Making. an Impact. Annual. report

Making an Impact Annual report 2011/2012

Profile St Luke s Hospital (SLH) is a 185-bed Christian community hospital providing medical, nursing and rehabilitative care, for the needy and sick elderly, regardless of race or religion. The spectrum of care at SLH includes inpatient services, outpatient clinics as well as day rehab and home healthcare services. Serving, in a year, 1,900 inpatients, conducting more than 8,300 outpatient clinics sessions and 10,800 day rehab sessions, SLH is an integral part of the healthcare eco-system in the west of Singapore. As a voluntary welfare organisation (VWO), SLH is supported by funds from the Ministry of Health, Christian organisations, community organisations and public donations. It has been accorded the Institute of Public Character (IPC) status since August 1994. Subsidiary - St Luke s ElderCare Birthed in 1999, with St Luke s Hospital s recognition of the need for community-based integrated care downstream, St Luke s ElderCare ( SLEC ) commenced operations in 2001. It is an organisation, reaching out to the senior population, through its 11 centres located throughout the Singapore heartlands. It seeks to provide progressive and innovative programmes to meet the needs of the elderly, their families and caregivers. Currently, it provides social day care for about 730 clients and active day rehab to about 550 clients. Vision To be a Christian Community hospital of excellence, showing God s love and compassion in caring, especially for the elderly. Mission We are committed to providing quality, holistic and compassionate care to our patients. Core Values Compassion We strive for quality, patient-centred care, treating every patient with compassion, empathy and sensitivity. Holistic Care We strive to care for our patients as a whole person, which include physical, mental, emotional, spiritual and social dimensions. Respect We treat all people (patients, relatives and colleagues) with dignity and respect, recognising all as uniquely created by God. Integrity We uphold the Christian principle of integrity and strive to work and act with honesty and fairness at all levels. Stewardship We will be faithful stewards of our God-given skills and resources, striving towards professional excellence and development of our staff and volunteers. Teamwork We strive to foster a supportive work environment where every team member is valued for his or her unique contributions. 2 Annual Report 2011/2012 - Making An Impact

Chairman s Message At St Luke s Hospital (SLH) most of our patients are patients who have suffered from traumatic debilitating events such as strokes, falls and fractures or hard-to-heal wounds before their admission to SLH. SLH s strategic intent and goal is to bring hope, holistic care and healing in a manner that recognises and respects the dignity of the person. It aims to rehabilitate the disabled, re-enable independent living and re-integrate patients into their community. SLH is a community hospital and a charity with Institution of Public Character status providing excellent care to patients with sub-acute symptoms and rehabilitation needs. Apart from medical and nursing services to address sub-acute symptoms and rehabilitation therapies, SLH also provides outpatient services, wound care clinics, day rehabilitation services and home healthcare. SLH also caters for Sub-acute and rehabilitation patients with dementia. Serving over 1,900 inpatients a year, most of whom are elderly, SLH s contributions play a significant role for healthcare in Singapore, especially in the west. Beyond the patients cared for directly by SLH, SLH s influence and impact extends beyond, through its partnerships with NUH and Jurong Health Services. With almost 80% of NUH s patients requiring sub-acute or rehabilitation being referred to SLH, and more than 50% of SLH s total inpatients coming from NUH, a close relationship exists between NUH and SLH. SLH and NUH clinicians working closely together to develop patient care plans before patients are transferred to SLH. SLH also has NUH geriatricians and other specialists conduct ward and teaching rounds at SLH. As a result of these initiatives, there is continuity and consistency in patient care. public at large, foundations and churches that came forward to help SLH cover its deficits. Our Patients Our Purpose SLH has been staying responsive to patients needs and rising care-giving expectations over the years and through the innovation of our staff we have been able to pioneer several new models of care and therapies. These have included pioneering home healthcare and professional day care services in the heartlands for the elderly in 1999, caregiver training in 2002 and outpatient clinics focused on managing the comorbidity profile of the elderly in 2005. More recently, SLH has introduced several innovative rehabilitation therapies in Singapore which include Neuro Hand Orthosis, Constraint Induced Movement Therapy, dynamic suspension walking and the use of mobile robotic elbows. SLH also recognises early the increasing prevalence and incidence of dementia in Singapore and it is among the first community hospitals to have a dementia rehabilitation ward, which has been in operation since 2007. Today, 77% of patients who were discharged from SLH have shown an improvement of 10 points or more using the Barthel Index. The Barthel Index is a composite of 10 daily activities necessary for active living. Patients are scored periodically upon admission till discharge. The improvement in the Barthel Index is a significant improvement from the 67% achieved five years ago and is a testimony of the effectiveness of the new therapies used in SLH. Barthel Index > 10 points improvement With Jurong Health Services invitation for SLH to collaborate in the planning and design and future operations aspects of Jurong Community Hospital (JCH), and the secondment of a senior SLH doctor to the post of JCH Medical Director, patients to be cared for at the new JCH to be ready in 2015 will also experience SLH s quality of care. To provide excellent clinical services, while staying affordable, especially to the less well-off in our society, is a challenging task. Deliberately holding service charges well below costs in the face of continually rising operating costs poses a major challenge for our sustainability. In the last financial year, SLH had to contend with a deficit of over three million dollars. We thank God and the many generous donors from the Within SLH, we have put in place the multi-disciplinary Special Interest Groups, covering stroke, hip fracture, wound care, chronic obstructive pulmonary disease, dementia and end-of-life care. These bring focus to the meeting of patients needs in these respective fields. Making An Impact - Annual Report 2011/2012 3

