"In Singapore, within half-an-hour, you would be in SGH (Singapore General Hospital), TTSH (Tan Tock Seng Hospital) … and within one-and-a-half to two hours flat, you'd know what went wrong." SM Lee KY.
A tall expectation given this: 'Shortage of Drs in SG'?
Lee Sr and the eye-opening trauma in London
Today - November 3, 2003
SINGAPORE
http://www.singapore-window.org/sw03/031103to.htm
By Val Chua
EMOTIONS ran high on a balmy Sunday night as the normally stoic Senior Minister Lee Kuan Yew nearly broke down while recounting the ordeal his wife went through in London recently.
The troubles that the couple faced — including joining a queue in a free hospital — when Mrs Lee was hit by stroke two Sundays ago, revealed how differently two systems worked.
"I cannot tell you how restless and unhappy we felt," he said at a community event in Jalan Bukit Merah yesterday.
"We run a (healthcare) system where you have to co-pay … but you get the attention. There, no attention, just join the queue," he said grimly.
The first sign of trouble was that there was no private hospital with CT scan facility at night in London, he told residents and community leaders.
So, Mrs Lee had to go to the NHS hospital nearest to the Four Seasons Hotel where they were staying — a free facility called the Royal London Hospital — and join the queue.
"We waited 45 minutes for the ambulance for a 10-minute drive," said Mr Lee in his first public appearance since the couple returned on Friday.
"In Singapore, within half-an-hour, you would be in SGH (Singapore General Hospital), TTSH (Tan Tock Seng Hospital) … and within one-and-a-half to two hours flat, you'd know what went wrong."
When Mrs Lee reached The Royal London Hospital at 12.30am, it happened to have three cardiac arrest patients.
Mr Lee was told his wife's brain problem was "not as important" as the cardiac arrest cases, he recounted solemnly. She would have had to wait till 8am the next morning for her CT brain scan if 10 Downing Street had not intervened to get her early attention. High Commissioner Michael Teo had sought help from 10 Downing Street at 2am on Sunday and she received treatment at 3.30am on the night itself.
"Once upon a time, it was a wonderful hospital. But after 40 plus years … the system cannot deliver. There's no connection between those in the system and the patients," he said.
But it's the way free healthcare systems work, he added, noting that Singapore must not go down that path, even though there are calls for free C class wards in public hospitals here.
"It's how the system works … They did not discriminate against us," he noted of his London experience.
This contrasted sharply with how quickly Singaporeans — including national carrier Singapore Airlines — reacted to the situation.
Even though doctors initially advised that Mrs Lee stay put in London for three weeks, Mr Lee decided fly her back once her condition stabilised.
And then there was the big worry that she would get a spasm onboard, he recounted.
But he needn't have worried. Within 48 hours, SIA had fitted out SQ321 with medical support of oxygen tanks and other fixtures for a drip.
"No other airline would have done this," Mr Lee said, looking visibly touched.
On board were also two Intensive Care nurses from Changi General Hospital, two doctors, as well as officials from SIA who made sure all the equipment worked.
"Everyone knows his job," said Mr Lee. "Within 12 to 13 hours, we'd reached Changi Airport. It was a big relief," he said. "Twelve to 13 hours. Your heart stops beating sometimes. We landed at Changi Airport. Great relief. I had my granddaughter (Li Xiuqi) with me. She is very fond of her grandmother. She was so relieved."
Mrs Lee was whisked off in an ambulance to Singapore General Hospital, where she is recovering.
"I think this experience has changed my granddaughter's view of Singapore," Mr Lee said.
The overseas ordeal has made him even more assured that Singapore has what it takes to succeed, despite the downturn. "It's how we respond in an emergency that determines how we fight back. And I have enormous confidence that we can fight back."
The Singapore system — with its efficiency and fighting spirit — must be kept, he said.
"You slacken, you choose the easy way, and you'd be finished," he said.
Choking back tears, he added: "I have immense confidence that in an emergency, our people respond …If we can do that, we can succeed."
Showing posts with label SG Healthcare (stds). Show all posts
Showing posts with label SG Healthcare (stds). Show all posts
Tuesday, April 15, 2008
"Inefficient or too thorough?"
"Inefficient or too thorough?"
Tuesday • March 11, 2008 (Hosp reply is below)
Patient: Exhausted after 7 hours in clinic
I am writing about my experience at the KK Women's and Children's Hospital's 24-hour clinic.
I recently went there because of a lower abdominal pain and spent more than three hours in a waiting room with only two rows of seats. Some patients were forced to stand while waiting.
There were only two doctors on duty. I was surprised at the chaotic situation in the consultation room. I submitted some samples for laboratory testing. While I was still on the examination couch, an impatient nurse asked me to confirm my address on the specimen tube labels. Before I could do so, she concluded they were correct and took the tubes.
I was then asked to go for an ultrasound. The person performing the scan told me she was not supposed to answer my queries. I had to wait to be brought to the consultation room again, when I could have brought the report myself.
I had to wait one-and-a-half hours for the doctor to interpret the scan. I was tired after making several trips to different floors.
When I asked the doctor to clarify the report, he seemed impatient and left the impression that he wanted to dismiss me quickly. He also wanted to prescribe medication without waiting for the final laboratory report, which would have been available three days later. When I refused the prescription, he seemed dissatisfied.
I left the hospital after paying substantial medical fees and spending about seven hours there. Can the management clarify if this is a normal scenario at the clinic and how it intends to improve the situation.
Ho See Ling
------
Hospital: Didn't want to risk patient's health
I refer to Ho See Ling's letter on her wait at the KK Women's and Children's Hospital (KKH) and her feedback about our staff.
She came to KKH's 24-hour clinic on Feb 25 at about 10am and had an initial assessment of her condition by a nurse about 15 minutes later.
She was found to be stable with no medical emergency. She saw a specialist one-and-a-half hours later at about 12pm. She presented with symptoms of lower abdominal pain that was not explained by her earlier medical condition.
Although not a medical emergency, these symptoms could represent serious infection as well as diseases that could have severe longer-term consequences if they were not diagnosed and treated promptly. The diagnosis of this condition required a detailed ultrasound scan and other investigations, which were specially arranged on the same day to save her the inconvenience of having to return to the hospital on another day for the tests.
We wish to assure Ho See Ling that the doctor's diagnosis of her condition was not only accurate, as supported by the ultrasound scan and subsequent test results, but also his offer of prescriptions was precise. However, she declined the medications on the day of her visit. She was promptly recalled and collected her medication after the latter results confirmed the specialist's initial diagnosis.
With regard to service from staff, we would like to inform Ho See Ling that the sonographer who conducted her scan was not able to answer her queries on her condition as this can only be done by a doctor once a radiologist has reviewed the scans and written a report.
We hope she understands that some medical conditions may not be apparent at the onset and thus, a rigorous review by doctors is required to ensure the condition is properly diagnosed, and appropriate treatment is rendered.
This may take more time than patients expect. We also hope Ho See Ling will accept our apologies for any inconvenience she may have experienced during her visit, especially if staff have been perceived as impatient. KKH takes patient-care seriously and thus, we are vigilant about giving the best medical treatment possible. We are also constantly seeking new ways to enhance patients' comfort and convenience.
We take this opportunity to wish her a speedy recovery.
Assoc Prof Tay Eng Hseon
Chairman, Medical Board, KK Women's and Children's Hospital
Copyright MediaCorp Press Ltd. All rights reserved. http://www.todayonline.com/articles/242192.asp
Tuesday • March 11, 2008 (Hosp reply is below)
Patient: Exhausted after 7 hours in clinic
I am writing about my experience at the KK Women's and Children's Hospital's 24-hour clinic.
I recently went there because of a lower abdominal pain and spent more than three hours in a waiting room with only two rows of seats. Some patients were forced to stand while waiting.
There were only two doctors on duty. I was surprised at the chaotic situation in the consultation room. I submitted some samples for laboratory testing. While I was still on the examination couch, an impatient nurse asked me to confirm my address on the specimen tube labels. Before I could do so, she concluded they were correct and took the tubes.
I was then asked to go for an ultrasound. The person performing the scan told me she was not supposed to answer my queries. I had to wait to be brought to the consultation room again, when I could have brought the report myself.
