Newsletter

A MONTHLY E-NEWSLETTER PUBLICATION OF WOODLANDS HEALTH CAMPUS

MAY 2021

Featured Story pg

My Campus

Pavilion Terrace

08 My words Ms Margaret Wong

at the

INSIDE

Message from CEO pg02

My Colleagues pg05-06

My Words

My Work

pg08

pg09

Ms Margaret Wong Sister Kala

Strategic Futures Office

Message from CEO

Message from CEO

3 May 2021

Dear Colleagues, Current COVID-19 pandemic situation Globally, the COVID-19 pandemic is showing no signs of abating. This is so despite a handful of effective and safe vaccines that have been developed and administered. We are still in the early days of a worldwide vaccination effort.

Nearer to Singapore, the situation does not look all that good for now. In response to the worsening situation in various countries, Singapore has banned the entry of all long-term pass holders and short-term visitors with recent travel history (including transit) to Bangladesh, India, Nepal, Pakistan and Sri Lanka within the last 14 days.

The situation in the neighbouring countries (Malaysia and Indonesia) has also not improved, with number of new daily cases in the thousands.

In Thailand, the country is now faced with a lockdown due to new clusters and outbreaks in a number of areas, and those with recent travel history to Thailand are no longer allowed to opt out of serving their 14-day Stay Home Notice (SHN) at dedicated SHN facilities.

Staying vigilant against COVID-19 and pushing on to care for the population we serve Dr Jason Cheah Chief Executive Officer

H

ere in Singapore, new cases and clusters have emerged in the local community and the migrant worker dormitories. Of particular concern is the Tan Tock Seng Hospital (TTSH) cluster which was detected last week, and unfortunately a patient involved in the cluster has passed away due to complications arising from COVID-19. TTSH had moved swiftly to contain the situation by locking down the affected wards, not allowing visitors, and swabbing all its inpatients and many of its healthcare workers.

Other Healthcare Institutions (HCI) have also stepped up their vigilance, and our Human Resource (HR) and Emergency Planning (EP) team issued an advisory over the weekend that all staff movement into TTSH and its campus has been suspended unless on an exceptional basis. If you have been to TTSH, dating back to 18th April, you should quickly get a swab test (regardless of whether or not you have been vaccinated), monitor your health closely (including twice-daily temperature taking) and

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see a doctor promptly if you feel unwell.

In addition, if you have been to any of the public places visited by confirmed cases during their infectious periods, you should also go for a swab test. You can go to the Urgent Care Centre at Kampung Admiralty, a Regional Screening Centre or a Public Health Preparedness Clinic for your swab. Do check if you have been to the locations visited by confirmed cases at the specified timings at. https:// wereyouthere.safeentry.gov.sg HR and EP will continue to send out updates via advisories, so please look out for them and you can speak to your supervisor or Human Resource if you have any queries.

The rise in community cases and clusters has prompted the Multi-Ministry Taskforce (MTF) to tighten safe management measures for two weeks beginning 1st May including stricter crowd control at shopping malls. The MTF has also urged Singaporeans to limit social interactions to no more than two a day, avoid crowded places, and stay home where possible.

These measures are necessary to break the virus transmission chains, and we have to be prepared for further tightening if the situation does not improve.

The recent cases and clusters show that we continue to be vulnerable to the COVID-19 virus, not just at work but also at home and in food courts, hawker places, eateries, and restaurants where we are typically unmasked. In a separate cluster unrelated to TTSH, an officer from Immigration & Checkpoints Authority (ICA) infected his entire immediate family including his wife who is a nurse working at TTSH. If any individual in your household is unwell or has been exposed to another person with COVID-19, we must take necessary precautions and adhere to safe distancing measures. As healthcare workers, we must keep to strict standards of monitoring our temperature twice-daily, seeing a doctor immediately when unwell, washing our hands and practising good personal hygiene, wearing a face mask when outside, and mandatory use of the TraceTogether app or token to facilitate contact tracing efforts. We have to stay vigilant to prevent another outbreak in the community, and as Minister Gan Kim Yong has mentioned, to minimise the risk of a large cluster of cases which will then put additional stress on our healthcare system. That is also why overseas travel for leisure remains suspended for all essential, frontline public (including healthcare) workers.