Since 2006, six Healthcare Quality Improvement & Innovation Fund Awards have been awarded to ILTC players. Of these six, three were awarded to SLH. SLH was also indirectly given one more award - as the appointed partner of the Agency for Integrated Care for the implementation of its 2011 MRSA (Methicillin Resistant Staphylococcus Aureus) Project award. SLH s Stroke Innovative Programme, an innovative rehabilitation programme for stroke patients also received the 2012 Singapore Health Quality Service Best Merit Award. These awards are a further reflection of SLH s pursuit of excellence in serving its patients. Our People - Our Strength Fundamental to delivering on SLH s strategic intent is a common heartbeat to serve, love and heal. From the ground to Board level, SLH strives to bring on board people who are aligned with its mission and are passionate for the cause. As a reflection of SLH s drive for excellence on the ground, our Director of Nursing, Ms Susie Goh, was conferred the President s Award for Nursing on 31 July 2011 by H.E. Mr S R Nathan. She was the first nurse from a community hospital to receive such recognition. She has built up an excellent team of nurses providing dedicated and compassionate care for our patients. She was the pioneer of SLH s speciality in wound management. SLH has been able to help downstream intermediate and long-term care partners through nursing and wound care advisory services. She spends an afternoon at St Joseph s Home each week and the incidence of pressure ulcers at the nursing home has dropped from 11% in 2010 to 3% in 2012. 12 of our key staff have been recognised with the Healthcare Humanity Award and nine have received MOH s Nurses Merit Award. Senior Nurse Manager, Theresa Chuah is the twelfth SLH staff to receive the Healthcare Humanities Award. Theresa is well known for her role in providing exemplary care to her patients she consistently and diligently monitors the progress of their recovery. Besides patients and their families, she pays attention to staff welfare and even arranges for outings for foreign staff to bond. Sister Theresa is also an active participant in local medical missions. Senior Staff Nurse Tan Soo Keng, our home care nurse received the 2012 Nurses Merit Award. Her years of home nursing experience, coupled with her skill in gerontological counselling, help her meet the needs of the elderly patients while educating and supporting their caregivers. A key component of SLH s ability to stay true to its calling over the years has been its clinical leadership team. SLH s key clinical leaders, six of whom have received the Healthcare Humanity Award, are well qualified and have been serving together, as a team at SLH for many years. Their shared experience at SLH brings a strong bond and alignment. This is borne out in the clinical excellence and leadership which SLH has delivered consistently over the years. Our Partners Helping to deliver seamless healthcare for Singaporeans Recognising the magnitude of the mission at hand and the broader eco-system, SLH has always sought to work closely with other providers in the healthcare community. Under MOH s Regional Health System framework of care, National University Health System (NUHS) is the acute hospital that has been paired with SLH. Since 2003, NUH has been a close partner of SLH. Collaborations include the development of integrated patient care plans through the coordination of admissions, integrated care pathways, as well as partnerships on the academic front. Several NUH clinicians are visiting consultants to SLH, conducting both ward and training rounds. SLH has also been intricately involved in NUHS development of its Family Medicine Residency Programme. SLH s Medical Director was appointed its programme director and SLH is a participating hospital for the residents. In addition, SLH takes undergraduates from the Yong Loo Lin School of Medicine for the rehabilitation and elective components of their undergraduate programme. Our Rehabilitation and Nursing Divisions also train and supervise students on attachment from NUHS Masters in Speech Therapy and Bachelor of Nursing programmes. Jurong Health Services (JHS) is another SLH partner in the western healthcare eco-system. In 2010, JHS invited SLH to collaborate in the planning and design of Jurong Community Hospital ( JCH ). SLH was happy to share from its 16-year experience in planning and managing a community hospital and to second one of its senior doctors as Medical Director of JCH. On the clinical front, SLH is also collaborating with JHS on the development of a national integrated care pathway for Chronic Obstructive Pulmonary Disease (COPD). The Agency for Integrated Care (AIC) has a strong collaborative relationship with SLH across a spectrum of projects and initiatives. Key members of SLH s 4 Annual Report 2011/2012 - Making An Impact