I had to wait one-and-a-half hours for the doctor to interpret the scan. I was tired after making several trips to different floors.
When I asked the doctor to clarify the report, he seemed impatient and left the impression that he wanted to dismiss me quickly. He also wanted to prescribe medication without waiting for the final laboratory report, which would have been available three days later. When I refused the prescription, he seemed dissatisfied.
I left the hospital after paying substantial medical fees and spending about seven hours there. Can the management clarify if this is a normal scenario at the clinic and how it intends to improve the situation.
Ho See Ling
------
Hospital: Didn't want to risk patient's health
I refer to Ho See Ling's letter on her wait at the KK Women's and Children's Hospital (KKH) and her feedback about our staff.
She came to KKH's 24-hour clinic on Feb 25 at about 10am and had an initial assessment of her condition by a nurse about 15 minutes later.
She was found to be stable with no medical emergency. She saw a specialist one-and-a-half hours later at about 12pm. She presented with symptoms of lower abdominal pain that was not explained by her earlier medical condition.
Although not a medical emergency, these symptoms could represent serious infection as well as diseases that could have severe longer-term consequences if they were not diagnosed and treated promptly. The diagnosis of this condition required a detailed ultrasound scan and other investigations, which were specially arranged on the same day to save her the inconvenience of having to return to the hospital on another day for the tests.
We wish to assure Ho See Ling that the doctor's diagnosis of her condition was not only accurate, as supported by the ultrasound scan and subsequent test results, but also his offer of prescriptions was precise. However, she declined the medications on the day of her visit. She was promptly recalled and collected her medication after the latter results confirmed the specialist's initial diagnosis.
With regard to service from staff, we would like to inform Ho See Ling that the sonographer who conducted her scan was not able to answer her queries on her condition as this can only be done by a doctor once a radiologist has reviewed the scans and written a report.
We hope she understands that some medical conditions may not be apparent at the onset and thus, a rigorous review by doctors is required to ensure the condition is properly diagnosed, and appropriate treatment is rendered.
This may take more time than patients expect. We also hope Ho See Ling will accept our apologies for any inconvenience she may have experienced during her visit, especially if staff have been perceived as impatient. KKH takes patient-care seriously and thus, we are vigilant about giving the best medical treatment possible. We are also constantly seeking new ways to enhance patients' comfort and convenience.
We take this opportunity to wish her a speedy recovery.
Assoc Prof Tay Eng Hseon
Chairman, Medical Board, KK Women's and Children's Hospital
Copyright MediaCorp Press Ltd. All rights reserved. http://www.todayonline.com/articles/242192.asp
Warming up to better service
"Less satisfied, however, were those who ranked Singapore's two healthcare clusters, the National Healthcare Group and SingHealth, near the bottom of the overall list. For instance, in terms of polyclinic service, they scored 60.5 and 64.7 respectively. With the issue of long queues having repeatedly made the news... "
'Queue' Mar08, Dec07, older/ source
Warming up to better service
First nation-wide index on customer satisfaction here is a start
Tuesday • April 8, 2008
Alicia Wong: alicia@mediacorp.com.sg
YOU'VE heard or experienced it all, the good and the bad that service in Singapore has to offer. Now, here are credible statistics to back the anecdotes — and the numbers paint a picture of a somewhat satisfied customer.
Based on a new, comprehensive measure of customer contentment, the city of the smiling Singa scored a "healthy" 68.7 out of 100 on the national average satisfaction scale. Other developed countries scored in the 70s.
A first in Singapore, the Customer Satisfaction Index of Singapore (CSISG) — developed by the Institute of Service Excellence (Ises) and the Singapore Workforce Development Agency (WDA) — includes the views of both residents and tourists, on eight key economic sectors.
Of the individual entities that stood out, the national carrier took pride of place. Thanking its customers, a Singapore Airlines spokesperson told Today it had invested "substantial resources in training" its staff to keep customers happy and was "honoured to have topped the survey".
Less satisfied, however, were those who ranked Singapore's two healthcare clusters, the National Healthcare Group and SingHealth, near the bottom of the overall list. For instance, in terms of polyclinic service, they scored 60.5 and 64.7 respectively.
With the issue of long queues having repeatedly made the news, consumers like band instructor Goh Koon Chuan, 36, were not surprised polyclinics fared badly. "Their waiting times are long," he groused.
While the transportation and logistics sector was ranked third, one of its sub-sectors — public buses — scored a low 64.3. SBS Transit said: "We are of course disappointed that we did not do better and this will definitely spur us to do better."
Most consumers were not surprised at the sector rankings, especially with tourism coming in first. But market researcher Eugene Fok, 25, did not expect telecommunications to take bottom place, while housewife Ms Cynthia Sin, 47, felt the scoring for public buses was harsh. "I depend on public transport, and I think it is quite efficient," she said.
While Singapore's national average is healthy, there is some catching up to do, said Ises director Caroline Lim. South Korea and the United States, which use the same model, scored 72 and 75 respectively.
South Korea had scored 58.8 when it launched the index in 1998 but has moved "steadily upward" since, said Ms Lim, adding that Singapore can do likewise.
Interestingly, tourists gave higher scores than residents did. Most tourists came from Indonesia, China and Australia, said Ms Lim, and when they compare against their experiences at home, "they would rate Singapore higher".
That Singaporeans could have higher expectations was also a "possibility". Even so, only 6.3 per cent of respondents had complained to a company at least once in the last three or six months — compared with the US' 14 per cent.
This could be due to US consumers being more vocal, or there being more well-established feedback channels and a faster service-recovery culture in the US, said Ises, which comes under the Singapore Management University (SMU). The key to customer satisfaction, findings showed, depended on how well a company handled the complaint.
The CSISG is an international gold standard based on the American Customer Satisfaction Index, said Ises, which co-funded the $1-million survey with the WDA. Data was collected through face-to-face interviews with 10,229 households and 2,159 tourists between May 1 and July 23 last year. The survey took into account how customers' expectations and the quality of products or services affected their satisfaction.
Acting Minister for Manpower Gan Kim Yong said good service skills will become a critical asset and a competitive advantage for Singapore. "The CSISG is not just a barometer of customer satisfaction. It is a diagnostic tool that allows companies to understand, compare, improve and monitor their customer service over time," he said, challenging companies to score above 70 within three years.
The results will be posted at www.smu.edu.sg. Data collection for CSISG 2008 will begin in mid-year, and will expand to include other sub-sectors, such as insurance.
Copyright MediaCorp Press Ltd. All rights reserved.
http://www.todayonline.com/articles/247162.asp
2008 Press Release [7 April 2008]
ISES@SMU releases findings of Singapore's first national level customer satisfaction study
'Queue' Mar08, Dec07, older/ source
Warming up to better service
First nation-wide index on customer satisfaction here is a start
Tuesday • April 8, 2008
Alicia Wong: alicia@mediacorp.com.sg
YOU'VE heard or experienced it all, the good and the bad that service in Singapore has to offer. Now, here are credible statistics to back the anecdotes — and the numbers paint a picture of a somewhat satisfied customer.
Based on a new, comprehensive measure of customer contentment, the city of the smiling Singa scored a "healthy" 68.7 out of 100 on the national average satisfaction scale. Other developed countries scored in the 70s.
A first in Singapore, the Customer Satisfaction Index of Singapore (CSISG) — developed by the Institute of Service Excellence (Ises) and the Singapore Workforce Development Agency (WDA) — includes the views of both residents and tourists, on eight key economic sectors.
Of the individual entities that stood out, the national carrier took pride of place. Thanking its customers, a Singapore Airlines spokesperson told Today it had invested "substantial resources in training" its staff to keep customers happy and was "honoured to have topped the survey".
Less satisfied, however, were those who ranked Singapore's two healthcare clusters, the National Healthcare Group and SingHealth, near the bottom of the overall list. For instance, in terms of polyclinic service, they scored 60.5 and 64.7 respectively.
With the issue of long queues having repeatedly made the news, consumers like band instructor Goh Koon Chuan, 36, were not surprised polyclinics fared badly. "Their waiting times are long," he groused.
While the transportation and logistics sector was ranked third, one of its sub-sectors — public buses — scored a low 64.3. SBS Transit said: "We are of course disappointed that we did not do better and this will definitely spur us to do better."