I know that these are trying times for you, and for those of you (like me) with families and loved ones in affected countries. My appeal to you is to remain optimistic and hopeful that eventually, the vaccination programme will build momentum globally, and as more and more people are immunised, the spread of the coronavirus will be curtailed eventually. We have in fact seen this happen in places such as the UK and Israel. Even in the US, the vaccination programme there has definitely resulted in reduced daily new cases. Despite this, a lot more people still need to be vaccinated. This is a long haul global challenge and we need to do our part.

Regardless of the COVID-19 pandemic, we need to continue to push ahead with our plans to care for the population we serve. Health-related issues arising from an ageing population, coupled with the high prevalence of chronic diseases, continue to be public health issues, with or without a pandemic. We must explore new ways to engage patients and their families, and work with partners for a holistic approach towards maintaining the well-being of the community.

Transforming Care for the residents we serve The Ministry of Health’s National Population Health Strategy of the “Three Beyonds” - Beyond Healthcare to Health, Beyond Hospital to Community, and Beyond Quality to Value - aims to help Singaporeans stay healthy, provide accessible care closer to home, and keep healthcare affordable. It is one of the impetus behind the National Healthcare Group’s (NHG) plan to build an ecosystem that will align payers, providers, patients, and the population we serve, to provide person-centred care that covers both health and social aspects. Partnership, Care, Finance,

Workforce Transformation, and Digital Transformation are pillars that will drive this care transformation. This was mentioned by our newly appointed NHG Chairman Mr Tan Tee How in his message on 15th April 2021, and aligns with WHC’s aim to provide seamless care within and beyond the hospital.

Woodlands Health’s role in this ecosystem is to oversee the health needs of the north-western region of Singapore that is home to about 400,000 residents (as at 2021), of which 10% are now 65 years and older. The number of residents in the north-west and the proportion of elderly are expected to increase over the next 10 to 15 years. Despite being one of the “youngest” parts of Singapore, the population is rapidly ageing and has one of the highest age-adjusted rates on chronic diseases, complications and frailty. In addition, there is a sizable at-risk population whose chronic conditions will progress to become full blown diseases and develop complications, if there is no intervention.

With our new health campus opening in 2023, we are well-poised to facilitate a comprehensive ecosystem of care, bringing together care providers in the community to deliver coordinated, holistic and person-centric care. We envisage Woodlands Health, working closely with partners, as the conductor for the health ecosystem for the population in the north-western region, the provider for acute and sub-acute care; the coordinator for preventive, primary, long-term care and other services; and the educator and influencer for health promotion and healthy lifestyles.

Scaling up Since 2017, WHC has worked with partners in the community to develop the “building blocks” for this. Our efforts include transitional care support from hospital to home, Community Nurse Posts as a key community “infrastructure”, various social-health integration initiatives to improve coordination and resilience, and an innovative care network comprising the GPFirst programme and Urgent Care Centre (UCC) to optimise primary and pre-hospital care.

Our pilot programme to improve the rightsiting of care in the north - the UCC - has received more than 3,200 patients since opening in September 2020. We recently

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Message from CEO Maintaining readiness On the Go-Live front, the Emergency Preparedness (EP) Workgroup conducted the first of six table-top exercises (TTX) on 12th April. This is necessary as part of our emergency preparedness and for all relevant operational units to be prepared to meet the surge demands of a mass casualty incident. While the TTX and plans are designed to handle largescale mass casualty incidents, it is also important for all participants to familiarise themselves with the operational plans as the key principles will be adapted to help WHC handle incidents that are similar in nature, such as major road traffic accidents. We can expect more table-top exercises to validate intra and interdepartment coordination and responses in different work areas as we progress towards campus opening.

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1. CPP team setting up the Doctor-On-Wheels at ComLink@Marsiling 2.Woodlands Community of Care team (WHC and AWWA Ltd) visiting selected households

2 during this pandemic period. Residents who needed support were referred for follow-up at our Community Nursing Posts or our partners’ services such as CREST (Community Resource Engagement and Support Team) by AWWA, where residents can seek mental health support for pandemic-related issues.