management team have been contributing their leadership expertise and time serving on various AIC committees. On the academic front, apart from the work with NUH, SLH also actively contributes to various other institutions. SLH supervises and trains students under attachment and internships from Ngee Ann Polytechnic, Nanyang Polytechnic and Parkway College for their Diploma in Nursing programmes and Nanyang Polytechnic for its Diploma in Physiotherapy and Occupational Therapy programmes. SLH also provides on-the-ground insights to the faculty and students of Singapore Polytechnic and ITE by collaborating on applied research projects in rehabilitation. SLH is an integral part of the Bukit Batok community. Various SLH management staff sit on the Bukit Batok CCC Welfare and Networks Committee and its Inter- Racial & Religious Confidence Circle. It has also been helping the Bukit Batok grassroots organisations raise funds for the Bukit Batok Citizens Community and Development Welfare Fund. This fund is used mainly to help needy students and residents of Bukit Batok. To better serve the community, SLH broke ground on 30 April 2012 to develop a new seven-storey wing, to accommodate 48 more sub-acute beds, an enhanced inpatient gym, an improved day rehabilitation facility and more outpatient clinics. The project is expected to be completed by end of 2013. SLH will be increasing its number of beds by 25% from 185 to 233; its staff strength will also grow from the current 328. This is the first major expansion after the wards and gyms and outpatient clinics were renovated in 2005, 2006 and 2007 respectively. The hospital s occupancy rate has been steadily on the rise, from 80% in 2009 to 90% last year. St Luke s ElderCare s (SLEC) 11 centres provide social day care services, active rehabilitation services and wellness programmes. SLEC serves more than 1,200 clients in its 11 ElderCare centres. SLEC will be setting up a new centre at Changkat by the end of the year. To achieve its charity-mission, SLH will need to continue balancing the need to keep charges affordable, financial prudence and fund raising. Apart from subsidies from the government, 90% of SLH patients also receive subsidies from SLH, which are funded by donations from the general public, foundations, churches and other organisations. These subsidies amount to about $3 million each year. As healthcare costs continue to rise, operating deficits will continue to increase. SLH s ability to maintain small net surpluses for many years, is a testimony to its strong corporate, financial stewardship and governance. This will continue to remain critical to our sustainability in the years ahead. Because of its VWO model which necessitates engagement with donors and volunteers, the work of SLH also raises awareness of the needs of the less fortunate. SLH actively reaches out to schools as volunteer partners. Sterling examples of school volunteer partners include Methodist Girls School (MGS) which has supported SLH since 2000. At MGS, concerts or band competitions have been held annually since 2000 to raise funds for SLH. It raised a record $85,000 in 2012. In addition, the MGS girls also visit the elderly on-site at SLH and engage the patients in conversation and crafts. The girls are therefore given the opportunity to cultivate skills to meet the needs of the elderly. Bendemeer Secondary School has partnered SLEC in hosting Intergenerational Games (IG) for the last 10 years. The IG is a good opportunity for the students to understand the different needs of the elderly. Through such activities, SLH and SLEC is impacting the next generation and instilling in their hearts and minds a compassion for those less fortunate. On behalf of the Board of Directors, I would like to thank all our volunteers for their faithful service. We are thankful to God for the mission to serve the elderly and to help the poor and needy by providing quality and holistic medical care services at affordable fees. On behalf of the team at SLH, I would like to thank the MOH, AIC, donors, volunteers, staff, patients and their families, community organisations, foundations, churches and partners for their continuous support towards the mission of SLH. To God Be the Glory! Shalom Foong Daw Ching Chairman, St Luke s Hospital Making An Impact - Annual Report 2011/2012 5

St Luke s Hospital Board of Directors 9 10 7 4 3 1 2 5 6 8 Mr S. Dhanabalan Honorary Advisor Chairman, Temasek Holdings Mr Foong Daw Ching Chairman Church of Singapore Partner, Baker Tilly TFWLCL & Chairman, Baker Tilly International, Asia Pacific Region Elder, Church of Singapore Dr Peng Chung Mien Vice-Chairman Graduates Christian Fellowship CEO, ST Medical Services Pte Ltd Elder, Bethesda (Bedok-Tampines) Church Mr Jeyaraj Indra Raj Secretary Wesley Methodist Church Partner, Harold Seet & Indra Raj Member, Wesley Methodist Church A/Prof Tan Wee Liang Treasurer Presbyterian Community Services A/Prof of Management, Singapore Management University Committee Member, Presbyterian Community Services Prof Ernest Chew Member 5 Bethesda Frankel Estate Church Visiting Professorial Fellow, Institute of Southeast Asian Studies Elder, Bethesda (Frankel Estate) Church 1 Mr John Lau Tai Chong Member 6 (Bethesda Katong Church) Chief Financial Officer, STATS ChipPAC Ltd 2 3 4 Ms Chor Swee Suet Member Singapore Nurses Christian Fellowship Deputy Director, Clinical Standards and Quality Department Health Promotion Board Mr Victor Lim Teck Chuan Member Bartley Christian Church Deputy General Manager (Convenience) NTUC Fairprice A/Prof Ho Yew Kee Member Head, Department of Accounting NUS Business School Mr Chua Song Khim Member Group Chief Executive Officer, NTUC Unity Healthcare & Executive Director, NTUC ElderCare 7 8 9 10 6 Annual Report 2011/2012 - Making An Impact

