Steven Yeo

TAC employees were inspired by leading health management and Value Based Health Care (VBHC) researcher and educator, Professor Huong Le-Dao at our recent Best Provider, Best Client Outcomes workshop. Prof Huong Le-Dao spoke about pathways to transformation and inspired workshop participants to consider how TAC’s diverse business areas could work together, with external stakeholders, to bring about effective change. Senior decision-makers joined the Executive Leadership Team to help set a clear direction for achieving better outcomes for clients, providers, and communities. “It starts with the leaders and with that leadership comes transformational change,” said Professor Huong Le-Dao “The TAC is absolutely on the right track, with leaders actually having the momentum and the drive to get to the value for the clients and doing that collaboratively through this workshop, with rich content discussions, I think is definitely a good start.” CEO Dental Health Services Victoria (DHSV) Susan McKee [she/her] and leading healthcare consultant CEO of Rebbeck Consulting Jay Rebbeck, also shared their experiences of VBHC and transforming models of care and partnerships. “Achieving best client outcomes requires us to embed client centricity into our process and systems, embrace modern technologies and platforms and cultivate strategic partnerships with providers; that was a key takeaway from the day,” said General Manager Providers, Markets and Commercial Emma Zahra. “Historically, the TAC has operated primarily as a payer of activity; to effectively transform our partnerships and achieve the best client outcomes, we must evolve into a partner of value.” #TACVictoria #clientoutcomes #VBHC #healthcare #healthproviders

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We plan to redefine academic health with this partnership, which has been more than 10 years in the brewing. One, this is not a typical academic medical centre revolving around a medical school and teaching hospital. Rather, it is a systems level partnership between an entire healthcare system for >1.5 million people and a leading technological university, with the medical school serving as the bridge to multiple schools and disciplines. Second, it is not driven by bottom-up academic research, but by a mission-oriented strategy to take on emerging challenges facing an ageing Singapore and the need for sustainable healthcare and better population health. Third, it is future-facing, to prepare and enable today’s healthcare providers and the people we serve, for tomorrow’s tech and data-intensive medicine. All this is encapsulated in our combined visions to redefine medicine and transform healthcare to add years of healthy life.

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Where there are big problems, there's also the chance to try and fix them. Strengthening primary care is a massive undertaking. Fortunately, the team at Angsana Health understand the challenges first-hand. Going to take time to get to where we're headed. Some hurdles along the way for sure. Laying the foundations in safe, thoughtful ways requires constant learning throughout, staying accountable to core values - kindness, integrity, excellence, humility, sustainability - and together with trusted collaborators to help guide the way. Patients and providers are welcome to become part of this journey to serve your health better 🌳 Check out what's offered here: angsanahealth.com

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Value-based Care = Quality x Outcome x UX x Safety / Cost The recent article around transforming Malaysia’s healthcare system highlight the need for sustainable and equitable solutions. Transitioning from Fee-for-Service (FFS) toward Value-based Care (VBC) and capitation models presents an exciting opportunity to focus on patient outcomes, quality of care, preventive care, and cost efficiency. It is encouraging to see the determination of Ministry of Health Malaysia embarking on this transformational value based healthcare model. Such models encourage collaborations, better resource management, sustainable financing model and healthier communities while ensuring healthcare providers are rewarded fairly for quality and clinical outcome rather than quantity. As Malaysia explores this transition, it’s essential for all stakeholders—policymakers, payor, providers, and patients—to work together in shaping a hybrid system (FFS + VBC) and its infrastructure that prioritise long-term values for the ecosystem. Together we can create a healthier and sustainable healthcare tomorrow🙏 #HealthcareReform #ValueBasedCare #CapitationModel #MalaysiaHealthcare https://lnkd.in/gb6vxTyZ

