annual report - thye hua kwan hospital

YOUR HEALTHCARE

JOURNEYSTARTS HERE

ANNUAL REPORT2019/2020

CONTENTS

04 05 06 08 10 12 13 14 26

About Us

Our Vision, Mission & Values

Message from Chairman

Message from CEO

Board of Directors

Advisor and Board of Trustees

Management Team

Governance

Summary Financial Performance

Community Care Manpower Development Award 2019

Singapore Health Quality Service

Awards 2020 Singapore Sports Disability Award 2019

Social Service Fellowship Award 2019

Our Staff

Hospital Events

Media

Our Donors / In Acknowledgement of Our Valued Donors

Looking Ahead Financial Report

Our Patients

A Patient’s Story

Core Services

Home Healthcare

Day Rehabilitation Centre

Dialysis Centre

Healing Hub

Our Services and Facilities

Our Equipment

Kinestica Bimeo Pro

Jintronix

Simulated Supermarket

Percussion Group

Self-Management for Chronic Patients

Advance Care Planning

Walking Club

Elderly Outing

Stroke Support Management Group (Living Well After Stroke)

Conditioning Exercise with Seated Tai Chi Group

Facilitating Recovery with Steady Support

Extensive Care with Holistic Facilities

Advancing Rehabilitation with Technology

Enriching Experience with Consistent Training

29 34

37 38 39 40 41

43 43 44 44 45 45 46 46 47 47

52 56 59 67 68 69

49 50 51 51

Recovery Support Programmes

Staff Achievements

Ang Mo Kio - Thye Hua Kwan Hospital Annual Report 2019/2020 3Ang Mo Kio - Thye Hua Kwan Hospital Annual Report 2019/20202

ABOUT US OUR VISION

OUR MISION

To serve mankind.

To serve and reach out to our patients, their families and the community, regardless of race, colour, creed, language, culture and religion. To rehabilitate and heal with commitment and professionalism, in an environment of continuous learning and growth.

Professionalism

Integrity

Teamwork

Can-do!

Heart

(Communication/Compassion)

We are committed to provide excellent healthcare and be the best in what we do; and to achieve the best possible outcome for our patients.

We are committed to the highest standards of ethical conduct in whatever we do.

We are committed to promote collaborations, esprit de corps and build trust between individuals and our partners.

We are committed to do our best and make the impossible possible under all circumstances!

We are committed to serve the needs of our patients and those who need our help through open and personal communication. We are compassionate and truly care for the well-being of all mankind.

Ang Mo Kio-Thye Hua Kwan Hospital is a patient-centric community hospital providing rehabilitative and sub-acute care. Our multi-disciplinary healthcare team develops a personalised and comprehensive programme for each patient to enhance their recovery process. Our aim is to help patients achieve independence and assist them in their integration back into society after discharge.

We work closely with the restructured hospitals (RH) to ensure smooth patient referrals to our hospital. Through our joint efforts, patients are transferred to our hospital faster and can start their rehab journey earlier. About 83% of our patients are referred by Tan Tock Seng Hospital (TTSH), Singapore General Hospital (SGH) and Khoo Teck Puat Hospital (KTPH).

OUR VALUES


Chairman ANG MO KIO - THYE HUA KWAN HOSPITAL

Mr Lee Kim Siang

MESSAGE FROM CHAIRMAN

This year has seen a pandemic that has affected every corner of society, revealing the organisations with the strong foundation to adapt and respond to the new risk. It is our privilege to note that Ang Mo Kio-Thye Hua Kwan Hospital stands among the organisations poised to emerge stronger, largely due to the robustness of our existing capacity. It is thus timely to express a heartfelt “thank you” to the Board and the management team for taking

the hospital through 2019/2020, and facing challenges both expected and unexpected with

strength of purpose and a compass always oriented toward service. We have come far since our inception in 2002, and as we enter a new decade, we see the coming year as one of consolidation. We intend to critically look back at our journey, both as individuals and as an organisation, and redouble our efforts to strengthen our resources and capabilities. We recognise that there must be no standing still, and as we have already seen this year, how vital it is that we have a solid base from which to

venture onward.

Onward in service The year saw us receiving numerous accolades. It is no mean feat to be among the 150 organisations recognised in the Straits Times list of Singapore’s Best Employers 2020. Underpinning this is the dedication of our people, and a management team focused on ensuring a conducive and safe environment for patients and staff. The continued effort to build skills and support staff in their professional growth has also played a great part in this. Our staff were also, deservedly, recognised for their excellence in clinical and community care, and quality service. A highlight is the 2019 Singapore Health Quality Service Awards, which saw our staff bring home 42 Star, 43 Gold and 120 Silver awards for delivering exemplary service to our patients.

Onward in purpose In the next year, we will be launching our Renal Care Centre of Excellence. The genesis of this centre was a recognition that this is an increasingly significant area of care where patients could benefit from a more focused approach incorporating proven treatments and therapies. The centre of excellence is set to be a hub not just for care, but also for knowledge sharing, and we envision it playing a key role in the renal care landscape in Singapore and the region.

Onward with resolve The coming year will be fraught with uncertainties due to the fallout of the pandemic. As an organisation, we will strive to support patients, particularly those who are struggling during these difficult times. Above all, we remain resolute in following through on our mission to rehabilitate and heal, and cultivate an environment that supports and recognises excellence and growth, from our facilities, to our systems, and more importantly, our people. I would like to also extend my thanks on behalf of the hospital to our stakeholders, from donors to staff and volunteers. So much of what we have achieved and will go on to achieve is due to you extending yourselves in various ways to improve the lives of our patients and their caregivers. Let us enter the new financial year with hope and strength in our hearts, so that we can continue to serve the community with compassion, commitment and professionalism.

Ang Mo Kio - Thye Hua Kwan Hospital Annual Report 2019/2020 76

MESSAGE FROM CEOI fondly recall my days as a young management executive, back in 2001, putting together papers for a request for proposal for the take-over of the then Ang Mo Kio Community Hospital. So, for me, joining Ang Mo Kio-Thye Hua Kwan Hospital (AMK-THKH) as the management lead in 2020 has been like coming home.

It is now my hope to continue the good work of my predecessors and fully embrace the opportunity to lead a team of dedicated professionals. Having worked alongside the distinguished members of the Board the previous year, and becoming familiar with the organisation, I am confident that we are well-positioned to take on the challenges ahead, and respond nimbly to the evolving needs of a changing populace.

Nurturing the ground The year 2019 has been one of consolidation, where we made incremental improvements and efficiencies, internally and with our stakeholders. We continue to strengthen the capacity of our dialysis centre. Opened in 2017, it has allowed us to reinforce our grounding in this new area of care. In the 2019/2020 financial year, we were able to assist almost a thousand patients at the centre. We hope to do even more in future. The Board and I would like to thank the Renal Care Unit at Tan Tock Seng Hospital for being a valued partner in helping our haemodialysis unit meet its clinical objectives. Another area of focus has been the new challenges of the silver tsunami and changing demographics, which have led the Ministry of Health to call for more sub-acute and rehabilitation beds, and make

Overcoming risks and challenges The initial impact of COVID-19 in 2020 was unprecedented, and while safety measures were quickly implemented, the final impact remains unknown at this point. However, I am certain that we will have to find new ways of doing things while adhering to infection control measures as we know more about the virus and how it spreads.