Alternate Members Mrs Helen Ko wef November 2011 Bartley Christian Church Executive Director, Beyond Age Pte Ltd Mr Quek Mong Hua Bethesda Frankel Estate Church Senior Partner, Lee & Lee Mr Francis Maniam Bethesda Katong Church Elder, Bethesda Katong Church Mr Choo Eng Beng Church of Singapore Partner, PricewaterhouseCoopers Mr Allan Wong Kwok Wai Graduates Christian Fellowship Chairman, CRIG & COCM - Graduates Christian Fellowship Mr Johnny Lau Presbyterian Community Services Retiree / Volunteer Ms Tan Wee King Singapore Nurses Christian Fellowship Head, Training Department, Dover Park Hospice Dr Danny Ng Bock Hon Wesley Methodist Church Clinical Director, Renovaré Pte Ltd Co-opted Director Prof Lee Hin Peng Chairman, St Luke s Eldercare Professor, Yong Loo Lin School of Medicine, National University of Singapore Management Team Mr Lee Chee Yeng CEO A/Prof Tan Boon Yeow Medical Director Medical Services Division Ms Susie Goh Director of Nursing Nursing Division Mrs Wee Wan Joo Director Corporate Development Ms Leo Bek Hoon Senior Manager Human Resource & Admin Division Mr Gribson Chan Senior Manager Rehabilitation Division Mr Sitoh Tuck Cheong Senior Manager Finance Division Mr Daryl Tan Manager Operations Division Mr Adrian Lim Manager Corporate Services Department Ms Agnes Hew Manager Outpatient Services Department Dr Michael Lim Clinical Operations Manager Medical Division Ms Germaine Chng Manager Strategic & Capability Development CEO s Office Ms Tham Lai Ping Manager Medical Social Work Department Ms Jenny Oo Manager Pharmacy Department Mr Ow Yong Kim Thiam Manager IT Department Ms Tan Bee Ker Chaplain Chaplaincy Department Making An Impact - Annual Report 2011/2012 7

Healthcare Humanity Award The Courage Fund s Healthcare Humanity Award commemorates the courage displayed by Singapore s healthcare workers during the SARS outbreak in 2003. Since 2004, a total of 12 staff at St. Luke s Hospital have received the Courage Fund s Healthcare Humanity Award. A/Prof. Tan Boon Yeow Medical Director, Medical Services Division Ms Susie Goh Director of Nursing Mr Gribson Chan Senior Manager, Rehabilitation Division Ms Jenny Oo Manager, Pharmacy Department Ms Tham Lai Ping Manager, Medical Social Work Department Ms Theresa Chuah Senior Nurse Manager, Nursing Division Ms Cheung Siew Li Assistant Manager, Medical Social Work Department Ms Kung Beng Keng Senior Physiotherapist President s Award for Nursing The nation s highest accolade for the nursing profession recognises outstanding nurses contributions to nursing care. Susie has also previously been honoured with the MOH Merit Nurses Award (2002) and the Healthcare Humanity Award (2003). Ms Susie Goh is the first nurse from a community hospital to be honoured since the inception of the award in 2000. Ms Susie Goh Director of Nursing MOH Nurses Merit Award At St Luke s Hospital, there is a strong tradition of good nursing care. Our nurses maintain high professional standards and are well regarded for their dedication to their profession and contributions to the community. Our seven MOH Nurses Merit Award recipients are role models of this tradition. Ms Susie Goh Director of Nursing Ms Sandra Wong Senior Nurse Educator Ms Theresa Chuah Senior Nurse Manager Ms Lo Yuk Hing Nurse Manager Ms Asnah Bte Ibrahim Senior Staff Nurse Ms Tham Lai Chun Senior Staff Nurse Ms Tan Soo Keng Senior Staff Nurse At SLH, SNM Theresa is well-known for her role in providing exemplary care to her patients - she consistently and diligently monitors the progress of their recovery. Besides patients and their families, she pays attention to staff welfare and believes in supporting all her nurses emotionally and psychologically. SNM Theresa Chuah is the twelfth SLH staff member to receive the Healthcare Humanity Award since its commencement in 2004. 8 Annual Report 2011/2012 - Making An Impact

