• Chorh Chuan Tan, LamCarolyn S PCSPNational Heart Centre Singapore, Singapore; Duke-NUS Cardiovascular Academic Clinical Program, Duke-NUS Medical School, Singapore; Department of Cardiology, University Medical Center Groningen, Groningen, Netherlands., David B Matchar, Yoong Kang Zee, and WongJohn E LJELDepartment of Medicine, National University of Singapore, Singapore; Department of Hematology-Medical Oncology, National University Health System, Singapore..
• Office for Healthcare Transformation, Ministry of Health, Singapore; Department of Medicine, National University of Singapore, Singapore. Electronic address: chorhchuan.tan@moht.com.sg.
• Lancet. 2021 Sep 18; 398 (10305): 1091-1104.

AbstractSince Singapore became an independent nation in 1965, the development of its health-care system has been underpinned by an emphasis on personal responsibility for health, and active government intervention to ensure access and affordability through targeted subsidies and to reduce unnecessary costs. Singapore is achieving good health outcomes, with a total health expenditure of 4·47% of gross domestic product in 2016. However, the health-care system is contending with increased stress, as reflected in so-called pain points that have led to public concern, including shortages in acute hospital beds and intermediate and long-term care (ILTC) services, and high out-of-pocket payments. The main drivers of these challenges are the rising prevalence of non-communicable diseases and rapid population ageing, limitations in the delivery and organisation of primary care and ILTC, and financial incentives that might inadvertently impede care integration. To address these challenges, Singapore's Ministry of Health implemented a comprehensive set of reforms in 2012 under its Healthcare 2020 Masterplan. These reforms substantially increased the capacity of public hospital beds and ILTC services in the community, expanded subsidies for primary care and long-term care, and introduced a series of financing health-care reforms to strengthen financial protection and coverage. However, it became clear that these measures alone would not address the underlying drivers of system stress in the long term. Instead, the system requires, and is making, much more fundamental changes to its approach. In 2016, the Ministry of Health encapsulated the required shifts in terms of the so-called Three Beyonds-namely, beyond health care to health, beyond hospital to community, and beyond quality to value.Copyright © 2021 Elsevier Ltd. All rights reserved.

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