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Message from the Superintendent
 

Superintendent of K.M.U.Hospital Inn-Wen Chong, MD

Consolidate the Love and Responsibility for KMUH, Make Steady Progress, and Become a World-Class University Hospital

        Thanks to the nomination of Professor Chung Yu-Chih, President of Kaohsiung Medical University, and the approval of the Chairman of Board of Trustees, Chen Jian-Zhi and other trustees. I, Inn-Wen, take over as the 13th Superintendent of Kaohsiung Medical University Chung-Ho Memorial Hospital (KMUH); in addition to the acknowledgement of the Board of Trustees and the medical practitioners of KMUH for their entrustment, I also feel my responsibility is growing heavier.

        With the support and guidance of the Board of Trustees, the hard work of all previous Presidents, Superintendents, all the staff of KMUH, and the advanced care and assistance of the society, after 63 years of hard work, Kaohsiung Medical University Chung-Ho Memorial Hospital has reached its scale and achievement today. The hard work of every superintendent in the past vivid as it were just yesterday. In 1998, Superintendent Lin Young-Tso was the first one who set the first example as KMUH, a medical center, accepted the commission of the Kaohsiung City government and operated the Siaogang Hospital. In 2003, when the emerging infectious disease threatened the medical system, Superintendent Howng Shen-Long had led the staff of KMUH through the SARS crisis. In 2010, the KMUH continued to expand its medical services; Superintendent Sheu Sheng-Hsiung not only undertook the operation of Municipal Ta-Tung Hospital, but also advocated, against all odds, that university hospitals should not be restricted by the total health insurance framework, thereby expanding the medical service structure of KMUH. Superintendent Wu Jium-Ren turned the crisis into a turning point when the hospital’s reputation was impinged by a physician’s misconduct and led the hospital through the pathological examination incident. Under the leadership of Superintendent Lai Wen-Ter, KMUH fulfilled her social responsibilities by taking over Municipal Cijin Hospital located in the shoal peninsula in Kaohsiung, and put forth the proposal for the establishment of Gangshan Hospital to extend the medical service network of KMUH. Superintendent Hou Ming-Feng was dedicated to the control of the COVID-19 epidemic as well as the undeserved areas in Eastern Taiwan. I will hereby inherit and continue the legacy from the previous Superintendents to lead KMUH to overcome countless difficulties and walk steadily down the right path.

        Besides being a medical center, the hospital is also a university teaching hospital, responsible for medical education, medical services, and research. In the post-COVID-19 pandemic era, besides the deployment of manpower, the adjustment of spaces, and the storage of epidemic prevention supplies, the hospital is also facing changes in future medical care, for example, remote physiological monitoring and treatment collaboration with 5G applications to accelerate the advancement of AI and biotechnology. The important task and challenge for the hospital have become how to make good use of innovative technology and implement these technologies in the development of teaching, precision medicine, and research to respond to the transformation of medical and health industries. Therefore, I will follow the six core values of KMUH advocated by Chairman Chen and four school management concepts advocated by President Chung, and I would like to share them with all my colleagues:

1.Promote innovative education and pass on KMUH legacy

       To follow the development strategy of Kaohsiung Medical University, in medical education, horizontal integration will continue to promote interdisciplinary teaching and learning and implement the strategy of “From interprofessional education (IPE) to interprofessional collaborative practice (IPCP)”. Vertical connection through the College of Medicine of the university and the Department of Clinical Education and Training of the hospital has jointly implemented the “Longitudinal Integrated Clerkship” (LIC). This allows the students from KMUH to learn the holistic health care model from outpatient, hospitalization, rehabilitation to home care. We also plan to cultivate more physician educators with clinical experiences and education specialty across generations. We will urge these medical educators to promote themselves from implementing educational training programs to medical education research, and from teaching directors to medical education leaders. Simultaneously, we plan to optimize the salary system to recruit and encourage physicians to take teaching track. Also, we plan to strengthen the continuity of professional training programs of interns, PGY, resident, and clinical medical staff. We will actively cooperate with the university to strengthen the clinical education and practice of interns and develop innovative educational programs through the usage of information technology. From simulation education to clinical practice, we pass on KMU legacy through education.

