Join your peers in the healthcare industry this September and together be prepared for the aftermath of the COVID pandemic. Free access to all hospitals and healthcare providers.

Lead sponsor

Date
14 - 16 Sep 2021

Time
10:00 - 17:00 (SGT +8:00)

Register now! Get involved
  • About HMA 2021
  • Agenda
  • Speakers
  • Awards
  • Get Involved

Reimagining healthcare in the new normal through innovations

The fact is: COVID is not going away, not anytime soon, and maybe not ever. As the world, after witnessing how badly COVID has crippled economies, decides to slowly ease up restrictions and learn to live with the virus somehow, how do we in the healthcare industry manage this new reality? How do we prepare for this and the uncertainty that continues to loom in the future?

This year, HMA together with healthcare leaders featuring Singapore’s MOH Office of Healthcare Transformation (MOHT), answers how. We bring together top hospital executives and thought leaders in Asia and around the world, to examine this new frontier in healthcare.

      • Learn about MOHT’s hospital at home pilot in Singapore, where an inpatient of your hospital is cared for at home
      • Understand the nuances of connectivity and patient-centredness with digital solutions i.e. telehealth, remote devices, AI and IoMT
      • Keep abreast with not just the norm but the standard of care on digital medical devices
      • There’s digital for almost everything today. Learn what’s right for your hospital
      • Most importantly, amidst all the frenzy, learn how you can innovate your healthcare business model

Join your peers in the healthcare industry this September and together be prepared for the aftermath of the COVID pandemic.

Free access to all hospitals and healthcare providers. Register now!


Sponsors & Partners

Lead sponsor

 

Quality improvement partner Panel session sponsor Panel session sponsor
Partner

 

Agenda

(following Singapore time zone at +8:00 GMT)

HMA  conference will feature thought leadership expertise and insights from all over the world, covering new trends & issues on accreditation & safety, patient experience, talent management, technology, innovation, and CEO/special feature. More details on the agenda will be updated soon, but in the meantime, reach out to the team to get involved in HMA 2021.

  • Day 1
  • Day 2
  • Day 3

14 September

10:00
Reshaping a healthcare system from pilot to scale and the new normal

Lim Cher Wee, Chief Operating Officer & Head Integrated General Hospital, MOH Office of Healthcare Transformation

10:30
Interconnected medical devices
11:00
Evolving safety standards with the proliferation of digital technology
11:30
Healthcare Tech Talk
12:00
LUNCH BREAK
13:00
One-stop platform to enhance care responses for COVID-19

1300 One-stop platform to enhance care responses for COVID-19

iConnect

1320 Population health and integrated general medicine

Dr Low Lian Leng, Singapore General Hospital

1340 Q&A

1350 Building future hospitals without walls

Lai Yi Feng, Senior Manager, MOH Office for Healthcare Transformation

1410 Pilot case study on home hospitalisation

Dr Ang Yan Hoon and Dr Boh Toon Li, Yishun Health Medical Home Team

1430 Q&A

  • Assoc Prof. Low Lian Leng

    Director of the Population Health and Integrated Care Office in SGH, Director, SingHealth Office of Regional Health System for SGH campus, and Director of Health Services and Outcomes Research for the SingHealth Duke-NUS Family Medicine Academic Clinical Programme

    Assoc Prof. Low Lian Leng Director of the Population Health and Integrated Care Office in SGH, Director, SingHealth Office of Regional Health System for SGH campus, and Director of Health Services and Outcomes Research for the SingHealth Duke-NUS Family Medicine Academic Clinical Programme