Patient Services St Luke s Hospital has changed and evolved over the last 16 years, and that change has led to growth. That growth has allowed us to make a significant impact in the provision of health care in Singapore while realising our mission to providing quality, holistic and compassionate care to our patients. Our impact is possible because of our dedicated, culturally diverse staff, which forge positive relationships with our patients and their care givers. At SLH, dozens of employees from care coordinators, financial counsellors, medical social workers, chaplains, therapists, nurses, doctors and visiting consultants work as a team dedicating themselves to ensuring not only that the patients who use our hospital receive the best care, but that the family and friends with them receive a high level of service with a smile. I have a perfectly named job: I coordinate my patients care to ensure that the appropriate clinical care is delivered. Of course that means liaising with physicians, nurses, social and therapists. I want my patients to not just get the care they came for but to know someone cares about them. Benson Quek, Care Coordinator ALL SERVICES 2007 2008 2009 2010 2011 Inpatient Admissions 1,720 1,760 1,814 1,868 1,918 (Total No.) No. Outpatient Clinics 6,294 7,993 8,166 8,515 8,375 Sessions Day Rehab Sessions (No.) 6,034 6,519 8,412 9,742 10,870 Home Care (No. of Cases) 1,143 1,153 919 1,108 1,188 The elderly are frequently plagued by multiple medical conditions. The Hospital s strong team of very experienced doctors, most of whom have postgraduate training in Family Medicine and Geriatric Medicine, are therefore able to address the often complex medical conditions of its patients. Postdischarge, patients can be followed-up at SLH outpatient clinics. In addition, our day rehab gym allows patients to continue their rehab therapies without incurring inpatient hospitalisation costs and allows recuperation in the comfort of their own homes. A/Prof Tan Boon Yeow, Medical Director Our drive is to extend the mission of St Luke s Hospital by bringing our expertise in gerontology and wound care to healthcare providers. We are dedicated to developing the best clinical care, patient safety protocols and administrative excellence for the benefit of our patients. We model, mentor and teach all our staff to work towards St Luke s standards of excellence. Sister Susie Goh, Director of Nursing It helps that St Luke s Hospital has a strong medical team and leads in other disciplines such as geriatric nursing, wound care and rehabilitation. We want to recruit doctors, nurses and allied health workers whose beliefs resonate with St Luke s Vision, Mission and Core Values. What makes our work so challenging, and ultimately rewarding, is ensuring our staff are well trained and engaged in their work. I know my colleagues will provide the best care to our patients that exceed their expectations. Ms Leo Bek Hoon, Senior HR & Admin Manager AIC Community Hospital Patient Satisfaction Survey 2010 St Luke s Hospital Hospital 2 Hospital 3 Hospital 4 Hospital 5 Hospital 6 SLH Patient Satisfaction Survey (Jan-Jun 12) SLH Patient Satisfaction Recommendation to friends/relatives 0 20 40 60 80 100 92.4% 0 10 20 30 40 50 60 70 80 90 100 99.6% We are always looking for ways to improve our existing applications and develop new ones to enhance the patient experience. In the last few months we have been busy implementing the new Community Hospitals Common System (CHCS) that integrates patient management & patient accounting, finance, materials management, pharmacy management and clinical care. CHCS allows for a common 58% 62% 61% 68% 76% 87% Making An Impact - Annual Report 2011/2012 9