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Singapore's health system has always been touted as unique, front-loaded and specialist-driven. I do not deny that. But with hospitals overflowing at their seams and with #HealthierSG in gear, we need a viable conduit to bridge tertiary care with primary care. Our article explicates how community hospitals can do just that by upholding certain principles at the facility and system levels. 1.  Community hospitals doubling as a potential gatekeeper to higher care levels 2. Managing higher acuity patients in community hospitals 3. Optimise the community hospital care model efficiency by upskilling healthcare staff and harnessing technology 4. Right-siting low-intensity, uncomplicated rehabilitation patients to community partners 5. Work with community partners, patients and caregivers to support early community hospital discharge All this will only be possible with an evidence-based, stepwise approach to transformation. However, Singapore must continue to rejuvenate its acute hospitals and primary care interface. In a recent interview with The Straits Times, I made known the importance of working in parallel and supporting our GPs as best well can, such that #HealthierSG runs its course, in the way that serves Singaporeans, healthcare providers and the health system best. As I continue my clinical training with the guidance of Lee Hong Jing, I found that clinicians need to be both patient-centric and system-aware to solve the problems that plague Singapore's ailing healthcare system. Together with Duke-NUS Global and Population Health SIG, we will continue to explore various factors that will catalyze resilient and cost-optimising health systems in Singapore and globally. You may read the two articles and my Lancet HealthierSG commentary through the links below. https://lnkd.in/g7Fr4Pca https://lnkd.in/gsXjcx4R https://lnkd.in/gc2Dnz6r Hui Xiang C. Ken Wah Teo, MBBS, MPH Sherianne Tan Scott Compton Taufique Joarder Renzo Guinto Adeline Kwan Kheng Hock Lee Clive Tan Madhumitha Ayyappan Chenxinan Ma Duke-NUS Medical School SingHealth Duke-NUS Global Health Institute Duke-NUS Global and Population Health SIG Saw Swee Hock School Of Public Health National University of Singapore International Working Group for Health Systems Strengthening MOH Office for Healthcare Transformation (MOHT)

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Transformation insights from the World Hospital Congress: Yeuk Fan Ng on integrated care outcomes in Singapore: they aimed to integrate health and care for 330,000 residents in Yishun zone. They segmented the whole population into disease complexity, and presence of mental health and social care needs and bring together the services of the various relevant providers, to support their lifelong care needs. When they need episodic acute care they’re segmented based on their lifelong care needs. They measure outcomes for patients, geography, shared care, etc. Shows outcomes at crisis level, lifelong care, disease-specific, provider-specific etc, up to whole system level, and these interdependent models are brought together, creating population management dashboards and system-wide lifelong outcomes and accountability is assigned at different levels to produce whole-system accountability. Enables them also to respond to changes eg political, resource, epidemiology etc. Aligning numerous supply-sode services based on a demand-sided model of care delivers a unified care model. Jose Solis Padilla, M.B.A. on ‘home hospitals’ transformation at the Mayo Clinic, US. Leverages technology to multiply capacity of finite resources using virtual care and outsourced vendor-mediated medical supply chains for practical needs (like delivering medicine, equipment, food, picking up contaminated materials, etc). They developed a ‘command centre’ and send home tech to patient’s home that communicates with the command centre’s software platform. All the courier, pharmacy etc services are subcontracted. They focus on clinical protocols. They found they can only manage a 50km delivery radius from a patient safety perspective but the command centre itself can be located anywhere. Relies on electronic medical records to enable machine learning which then executes eligibility triage. (Keen to increase numbers to improve training of algorithms). Manage a range of acute episodes based on specific workflows, service, supply and tech needs. Moving into eg home chemotherapy and emergency care. They’re looking at how they can expand this service across the world. Outcomes: inpatient severity index is similsr to hospital patients. 4500 admissions. 10,100 bed days saved. 92-94% of patients recommend the homs care. Oh, and I presented on ICSs and England’s journey towards integration.