While there are many downsides to dealing with this pandemic, we would like to also focus on the positives. By jolting the status quo, the pandemic has made us look anew at how services are traditionally rendered. We will now question if there are better ways to deliver the same quality of care, and put those ideas to the test. The role that technology plays will be even greater as we review our care models and service delivery modalities. Let us all focus on the task at hand; in limiting the spread of the virus and leveraging technology and human capital to increase productivity. Being good stewards Above all, even as we strive to enhance efficiencies and develop ways to adapt quickly to emerging risks, we remain committed to who we serve: our patients, our people, our stakeholders. This sense of purpose will be what drives our team and organisation forward to sustainable growth.

plans to increase the number of co-located community hospitals (complementing restructured or acute hospitals). Against this backdrop, we have regrouped and realigned our work processes to respond to the changing needs. To remain as a relevant “first pit-stop” institution in the intermediate and long-term care sector, my management team and I have been “soul-searching” to identify service gaps to better help discharge patients back home to live well and have their needs looked after in communities of care. Sowing the seeds With these challenges in mind, we are in the process of developing the next five-year Strategic Plan, which includes a review of our structure, systems and internal processes. We have also sought support from the National Council of Social Service (NCSS) and we will be rolling out our Organisational Development Transformation project in 2021 to cater to our business transformation needs. The role of technology remains the same. We aim to apply appropriate technology to help improve productivity and enhance patient safety. We will also be developing leaders at every level to meet the requirements of the next chapter. We aim to support the personal growth and professional development of every member of staff. I believe that we have done well, gaining recognition as one of the top 150 employers in Singapore, according to the Straits Times list of Singapore’s Best Employers 2020. Manpower, however, has been and will continue to be an area of concern for AMK-THKH as well as our counterparts in the people and healthcare sector. The demand for committed and qualified medical, nursing and allied health therapy staff remains high. We will endeavour to do our best to make our organisation a choice employer in Singapore.

CEO ANG MO KIO - THYE HUA KWAN HOSPITAL

Mr Ardi S. Hardjeo

9Ang Mo Kio - Thye Hua Kwan Hospital Annual Report 2019/20208

BOARD OF DIRECTORS

Mr Lee Kim Siang BBM (L), BBM, PBM Managing Director (Honorary)& Chairman Appointed on 23/07/2005 Current Occupation: Chairman, Thye Hua Kwan Moral Society

Mr Richard Eu Yee Ming Board Member Appointed on 05/06/2018 Current Occupation: Group Chairman, Eu Yan Sang International Limited

Er Ong Ser Huan Board Member Appointed on 26/08/2006 Current Occupation: Chairman, Enkon International Consulting Engineers Pte Ltd

Mr Koh Juay Meng PBM Board Member Appointed on 01/06/2019 Current Occupation: President, RSVP Singapore

Mr John Teo Woon Keng BBM, PBM Board Member Appointed on 13/09/2016 Current Occupation: Executive Director, Asia Pacific Lottery Association Limited (Incorporated in Singapore)

Mr Zulkifli bin Baharudin BBM, PBM Board Member Appointed on 10/11/2011 Hon. Treasurer Tenure : 06/04/2015 to 01/04/2019 Current Occupation: Executive Chairman, Indo-Trans Logistics Corporation

Mr Richard Tan Cheong Su Board Member Appointed on 28/09/2018 Current Occupation: Vice President, Operations, Serviced Suites, Pan Pacific Hotels Group

Prof Alex Siow Yuen Khong Board Member Appointed on 01/06/2020 Current Occupation: Chairman, Toffs Technologies Pte Ltd

Prof Philip Choo Wee Jin BBM, PPA(E), PPA(P), PBS Board Member Appointed on 18/08/2015 Current Occupation: Group Chief Executive Officer, National Healthcare Group

Prof Low Cheng Hock MBBS, FRACS, FRCS, MMed, PMB, BBM, PPA(P), Board Member Appointed on 10/07/2017 Current Occupation: Emeritus Consultant, Tan Tock Seng Hospital

Dr Jayaram Lingamanaicker Board Member Appointed on 31/07/2008 Hon. Treasurer Appointed on 02/04/2019 Current Occupation: Cardiologist, Lifeline Heart Centre

Mr Samuel Ang Seong Kang Board Member Appointed on 01/06/2019 Current Occupation: Chairman, Neubits Pte Ltd

Dr Tan Tiong Har Board Member Appointed on 16/06/2016 Current Occupation: Physician

Mr Ching Chiat Kwong Board Member Appointed on 05/06/2018 Current Occupation: Executive Chairman and CEO, Oxley Holdings Limited


ADVISOR AND BOARD OF TRUSTEES

Advisor

Board of Trustees

Dr Koh Poh Koon

Senior Minister of State, Ministry of Trade and Industry

MP for Ang Mo Kio GRC

Mr Richard Quah Director,

Corporate Affairs

Mr Terence Mok Assistant Director,

Management Info Systems

Dr Tiew Lay Hwa Director,

Nursing Services

Ms Sharon Woo Director,

Human Resource

Mr Ardi S. Hardjoe Chief Executive Officer

Dr Jocelyn Koh Director,

Medical Services

Mr Shekhar Sinha Director,

Allied Health

Prof Lim Pin DUBC

Chairman

Mr Herman Hochstadt PPA(E), PPA(G), BBM

Member

MANAGEMENT TEAM


Ang Mo Kio-Thye Hua Kwan Hospital (the Hospital), is incorporated in Singapore on 22 February 2002 under the Companies Act, Chapter 50 (Registration Number: 200201385C).

The Hospital is also a Charity registered under the Charities Act, Chapter 37 (Charity Registration Number: 01589), and an approved institution of a Public Character under the Singapore Income Tax Act, Chapter 134.

The Hospital has its principal place of registered office at 1 North Bridge Road, #23-03, High Street Centre, Singapore 179094

Independent Auditor: KPMG LLP

Bankers: Oversea-Chinese Banking Corporation, Development Bank of Singapore, United Overseas Bank, Malayan Banking Berhad, Standard Chartered, BNP Paribas Singapore (Wealth Management), Deutsche Bank AG, Filiale Singapur

Investment Advisers: Bank of Singapore, BNP Paribas Singapore (Wealth Management, United Overseas Bank Assets Management

BOARD OF DIRECTORS The Board’s role is to provide overall leadership for the strategic direction of the Hospital’s operations.

In line with corporate governance, the Hospital has renewed the Board membership in this financial year. We have appointed 2 new Board members and there have been 2 resignations from the Board.

All the Board members of the Hospital have accepted their roles without remuneration and are committed to serve the Hospital and to bring a better level of healthcare services to our patients and the community.

Under the guidance of our Chairman and the Board members, the Hospital has undergone more stringent reviews of processes that are in compliance with good Corporate Governance. In performing its duties, the Board of Directors has maintained effective working relationships with the Hospital’s Management.

CORPORATE GOVERNANCE REPORT

ATTENDANCE AT BOARD OF DIRECTORS’ MEETINGS FY2019/20

STANDING BOARD COMMITTEES

• Executive Committee

• Audit Committee

• Establishment and Remuneration Committee

• Finance Committee

• Investment Committee

• Medical Advisory Board

• Medifund Committee

• Nomination Committee

• Programmes Committee

• Tender Committee

• Technology Committee3 members of the Board have served on it for over 10 years, and their vast experience and stewardship has ensured that AMK-THKH is operated in an efficient and sustainable manner.