architecture that will enable all our internal applications to more easily communicate with each other. CHCS is vital to our ability to meet the growing number of patients utilising St Luke s Hospital. We are delighted to be the first community hospital in Singapore to implement this system. Mr Daryl Tan, Operations Manager We want to ensure that patients and their family members can cope at home. So on top of helping patients walk again we teach their family members practical skills. For example we teach them how to get in and out of a taxi safely so that patients can go for their medical appointments. We also walk with patients to the local market so that they can gain first-hand experience of how it is like to be in the community again. We re literally walking the extra mile with our patients. Mr Tay Wee Kok, Physiotherapist Most homes of our patients are not elderly friendly and many elderly actually fall at home. Our occupational therapist will visit the homes to assess if the homes are safe and we will recommend equipment and modifications for the patients to ensure that the patients can go home safely and live as independently as possible. It is all part of going beyond the expected for our patients. Ms Charmaine Koh, Occupational Therapist helps patients to feel less anxious when they are at St Luke s Hospital. It s all part of the compassionate care that makes St Luke s so distinctive. Mr Richard Tay, Volunteer and winner of the Rotary Club s Good Samaritan Award I am very pleased to have the opportunity to work with St Luke s ElderCare. We all get old and to witness an organisation helping the elderly to continue living a full life with dignity and independence move me with great compassion. To help with the expansion of the institution, I was asked to help prepare a Strategic Plan for SLEC s next five years. All the people I have met at SLEC are professional, dedicated and hardworking. It is a great privilege to work with such a committed team. Mr Graham Berry, Honorary Advisor, St Luke s ElderCare Location of St Luke s Hospital and St Luke s ElderCare Centres in Singapore After doctors had removed a huge cancerous tumour that had wrapped itself round my left leg, I asked to be sent to St Luke s Hospital for recovery and physiotherapy. Here in St Luke s I discovered a bright, cheery hospital with staff, all of whom evidently enjoyed their work. Moreover, I could see the love; their love which showed in the way they interacted with all the patients. Ms Janet Koh, Successfully rehabilitated client 1200 1000 800 Total number of clients served by St Luke s ElderCare 725 713 893 1094 As a befriender it s really a pleasure and joy to be able to help and give comfort to those in need. Our Lord says that when we are serving the least of us, we are actually serving Him. I have actually at times even extended and offered my help by leaving my phone number with patients in case they need help, especially those who live on their own when they are discharged and have no one to turn to. Our team of volunteers 600 400 200 0 474 FY06/07 572 FY07/08 FY08/09 FY09/10 * April 2010 to Mar 2011-9 SLEC centres * April 2011 to November 2011-10 SLEC centres * December 2011 onwards - 11 SLEC centres FY10/11 FY11/12 10 Annual Report 2011/2012 - Making An Impact

Our Partnerships Since 2003, SLH and NUH have been working together to facilitate seamless continued patient care. SLH and NUH share a common vision of a future of integrated care. St Luke s Hospital has been at the forefront in piloting new models of care and also been actively engaging NUH and the Ministry of Health to bring about quality and affordable healthcare to the patients. In recent years, SLH has been instrumental in partnering with NUH to build up the NUHS Family Medicine (FM) Residency Programme. In addition, SLH also takes in medical students from Yong Loo Lin School of Medicine for elective posting in year 3 and 4 of their undergraduate studies as well as the rehabilitation component of the FM posting in year 3, and their doctors are appointed as adjunct faculty in the school. A/Prof Joe Sim, CEO, NUH SLH, with 15 years of experience in managing the 185-bed Community Hospital at Bukit Batok, is definitely an established asset in the west. With their expertise in caring for the western community, we are delighted to have partnered SLH in the planning of Jurong Health s new integrated hub comprising the 700-bed Ng Teng Fong General Hospital and 400-bed Jurong Community Hospital In our collaboration and interactions with SLH, their strong passion towards caring for patients was evident. Mr Foo Hee Jug, CEO, Jurong Health Services We are indeed very grateful to St Luke s Hospital for their support and guidance in the area of wound care expertise. With the wound care services provided by St Luke s Hospital, our wound incidence has been remarkably reduced from a high of 11% to a low of 3% as at May 2012. We are indeed very grateful to St Luke s Hospital for their support and guidance in the area of wound care expertise. The outcome has been positive as such has benefitted and improved the quality of life of the residents of St Joseph s Home Sister Geraldine Tan, Administrator, St Joseph s Home St Luke s Hospital demonstrated its visionary leadership as they were one of the pioneers in providing Home Care services in Singapore. They have been providing Home Medical, Home Nursing and Home Rehabilitation services for more than 5 years. SLH s Home Care team of doctors and nurses have been instrumental in supporting patients who have been discharged from National University Hospital System and ensuring that these patients continue to receive post-discharge care so as to reduce risk of readmission into the hospital. The medical team manages about 100 patients at any one point in time. SLH is an important home care provider in the western region of Singapore. Dr Jason Cheah, CEO, Agency for Integrated Care Beyond organizing Band[Age], the graduating class at MGS invites the elderly patients to tea, learn a new craft or two and ways to stay healthy; the elderly guests are happy to chat with the girls, and tell them a story or two about life in the past. St Luke s Hospital has also made it possible for the MGS girls to complete their Community Involvement Programme on-site, and cultivate the skills to meet the needs of others. The MGS-St Luke s partnership provides the quintessential learning experience with lasting benefits for both parties. The girls at MGS are more than prepared to give everything they have, including speaking a dialect they are not familiar with, to bring joy to the elderly generation. Mrs Shirleen Ong, Principal, Methodist Girls School Making An Impact - Annual Report 2011/2012 11