    Clinical Assoc Prof. Low Lian Leng is currently a Consultant at the Department of Family Medicine and Continuing Care at the Singapore General Hospital, and Head of Post-Acute and Continuing Care at Outram Community Hospital. Concurrently, he is also Director of the Population Health and Integrated Care Office in SGH, Director, SingHealth Office of Regional Health System for SGH campus, and Director of Health Services and Outcomes Research for the SingHealth Duke-NUS Family Medicine Academic Clinical Programme. He is also faculty at the SingHealth Family Medicine Residency program and Duke-NUS Family Medicine clerkship. A/P. Low completed his Master of Clinical Investigation at the National University of Singapore and has a deep interest in health services research, especially in the areas of population health, innovative integrated care delivery models, value-based care and data analytics. He has been the PI or Co-PI of close to 12 million in competitive research funding, with recent successful grants in the Ministry of Health Innovation Challenge for Chronic Diseases, and AI.Singapore Grand Challenge. As part of his research and translational innovation work, A/P. Low supervises data analysts and research staff in their professional work. Concurrently, he is also mentoring third year Duke-NUS medical students, family medicine residents and fellows for their research projects. A/P. Low has a strong interest in developing transformative models of healthcare delivery, that are aligned with Singapore Ministry of Health’s (MOH) Three Beyond. His portfolio includes more seamless delivery of integrated care to bring value to both patients and the healthcare system. A/P. Low collaborates with MOH Office for Healthcare Transformation (MOHT) on the Integrated General Medicine model and mobile applications that facilitate secured and efficient data sharing and closer care coordination between SingHealth and its community partners.
  • Lai Yi Feng

    Senior Manager, Ministry of Health Office for Healthcare Transformation

    Lai Yi Feng Senior Manager, Ministry of Health Office for Healthcare Transformation

        • Senior Manager, Ministry of Health Office for Healthcare Transformation
        • Associate, Alexandra Hospital
        • Adjunct Lecturer, National University of Singapore
    Yi Feng currently serves at the MOH Office for Healthcare Transformation (MOHT) in Singapore as a senior manager, where he is responsible for acute care redesign and evaluation, scoping of acute care delivery issues for quality improvement,  piloting acute and post-discharge care innovations, building mindshare, consolidating collaboration with partner institutions, and profiling of patients using scientific methods. Concurrent to his role at MOHT, Yi Feng also holds several other joint appointments, including associate at Alexandra Hospital, adjunct lecturer at National University of Singapore, as well as peer reviewer with Journal of American College of Clinical Pharmacy (JACCP), Journal of Global Health (JGH) and International Journal for Quality in Health Care (IJQHC).
14:45
BREAK
15:00
Private hospitals new normal in Singapore healthcare
15:45
BREAK
16:00
Awards watch party

15 September

10:00
Aligning digital transformation with your business model
10:30
Emergency preparedness and risk management: innovative technology in managing patients in a crisis
11:00
Focus on continuous quality improvement amidst agility to respond quickly thru changes
11:30
Healthcare Tech Talk
12:00
LUNCH BREAK
13:00
Telehealth: what’s next?
13:45
BREAK
14:00
Remote monitoring devices and diagnostics: are they accurate and are they safe?
14:45
BREAK
15:00
AI in clinical effectiveness: addressing care variability and medication errors
15:45
BREAK
16:00
Maximising benefits of lab in hospital

16 September

09:00
2020: the wakeup-call to secure hospitals’ cyberspace beyond Singapore
09:45
Securing your medical device from cyber attacks
10:00
AI in clinical effectiveness: quality and addressing care variability
11:00
Using performance data to drive quality improvement

Speakers


  • Assoc Prof. Low Lian Leng
    Clinical Assoc Prof. Low Lian Leng is currently a...

    Assoc Prof. Low Lian Leng Director of the Population Health and Integrated Care Office in SGH, Director, SingHealth Office of Regional Health System for SGH campus, and Director of Health Services and Outcomes Research for the SingHealth Duke-NUS Family Medicine Academic Clinical Programme

