IMAGINE WHAT NEARLY 13,000 OF US CAN DO



Similar documents
An Invitation to Apply: School of Nursing Certified Nurse Midwife Assistant/Associate Professor

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup

Discover Teach Heal. UC Irvine Health: Advancing the Future of Healthcare Nursing Strategic Plan FY2011 FY2015 Nursing Strategic Plan Summary

Strategic Plan University Libraries Virginia Tech

Our Mission. Stewardship is the thoughtful, responsible management of something with which one is entrusted.

ST. LAWRENCE COLLEGE BUSINESS PLAN

21 st Century Organization Being Competitive and Leading Edge

Members respond to help identify what makes RNs unique and valuable to healthcare in Alberta.

Benchmark 5: Develop Core Values for Your Ministry

OUR STRATEGIC PLANNING JOURNEY

Nursing Strategic Plan. Fiscal Year Shaping the Future of UCLA Nursing at Ronald Reagan UCLA Medical Center

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard

Campaign Visioning Project & Integrated Marketing Strategy

UCSF Clinical Enterprise Strategic Plan

The. for DUKE MEDICINE. Duke University School of Medicine. People

The Natural Step Canada s Strategic Plan The Natural Step Canada Strategic Plan Summary for

LEADERSHIP DEVELOPMENT FRAMEWORK

HP Strategic IT Advisory Services

DEAN OF THE SCHOOL OF HEALTH SCIENCES

Entrepreneurship at Princeton

SYRACUSE UNIVERSITY: ACADEMIC STRATEGIC PLAN

Academic Affairs Strategic Plan 2012

OAKLAND UNIVERSITY DEAN OF THE SCHOOL OF NURSING

DEFIANCE COLLEGE Business Department Strategic Plan Mission Statement

Department Business Plan. Information Technology Services

How To Use Centricity Emr

The Poynter Institute A New Story

AB Volvo, Göteborg, Sweden. Ref No , August The Volvo Way

Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation

1. Dream, Mission, Vision and Values

The New West Point Leader Development System (WPLDS) Outcomes Approved by the Academic Board and Superintendent on 16 January 2014

7 Tips for Resonating With Millennial Employees & Their Desire to Do Good. By Kaitlin Carpenter, Carousel30 and Sarah Ford, America s Charities

PROPOSAL FOR FREE WIFI TO THE DEPARTMENT OF TRADE AND INDUSTRY

Powerful ways to have an impact on employee engagement

Rhode Island School of Design Strategic Plan Summary for critical making. making critical

A Woman s Guide to Retirement Income Planning

Human Performance Technology

Business Agility SURVIVAL GUIDE

An Invitation to Apply: College of Nursing Associate Dean for Undergraduate Affairs Associate/Full Professor

TOMORROW S HEALTHCARE STARTS HERE

FROM STRATEGIC PLANNING TO STRATEGIC POSITIONING

The vision of the Belk College of Business is to be a leading urban research business school.

Leadership for Learning: Strengthening School Leadership that Makes a Difference

Four Schools. One Calling. SAMFORD UNIVERSITY S COLLEGE OF HEALTH SCIENCES

STRATEGIC PLAN SUPPORTING STUDENT SUCCESS

Care Navigation Council. Nenick Vu Care Navigation Council Director

Leadership and Management Competencies

In s p i r i n g Ge n e r a t i o n s

EFFECTIVE STRATEGIC PLANNING IN MODERN INFORMATION AGE ORGANIZATIONS

ms in human resources

Strategic Plan. Creating a healthier world through bold innovation

Four Processes that Drive How People Connect with Your Church

Accountable Care: Clinical Integration is the Foundation

Software solutions for smart insurers

Investing in the School of Dentistry

Why your business decisions still rely more on gut feel than data driven insights.

Angel Guidance Messages of Love and Guidance

Internal Branding: Marketing from the Inside Out Seven Principles for Building an Effective Internal Branding and Communications Program

The Strategic Plan of the American College of Clinical Pharmacy 1

GE Healthcare. Voluson i. World s first compact Volume Ultrasound system

MESSAGE FROM THE CHAIRMAN OF THE BOARD

All of these circumstances indicate that the world of tomorrow is as different as today s water utility business is from that of yesteryear.

STRATEGIC PLAN May 25, 2011

Sage X3 for Manufacturing

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

From the Snowden Files to the Snowden Commons: The Library as a Civic Hub

GE Healthcare. Centricity Enterprise Integrated healthcare clinical and financial software solutions

HKIHRM HR PROFESSIONAL STANDARDS MODEL

Module 1 Personal Vision and Mission Statements for Business Leaders

The Cornerstones of Accountable Care ACO

Kotter and Bridges handouts for participants who did not attend Workshop 1.

LEADERSHIP DISCOVERY ASIAN PACIFIC AND HISPANIC PROGRAM CURRICULUM

ST JOSEPH S INSTITUTION

Digital Insurance Era: Stretch Your Boundaries

Designing a Modern, Holistic ECM Strategy for Healthcare. How ECM consulting helps healthcare providers thrive in an atmosphere of change.

