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HISTORY
SENIOR LEADERSHIP
HVB Nursing Leadership
HVS Nursing Leadership
Cardio/Surg Leadership
BOARD OF DIRECTORS
IMPERATIVES
MISSION, VISION, VALUES
2012 ANNUAL REPORT
GENERAL INFORMATION
PARTNERS & LINKS
HIPAA & WEB POLICIES
SMOKE FREE FACILITIES
About Heritage Valley Health System
Strategic Imperatives

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, Safety and Customer Satisfaction
  • Human Resources
  • Information Technology
  • Market Expansion and Community Health
  • Fiscal Responsibility
Quality, Safety AND Customer Satisfaction

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

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

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 Community Health

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

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