    Clinical Assoc Prof. Low Lian Leng is currently a Consultant at the Department of Family Medicine and Continuing Care at the Singapore General Hospital, and Head of Post-Acute and Continuing Care at Outram Community Hospital. Concurrently, he is also Director of the Population Health and Integrated Care Office in SGH, Director, SingHealth Office of Regional Health System for SGH campus, and Director of Health Services and Outcomes Research for the SingHealth Duke-NUS Family Medicine Academic Clinical Programme. He is also faculty at the SingHealth Family Medicine Residency program and Duke-NUS Family Medicine clerkship. A/P. Low completed his Master of Clinical Investigation at the National University of Singapore and has a deep interest in health services research, especially in the areas of population health, innovative integrated care delivery models, value-based care and data analytics. He has been the PI or Co-PI of close to 12 million in competitive research funding, with recent successful grants in the Ministry of Health Innovation Challenge for Chronic Diseases, and AI.Singapore Grand Challenge. As part of his research and translational innovation work, A/P. Low supervises data analysts and research staff in their professional work. Concurrently, he is also mentoring third year Duke-NUS medical students, family medicine residents and fellows for their research projects. A/P. Low has a strong interest in developing transformative models of healthcare delivery, that are aligned with Singapore Ministry of Health’s (MOH) Three Beyond. His portfolio includes more seamless delivery of integrated care to bring value to both patients and the healthcare system. A/P. Low collaborates with MOH Office for Healthcare Transformation (MOHT) on the Integrated General Medicine model and mobile applications that facilitate secured and efficient data sharing and closer care coordination between SingHealth and its community partners.
  • Lai Yi Feng
    Senior Manager, Ministry of Health Office for Healthcare Transformation...

    Lai Yi Feng Senior Manager, Ministry of Health Office for Healthcare Transformation

        • Senior Manager, Ministry of Health Office for Healthcare Transformation
        • Associate, Alexandra Hospital
        • Adjunct Lecturer, National University of Singapore
    Yi Feng currently serves at the MOH Office for Healthcare Transformation (MOHT) in Singapore as a senior manager, where he is responsible for acute care redesign and evaluation, scoping of acute care delivery issues for quality improvement,  piloting acute and post-discharge care innovations, building mindshare, consolidating collaboration with partner institutions, and profiling of patients using scientific methods. Concurrent to his role at MOHT, Yi Feng also holds several other joint appointments, including associate at Alexandra Hospital, adjunct lecturer at National University of Singapore, as well as peer reviewer with Journal of American College of Clinical Pharmacy (JACCP), Journal of Global Health (JGH) and International Journal for Quality in Health Care (IJQHC).
  • Boh Toon Li
    She is a consultant geriatrician with a special interest...

    Boh Toon Li Clinical lead for the Medical Home Programme, Population Health and community transformation (PHCT), Khoo Teck Puat Hospital (KTPH)

    She is a consultant geriatrician with a special interest in community geriatrics. The bulk of her clinical work currently is running the hospitalisation avoidance and transitional home care services under Population Health and community transformation (PHCT), Khoo Teck Puat Hospital (KTPH), where she is the clinical lead for the Medical Home Programme and Principal investigator for an ongoing DSRB approved evaluation study to evaluate the efficacy and cost-effectiveness of this care model.

Awards


  • Overview
  • Submission guide
  • Categories & criteria
  • Entry questions
  • Rules & regulation
  • Judging
  • 2020 winners
Submit now

FINAL DEADLINE FOR AWARDS SUBMISSION:

30 July 2021, 11:59PM (GMT +8:00)

Asian Hospital Management Awards (AHMA) is a prestigious program which recognises and honours hospitals’ best practices in Asia Pacific since 2002. Running alongside the Hospital Management Asia conference, it is the most prominent hospital management awards in the region.

AHMA 2021 will recognize projects that has demonstrated the most innovative and progressive approaches that hospitals across the region are doing to improve healthcare.

Hospitals can submit projects until 30 July 2021 (11:59pm, following Singapore time zone at +8:00 GMT). Winners will be announced on 14 September 2021 during the Awards Watch Party at the HMA 2021.

Why join and submit projects?

To position your hospital as a healthcare leader in the region
Entering AHMA showcases to your teamand the world at large that you are dedicated to continue improving your hospital’s quality of care and patient experience

Helps build momentum for process & service improvement within the hospital
This recognition lights a fire of enthusiasm at all levels of hospital staff involved in quality improvement, which in turn will attract both patients and talent alike

Developing hospital culture & boosting team morale
Joining in the awards will recognise the efforts done by your staff across all departments promoting a culture of continuous improvement in your hospital

Inspire the hospitals in the region and create a movement on better healthcare services
Your innovation can inspire other hospitals creating a ripple of impact focused on improving the quality of care

Promoting a patient-centred approach
Working on these projects will also help your team focus on providing value to the patient and improve the patient’s journey in your hospital

FINAL DEADLINE FOR AWARDS SUBMISSION:

30 July 2021, 11:59PM (GMT +8:00)

First time submitting a project entry? Here’s an easy guide:

    • Select which category your project might fit. A project can be submitted multiple times to different categories.
    • Check the entry questions required for the submission. Visit the entry questions tab.
    • Read the rules and regulations for the submission requirements.
    • Check the submission platform, here’s a simple flow that you will need to follow once on the platform:

BONUS! For each project entry you submitted, you can also avail a free access to the Hospital Management Asia 2021 conference.