Name of DirectorMeeting Attendance Chair of the Board

Meeting Attendance Member of the Board

Year of First Appointment

Years Served1 Remarks

Mr Lee Kim Siang 4/4 - 2002 18

Dr Jayaram Lingamanaicker- 4/4 2008 12

Mr Zulkifli bin Baharudin - 2/4 2012 8

Er Ong Ser Huan - 3/4 2006 14

Mr John Teo Woon Keng - 4/4 2016 4

Mr Richard Tan Cheong Su - 3/4 2018 2

Mr Richard Eu Yee Ming - 3/4 2018 2

Dr Tan Tiong Har - 4/4 2016 4

Prof Low Cheng Hock - 1/4 2017 3He actively attends the committee meetings

Prof Philip Choo Wee Jin - 3/4 2015 5

Mr Samuel Ang Seong Kang - 4/4 2019 1

Mr Koh Juay Meng - 4/4 2019 1

Mr Ching Chiat Kwong - 2/4 2018 2

Mr Ardi S. Hardjoe - 4/4 2019 1

Name Current Appointment Occupation Past Appointment

Mr Lee Kim Siang Chairman Chairman, Thye Hua Kwan Moral Society

Chairman (wef 23 Jul 2005)

Dr Jayaram Lingamanaicker Hon. Treasurer Cardiologist, Lifeline Heart Centre

Board Member (wef 2 Apr 2019)

Er Ong Ser Huan Board MemberChariman, Enkon International Consulting Engineers Ptd Ltd

Board Member (wef 26 Aug 2006)

Dr Tan Tiong Har Board Member Physician Board Member (wef 16 Jun 2016)

Mr Zulkifli bin Baharudin Board MemberExecutive Chairman, Indo-Trans Logistics Corporation

Board Member (wef 10 November 2011)Honorary Treasurer (6 Apr 2015 - 1 Apr 2019)

Mr John Teo Woon Keng Board Member

Executive Director, Asia Pacific Lottery Association Limited (Incorporated in Singapore)

Board Member (wef 13 Sep 2016)

Prof Philip Choo Wee Jin Board MemberGroup Chief Executive Officer, National Healthcare Group

Board Member (wef 18 Aug 2015)

Prof Low Cheng Hock Board Member Emeritus Consultant, Tan Tock Seng Hospital

Board Member (wef 10 Jul 2017)

Mr Ching Chiat Kwong Board Member Executive Chairman & CEO, Oxley Holdings Limited

Board Member (wef 5 Jun 2018)

Mr Richard Eu Yee Ming Board Member Group Chairman, Eu Yan Sang International Limited


Mr Richard Tan Cheong Su Board MemberVice President, Operations, Serviced Suites, Pan Pacific Hotels Group

Board Member (wef 28 Sep 2018)

Mr Ardi S. Hardjoe Board Member

Chief Executive Officer Thye Hua Kwan Nursing Home & Ang Mo Kio-Thye Hua Kwan Hospital

Board Member (wef 10 May 2019)(Resigned on 05 May 2020)

Mr Samuel Ang Seong Kang Board Member Chairman, Neubits Pte Ltd Board Member (wef 1 Jun 2019)

Mr Koh Juay Meng Board Member President, RSVP Singapore Board Member (wef 1 Jun 2019)

Prof Alex Siow Yuen Khong Board Member Chariman, Toffs Technologies Ptd Ltd



Board of Directors

Chairman Mr Lee Kim Siang Hon. Treasurer Dr Jayaram Lingamanaicker Vice Chairman Er Chang Meng Teng (Retired in June 2019) Board Member Mr Zulkifli bin Baharudin Er Ong Ser Huan Prof Philip Choo Wee Jin Dr Tan Tiong Har Mr John Teo Woon Keng Prof Low Cheng Hock Mr Ching Chiat Kwong Mr Richard Eu Yee Ming Mr Richard Tan Cheong Su

Mr Ardi S. Hardjoe (Resigned in Feb 2020)

Mr Samuel Ang Seong Kang Mr Koh Juay Meng

Prof Alex Siow Yuen Khong (appointed in June 2020)

Chairman Mr Zulkifli bin Baharudin Members Mr Lee Kim Siang Dr Jayaram Lingamanaicker Mr John Teo Woon Keng

Chairman Mr Koh Juay Meng Members Dr Tan Tiong Har Mr Richard Tan Cheong Su

Chairman Prof Alex Siow Yuen Khong Members Mr Koh Juay Meng

Mr Samuel Ang Seong Kang

Chairman Dr S. Vasoo Members Mr M. N. Swami Mr Chan Chee Keong Mr George Tan Chong Hai Dr Abdul Razakjr Omar

Chairman A/Prof Chin Jing Jih Vice-Chairman Prof Pang Weng Sun Members Dr Lee Kheng Hin Prof Tay Boon Keng A/Prof Mark Chan A/Prof Goh Lee Gan Prof Low Cheng Hock Prof Ng Han Seong

Chairman Mr Lee Kim Siang Members Mr Zulkifli bin Baharudin Dr Jayaram Lingamanaicker Er Ong Ser Huan

Chairman Mr Philip E.S. Tan Members Mr Lee Kim Siang Mr Zulkifli bin Baharudin Mr John Teo Woon Keng

Chairman Er Ong Ser Huan Members Dr Tan Tiong Har Mr Hwang Koh Chee

Chairman Mr John Teo Woon Keng Members Er Ong Ser Huan Dr Tan Tiong Har

Chairman Mr Lee Kim Siang Members Er Ong Ser Huan Prof Philip Choo

Chairman Dr Jayaram Lingamanaicker Members Mr Lee Kim Siang Prof Philip Choo Wee Jin Dr Tan Tiong Har

Finance Committee

Executive Committee

Investment Committee

Audit Committee

Establishment and Remuneration Committee

Nomination CommitteeProgrammes Committee

Tender Committee

Technology Committee

Medifund Committee

Medical Advisory Board

The duties of each of the Sub-Committees are as follows:

1) Executive Committee The Executive Committee (“EC”) will assist the Board in fulfilling the following oversight responsibilities. The EC provides overall strategic direction to the Hospital’s Management team. In performing its duties, the EC will maintain effective working relationships with the Board of Directors and Management. To perform his or her role effectively, each committee member will obtain an understanding of the detailed responsibilities of committee membership as well as the Hospital’s business, operations and risks.

The duties of the EC shall be to: • Provide overall strategic direction to the Hospital’s management team. • Reviews and approves new services and programmes proposed by the Hospital’s management. • Reviews and approves business or operational proposals recommended by the Hospital’s management team. • Recommend, recruit and review the appointment of members for the various Sub-Committees / Board of the Hospital.

• Oversee the business and affairs of the Hospital and monitors the performance of the Management against preagreed targets.

• Assumes full responsibility for the corporate governance framework of the Hospital and provides oversight in the proper conduct of the Hospital’s business.

• Gives advice and directions on any major fundraising activities organised by the Hospital.

• Other duties as assigned by the Board of Directors.

2) Audit Committee The Audit Committee (“AC”) will assist the Board in fulfilling the following oversight responsibilities. The AC will review the financial reporting process, the system of internal control, management of financial risks and the audit process. In performing its duties, the AC will maintain effective working relationships with the Board of Directors, Management and the internal and external auditors. To perform his or her role effectively, each committee member will obtain an understanding of the detailed responsibilities of committee membership as well as the Hospital’s business, operations and risks. 3) Establishment and Remuneration Committee The Establishment and Remuneration Committee (“ERC”) will assist the Board in fulfilling the following oversight responsibilities. The ERC will review the human resource policies, Hospital’s establishment headcount and all remunerations matters. In performing its duties, the ERC will maintain effective working relationships with the Board of Directors and Management. To perform his or her role effectively, each committee member will obtain an understanding of the detailed responsibilities of committee membership as well as the Hospital’s business, operations and risks.

The duties of the ERC shall be to:

• Review and approve the Hospital’s human and resource policies.

• Review and approve the Hospital’s establishment headcount.

• Review and approve the Hospital’s staff appraisal system.

