TOWARDS A COMMON GOAL

ANNUAL REPORT FY2017

PMS 362 CC78 M0 Y99 K0R39 G177 B76

PMS 301 CC93 M60 Y13 K0R7 G102 B160

CEO’S MESSAGE

FY2017 marked an exciting year as Bright Vision Hospital (BVH)

embarked on a new journey as part of SingHealth Community Hospitals (SCH). Joining BVH to form Singapore’s only cluster of community hospitals are Sengkang Community Hospital and Outram Community Hospital, which open in August 2018 and 2020 respectively.

Under SCH, BVH contributes its experience while benefitting from the greater economies of scale and exchange of best practices. We are confident that as part of a larger family, BVH will go from strength to strength and play an even more vital role in the Intermediate and Long Term Care sector.

In this FY, BVH has emerged with the best results out of all cluster-operated Community Hospitals in the latest Ministry of Health Patient Experience Survey, an annual survey that assesses patients’ satisfaction with public healthcare institutions. This achievement would not have been possible without staff’s unwavering dedication to serve and strong team spirit.

The synergy of our multidisciplinary team at BVH was also key in driving several initiatives to improve the quality of care services:

• Hand hygiene campaign to educate staff, patients and caregivers on the importance of infection control

• Catheter Associated Urinary Tract Infection (CAUTI) team that redoubled efforts to lower UTI rates among patients

• Fall prevention campaign for patient safety

• Opening of weekend admission for patients to transit smoothly between BVH and general hospitals

• Integrated Primary Care (iPCARE) programme that involves GPs and community partners to care for patients with complex social and medical needs after their discharge

Going beyond clinical care to meet patients’ multidimensional needs, we cannot work alone. BVH will continue to engage community partners and forge effective collaborations so that patients are cared for holistically. A recent project of patients creating a mosaic mural as a form of art therapy, for example, involved our volunteers, Central Singapore Community Development Council and National Arts Council.

BVH will also tap on the collective network of SCH so that partnerships and initiatives get extended beyond one institution to benefit more patients.

Moving forward, we remain committed to putting patients at the heart of all we do. And we will continue working hand-in-hand with caregivers, community partners and our volunteers to deliver person-centred care to achieve health goals with our patients!

MS MARGARET LEEChief Executive OfficerBright Vision Hospital

BVH LEADERSHIP

CORPORATE GOVERNANCEBVH is in compliance with the Code of Governance for Charities and IPC. View the FY17 Code Compliance Checklist here: https://www.charitycouncil.org.sg/Our Work/Code Of Governance.aspx

CONFLICT OF INTEREST POLICYAll members and employees of BVH are required to read and understand a Conflict of Interest Policy and make full disclosure of any interests, relationships and holdings that could potentially result in a conflict of interest. When a conflict of interest situation arises, the member or employee shall abstain from participating in the discussion, decision making and voting on the matter.

BOARD OF DIRECTORSChairman:Mr Lim Cheng Teck

Members:Prof Ang Ching Lye (till 30 June 2018)Ms Mable Chan Kam ManProf Christopher ChengMr Fong Kwok JenA/Prof Goh Lee Gan (till 30 June 2018)Mr Alex Lee Ka ButProf Tan Ser KiatMr Teo Chiang LongDr Wong Tien HuaMr Robert Yam Mow Lam

FACILITY MEDIFUND COMMITTEE Chairman:Mr Vincent Koh

Members: Mr Au Yeong Hoh Wai Mr Tu Myint

MANAGEMENTChief Executive Officer:Ms Margaret Lee

Director, Medical:A/Prof Lee Kheng Hock

Assistant Nursing Director: Mdm Magheshwari Sabapathy

Manager, CEO’s Office:Mr Darren Thng

Finance Manager: Ms Josephine Tan

Human Resource and Admin Manager:Ms Treffany Liew

Communications & Service Quality Senior Manager:Ms Junaidah Hameed

Information Technology:Ms Lisa Lim

Operations Manager:Ms Quah Lee Phing (till 29 July 2018)Mr Darren Thng (covering)

Annual Report FY2017 1

REFLECTIONS FINANCIAL YEAR 2017

• Hand Hygiene InitiativesDec 2015 – Dec 2016Clean hands save lives. Everyone has a role to play in hand hygiene. BVH actively encourages staff to have competent and clean hands. BVH has exceeded the Hand Hygiene standards set by SingHealth.

• Staff Vaccination Programme e-RecordMar 2017 – Jul 2017With the implementation of electronic record keeping for staff vaccination, entering and retrieval of information is simplified and more more accurate. BVH achieved 96% vaccination in the last exercise.

