Các nguyên tắc sau đây sẽ là nền tảng của các mục tiêu, quản lý và phát triển trong tương lai của mạng. • Mỗi thực thể mạng có trách nhiệm hoạt động tài chính tại hòa vốn hoặc tốt hơn trên cơ sở độc lập trong thời gian dài | ST. LUKE S HOSPITAL AND HEALTH NETWORK 385 Exhibit . Continued Principles. The following principles will be the foundation of the goals management and future development of the network. Each network entity has a responsibility to operate financially at break-even or better on a stand-alone basis over the long term. Our entities should focus on their core services and divest of nonprofitable services that are not essential to our mission. Day-to-day management of operations must be performed locally. It should be based on a continuously simplified management structure that promotes effectiveness efficiency and accountability for its integrity. However decentralized management still requires various degrees of network oversight to coordinate the allocation of resources and informed decision making. The development of any network is an evolutionary process that depends on members sharing a sense of purpose belonging and a commitment to collective success. There needs to be an ongoing commitment to integration leading to a seamless system of care. To establish and sustain the St. Luke s brand of quality and customer service it is necessary to establish network-wide standards that are measured against national benchmarks. However each entity must decide how best to implement them in a cost-effective and responsible fashion. Regular and effective communication is a prerequisite for integration satisfaction and ownership among the network s stakeholders. Employees are one of our most important assets. Medical care should be delivered at the local level as a first choice and within the resources of the network whenever appropriate. All persons included in the network are accountable to the community to adhere to the network s mission and vision and ultimately to improve the health status of the community. 386 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit . Management Philosophy Vision for Patient Satisfaction PCRAFT Core Values Service .
