INNOVATING CARE, ELEVATING LIVES Annual Report 2024/25
Vision The Recognised Leading Service Provider in Health, Nursing and Aged Care.
Mission Enabling the Elderly to Lead Enriched Lives through Holistic and Integrated Care.
Goals 1 2 3
To provide love and care to all residents. To provide rehabilitation to residents aimed at maximising functional and cognitive abilities and to facilitate their return to the community and loved ones, whenever possible. To continually improve our standards and quality of care and services through research, training and education.
Lions Home Annual Report 2024/25 02
Table of Contents
4 Chairman’s Report 6 Board of Directors 8 Organisation Chart
11 Corporate Governance 14 Management Team 15 Code of Governance
22 Marks of Momentum 24 Fundraising Initiatives 26 Our Services
31 Operating Source of Funds 32 The Impact of Your Donation 33 Donation Form
9 Board Meeting Attendance 20
Key Insights 28 Care in Every Dimension
Lions Home Annual Report 2024/25 03
CHAIRMAN’S REPORT
Chairman PDG Steven Seah (BBM)
As Singapore’s population continues to age and care needs grow increasingly complex, the role of nursing homes like Lions Home remains more vital than ever. We are not merely providers of care — we are evolving to meet emerging needs and redefining what eldercare can be in a future-ready society. In FY2024, Lions Home progressed steadily in our transformation journey, combining innovation with empathy to uphold the dignity, engagement, and well- being of our seniors. From implementing assistive technologies and enhancing dementia-sensitive environments to deepening staff development and community outreach, we moved beyond traditional models of care — grounded in our belief that every senior deserves not only quality care, but a meaningful quality of life. Advancing Dementia-Sensitive Design This year saw progress in transforming our environments to better meet the needs of residents with dementia. At our Bedok Home, plans were initiated to convert Level 1 into a dementia-friendly ward featuring controlled access, quiet rest areas, fall-prevention measures, and calming landscaping. The design was shaped
In FY2024, Lions Home progressed steadily in our transformation journey, combining innovation with empathy to uphold the dignity, engagement, and well-being of our seniors. From implementing assistive technologies and enhancing dementia-sensitive environments to deepening staff development and community outreach, we moved beyond traditional models of care — grounded in our belief that every senior deserves not only quality care, but a meaningful quality of life.”
Lions Home Annual Report 2024/25 04
supported by individuals, youth groups, corporates and the Lions Clubs of Singapore, many of which were matched dollar-for-dollar under national schemes. This vital support enabled us to fund meaningful programmes, support residents in need, and invest in innovations that enrich the lives of our seniors. Financial Overview In FY2024, Lions Home achieved a strong operating surplus of $3.33 million, up from $1.03 million in FY2023. This was driven by an increased Ministry of Health (MOH) funding rate, consistently high bed occupancy, investment income, and additional government support. We remained committed to sound financial stewardship, aligning resources with growing care demands while ensuring sustainability and service excellence. Staff costs remained our largest expenditure, reflecting ongoing investment in a skilled, compassionate workforce. Considerable resources were also directed towards residents’ welfare and infrastructure, reinforcing safe and dignified care environments. Our operations were supported by MOH grants and subsidies (69.8%), residents’ contributions (18.7%) with additional support donations (6.8%) and others (investments) (4.7%). Net donations rose by 19%, from $1.48 million to $1.76 million, reflecting stronger fundraising and continued community support. Contributions from the Lions Clubs of Singapore, corporate partners, and individual donors were instrumental in enhancing care and innovating services. We look forward to your continued support as we shape a future-ready Lions Home for Singapore’s ageing population. Continuing the Journey As we reflect on the past year, I would like to express my heartfelt appreciation to our Management Board, staff, volunteers, partners, and supporters. Your unwavering dedication, compassion, and belief in our mission have been instrumental in enabling Lions Home to grow with purpose and resilience. We are proud of how far we have come — and remain steadfast in our commitment to evolve with the changing needs of our seniors and society. Together, let us continue shaping an inclusive, future-ready care landscape where every life is valued, and every effort makes a lasting difference.