Investing in the College of Business and Economics

Strategic Business and Operations Framework Understanding the Framework June 30, 2012

FOCUS MONASH. Strategic Plan

Early Years Collaborative: Mapping Community Assets

International Certificate

Re-energizing the Practice of Leadership for the Public Good Public Sector Core Leadership Practices Paradoxes of Leadership

Transcription:

one

IMAGINE WHAT NEARLY 13,000 OF US CAN DO when we harness our passion, commitment, intelligence and innovation to achieve one goal: to reimagine health, health education and discovery to create unparalleled value. The possibilities are endless. Our mission, vision, values and identity provide the foundation all of us can build upon to create our future. We invite you to explore, create, envision, and cultivate a new Jefferson one that honors our history of medical and educational firsts, but moves us forward with a shared purpose and a new, contemporary look. Take a look at Jefferson through a new lens one of innovation and amazement. Feel the sense of exploration and unity Jefferson will stand for. Share our pride in working with the most exceptional people found anywhere. And when we do it together, as one, the rest is history.

OUR MISSION: Health is All We Do. OUR VISION: We will reimagine health, health education and discovery to create unparalleled value. OUR VALUES: iscore Innovation Renew, change or create ideas, services, technologies and/ or ways of doing things that provide organizational value Service Excellence Provide exceptional service to our customers, including students, patients, families and fellow employees Collaboration Work effectively with others across the Jefferson community to achieve a common purpose and create value Ownership Take responsibility for achieving excellent results Respect Demonstrate a consistently open-minded and compassionate approach to all Empowerment Take action to control work and decision making to affect positive outcomes

Explore the unknown. A BETTER TOMORROW CAN BE ACHIEVED WITH FEARLESS THINKING AND COLLABORATION. These are uncertain times in healthcare. But it s exactly this kind of uncertainty that puts Jefferson in the unique position to not only change healthcare but to transform it in essential ways. What will this take? A healthy dose of creativity. A strong vision. A touch of boldness. And the ability to work together as one so we can respond nimbly and quickly to the challenges ahead. Our patients, our students and our community deserve nothing less.

Envision a new horizon. WITH A FRESH PERSPECTIVE ON TEACHING THE HEALTH SCIENCES. Jefferson takes a unique approach to education. It s part of our history. Our students participate in the care of patients right here. Take it a step further. We create learning labs with teams of students in nursing, pharmacy, medicine and rehab. Together, we re bridging the gap and building bridges to collaborative, patient-centered care where everyone s vantage point and viewpoint matter. Interprofessional education is just the beginning. The future is even brighter.

Create the future. HEALTHCARE. IT S A WORK IN PROGRESS. Greek philosopher Heraclitus once said, The only thing constant is change. Jefferson thrives on this premise. All of us have the opportunity to recreate what healthcare, healthcare education, and research look like, feel like, and act like in our community. We have an entrepreneurial spirit that is in the Jefferson DNA. Embrace it. Together we rise or fall based on our collective discoveries, accomplishments and innovations. Since 1824 Jefferson has pioneered some of the most advanced approaches to education and medicine out there. What form will your next creation take? What will your legacy be?

Up the ante. MAYBE THAT INVOLVES RAISING OUR OWN BAR. Healthcare isn t typically a go it alone endeavor. It involves partnerships. Trust. Community involvement. Jefferson understands this. No matter what area you currently identify with at Jefferson, we are all citizens of a greater community. The person you re helping or educating today may be the same person you turn to for support tomorrow. Relationships matter. Why does our future look so promising? Because we are raising the bar and our stake in the community unearthing resources to help us help others.

Cultivate optimism. IT S AMAZING WHAT CAN TAKE ROOT IN A NURTURING ENVIRONMENT. When some of the brightest medical minds in the country come together, you ll see something of note begin to grow at Jefferson: collaboration, exceptional education, and breakthrough science. Patients flourish as a result of this cohesive, cross-pollinating environment. And researchers, scholars, scientists, students, and practitioners become a part of something much bigger than themselves: the future of healthcare. Jefferson recognizes that tomorrow s best clinicians thrive under today s best teachers. We should know. We ve been doing it for nearly 200 years!

Our Blueprint for Strategic Action

ONE JEFFERSON: Align clinical, educational and research missions to accelerate innovation PATIENTS AND FAMILIES FIRST: Improve the health of our patients, families and community through comprehensive, personalized, cost effective, quality care SEAMLESS CLINICAL ENTERPRISE: Define the future of medical care HIGH IMPACT SCIENCE: Develop a research infrastructure and culture that incubates ideas and creates value PROGRAMS OF GLOBAL DISTINCTION: Integrate our tripartite missions to distinguish ourselves in selected areas of focus FORWARD THINKING EDUCATION: Reinvent health sciences education to meet the needs of future delivery models FOUNDATIONAL AREAS TO ACHIEVE INITIATIVES: Partnerships, Diversity, Technology, Philanthropy

ONE MISSION, ONE VISION, ONE SET OF VALUES, ONE IDENTITY, ONE JEFFERSON.

JG 14-1265 MG 14-07147

HEALTH IS ALL WE DO