Most consumers were not surprised at the sector rankings, especially with tourism coming in first. But market researcher Eugene Fok, 25, did not expect telecommunications to take bottom place, while housewife Ms Cynthia Sin, 47, felt the scoring for public buses was harsh. "I depend on public transport, and I think it is quite efficient," she said.
While Singapore's national average is healthy, there is some catching up to do, said Ises director Caroline Lim. South Korea and the United States, which use the same model, scored 72 and 75 respectively.
South Korea had scored 58.8 when it launched the index in 1998 but has moved "steadily upward" since, said Ms Lim, adding that Singapore can do likewise.
Interestingly, tourists gave higher scores than residents did. Most tourists came from Indonesia, China and Australia, said Ms Lim, and when they compare against their experiences at home, "they would rate Singapore higher".
That Singaporeans could have higher expectations was also a "possibility". Even so, only 6.3 per cent of respondents had complained to a company at least once in the last three or six months — compared with the US' 14 per cent.
This could be due to US consumers being more vocal, or there being more well-established feedback channels and a faster service-recovery culture in the US, said Ises, which comes under the Singapore Management University (SMU). The key to customer satisfaction, findings showed, depended on how well a company handled the complaint.
The CSISG is an international gold standard based on the American Customer Satisfaction Index, said Ises, which co-funded the $1-million survey with the WDA. Data was collected through face-to-face interviews with 10,229 households and 2,159 tourists between May 1 and July 23 last year. The survey took into account how customers' expectations and the quality of products or services affected their satisfaction.
Acting Minister for Manpower Gan Kim Yong said good service skills will become a critical asset and a competitive advantage for Singapore. "The CSISG is not just a barometer of customer satisfaction. It is a diagnostic tool that allows companies to understand, compare, improve and monitor their customer service over time," he said, challenging companies to score above 70 within three years.
The results will be posted at www.smu.edu.sg. Data collection for CSISG 2008 will begin in mid-year, and will expand to include other sub-sectors, such as insurance.
Copyright MediaCorp Press Ltd. All rights reserved.
http://www.todayonline.com/articles/247162.asp
2008 Press Release [7 April 2008]
ISES@SMU releases findings of Singapore's first national level customer satisfaction study
Sunday, December 9, 2007
S'poreans live longer but suffer 8 years of poor health
"while Singapore does well on life expectancy charts, a different picture emerges when good health is tracked. ...
... (MOH) study confirmed that a lot of suffering and premature deaths come from diseases that could be prevented - such as heart attacks, stroke and diabetes. Some cancers too could be caught early."
Home > Most Read Stories Dec 3, 2007
S'poreans live longer but suffer 8 years of poor health
MOH study shows main causes of sickness are diseases that could be prevented early on
By Salma Khalik, Health Correspondent IF YOU needed another reason to lead a healthy lifestyle, here it is: A study shows that Singaporeans may be living longer now, but they are also sick for more years than people in some other countries.
The main culprits are heart disease and stroke, cancer, diabetes and even mental illness.
Now, the average Singapore woman should live to 81.8, but she will spend eight of those years ill or disabled. Men too will spend eight of their 78 years in poor health.
So while Singapore does well on life expectancy charts, a different picture emerges when good health is tracked.
The Ministry of Health study confirmed that a lot of suffering and premature deaths come from diseases that could be prevented - such as heart attacks, stroke and diabetes. Some cancers too could be caught early.
The prevalence of such diseases also suggests that more should be done to tell people what they can do to save themselves from becoming ill, said Dr Lam Pin Min, a member of the Government Parliamentary Committee for Health.
He called for more public education on how these ailments can be prevented, and screening to catch problems like diabetes and cancer early.
He added: 'With early detection of diseases, prompt medical treatment can hopefully minimise illness and medical complications.'
But health authorities can only do so much, argued unionist and Health GPC head Madam Halimah Yacob. People must take ownership of their health if they want to keep such illnesses at bay.
Her advice: 'Go for regular screening, eat more vegetables, less salt and do more exercise. That could cut the number of years you suffer from ill health.'
Dr Derrick Heng, deputy director of the Ministry of Health's non-communicable diseases branch said the study will guide the authorities on how to spend health resources.
But though it 'shines the torch' on diseases that cause the most suffering, the ministry will have to see which actually benefit from preventive measures.
The study will be repeated every three years, to track if the main causes of disability change, or are reduced, as the ministry puts in more effort to tackle them.
A surprising finding was how mental disorders count as much as diabetes and stroke for the wasted years. Mental health is getting a boost as the ministry has committed $80 million over the next five years to improving it.
Zooming in on problem areas could help Singapore catch up with countries that fare best - such as Japan, the top country in the world for long, healthy lives.
Japanese women live an average of 77.7 years in good health, compared to only 71.3 years for women here. Japanese men have 72.3 years of good health, compared to 68.8 years for Singapore men.
The ministry has already made the treatment and prevention of chronic disease a priority. People can now use money previously reserved for hospitalisation to treat diabetes, high cholesterol, high blood pressure and stroke.
The intention is to treat those conditions early before complications set in.
Unfortunately the programme has not been popular, said Madam Halimah. She suggested expanding the use of Medisave money to include an annual health check.
Men should also take a leaf from their wives.
Women all over the world live longer and healthier lives. The World Health Organisation (WHO) attributes it to their smoking less, exercising more and being more health conscious than men. As for Japan, its explanation is the low rate of cardiovascular diseases comes from their high-in-fish diets.
Madam Halimah said: 'We should also start eating more fish and less meat.'
salma@sph.com.sg
http://www.straitstimes.com/Free/Story/STIStory_182755.html?vgnmr=1
... (MOH) study confirmed that a lot of suffering and premature deaths come from diseases that could be prevented - such as heart attacks, stroke and diabetes. Some cancers too could be caught early."
Home > Most Read Stories Dec 3, 2007
S'poreans live longer but suffer 8 years of poor health
MOH study shows main causes of sickness are diseases that could be prevented early on
By Salma Khalik, Health Correspondent IF YOU needed another reason to lead a healthy lifestyle, here it is: A study shows that Singaporeans may be living longer now, but they are also sick for more years than people in some other countries.
The main culprits are heart disease and stroke, cancer, diabetes and even mental illness.
Now, the average Singapore woman should live to 81.8, but she will spend eight of those years ill or disabled. Men too will spend eight of their 78 years in poor health.
So while Singapore does well on life expectancy charts, a different picture emerges when good health is tracked.
The Ministry of Health study confirmed that a lot of suffering and premature deaths come from diseases that could be prevented - such as heart attacks, stroke and diabetes. Some cancers too could be caught early.
The prevalence of such diseases also suggests that more should be done to tell people what they can do to save themselves from becoming ill, said Dr Lam Pin Min, a member of the Government Parliamentary Committee for Health.
He called for more public education on how these ailments can be prevented, and screening to catch problems like diabetes and cancer early.
He added: 'With early detection of diseases, prompt medical treatment can hopefully minimise illness and medical complications.'
But health authorities can only do so much, argued unionist and Health GPC head Madam Halimah Yacob. People must take ownership of their health if they want to keep such illnesses at bay.
Her advice: 'Go for regular screening, eat more vegetables, less salt and do more exercise. That could cut the number of years you suffer from ill health.'
Dr Derrick Heng, deputy director of the Ministry of Health's non-communicable diseases branch said the study will guide the authorities on how to spend health resources.
But though it 'shines the torch' on diseases that cause the most suffering, the ministry will have to see which actually benefit from preventive measures.
The study will be repeated every three years, to track if the main causes of disability change, or are reduced, as the ministry puts in more effort to tackle them.
A surprising finding was how mental disorders count as much as diabetes and stroke for the wasted years. Mental health is getting a boost as the ministry has committed $80 million over the next five years to improving it.
Zooming in on problem areas could help Singapore catch up with countries that fare best - such as Japan, the top country in the world for long, healthy lives.
Japanese women live an average of 77.7 years in good health, compared to only 71.3 years for women here. Japanese men have 72.3 years of good health, compared to 68.8 years for Singapore men.
The ministry has already made the treatment and prevention of chronic disease a priority. People can now use money previously reserved for hospitalisation to treat diabetes, high cholesterol, high blood pressure and stroke.
