Song Jeong-han, director of Bundang Seoul National University Hospital, took a leap over the crisis...Promote three key tasks, including strengthening capacity for critical care
Jan 02, 2025
Bundang Seoul National University Hospital (Director Song Jeong-han) announced that it will hold a opening ceremony in 2025 at the hospital auditorium at 11 a.m. on January 2nd and push for the three core tasks of strengthening severe treatment capacity, building a flexible organizational culture, and realizing a mid- to long-term growth vision.
On this day, the opening ceremony was held in the order of ▲ declaration of the opening ceremony and public ceremony ▲ New Year's address for the head of the hospital ▲ New Year's address for the union leader ▲ Representative cutting ceremony for each job type ▲ New Year's greeting ceremony for faculty members.
In his New Year's address, Hospital Director Song Jeong-han "Last year, despite the difficult environment of legislative conflict and political instability, he focused on essential medical care and treatment of severe diseases, achieving many achievements." he evaluated. He then presented 'Leap in Crisis' as a new year's topic in 2025 and expressed his willingness to turn the challenges faced by the medical community into new opportunities.
Bundang Seoul National University Hospital will push for a leap forward in 2025 focusing on three key tasks. The first is to strengthen the capacity of severe treatment through structural transformation of advanced general hospitals. The plan is to open a new horizon for severe treatment by improving the efficiency of hospital bed allocation, strengthening the expertise of clinical nursing personnel, and maintaining the education and training system for majors.
The second is the establishment of a flexible organizational culture. In addition to creating an efficient work environment, we will strengthen communication and cooperation between departments to create an organizational culture that quickly adapts to changes.
The third is the realization of the mid- to long-term growth vision. In mid-January, it plans to promote core projects such as the Seoul metropolitan infectious disease hospital and the 'High-tech Outpatient Center' with the 'Snuhaus completion' as the market for the welfare of faculty and staff and the leap into a global medical mecca.
Director Song emphasized that `Although hospitals and the entire medical community are facing a challenging environment, the order of the medical community will change once again if we overcome this difficulty and suggest a new direction.' `Let's work together to lay the foundation for long-term growth in which all faculty and staff can take a leap forward in the crisis.'
Meanwhile, at the 2024 closing ceremony held on December 31, an award ceremony was held to encourage achievements throughout the year. The nursing administration education team was selected as the best department of the year, and Kim Jae-hwan, a professor of gastroenterology, was named the best faculty member. In addition, the Bulgokchang thesis award and Bulgok medicine award were presented to boost the morale of faculty and staff.
Dear family of Bundang Seoul National University Hospital! The new year of 2025 has dawned.
I would like to express my sincere gratitude to all the faculty and staff who have always done their best by the side of precious patients over the past year.
Last year, we expressed hope and joy to countless patients by focusing on essential medical care and treatment for severe diseases as a national central hospital despite the difficult environment of legislative conflict and political instability.
We are still facing a very challenging environment in the new year. However, this is a reality that not only our hospitals but also Korean medical care as a whole face, and I think the order of the medical community will change once again depending on how to overcome this difficulty and present a new direction.
In that sense, I would like to set this year's topic as 'Leap in Crisis' and achieve the development of the hospital with you around the following three key tasks.
First, let's successfully implement the restructuring of a high-level general hospital to open a new horizon for severe treatment.
The parliamentary conflict further highlighted the problem of medical imbalances and awakened the need for a restructuring of higher general hospitals. Higher general hospitals' greater focus on severe care is also a challenge of the times that has been consistently discussed in the medical community.
In this trend, our hospital wants to systematically strengthen the hospital's critical care capabilities and further advance the medical system to provide an optimal treatment environment to open a new horizon for critical care.
In addition to improving the overall system, including efficient hospital bed allocation, we will also strive for education and training to take the lead in establishing the role of clinical nursing personnel and strengthening expertise. In addition, we will reorganize the entire education and training system for majors to support next-generation talents to acquire the highest level of competence.
Second, let's build a flexible organizational culture that grows together.
In order for our hospital to continue to grow and take off, we need an environment where all members of the organization can adapt flexibly to change and grow together.
We will create an efficient work environment so that faculty and staff can focus more on their original work, and at the same time, we will strengthen communication and cooperation to create a culture that quickly adapts to change. Beyond simple harmony between departments and faculty, we will create a place for innovation and exchange where we deeply understand each other's roles and share knowledge and capabilities, which will further strengthen Snubian's own organizational culture where everyone grows together.
Third, let's realize our mid- to long-term growth vision one by one.
Our hospital established a mid- to long-term growth strategy to mark the 20th anniversary of last year, and last year declared a new vision of 'Hospital of the People that opens up a healthy future horizon'. This year, we intend to realize these visions and future plans one by one to lay the foundation for long-term growth to leap forward in the crisis.
In the middle of this month, the hospital's dormitory and complex medical support facility 'Snuhaus' will be held and will be in operation soon. Snoo House will play an important role in the development of hospitals as a global medical mecca while improving the welfare of faculty and staff.
In addition, by innovatively expanding our public medical capabilities, we will carry out key projects that will lead the future of our hospitals, such as the Seoul Metropolitan Infectious Disease Hospital' and the Advanced Outpatient Center' where personalized future medical care has been realized.