Need more help? You can download or view the following documents:

[1] Awards Brochure
contains the full information available on the website in a downloadable format

[2] Entry Questions per category
contains the questions per category that you will need to fill out per project as well as the guidelines for the word count limitations

[3] Submission form template
if you want to see what the details you need to prepare before filling out the submission forms online, check this file

[4] CEO Certification form
this is a required supporting document per project submission

FINAL DEADLINE FOR AWARDS SUBMISSION:

30 July 2021, 11:59PM (GMT +8:00)

Patient Safety

This award is for patient safety projects from diagnosis to delivery of care. This includes safety protocols & processes, reporting, management and prevention of sentinel events such as medication errors and infection control.

Scoring Factors:
    • How well does the project assure patient safety including prevention of sentinel events?
    • How well will it reduce or eliminate errors in delivery of care?
    • Were the process and means by which the project was conducted adequate to meet its goals?
    • What are the results? Are these measurable? Are there testimonials, awards, or other support to show impact on improvement of patient safety?
    • Is this initiative sustainable?

Community Involvement

This award recognises hospitals that engage the community including socially responsible practices, preventative health education and free services.

Scoring Factors:
  • To what extent does the project make a difference in the improvement of healthcare in the community it serves?
  • To what extent is senior management involved?
  • Were the process and means by which the project was conducted adequate to meet its goals?
  • What are the results? Are these measurable? Are there testimonials, awards, or other support to show impact on improvement of patient safety?
  • Is this initiative sustainable?

Most Advanced Healthcare Technology

This award recognises a hospital who has adopted the most advanced IT (AI, big data, connected, smart technologies) among all other submissions. The introduction of IT must address a relevant and pressing need in any department so long as the hospital is able to showcase improvement before and after the IT was used.

Scoring Factors:
  • How did IT improve the pressing and relevant need?
  • How was the roll-out of IT conducted? Was ample time and consideration given for employees to train and get comfortable with it?
  • Were the process and means by which the project was conducted adequate to meet its goals?
  • What are the results? Are these measurable? Are there testimonials, awards, or other support to show impact on improvement of patient safety?
  • Is this initiative sustainable?

Patient Experience Improvement

This award recognises projects focused on improving the patient experience from admission to discharge and after care. This can be projects led by physicians, nurses and ancillary departments.

*Specify which area is being highlighted such as nursing, laboratory, pharmacy, specialty clinics, food & nutrition, and housekeeping in your submission.

Scoring Factors:
  • How did the project improve the patient journey?
  • Can it be adapted by other departments?
  • Were there significant physician/nurse input?
  • How did the project contribute to improvement of the service culture?
  • Were the process and means by which the project was conducted adequate to meet its goals?
  • What are the results? Are these measurable? Are there testimonials, awards, or other support to show impact on improvement of patient safety?
  • Is this initiative sustainable?

Financial Improvement

(Cost Reduction + Facility Management & Financial Improvement)

This award recognises projects that drive revenue generation/cost savings while maintaining high quality of care. This includes waste reduction, efficient management of facilities and equipment.

Scoring Factors:
  • How did the project reduce costs and drive revenue?
  • How did the project maintain high quality of care? How did the project help reduce cost to the patients?
  • Was the process and means by which the project was conducted adequate to meet its goals?
  • What are the results? Are these measurable? Are there testimonials, awards, or other support to show impact on improvement of patient safety?
  • Is this initiative sustainable?

Talent Development

This award is for staff development programs to improve their skills and patient care abilities. This includes programs for talent acquisition, performance management, learning and motivation, compensation, career development, and succession planning.