The intention is to treat those conditions early before complications set in.
Unfortunately the programme has not been popular, said Madam Halimah. She suggested expanding the use of Medisave money to include an annual health check.
Men should also take a leaf from their wives.
Women all over the world live longer and healthier lives. The World Health Organisation (WHO) attributes it to their smoking less, exercising more and being more health conscious than men. As for Japan, its explanation is the low rate of cardiovascular diseases comes from their high-in-fish diets.
Madam Halimah said: 'We should also start eating more fish and less meat.'
salma@sph.com.sg
http://www.straitstimes.com/Free/Story/STIStory_182755.html?vgnmr=1
Public hospitals need better queue system
Home > ST Forum > Story
Dec 8, 2007
Public hospitals need better queue system
THE queue system in public hospitals needs to be improved.
My child was born with a congenital health condition and needs to go for regular check-ups at KK Hospital. Upon arrival at the hospital, we have to take a queue number but the queue system is a random one so we never know how long we need to wait and how many patients are ahead of us.
Despite having a scheduled appointment, each visit would still require half an hour to more than two hours of waiting. We have to avoid going for food or toilet breaks in case we missed our turn.
A month ago, my father went for a check-up at the SingHealth polyclinic at Singapore General Hospital on account of chest pain. He was scheduled to undergo a physical examination and scan. Fortunately, the check-up showed that there were no major health problems.
However, the whole process took more than five hours. He arrived at the hospital about 10am and could not take his lunch as the queue system was also a random one and he didn't want to miss his turn.
Upon obtaining the scan results, he had his final consultation with the doctor after 3pm and was prescribed some painkillers.
My father was faint from hunger by then and he rejected the prescription as that would mean another wait at the pharmacy.
Most patients at hospitals are sick and may need rest but they have to queue for hours. It is especially tough on old folk and young children who are sick as they cannot afford to wait for hours in the virus-filled environment.
Since the Government has put so much money and effort into improving public-hospital standards, I hope it can look into a better queue system to enhance patients' experience.
Jessica Tan Pui See (Mrs)
http://www.straitstimes.com/ST%2BForum/Story/STIStory_184722.html
Dec 8, 2007
Public hospitals need better queue system
THE queue system in public hospitals needs to be improved.
My child was born with a congenital health condition and needs to go for regular check-ups at KK Hospital. Upon arrival at the hospital, we have to take a queue number but the queue system is a random one so we never know how long we need to wait and how many patients are ahead of us.
Despite having a scheduled appointment, each visit would still require half an hour to more than two hours of waiting. We have to avoid going for food or toilet breaks in case we missed our turn.
A month ago, my father went for a check-up at the SingHealth polyclinic at Singapore General Hospital on account of chest pain. He was scheduled to undergo a physical examination and scan. Fortunately, the check-up showed that there were no major health problems.
However, the whole process took more than five hours. He arrived at the hospital about 10am and could not take his lunch as the queue system was also a random one and he didn't want to miss his turn.
Upon obtaining the scan results, he had his final consultation with the doctor after 3pm and was prescribed some painkillers.
My father was faint from hunger by then and he rejected the prescription as that would mean another wait at the pharmacy.
Most patients at hospitals are sick and may need rest but they have to queue for hours. It is especially tough on old folk and young children who are sick as they cannot afford to wait for hours in the virus-filled environment.
Since the Government has put so much money and effort into improving public-hospital standards, I hope it can look into a better queue system to enhance patients' experience.
Jessica Tan Pui See (Mrs)
http://www.straitstimes.com/ST%2BForum/Story/STIStory_184722.html
Home > ST Forum > Story
Dec 10, 2007
Have we lost the humanity to say 'sorry'?
WHY is it so hard to say 'I am sorry', or 'We apologise' when you make a mistake that vexes others?
It would seem that this inexcusable lapse in common courtesy is widespread, even among the highly educated.
Let me illustrate by sharing an experience of a close buddy of mine.
John (not his real name) went to a renowned hospital one Friday morning for a blood test. Later that day, his doctor asked him to go back for a retest. Reason: an abnormally high level of potassium in his blood that could spell trouble.
Concerned, John made his way back to the hospital after lunch and was made to wait at the A&E unit until 6.30pm (almost four hours) for the result.
The 73-year-old retiree was clearly upset about the painful wait as he recounted his experience.
It turned out that his blood profile was normal after all. Poor John was unceremoniously discharged - no explanation for the discrepancy in the first lab result, no acknowledgement of mistake, and not a word of apology for the false alarm, anxiety and inconvenience caused.
This is odd, especially for a hospital that prides itself on the provision of high-quality patient care. One would think that, as a complement to its excellent medical expertise, the mission of this hospital (or for that matter any decently run hospital) would be better served by the graciousness and sensitivity of its staff.
What happened to John may seem trivial but it is not. Neither is it an isolated incident as the word 'sorry', sad to say, is rarely heard these days when it should be a natural and spontaneous response in such situations.
Perhaps it is the hectic way of life here that has over the years inured many Singaporeans to the point of abject apathy on how decent folk ought to treat one another.
That is sad but we must not find excuses for our shortcomings. This innate and instinctive part of ourselves that makes us human need not be lost forever if we, first, don't allow ourselves to live in denial and, second, make a conscientious effort to change for the better.
The change will take time, but it will be worth it for, if nothing else, we could at least say with some pride (and without apologies!) that we are truly a 'developed nation'.
Lee Seck Kay
http://www.straitstimes.com/ST%2BForum/Story/STIStory_185124.html
Dec 10, 2007
Have we lost the humanity to say 'sorry'?
WHY is it so hard to say 'I am sorry', or 'We apologise' when you make a mistake that vexes others?
It would seem that this inexcusable lapse in common courtesy is widespread, even among the highly educated.
Let me illustrate by sharing an experience of a close buddy of mine.
John (not his real name) went to a renowned hospital one Friday morning for a blood test. Later that day, his doctor asked him to go back for a retest. Reason: an abnormally high level of potassium in his blood that could spell trouble.
Concerned, John made his way back to the hospital after lunch and was made to wait at the A&E unit until 6.30pm (almost four hours) for the result.
The 73-year-old retiree was clearly upset about the painful wait as he recounted his experience.
It turned out that his blood profile was normal after all. Poor John was unceremoniously discharged - no explanation for the discrepancy in the first lab result, no acknowledgement of mistake, and not a word of apology for the false alarm, anxiety and inconvenience caused.
This is odd, especially for a hospital that prides itself on the provision of high-quality patient care. One would think that, as a complement to its excellent medical expertise, the mission of this hospital (or for that matter any decently run hospital) would be better served by the graciousness and sensitivity of its staff.
What happened to John may seem trivial but it is not. Neither is it an isolated incident as the word 'sorry', sad to say, is rarely heard these days when it should be a natural and spontaneous response in such situations.
Perhaps it is the hectic way of life here that has over the years inured many Singaporeans to the point of abject apathy on how decent folk ought to treat one another.
That is sad but we must not find excuses for our shortcomings. This innate and instinctive part of ourselves that makes us human need not be lost forever if we, first, don't allow ourselves to live in denial and, second, make a conscientious effort to change for the better.
The change will take time, but it will be worth it for, if nothing else, we could at least say with some pride (and without apologies!) that we are truly a 'developed nation'.
Lee Seck Kay
http://www.straitstimes.com/ST%2BForum/Story/STIStory_185124.html
Saturday, October 20, 2007
Put specialists and GPs under one roof
HEALTH-CARE COSTS
Put specialists and GPs under one roof
By SALMA KHALIK, Health Correspondent
ST Oct 19, 2007
Today, the provision of chronic care is divided between specialists in their specialist clinics and general practitioners in their private clinics or polyclinics.
The best way to treat the growing group of patients with chronic ailments is a holistic approach specialist care when needed, GP or polyclinic care at other times, and even care by nurse practitioners in between for patients whose conditions are stable.
Such "right-siting" of care has been the buzzword in health-care circles here for some years. Giving the Proper level of care and no more than that is the best way to keep health-care costs down.
In theory, everyone agrees with this. In practice, it is more difficult to implement.