Sujimy introducing the UCC in his Facebook Video

partnered a Malay influencer Mr Sujimy Mohamad to increase awareness among the Malay community on the different care options available and his video has more than 23,000 views and 500 shares.

In case you missed it, you can watch the video here (link). It is important for residents to understand the importance of the right-siting of care, for one to receive timely attention for his or her health condition – be it visiting a family GP, going to UCC or heading to the ED for emergencies. I encourage you to share with your friends and relatives on the health services available to them.

The Community, People & Partnerships (CPP) team is also actively reaching out to residents to identify their health status and social needs. Together with our community partners, we have visited more than 120 households in FY 2020, while adhering to safe distancing measures even

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The Marsiling Cares ComLink initiative, in collaboration with the Ministry of Social and Family Development and the Agency for Integrated Care’s Community Network for Seniors, is another example of how we work with partners to create a network of support for both health and social needs of residents. Under this initiative, WHC collaborated with SATA CommHealth for its Doctors on Wheels (DOW) programme to provide subsidised or free medical treatment for disadvantaged or frail seniors in the community. WHC also deployed Local Area Coordinators to visit families and extend further social support if required.

We will continue these efforts, together with plans to scale successful pilots and develop a population health approach to incentivise upstream wellness and preventive care; optimise care delivery; coordinate and bring together health, social and other services; and improve overall health outcome. We will also be developing targeted interventions for the at-risk population, to nudge them towards a healthy lifestyle to slow down the progression of their chronic conditions.

Taking care of ourselves and each other While we continue to advocate health and wellness in the community, we must take care of ourselves too. In conjunction with World Health Day on 7th April 2021, the Engagement & Wellness Team from Human Resource organised the “Eat. Play.

Breathe” Health Fair where there were activities such as free exercise classes, exercise videos, art therapy sessions and an online cooking demonstration. These programmes aimed to help us “Eat Well.

Play Well and Live Well”. If you missed these, you can visit Workplace to watch the videos and you can also look forward to an e-cookbook with a collection of healthy recipes contributed by colleagues.

Last but not least, this month will see us celebrating festivals which were rather subdued last year due to the circuit-breaker. I hope we can take this opportunity to reflect on the great work we are currently doing against the pandemic which has enabled us to appreciate these special occasions.

Selamat Hari Raya to our Muslim colleagues, and Happy Vesak Day to our Buddhist colleagues!

My Colleagues Sister Kala

It’s not goodbye!

After an exhilarating journey with WHC, Deputy Director of Nursing, Sister Kala Narayanasamy is taking a temporary break to recharge and rejuvenate herself. “This is definitely not goodbye,” she says. “If anyone needs help, whether it’s our colleagues, patients or anyone - I’ll be back” (think terminator?).

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ack in 2018, Sister Kala joined WHC at the urging of Chief Nurse Pua Lay Hoon, to help nurture and groom nursing leaders for the new campus.

Over the last two years, Kala has groomed more than 10 Assistant Nurse Clinicians and Nurse Clinicians to take on leadership roles. She was also involved in the planning and development of the clinical workflows, initiated reviews and redefined the roles of ward nurse, Advance Practice Nurse (APN) and Nurse Clinician in the WHC pre-operation wards and empowered nurses to explore ways for patients to recover faster and shorten their length of stay. When the COVID-19 outbreak happened last year, Sister Kala tapped on her experience during SARS and acted swiftly. She initiated a 12-hour shift for

the nursing leaders and deployed a group of nurses to the Community Care Facilities.

She and her team worked together with the medical and operations team in converting general wards in YCH into COVID-19 wards within a short period of time while instituting standard operating procedure and workflows for these wards.

After all these accomplishments, Sister Kala will be taking a break to “spend time reading books and undertake courses to upskill myself.” Turns out Sister Kala is an avid reader, a hobby that she has cultivated since her early nursing days.

She will also spend time catching up with ex-colleagues and friends, some spanning three decades of friendship.

At a surprise “farewell” event, Sister Kala was presented with an appreciation gift from CEO Dr Jason Cheah on behalf of the organisation. Sister Kala jokingly said: “I told them no gifts. I say if you give me a gift means it’s goodbye. But it’s not! So can I return the gift when I come back? My friends always joked that I enjoy collecting farewell gifts that’s why I came back even though I left. It’s not true!”