• Review and make recommendations to the Board of Directors on the job descriptions of the Hospital’s key staff, for example, the CEO.

• Review and make recommendations to the Board of Directors on the terms of employment and total remuneration package of the Hospital’s key staff, for example, the CEO.

• Review the ongoing appropriateness and relevance of the staff remuneration policy.

• Review and approve the Hospital’s staff service increments, annual wage supplement and performance bonuses.

• Review and make recommendations to the Chairman of the Board of Directors on any remuneration payable to any Board members. No individuals shall be involved in any decisions as to their own remunerations.


4) Finance Committee The Finance Committee (“FC”) will assist the Board in fulfilling the following oversight responsibilities. The FC shall review and approve significant financial planning, management and financial reporting matters of the Hospital. In performing its duties, the FC will maintain effective working relationships with the Board of Directors and Management. To perform his or her role effectively, each committee member will obtain an understanding of the detailed responsibilities of committee membership as well as the Hospital’s business, operations and risks.

7) Medifund Committee The Medifund Committee (“MC”) will assist the Board to consider and approve Medifund applications from eligible patients in the Day Care Rehabilitation Centre, and to administer payments out of hospital’s account. The MC will review the applications and ensure that applicants fulfil the eligibility criteria prescribed under guidelines issued by the Ministry of Health. 8) Nomination Committee The Nomination Committee (“NC”) will assist the Board in fulfilling the following responsibilities. The NC shall review and approve the Board structure and Sub-Committees of the Hospital. In performing its duties, the NC will maintain effective working relationships with the Board of Directors and Management. To perform his or her role effectively, each committee member will obtain an understanding of the detailed responsibilities of committee membership as well as the Hospital’s business, operations and risks. The duties of the NC shall be to: • Review and approve the Hospital’s Board Structure and Sub-Committees. • Recruit and make recommendations on new members of the Board and its Sub-Committees. • Review and make recommendations on term limits of members of the Board and its Sub-Committees. • Review and make recommendations on terms of reference of members of the Board and its Sub-Committees.

9) Programmes Committee The Programmes Committee (“PC”) will assist the Board in fulfilling the following oversight responsibilities. The Committee shall review and approve new programmes and services of the Hospital. In performing its duties, the Committee will maintain effective working relationships with the Board of Directors and Management. To perform his or her role effectively, each committee member will obtain an understanding of the detailed responsibilities of committee membership as well as the Hospital’s business, operations and risks. The duties of the PC shall be to: • Review and approve the Hospital’s new programmes and services • Provide advisory role to the Hospital with regard to the running of these programmes and services • Review reports and updates of these programmes and services

10) Tender Committee The Tender Committee (“TC”) will assist the Board in fulfilling the following oversight responsibilities. The TC will take part and give advice to the Hospital on the tendering and awarding of contracts for procurement of services and supplies. In performing its duties, the TC will maintain effective working relationships with the Board of Directors and Management. To perform his or her role effectively, each committee member will obtain an understanding of the detailed responsibilities of committee membership as well as the Hospital’s business, operations and risks. The duties of the TC shall be to:

• Review and approve the Hospital’s procurement policies and procedures to ensure that Hospital’s interests are protected.

• Oversee to ensure compliance with the Hospital’s procurement policies and procedures.

• Review and approve the awarding of contracts for procurement of services and supplies with values of $70,000 or more.

• Give advice on the terms and specifications of contracts to protect the Hospital’s interest.

5) Investment Committee The Investment Committee (“IC”) will assist the Board in fulfilling the following oversight responsibilities. The IC shall review and approve significant investments of the Hospital. In performing its duties, the IC will maintain effective working relationships with the Board of Directors and Management. To perform his or her role effectively, each committee member will obtain an understanding of the detailed responsibilities of committee membership as well as the Hospital’s business, operations and risks.

6) Medical Advisory Board The Medical Advisory Board (“MAB”) will assist the Board in fulfilling the following oversight responsibilities with regard to clinical matters. In performing its duties, the MAB will maintain effective working relationships with the Board of Directors and Management. To perform his or her role effectively, each MAB member will obtain an understanding of the detailed responsibilities of MAB membership as well as the Hospital’s business, operations and risks.

The duties of the FC shall be to:

• Review and approve the Hospital’s annual capital and operating budgets.

• Review and approve the Hospital’s adhoc budgets on major projects.

• Review and approve any fee revision by the Hospital.

• Review and approve any major fundraising activities organised by the Hospital.

• Review the Hospital’s financial statements regularly.

• Review and approve the Hospital’s financial policies.

• Review and make recommendations on financial priorities.

• Review and make recommendations on the Hospital’s financial reporting to ensure compliance with statutory regulations and guidelines.

The duties of the IC shall be to:

• Oversee all investment management of the Hospital.

• Review and approve the Hospital’s investment policies.

• Engage the services of registered investment managers / independent investment consulting firm who possess the necessary specialised research facilities and skill to meet the investment objectives and guidelines of the invested funds.

• Review and evaluate investment managers’ / investing consultant firm’s performance, fees and services against competitive providers

• Oversee and ensure that the investment managers / investment consulting firm adhere to any policies adopted by the Hospital.

• Review and approve investment assets in accordance with agreed upon guidelines and restrictions • Review and evaluate investment results

The duties of the MAB shall be to:

• Make recommendations on Medical and Professional matters and policies to the Board of Directors.

• Advise the Board on the development of medical services to the Hospital.

• Monitor and evaluate medical standards to ensure quality in patient care using guidelines, protocols and QA programmes.

• Advise the Board on Ethical Issues in relation to the Hospital’s clinical policies and patient care services.

• Review accreditation guidelines and make decisions on accreditation issues.


11) Technology Committee The Technology Committee (“TEC”) is a sub-committee of the Board and will assist the Board in fulfilling the following oversight responsibilities. The Committee will review and approve IT strategies, IT projects and cyber security strategies of the Hospital. In performing its duties, the Committee will maintain effective working relationships with the Board of Directors and Management. To perform his or her role effectively, each committee member will obtain an understanding of the detailed responsibilities of committee membership as well as the Hospital’s business, operations and risks.

GOVERNANCE EVALUATION

The Hospital carried out an online governance evaluation on the extent of its compliance with the essential guidelines in the Code of Governance for Charities and IPCs (“the Code”) via the charity portal in September 2017.

The Corporate Governance Committee is pleased to report that the Hospital and Board have complied with the guidelines of the Code.

The level of compliance by the Hospital can be viewed at www.charities.gov.sg

The Board also conducts an annual self-evaluation to assess its performance and effectiveness. WHISTLE-BLOWING POLICY

1. Introduction

1.1 This Policy addresses the commitment of Ang Mo Kio-Thye Hua Kwan Hospital Ltd (“the Hospital”) to integrity and ethical behaviour by helping to foster and maintain an environment where employees can act appropriately, without fear of retaliation.

1.2 To maintain these standards, the Hospital encourages its employees who have concerns about suspected serious misconduct or any breach or suspected breach of laws or regulations that may adversely impact the Hospital, to come forward and express these concerns without fear of punishment or unfair treatment.

The duties of the TEC shall be:

• Make recommendations to the Board with respect to major technology related projects and IT investments that require the Board’s approval.

• Review, evaluate and make recommendations to the Board as to scope, direction, quality, investment levels and execution of the Hospital’s technology strategies.

• Monitor the quality and effectiveness of the Hospital’s technology security, and periodically review, appraise and discuss with management the quality and effectiveness of the Hospital’s information technology security, data privacy and disaster recovery capabilities.