through consultations with clinical experts, dementia advocates and pro bono support from IWA Design, with renovations expected to begin in late 2025. At Bishan, enhancements included the creation of a “quiet corner” for residents experiencing behavioural episodes, a new consultation-cum-observation room, and sensory-based modifications to lighting and activity spaces — all with the aim of fostering a safe, therapeutic environment that honours individual dignity. Building Future-Ready Talent Pipelines To strengthen sector capacity, we formalised a new collaboration with NTUC LearningHub, welcoming healthcare trainees to Lions Home for practical training. Through this partnership, we aim to attract and nurture young talent while contributing to national efforts in developing a resilient care workforce. Expanding Our Impact In October 2024, we launched our first Community Outreach Programme at Filos Active Ageing Centre in Chai Chee. Nurses and staff engaged seniors through health screenings and wellness talks on fall prevention and mental well-being. These sessions marked the beginning of wider efforts to promote healthy ageing through proactive community-based engagement — with plans to expand to more locations in 2025. Celebrating Excellence, Commitment and Community Lions Home was once again honoured with the Charity Transparency Award 2024, marking our fifth win — a recognition of our governance, accountability and public trust. We also celebrated the achievements of our care team. Our nurses received accolades including the Nurses’ Merit Award and Community Care Excellence Awards, while internal recognition events like Nurses’ Day, Staff Appreciation Night and Recognition Night reaffirmed our collective pride in the people who power our mission. In line with our commitment to a holistic care philosophy, we also introduced Family Day at both Bishan and Bedok Homes. The event offered a heartwarming opportunity for residents, their loved ones, and staff to come together through shared meals and interactive activities. More than just a celebration, Family Day reinforced the vital role of emotional connection and social support in fostering well-being and enriching the lives of our seniors. Meanwhile, our residents took centre stage in public platforms, from an art gallery showcase during National Day to a music performance at the Esplanade - inspiring intergenerational understanding and pride in ageing with purpose. Fuelling Our Mission Through Community Support Over the year, diverse fundraising campaigns helped sustain our work, from flagship initiatives like Flag Day 2025 and Fun(d) Drive 2024, to youth-led bake sales and seasonal donation drives. These campaigns were
Past District Governor (PDG) Steven Seah (BBM) Chairman
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BOARD OF DIRECTORS
11
9
12
17
18
8
19
1
2
22
7
5
24
3
Lion Dallon Cheah Director Date of Appointment: 1 January 2024 Director, Rina K Pte Ltd Lion Yeo Geok Hong Director Date of Appointment: 1 January 2024 Private Investor Lion Jonathan Tan Director Date of Appointment: 1 January 2023 Assistant Manager, SASCO Senior Citizens Home Lion Wallace Chew Gow Hee (BBM) Director Date of Appointment: 1 January 2024 Partner, Huan Chay Electric Store
Lion Russell Kwan 2 nd Vice Chairman Date of Appointment: 1 January 2024 Project Consultant, Finnex Management Consulting Pte Ltd Lion Tan Cheow Hung Secretary Date of Appointment: 1 January 2025 Director, Beacon Law Corporation Lion Daniel Wong Assistant Treasurer Date of Appointment: 1 January 2022 Principal Consultant, BT Solutions Pte Ltd Lion Serene Ng Ling Ling Director Date of Appointment: 1 January 2024 Director, Integrative Chiropractic Pte Ltd
1
5
9
PDG Steven Seah (BBM) Chairman Date of Appointment: 1 January 2023 Partner, Seah Ong & Partners LLP PCC Henre WH Tan (PBM) Immediate Past Chairman Date of Appointment: 1 January 2023 Director/Lead Consultant, Legend Management & Training Solutions Pte Ltd DG Shirley Lee District Governor Date of Appointment: 1 July 2024 – 30 June 2025 Lion Francis Woo 1 st Vice Chairman Date of Appointment: 1 January 2025 Director, Red Star Event & Trading