Scoring Factors:
  • Does the project train and benefit a large majority of staff?
  • Is it based on an analysis of needs and does it allow flexibilities to learn at own time?
  • Were the process and means by which the project was conducted adequate to meet its goals?
  • Does it have significant results in improving employee performance to be able to service more patients? Does it result in higher patient satisfaction? Are there testimonials, awards or other support to show impact on improvement of hospital service or effectiveness of the program?
  • Is the initiative sustainable?

Branding & Marketing Campaign

This award is for an innovative branding and marketing campaign that led to increase awareness of the hospital. This includes the use of traditional and online marketing tools to improve visibility, brand recognition and revenue.

Scoring Factors:
  • Does the project show the hospital in the light it was intended?
  • Did it reach the intended target market efficiently and effectively?
  • How well did the project use traditional and online marketing tools?
  • Were the process and means by which the project was conducted adequate to meet its goals? Was the composition of the team about right? Was appropriate analysis or basic and online marketing tools used?
  • Does it have significant results or outcomes? Was there an increase in revenue? Are there testimonials, awards, or other support to show impact on the hospital’s image and reputation?

FINAL DEADLINE FOR AWARDS SUBMISSION:

30 July 2021, 11:59PM (GMT +8:00)

I. Patient Safety

 Entry Questions:

    1. BACKGROUND: Provide some background on how the project originated e.g. problem/ opportunity you were faced with. Focus on the project brief and not an introduction of your hospital. MAX 350 WORDS
    2. GOAL: Describe what was required to address the problem/ opportunity. Outline what your targets/ goals were. Also provide an overview of the team that was put together to undertake this. MAX 300
    3. ACTIVITY: Outline the steps or stages of the project and how these were executed by the team. MAX 300 WORDS.
    4. RESULT: Demonstrate the results of the project and how this improved patient safety. Present quantifiable information such as before and after measurements and percentage improvement. MAX 300
    5. CLOSING ARGUMENT: Please outline how sustainable the improvements are, give any other information, including third party testimonial which you think would help convince the judges that this project/program should win. MAX 250 WORDS.

II. Community Involvement

Entry Questions:

    1. BACKGROUND: Provide some background on how the project originated e.g. problem/ opportunity you were faced with. Focus on the project brief and not an introduction of your hospital. MAX 350 WORDS
    2. GOAL: Describe what was required to address the aforementioned problem/ opportunity. Outline what your targets/ goals were and whether any approach was outlined to correlate this program with better community engagement/ practices. Also provide an overview of the team that was put together to undertake this. MAX 300 WORDS.
    3. ACTIVITY: Outline the steps or stages of the project and how these were executed by the team. MAX 300 WORDS.
    4. RESULT: Demonstrate the results of the project and how this was beneficial for the community. How did you measure this? Present quantifiable information such as before and after measurements and percentage improvement. Also provide any qualitative information such as testimonials, awards etc. MAX 300 WORDS.
    5. CLOSING ARGUMENT: Please outline how sustainable the improvements are, and give any other information, including third party testimonial which you think would help convince the judges that this project/program should win. MAX 250 WORDS.

III. Most Advanced Healthcare Technology
(Innovations in Healthcare Technology + Innovations in Hospital Management + Mobile & Online Services)

Entry Questions:

    1. BACKGROUND: Provide some background on how the project originated e.g. problem/ opportunity you were faced with. Provide details of any innovation needs analysis that was conducted. Focus on the project brief and not an introduction of your hospital. MAX 350 WORDS
    2. GOAL: Describe what was required to address the aforementioned problem/ opportunity. Outline what your targets/ goals were and whether any approach was outlined to correlate this innovation with better service. Also provide an overview of the team that was put together to undertake this. MAX 300 WORDS.
    3. ACTIVITY: Outline the steps or stages of the project and how these were executed by the team. Include online and digital tools used to improve your hospital services. MAX 300 WORDS.
    4. RESULT: Demonstrate the results of the project and how this was beneficial for staff, patients, stakeholders etc. Present quantifiable information such as before and after measurements and percentage improvement e.g. were costs reduced, accuracy/ productivity increased, patient safety/ care were improved. MAX 300 WORDS.
    5. CLOSING ARGUMENT: Please outline how sustainable the improvements are, and give any other information, including third party testimonial which you think would help convince the judges that this project/program should win. MAX 250 WORDS.

