When I arrived at NTU's Chudong Branch on August 1, 102, I thought I was mentally prepared to serve in the countryside, but when I arrived at Chudong, I realized that my mental preparation was far from the real situation. This is indeed a hospital with no resources and a lack of talent. The financial figures for the past 20 years show that without an annual subsidy of 50 million yuan, it would have been impossible to maintain a hospital in a remote village. But on my third day in office, a conversation in the car with Mr. Liu, who was driving me back to Zhudong Hospital from Zhubei High Speed Rail Station, changed everything. In the car, I asked Mr. Liu what he was going to do after driving me back to the hospital. He told me that he was going to drive to the mountains of Jianshi Township to pick up a patient who needed dialysis, which would take an hour. From there, he would go down the hill to pick up two other patients who needed dialysis, and then return to Zhudong Hospital at 10:00 a.m. to start dialysis. Then at 2:00 pm, they sent all the patients home and drove back to the hospital at 4:00 pm. After I heard what he said, I was speechless for half a second, thinking how could the hospital make money with this kind of service? Tears almost came to my eyes. At that time, the only thought in my mind was that this hospital could not collapse, or these three patients would be finished. Only on the next day, the thought that began to surface was, what if there is a fourth patient who needs dialysis? After that day, I waved goodbye to the shock and frustration of the past two days when I left Tian Long Guo at first glance. The question on my mind was how to make this hospital sustainable for the benefit of the people. And how to prevent a fourth dialysis patient from appearing in Jianshi Township? I began to think about why the financial figures for the Zhudong Branch were so ugly, were we really so worthless? Is this hospital destined to close down? What kind of medical business should I develop? How do I prevent a fourth dialysis patient from coming to that faraway mountain? The next month began with two major challenges. The first was the hospital review on 8/22/102. And the second, which was even more frightening and didn't seem to be stopping, was the steady stream of departures from colleagues that kept arriving on my desk. 104 days to the opening of the NTU East Health Center The hospital accreditation on August 22nd and 23rd, 102 was a hurdle that had to be passed immediately after taking office. The first time I saw the hospital was on July 1, 2011, when the hospital was converted into the National Taiwan University Hospital (NTUH) Chudong Branch. After a lot of pre-test sprinting, the evaluation was almost over. I still remember that the evaluation committee member, who was also an old acquaintance of mine, asked me during the final interview with the dean what I really wanted to do here in Zhudong. After more than 20 exit interviews in three weeks and many meetings to prepare for the appraisal, I gave the appraisal committee members the following answer: "to boost morale, to strengthen medical care, to deepen the localization, and to create a healthy environment". After a year and six months, I think if I were asked that question again today, I would still give the same 16-word answer. In preparation for the accreditation, an emergency occurred on August 9th. An ice water pipe burst in one of the rooms in the third floor ward, and the ice water just leaked down in a single stream from above the ceiling, and in order to fix the burst, it was necessary to stop the supply of ice water needed for air-conditioning throughout the hospital. It was a very hot day, and the air conditioning had to be stopped for four to five hours. The air conditioning failure at NTU's Jhudong Hospital was almost my first news story. I'm not sure if it's a good idea, but it's a good idea. 103 days to the official opening of NTU Chukdong Health Center On August 10th, the first version of the logo that my father designed for NTU Chukdong came out, and on August 26th, during the meeting, I wrote many of the items that I had to remember to reform the hospital on the back of the briefing materials that I had given to the evaluation committee. Many of them were what I was going to break down for the Takeshita branch. One month later, on September 4, 2013, the lobby of the Zhudong Branch. During this month, I learned that the most important thing in a hospital is the people. Tongren must have morale before they can serve well. Boosting morale is the most important work before any subsequent goal is to be accomplished. However, in the process of restructuring, the salary and benefits of personnel are not particularly taken into account. This is a major reason for the ultra-high turnover rate. Salary is not the only condition to encourage morale and reduce turnover, but it is too low to encourage talent. That's why I started going around to raise money. Again, I was inspired by the previously mentioned hospital driver, Mr. Liu Shao-ming. During a ride back to Zhudong in August, Mr. Liu mentioned to me that Zhudong is a very large area, so it is very inconvenient for people to get around. He asked me if it would be possible to ask the corporate sector to donate a car to us, as other Friends Hospitals have done. So that we could have a car to transport people to the hospital? I still remember what I replied at that time. I said that other hospitals would have entrepreneurs donate vehicles because these entrepreneurs always have friends and relatives who are sick and send them to the hospital for treatment, especially for emergency and serious illnesses, and after they are cured, the entrepreneurs would naturally be thankful for the treatment, and as time passes, the entrepreneurs would naturally want to donate vehicles or other equipment needed by the hospital. The medical capacity of Jhudong Branch Hospital is not too special, and there is no strong medical service for emergency and serious illnesses, so it is not easy to get the favor of entrepreneurs. So the possibility of us getting transportation vehicles donated by entrepreneurs is not high. After listening to what I said, Mr. Liu thought I had a