10
2
6
11
3
7
12
4
8
Lions Home Annual Report 2024/25 06
Trustees
16
PDG Isabel Cheong PDG Irene Tan PCC Lim Hon Chee (PBM) PCC Chin Siew Gim
21 22 23 24
13
10
14
6
4
23
21
Heartfelt Thanks
Lions Home would like to express our sincere appreciation to the following outgoing Management Board members for their dedicated service and contributions upon the completion of their terms:
Lion Tan Soh Keng Director Date of Appointment: 1 January 2023 Deputy Director, Alexandra Health Fund Limited
17 Lion Lincoln Yeo Kuan Tak Co-Opted Director Date of Appointment: 1 January 2025 Managing Director, Alphacel Global Pte Ltd 18 Lion Aranea Chua Co-Opted Director Date of Appointment: 1 January 2023 Finance and Human Resource Manager, LSH Industrials (S) Pte Ltd
13
DG Shirley Lee District Governor (2024 - 2025) DG Yeo Siew Yam District Governor (2024) Lion Gary Ong Secretary (2023 to 2024) Lion Kang Kok Kwan Treasurer (2023 - 2024) Lion Cliff Goh Director (2023 - 2024) PDG Jerrick Tay Trustee (2023 – 2024)
14 Lion Jeremy Lim Director Date of Appointment: 1 January 2025
Managing Director, Quantum Leap Incorporation Lion Harold Yeo Thiam Siong Director Date of Appointment: 1 January 2025 Financial Adviser, IPP Financial Adviser Pte Ltd (not in picture)
15
19 Lion Ying Wai Lin Co-Opted Director Date of Appointment: 1 January 2025 Advocates & Solicitors, Darshan & Teo LLP 20 Lion Albert Chew Co-Opted Director Date of Appointment: 1 January 2025
16 Lion Prem Khiatani Co-Opted Director Date of Appointment: 1 January 2023 Director, Great Prestige Pte Ltd
(not in picture)
Chartered Accountant and Independent Non-Executive Director of public companies in Singapore and Malaysia
Lions Home Annual Report 2024/25 07
ORGANISATION CHART
Calendar Year 2025
Board Chairman PDG Steven Seah (BBM)
Risk Management Chairman Lion Russell Kwan PDG Steven Seah (BBM) Lion Jonathan Tan Lion Yeo Geok Hong Lion Daniel Wong
Executive Committee (ExCo) Chairman: Immediate Past Chairman:
Human Resource Chairman PDG Steven Seah (BBM) Lion Francis Woo Lion Russell Kwan Lion Daniel Wong
PDG Steven Seah (BBM) PCC Henre WH Tan (PBM) Lion Francis Woo Lion Russell Kwan Lion Tan Cheow Hung Lion Daniel Wong
1 st Vice Chairman: 2 nd Vice Chairman : Secretary: Assistant Treasurer:
Operations Focus
Mission / Services
Finance Chairman Lion Daniel Wong Lion Harold Yeo Lion Albert Chew Audit Chairman Lion Yeo Geok Hong Lion Cindy Lim* Ms Lee Pei Xuan* Building & Maintenance Chairman Lion Wallace Chew Lion Dallon Cheah Lion Lincoln Yeo Communications Chairman Lion Prem Khiatani Lion Alain Arul* Ms Joyce Chin* Lion Yang Kun* Lion Yeo Eng Im*
Investment Chairman
Strategic Partnership Chairman Lion Yeo Geok Hong Lion Jonathan Tan Fundraising Co-Chairmen Lion Tan Cheow Hung Lion Aranea Chua Lion Lucia Lim* Volunteer Social Outreach Chairman Lion Serene Ng Lion Josaphin Toh* Lion Justin Lee* Lion Irene Lee*
1
Service Quality Chairman
Lion Albert Chew PDG Steven Seah (BBM) Lion Tan Cheow Hung Lion Daniel Wong Lion Kang Kok Kwan* Lion Anglada Jean-Luc* Lion Cindy Lim* Contracts & Purchasing Chairman Lion Jonathan Tan Lion Russell Kwan Lion Harold Yeo Lion Lincoln Yeo Constitution & By-laws Chairman Lion Ying Wai Lin PDG Steven Seah (BBM) Lion Russell Kwan Lion Richard Khoo*
Lion Tan Soh Keng Lion Russell Kwan Lion Jeremy Lim Programmes & Residents’ Financial Welfare Chairman Lion Francis Woo Lion Jeremy Lim 2
Medifund Committee (1-Apr 2021 to 31-Mar 2025) Chairman PDG Lion Irene Tan Lion Robert Tng Tai Kheng A/Prof Poon Wing Hong (non-LCS)
*Sub-committee Members
Lions Home Annual Report 2024/25 08
BOARD MEETING ATTENDANCE
The board meetings attendance reported below is based on Lions Home’s Financial Year (FY) April 2024 – March 2025. Members of the Lions Home Management Board are elected at the Annual General Meeting (AGM). Their term of office commences on 1 January, following the AGM, and they serve for a term of two years.
Date of board meetings (FY April 2024 – March 2025):
1. 27 May 2024 2. 22 July 2024 3. 5 November 2024
4. 25 November 2024 5. 20 January 2025 6. 24 March 2025
Lions Home held its 44 th AGM on 21 st September 2024.
