NUS Medicine : Strategic plans

Associate Professor Koh Dow Rhoon

Director, International Relations
Yong Loo Lin School of Medicine
National University of Singapore
National University Health System

15 Dec 2017
Yogyakarta, Indonesia

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Singapore: Healthcare priorities

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 Healthcare: 3 beyonds
To Prepare For The Future
Beyond Hospital to Community
• Managing regional health
• Transforming primary care
• Developing aged care in the community

Beyond Quality to Value

• Ensuring appropriate care
• Making healthcare manpower more efficient through innovation

Beyond Healthcare to Health

• Ageing actively
• Moving upstream to health; war on diabetes

• Better Health • Better Care • Better Life

MOH

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 Three New Integrated Clusters
Central region - National Healthcare Group (NHG) and
Alexandra Health System (AHS)
Eastern region - Singapore Health Services (SingHealth) and
Eastern Health Alliance (EHA)
Western region - National University Health System (NUHS)
and Jurong Health Services (JurongHealth)

KTPH & YCH

WIHC

SKGH & SKCH

BVCH IMH

NTFGH & JCH CGH

NUH TTSH & IICH
KKH

ALEXCAMPUS

SGH & OCH

MOH

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NUHS : Aligning of missions

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 What Defines An Organization?

Why Are We Here Vision, Mission Values

Purpose
People
Culture

What ultimately
differentiates us
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 Values, Vision and Mission defines organisation's behaviour

• the Values, Vision and Mission needs to percolate to every aspect of the organisation and
Develop and Publish Values, every employee must understand what the organisation wants to do and who it is for

Vision and Mission

• the abstract values of the Mission must be translated to actionable plans that must be
Develop clear Strategies and clearly understood by all employees

Plans to achieve the Mission

Identify Critical Success Factors • every Strategy should have a CSF

• Core Processes are built around the CSF to move the organisation towards success
(CSF) and Core Processes • Extraneous processes are removed or reduced

Align management structure to • Resources are aligned to the Core Processes and managements teams within the
organisation are responsible for specific Core Processes
Core Processes • Resources allocated outside of the Core Processes are to be reviewed and realigned

• Foster attitude of employees toward achieving quality

Nurture employee through training
and Empower them to take
ownership to drive improvement
• Develop abilities of employees so that they can perform their tasks within Core Processes
well
• Enable employees to make changes to processes to achieve the desired goal
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Strategic Alignment of Resources to VVM

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 NUHS’ Vision
A Healthy Community

Shaping medicine ∙ Transforming care

NUHS’ Mission
To advance health
by synergising care, education and research,
in partnership with patients and the community
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National University Health System

NUHS

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 NUHS: Tripartite Mission
Reinforcing Synergies
Research with impact
Leader in education Better solutions for the health
Inspiring & mentoring the next problems affecting our population
generation of leaders

Better care for

our Patients

Better clinical care

Better outcomes;
new diagnostics, treatments;
new delivery models

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 NUS Medicine
Proudly Singaporean

Training well-spring of
> 10,000 alumni
Singapore Medicine

Leading medical school in Asia

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 NUS Medicine

18 Departments and 2 Centres

• Alice Lee Centre for Nursing Studies • Orthopaedic Surgery
• Anaesthesia • Otolaryngology
• Anatomy • Paediatrics
• Biochemistry • Pathology
• Diagnostic Radiology • Pharmacology
• Division of Graduate Medical Studies • Physiology
• Medicine • Psychological Medicine
• Microbiology & Immunology • Surgery
• Obstetrics & Gynaecology • Centre for Biomedical Ethics
• Ophthalmology • Centre for Medical Education

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NUS Medicine: Strategic plans

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Virtuous Circle in Education
To nurture competent, compassionate, creative,  Vision Mission Values
community-responsive and innovative doctors and  Values-based Admission
nurses for Singapore  Values & Professionism development
Values-  House / Peer Mentor

Driven
 Active cross-disciplinary / faculty /
institution collaborations
Action
 Nurture healthcare teams to transform [4/7] Interactive
healthcare teaching
ALCNS [5/7] Virtual Reality

Mastery-
Aspirational
Based

 Inter-Professional Education
 Continuous Education & Training (CET)
 Staff Development
 Blended Learning
 Feedback  Learning Space / IMLC
 Patient Outcome & Experience
 Accreditation
 Data Analytics and VDO
Outcome-
 Education Research Community-
Focused
Centric
[1/7] Valued member in healthcare team
 Alumni Network
 Stakeholder Engagement
[3/7] Student publications  Care Integration Empanelment

[6/7] GEQ >90% [7/7] Medical Education 2/7 GoHelp

Scholarship
Nurturing Values

Longitudinal Patient Experience Serving the Community

Empathy Compassion
Silent
Mentors
Respect Mentoring

Houses

Team Training Role Models

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 Research Aims
Improve population health in Singapore
Improve the quality & safety of healthcare
Improve diagnosis and treatment to deliver better health
Contribute to economic outcomes

FOCUS DISEASES STRATEGIES

Leading causes of disease

in Singapore Cancer Core Partnering
platforms
Cardiovascular
Ageing population
Diabetes / Obesity
Research
Infectious Disease programmes Multiply
Asian phenotype Funding
Neuroscience
People
Basic science & Translation

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 • Population Health

Strategy Map for Higher Research Impact •

•
•
Policy Improvement
Practice of Medicine
Products for Better
Diagnosis & Treatment

 Summit Research Programmes (SRPs)

 Summit Programmes in Innovation (SPIN)
 Multi-disciplinary teams
 Empower faculty Programmes
 Attract and retain the best talent
 Develop, nurture and train the next
generation of clinician scientists and basic
scientists

Multiply
People
Funding

 Seed-funding
 Competitive Grants / Industry
 Donations

 Collaborations between basic scientists  Cutting-edge technology platforms

and clinicians  CIRC, CNRC, CHSPR
 Leverage on NUS’ unique advantage in Partnering
core research and impactful patient care Platforms
programmes
 Partnership with A*STAR
Combatting Ageing: Leadership & Strategy

NUHS Centre for Healthy Ageing

• To pursue leading research in basic
understanding of ageing, novel therapeutics
and treatment options
• To test new technology to enable ageing in
place
• To educate future leaders in gerontology,
Distinguished Prof Brian Kennedy
geriatrics and ageing
• To enhance quality of life and add healthy
years to life for older people through new
models of care integrating health, mental
and psychosocial wellbeing
• To improve knowledge on ageing and
lifestyle advice for healthy and successful
ageing

Alexandra Campus

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Building Closer Ties: NUS Medicine & A*STAR

Continue to look out for more

opportunities to partner with A*STAR!

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 The Way Forward
• Good governance in public health and healthcare delivery
• Expenditure in education and research are investments and not pure
costs
• Whole of society approach
• Government – Framework for accessible, affordable, value driven health
and healthcare (Outcome / Cost); ensuring good governance
• Academia – Developing the workforce; identifying and prioritizing
problems; developing solutions to proof‐of‐concept
• Healthcare Professionals – Value Driven Outcomes (Outcome / Cost)
• Industry – Developing solutions with academia and taking them to
market
• Media‐ Influencing how population thinks and acts
• Civic Society – Mobilizing the population

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Thank you

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