Part of the problem is that patients do not want to move down the expertise ladder once they are being treated by a specialist.
This is partly due to the belief that specialists give better care. But specialists are the first to admit that not: all patients need the level of care they give.
Many sick people whose conditions are not severe, or are stable, can be treated by their family or poly-clinic doctor. But public-sector specialists complain that they have a hard time discharging patients who refuse to leave their care especially subsidised patients, who fear that once they are discharged from the Specialist Outpatient Clinic (SOC), they might have difficulty getting back in as subsidised patients should their condition deteriorate.
Add to that the very modest consultation fee of $20-$25 for subsidised patients seeing a specialist. This is close to what a private GP would charge. While polyclinics cost less, at $8 per visit, and half that for the elderly, the difference may not be too significant today.
Furthermore, patients, especially elderly ones who are more prone to chronic illnesses, are creatures of habit. Those who have been going to an SOC will want to keep doing so.
The solution appears obvious. Instead of moving patients from polyclinics to SOCs and back to polyclinic why not have both specialists and family doctors operating from the same place?
Instead of keeping SOCs hospital based, where the cost of space is high, why not move them out?
Similarly, polyclinics originally meant to treat the poorest 20 per cent of the population for acute illness are seeing increasing numbers of chronic acute patients.
Chronic-care centers housing both specialists and polyclinic doctors would solve several problems at the same time.
It would leave the polyclinics free to deal with acute illness and thus get rid of the long queues seen today.
Subsidised patients no longer need to decide whether to stick to a specialist or return to the polyclinic.
They go to this centre, get a quick check from the triage nurse who then gives them an appointment with either a general doctor or a specialist, according to the patient's need at the time of visit.
This way, fewer specialists will be needed to care for a larger pool of patients.
Even better yet, train more nurse practitioners who can see patients on alternate visits. Some polyclinics are already doing this. This practice should be extended to bring specialists into the loop as well.
Moving SOCs out of hospitals will have another benefit. It frees up expensive hospital space for inpatient care. Instead of expanding existing hospitals, build these chronic-care centres in large housing estates.
Specialists who have inpatients could spend half a day at the hospital and the other half at the chronic-care centre. Should the patient need to be hospitalised, he would be treated by the same specialist.
For patients, having a chronic-care centre that treats various ailments such as diabetes, hypertension and heart problems means going to just one place for all their needs.
The patient's files would be shared by all the doctors he sees at the centre, so they would know what other medicines he is taking.
This way, a patient who needs specialist care for a short period need not have to get a referral from a polyclinic doctor then make an extra trip to a hospital to see the specialists. It can all be done during that one visit. The pharmacy would also be able to double check to ensure that he is not given any medicine that would react adversely with something else he is taking.
Peripheral health-care services, such as podiatric care for diabetics, rehabilitation centres for recovering stroke patients or a gym for heart patients to get back into shape, could: all be housed in the same place.
As the population ages, number of people with chronic ailments will go up. If Singapore continues with its current pigeon-hole system, health care will remain fragmented.
Bringing the various services under one roof will give patients holistic care and free specialists to look after those who really need their level of expertise. It should also he keep a cap on rising health-care costs.
salma@sph.com.sg
http://www.straitstimes.com/Review/Others/STIStory_168324.html
Put specialists and GPs under one roof
By SALMA KHALIK, Health Correspondent
ST Oct 19, 2007
Today, the provision of chronic care is divided between specialists in their specialist clinics and general practitioners in their private clinics or polyclinics.
The best way to treat the growing group of patients with chronic ailments is a holistic approach specialist care when needed, GP or polyclinic care at other times, and even care by nurse practitioners in between for patients whose conditions are stable.
Such "right-siting" of care has been the buzzword in health-care circles here for some years. Giving the Proper level of care and no more than that is the best way to keep health-care costs down.
In theory, everyone agrees with this. In practice, it is more difficult to implement.
Part of the problem is that patients do not want to move down the expertise ladder once they are being treated by a specialist.
This is partly due to the belief that specialists give better care. But specialists are the first to admit that not: all patients need the level of care they give.
Many sick people whose conditions are not severe, or are stable, can be treated by their family or poly-clinic doctor. But public-sector specialists complain that they have a hard time discharging patients who refuse to leave their care especially subsidised patients, who fear that once they are discharged from the Specialist Outpatient Clinic (SOC), they might have difficulty getting back in as subsidised patients should their condition deteriorate.
Add to that the very modest consultation fee of $20-$25 for subsidised patients seeing a specialist. This is close to what a private GP would charge. While polyclinics cost less, at $8 per visit, and half that for the elderly, the difference may not be too significant today.
Furthermore, patients, especially elderly ones who are more prone to chronic illnesses, are creatures of habit. Those who have been going to an SOC will want to keep doing so.
The solution appears obvious. Instead of moving patients from polyclinics to SOCs and back to polyclinic why not have both specialists and family doctors operating from the same place?
Instead of keeping SOCs hospital based, where the cost of space is high, why not move them out?
Similarly, polyclinics originally meant to treat the poorest 20 per cent of the population for acute illness are seeing increasing numbers of chronic acute patients.
Chronic-care centers housing both specialists and polyclinic doctors would solve several problems at the same time.
It would leave the polyclinics free to deal with acute illness and thus get rid of the long queues seen today.
Subsidised patients no longer need to decide whether to stick to a specialist or return to the polyclinic.
They go to this centre, get a quick check from the triage nurse who then gives them an appointment with either a general doctor or a specialist, according to the patient's need at the time of visit.
This way, fewer specialists will be needed to care for a larger pool of patients.
Even better yet, train more nurse practitioners who can see patients on alternate visits. Some polyclinics are already doing this. This practice should be extended to bring specialists into the loop as well.
Moving SOCs out of hospitals will have another benefit. It frees up expensive hospital space for inpatient care. Instead of expanding existing hospitals, build these chronic-care centres in large housing estates.
Specialists who have inpatients could spend half a day at the hospital and the other half at the chronic-care centre. Should the patient need to be hospitalised, he would be treated by the same specialist.
For patients, having a chronic-care centre that treats various ailments such as diabetes, hypertension and heart problems means going to just one place for all their needs.
The patient's files would be shared by all the doctors he sees at the centre, so they would know what other medicines he is taking.
This way, a patient who needs specialist care for a short period need not have to get a referral from a polyclinic doctor then make an extra trip to a hospital to see the specialists. It can all be done during that one visit. The pharmacy would also be able to double check to ensure that he is not given any medicine that would react adversely with something else he is taking.
Peripheral health-care services, such as podiatric care for diabetics, rehabilitation centres for recovering stroke patients or a gym for heart patients to get back into shape, could: all be housed in the same place.
As the population ages, number of people with chronic ailments will go up. If Singapore continues with its current pigeon-hole system, health care will remain fragmented.
Bringing the various services under one roof will give patients holistic care and free specialists to look after those who really need their level of expertise. It should also he keep a cap on rising health-care costs.
salma@sph.com.sg
http://www.straitstimes.com/Review/Others/STIStory_168324.html
MOH deserves a hand for the 'reality' check
Ok... some good feedback for MOH.... (I'm impartial)
MOH deserves a hand for the 'reality' check
Friday • September 21, 2007
Letter from Jeffrey Yeo
I REFER to the letter, "Give more thought to new ideas" (Sept 18). The issue of long waiting times at polyclinics has been around for some time. But due compliments have to be given to all healthcare workers and the Ministry of Health (MOH) in coming up with initiatives and ideas to arrest the pain of these agonising long waits.
The polyclinic is an important institution to many heartlanders like myself, as they offer affordable and quality medical services. While there is currently no perfect solution, it is comforting to know that agencies have taken the first step in bringing "reality" to members of the public.
The webcam system allowing members of the public to know the length of the queue will improve with time, as I believe MOH and the two healthcare groups will come up with a better framework.
Members of the public could and should play an active role in suggesting innovative and constructive ideas to help improve the process. Good healthcare involves both you and I. We, too, can help bring it to the next higher level.
http://www.todayonline.com/articles/212482.asp
MOH deserves a hand for the 'reality' check
Friday • September 21, 2007
Letter from Jeffrey Yeo
I REFER to the letter, "Give more thought to new ideas" (Sept 18). The issue of long waiting times at polyclinics has been around for some time. But due compliments have to be given to all healthcare workers and the Ministry of Health (MOH) in coming up with initiatives and ideas to arrest the pain of these agonising long waits.
