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HISTORY
LEADERSHIP
SENIOR MANAGEMENT
BOARD OF DIRECTORS
IMPERATIVES
MISSION, VISION, VALUES
2005 & 2006 Annual Report
PARTNERS & LINKS
HIPAA & WEB POLICIES
SMOKE-FREE ENVIRONMENT
About Heritage Valley Health System
Strategic Imperatives
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The strategic imperatives are the drivers of the organization performance plan. While each imperative has a defined set of organizational goals and objectives, we have chosen to delineate below the five strategic imperatives for this strategic plan that will drive the organization. Each strategic imperative has a plan including specific goals and objectives for the organization’s operating plan Quality & Customer Satisfaction.
  • Quality & Customer Satisfaction
  • Human Resources
  • Information Technology
  • Market Expansion/Growth and Community Health
  • Fiscal Responsibility
Quality & Customer Satisfaction
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Develop and implement quality strategies to meet or exceed expectations of healthcare institutions with a focus on clinical quality, safety (patient & employee) and customer service excellence and satisfaction.
  • Patient & Employee safety
  • Customer satisfaction
  • Clinical quality
Human Resources
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Be the healthcare "employer of choice" for our region by having a "high performing, flexible, unified and dedicated workforce."
  • Employee morale and organizational culture (Employee Opinion Survey)
  • Recruitment and Retention
  • Positive Relationship development
  • Management skills training for employees (Heritage Way MBA)
  • Physician development (Medical Staff Opinion Survey)
Information Technology
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Develop and implement an "all inclusive information strategy" in order to be the "enabler" of the organization and to continue to evolve toward the virtual patient record.
  • Clinical systems (Clinical Access Portal)
  • Information infrastructure (Wireless Technology)
  • Customer access and quality (Community Portal & Care Card)
Market Expansion and Growth / Community Health
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Increase the awareness of, preference for and use of the system by area health consumers, especially those located in adjacent growth markets.
  • Branding and System awareness
  • Network sizing and selected market expansion
  • Actions to monitor & influence key healthcare business environment areas
Fiscal Responsibility
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Demonstrate sound financial performance by generating specified operating margins (of a minimum of 1% to 2% in each fiscal year) and total margins (of a minimum of 4% in each fiscal year) to maintain or improve the current financial position.
  • Service line/departmental financial profitability review
  • Specific cost savings initiatives and revenue enhancement opportunities
  • The continuation and enhancement of “Charity Care” if necessary