Thank you for your contributions, Sister Kala! Enjoy your well-deserved break, and we’ll see you soon!

Some words of appreciation for Sister Kala:

Thank you for coming back to work on WHC planning with me and I am forever grateful for your guidance, sharing of wisdom, jokes and laughter and I shall wait for your return again, rest well sis.”

Chief Nurse Pua Lay Hoon

Ms Kala has been my mentor for many years and she is one of the best mentor who has worked with me from TTSH to WHC. As a senior mentor, she never fails to advocate for her staff’s safety where she developed and influenced strong standards of practices with collaboration between healthcare professionals.

She works tirelessly for her patients especially with the recent outbreak of COVID-19, and her energy levels are amazing, always ready to tackle new challenges and inspires others to do their best. I’ve learnt a lot from her and will continue to do my best to impart the wisdom that she had shared with me to our future nursing leaders”.

Sister Lily

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My Colleagues

My Words

Medical Social Work (MSW)

Ms Margaret Wong

It all began with an anonymous tip received by one of our doctors that quickly caught the attention of our Medical Social Services team. What transpired thereafter is an exemplary case of extending care beyond hospital walls.

was struggling on her own due to the lack of social support and limited information on the available help channels. The pandemic and circuit-breaker had further isolated them.

A

She decided to come forward after witnessing the dedication by our MSW in caring for her mother. While it was a challenge to convince her to allow the team to bring her mother to the hospital initially, she eventually agreed. Both mother and daughter are receiving support from APS and community partners to reintegrate back into the community.

t the height of the pandemic, one of our doctors received an anonymous WhatsApp message requesting for help for an elderly lady who was reportedly lying on the floor of her HDB flat and had gone without food for days. The WHC doctor informed her clinical Head of Department, who decided to call the Medical Social Work (MSW) Department for assistance to review the case.

As there was only an address given and the number from which the message was sent was subsequently turned off, the MSW team approached community partners such as Agency for Integrated Care (AIC), Monfort Care and Institute of Mental Health (IMH) to gather information and to locate the lady’s next-of-kin. As the case was not known to any of the agencies, the team decided to pay a visit to verify the situation even though we were under the circuit-breaker phase then.

Upon arrival, our MSW Cherlyn Quek found an elderly lady, unkempt and on the living room floor.

The door was not locked, and

a photocopied identity card was left at the door entrance. The elderly lady was observed to be weak and disoriented.

The ambulance and police were called in for assistance however, the elderly lady refused to give her consent to be conveyed to the hospital for further assessment.

Cherlyn did not give up and continued to monitor the lady’s wellbeing by conducting daily home visits to ensure she had food and water, and roped in her neighbours to help keep watch. Her efforts slowly gained the trust of the elderly lady.

The case was escalated to the Ministry of Social and Family Development Adult Protection Services (APS) for urgent assistance to invoke the Vulnerable Adult Act as the elderly lady was in selfneglect. The case took a turn when it was revealed that the person who had sent the anonymous message was in fact the elderly lady’s daughter who was suffering from mental health issues, like her mother. She contacted us for assistance as she

CNY reunion taken before the pandemic with Margaret’s parents, daughters and her husband.

What have we learnt?

MSW’s intervention is not only limited to work within the hospital but also extended out to the community.

Decisive and timely intervention are critical in our course of work.

The ability to connect with various service providers allow us to gather information promptly and take necessary actions. During the process, we also addressed issues that her daughter has faced over the years and rendered the appropriate support.

Placing the person at the centre of everything they did, the MSW team persisted in engaging the lady with empathy and practical support, and collaborated with various partners to achieve the common goal of improving lives. Even when the lady had not yet been admitted into hospital, our team of MSWs and doctors went the distance to render outstanding care. Our hats off to you for your tireless efforts to care for our community!

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Margaret’s mum sharing about her job with her eldest granddaughter and her school mates.

Mothers often are the most important women in our lives, impacting us in many ways.

Assistant Director of Enterprise Risk Management, Ms Margaret Wong shares the role her mother played in her decision to join healthcare.

S

ince my schooling years, I had been accustomed to being in a hospital daily. To me, it was like a student care facility where I would go to before and after school.

I remember doing my homework on a small table beside the nurse station.