• Assess and advise the Hospital’s senior management team with respect to existing trends in information technology and new technologies, applications and systems that relate to or affect the Hospital’s technology strategy or programmes.

• Appraise and review the financial, strategic and operational benefits of the proposed major technology related projects, including impact on the Hospital’s performance, growth and competitive position.

• Report to the Board on decisions taken and make recommendations to the Board for its approval when this is deemed necessary.

2. Scope of Whistle-Blowing Policy

2.1 Any activity or conduct or omission by an employee or officer of Ang Mo Kio-Thye Hua Kwan Hospital Ltd

2.2 These will include but are not limited to: a. Fraud or suspected fraud, theft and dishonest acts b. Profiteering as a result of insider knowledge c. Accepting or giving bribes d. Intimidation, discrimination or harassment of staff and other persons during the course of work e. Misappropriation of funds f. Disclosure of confidential information to outside parties g. Conflict of interest in business dealings with external parties 3. Channel and Structure for Whistle Blowing

3.1 Only disclosed reporting (i.e. disclosure where the whistle-blower identifies himself / herself) will be handled and investigated.

3.2 The channels for reporting such concerns or matters shall be to the Audit Committee Chairman or members.

3.3 Any reports to the Audit Committee should be in writing addressed to the Chairman - Audit Committee, in a sealed envelope via the Head Finance Officer or Chief Executive Officer.

3.4 The Audit Committee may appoint an independent Committee or personnel to investigate or assist in reviewing the reported case.

3.5 Where the matter reported is proven to be fraud, misappropriation of funds or bribery, the Audit Committee shall report to the Board of Directors.

4. Confidentiality of Whistle-blower & Whistle-blowee Identity

4.1 The whistle-blower’s identity will be kept confidential unless required by the court or other regulatory authorities to disclose the identity.

4.2 The identity of the whistle-blowee will be kept confidential until there is sufficient evidence to support that it is a genuine case.

5. Protection for Whistle-blower

5.1 The Hospital will not tolerate victimisation of the whistle-blower. Disciplinary action will be taken against those who victimise the whistle-blower. 6. Protection for the Hospital & Whistle-blower

6.1 Information pertaining to the whistle-blowing case will be kept confidential and restricted to the group of designated officers in charge of the investigation. This is to prevent unnecessary leakage of information which could result in potential legal suits if there is insufficient evidence to support the case.

6.2 The Hospital shall ensure that all whistle-blowees will not be convicted of any wrongdoing or unduly penalised until the case facts are proven to be genuine and sufficient evidence are in place to support the case.

6.3 Reporting with malicious intent shall not be tolerated.


POLICY ON CONFLICT OF INTEREST

OBJECTIVES

1. To set out the policy and administrative procedures for the Board members, staff and volunteers to undertake and disclose as part of the governance practices.

2. To ensure any Board members, staff and volunteers serving Ang Mo Kio-Thye Hua Kwan Hospital (the Hospital) will act in the best interest of the hospital instead of any vested or personal interest or interest of the third parties.

3. To prevent conflict of interest and to safeguard the Board/Hospital’s integrity and accountability.

SCOPE

This policy shall apply to the Board members, staff and volunteers being employed by the Hospital. DEFINITION OF CONFLICT OF INTEREST

Conflicts of interest arise whenever the personal or professional interests of Board members, staff or volunteers interfere with the performance of their official duties or with their decision-making on matters related to the Company. Conflict of interest situations include those actual, potential or perceived.

Conflict of interest situations may include but are not limited to those stipulated in Annex B.

Policy and procedures

1 The Conflict of Interest policy should be read and understood by all Board members, staff and/or volunteers upon the commencement of their term of office, employment, and/or volunteer service. Declarations of interests are required to be submitted upon assuming office, commencement of work or commencement of volunteer service. Any subsequent changes in personal or professional interests are to be declared.

2 As and when actual conflicts occur, the Board member, staff and/or volunteer shall make a declaration of his/her interest for that specific instance in writing and excuse himself/ herself from decision making.

3 Transactions with parties with whom a conflicting interest exists may be permitted only if all of the following are observed: (i) The conflicting interest is to be fully disclosed;

(ii) The person with the conflict of interest is to abstain from the discussion, voting and approval of such a transaction;

(iii) Competitive bids or comparable valuations are to be obtained; and

(iv) The Board of Directors has determined that the transaction is in the best interest of the Company although there may be a conflict of interest.

4 The Board of Directors (excluding Board members with conflicts of interest) shall determine whether a conflict exists and in the case of an existing conflict, whether the contemplated transaction may be authorised as just, fair and reasonable to the Company. The decision of the remaining Board members on these matters shall rest in their sole discretion, and their concern must be the welfare of the Company and the advancement of its purpose. 5 Any disclosure of interest made by Board members, staff or volunteers where they may be involved in potentially conflicting situations, must be recorded, filed and updated appropriately by all specified parties.

6 As Board members hold the ultimate responsibility and are always accountable to the public, they should uphold and maintain a standard of conduct such as the avoidance of conflict of interest to fulfil public trust responsibilities. Therefore, Board members must lead by example with an attitude and act of personal integrity.


ANNEX B CONFLICT OF INTEREST SITUATIONS

1. Contract with vendors

Where the Board/committee members, staff or volunteers have a personal interest in the business transactions or contracts that the Hospital may enter into, the interested party is required to declare such interest as soon as possible followed by abstention from discussion and decision-making on the matter (including voting on the transaction or contract). All such discussion and evaluation should be made by the remaining committee members or relevant approving authority in arriving at the final decision. Such transactions or contracts should always by recorded and filed.

2. Vested interest in other organisations that have dealings/relationship with the Hospital

Where Board/committee members, staff or volunteers who have a vested interest in other organisations that have dealings/ relationship with the Hospital, and when matters involving the interests of both the Hospital and the other organisation are discussed, there should be a policy requiring a declaration of such interest and if necessary, followed by abstention from discussion and decision-making on such matters.

3. Joint ventures

The Board’s approval should be sought before the Hospital enters into any joint venture with external parties. Where Board/committee members, staff or volunteers have an interest in such ventures, there should be a declaration of such interest and if necessary, followed by abstention from discussion and decision-making on the matter.

4. Recruitment of staff with close relationship

Recruitment of staff with close relationship (i.e. those who are more than just mere acquaintances) with current Board/ committee members, staff or volunteers should go through the established human resource procedures for recruitment. The Board member, staff or volunteer should make a declaration of such relationships and should refrain from influencing any decision on the recruitment.

5. Remuneration

Board members and volunteers should serve without remuneration for their voluntary service to the Hospital so as to maintain the integrity of serving as a matter of public trust and community good instead of personal gain. However, the Hospital may reimburse Board members or volunteers for out-of-pocket expenses directly related to the service.

6. Paid staff on Board of Directors

Paid staff, including the executive head and senior staff employed by the Hospital, should not serve as a member of the Board as it can pose issues of conflict of interest and role conflicts, and may raise doubts relating to the integrity of the Board decisions. The executive head and senior staff can attend Board meetings, ex-officio, to provide information and facilitate necessary discussion but should not take part in the decision-making of the Board.

7. Major donors / representatives from major donor companies being on the Board of Directors.

When a major donor / representative from a major donor company is also a Board member, potentially conflicting situations such as the following may arise:

a) Conflict of loyalty

The Board member may not have the overall best interests of the Hospital due to his/her vested interests/ priorities. This may influence decisions relating to allocation of resources or setting the Hospital’s directions. There may be particular programme areas the Board member is vested in and is biased towards.

b) Use of information to influence donor decision

Information accessible to the Board members may be used to influence donors’ decision on allocations or to influence the corporation they represent. This may result in staff not highlighting certain issues for fear that the donation may be affected. Issues of transparency and disclosure can arise.

c) Pressure to release additional information to donor

The Board member may expect additional information from staff on how donations were used and the details of beneficiaries, etc.

d) Personal benefit/gain/recognition

The Board member may expect greater recognition for the financial support given than is usually the case. Staff may feel beholden to this Board member in case the donor relationship is threatened.