The polyclinic is an important institution to many heartlanders like myself, as they offer affordable and quality medical services. While there is currently no perfect solution, it is comforting to know that agencies have taken the first step in bringing "reality" to members of the public.
The webcam system allowing members of the public to know the length of the queue will improve with time, as I believe MOH and the two healthcare groups will come up with a better framework.
Members of the public could and should play an active role in suggesting innovative and constructive ideas to help improve the process. Good healthcare involves both you and I. We, too, can help bring it to the next higher level.
http://www.todayonline.com/articles/212482.asp
Friday, October 19, 2007
Shortage of Drs in SG
Feb 21, 2007
MOH teams sent to Australia, Britain to scout for doctors Missions led by top officials to address future shortage concerns
By Health Correspondent, Salma Khalik
HEALTH Ministry officials have been sent on scouting trips to Britain and Australia to help attract doctors for the public sector, which could be facing a severe shortage soon.
Towards the end of last year, Permanent Secretary Yong Ying I was sent to London and director of medical services Professor K. Satku to Australia to persuade Singaporean doctors studying or working overseas to return here, as well as lure top regional doctors to the island.
The duo were dispatched by their boss, Health Minister Khaw Boon Wan, who is concerned that unless the ministry starts ramping up recruitment now, a shortage could follow.
Returning to a theme he has voiced several times, the minister told The Straits Times in an interview that there will be a 'significant increase in demand for doctors' in the coming years.
This will be fuelled by a combination of factors, including an ageing population, higher numbers of foreign patients, including medical tourists, and greater demand from the local population.
Said Mr Khaw: 'We must prepare for this increase in demand, or we will be swamped and patient care will suffer.'
Singapore has 6,482 registered doctors.
Last month, the Health Ministry announced several initiatives to increase the number of doctors in the public sector here. Singapore's goal is to have one doctor per patient in public hospitals, up from the current ratio of 1:2.
More than 200 doctors are trained locally every year but this is not enough, as there is a need for 400 or even 600, he has said.
To cope with the anticipated need, the National University of Singapore increased its student intake from 230 to 250 last year.
The second medical school at Duke University opens its doors later this year, but it will be four years before the first batch graduates and several more years after that for them to have gained enough experience to practise on their own.
Mr Khaw has already agreed to expand the list of medical schools whose degrees are recognised here and shorten the probation period for doctors who graduate from them.
Even then, the minister added, 'much as we will try to recruit as many as we can, we will be lucky to half-succeed'.
This is why he sent his top two ministry officials on scouting trips.
Ms Yong, who crammed 24 meetings into her week in London, said non-Singaporean doctors see Australia as an attractive alternative and are looking outside Britain because of new regulations that favour doctors from the European Union.
Accompanying her were senior doctors from the two public clusters, who were actively recruiting during those meetings.
Ms Yong said Singapore has the worst patient-to-doctor ratio among developed countries.
She said: 'We have very efficient doctors and they work very hard. But somewhere along the way, we also don't have enough.
'If you want to bring down waiting times, we need to recruit more doctors, much more than a few per cent.'
A spokesman for SingHealth - which runs three hospitals, five national specialist centres and nine polyclinics - said the number of doctors the cluster employs has risen by more than 30 per cent from 2003 and now stands at 1,700.
Last year, however, it lost 7 per cent of its specialists.
The other cluster, the National Healthcare Group, lost 8 per cent of its doctors last year. It now has 1,400 doctors, 12.5 per cent more than in 2003, and plans to take on about 100 young recruits this year.
salma@sph.com.sg
--------------------------------------------------------------------------------
'If you want to bring down waiting times, we need to recruit more doctors, much more than a few per cent.' MS YONG YING I, Permanent Secretary in the Health Ministry
--------------------------------------------------------------------------------Copyright © 2007 Singapore Press Holdings. All rights reserved. Privacy Statement & Condition of Access
http://www.straitstimes.com/portal/site/STI/menuitem.c2aef3d65baca16abb31f610a06310a0/?vgnextoid=6fadbe120b93a010VgnVCM1000000a35010aRCRD&vgnextfmt=vgnartid:3221127259fd0110VgnVCM100000430a0a0aRCRD
MOH teams sent to Australia, Britain to scout for doctors Missions led by top officials to address future shortage concerns
By Health Correspondent, Salma Khalik
HEALTH Ministry officials have been sent on scouting trips to Britain and Australia to help attract doctors for the public sector, which could be facing a severe shortage soon.
Towards the end of last year, Permanent Secretary Yong Ying I was sent to London and director of medical services Professor K. Satku to Australia to persuade Singaporean doctors studying or working overseas to return here, as well as lure top regional doctors to the island.
The duo were dispatched by their boss, Health Minister Khaw Boon Wan, who is concerned that unless the ministry starts ramping up recruitment now, a shortage could follow.
Returning to a theme he has voiced several times, the minister told The Straits Times in an interview that there will be a 'significant increase in demand for doctors' in the coming years.
This will be fuelled by a combination of factors, including an ageing population, higher numbers of foreign patients, including medical tourists, and greater demand from the local population.
Said Mr Khaw: 'We must prepare for this increase in demand, or we will be swamped and patient care will suffer.'
Singapore has 6,482 registered doctors.
Last month, the Health Ministry announced several initiatives to increase the number of doctors in the public sector here. Singapore's goal is to have one doctor per patient in public hospitals, up from the current ratio of 1:2.
More than 200 doctors are trained locally every year but this is not enough, as there is a need for 400 or even 600, he has said.
To cope with the anticipated need, the National University of Singapore increased its student intake from 230 to 250 last year.
The second medical school at Duke University opens its doors later this year, but it will be four years before the first batch graduates and several more years after that for them to have gained enough experience to practise on their own.
Mr Khaw has already agreed to expand the list of medical schools whose degrees are recognised here and shorten the probation period for doctors who graduate from them.
Even then, the minister added, 'much as we will try to recruit as many as we can, we will be lucky to half-succeed'.
This is why he sent his top two ministry officials on scouting trips.
Ms Yong, who crammed 24 meetings into her week in London, said non-Singaporean doctors see Australia as an attractive alternative and are looking outside Britain because of new regulations that favour doctors from the European Union.
Accompanying her were senior doctors from the two public clusters, who were actively recruiting during those meetings.
Ms Yong said Singapore has the worst patient-to-doctor ratio among developed countries.
She said: 'We have very efficient doctors and they work very hard. But somewhere along the way, we also don't have enough.
'If you want to bring down waiting times, we need to recruit more doctors, much more than a few per cent.'
A spokesman for SingHealth - which runs three hospitals, five national specialist centres and nine polyclinics - said the number of doctors the cluster employs has risen by more than 30 per cent from 2003 and now stands at 1,700.
Last year, however, it lost 7 per cent of its specialists.
The other cluster, the National Healthcare Group, lost 8 per cent of its doctors last year. It now has 1,400 doctors, 12.5 per cent more than in 2003, and plans to take on about 100 young recruits this year.
salma@sph.com.sg
--------------------------------------------------------------------------------
'If you want to bring down waiting times, we need to recruit more doctors, much more than a few per cent.' MS YONG YING I, Permanent Secretary in the Health Ministry
--------------------------------------------------------------------------------Copyright © 2007 Singapore Press Holdings. All rights reserved. Privacy Statement & Condition of Access
http://www.straitstimes.com/portal/site/STI/menuitem.c2aef3d65baca16abb31f610a06310a0/?vgnextoid=6fadbe120b93a010VgnVCM1000000a35010aRCRD&vgnextfmt=vgnartid:3221127259fd0110VgnVCM100000430a0a0aRCRD
Singapore has worst patient-doctor ratio: AFP
Singapore has worst patient-doctor ratio: AFP
21 Feb 07
Singapore has the worst patient-to-doctor ratio among developed countries and has embarked on a global effort to entice doctors, a report said Wednesday.