IV. Patient Experience Improvement
(Customer Service + Clinical Service + Nursing Excellence)

Entry Questions:

    1. BACKGROUND: Provide some background on how the project originated e.g. problem/ opportunity you were faced with. Focus on the project brief and not an introduction of your hospital. MAX 350 WORDS
    2. GOAL: Describe what was required to address the problem/ opportunity. Outline what your targets/ goals were and whether any approach was outlined to correlate this program with better patient service and quality of care. Also provide an overview of the team that was put together to undertake this. MAX 300
    3. ACTIVITY: Outline the steps or stages of the project and how these were executed by the team. How did you engage your team with a culture of patient service excellence? MAX 300 WORDS.
    4. RESULT: Demonstrate the results of the project and how this was beneficial for the patients. How did you measure this? Present quantifiable information such as before and after measurements and percentage improvement. Outline the financial impact in terms of investment/ reduction of costs. MAX 300 WORDS.
    5. CLOSING ARGUMENT: Please outline how sustainable the improvements are, and give any other information, including third party testimonial which you think would help convince the judges that this project/program should win. MAX 250 WORDS.

V. Financial Improvement
(Cost Reduction + Facility Management & Financial Improvement)

Entry Questions:

    1. BACKGROUND: Provide some background on how the project originated e.g. problem/ opportunity you were faced with. Focus on the project brief and not an introduction of your hospital. MAX 350 WORDS
    2. GOAL: Describe what was required to address the problem/ opportunity. Outline what your targets/ goals were and whether any approach was outlined to correlate this program with efficient cost and waste management. Also provide an overview of the team that was put together to undertake this. MAX 300 WORDS.
    3. ACTIVITY: Outline the steps or stages of the project and how these were executed by the team. MAX 300 WORDS.
    4. RESULT: Demonstrate the results of the project e.g. provide details of what costs (wastes) were reduced and the impact. How did you measure this? How was the project beneficial from the patient’s perspective? Were any savings passed onto the patient? Present quantifiable information such as before and after measurements and percentage improvement. Outline the financial impact in terms of investment/ reduction of costs in equipment and facilities improvement. MAX 300 WORDS.
    5. CLOSING ARGUMENT: Please outline how sustainable the improvements are, and give any other information, including third party testimonial which you think would help convince the judges that this project/program should win. MAX 250 WORDS.

VI. Talent Development
(Includes programs for training, retraining, and retaining staff)

Entry Questions:

    1. SITUATION: Provide some background on how the project originated e.g. problem/ opportunity you were faced with. Provide details of any training needs analysis that was conducted. MAX 350 WORDS.
    2. GOAL: Describe what was required to address the problem/ opportunity. Outline what your targets/ goals were and whether any approach was outlined to correlate this program with better service. Also provide an overview of the team that was put together to undertake this and the percentage of staff this represented. MAX 300 WORDS.
    3. ACTIVITY: Outline the steps or stages of the project and how these were executed by the team. MAX 300 WORDS.
    4. RESULT: Demonstrate the results of the project and how this was beneficial for the staff (e.g. skill development, morale), as well as the benefits from the patient’s perspective and experience. Present quantifiable information such as before and after measurements and percentage improvement. MAX 300 WORDS.
    5. CLOSING ARGUMENT: Please outline how sustainable the improvements are, and give any other information, including third party testimonial which you think would help convince the judges that this project/program should win. MAX 250 WORDS.

VII. Marketing and Branding Campaign
(Includes programs focused on how hospitals utilises online and digital tools in marketing activities and keeping the community informed)

Entry Questions:

    1. BACKGROUND: Provide some background on how the project originated e.g. problem/ opportunity you were faced with. Focus on the project brief and not an introduction of your hospital. MAX 350 WORDS
    2. GOAL: Give details of how generation of revenue or online traffic resulted from the project. How is the effectiveness of the program measured? Outline what your targets/ goals were. Also provide an overview of the team that was put together to undertake this. MAX 300 WORDS.
    3. ACTIVITY: Please describe the traditional and online marketing tools that were used to improve revenue. What Social Media or other online tools were used? Did it reach the intended target market efficiently and effectively? MAX 300 WORDS.
    4. RESULT: Does the project show the hospital in the light it was intended? Was the project beneficial from the patient’s perspective and experience? Present quantifiable information such as before and after measurements and percentage improvement. MAX 300
    5. CLOSING ARGUMENT: Please outline how sustainable the improvements are, and give any other information, including third party testimonial which you think would help convince the judges that this project/program should win. MAX 250 WORDS.