Honestly, I could hardly concentrate on my homework as there was a lot going on. There were constant beeps and buzzer sounds from the machines and I had a clear view of the babies who were few hours or days old, some in the incubator, some in their little cots.

There could be several episodes where the doctors would rush in to administer resuscitation and tearful parents were quite a common scene.

You should be able to guess by now.

My mum worked in the Paediatrics ICU. Because I spent long hours there so I engaged in conversations with the nurses and played with the babies. My mum’s colleagues devoted their hearts to the job - if need be, they were ever ready to stay

back until the handover is fully completed or when there were urgent tasks to be completed. All they want is to ensure that their patients are well taken care of before they leave for the day.

I befriended a patient who stayed at AH for two years. I literally watched him grow up as his family stopped visiting him since he turned six months old.

When he could take small amount of solids, I shared my snacks with him (with my mum’s clearance). I remember his favourite is K** mashed potato. I am sure he is in a better place now 

On a happier note, I witnessed the gratitude from parents towards the doctors and nurses when they bring their babies home. Many times I hear the parents saying, I don’t know what else to say but thank you so much, with happy tears.

I was inspired by my mother, who is now semi-retired, to join the healthcare sector.

Unfortunately, I cannot be on the clinical track due to my phobia of needles and blood but I hope to be able to contribute to WHC, ensuring that we brave through all possible risks from now till campus opening, up to being operational.

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My Work

My Campus

Strategic Futures Office

Ms Carrie Chan

Have you heard of the newly set-up Strategic Futures Office and are you perhaps wondering what this very futuristic sounding department does? We spoke to its Director, Mr Chen Shunfu to find out more.

Pavilion Terrace at the

Tell us about the team The Strategic Futures Office (SFO) brings together the current Department of Knowledge and Innovation (DOKI), Strategic Operations Research and Analytics (SORA) and Corporate Development teams. The intent is to synergise the work done by these departments, which are inter-related.

SFO aims to be a resource centre for futures and strategic planning, as well as in innovation for WHC.

What’s keeping the team busy?

We are currently setting up the key processes to achieve the aims stated above.

For futures planning, we will scan trends and events in Political, Economic, Social, Technological, Legal and Environmental areas, and study the implications of the key drivers in each area.

The implications are then built up into possible future scenarios, and the ones with significant impact to WHC will be prioritised. Once the significant futures

Department of Knowledge & Innovation (DOKI): (clockwise) Jaslyn Ng, Sean Ang and Juliana Au

are identified, plans to leverage or mitigate the impact of these scenarios will be made in the present as part of the annual workplan exercise, to ensure WHC is future-ready.

With regards to Innovation, one of the key workstreams is in facilitating Design Thinking projects to solve issues that had been identified by our WHC colleagues, and in building and scaling up internal capabilities in Design Thinking.

Data is another key enabler that we want to build up, and we will work on

Corporate Development: (clockwise from top-left) Gabriel Aw, Yvette Foo, Chen Shunfu, Farah Nadiah Binte Talib, Goh Cai Shan

improving availability and accessibility to good data, both health and nonhealth related. In addition, SFO will work towards building up internal capabilities for deeper analytics, and building more robust and sophisticated data models to augment decision-making.

Tell us one thing the team is looking forward to achieve.

We see data as a critical building block towards achieving the various aims we have. To this end, we aim to design a well-structured data repository that will facilitate many of the other workstreams we have.

Finally, what would the team prefer to be known for?

We hope to be seen as a resource that departments can tap on to anticipate future trends that will impact the way we care for our population and patients, and to be able to assist departments in formulating strategies today to leverage future opportunities and overcome future challenges.

Strategic Operations Research & Analytics: (from left to right, first row) Sekar Karthik, Chua Beng Tee, Mack Pan (from left to right, second row), Angela Lim, Wong Yan Ling (left WHC recently), Jozanne Chew, Chan Kian Ann

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We shape our buildings: thereafter they shape us” Winston Churchill

Place-making, in simple terms, is to create quality spaces that contribute to people’s health, happiness and well-being. One approach of place-making is to introduce elements natural to people, so that they can connect with the space. The place-making strategies for WHC are based on four themes - healing, wellness, community and heritage and actualized through artin-architecture, communal spaces and health promoting features. The Pavilion at the Terrace is one such feature that encompasses all these enablers.

