Healthcare Reforms in Singapore

The Singapore government faces some major challenges in terms of healthcare, such as:

  • Rapid growth in population
  • Rapidly aging population
  • Increasing burden of chronic diseases
  • Communicable disease control

The following article summarizes the recent and ongoing reforms happening in Singapore in order to meet these challenges, increase the country’s healthcare budget to up to € 5 bn over the next five years, execute the “Healthcare 2000 Master Plan” and prepare for the challenges in the next decade.

In order to meet these challenges head on, the local Government is determined to increase the country’s healthcare budget to up to € 5 bn over the next five years. Other Government efforts include the “Healthcare 2000 Master Plan” established to prepare for the challenges that Singapore will face in the next decade. This Master Plan focuses on three strategic objectives.

Enhancing accessibility

Aside from conscious efforts to expand on working healthcare professionals (i.e. doctors, nurses and allied health professionals with a specific focus on the public sector); the local Government is also making significant strides in terms of infrastructure expansion. The expansion plans include the following:

  • The addition of 170 acute and community Hospital beds by 2014.
  • An increase in acute hospital beds of over 1900 by 2020.
  • Community Hospital beds will also be increased to almost 1,800 by 2020.
  • In order to accommodate these bed additions, new hospitals will also be built:

– Ng Teng Fong General Hospital (2014)- Jurong Community Hospital (2015)
– Sengkang General Hospital (2018)
– Yishun Community Hospital (2015)
– Outram Community Hospital (2020)

Additional plans include new integrated buildings to existing hospitals:

– Changi General Hospial (2014)
– St. Andrew’s Community Hospital (2014)

Increase in quality

In order to increase the quality of care, efforts will focus on building up the long-term care and outpatient sectors.

More integrated care is being achieved by re-organizing the healthcare system into a more patient-centric “regional health system”. The goal is for each regional system to have an acute general hospital working in close partnership with community hospitals, nursing homes, home care and day rehab providers as well as polyclinics and private GPs within the geographical region. These changes aim to provide more complete and holistic care for patients. This re-organization will assure that the different providers in each region are working together to support patents across different stages of their care-path from diagnosis and treatment to post-discharge follow-up.

About Ritza Suazo

Researches and creates Clinical Pathways and Country Deep Dive Reports at TforG. With almost a decade of experience in Clinical Market research she also manages and recruits the TforG advisory board. She graduated with a double major in psychology and international business management from Stony Brook University in New York and continues to apply her experience in research specializing in the US, UK, Spain and South American Markets.