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A very good summary of the challenges and tradeoffs facing rising cost of Healthcare in Singapore, and probably most developed countries and cities. #healthcare #risingcost #singapore #affordablehealthcare https://lnkd.in/g_56f2ja

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SHARING is crucial for effective PROGRESSING of any emerging tech and new practice. Teladoc Health Forum 2024 just concluded last week. Thanks for many ideas discussed. Hope to hear next time...more success cases presented with key measurables on outcomes vs costs, comparing the new to the conventional. Most importantly, TECH just an enabler, CONNECTIVITY not necessarily equal ENGAGEMENT. Designing an impactful CARE MODEL building into a feasible CARE PROGRAM with proactive CARE TEAM can help ensure the better Access to more Services is Value-based rather than Volume-based.

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At the recent Milken Institute Asia Summit in Singapore, I had the privilege of discussing a topic close to my heart – mental wellbeing. As a clinician, I've witnessed the immense stress healthcare professionals endure, particularly during the pandemic, and the stigma patients have faced in seeking help for mental health issues. Thankfully, we’re now in a better place as a society, with greater awareness of mental wellness, improved treatment options, and expanding access through digital platforms. Yet, the challenge remains significant: in Southeast Asia, about 1 in 7 people live with a mental health condition, and many still lack timely access to care. At IHH, we’re committed to bridging this gap. Through our investment in Intellect, we offer a range of digital mental health solutions alongside the essential in-person care provided by our dedicated professionals. This approach not only supports our patients but also empowers our people, as we equip them via the Intellect app to prioritise their mental health – because they are the foundation of everything we do. During the session, I was asked what the future of digital mental health should look like. My hope is for an integrated ecosystem where digital tools complement traditional care; offering safe, evidence-based solutions that seamlessly connect patients with in-person treatments. This holistic approach is key to meeting the diverse needs of our society. A big thank you to my fellow panellists for their insights—it was truly inspiring to see academia, tech start-ups, and medical professionals dedicated to mental wellness. Let’s keep moving towards a more inclusive world where mental health support is accessible to all. #MIGlobal #AsiaSummit #MentalHealthCare #HealthcareLeadership #IHHealthcareLeadership #TransformingHealthcare #IHHHealthcare

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It’s a great idea but like all great ideas, not easy to do. We need to reform our health policy environment 1. Standardise data standards especially diagnosis and procedure codes so analyses can be done on national data or at least significant sample sizes 2. Use public funded insurance schemes or maybe a select basket of private schemes to set benchmarks of reimbursement values. They need to have sufficient members to provide enough data and not to have skew in analysis. If there are disputes in reimbursement there must be a balanced way of adjudication. 3. Specialist fee schedule will go out the window. The independent contractor model will not continue in its current state with doctors likely to go into employment or practice groups. Revamp CKAPS regulation to anticipate this. 4. Work with BNM to set up an independent committee to regulate health insurance which should not be treated similarly as other general insurance. Policy decisions like limiting exclusions, mandated coverage, fee ceilings, public subsidies of health insurance premiums and other health insurance specific issues need to be addressed otherwise premiums will still rise. 5. Encourage transparency and set the standards for reporting and disclosure so that all players are held accountable from doctors, hospitals, insurers and even regulators. I’m not the expert on this subject but realistically implementing Value Based Care will not only require study (of which MOH has conducted many) but a thorough change in how the system is oriented by no longer pricing inputs of care but pricing outcomes of care. That is not something that can be done by just asking private hospitals to do, even if they wished to do so. The entire ecosystem must be changed to make it so.

