3.0 Overview of Hiromoto

1. Policy

Our hospital upholds the sustainable medical philosophy of being “patient-centered and community-focused,” integrating social participation into the core policies of sustainable hospital development. Through initiatives such as health promotion, disease prevention, community collaboration, care for vulnerable groups, and long-term care, we strive to establish a medical service system that embodies fairness, accessibility, and inclusiveness.

At the same time, our hospital actively addresses the needs of an aging society and public health by strengthening inter-agency cooperation and resource integration, enhancing community health resilience, and fulfilling the social responsibility and public welfare roles of medical institutions.

2. Strategies

1. 1. Promote community health initiatives and disease prevention strategies to enhance public health literacy and self-care capabilities.
   2.  Establish cross-sector community health collaborations by strengthening cooperation with local governments, community organizations, and medical institutions.
   3. Develop patient-centered, integrated models for chronic disease management and long-term care to enhance continuity of care.
   4. Strengthen mental health support and enhance volunteer service capacity to improve community care and promote social participation.
   5.  Establish support and financial assistance programs for vulnerable patients to reduce barriers to accessing medical care.
   6. Continuously improve the effectiveness of social participation initiatives and ensure sustainable impact through quantitative performance management and resource integration.

3. Goals

1. Short-Term Goals

• •  Continue conducting health promotion lectures and community health education activities to enhance public engagement.
  • Expand the coverage of cancer screening and vaccination services.
  • Strengthen mental health advocacy and grassroots support services within units.
  • Enhance volunteer recruitment and improve service quality to maintain high satisfaction in medical care.
  • Implement comprehensive medical subsidies and streamlined referral processes for disadvantaged patients to minimize the risk of interrupted medical treatment.

2. Midterm Goals

• • Establish a regional community health collaboration platform and an integrated care network.
  • Expand the capacity for home medical care and long-term care services to improve the effectiveness of chronic disease management.
  • Strengthen collaboration within interdisciplinary teams and enhance case management systems.
  • Establish comprehensive performance indicators and tracking mechanisms for social participation.
  • Increase the number of participants and expand service coverage in community health promotion activities.

3. Long-Term Goals

• • Develop a sustainable, community-based healthcare system.
  • Become a leading medical institution recognized for regional health promotion and integrated care.
  • Reduce the social and medical burdens caused by chronic diseases and elderly care.
  • Enhance medical equity and accessibility for underserved populations.
  • Develop a medical model that integrates health promotion, social responsibility, and sustainable development.

4. Management Practices

(1)Community Health Promotion Management

• • Regularly conduct health lectures, community health education sessions, and health promotion activities.
  • Promote cancer screening, vaccination, and chronic disease prevention services.
  • Develop segmented health education programs tailored to the specific needs of the community.

(2) Local Collaboration and Resource Integration

• • Establish cooperative mechanisms with local governments, community organizations, schools, and medical institutions.
  • Connect mental health agencies with community resources to establish robust referral support networks.
  • Participate in providing medical support and public health services during large-scale community events.

(3) Management of Chronic Diseases and Long-Term Care Services

• • Promote a collaborative care model integrating home medical care and nursing homes.
  • Establish interdisciplinary, integrated care teams and case management systems.
  • Strengthen cooperation mechanisms between local emergency services and long-term care institutions.

(4) Care for the Disadvantaged and Access to Medical Services

• • The social work office coordinates case assessments and resource interventions for disadvantaged patients.
  • Provide medical subsidies, government resource referrals, and public welfare support services.
  • Promote advance care planning (ACP) consultations and Do Not Resuscitate (DNR) order signing services.

5. Performance

(1) Achievements in Community Health Promotion

• • Conducted 20 community-focused health education lectures, with a total attendance of 609 participants.
  • Provided cancer screening services to 9,186 individuals.
  • Organized 127 screening activities both inside and outside the hospital, including 7 large-scale integrated screening events.

(2) Public Health and Vaccination Achievements

• • Provided publicly funded vaccination services to 2,237 individuals.
  • Administered specialized military vaccination programs to 1,453 personnel.

(3) Social Welfare Achievements

• • Collected 288 bags of blood through blood donation activities conducted throughout the year.
  • Obtained 158 signed Do Not Resuscitate (DNR) advance medical directives.
  • Secured 25 signed consent forms for organ donation.

(4) Achievements in Mental Health and Community Collaboration

• • Mental health counselors conducted 401 grassroots service sessions within military units, serving a total of 3,022 individuals.
  • Conducted 80 mental health lectures, reaching 1,783 participants.
  • Established a collaborative network with 74 private psychological counseling institutions.
  • Provided medical support for eight large-scale community events.

(5) Volunteer and Service Quality Achievements

• • The number of volunteers reached 98, representing an annual increase of 18.1%.
  • The average monthly volunteer service hours totaled 1,939.13 hours.
  • The volunteer turnover rate was maintained at 7.69%.
  • The outpatient service satisfaction score reached 95.54 points.

(6) Support for Disadvantaged Patients

• • Provided subsidies to 58 disadvantaged patients.
  • The total subsidy amount reached NT$1,398,276.
  • Total donations received throughout the year amounted to NT$1,566,852.

Our hospital firmly believes that the responsibility of medical institutions extends beyond in-hospital diagnosis and treatment to include community-level health promotion and the enhancement of overall well-being. Guided by this philosophy, our hospital has adopted “community health promotion” as a core strategy for sustainable development. Through systematic planning and cross-departmental collaboration, we promote preventive medicine, local partnerships, and long-term care services, striving to build an inclusive and accessible community health support system.

Regarding health promotion and disease prevention

Our hospital follows the principle that “prevention is better than cure,” developing a variety of health promotion programs that include chronic disease screening, health education campaigns, and early intervention measures for high-risk groups. These initiatives aim to improve public health literacy and enhance individuals’ self-management abilities. Additionally, by collaborating with local health centers, schools, and international nonprofit volunteer organizations such as Lions Clubs International, we jointly assess community health needs and provide related screening activities and services. We continuously optimize service content and resource allocation to increase the overall effectiveness and reach of our interventions.

Regarding community connections and cooperation mechanisms

Our hospital actively establishes a “local community cooperation and health network,” connecting community centers and local government resources to create an integrated care system across institutions. This approach significantly enhances the efficiency of medical resource utilization and strengthens the community’s overall health resilience. Additionally, our hospital regularly participates in or leads community health initiatives to foster deeper engagement and build trust with stakeholders.

In response to the growing need for long-term care, our hospital has developed a patient-centered, integrated care model that delivers continuous medical services supported by a multidisciplinary team. By implementing case management, home medical care, and long-term care resource referral systems, we minimize gaps in medical services and enhance the quality of care, effectively addressing the challenges of an aging population requiring long-term health management.

Overall, through institutionalized community health strategies and diverse service models, our hospital not only improves the quality and accessibility of medical services but also actively expands its social impact, steadily progressing toward a sustainable medical system that is “health promotion-oriented and community-centered.”