Corperate Governance Board of Directors The Board is committed to St Luke s Hospital (SLH) practicing the highest standards of governance relevant to large voluntary welfare organisations. In discharging its duties and responsibilities, the Board is guided by a set of corporate governance guidelines, based on best practices in the corporate and voluntary sectors. Roles and Responsibilities of Board of Directors SLH is governed by a Volunteer Board whose members are either elected or appointed according to SLH s constitution. Being the highest policy and decision making body, the Board has ultimate responsibility in ensuring that SLH is governed and managed responsibly and prudently to ensure the effectiveness, credibility and sustainability of the Hospital. In line with the Code of Governance for large IPCs, the SLH Board has 10 directors comprising 1 representative from each of the 8 Foundation Members and another 2 Ordinary Members. The Board acts in the best interest of SLH with the aim of improving the quality of care for patients. It sees its primary role as providing strategic direction to SLH and monitoring management performance. It also ensures that there are adequate resources for the operations and services of SLH and that resources are effectively and efficiently managed. In addition, the Board oversees processes in place to ensure that SLH complies with all applicable laws, rules and regulations. The day-to-day management of SLH is delegated by the Board to be headed by the Chief Executive Officer. The board sets the strategic intermediate and long-term directions and policies for the hospital. Initiation of new business activities and divestment of existing and significant transactions require approval from the Board. The Board also reviews and approves the annual capital and recurrent budgets prepared by management. The Board has also ensured that SLH is in compliance with the requirements in Financial Reporting Standards (FRS), the Charities Accounting Standard (CAS) and Compliance with the Guide of Best Practices for Institutions of Public Character (IPCS). SLH has adopted a policy for Board members and key staff in the Hospital to declare any possible conflict of interest since 2006. A Conflict of Interest Policy was formalised and approved by the Board since 2008. Composition of Board of Directors The Board strives to ensure that Board members, as a group, have core competencies in areas such as management, finance, law, medicine and strategic planning and that it incorporates a degree of diversity. The CEO is an ex-officio non-voting member of the Board and attends all Board meetings unless otherwise directed by the Board. In addition, other members of management are invited to attend and make presentations or address clarifications at Board meetings. The Board met quarterly for the financial year ended 31 March 2012. Mr Foong Daw Ching Chairman Dr Peng Chung Mien Vice-Chairman Mr Jeyaraj Indra Raj Secretary A/Prof Tan Wee Liang Treasurer Prof Ernest Chew Member Mr John Lau Member Ms Judy Chor Member Mr Victor Lim Member A/Prof Ho Yew Kee Member Mr Chua Song Khim Member 12 Annual Report 2011/2012 - Making An Impact

Committees In order to assist the Board in covering key areas of management and to improve its oversight over management and its accountability to stakeholders, the Board has established nine committees. All committees have written terms of reference which are approved by the Board. Reports or minutes of meetings are provided to the Board. The CEO is an ex-officio member in all the committees. Executive Committee The Board has delegated some of its powers to the Executive Committee (EXCO). In FY 2011/2012, the EXCO met seven times and assisted the Board to scrutinise reports from the Function Committees, review of the budget and approval of salary increment and promotion of staff. and management s responses to the auditors findings. The committee will review annually the effectiveness of the Hospital s internal controls, including operational and compliance controls, risk management and evaluate adherence thereto. A/Prof Dr Ho Yew Kee (Chairman), Mr Tony Lee, Consultant, Mr Phillip Lee, Accountant, Mr Yeo Ek Khuan, Accountant, Mr Lim Hock Chuan, Deputy Secretary (Performance), Ministry of Finance and Mr Graham Berry, Advisor, SLEC. Chaplaincy Committee The Chaplaincy Committee sets the vision, direction and policies for pastoral care and counselling in the hospital. It monitors and ensures that the vision and goals are met. Mr Foong Daw Ching (Chairman), Dr Peng Chung Mien (Vice-Chairman), Mr Jeyaraj Indra Raj (Secretary), A/Prof Tan Wee Liang (Treasurer). Advisory Council The Advisory Council meets to advise the St Luke s Hospital Board and Management on policy matters. The role of the Advisory Council is to serve as the sounding board for the Board and to render counsel and recommendations. Dr Bobby E K Sng, President, Bible Society of Singapore and Dr Eileen Aw, Justice of the Peace and founding Executive / Former Medical Director, SLH. Audit Committee The main objective of the Audit Committee is to assist the Board of Directors in fulfilling its oversight and fiduciary responsibilities to the Hospital, to act in the interest of the Hospital s members and stakeholders as a whole, in particular, in the areas of financial accountability and reporting. The other roles of the Audit Committee are to review, oversee and appraise the quality of audit efforts of the Hospital s internal audit function and of its external auditors. The review includes the examination of the audit plan, annual reports, management letters Prof Ernest Chew (Chairman), Rev Goh Aik Hiang, Pastor, Queenstown Chinese Methodist Church, Rev (Dr) Lee Chong Kau, Director, Institute of Elders and Dr Danny Ng. Fund Raising Committee The Committee assists and provides guidance on the development and implementation of a sustainable fund raising strategy for the hospital. Mr Jeyaraj Indra Raj (Chairman), Dr Eileen Aw and Ms Chong Swee Ying, Board Member and Past President, Zonta Club. Human Resource Committee The Committee advises on major human resource policies, review and recommend the development and compensation package for management and key executives, conduct succession planning review of the CEO and selected key positions annually and interview applicants for Management positions. Dr Peng Chung Mien (Chairman), A/Prof Pang Weng Sun, Chairman, Medical Board, Yishun Community Hospital, Mrs Wee Soo Jong, Trainer(Freelance), Ms Seah Yen Goon, Associate Trainer, SBF Entrepreneurship Development Centre Pte Ltd and Mr William Thien, Consultant / Trainer, Effective Outsource Networks and Mr Lim Hock Chuan. Making An Impact - Annual Report 2011/2012 13