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Challenges in Accessing Palliative Care in Singapore for Non-Public Services Referrals Singapore's healthcare system is known for its efficiency and advanced medical care. However, when it comes to palliative care, there are still barriers that make access challenging, particularly for those outside the public healthcare system. Despite ongoing efforts to improve end-of-life care, patients and their families often encounter obstacles that can lead to confusion and delays in receiving the necessary support. ### A Case in Point: Difficulties in Referring Patients for Palliative Care Consider the scenario of a home care physician who conducts thousands of home visits to provide medical care to patients in the comfort of their own homes. In one instance, a patient expressed a desire for palliative care, supported by their family. The physician attempted to refer the patient for palliative care through the Singapore Hospice Council's online referral form. However, the response was unexpected. The council contacted the physician to inform them that the referral was not possible because the patient's most recent Advance Care Plan (ACP) on record indicated a willingness to undergo treatment, not end-of-life care. As a result, the only way to revise the ACP was for the patient to be admitted to a public hospital, where the palliative care team could activate their services. This created a frustrating and confusing situation for the physician, the patient, and the family. The physician was further told that since they were not part of the public healthcare system, they couldn't make the referral themselves. As a result, the family was advised to have the patient admitted to a hospital to access inpatient palliative care services. This workaround was not only inconvenient but also contradicted the goal of providing care at home. Jit Khong Goh Thanks for this timely write up! Just sharing some of the interesting "loopholes" maybe in the system! Lotus Eldercare Private Limited

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"Empowering Growth Through Strategic Partnership: Nexuswise and MIDA" Our story began with a simple vision: to redefine health ingredients and solutions in Malaysia and beyond. However, true growth demands not just ambition, but strategic alliances and support. Enter the Malaysia Investment Development Authority (MIDA) a partner whose commitment to nurturing local industries gave us the strength to grow. Through their initiatives, we gained access to critical insights, cutting-edge technology, and the global networks needed to thrive in the health and wellness sector. With MIDA’s support, we’ve innovated new products, expanded our reach, and made strides in sustainable practices that align with Malaysia’s goals for a progressive economy. This transformation journey is proof that strategic investment and a shared vision for growth can turn ambitious ideas into impactful realities. Here’s to continued success, collaboration, and driving positive change together – we nourish people health! Malaysian Investment Development Authority

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According to the ASEAN Investment Report 2024, ASEAN is set to attract a remarkable $20 billion in investments for healthcare infrastructure and technology upgrades by 2025. This significant influx of capital highlights a pivotal shift towards enhancing healthcare systems across the region. These investments are poised to drive transformative changes, including the expansion of healthcare facilities, the integration of advanced technologies, and the overall improvement of patient care. As we look forward to these developments, it’s clear that the future of healthcare in ASEAN is both promising and dynamic. Follow: C-Suite Partners Website: www.c-suitepartners.com #CSuitePartners #Healthcare #HealthcareInvestment #ASEAN #HealthcareInnovation #InvestmentOpportunities

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Transforming healthcare through innovation and collaboration! The Healthcare Academy - a strategic partnership between Healthcare Services Employees' Union (HSEU), e2i, Employment & Employability Institute and NTUC LearningHub - is revolutionising Singapore's healthcare sector with game-changing tech solutions: ✅ AI-powered patient monitoring reducing falls by 42% ✅ Smart scheduling granting 93% of nurses' time-off requests ✅ Automated pharmacy systems reducing manual work ✅ Real-time inventory management saving hours of administrative time Plus: 24,000 healthcare workers to benefit from new upskilling programs in AI and sustainability through National Healthcare Group partnership. Discover how this collaboration is enabling our healthcare workers to focus on what matters most - quality patient care. #EveryWorkerMatters #EveryHealthcareWorkerMatter

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Explore "The Catalyst for a Better Company Culture" by Seri J., which looks at how AI can positively change company culture, especially in healthcare and life sciences. Seri shares insights from the Healthcare Businesswomen’s Association panel, explaining how AI can help by taking over repetitive tasks, making room for growth and learning, improving accessibility and inclusion, and strengthening human connections. Discover the benefits of using AI to create a supportive and productive environment for employees. Read the full blog: https://lnkd.in/dQ78jN_y

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🔖 With the corporate sustainability and business & human rights landscape evolving quickly, here’s an interesting read from East Asia Forum today on the role of not-for-profits and business organisations in helping navigate these changes 🔻 #BusinessHumanRights

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