• Catheter Associated Urinary Tract Infection (CAUTI) Initiative 21 Apr 2016 (On-going)BVH formed a team to lower CAUTI rates. The initiatives include daily review for need of urinary catheter and training on prevention of CAUTI during ICP Program.

CAUTI Intervention: Pre and Post ComparisonPost- Intervention Pre Intervention

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CAUTI Intervention: Pre and Post Comparison

• Helping Patients With Hip FracturesFrom Feb 17 – Feb 20BVH plays an important role by providing post-acute rehabilitation for patients with hip fractures after their transfer from an acute hospital.

• Integrated Primary Care (iPCARE) ProgrammeFrom Apr 17 (On-going)This initiative to care for patients with complex social and medical needs after their discharge has benefitted more than 262 patients with the help of partner GPs and VWOs.

iPCARE patients have access to a dedicated 24/7 hotline where they can call in case of emergency or to update the doctor on their condition. This, coupled with a routine visit by the BVH iPCARE Team, prevents future deterioration that may lead to re-admission.

• Helping Patients Return Home SoonerFrom Aug 17 (On-going)Medical social workers and doctors conduct fortnightly reviews to identify and collaboratively manage patients with challenging discharge issues.

• Making Memories LastFrom Aug 17 – Jul 18Medical social workers engaged our palliative patients to find out what they thought about leaving behind a legacy and how it can help provide a sense of dignity and improve well-being.

• Project VIBE From 29 May 17 – 03 July 17 With the help of caregivers and volunteers, patients were encouraged to use the variety of colours and patterns as an expression of their feelings. The final artwork was translated into a masterpiece for hope, love and compassion, and currently on display at Level 2. This initiative was a collaboration with Central CDC and the National Arts Council.

IMPROVING PATIENT EXPERIENCE

Bright Vision Hospital2

• A new training programme was rolled out, focusing on service values and philosophy of care by fostering the desired service culture within the hospitals under SingHealth Community Hospitals. It includes a “Train-the-Trainer” component to equip selected healthcare staff to provide consistent service quality training in the long-term.

• Partnered with Migrant Workers Centre (MWC) to advise all new foreign staff of their rights. MWC also provides free legal advice.

• Organised language classes (English, Mandarin and dialects) to improve staff communication skills.

• BVH scored highest among cluster-operated community hospitals in the MOH Patient Experience Survey 2018

• MOH Nurses’ Merit Award 2017/18 Nursing Officer Yeung Chee Yan

• Healthcare Humanitarian Awards 2017/8 Nursing Officer Liew Lee Foong

• SingHealth Quality Service Award 2017 109 staff, Star: 2, Gold: 17, Silver 90

• BVH Service Quality Award15 Merit and 1 Silver

• Started in March 2017, the spot cooling system provides patients with a more comfortable stay.

• BVH’s building got a fresher look and new weather-proof paint in April 2017.

• The drain pipe from BVH’s roof to SkyCafe flooring has been channelled to level 2 parapet to prevent flooding during heavy downpour.

Constant worry over costly replacement of damaged seat cushions in the hospital’s fleet of vehicles is now over

Finding a sustainable way to protect the cushion covering over the seat rails and save on cost of having to frequently replace badly damaged seat cushions.

Safekeeping of Patient Property: Fear of losing things and inefficiency of repeated counting

To decrease the amount of time spent on handling patients’ property from 645 mins per week to 315 mins per week, and reduce the probability of property loss during in transit.

Ready for Checkout: Facilitating Terminal Discharge After Office Hours

Understanding barriers that hinder terminal discharge planning after office hours and creating a workflow to guide ward staff.

Why some caregivers fear their uncommunicative patients may miss their tube feeds

Allaying caregiver anxiety about tube feeding for uncommunicative patients and improving inter-staff communication to reduce the potential for feeding errors or “mis-feeds”.