8. Others

a) A Board member’s organisation receives grant funding from the Hospital he/she is serving.

b) Prohibition on gifts, entertainment and other favours from any persons or entities which do or seek business with the Hospital.


SUMMARY OF FINANCIAL PERFORMANCE

INCOME S$67,040,974

52.52%

33.86%

65.26%

0.35% 0.53%

44.99%

1.15%1.34%

EXPENDITURE S$53,542,595

Investment Income Finance Costs from Lease Liabilities

Government Subvention Income

Resources Expended on Charitable Activities

Income Resources from Charitable Activities

Staff Costs

Voluntary Income Cost of Generating Funds

For more information on the Hospital’s major financial transactions and purpose of the charitable assets held, please refer to Page FS2 of the audited Financial Statements.

Ang Mo Kio - Thye Hua Kwan Hospital Annual Report 2019/202026 Ang Mo Kio - Thye Hua Kwan Hospital Annual Report 2019/2020 27

FACILITATING RECOVERY WITH STEADY SUPPORT

Average

80.2%

APR

84.1%

80.5%

78.9%

83.2%

79.4%

82.2%

80.8%

76.7%

77.8%

83.3%

83.3%

71.8%

OCT

MAY

NOV

JUN

DEC

JUL

JAN

AUG

FEB

SEP

MAR

Bed Occupancy Rate (BOR)

OUR PATIENTS


Sources of Referrals

Tan Tock Seng Hospital

1882 Patients 475

Patients

30 Patients

5 Patients

114 Patients

15 Patients

71 Patients49

Patients

277 Patients 236

Patients

Singapore General Hospital Khoo Teck Puat Hospital National University Hospital

Changi General HospitalSengkang General Hospital

National Heart Centre

Other Hospitals

Private Hospitals

Other Intermediate & Long-Term Care (ILTC) Institutions

TOTAL

3,154 PATIENTS


Total number of patients benefitted from Patient Welfare Fund Assistance

Interesting Fact

324

Top 5 Medical Conditions

Orthopaedic (e.g. Fractures and Joint Replacements)

Strokes and Traumatic Brain Injury

Infections (e.g. Pneumonia, Urinary Tract Infections)

Cardiovascular

Gastrointestinal tract / general surgery

16.7% Others

35%

22%

18%

5.8%

2.5%

Total Inpatient Days

108,623 Days

115,625 Days

106,846 Days

FY 2019/20

FY 2018/19

FY 2017/18

Total Admissions

3,154

3,267

2,824

FY 2019/20

FY 2018/19

FY 2017/18

Discharge Destinations

2,116 Patients

9 Patients

819 Patients

206 Patients

4 Patients

Home

Private Hospitals

Public Hospital

Others

Other Intermediate & Long-Term Care (ILTC)

Institutions

Patient Age

Age 60 & Above

2,815 Patients

339 Patients

Age 20-59


A PATIENT’S STORY

Eugene was in the prime of his life when he suffered a stroke in 2006 and was transferred to Ang Mo Kio-Thye Hua Kwan Hospital for rehabilitation. A project engineer by training, he was initially disoriented and frustrated due to his condition. The support of the hospital staff and fellow stroke patients was crucial in helping Eugene emerge from these dark moments in his life. His positive attitude serves not only as an inspiration to the patients, but to staff and family members as well.

During his stay at the Ang Mo Kio-Thye Hua Kwan Hospital, Eugene showed great interest in the Hospital’s Karaoke and Music Therapy Programmes. He enjoyed singing and participated in the programmes very often, singing along with other patients and volunteers. He felt that singing helped him relieve stress which aided in his recovery. He also interacted with other patients and encouraged them to sing along.

As a stroke survivor, he thus aimed to become a pillar of support for other stroke patients. He began to show a positive attitude towards life and started volunteer work despite being limited in mobility and not having recovered fully from the stroke.

Having completed his training as a befriender at the Singapore National Stroke Association (SNSA) in 2009, Eugene became a befriender with the stroke patients in Khoo Teck Puat Hospital (KTPH) in 2012. Twice-monthly, he met up with stroke patients and their families and offered friendly advice and words of encouragement. He felt happy talking to the stroke patients because he believes that they will recover faster if they have support. He felt happier and healthier volunteering, rather than simply staying home. Besides volunteering in SNSA and KTPH, he has volunteered himself as a befriender with the Handicaps Welfare Association in 2012 and the Disabled People’s Association in 2015.

Eugene started his volunteer work with the Ang Mo Kio-Thye Hua Kwan Hospital in 2017 and has clocked an amazing 535 volunteering hours at the Hospital! He participated regularly in the Hospital’s Karaoke and Music Therapy Programmes which are held on every Wednesday and Thursday. Even on rainy days, his passion for volunteerism did not stop him from coming for our programmes on a weekly basis. He would always arrive earlier so that he could engage and befriend the stroke patients in the wards, sharing his enriching and fulfilling experiences with the stroke patients and their family members. He also motivated the stroke patients to participate in the Karaoke and Music Therapy Programmes which could help them relax and as a form of stress-relief.

Eugene’s volunteerism has rubbed off on his seven-year-old son Miguel who joins him on his befriending activities. Miguel had been following Eugene to these programmes since he was five (there was no one at home to look after him at that point in time), and he has even attended training sessions for volunteers. Eugene’s intention is to help Miguel be more aware, independent and responsible by interacting with stroke patients which helps with their recovery.

Eugene, who moves around Ang Mo Kio-Thye Hua Kwan Hospital with a walking stick, is now “happy, contented and peaceful”. Those dark days are long gone, but the experience of having lived through stroke is fuelling Eugene’s fire to raise awareness of stroke to help our stroke patients on their journey to recovery.


EXTENSIVE CARE WITH HOLISTIC FACILITIES

OUR SERVICES AND FACILITIESCore Services

Ventilatory Support Care Wound Care

Inpatient Rehabilitation

Sub-acute care

Dementia care

Palliative care

Renal care

Support and management of patients with tracheostomy and home ventilator as well as non-invasive ventilation machines such as Bilevel Positive Pressure (BIPAP) and Continuous Positive Airway Pressure (CPAP).

We provide a wide spectrum of wound care, ranging from acute post-surgical wounds to chronic vascular wounds. Certified in wound care, our nurses are trained in surgical debridement and the use of various wound products, including VAC dressing. Our goal is to accelerate healing and provide optimal comfort for our patients.

Personalised care plans designed by our health care team aim to assist patients in regaining their physical mobility. We cater to patients recovering from stroke, fractures and other debilitating conditions.

Comprehensive medical care for patients with complex medical conditions requiring higher levels of support and rehabilitation.

Specialised activity-based care that is dedicated to improving the well-being of patients with dementia by providing the necessary support and training for their caregivers.

Enhanced care for patients who require palliative care and support to improve the quality of life for both patients and their family.

Peritoneal dialysis and haemodialysis care for patients with kidney disease.


Home Healthcare

Recognising the importance of helping our seniors age in the comfort of their own homes, our multidisciplinary Home Healthcare Team helps patients with the transition from the hospital back to their community. The service provides holistic post-discharge home care plans to support patients beyond the hospital.