FINAL DEADLINE FOR AWARDS SUBMISSION:

30 July 2021, 11:59PM (GMT +8:00)

Eligibility

All hospitals located in ASIA can participate. Small and big hospitals have equal chances of winning because the awards are for the success of projects, programs or services that were implemented during the award period and not for the overall excellence of the hospital. In this sense public and private hospitals, small and large ones too, have equal chances of winning.

Entries must be for projects, programs, or services that were implemented or significantly enhanced from January 2019 to July 2021. In this sense, the awards are for the introduction of new projects, or for the improvements in 2019-2021 of existing programs and systems. In general, the judges favour new projects than enhancements.

In all cases, there should be objective, quantifiable, and verifiable measurements as to the effectiveness of the project.

Participating hospitals must be from the Asia Pacific. Hospitals of non-Asian origin are also eligible as long as the entry is from and for their Hospital in the Asia Pacific.

Entry Fee

The fee for each project entry is USD100. Full payment for your entries must be made on or before July 30, 2021 or the entries will not be considered.

For each project entry you submitted, you can also avail a free access to the Hospital Management Asia 2021 conference.

Entry Questions

There are five questions per category which are generally the same. And word limits are 200-350 depending on the questions. Entries will be asked for the background, goals, measurements used, benefits, results, and closing words per project or programme submitted. To check the specific questions per category, please click here.

Submission language

Please make sure you submit all your answers and supporting documents in English as the judging panel are comprised of international experts.

Supporting Materials

All entries need to be accompanied by attached documentation to support your entry such as:

      • Press reports
      • Awards won
      • Photos related to the project
      • Commendations received
      • Comments and testimonials from stakeholders
      • Measurable results achieved
      • Anything to convince the judges that your entry meets the criteria best

Supporting materials MUST be in English or, if they are in another language, a certified translation must be provided. You may send up to 5 attachments of any other supporting material together with your online entry form. Please take note that one of the attachment should be your CEO certification.

Attached files must be no larger than 2MB each. Documents must be in .pdf, .doc (word), .xls (excel) and .ppt format, images must be in .jpg/.png format. NO VIDEO attachment. No exceptions sorry.

CEO Certification

The CEO/Hospital Director needs to sign a certification of authenticity for your project. Click HERE to download the form.

For more information, please contact Rose Onilongo at infoasia@clarionevents.com, or call +65 6590 3948.

FINAL DEADLINE FOR AWARDS SUBMISSION:

30 July 2021, 11:59PM (GMT +8:00)

There is an exhaustive search and selection process for the Awards composed of generating, entries, initial screening, comments by advisors, and final judging.

1. Generating entries

Hospitals from China are encouraged to nominate themselves and enter their successful projects, programs, or best practices. There is no limit to the number of entries per hospital. Healthcare associations, medical service consultants and suppliers, and others in the industry are also invited to nominate hospitals in the Award categories.

2. Initial processing

The Awards secretariat processes the entries and supporting materials, and submits these for consideration to the judging panels.

3. Judging process

HMA partners and specially selected experts are formed into seven judging sub-committees, one for every award category. A chairperson is appointed for each team. These judging teams review the entries submitted to them, and make final recommendations to the conference advisory committee.

The Boards of Judges consists of representatives from hospital associations, selected speakers, members of the Advisory Board, and healthcare leaders in the region. The selections of the judging teams are then compiled by the secretariat and approved by the chairman of the awards.

The successful hospitals are those who in the OPINION of the judges’ best fit the category criteria. There is usually one winner and one to three excellence awardee. Note that if there are no exceptional projects submitted in a category, the Board of Judges is not committed to give an award.