point and didn't say anything else. But his words provoked me to think about whether there were any entrepreneurs from Zhudong who might have a chance to ask them to give back to the township. I immediately started looking for people in my contacts database. I came up with a well-known construction company with some connections whose general manager, Mr. Peng, happened to be from Zhudong. Thanks to his past service at the General Hospital and perhaps his good service, I called him at the end of August 2013 and asked him if he could possibly donate a medium-sized bus to us. He said he was only a professional manager but he would probe with his boss, Chairman Lee. The next day, I received a call from Mr. Pang. He told me that Chairman Lee (who is not from Zhudong) agreed to donate a medium-sized bus on the spot without saying a word and asked us what type we needed.In early September 2013, the donated model was finalized, and the vehicle was driven to Zhudong Branch on November 18th. We finally had our first car donated by an entrepreneur, yay! Yay! Yay! Countdown to 102 days of official operation of NTU East Health Center It was only after I arrived at Zhudong that I thoroughly understood the errors of Taiwan's current healthcare system. In terms of concepts, we only emphasize on medical care but not health care, and in terms of education and training of doctors, we emphasize on specialty medical training but not on how to do family medicine for prevention and disease management. In terms of health spending, the $6 billion budget spent on national health is only 1% of the $600 billion spent on national health insurance for medical care. Universal health care is medical insurance, a system that pays for people to be cured when they get sick, but not a system that pays to keep you from getting sick. Because of this design, the model of payment for universal health care depends only on the depth and breadth of medical services in hospitals. The medical profession has long known that the more invasive tests or surgeries, such as endoscopy, cardiac catheterization, and all kinds of incisions, as well as medicines, tests, and imaging tests, are the only ones that make money in the universal health insurance program. If the physician just visits the clinic and talks to the patient more, chats more, and encourages him to make good health or disease management is not going to make money. And like NTU Jhudong such rural area hospitals, due to regional transportation, and care of the population's limitations, it is not possible such as medical centers have so many patients and testing, inspection, treatment and disposal and health insurance benefits, but also to maintain all the manpower of the hospital's operations, naturally not enough to cover the financial losses. However, if the payment system is changed, as long as the regional hospitals do a good job of managing people's health before they suffer from diseases, chronic disease management and disease prevention, these health care work, if you can also get as good as the medical services of the financial payments, the regional hospitals will certainly strive to do a good job. More importantly, if regional hospitals provide health care, the number of people needing medical care can be reduced. This will have a real effect on stopping the inflation of medical payments. For NTU-Judong, if a myocardial infarction, stroke, or cancer does occur, we really can't provide the best medical care in the first place. However, we can make efforts to minimize the chances of people having a myocardial infarction or stroke, and we can make efforts to have cancer detected and treated at an early stage. This is the most important healthcare task that a regional hospital such as NTU Chudong is capable of performing. Countdown to the 101st day of operation of the NTU East Health Center The NTU Jhudong branch cannot make a profit because people are sick. NTU Jhudong is profitable because it keeps people healthy. With this belief in mind, I find myself with an open mind. From this point of view, although we still need to continue to provide hemodialysis, stroke rehabilitation, chronic respiratory care, and medical care for pneumonia and urinary tract infections in the elderly, we should try to keep people with poor kidney function from deteriorating to the point of dialysis, so that fewer strokes can be prevented, so that myocardial infarctions occur less frequently, and so that diabetic patients do not deteriorate to the point of deteriorating eyesight as much as possible. kidney failure and myocardial infarction or stroke. These are the things we can do. Although I am not able to treat 1 to 20 patients suffering from these acute and serious illnesses every month, if I can reduce the incidence of these acute and serious illnesses by 20%, 30% or 50% every month, that would be a great contribution. Unfortunately, the current health insurance system does not provide any benefits for my efforts. Based on my past experience with the Health Insurance Bureau, if I wanted to get started, I had to find another source of funding. So I decided to raise money by explaining my idea to my EMBA classmates and all the entrepreneurs I knew in the past, and I also used all my contacts to ask my friends to arrange for me to go to various places to give speeches. I also used all my contacts to ask my friends to arrange for me to speak at various places. I asked my friends in the corporate world to support my idea of reforming the hospital to promote a different model of healthcare. Finally, I received my first donation, my second donation, my third donation.... By the end of 102, I had raised over 2.5 million dollars in donations. The first donation I received was a large donation of over a million dollars. When I received this donation, in addition to almost shedding tears, what came to my mind was that the sky is the limit. It was a great day meeting with some influential entrepreneurs. It was a bigger success than expected. It was also a big step forward from the big philanthropy goal I set. I can't tell you the specifics of our goal yet, but I'll make it public when the NTU East Health Center is up and running. The goal is simple: to make more people healthy. Stay tuned!