With an organic shape inspired by the butterfly wing and cladded in cheerful colours, the Pavilion stands as an art form outside B1 food court. It functions to activate the space by enabling community collaborations, such as performances by students or seniors from the community.

Diners can enjoy the performances while having their meals. Caregivers and our staff can also enjoy these communal spaces and through the programs, enhance wellness development and release psychological tensions.

I always feel blessed to be in this role that allows me to be involved in creating a welcoming Campus, that presents WHC as a community asset not just for healthcare but a place that promotes good health. Creating a delightful experience for a hospital is also a very important personal agenda because my mom always

Fun Fact

The pavilion design has gone through several iterations to ensure it is most constructible, cost-efficient and aesthetically pleasant. Check out its evolution from a plain overhang to the final butterfly form!

Make a guess…

How many of such butterfly wings do we have in the campus?

experiences a surge in blood pressure whenever she enters a hospital. It is truly my wish that such place-making strategies can create a warm and pleasant environment to reduce stress and anxiety and enhance patient experience.

As we move from Healthcare to Health, Hospital to Community, WHC plays a

critical role in promoting positive healthseeking behavior that starts from the community. The design of the physical structure of WHC campus further enables this vision. In the coming months, look forward to my team mates’ sharing on other special features that ‘make a difference’ in WHC design.

“Organic, not geometric. Stone, not concrete. Casa Mila, not Burj Khalifa.“ All these sound like unlikely choices for a Civil Engineer because the former are more natural forms, therefore irregular, unpredictable, difficult to design and construct. I have always been the atypical Engineer who is attracted to natural forms, or, things associated with the natural world, like animals and plants. Perhaps, this explains my extreme love for dogs and exploratory outdoor runs and why I resonate with the place-making track helmed

by Campus Planning.

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THE WHC

Experience

Data extracted from 3E Mini Advance Readback Sessions (Aug-Nov ‘20) & Patient Compliments (Jan-Apr ‘21)

Being Competent

What exactly do our patients want from us?

Are the needs and wants of patients really different from ours?

How else can we Build Trust & Relationship?

Follow this patient journey to see how the narratives of Patient Marcus, Nurse Wendy, Doctor Harry, and Allied Health Professional Cindy coincide!

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Getting Ready

“I’m not sure what to expect during my visit to WHC later. I heard that the place is huge!”

Nurse Wendy feels motivated “I want to improve my patients’ lives.

Who can I help today?”

Connecting from the heart strengthens the experience Having compassion when taking care of entry and exit with our patients makes all the difference!

Nurse Wendy, Doctor Harry & AHP Cindy aim to...

Thank you for your patience, professionalism, hardwork, and commitment to excellent medical care.

Thank you Nurses and keep up the good work.”

- Patient Compliments, Feb’21

Be Competent

Be Dedicated

Be Competent

Collaborate

“You know how to treat my condition”

“You will do your best to care for me”

‘’Doing our jobs well as a team is crucial to care for patients.”

“Collaborating across different teams is important for patient-centric care.”

Demonstrate Good Service Quality

Have Compassion

“You are patient, warm and compassionate towards me. You treat me as a person, not a problem.”

“We treat patients as our own family members.”

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Once he arrives at WHC, Marcus interacts with different staff in his patient journey.

Working as a tam highlights dedication to the cause Team discussions and pre-reading help us be ready to engage patients

How else can we Be Ready?

Check ourselves, our workplaces, and our systems.

Are we ready to engage our patients?

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“Cindy & Wendy, let’s come up with a great care plan for Marcus.

It may be difficult, but let’s show him that we care!”

Exiting WHC

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In the end, like Marcus, we want our patients to receive...

“I appreciate how the team is so sincere in caring for me, even though there are other patients with the same condition as me too. They understand me well.”

Care and Concern “During my visit, I like how the staff was so open & helpful in clarifying my doubts and worries”

Patient-facing staff is expected to be clinically competent and compassionate -- proactive in helping patients and able to work in a multidisciplinary team”

-Staff sharing from 3E Mini Advance Readback Session, Aug’20

Building Relationships in WHC

Being Collaborative

“Hi Marcus, my name is Wendy, and I’ll be your nurse for today. I understand that you are not feeling too well.

