.

• Physician-to-Patient: 1 primary care physician per 1,500-2,000 residents in rural areas (via incentives).

 

Implementation:

• Phase 1 (2027-2028): Pass legislation requiring quarterly staffing reports; provide hiring grants tied to BSN program output.

• Phase 2 (2029-2031): Mandatory compliance with $10,000 fines per violation; integrate ratio training in BSN curricula.

• Phase 3 (2032+): Annual audits and adjustments based on outcomes.

 

Benefits:

• 10% reduction in readmissions, 15% lower nurse turnover, and enhanced training via medical/nursing school collaboration.

 

Medical Malpractice Reform:

New Mexico’s high litigation rate (one suit per 14,000 residents) increases insurance premiums 20-30% above average. Reforms, modeled on Texas (50% premium reduction) and Colorado, will reduce costs and attract providers.

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Proposed Reforms:

• Cap non-economic damages at $350,000 per claim, adjusted for inflation every five years.

• Limit total damages for independent facilities to $750,000, requiring negligence proof via expert panels.

• Shorten statute of limitations to two years from injury discovery.

• Establish a pre-litigation review board for 70% out-of-court resolutions.

• Incentivize “sorry laws” for apologies without liability.

 

Implementation:

• Year 1 (2027): Introduce bills with input from medical and nursing associations.

• Year 2-3 (2028-2029): Phased rollout, including insurance subsidies for rural providers.

• Monitoring: Track lawsuit rates and premiums via the New Mexico Medical Board and Board of Nursing.

 

Benefits:

• 25-40% premium reduction, attracting 500+ physicians and 1,000+ nurses over a decade.

 

Timeline and Budget:

• 2027-2028: Planning and legislation $60 million.

• 2029-2031: Construction and initial operations $680 million.

• 2032-2036: Full scaling and evaluations $210-350 million.

• Total Budget: $950-1,150 million, with ROI via economic impact ($2.5 million per physician, $1 million per nurse annually).

 

Expected Outcomes and Risks:

• Outcomes: 300+ new medical and 1,000+ new BSN graduates annually by 2037; 20% improvement in rural healthcare access; 15% reduction in malpractice claims.

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• Health equity: Improved access on the Navajo Nation and in the southeast/central regions, reducing travel times for care.

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• Cost savings: Lower emergency visits and hospitalizations through better staffing and preventive care.

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• Metrics: Track via annual reports on graduate placement, patient outcomes, and malpractice claims. Adjust via a state oversight committee.

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• Risks and Mitigation: Funding shortfalls (diversified sources); accreditation delays (partnerships with NMSU, etc.); community resistance (stakeholder engagement).

 

This plan positions New Mexico as a leader in equitable healthcare education and reform, addressing both physician and nursing shortages for long-term health and economic vitality.

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Conclusion:

This comprehensive plan transforms New Mexico's healthcare landscape by expanding medical education, embedding nursing programs, and enacting supportive reforms. By focusing on underserved areas and sustainable practices, it ensures long-term improvements in access, quality, and equity. Collaboration among state agencies, universities, tribes, and healthcare providers will be key to success for ALL New Mexicans.