If you need help with your entry or require any clarification, please contact Rose at InfoAsia@clarionevents.com, or call +65 6590 3948.

ASIAN HOSPITAL MANAGEMENT AWARDS 2020 WINNERS

CATEGORY: BRANDING & MARKETING CAMPAIGN

Gold Award Winner:
  • The Medical City Clark (Philippines) – A Safe Zone for All Patients Campaign
Runners-up (Excellence Award Winners):
  • Aster MIMS Kottakkal (India) – Innovative unique Procedures (PELD & UFE)
  • Xiangshan First People’s Hospital Medical and Health Group (China) – Promoting health for the elderly through the implementation of the accurate combination of medical care and health care

CATEGORY: COMMUNITY INVOLVEMENT

Gold Award Winner:
  • The First People’s Hospital of Longquanyi District, Chengdu (China) – ‘Four-level Combined’ Lung Rehabilitation Intervention System Construction: From Supervision to Full Autonomy of Self-management ability for COPD Patients in Rural Areas
Runners-up (Excellence Award Winners):
  • Bagan Specialist Centre (Malaysia) – Joy Club
  • CURE Philippines, Inc. – CURE Philippines Community Clinics

CATEGORY: FINANCIAL IMPROVEMENT

Gold Award Winner:
  • The First People’s Hospital of Longquanyi District, Chengdu (China) -Application of Fine Management in the Material Allocation on the Epidemic Prevention and Control of COVID-19
Runners-up (Excellence Award Winners):
  • Hanh Phuc International Hospital (Vietnam) – ‘Golden Hour’ Intervention Improves Financial Outcomes on Patient Bill, Cost of Service: First Ever in Hanh Phuc International Hospital
  • Mother Teresa of Calcutta Medical Center (Philippines) – Oplan 45

CATEGORY: MOST ADVANCED HEALTHCARE TECHNOLOGY

Gold Award Winner:
  • National University Hospital Singapore – Patient Safety in Surgery as Interprofessional Training (PASS-IT) using Virtual Reality tool
Runners-up (Excellence Award Winners):
  • Huazhong University of Science and Technology Union Shenzhen Hospital (China) – Trauma team activation-based intelligent information system to improve  trauma treatment efficiency
  • KPJ Puteri Specialist Hospital (Malaysia) – SWEMS (Scheduled Waste E Management System) – EFFECTIVE AND TIMELY MANAGEMENT OF SCHEDULED WASTE DATA

CATEGORY: PATIENT EXPERIENCE IMPROVEMENT

Gold Award Winner:
  • Suining Central Hospital (China) – Original Chinese HIFU Technology Combined with an Ambulatory Surgery Model to Launch a Uterus-Defense War
Runners-up (Excellence Award Winners):
  • Apollo Hospitals (India) – Re-Inventing the Patient Experience in a Post Covid World
  • Ng Teng Fong General Hospital (Singapore) – Transforming Evaluation of Chest Pain – Asia’s First Rapid Access Chest Pain Clinic at Ng Teng Fong General Hospital

CATEGORY: PATIENT SAFETY

Gold Award Winner:
  • University of Malaya Medical Centre (UMMC) (Malaysia) – CT Chest Abdomen Pelvis: Optimising Contrast Media Based on Body Weight and Bolus Tracking Method
Runners-up (Excellence Award Winners):
  • Makati Medical Center (Philippines) – MMC Beyond Malasakit – the Hospital with a Stronger Heart
  • The University of Hong Kong-Shenzhen Hospital (China) – “Lesser contact for safer care”: Using Health Intelligent Technologies to Prevent Nosocomial Infection in time of COVID-19

CATEGORY: TALENT DEVELOPMENT CATEGORY

Gold Award Winner:
  • Indraprastha Apollo Hospitals (India) – We Care For Our Warriors
Runners-up (Excellence Award Winners):
  • Cardinal Santos Medical Center (Philippines) – PROJECT APPLE (Enabling Nursing Underboards to fulfill their dreams of becoming Registered Nurses)
  • Teaching Hospital of Universitas Airlangga (Indonesia) – Empowering Young Talents To Become High-Functioning Leadership Teams: Enabling Hospital Success Key by Organizational Culture Approach

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