I care, and I am here with you. How can I help you feel more comfortable?”

Be Compassionate

Look out for emotions Offer help proactively Ensure that all needs are addressed

Entering WHC

Marcus expects the staff to...

Show care-- be present by maintaining eye contact and listening attentively Use simple language when speaking, and clarify understanding where appropriate

How else can we Take Care of Entry & Exit

Marcus feels nervous

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“Marcus, you must wonder how you can get treated.

I’ve treated many patients with similar conditions as you before. I’m here for you.”

- Dr. Harry

Both patients & our colleagues expect us to be competent in what we do Our competence builds trust, paving the way for stronger relationships!

Compassion & Dedication “Wow! I feel assured knowing that the staff is able to advise and clearly explain my condition in detail to me.”

Clear & Accurate Information

In summary, these are the common values that both patients and staff expect: Compassion

Dedication

Communication

Competence

Our Vision ADDING YEARS OF HEALTHY LIFE

Both patients and staff value competence.

However, patients also look out for dedication, clear communication and compassion from WHC.

Our Mission EVERYTHING WE DO IS ABOUT CARING FOR AND IMPROVING THE LIVES OF OUR PATIENTS, COMMUNITY AND HEALTHCARE FAMILY Joy in Work May 2021 11

WHC Happenings

WHC Quarterly

Staff Award

Visit Workplace from Facebook for daily updates, advisories, useful information and articles.

Congratulations to the following employees for making a positive impact to their patients and families!

Soh Zhi Hui Barbara

You are awesome !

Rose Yong Hung Zing

Sr Staff Nurse I, TTSH-Ward 86

Staff Nurse II, TTSH-Ward 9A

Nurse Barbara, together with the other doctors and nurses, are very dedicated and helpful.

Overall, I am satisfied with my stay.

The nurses, especially Rose, did a great job. Wishing everyone good health.

You are awesome !

Lydia Koh Shi En

Staff Nurse II, Ward D77

Kemashini Chandra Sekren Senior Healthcare Assistant Ward D57 (D88 before 1 May)

SN Lydia Koh is an excellent staff nurse who is very patient and caring to the patients, and guided the new HCA and trainee student. We would like You are to commend the good and excellent awesome ! services rendered by her.

WHC

You are awesome !

Hari Raya Greetings and celebrations

Updates

Organised

by HR

Thank you Kemashini for always checking up on me and talking to me nicely. Take care.

Townhall on Key COVID-19 Updates

T Prof Mohan Tiru

Deputy Chairman, Medical Board

In Treasuring Family Time

In Being Responsible & Vigilant

Fikry Fauzan Bin Zakaria

o share with colleagues about key COVID-19 updates, CEO and CMB wrote a message to the WHC family (read message here) and a Townhall was organised on 10th May 2021 to address any concerns. A recording of the Townhall is available on Workplace.

Rujia Binte Ali Shahul Hameed

Senior Occupational Therapist

Senior Nurse Manager

In Overcoming Adversity

Siti Aisyah Binte Salleh Assitant Nurse Clinician

Healthy I

Healthy Sambal Goreng

With guidance from the WHC Dietitians team, Corporate Communications posted a healthy recipe video on Facebook for Hari Raya

Ingredients you’ll need:

recipes for Hari Raya

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f you love to try new recipes, here’s our favourite traditional Malay dish with a refreshing twist – Healthy Sambal Goreng.

We’ve improvised the original deep-frying cooking method to baking the main ingredients, lowering the fats and calories.

Try it! #WHCHealthyRecipe

- 2 packet of fermented soybeans (tempe), cut thinly - 2 small tofu, cut cubes - 5 long beans, cut 2cm length - 1/2 lemongrass, sliced - 1 red chilli for garnish - 1 garlic, sliced - 1 onion, sliced

- - - - - - - -

2 thin slice of ginger Anchovies, 2 tablespoon Olive oil, 3 tablespoon Shrimp paste, 1 teaspoon Tamarind paste, 1 teaspoon Chilli paste, 1 tablespoon Evapourated milk, 2 tablespoon Salt to taste