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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

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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

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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)

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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)

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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

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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