2.Focus on featured medical treatments and establish holistic health care

        KMUH has been developing top-notched medical treatments for many years and has obtained a lot of achievements. In the future, we will continue to focus on these featured medical treatments, for example, transplantation medicine, regenerative medicine, precision medicine (such as cell therapy), and various interventional treatments (include endoscope and peripheral blood vessels), such as minimally invasive and non-invasive surgery, which will continue to be promoted domestically and internationally through continuous technological advancement and to become a highlight of KMUH. Additionally, with the development of technology and medical care, intelligent medical care and digital transformation are gradually introduced in the clinical setting to improve the quality of medical care and create a medical system valued by patients. We developed precision medicine specifically for cell therapy and next-generation sequencing (NGS). In the meantime, we integrated various medical divisions to assist the Department of Oncology and the Department of Critical Care Medicine to construct a patient-centered and holistic health care system.

3.Promote interdisciplinary cooperation and strengthen the development of innovative research

        The development of interdisciplinary study and innovative research is the inevitable trend of clinical medical research. In the future, we will integrate the research resources of the university and hospital, promote next-generation sequencing, strengthen biobank, increase clinical trial energy, focus on featured research in key local fields, and strengthen the cooperation with National Health Research Institutes and Academia Sinica to strive for the establishment of a cancer research cooperative ward. Furthermore, we will connect with the resources outside the hospital, actively participate in national precision medicine project, and cultivate and recruit more research-based attending physicians. In other words, to align with the policy of university, the core goals of the hospital are, to establish research and development industry, build a KMUH medical Silicon Valley, and attract both domestic and international interdisciplinary cooperation.

4.Strengthen talent cultivation and international collaboration

        The foundation of an enterprise is talents and the cornerstone of KMUH is its employees. Cultivating employees for continuous growth has always been the tradition and pride of KMUH. Regarding the primary mission of human resources, we will evaluate the talent cultivation system, for example, we will review and establish a tenure system for supervisors in order to fully and effectively enhance workforce and develop leadership. In addition, resources must be allocated effectively and fairly so allocation to a single field can be avoided and the development of multi-faceted professional fields encouraged. The second mission will be obtaining support from the Board of Trustees and the University. To evaluate the salary system in hope to encourage contributions such as teaching research, and featured medical services with appropriate remuneration, which would thus extend to the recruitment of  high quality professionals. In terms of international collaboration, we encourage every discipline to recruit international researchers and establish a mentoring system for attending physicians studying aboard. This can cultivate inbound and outbound talents with international vision and research capacity; therefore, achieving “one country, one center” policy and expanding the scope of international cooperation and medical assistance.

5.Implement honesty and ethics and sustainable management of KMUH

        With people at the core and established based on honesty, KMUH not only produced excellent organizational performance and a happy workplace, but KMUH also has one of the best employee welfare systems in Taiwan. In order to deepen the culture of honest management in the heart of every colleague, the leadership team and I will take the lead and abide to these rules together. We wish to establish successful medical-patient relationship, medical-business relationship, and create an atmosphere of upright behaviors and morals. To achieve the goal of sustainable operation, KMUH must uphold medical ethics, value the safety of patient, fulfill medical duties, and provide patients with the most appropriate and highest quality care services.

        KMUH has 63 years of history of medical care. The system has grown steadily year by year to become the leading medical stronghold in Southern Taiwan. In the future, we will continue to follow the traditional spirit of our wise seniors who came before us and continue to innovate through teaching, services, and research. The most important thing is not to forget the original resolution. Let us unite our love and responsibility for KMUH and create the stance and value of KMUH, which will truly make KMUH a world-class university hospital!

 


August 1, 2020

Experience:

Organization

Division/Department / Title

Current Position:

Kaohsiung Medical University Chung-Ho Memorial Hospital

Superintendent

Kaohsiung Medical University

Graduate Institute of Medicine, College of Medicine/ Department of Respiratory Therapy/ Professor

National Chiao Tung University

Department of Biological Science and Technology / Jointly Appointed Professor

Taiwan Association of Asthmatics

President

Taiwan Association of Chronic Obstructive Pulmonary Disease

President

Experience:

Kaohsiung Medical University

Office of Academic Affairs/ Dean

Kaohsiung Medical University

General Education Center/Director

Kaohsiung Medical University

Department of Respiratory Therapy / Director

Kaohsiung Municipal Siaogang Hospita

Superintendent Office/ Superintendent

Kaohsiung Municipal United Hospital

Superintendent Office/ Superintendent

Kaohsiung Municipal Women and Children's Hospital

Superintendent Office/ Superintendent

Harvard T.H. Chan School of Public Health

Dept. of Environmental Health/ Researcher

Other:

 

Taiwan Society of Pulmonary and Critical Care Medicine

Director

Taiwan Society of Tuberculosis and Lung Diseases

Director

Cai Ruei Syong Health Care Cultural Educational Foundation

CEO

 

資料來源:行政中心  分機:5101~5106