Dear faculty and staff of Bundang Seoul National University Hospital, the situation we are currently facing is by no means easy, but I think that if we all join forces and unite together, there will surely be a brilliant moment for another leap forward. In 2025, we ask you to keep this year's topic of `Leap in Crisis' in your heart and work together to make a new leap forward in our hospital.
On this day, the opening ceremony was held in the order of ▲ declaration of the opening ceremony and public ceremony ▲ New Year's address for the head of the hospital ▲ New Year's address for the union leader ▲ Representative cutting ceremony for each job type ▲ New Year's greeting ceremony for faculty members.
In his New Year's address, Hospital Director Song Jeong-han "Last year, despite the difficult environment of legislative conflict and political instability, he focused on essential medical care and treatment of severe diseases, achieving many achievements." he evaluated. He then presented 'Leap in Crisis' as a new year's topic in 2025 and expressed his willingness to turn the challenges faced by the medical community into new opportunities.
Bundang Seoul National University Hospital will push for a leap forward in 2025 focusing on three key tasks. The first is to strengthen the capacity of severe treatment through structural transformation of advanced general hospitals. The plan is to open a new horizon for severe treatment by improving the efficiency of hospital bed allocation, strengthening the expertise of clinical nursing personnel, and maintaining the education and training system for majors.
The second is the establishment of a flexible organizational culture. In addition to creating an efficient work environment, we will strengthen communication and cooperation between departments to create an organizational culture that quickly adapts to changes.
The third is the realization of the mid- to long-term growth vision. In mid-January, it plans to promote core projects such as the Seoul metropolitan infectious disease hospital and the 'High-tech Outpatient Center' with the 'Snuhaus completion' as the market for the welfare of faculty and staff and the leap into a global medical mecca.
Director Song emphasized that `Although hospitals and the entire medical community are facing a challenging environment, the order of the medical community will change once again if we overcome this difficulty and suggest a new direction.' `Let's work together to lay the foundation for long-term growth in which all faculty and staff can take a leap forward in the crisis.'
Meanwhile, at the 2024 closing ceremony held on December 31, an award ceremony was held to encourage achievements throughout the year. The nursing administration education team was selected as the best department of the year, and Kim Jae-hwan, a professor of gastroenterology, was named the best faculty member. In addition, the Bulgokchang thesis award and Bulgok medicine award were presented to boost the morale of faculty and staff.
Dear family of Bundang Seoul National University Hospital! The new year of 2025 has dawned.
I would like to express my sincere gratitude to all the faculty and staff who have always done their best by the side of precious patients over the past year.
Last year, we expressed hope and joy to countless patients by focusing on essential medical care and treatment for severe diseases as a national central hospital despite the difficult environment of legislative conflict and political instability.
We are still facing a very challenging environment in the new year. However, this is a reality that not only our hospitals but also Korean medical care as a whole face, and I think the order of the medical community will change once again depending on how to overcome this difficulty and present a new direction.
In that sense, I would like to set this year's topic as 'Leap in Crisis' and achieve the development of the hospital with you around the following three key tasks.
First, let's successfully implement the restructuring of a high-level general hospital to open a new horizon for severe treatment.
The parliamentary conflict further highlighted the problem of medical imbalances and awakened the need for a restructuring of higher general hospitals. Higher general hospitals' greater focus on severe care is also a challenge of the times that has been consistently discussed in the medical community.
In this trend, our hospital wants to systematically strengthen the hospital's critical care capabilities and further advance the medical system to provide an optimal treatment environment to open a new horizon for critical care.
In addition to improving the overall system, including efficient hospital bed allocation, we will also strive for education and training to take the lead in establishing the role of clinical nursing personnel and strengthening expertise. In addition, we will reorganize the entire education and training system for majors to support next-generation talents to acquire the highest level of competence.
Second, let's build a flexible organizational culture that grows together.
In order for our hospital to continue to grow and take off, we need an environment where all members of the organization can adapt flexibly to change and grow together.
We will create an efficient work environment so that faculty and staff can focus more on their original work, and at the same time, we will strengthen communication and cooperation to create a culture that quickly adapts to change. Beyond simple harmony between departments and faculty, we will create a place for innovation and exchange where we deeply understand each other's roles and share knowledge and capabilities, which will further strengthen Snubian's own organizational culture where everyone grows together.
Third, let's realize our mid- to long-term growth vision one by one.
Our hospital established a mid- to long-term growth strategy to mark the 20th anniversary of last year, and last year declared a new vision of 'Hospital of the People that opens up a healthy future horizon'. This year, we intend to realize these visions and future plans one by one to lay the foundation for long-term growth to leap forward in the crisis.
In the middle of this month, the hospital's dormitory and complex medical support facility 'Snuhaus' will be held and will be in operation soon. Snoo House will play an important role in the development of hospitals as a global medical mecca while improving the welfare of faculty and staff.
In addition, by innovatively expanding our public medical capabilities, we will carry out key projects that will lead the future of our hospitals, such as the Seoul Metropolitan Infectious Disease Hospital' and the Advanced Outpatient Center' where personalized future medical care has been realized.
Dear faculty and staff of Bundang Seoul National University Hospital, the situation we are currently facing is by no means easy, but I think that if we all join forces and unite together, there will surely be a brilliant moment for another leap forward. In 2025, we ask you to keep this year's topic of `Leap in Crisis' in your heart and work together to make a new leap forward in our hospital.
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This article was translated by Naver AI translator.