EMPOWERING OUR STAFF QUALITY IMPROVEMENT PROJECTS

AWARDS & RECOGNITION

FACILITIES IMPROVEMENTS

1

2

3

3

Annual Report FY2017 3

OUR PATIENTS

MONTHLY INCOME OF PATIENTSIncome Grp Actual %

$0 - $700 902 52.4%

$701 - $1,100 219 12.7%

$1,101 - $1,800 255 14.8%

$1,801 - $2,600 142 8.2%

$2,601 - $3,100 68 4.0%

$3,101 and above 136 7.9%

Total 1,722 100.0%

LEVEL OF SUBSIDY RECEIVEDGovernment Subsidy Level

Actual %

51% - 75% 1,095 63.6%

26% - 50% 454 26.4%

25% and below 173 10.0%

GENDER PROFILEGender Actual %

Male 858 49.80%

Female 864 50.20%

Total 1,722 100.00%

51% - 75%

26% - 50%

25% and below

Bright Vision Hospital4

CAREGIVER TRAINING

AGE PROFILE

PATIENTS REFERRED TO BVH IN FY17

TOTAL NUMBER OF TRAINING SESSIONS

3,568PHYSIOTHERAPY SESSIONS

1,084OCCUPATIONAL THERAPY SESSIONS

2,201SPEECH THERAPY SESSIONS

283

Restructured Hospitals (SGH)

61-80

21-40 81-100

41-60 Above 100

Specialty Centres (NCCS)

Others

76.8%

2.2%21%

0.8%0.4%

13.4%

57.1%

28.3%

Annual Report FY2017 5

BARTHEL INDEX*

21% BED OCCUPANCY

87%

OUR PATIENTS

TOTAL NUMBER OF INPATIENT DISCHARGES

1,749REHABILITATION / SUB ACUTE

1,533PALLIATIVE

202LONG TERM CARE (CHRONIC SICK)

14

TOTAL NUMBER OF PATIENT DAYS FOR INPATIENT

76,549REHABILITATION / SUB ACUTE

50,928PALLIATIVE

5,681LONG TERM CARE (CHRONIC SICK)

19,940

* Barthel Index is an ordinal scale used to measure performance in activities of daily living.

OUTPATIENT ATTENDANCE FOR FY2017

DAY REHABILITATION CENTRE

10,023COMMUNITY & CONTINUING CARE CLINIC

2,101Bright Vision Hospital6

COMMUNITY ENGAGEMENT

TOTAL NUMBER OF PATIENTS’

ACTIVITIES

25

TOTAL NUMBER OF

ORGANISATIONS VOLUNTEERED

47

TOTAL SESSIONS OF PATIENTS’

ACTIVITIES

487

TOTAL NUMBER OF

HOURS VOLUNTEERED

4,452

TOTAL AMOUNT RAISED FOR NEEDY PATIENTS*

$1,019,457.92

TOTAL VOLUNTEER HOURS (GROUPS + INDIVIDUALS)

8,119 NUMBER OF PEOPLE DONATED

2,621 INDIVIDUALS

97 CORPORATES

AMOUNT RAISED FOR CHARITY EVENT

RACE FOR CHARITY

$319, 842.20FLAG DAY

$204, 259.95

* Include walk-in, mail-in, Giro, mailer and from Giving.sg

Annual Report FY2017 7

NUMBER OF STAFF

452TOTAL NUMBER OF TRAINING HOURS

21,805AGGREGATE AMOUNT OF THE

TOTAL REMUNERATION

$100,000 - $150,000:3 PERSONS

STAFF

Bright Vision Hospital8

iPCARE+From Apr 18 – Apr 20

With neighbourhood GPs taking over the care of BVH patients on the iPCARE programme, the Hospital is now in talks with the Community Network for Seniors to ensure smoother and well-planned transition back into the community.

FALL PREVENTIONFrom Feb 18 – 31 Dec 18

BVH set up a fall prevention workgroup and launched a 2-month campaign in February 2018 to create awareness and increase patient education on fall prevention. Efforts to encourage and recognise active fall prevention are on going throughout the year.

WEEKEND ADMISSIONSApr 18 onwards

Weekend admission was introduced at BVH in April 2018. This hastens the process of transfer for suitable patients from acute hospitals to BVH.

ESTHER’S APPROACH TO SURVEY PATIENT NEEDSFrom April 18 – Mar 19

Taking from the SingHealth Regional Health System’s Esther Programme, BVH medical social workers (MSW) is conducting a study involving patients who have complex needs or need care from more than one service provider.

50 of these ‘Esthers’ will be enlisted in a survey to determine if they have defined needs that could be addressed through either running a psycho education programme or organising other forms of activities that are meaningful to patients and leads to quality improvement.

The survey may help MSWs develop new ideas for more effective programmes based on direct patient feedback.

FUTURE GOALS AND PLANS

Annual Report FY2017 9

PMS 362 CC78 M0 Y99 K0R39 G177 B76

PMS 301 CC93 M60 Y13 K0R7 G102 B160

5 Lorong Napiri, Singapore 547530Tel : (65) 6248 5755Fax : (65) 6881 3872

www.bvh.org.sg