Name
Term
Position
Attendance in FY April 2024 – March 2025
PCC Henre WH Tan (PBM)
April 2024 – March 2025
Immediate Past Chairman
5 out of 6
PDG Steven Seah (BBM)
April 2024 – March 2025 April 2024 – December 2024 January 2025 – March 2025
Chairman
6 out of 6 3 out of 4 2 out of 2
Lion Albert Chew
1 st Vice Chairman Co-opted Director
Lion Francis Woo Lion Russell Kwan
January 2025 – March 2025 1 st Vice Chairman 1 out of 2
April 2024 – March 2025
2 nd Vice Chairman 6 out of 6
Lion Gary Ong
April 2024 – December 2024 Secretary
0 out of 4 3 out of 4 2 out of 2 4 out of 4 2 out of 2 5 out of 6 5 out of 6 4 out of 4 2 out of 2 3 out of 6 6 out of 6 5 out of 6
Lion Tan Cheow Hung
April 2024 – December 2024 January 2025 – March 2025
Director Secretary
Lion Kang Kok Kwan
April 2024 – December 2024 Treasurer
Lion Daniel Wong Boon Ti Lion Harold Yeo Thiam Siong
April 2024 – March 2025
Assistant Treasurer 6 out of 6
January 2025 – March 2025 Director
Lion Jonathan Tan Lion Tan Soh Keng Lion Jeremy Lim
April 2024 – March 2025 April 2024 – March 2025 April 2024 – December 2024 January 2025 – March 2025 April 2024 – March 2025 April 2024 – March 2025 April 2024 – March 2025
Director Director
Co-opted Director Director
Lion Dallon Cheah
Director Director Director
Lion Serene Ng Ling Ling
Lion Wallace Chew Gow Hee (BBM)
Lions Home Annual Report 2024/25 09
Name
Term
Position
Attendance in FY April 2024 – March 2025
Lion Yeo Geok Hong
April 2024 – March 2025 April 2024 – December 2024 January 2025 – March 2025 April 2024 – March 2025 April 2024 – March 2025
Director
5 out of 6 4 out of 4 2 out of 2
Lion Lincoln Yeo Kuan Tak
Director Co-opted Director
Lion Aranea Chua Lion Prem Khiatani Lion Ying Wai Lin PDG Jerrick Tay PDG Isabel Cheong PCC Chin Siew Gim PCC Lim Hon Chee (PBM)
Co-opted Director 6 out of 6 Co-opted Director 6 out of 6
January 2025 – March 2025 Co-opted Director 1 out of 2
April 2024 – December 2024 Trustee
0 out of 4 5 out of 6 5 out of 6 1 out of 2 2 out of 2 0 out of 1 1 out of 5
April 2024 – March 2025 April 2024 – March 2025
Trustee Trustee
January 2025 – March 2025 Trustee January 2025 – March 2025 Trustee
PDG Irene Tan
DG Yeo Siew Yam DG Shirley Lee
April 2024 – June 2024 July 2024 – March 2025
District Governor District Governor
Lions Home Annual Report 2024/25 10
CORPORATE GOVERNANCE
Board of Directors
Fiduciary Duties of Board of Directors
The Lions Home For The Elders (LHE) is governed by a Board of Directors whose members are made up of volunteers according to its constitution. The Board’s role is to provide leadership and directions to LHE, and ensure it maintains good corporate governance in relation to the Code of Governance for Charities and Institution of a Public Character (IPC) guidelines recommended by the Charity Council. It acts as one entity and represents the interest of the Home, by governing its affairs on behalf of the general members of Lions Clubs of Singapore. The Board plans strategically for the organisation and elects members with diverse professional expertise who will contribute to the long- term development of LHE. Board members do not receive any remuneration and benefits for their involvement at LHE, and none of them held any staff appointment. Board meetings are held at least five times a year, excluding the Annual General Meeting, and Board members submit Self-Assessment Declaration Forms annually. LHE does not have related entities.
Duty of Loyalty To place the interests of LHE first, and not to use one’s appointment as a Director to further private interests. This includes the aspect of confidentiality: members of the Board are obliged to keep LHE business private and not to discuss matters brought up during Board meetings with external parties. Duty of Diligence To act reasonably, prudently, and in good faith when making decisions, with due consideration of the current and future impact that the decisions made will have on LHE. Duty of Obedience To act within the scope of the governing policies of LHE operation and the governing laws of Singapore; to comply with the rules and regulations that apply to LHE as a non-profit organisation governed by Commissioner of Charities and Registry of Societies.