Top health ministry officials went to Australia and London last year to convince Singaporean doctors studying or working there to return, and to encourage top foreign doctors to practise in Singapore, the Straits Times said.It quoted the health ministry's permanent secretary Yong Ying I, who was dispatched to London last year, as saying Singapore has the worst patient-to-doctor ratio among developed countries."We have very efficient doctors and they work very hard. But somewhere along the way we also don't have enough," the newspaper quoted Yong as saying."If you want to bring down waiting times, we need to recruit more doctors, much more than a few percent."The city-state is faced with an ageing population but is also seeking to bolster its role as a top provider of quality healthcare services for patients from abroad.Singapore, Southeast Asia's most advanced economy, had a population of about 4.4 million with 6,748 doctors registered in 2005, according to official statistics.The goal is to have one doctor per patient in public hospitals, up from a ratio of one per every two, the report said.The country needs to produce 400-600 locally trained doctors annually, up from the current level of more than 200, the paper quoted Health Minister Khaw Boon Wan as saying.
Khaw cautioned that "much as we will try to recruit as many as we can, we will be lucky to half-succeed," which was why he sent his top two ministry officials to scout for doctors abroad, the report said.
www.singaporedemocrat.org/articlesghealthcare.html
21 Feb 07
Singapore has the worst patient-to-doctor ratio among developed countries and has embarked on a global effort to entice doctors, a report said Wednesday.
Top health ministry officials went to Australia and London last year to convince Singaporean doctors studying or working there to return, and to encourage top foreign doctors to practise in Singapore, the Straits Times said.It quoted the health ministry's permanent secretary Yong Ying I, who was dispatched to London last year, as saying Singapore has the worst patient-to-doctor ratio among developed countries."We have very efficient doctors and they work very hard. But somewhere along the way we also don't have enough," the newspaper quoted Yong as saying."If you want to bring down waiting times, we need to recruit more doctors, much more than a few percent."The city-state is faced with an ageing population but is also seeking to bolster its role as a top provider of quality healthcare services for patients from abroad.Singapore, Southeast Asia's most advanced economy, had a population of about 4.4 million with 6,748 doctors registered in 2005, according to official statistics.The goal is to have one doctor per patient in public hospitals, up from a ratio of one per every two, the report said.The country needs to produce 400-600 locally trained doctors annually, up from the current level of more than 200, the paper quoted Health Minister Khaw Boon Wan as saying.
Khaw cautioned that "much as we will try to recruit as many as we can, we will be lucky to half-succeed," which was why he sent his top two ministry officials to scout for doctors abroad, the report said.
www.singaporedemocrat.org/articlesghealthcare.html
Worst stroke possible but dad made to wait 6 hours
Aug 18, 2005
FULL HOUSE AT HOSPITALS
Worst stroke possible but dad made to wait 6 hours
I CAN empathise fully with Ms Rodziah Shaari ('Seven-hour wait at SGH for bed for sick dad'; ST, Aug 13).
I had similar encounters in Singapore General Hospital (SGH). My dad was sent to the A&E department three times in two months because of stroke and, each time, my family had to wait at least six hours before he was pushed to a ward.
I can understand that the hospital is short of staff and we have to wait for everything. But to make a patient wait hours for a bed is unforgiveable, especially when the patient is in critical condition.
The third time my dad was taken to SGH was also his last. When I drove him to SGH, he was already paralysed and could not speak. The A&E doctors were quick to attend to him because of the urgency of his condition.
They ordered an immediate scan to see how badly his brain had been affected by the stroke, after which he was left unattended in a corner to await the results.
I could see that my dad was getting weaker as time went by. About two to three hours later, when the results came out, the doctors confirmed that he had suffered a stroke again and had to be admitted.
It took another hour or two for the admission staff to tell us that my dad had to wait as no bed was available in the neurology ward.
When we checked on him in the observation area, he was in a serious state. He was having fits and barely conscious, and his mouth was foaming. No one attended to him.
It was only when we cried that a patient service officer quickly picked up my dad's file and called for someone to push him away.
When my dad finally got to the ward, it was past 2am. And we had arrived at the A&E department about 7pm; it took more than six hours before my dad was seen by a neurologist.
If my dad had been taken to the ward earlier and been treated by a neurologist, his chances of living might be higher.
The neurologist told us that my dad had the worst kind of stroke anyone could get. He also told my family to quickly consider having a special injection administered as his condition was deteriorating by the minute since the onset of stroke at 5.45pm at home.
We took no more than 10 minutes to reach a decision. And to think that six hours were wasted in the A&E department.
The image of my father lying there foaming and having seizures, with no one to attend to him, has been haunting me since. Sadly, he was pronounced brain dead the next day.
I appreciate the doctors in the A&E department for their sense of urgency, and the doctors in the neurology ward who tried their best to save my father.
But I did not detect the same sense of urgency in hospital staff who were at the front line, doing admission administration and ferrying of patients. I saw faces filled with weariness and reluctance rather than urgency and compassion.
I agree with Ms Rodziah that it seemed acceptable to the hospital for patients to wait hours for a bed - and specialised treatment and care. If Singapore wants to be a top-notch medical hub, how can we condone this kind of work attitude, and hours of waiting in the emergency department?
Tan Tze Yee (Ms)
http://forums.delphiforums.com/sammyboymod/messages?msg=80079.50
FULL HOUSE AT HOSPITALS
Worst stroke possible but dad made to wait 6 hours
I CAN empathise fully with Ms Rodziah Shaari ('Seven-hour wait at SGH for bed for sick dad'; ST, Aug 13).
I had similar encounters in Singapore General Hospital (SGH). My dad was sent to the A&E department three times in two months because of stroke and, each time, my family had to wait at least six hours before he was pushed to a ward.
I can understand that the hospital is short of staff and we have to wait for everything. But to make a patient wait hours for a bed is unforgiveable, especially when the patient is in critical condition.
The third time my dad was taken to SGH was also his last. When I drove him to SGH, he was already paralysed and could not speak. The A&E doctors were quick to attend to him because of the urgency of his condition.
They ordered an immediate scan to see how badly his brain had been affected by the stroke, after which he was left unattended in a corner to await the results.
I could see that my dad was getting weaker as time went by. About two to three hours later, when the results came out, the doctors confirmed that he had suffered a stroke again and had to be admitted.
It took another hour or two for the admission staff to tell us that my dad had to wait as no bed was available in the neurology ward.
When we checked on him in the observation area, he was in a serious state. He was having fits and barely conscious, and his mouth was foaming. No one attended to him.
It was only when we cried that a patient service officer quickly picked up my dad's file and called for someone to push him away.
When my dad finally got to the ward, it was past 2am. And we had arrived at the A&E department about 7pm; it took more than six hours before my dad was seen by a neurologist.
If my dad had been taken to the ward earlier and been treated by a neurologist, his chances of living might be higher.
The neurologist told us that my dad had the worst kind of stroke anyone could get. He also told my family to quickly consider having a special injection administered as his condition was deteriorating by the minute since the onset of stroke at 5.45pm at home.
We took no more than 10 minutes to reach a decision. And to think that six hours were wasted in the A&E department.
The image of my father lying there foaming and having seizures, with no one to attend to him, has been haunting me since. Sadly, he was pronounced brain dead the next day.
I appreciate the doctors in the A&E department for their sense of urgency, and the doctors in the neurology ward who tried their best to save my father.
But I did not detect the same sense of urgency in hospital staff who were at the front line, doing admission administration and ferrying of patients. I saw faces filled with weariness and reluctance rather than urgency and compassion.
I agree with Ms Rodziah that it seemed acceptable to the hospital for patients to wait hours for a bed - and specialised treatment and care. If Singapore wants to be a top-notch medical hub, how can we condone this kind of work attitude, and hours of waiting in the emergency department?
Tan Tze Yee (Ms)
http://forums.delphiforums.com/sammyboymod/messages?msg=80079.50
Seven-hour wait at SGH for bed for sick dad
The Straits Times (Singapore)
August 13, 2005 Saturday
ST Forum
Seven-hour wait at SGH for bed for sick dad
RECENTLY, my father, who is in his late 70s and has multiple illnessesand end-stage renal failure, had to wait seven hours for a bed at theSingapore General Hospital (SGH).
My father, who underwent a heart bypass last October, had developed afever on the night of July 7. The next morning, when we noticed thathis AV graft site (access site for dialysis) was reddish - a sign ofpossible infection - we rushed him to the A & E Department at SGH.
