Distinguished guests
Ladies and gentlemen
1. I am glad to join you today to share Singapore’s experiences in harnessing technology for positive healthcare developments.
2. Singapore, like many countries worldwide, faces significant healthcare challenges. Our rapidly ageing population, with projections indicating that one in four citizens will be 65 or older by 2030, is reshaping our healthcare landscape. Simultaneously, we are grappling with a rise in chronic illnesses linked to modern lifestyles. The statistics are sobering. Among Singapore residents aged between 18 and 74 years, one in 14 is reported to have diabetes, one in six has high blood pressure, and one in six has high cholesterol.
3. The demographic shift and health trends are placing unprecedented strain on our healthcare capacity. Amid higher healthcare demands, our lower birthrate also means we face potential challenges in maintaining a sufficient healthcare workforce to meet this growing demand in the future.
4. To address these challenges, and ensure a sustainable, high-quality healthcare system for all Singaporeans, we must strategically leverage technology, data and innovation. This approach will not only help us manage our current healthcare needs, but also position us to proactively address future challenges.
5. I note some of these areas will be discussed in greater depth in the subsequent panel session. Nonetheless, let me take this opportunity to share several examples of Singapore’s efforts and strategies on this front.
Engineering a Future-Proof Healthcare Ecosystem
6. Today, I would like to cover three key areas where Singapore has made significant strides in future-proofing our healthcare ecosystem. They are:
a) Enhancing our data systems and digital infrastructure;
b) Investing in medical research and innovation; and
c) Redefining healthcare service delivery and our approaches to scalability.
Enhancing data systems and digital infrastructure
7. One of our key data systems and digital infrastructure is the National Electronic Health Record, or NEHR. We established it in 2011 as a centralised repository of key heath information to support continuity of care, improve patient safety, and enhance healthcare efficiency by providing healthcare providers across multiple care settings access to pertinent patient histories.
8. The NEHR plays a crucial role in enabling more effective treatment plans and improving care delivery in our rapidly aging society, especially for patients with complex medical needs or difficulty recalling their full medical history. Data contribution to the NEHR, while currently voluntary, has seen full adoption by all public healthcare institutions. With the upcoming Health Information Bill, all private healthcare licensees will also contribute data to the NEHR in time to come.
9. We can look forward to more comprehensive patient records for improving continuity of care across healthcare settings. Patient safety will be further enhanced because of reduced risks of medication errors, and our care providers will be able to make more informed clinical decision-making and deliver better health outcomes.
10. Needless to say, the implementation of the NEHR, and indeed all of our data systems, will need to take into account robust cybersecurity and data protection measures. These are essential to safeguard patient data, maintain the integrity of our digital health infrastructure, and foster digital trust.
Investing in medical research and innovation
11. Next would be our investment in medical research and innovation.
12. Under the Research, Innovation and Enterprise 2025 plan, Singapore is investing $28 billion to improve and transform healthcare, remain globally competitive, and attract investments from Venture Capital, Multi-National Corporations and local enterprises.
13. A prime example is the Precision Health Research, Singapore, set up with MOH’s support to drive Singapore’s National Precision Medicine (NPM) Programme, after precision medicine was identified as an important strategy to enable a healthier population and improve health outcomes.
14. Under the NPM programme, we are working towards creating a reference database of 100,000 Singaporean genomes. The health and well-being of these participants will be monitored over time, in order to deepen the understanding of the links between the genetic make-up, social and environmental factors, and onset of diseases prevalent in Singapore
15. This resource is significant, as Asians tend to be underrepresented in global genomic research. Findings from the datasets have the potential to be interpreted into meaningful outcomes to improve preventive and population health across Singapore, unlocking new insights into the Asian genome for data-driven healthcare solutions.
16. To further accelerate precision medicine efforts, the Advanced Cell Therapy and Research Institute, Singapore or ACTRIS was launched last year as the new national centre for the development and production of cell therapy to support the needs of our hospitals, academic institutions, biotech start-ups and pharmaceutical companies.
17. Cell therapy is a key component of precision medicine. It involves modifying cells, so that they can be used as targeted therapeutic agents for conditions ranging from blood to solid organ cancers, and possibly even for regenerative medicine. However, the costs of these therapies are comparatively higher compared to traditional treatments.
18. With the centralisation of resources, manpower and capabilities, ACTRIS will be able to lower manufacturing costs through scaling up, develop talent and capabilities, and improve operations.
19. By nurturing collaborative efforts and attracting investments in these areas, we hope to make such precision medicine therapies more accessible and affordable to Singaporeans who need it, to achieve better healthcare outcomes.
Redefining healthcare service delivery and our approaches to scalability
20. Third, let me take a step back to address a fundamental priority, that is, healthcare service delivery and scalability.
21. We have been expanding our infrastructure significantly to meet growing demand. We are building new hospitals to increase our bed capacity, with the latest addition being Woodlands Health, which officially opened in May this year. We are also working towards expanding our network of polyclinics to 32 by 2030, to better support the growing care needs of the population.
22. However, being a land-scarce island means we have to think creatively, and find new ways to modernise key transactions to function more efficiently and effectively. Building more is not the solution; we have to build smarter too.
23. Take for example Woodlands Health, our newest public hospital. It is the first to open with three integrated national IT systems, i.e. the Next Generation EMR, National Billing System, and National Harmonised Integrated Pharmacy Solution to improve data flow and work processes. We are not just adding beds, but also optimising care delivery, patient management, and pharmacy operations. This has effectively increased our capacity to serve patients, while providing a more seamless clinical experience.
24. As we leverage technologies to streamline operations, we are likewise harnessing advancements in science and technology to achieve our preventive and population health goals, and to help us traverse our current limitations.
25. The adoption of new technologies and solutions is driving the evolution of our care models. This transformation allows us to reach more patients efficiently and empowers them to receive care or manage their health in more comfortable settings.
26. Telehealth has become a crucial component of our healthcare landscape, offering greater convenience, improved accessibility, and enhanced continuity of care. Its value was evident during the COVID-19 pandemic, as telemedicine and teleconsultation then provided a safer alternative to in-person consultations. Telehealth will continue to transform care by complementing existing modes of healthcare delivery in areas such as triage, follow-up management, and chronic condition management.
27. Building on this momentum, we have mainstreamed Mobile Inpatient Care@Home in our acute public hospitals since April this year. This care model allows for patients to receive acute care in their homes, with healthcare professionals conducting virtual consultations, further extending our care capabilities beyond traditional settings.
28. To conclude, I would like to emphasise that while offering patient-centric technological solutions is crucial, it is not sufficient without active participation from the people themselves.
29. A key challenge in realising our vision for a healthier Singapore is changing how people think about and take care of their health. We want Singaporeans to take greater ownership through preventive care and lifestyle changes.
30. To this end, we launched the Healthier SG initiative last year and the HealthHub and Healthy365 apps are crucial tools in this effort. HealthHub offers access to personal health records and e-services, while Healthy365, complemented by wearable technology, provides personalised health challenges and rewards to encourage and reinforce healthy behaviours. The Healthy365 app is compatible with a wide range of third-party wearables and digital health apps, including Fitbit, Apple, Garmin and Samsung.
31. By combining digital health technology with personalised nudges to our residents, we aim to shift Singapore’s healthcare approach from treatment to prevention. Our strategy is to foster a nation that actively maintains its health, so that we can improve health outcomes at the individual, as well as the population level.
32. As industry leaders, your strategic insights are crucial to the evolution of healthcare delivery transformation. We look forward to the groundbreaking developments that will emerge from our collective efforts. With this, I wish you all a productive and impactful discussion ahead. Thank you.