Investment Committee The Committee formulates the investment policy, evaluates, monitors and assesses the performance of the Hospital s investment portfolio as well as, reports to the Board on the investment performance. Mr John Lau Tai, Chong (Acting Chairman), Mr Timothy Teo Lai Wah, Advisor, Bartley Christian Church, Mr Tan Hui Boon, Retiree, Mr Ho Li Wen, Retiree and Mr Lim Say Yan, Retiree. Medical Advisory Committee The Medical Advisory Committee makes recommendations on medical and professional matters and policies to the Board, advises the Board on the development of medical services for the hospital, monitors and evaluates medical standards to ensure quality in patient care, reviews accreditation guidelines, decides on accreditation issues, and advises the Board on ethical issues in relation to hospital policies, patient care services and research proposals. Mr Francis Maniam (Chairman), Ms Gwee Pek Hoon, Director of Nursing, Singhealth Polyclinics, Ms Ho Gang Hiang, Retiree, Dr Goh Soon Noi, Chief Medical Social Worker, Changi General Hospital and Mr Lee Kim Hwee, Council Member & Elder, Bethesda Katong Church. Nomination Committee The Nomination Committee processes all nominations, appointment, re-appointment of the Executive Committee and persons to be invited to be individual ordinary members as well as members of the Board. The committee also reviews the structure, size and composition of the Board and makes recommendations to the Board. The committee also reviews succession planning of the Board and assists to identify the skills and knowledge required for new Board representatives. Mr Foong Daw Ching (Chairman), Dr Peng Chung Mien and Prof Ernest Chew. A/Prof Pang Weng Sun (Chairman), A/Prof Lim Lean Huat, Adjunct A/Prof, Division of Family Medicine, NUS, A/Prof Aymeric Lim, Chairman, Medical Board, National University Hospital, Dr Jason Yap, Chief, Health Information & Innovation, Agency for Integrated Care, Dr Chan Kay Fei, Head & Senior Consultant, Department of Rehabilitation, Tan Tock Seng Hospital, A/Prof Louis Tan Chew Seng, Senior Consultant, Neurology, National Neuroscience Institute, Dr Gerald Chua, Head, Department of Medicine, Alexandra Hospital and Ms Low Mui Lang Georgiana, ED, The Salvation Army, Peacehaven Nursing Home. Medifund Committee The Committee is responsible for all matters pertaining to the administration of Medifund and Medifund Silver at SLH. It considers and approves applications from eligible patients for assistance from Medifund or Medifund Silver in accordance with the guidelines set out by the MOH and administers payments out of the hospital s Medifund or Medifund Silver Accounts. A total of 93 applications were approved amounting to financial assistance of $239,333.70. Of these $110,114.55 was from Medifund and $129,219.15 was from Medifund Silver. 14 Annual Report 2011/2012 - Making An Impact

Foundation Members Corporate Information St Luke s Hospital 2 Bukit Batok St 11, Singapore 659674 Email: general@slh.org.sg Website: www.slh.org.sg Tel +65 6563 2281 Fax +65 6561 8205 Charity Registration Number 1036 Charity Registration Date 2 August 1994 Constitution Public Company Limited by Guarantee Established 22 September 1992 ROS/RCB Registration Number 199205095C IPC Status Effective Date 23 Sep 2011 to 22 Sep 2014 Referrals And Admissions Email: admissions@slh.org.sg Fax: 6561 3625

We are committed to providing quality, holistic and compassionate care to our patients. Serving Loving Healing 2 Bukit Batok Street 11, Singapore 659674 Tel: (65) 6563 2281 Fax: (65) 6561 8205 Website: www.slh.org.sg Email: general@slh.org.sg