The Day Rehabilitation Centre is an extension from the existing therapy gym to cater to patients requiring continual rehabilitation after their discharge from the hospital. This year, we are committed to achieving better rehabilitative outcomes for our patients through adopting new technology and acquiring new equipment. With a customised care plan for every patient, we aim to assist patients in regaining their independence and mobility for a smooth integration back into day-to-day life. Our team of physiotherapists, occupational therapists, speech therapists and dieticians provide a comprehensive range of services for patients suffering from a variety of medical conditions.

No. of Home Visits

Home Nursing

Home Medical

Home Theraphy

Age <=59 Male

Age >=60 Female

No. of Patients No. of Hours

1745544

2,368225121

1,18411361

8% 48%

92% 52%

Day Rehabilitation Centre

Total hours of served 19,233.75 Hrs

1,154,025 Mins

Total number of sessions

15,387

Female

Age <=59

202 Patients

62 Patients

132 Patients

272 Patients

Male

Private Hospitals

TOTAL

334 Patients


Dialysis Centre

Our Dialysis Centre commenced operations on 1 July 2017. The quiet and conducive environment enables patients to rest while undergoing dialysis treatment with minimal disturbance. We are the first Community Hospital with a dialysis centre offering haemodialysis and peritoneal dialysis.

Total Number of dialysis sessions

9,428

Total Number of patients served

959

Healing Hub

Community Health Centre

The healing hub is a one-stop hub which dispenses medication for inpatients as well as offering general medication, wound dressings, limb support aids, home diagnostic equipment as well as health supplements for outpatients as well as the general public.

Launched in September 2016, the Community Health Centre (CHC) aims to keep up with the model of care for the future as it shifts beyond the hospital to the community. In line with Diabetes being a key long-term health issue for Singapore, our CHC offers Diabetic Health Services such as the Diabetic Retinal Photography, Diabetic Foot Screening, Nurse Counselling & Education and Dietetic Services, providing convenience to the community. Patients are able to obtain a referral for these services by visiting their General Practitioners (GPs).

Number of patients served

865


ADVANCING REHABILITATION WITH INITIATIVES AND TECHNOLOGY

OUR EQUIPMENTKinestica Bimeo PRO

Jintronix

HOW THE MACHINE WORKS

The “Kinestica™ Bimeo PRO” is a form of Virtual Reality Therapy (VRT) designed with a sensor-based Upper Limb (UL) device for UL rehabilitation amongst post-stroke patients. Bimeo utilises games and proven rehabilitation methods to provide patients with “Activities of Daily Living”-type exercises. Bimeo facilitates improvement in upper limb range of motion, coordination skills, muscle strength and other motor deficits amongst participants.

HOW THE MACHINE WORKS Jintronix is an online virtual rehabilitation software where the patient’s motion is captured via Kinect camera and interactive visual and audio feedback is provided during the patient’s performance to the selected programmes. The system has therapeutic exercises, activities and functional assessments. The therapy programs have various levels of difficulty and frequency that can be customised according to the patient’s functional and participation level. It offers an enjoyable experience and empowerment for the patients to monitor their progress and engage actively. The therapist can access data on the patient’s performance to identify areas of improvement and to adjust the treatment accordingly to attain optimal functional recovery.

IMPACT ON RECOVERY

Patients show increased effectiveness of upper limb rehabilitation and show improvements in their Modified Barthel Index scores.

IMPACT ON RECOVERY Patients are engaged as they are able to gauge their performance and are encouraged to put in more effort. Less manpower is required as the program is relatively hands-free, enabling the therapist to focus on the patient’s therapy.


RECOVERY SUPPORT PROGRAMMESSimulated Supermarket Self-management For Chronic Patients

Percussion Group Advance Care Planning (ACP)

Patients are trained for independence in the community while working on cognitive, motor and perceptual abilities. The programme helps to promote activity participation, and enhance social and communication skills among the group members.

Patient goes through money management, planning, sequencing, reaching out while balancing and negotiating challenges in real world. Patients no longer need to go to a supermarket to practice the skills.

The objective of the programme is enhanced awareness of the needs for Self-Management of Chronic Diseases and empowering individuals through providing skills for Self-Management. The programme was piloted to run for 3 weeks in each cycle whereby one area of self-management was to be addressed each week, namely medical, behavioral and emotional management. A total of 6 sessions were run with participants from Day Rehabilitation and inpatients.

A collaborative group activity run by therapists and volunteers. Patients with conditions like anxiety, depression, low mood, dementia with challenging behaviours or decreased activity participation during conventional therapy are given the opportunity to play various instruments ranging from hand drums to hand-held instruments. The programme helps to promote activity participation, and enhance social and communication skills among the group members.

ACP facilitation was revamped by putting in new processes as well as new referral workflows, tapping on the existing Aurora system for referrals. The Medical Social Workers (MSW) completed 4 ACPs, while 6 patients were transferred out before their ACP was completed. Referral workflows and processes were improved and for the team doctors to refer via an ordering system, with the indication of 4 main points upon referral (diagnosis of patient, prognosis of patient (if any), language spoken, and consent obtained by either patient or family).


Walking Club Stroke Support Management Group (Living Well After Stroke)

Elderly Outing Conditioning Exercise with Seated Tai Chi Group

Patients are encouraged to engage themselves in an added dose of exercise aside from regular therapy. Patient who are suitable and are medically stable, are assisted by Therapist Assistants for fun-walks. The project was initiated in February 2020 and so far 89 patients have benefitted from it.

This programme is designed to reach out to Day Rehabilitation Centre (DRC) clients and caregivers to enhance the quality of life of stroke survivors by helping them to build their confidence and ability to take charge of their own health through education, equipment and empowerment. Two workshops have been conducted. So far 7 clients have benefitted from the programme.

These activities are funded by the Community Foundation of Singapore, a charitable organisation that provides funds to organise regular outings for disadvantaged seniors with difficulties in mobility. This is to generate a sense of belonging and well-being in these home-bound seniors.

DRC has organised 4 outings for the clients including a community integration to NTUC FairPrice at AMK Hub, where clients were given $20 in vouchers to engage them in shopping as part of community integration training. Clients were able to experience and learn how to manage their wheelchairs in the supermarket environment and crowded places. It also allowed the staff to observe the client’s level of involvement and provide them necessary advice and help.

Other outings included a guided tour to the Malay Heritage Centre with a guided tour by Heritage Care, a visit to the River Safari as well as an excursion to the Gardens by the Bay.

44 clients have benefitted from these outings and each client is assisted by a caregiver and 2 staff.

This programme focuses on preventing falls among the elderly and preparing them to be independent in the community. This group exercise incorporates the OTAGO Exercise Programme and seated tai chi. We encourage clients to exercise in a group, and to practise some of the same exercise as part of their Home Exercise Programme (handout provided). Clients were reviewed once they completed 20 sessions. Improvements were seen in their perceived functional performance such self-reported health, confidence to keep from falling, activity restrictions because of walking difficulties and self-reported functional ability (walking/standing up).

Three out of the eleven participants were discharged from the group and are currently independent in the community and are able to take public transport. The remaining participants decided to continue with the programme as they are still observing progress and are enjoying the group activities. Over the course of this programme, we conducted weekly consultations with participants to address their concerns regarding their health, pain, community mobility and community integration activities.

This group is currently run by 2 Therapy Assistants trained in seated tai chi and Otago Exercise.


ENRICHING EXPERIENCE WITH CONSISTENT TRAINING

STAFF ACHIEVEMENTSCommunity Care Manpower Development Award (CCMDA)

We recognise the need for staff to go for further training or studies to develop profesionally so that they are better able to implement best practices for patient care at AMK-THKH. The Community Care Manpower Development Award (CCMDA) provides our staff the necessary support to pursue and grow their career in the Community Care sector.

