社區醫院之長照政策因應策略
—以臺灣中部L醫療體系為例

臺灣已於2018年正式邁入世界衛生組織（WHO）所定義的「高齡社會」，基於高齡人口的快速增長，政府長期照顧政策必須做出相應的調整，而社區型的醫院從醫療到長期照顧的角色扮演，也勢必跟著產生變化。本研究期待透過對長期照顧政策、長照與醫療產業的發展背景以及實際個案的分析等進行探討，達到下列設定之研究目的及研究結論：一、瞭解臺灣長照產業於長照2.0推動之後的狀況，及對臺灣長照產業的影響：長照2.0的推動聚焦於「在地老化」的社區及居家式的長照服務模式，而長照2.0的政策發展方向則是從社會福利制度逐漸地看到是為走向保險制而準備，隨著長照服務的需求增長，也促成了長照服務單位如雨後春筍般地冒出來的盛況。二、分析個案醫療體系之長照加值服務與運營商業模式之客戶價值主張：從機構到社區到居家的一條龍式長照加值服務運營商業模式之客戶價值主張，有效地建構長照加值服務，促使醫療成為長照的最佳後盾，從而有效地滿足客戶的需求與做到客戶滿意度，以及發揮口碑效應的紮根加值服務。三、提供社區醫院經營者未來運營發展策略之建議：持續而且長期的社區深耕，並以居家醫療為核心的加值服務執行策略，從而建構一條龍的長照服務運營商業模式。社區醫院更應成立專屬的長照服務機構，並透過良好的資訊整合系統、持續不斷地培養人才及持續地關注與瞭解目前政策的走向等方式來維持其競爭力。

關鍵字

社區醫院；長照2.0政策；因應策略；人口老化結構；客戶價值主張

並列摘要

Taiwan has officially entered the "aged society" defined by the World Health Organization (WHO) in 2018. Based on the rapid growth of the elderly population, the long-term care policy of the government's must be adjusted accordingly, and the community-based hospitals from the medical care to the long-term care. The role-playing is also bound to change. This study is looking forward to the research objectives and conclusions of the following settings by exploring the long-term care policy, the development background of the long-term care and the medical industry, and the analysis of actual cases: 1.To understand the situation of the long-term care industry in Taiwan after the promotion of the long-term care 2.0 and its impact on the long-term care industry in Taiwan industry: The promotion of the long-term care 2.0 is focused on the “aging in place” community and the home-based long-serving service model, and According to the policy development direction of the long-term care 2.0, it is gradually seen from the social welfare system that it is prepared for the insurance system. As the demand for the long-serving services grows, it has also contributed to the splendid appearance of long-serving service units. 2.Aanalyze the customer value proposition of the long-term value-added service and the operational business model of the case medical system: the customer value proposition of the one-stop long-term value-added service operation business model from the institution to the community and to the home, constructing the long-term effectively plus the value service makes medical treatment for the best backing for the long-term care, thus satisfying customers' needs effectively and achieving the customer satisfaction, as well as the root value-added service that exerts the word-of-mouth effect. 3. Suggestions for providing the community hospital operators with the strategies of the future operational development: continuous and long-term deep-rooted farming to the community, and the implementation of the value-added service implementation strategy with the home care as the core strategy, thus constructing a one-stop long-service business model. The community hospitals should set up a dedicated long-serving service organization to maintain their competitiveness through a good information integration system, continuous training of talents ,continuous attention and understanding of current policy trends.