1. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR HIT AND RHN EXPERIENCE IN THE U.S. AND WHAT IT MEANS TO CHINA BEIJING CHINA OCT 25 2009

2. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 2 AGENDA LEARNING FROM THE H.I.T. EXPERIENCE OF THE U.S. LEARNING FROM THE H.I.T. EXPERIENCE OF THE U.S. THE CURRENT STATUS OF I.T. USE IN CHINESE HOSPITALS THE CURRENT STATUS OF I.T. USE IN CHINESE HOSPITALS EVOLUTION OF RHNs IN THE U.S. EVOLUTION OF RHNs IN THE U.S. EVOLUTION OF RHNs IN CHINA EVOLUTION OF RHNs IN CHINA

3. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 3 DORENFEST GROUP IN 2006 THE DORENFEST GROUP FORMED THE DORENFEST CHINA HEALTHCARE GROUP, BASED IN SHANGHAI. WE OFFER A VARIETY OF CONSULTING, TRAINING, AND EDUCATION SERVICES TO THE CHINA HEALTHCARE SYSTEM TO HELP THEM IMPROVEMENT IT MANAGEMENT, OPTIMIZE HOSPITAL WORKFLOW, IMPORVE QUALITY OF CARE AND REDUCE COST. IN 2006 THE DORENFEST GROUP FORMED THE DORENFEST CHINA HEALTHCARE GROUP, BASED IN SHANGHAI. WE OFFER A VARIETY OF CONSULTING, TRAINING, AND EDUCATION SERVICES TO THE CHINA HEALTHCARE SYSTEM TO HELP THEM IMPROVEMENT IT MANAGEMENT, OPTIMIZE HOSPITAL WORKFLOW, IMPORVE QUALITY OF CARE AND REDUCE COST. OUR CLIENTS INCLUDE: OUR CLIENTS INCLUDE: –SHANGHAI CHANGNING MATERNITY AND INFANT HEALTH INSTITUTE –PEKING UNIVERSITY MEDICAL COLLEGE #3 HOSPITAL –SHANDONG RIZHAO PEOPLE’S HOSPITAL –SHENZHEN CITY HEALTH BUREAU –CHONGQING CITY HEALTH BUREAU –HONGKONG HOSPITAL AUTHORITY –MICROSOFT

4. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 4 THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR LEARNING FROM THE H.I.T. EXPERIENCE OF THE U.S.

5. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 5 HEALTH EXPENDITURES AS A PERCENTAGE OF GDP (IN BILLION) 来源： CENTERS FOR MEDICARE AND MEDICAID SERVICES $1,877.6 $75.1 $245.8 $426.8 $696.0 $990.3$1,299.5 $2,016.0 $2,169.5 $2,325.7 $160.0

6. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 6 $ in billions $16.0 $19.0 $21.6 $20.0 $18.5 17.6%15.6%2.7% 年增长率： 8.0%5.2% $23.6 $25.8 9.3% $28.0 8.9% $30.5 8.9% H.I.T. MARKET GROWTH IN THE U.S. (IN BILLION) $13.6 17.2% $11.6 $10.0 $8.5 $7.5 16.0%17.6%13.3%6.7% SOURCE: SHELDON I. DORENFEST & ASSOCIATES, LTD.

7. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 7 U.S. HOSPITALS STARTED USING H.I.T. IN THE 1960s AND SOUGHT AN EHR THROUGH FOUR GENERATIONS OF I.T. SYSTEMS FINANCE SYSTEMS (1970s) FINANCE SYSTEMS (1970s) LIMITED CLINICAL SYSTEMS (late 1970s and 1980s) LIMITED CLINICAL SYSTEMS (late 1970s and 1980s) MORE ADVANCED CLINICAL SYSTEMS (1990s) MORE ADVANCED CLINICAL SYSTEMS (1990s) ELECTRONIC HEALTH RECORDS (2000s) ELECTRONIC HEALTH RECORDS (2000s)

8. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 8 HIMSS Analytics Report –EMR Stage Model StageDefinition Hospital （ % ） Stage 7 Complete EMR; CCD transactions to share data; Data warehousing; Data continuity with ED, ambulatory, OP 0.4% 0.4% Stage 6 Physician documentation (structured templates), full CDSS (variance & compliance(, full R- PACS 1.4% 1.4% Stage 5 Closed loop medication administration 1.5% 1.5% Stage 4 CPOE, Clinical Decision Support (clinical protocols) 2.5% 2.5% Stage 3 Nursing/clinical documentation (flow sheets), CDSS (error checking), PACS available outside Radiology 35.7% 35.7% Stage 2 CDR, Controlled Medical Vocabulary, CDS, may have Document Imaging; HIE capable 31.4% 31.4% Stage 1 Ancillaries –Lab, Rad, Pharmacy – All Installed 11.5% 11.5% Stage 0 All three Ancillaries Not Installed 15.6% 15.6% Level of Complexity Source: HIMSS Analytics Database (derived from the Dorenfest IHDS+Database) 2009 年 成熟层次 (N=5,073) 。

9. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 9 U.S. H.I.T. EXPERIENCE IN THE LAST 30 YEARS HOSPITAL MANAGEMENT REALIZE AND EMPHASIZE THE IMPORTANCE OF IT. IT IS CONSIDERED AS AN INVESTMENT INSTEAD OF COST. HOSPITAL MANAGEMENT REALIZE AND EMPHASIZE THE IMPORTANCE OF IT. IT IS CONSIDERED AS AN INVESTMENT INSTEAD OF COST. IT PLANNING IS CRITICAL. PLANNING IS TO ANSWER THE QUESTION WHY THE APPLICATION IS AIMED TO DO AND WHAT ARE THE BENEFITS? IT PLANNING IS CRITICAL. PLANNING IS TO ANSWER THE QUESTION WHY THE APPLICATION IS AIMED TO DO AND WHAT ARE THE BENEFITS? FOCUS ON ROI OF IT PROJECTS. IT INVESTMENT RETURNS CAN’T BE REALIZED UNTIL THE RETURNS ARE WELL DEFINED. FOCUS ON ROI OF IT PROJECTS. IT INVESTMENT RETURNS CAN’T BE REALIZED UNTIL THE RETURNS ARE WELL DEFINED. CLINICIAN PARTICIPATION IN HOSPITAL IT DEVELOPMENT HAS A DIRECT IMPACT ON THE LONG TERM EFFECT OF THE IT INVESTMENT. RECENT SUCCESS EXPERIENCE IN THE U.S. DEMONSTRATE THE SIGNIFICANT IMPACT FACTORS OF SYSTEM PLANNING, SYSTEM SELECTION AND IT MANAGEMENT (THROUGH COMMITTEE AND PROJECT). EFFECTIVE IT GOVERNANCE STRUCTURE CAN GUARANTEE CLINICIAN’S PARTICIPATION CLINICIAN PARTICIPATION IN HOSPITAL IT DEVELOPMENT HAS A DIRECT IMPACT ON THE LONG TERM EFFECT OF THE IT INVESTMENT. RECENT SUCCESS EXPERIENCE IN THE U.S. DEMONSTRATE THE SIGNIFICANT IMPACT FACTORS OF SYSTEM PLANNING, SYSTEM SELECTION AND IT MANAGEMENT (THROUGH COMMITTEE AND PROJECT). EFFECTIVE IT GOVERNANCE STRUCTURE CAN GUARANTEE CLINICIAN’S PARTICIPATION IMPLEMENTING IT APPLICATION SYSTEM IS NOT JUST SOFTWARE IMPLEMENTATION BUT RATHER WORKFLOW CHANGE AND ORGANIZATIONAL CHANGE. SYSTEM IMPLEMENTATION REQUIRES STRONG CAPABILITY OF PROJECT MANAGEMENT AND CHANGE MANAGEMENT AND GOOD UNDERSTANDING OF USER NEEDS AND HOSPITL WORKFLOW. IMPLEMENTING IT APPLICATION SYSTEM IS NOT JUST SOFTWARE IMPLEMENTATION BUT RATHER WORKFLOW CHANGE AND ORGANIZATIONAL CHANGE. SYSTEM IMPLEMENTATION REQUIRES STRONG CAPABILITY OF PROJECT MANAGEMENT AND CHANGE MANAGEMENT AND GOOD UNDERSTANDING OF USER NEEDS AND HOSPITL WORKFLOW. CIO AND BUSINESS EXECUTIVES MUST ESTABLISH A GOOD PARTNERSHIP. CIO AND BUSINESS EXECUTIVES MUST ESTABLISH A GOOD PARTNERSHIP.

10. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 10 BUT POORLY IMPLEMENTED CHANGE LAYERED REDUNDANT WORK ON TOP OF ORIGINAL INEFFICIENCY Legacy I.T. Systems Manual BEFORE I.T.=1x BEFORE I.T.=1x 2x 3x 4x GROWTH IN REDUNDANCY TOTAL HOSPITAL WORK PROCESS

11. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 11 H.I.T. EVOLUTION IN THE REST OF THE WORLD CANADA STARTED IN THE LATE 1970s CANADA STARTED IN THE LATE 1970s EUROPE AND AUSTRALIA BEGAN IN THE EARLY 1980s EUROPE AND AUSTRALIA BEGAN IN THE EARLY 1980s ASIA BEGAN IN THE 1990s ASIA BEGAN IN THE 1990s CANADA, FRANCE, GERMANY, ENGLAND, AND AUSTRALIA ALL STARTED LATER THAN THE U.S., INVESTED LESS, AND HAVE MADE MORE PROGRESS CANADA, FRANCE, GERMANY, ENGLAND, AND AUSTRALIA ALL STARTED LATER THAN THE U.S., INVESTED LESS, AND HAVE MADE MORE PROGRESS HONG KONG STARTED EVEN LATER, INVESTED EVEN LESS, AND IS NOW AT THE STATE OF THE ART IN H.I.T. HONG KONG STARTED EVEN LATER, INVESTED EVEN LESS, AND IS NOW AT THE STATE OF THE ART IN H.I.T. CHINA H.I.T. IS NOW AT AN EARLIER STAGE OF DEVELOPMENT. CHINA HAS THE GOALS AND DESIRE TO “LEAPFROG” THE REST OF THE WORLD IN H.I.T. USE IN THE NEXT FEW YEARS CHINA H.I.T. IS NOW AT AN EARLIER STAGE OF DEVELOPMENT. CHINA HAS THE GOALS AND DESIRE TO “LEAPFROG” THE REST OF THE WORLD IN H.I.T. USE IN THE NEXT FEW YEARS

12. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 12 THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR THE CURRENT STATUS OF I.T. USE IN CHINESE HOSPITALS

13. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 13 EVOLUTION OF H.I.T. IN CHINA CHINA BEGAN TO COMPUTERIZE ITS HOSPITALS IN THE EARLY 90’S. CHINA BEGAN TO COMPUTERIZE ITS HOSPITALS IN THE EARLY 90’S. CHINA MADE SLOW PROGRESS WITH INITIAL FOCUS ON FINANCIAL SYSTEMS CHINA MADE SLOW PROGRESS WITH INITIAL FOCUS ON FINANCIAL SYSTEMS ABOUT 5 YEARS AGO CHINESE HOSPITALS BEGAN TO MOVE MORE AGGRESSIVELY TOWARD I.T. USE FOR CLINICAL SYSTEMS. ABOUT 5 YEARS AGO CHINESE HOSPITALS BEGAN TO MOVE MORE AGGRESSIVELY TOWARD I.T. USE FOR CLINICAL SYSTEMS. ALONG THE WAY, MANY SOFTWARE SOLUTIONS WERE DEVELOPED WITH SEVERAL HUNDRED SMALL SOFTWARE COMPANIES EMERGING IN CHINA. ALONG THE WAY, MANY SOFTWARE SOLUTIONS WERE DEVELOPED WITH SEVERAL HUNDRED SMALL SOFTWARE COMPANIES EMERGING IN CHINA. IN 2005, CHINA SPENT LESS THAN 1% OF TOTAL HEALTHCARE COSTS ON I.T. OR ABOUT $600 MILLION (USD) IN 2005, CHINA SPENT LESS THAN 1% OF TOTAL HEALTHCARE COSTS ON I.T. OR ABOUT $600 MILLION (USD) IN 2007, CHINA SPENT OVER $1 BILLION (USD) ON H.I.T. IN 2007, CHINA SPENT OVER $1 BILLION (USD) ON H.I.T. WE PREDICT RAPID GROWTH WILL ACCELERATE OVER THE NEXT THREE YEARS WITH H.I.T. INVESTMENT IN CHINA RISING TO BETWEEN $2 AND $3 BILLION (USD) BY 2010 WE PREDICT RAPID GROWTH WILL ACCELERATE OVER THE NEXT THREE YEARS WITH H.I.T. INVESTMENT IN CHINA RISING TO BETWEEN $2 AND $3 BILLION (USD) BY 2010

14. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 14 FACTORS CONTRIBUTING TO FUTURE SPENDING GROWTH IN CHINA H.I.T. 1.CHINA HOSPITAL WORK PROCESSES ARE REDUNDANT, EXPENSIVE AND ERROR PRONE WITH GREAT OPPORTUNITIES FOR IMPROVEMENT WITH APPROPRIATE USE OF I.T 2.CHINESE HOSPITAL LEADERS WOULD LIKE TO TAKE A BIG LEAP FORWARD IN IMPROVING WORK PROCESSES AND IN DIGITIZING CHINESE HOSPITALS 3.THE MINISTRY OF HEALTH (MOH) GUIDELINES FOR HEALTH I.T. DEVELOPMENT CALLS FOR ELECTRONIC MEDICAL RECORDS AND REGIONAL HEALTH NETWORKS TO BE IMPLEMENTED BETWEEN 2003 AND 2010 PROVIDING MUCH MOMENTUM FOR HOSPITALS AND HEALTH BUREAUS TO INVEST MORE IN I.T. NOW 4.THE SOON TO BE FINALIZED HEALTHCARE REFORM IN CHINA WILL BE FACILITATED BY BETTER USE OF I.T. IN CHINESE HOSPITALS

15. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 15 1. CHINESE HOSPITALS’ INVESTMENT ON IT IS RELATIVELY LOW 2. THE POOR RESULTS ACCOMPLISHED FROM PAST INVESTMENTS IN I.T. ARE CAUSING HESITATION AMONG LEADERS OF CHINESE HOSPITALS TO MAKE FUTURE INVESTMENTS IN I.T. 3. THERE IS CONCERN AMONG H.I.T. EXPERTS IN CHINA ABOUT THE READINESS OF H.I.T. SOFTWARE PRODUCTS AND INTEGRATION TOOLS TO FACILITATE THE ACCOMPLISHMENT OF CHINA’S GOALS 4. INEXPERIENCE IN THE BUYING OF H.I.T. SOFTWARE PRODUCTS 5. THE IMPLEMENTATION SKILL, PROCESS IMPROVEMENT SKILL AND CHANGE MANAGEMENT EXPERIENCE NEEDED FOR CHINA TO TAKE THE BIG LEAP FORWARD THAT IT WOULD LIKE TO TAKE IS NOT YET AVAILABLE AT THE LEVEL REQUIRED FOR CHINA TO ACCOMPLISH ITS GOALS GENERAL FACTORS IMPEDING SUCCESS IN CHINA H.I.T.

16. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 16 ALLOCATION OF H.I.T. INVESTMENT AROUND THE WORLD 来源：计世咨讯

17. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 17 WHAT HOSPITALS NEED TO DO TO IMPROVE THE RETURN ON IT INVESTMENT 1.IMPROVE THE IT GOVERNANCE STRUCTURE 1.IMPROVE THE IT GOVERNANCE STRUCTURE 2.PROMOTE BETTER PARTICIPATION OF CLINICIANS IN IT BUILDING 3.DURING NEW SYSTEM IMPLEMENTATION, HOSPITAL NEEDS TO TAKE MORE RESPONSIBILITY ON CHANGE MANAGEMENT AND PROCESS IMPROVEMENT 4.RE-POSITION IT DEPARTMENT TO MORE FACILITATE, EDUCATE AND TRAIN HOSPITAL MANAGEMENT AND USERS TO PARTICIPATE IN IT DEVELOPMENT 5.REDUCE THE HOSPITAL’S DEPENDENCE ON SOFTWARE VENDORS

18. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 18 THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR EVOLUTION OF RHNs IN THE U.S.

19. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 19 SUMMARY OF EVOLUTION OF RHNs IN THE U.S. COMMUNITY HEALTH INFORMATION NETWORKS (CHINs) BEGAN IN 1990 AS THE FIRST GENERATION OF RHNs IN THE UNITED STATES. CHINs FAILED BECAUSE OF UNCLEAR OBJECTIVES AND LACK OF VALUE TO POTENTIAL PARTICIPANTS COMMUNITY HEALTH INFORMATION NETWORKS (CHINs) BEGAN IN 1990 AS THE FIRST GENERATION OF RHNs IN THE UNITED STATES. CHINs FAILED BECAUSE OF UNCLEAR OBJECTIVES AND LACK OF VALUE TO POTENTIAL PARTICIPANTS INTEGRATED DELIVERY EMERGED IN 1993 AS THE HOSPITAL ANSWER TO THE CLINTON HEALTHCARE REFORM PROPOSAL INTEGRATED DELIVERY EMERGED IN 1993 AS THE HOSPITAL ANSWER TO THE CLINTON HEALTHCARE REFORM PROPOSAL BY THE MIDDLE 1990s, INTEGRATED DELIVERY SYSTEMS EMERGED IN EVERY CITY IN THE UNITED STATES, AND THE CHIN CONCEPT DISAPPEARED BY 1996 BY THE MIDDLE 1990s, INTEGRATED DELIVERY SYSTEMS EMERGED IN EVERY CITY IN THE UNITED STATES, AND THE CHIN CONCEPT DISAPPEARED BY 1996

20. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 20 THE VISION OF INTEGRATED DELIVERY SYSTEMS Hospital A Doctor’s Office Government Reimbursement Blood Bank Home Health Agency Hospital B Patient Data Doctor’s Office Insurance Payor Nursing Home Outpatient Clinic

21. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 21 RHIOs EMERGE IN THE DECADE OF THE 2000s RHIOs WERE THE SECOND GENERATION OF RHNs IN THE U.S. RHIOs WERE THE SECOND GENERATION OF RHNs IN THE U.S. –MANY DIFFERENT ORGANIZATIONS PROMOTED THEM IN THE EARLY 2000s –BY 2004, NATIONAL POLICY EMERGED AND THE OFFICE OF THE NATIONAL COORDINATOR FOR HEALTH INFORMATION TECHNOLOGY (ONCHIT) WAS CREATED IN THE ENSUING SEVERAL YEARS BETWEEN 2004 AND 2007, ABOUT 65 OFFICIALLY DESIGNATED RHIOs EMERGED IN THE ENSUING SEVERAL YEARS BETWEEN 2004 AND 2007, ABOUT 65 OFFICIALLY DESIGNATED RHIOs EMERGED –HEAVY INVESTMENT IN THESE RHIOs WITH MOST FUNDS USED IN THEIR START-UP –MANY WERE UNABLE TO FIND A SUSTAINABLE OPERATING MODEL AND APPROACHED FINANCIAL COLLAPSE –THESE MODELS TOOK ON DIFFERENT NAMES, AND SOME LONG TERM SUCCESSES EMERGED

22. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 22 LESSONS LEARNED BROAD VISIONS BUT LACK OF IMPLEMENTABLE ACTION PLAN BROAD VISIONS BUT LACK OF IMPLEMENTABLE ACTION PLAN OVERSIMPLIFIED IMPLEMENTATION APPROACHES OVERSIMPLIFIED IMPLEMENTATION APPROACHES LACK OF STAKEHOLDER COMMITMENT LACK OF STAKEHOLDER COMMITMENT HEAVY INVESTMENT IN POORLY CONCEIVED IDEAS HEAVY INVESTMENT IN POORLY CONCEIVED IDEAS MUCH FAILURE AND LITTLE SUCCESS MUCH FAILURE AND LITTLE SUCCESS

23. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 23 THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR EVOLUTION OF RHNs IN CHINA

24. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 24 EVOLUTION OF RHNs IN CHINA THE MINISTRY OF HEALTH (MOH) GUIDELINES FOR HEALTH I.T. DEVELOPMENT CALLED FOR REGIONAL HEALTH NETWORKS AND DIGITAL HOSPITALS TO BE IMPLEMENTED THROUGHOUT CHINA BETWEEN 2003 AND 2010 THE MINISTRY OF HEALTH (MOH) GUIDELINES FOR HEALTH I.T. DEVELOPMENT CALLED FOR REGIONAL HEALTH NETWORKS AND DIGITAL HOSPITALS TO BE IMPLEMENTED THROUGHOUT CHINA BETWEEN 2003 AND 2010 THIS PROVIDED MUCH MOMENTUM AS MANY HEALTH BUREAUS UNDERTOOK REGIONAL HEALTH NETWORK AND DIGITAL HOSPITAL INVESTMENT THIS PROVIDED MUCH MOMENTUM AS MANY HEALTH BUREAUS UNDERTOOK REGIONAL HEALTH NETWORK AND DIGITAL HOSPITAL INVESTMENT ONLY IN THE LAST TWO YEARS HAS DATA SHARING BEGUN TO EMERGE IN CHINA AS SOME RHNs SHARE LIMITED DATA SUCH AS LAB RESULTS ONLY IN THE LAST TWO YEARS HAS DATA SHARING BEGUN TO EMERGE IN CHINA AS SOME RHNs SHARE LIMITED DATA SUCH AS LAB RESULTS HEALTHCARE REFORM HAS PROVIDED SUBSTANTIAL ADDITIONAL FUNDING IN A VARIETY OF WAYS, SO IT IS EXPECTED THAT SUBSTANTIAL ADDITIONAL PROGRESS WILL BE MADE IN THE NEXT FEW YEARS HEALTHCARE REFORM HAS PROVIDED SUBSTANTIAL ADDITIONAL FUNDING IN A VARIETY OF WAYS, SO IT IS EXPECTED THAT SUBSTANTIAL ADDITIONAL PROGRESS WILL BE MADE IN THE NEXT FEW YEARS MUCH MORE ACTIVITY IN MANY CITIES AND PROVINCES. USTDA WILL BE FUNDING ONE OR TWO MAJOR PROJECTS MUCH MORE ACTIVITY IN MANY CITIES AND PROVINCES. USTDA WILL BE FUNDING ONE OR TWO MAJOR PROJECTS

25. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 25 SUCCESSFUL RHN NEEDS A SOLID FOUNDATION RHN DEVELOPMENT IS LIKE BUILDING A 50-FLOOR BUILDING. THE FOUNDATION IS THE KEY. SUCCESSFUL RHN PROGRAMES HAVE CAREFULLY DEFINED THE FIRST STEPS RHN DEVELOPMENT IS LIKE BUILDING A 50-FLOOR BUILDING. THE FOUNDATION IS THE KEY. SUCCESSFUL RHN PROGRAMES HAVE CAREFULLY DEFINED THE FIRST STEPS LIMITED DATA SETS WITH HIGH BENEFIT TO MANY STAKE HOLDERS (SUCH AS HOSPITALS, COMMUNITY HEALTH CENTERS AND GOVERNMENT) WOULD BE ADVANTAGEOUS LIMITED DATA SETS WITH HIGH BENEFIT TO MANY STAKE HOLDERS (SUCH AS HOSPITALS, COMMUNITY HEALTH CENTERS AND GOVERNMENT) WOULD BE ADVANTAGEOUS WHEN FIRST STEPS PROVE BENEFICIAL, MORE AGGRESSIVE SECOND STEPS CAN BE TAKEN WHEN FIRST STEPS PROVE BENEFICIAL, MORE AGGRESSIVE SECOND STEPS CAN BE TAKEN

26. THE 3 RD CHINA INTERNATIONAL EMR AND REGIONAL HEALTH CARE FAIR DORENFEST CHINA HEALTHCARE GROUP 26 THANK YOU. FOR MORE INFORMATION CONTACT: YU ZHIYUAN (GRACE) THE DORENFEST CHINA HEALTHCARE GROUP SUITE 908, NO. 998 RENMIN ROAD, SHANGHAI PHONE: 021-63203522, 63269722 WEB SITE ADDRESS: www.dorenfest.com www.dorenfest.com E-MAIL ADDRESS: info@dorenfest.com info@dorenfest.com SHELDON’S E-MAIL ADDRESS: sheldon@dorenfest.com sheldon@dorenfest.com YU ZHIYUAN (GRACE) : yuz@dorenfest.com yuz@dorenfest.com