We were concerned about what an infection could do to someone in aweakened state and were hoping that early intervention would helparrest the infection. We reached the A & E Department at about 9.45amand as there were not many patients, he was seen quite quickly and thedoctor confirmed that there was an infection and he needed to beadmitted.
We were told that as no bed was available, he would be placed in theobservation ward first. This had happened many times before and wewere prepared to wait for one to two hours for a bed for him.
However, it was not until seven hours later that he was wheeled intothe ward. During this time, no doctor came to see him. Only the nursescame to take his temperature and blood pressure regularly.
By then, the reddish area around the AV graft site had grown to thesize of an egg and begun to swell. At 4.45pm, my dad became delirious.He tried to jump from the bed and only the presence of my maidprevented him from doing so.
A doctor finally attended to him at about 5pm, the first one to seehim since he was placed in the observation ward. Only then was a bloodtest done and a plug inserted.
At about 4pm, I called the service quality department and spoke to aNicole who informed me that SGH was facing an acute shortage of beds.
After checking the system, she told me that a bed had been assigned at3-plus. Asked why my dad was still in the observation area, she saidit might be because they were waiting for the staff to wheel him tothe ward.
At 5-plus, I asked the nurses why my dad was still in the observationward. They told me that they were shorthanded and there was no one towheel him to the ward. My dad was finally wheeled there at about6.30pm.
Imagine a four-hour wait for a bed to be assigned and another threehours for staff to wheel him there! Our objective in rushing my fatherto the hospital for early treatment was defeated. By the time he wasin the ward, his fever was 38.5 deg C.
What irked me throughout the ordeal was that there was no apology orexplanation. It seemed to be accepted that patients have to wait sevenhours before being wheeled into the ward.
Rodziah Shaari (Ms)
http://chlim01.blogspot.com/2005/08/our-world-class-hospital-system-7-hour.html
http://forums.delphiforums.com/sammyboymod/messages?msg=80079.1
------
Aug 18, 2005
SGH, REPLY
Shortage of 'specialty' beds delayed admission
I REFER to Ms Rodziah Shaari's letter, 'Seven-hour wait at SGH for bed for sick dad' (ST, Aug 13).
We would like to apologise to Ms Rodziah and her father for the discomfort and distress that they experienced while waiting for admission at our Department of Emergency Medicine on July 8.
When patients arrive at our Emergency Department, they are triaged and given the necessary attention, depending on the urgency of their medical condition.
Our doctor saw Ms Rodziah's father within 30 minutes of his arrival. When he was assessed to require admission, he was sent to the Observation Ward, where patients are observed before discharge, or subsequently admitted as an in-patient. Patients at the Observation Ward have their medical conditions monitored regularly and carefully.
SGH has an operating philosophy of not turning away patients who present themselves at our doors. Over the last two years, the hospital has seen a trend of increasing attendances and admissions through our Emergency Department. Patients who are unable to seek medical attention elsewhere will invariably turn to SGH.
We admit patients to the wards according to the specialty treatment needed so that they can be cared by doctors and nurses who are specially trained to handle their condition.
Notwithstanding this, when the occupancy rate is high, we will admit patients to any available ward, if necessary.
On the day of Ms Rodziah's father's admission, we saw about 100 emergency admissions, out of which 61 patients were critically ill and were major emergencies. This affected the response time of our staff.
However, we would like to assure Ms Rodziah that her father was monitored regularly. He had waited a longer time for admission because there was a shortage of beds in the specialty ward he was to be admitted and in the other wards.
SGH is taking concrete steps to optimise the use of our capacity in view of rising demand so that inconvenience and discomfort to our patients and their families are minimised.
Every patient is important to us and we seek the understanding of the public when our waiting times are longer than expected.
Foo Hee Jug
Chief Operating OfficerSingapore General Hospital
http://forums.delphiforums.com/sammyboymod/messages?msg=80079.51
August 13, 2005 Saturday
ST Forum
Seven-hour wait at SGH for bed for sick dad
RECENTLY, my father, who is in his late 70s and has multiple illnessesand end-stage renal failure, had to wait seven hours for a bed at theSingapore General Hospital (SGH).
My father, who underwent a heart bypass last October, had developed afever on the night of July 7. The next morning, when we noticed thathis AV graft site (access site for dialysis) was reddish - a sign ofpossible infection - we rushed him to the A & E Department at SGH.
We were concerned about what an infection could do to someone in aweakened state and were hoping that early intervention would helparrest the infection. We reached the A & E Department at about 9.45amand as there were not many patients, he was seen quite quickly and thedoctor confirmed that there was an infection and he needed to beadmitted.
We were told that as no bed was available, he would be placed in theobservation ward first. This had happened many times before and wewere prepared to wait for one to two hours for a bed for him.
However, it was not until seven hours later that he was wheeled intothe ward. During this time, no doctor came to see him. Only the nursescame to take his temperature and blood pressure regularly.
By then, the reddish area around the AV graft site had grown to thesize of an egg and begun to swell. At 4.45pm, my dad became delirious.He tried to jump from the bed and only the presence of my maidprevented him from doing so.
A doctor finally attended to him at about 5pm, the first one to seehim since he was placed in the observation ward. Only then was a bloodtest done and a plug inserted.
At about 4pm, I called the service quality department and spoke to aNicole who informed me that SGH was facing an acute shortage of beds.
After checking the system, she told me that a bed had been assigned at3-plus. Asked why my dad was still in the observation area, she saidit might be because they were waiting for the staff to wheel him tothe ward.
At 5-plus, I asked the nurses why my dad was still in the observationward. They told me that they were shorthanded and there was no one towheel him to the ward. My dad was finally wheeled there at about6.30pm.
Imagine a four-hour wait for a bed to be assigned and another threehours for staff to wheel him there! Our objective in rushing my fatherto the hospital for early treatment was defeated. By the time he wasin the ward, his fever was 38.5 deg C.
What irked me throughout the ordeal was that there was no apology orexplanation. It seemed to be accepted that patients have to wait sevenhours before being wheeled into the ward.
Rodziah Shaari (Ms)
http://chlim01.blogspot.com/2005/08/our-world-class-hospital-system-7-hour.html
http://forums.delphiforums.com/sammyboymod/messages?msg=80079.1
------
Aug 18, 2005
SGH, REPLY
Shortage of 'specialty' beds delayed admission
I REFER to Ms Rodziah Shaari's letter, 'Seven-hour wait at SGH for bed for sick dad' (ST, Aug 13).
We would like to apologise to Ms Rodziah and her father for the discomfort and distress that they experienced while waiting for admission at our Department of Emergency Medicine on July 8.
When patients arrive at our Emergency Department, they are triaged and given the necessary attention, depending on the urgency of their medical condition.
Our doctor saw Ms Rodziah's father within 30 minutes of his arrival. When he was assessed to require admission, he was sent to the Observation Ward, where patients are observed before discharge, or subsequently admitted as an in-patient. Patients at the Observation Ward have their medical conditions monitored regularly and carefully.
SGH has an operating philosophy of not turning away patients who present themselves at our doors. Over the last two years, the hospital has seen a trend of increasing attendances and admissions through our Emergency Department. Patients who are unable to seek medical attention elsewhere will invariably turn to SGH.
We admit patients to the wards according to the specialty treatment needed so that they can be cared by doctors and nurses who are specially trained to handle their condition.
Notwithstanding this, when the occupancy rate is high, we will admit patients to any available ward, if necessary.
On the day of Ms Rodziah's father's admission, we saw about 100 emergency admissions, out of which 61 patients were critically ill and were major emergencies. This affected the response time of our staff.
However, we would like to assure Ms Rodziah that her father was monitored regularly. He had waited a longer time for admission because there was a shortage of beds in the specialty ward he was to be admitted and in the other wards.
SGH is taking concrete steps to optimise the use of our capacity in view of rising demand so that inconvenience and discomfort to our patients and their families are minimised.
Every patient is important to us and we seek the understanding of the public when our waiting times are longer than expected.
Foo Hee Jug
Chief Operating OfficerSingapore General Hospital
http://forums.delphiforums.com/sammyboymod/messages?msg=80079.51
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