14 Award

Recipients


Singapore Sports Disability Award 2019

Social Service Fellowship Award 2019

Singapore Health Quality Service Awards 2020

This award aims to recognise achievements and contributions made by individuals or groups to the development of disability sports. The Ang Mo Kio-Thye Hua Kwan Hospital and Tan Tock Seng Hospital received this award in recognition of support for this initiative.

Singapore Health Quality Service Awards (SHQSA) is a nationwide award to recognise and celebrate the exemplary efforts of healthcare professionals in improving patient experience.

43 Gold

120 Silver

42 Star

Mr Shekhar Sinha, Director of Allied Health, was presented with Social Service Fellowship Award 2019 in recognition for his contribution to the Social Service Sector. He works in partnership with the Ministry of Social and Family Development (MSF) to develop the Continuing Professional Development frameworks for other social service professionals, and is involved in research projects with the National Council of Social Service (NCSS) Voluntary Welfare Organisation Development, Advocacy & Research Team, Human Resource Capability Development and Social Service Institute. Mr Sinha, who sits on the MSF and NCSS committees and interview panels where his professional expertise is tapped on, is also a mentor to other social service professionals.


OUR STAFFStaff Profile Staff Development

Preceptorship Programme

Gerontology Nursing Course

Clinical Instructor Course

The nursing department at Ang Mo Kio-Thye Hua Kwan Hospital has launched an in-house Preceptorship Programme. In the inaugural batch, a total of 20 registered nurses completed the Preceptorship programme successfully. This programme aims to develop and prepare advanced beginner nurses for the role of preceptor to junior nurses. It is hoped that the values, skills and knowledge taught will be able to help them in their new role in preceptorship and they are able to provide effective guidance and supervision to junior nurses.

Another first in Nursing Education is the Gerontology Nursing Course. It is an eight-month part-time formalised course which aims to prepare and equip registered nurses with the knowledge, skills and attitudes to meet the needs of the older person in the hospital. The need for this programme arose because more than 80% of our patient population is aged 65 years old and above. The course was officially launched in October 2019. Four participants were recruited and they completed the programme in May 2020.

To beef up our nurses’ professional development, the hospital also started its first Clinical Instructor (CI) Course for Registered Nurses. This training programme is required by the Singapore Nursing Board for accreditation as a provider of placements for clinical training for those from post-secondary educational institutions. The latter needs to ensure the CI is competent and has the experience to supervise, coach and guide students to achieve their practice / internship training successfully. Our first batch of 25 CI graduated on 25 Oct 2019.

JOB CATEGORY

Administration Medical

Nursing

Allied Health

112 27

284151

TOTAL 574


Introduction to Organisation Development Workshop

Conversational Malay for Healthcare Staff

Fundamentals of Skin Care Management (blended learning)

Project a Positive and Professional Image

The Hospital is engaged in an Organisation Development Transformation (ODT) project with funding from National Council of Social Service (NCSS) spanning 1 October 2019 to 30 September 2021. This involves a diagnosis using Enterprise Singapore’s Business Excellence framework, leading to the conceptualisation of a strategy plan, and implementation of prioritised areas of transformation, followed by a post-transformation assessment. Thirty-two staff attended and shared their views during a workshop on “Introduction to Organisation Development”.

This course aimed to build a strong foundation in Malay pronunciation and articulation for our staff, building up their competency in speaking and listening basic conversational skills; and grammar and sentence structure for daily use with our clients. Fifteen of our staff benefitted from this course.

This blended learning course was developed by the nursing team and covers the anatomy and physiology of the integumentary system, skin assessment, plan interventions, updating nurses’ knowledge and skills.

The course had 13 runs, between 10 May and 28 June 2019 (inclusive) and a total of 107 AMK-THKH staff and 26 THK Moral Charities staff had attended the course.

This one-day core training for all frontline staff covers the skills and knowledge to equip service professionals with the right grooming and professional image skills required for building confidence and projecting a positive image. It also involved equipping our staff with a positive and customer-oriented mindset to impress and “wow” our clients in their day-to-day engagement with them. To date, 90 staff had participated in this course.

Staff Wellbeing

Fruits Day

Healthcarers’ Day

Financial Literacy Talks

National Steps Corporate Challenge

As part of the Hospital’s efforts in promoting a healthy lifestyle, the HR Department has been distributing fruits to all staff once a month since July 2019. Different types of fruits are distributed each month, e.g., apples, oranges, pears and bananas.

This event was organised by the Healthcare Services Employees’ Union (HESU) and AMK-THKH branch committee in appreciation of our healthcare workers.

Staff were able to purchase products at the various booths in this event at special discounts. Union members also collected their limited edition of 30th

Anniversary EZ-link charm and purchased movie tickets at a discounted rate.

The Hospital engaged financial institutions to conduct various financial literacy talks for our staff on will writing, retirement planning. Over 100 staff had attended one or more of these talks

To encourage our staff to stay active, we took part in the National Steps Challenge (Season 5) held between 13 January and 26 April 2020. Two hundred and thirty-five of our employees signed up to represent us in the Corporate Challenge portion of the initiative.


14 JUN 08 AUG

30 JUN 01-04 OCT

HOSPITAL EVENTS 2019/2020

Movie Nite 2019 Nurses’ Day Appreciation 2019

Exercise Heartbeat 2019 Nurses’ Day Lunch 2019

Hari Raya / Beyond Hospital to Community 2019

National Day Observance Ceremony 2019

Inter-racial, Inter-religious Telematch 2019

Allied Health Day 2019

30 APR 01 AUG

26 JUN 19 AUG


29 OCT

29 NOV

Trustees’ Lunch 2019

Quality Day 2019

Chinese New Year Celebration 2020

Deepavali Celebration 2019

Glitz & Glamour – AMK-THKH Staff Appreciation Nite 2019

15 OCT

06 NOV

07 FEB


OUR DONORS

In Acknowledgement of Our Valued Donors

83%

9%8%

DONATIONS

Corporates

Community Partners

Individuals

Major corporate donors (>$1,000)

Absolute Maintenance Services Pte Ltd

C J Management And Development Pte Ltd

Cosby Pte Ltd

Deutsche Bank AG Filiale Singapore

Digimatic Media Pte Ltd

First Corp Pte Ltd

GS Technology Pte Ltd

Jack Investment Pte Ltd

Jimmy Textiles

Mecredo Pte Ltd

Power Team Technologies (S) Pte Ltd


As we move into a challenging new year, the Hospital will reassess, reconfigure and reinvent itself for better functionality, efficiency and productivity as we adapt to the “new normal” brought on by the global pandemic. We will focus on building organisational capabilities, enhance current practices with new technology, and continue to focus on re-integrating patients back into society through the provision of good-quality rehabilitation care that is anchored on value-driven principles.

The hospital will also embark on various training and research initiatives, collaborations and community-driven projects to enhance AMK-THKH’s value proposition to its stakeholders.

Ang Mo Kio - Thye Hua Kwan Hospital Annual Report 2019/2020 68

FINANCIAL REPORT

Ang Mo Kio - Thye Hua Kwan Hospital Ltd (A Company limited by guarantee and not having a share capital)

Annual Report Year ended 31 MARCH 2020

Registration Number : 200201385C (Registered under the Charities Act, Chapter 37)


17 Ang Mo Kio Avenue 9 Singapore 569766

+65 6453 8033

+65 6454 1729

[email protected]

www.amkh.org.sg

AMKTHKH @amk_thk_hospital

annual report - thye hua kwan hospital

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