Audit and Finance Committees The Audit Committee assists the Board to safeguard the Home’s assets and provide a channel of communication between the Board and external auditors. The Finance Committee, chaired by the LHE Treasurer, ensures that financial statements are properly prepared and audited in accordance with existing rules and regulations (Financial Reporting Standards). This Committee also ensures the legitimate use of LHE financial committees and members comply with guidelines as set out in the LHE Board of Directors Handbook. ⟜ To provide process for succession of Board members and Chief Executive Officer. and is assisted and supported by LHE Chief Executive Officer. The Committee advises the Board of Directors on matters relating to the Board’s governance, structure and processes, effectiveness of the Board and its members so as to ensure that the Board fulfils its legal, ethical and functional roles and responsibilities. • Frequency of Meetings: At least 3 times a year • Roles and Responsibilities of the EXCO: ⟜ To ensure that Board policies and procedures are in place, periodically reviewed, and recommend changes as required. ⟜ To assist the Board in periodically updating and reviewing its primary areas of focus based on the strategic plan, the annual board assessment, and an annual review of a plan for board development in line with the organisation’s mission, goals, objectives, programmes and services. ⟜ To ensure LHE complies with Corporate Governance Policies and Guidelines. ⟜ To ensure that the Board, its
Committees
The Board of Directors oversees several committees, each with different and specific functions and responsibilities, and chaired by Directors. These committees include the Executive Committee, Audit and Finance Committees, Building and Maintenance Committee, Communications Committee, Constitution and By- laws Committee, Contracts and Purchasing Committee, Human Resource Committee, Investment Committee, Programmes and Residents’ Financial Welfare Committee, Risk Management Committee, Strategic Partnership Committee and the Service Quality Committee. Meetings are held regularly by these committees to provide advice and execute its responsibilities. Executive Committee (EXCO) The EXCO, chaired by the Chairman of LHE, consists of Board members,
Board Nomination and Election
Process procedures for nomination, election and appointments to the Board shall be in compliance with LHE Constitution and By-laws, and other legal requirements. The Constitution and By-laws was last revised and approved by the Board of Directors on its Annual General Meeting held on 23 September 2023, and approved by ROS on 16 January 2024. Please visit the LHE website (www.lionshome.org.sg) to view the full set of Constitution and By-laws. and Lions members with the skills/ expertise are encouraged to serve on the Board, to ensure there is a balanced mix of competencies to fulfil its vision, mission and goals.
Lions Home Annual Report 2024/25 11
resources. Both committees meet few times a year to review and approve audited financial statements, and prepare the annual budget. Building and Maintenance Committee The Building and Maintenance Committee advises, assesses and oversees the necessary upgrading and maintenance of both the Bishan and Bedok Homes. Communications Committee The Communications Committee serves to enhance ethical practices in engaging with the media, general public and authorities, and to assist the Board to build a positive image of LHE in promoting good relations with stakeholders. Constitution and By-laws Committee The Constitution and By-laws Committee reviews, evaluates, formulates and recommends changes to the Constitution and By-laws of LHE for relevance, clarity, proper wording, and consistency with existing clauses and by-laws. Contracts and Purchasing Committee The Contracts and Purchasing Committee receives and reviews proposals and quotations to ensure procurement and contract services adhere to the Procurement Management Policy. Human Resource Committee The Human Resource Committee assists the Board to ensure the formulation and implementation of Human Resource Policies and Procedures for employees of LHE. The committee meets to deliberate on personnel matters and remuneration. No staff is involved in setting his/her own remuneration directly or indirectly. Investment Committee The Investment Committee understands LHE investment goals and how these objectives support its mission. It is to direct and monitor the investment of the assets of LHE for the sole interest of the beneficiaries, and advise the Board on Investment Policy.
Programmes and Residents’ Financial Welfare Committee The Programmes and Residents’ Financial Welfare Committee advises and familiarises the Board on matters relating to the operations and approaches of LHE programmes and services. These include providing assistance through thorough evaluation on residents and families’ appeals for financial assistance. Risk Management Committee The Risk Management Committee has an oversight responsibility to ensure LHE maintains a proper system for risk management. To ensure LHE, being an IPC Charity, is in compliance with the Code of Governance guidelines issued by the Charity Council, the development and implementation of LHE Risk Management Framework and appropriate procedures are in place to identify, assess and manage risks (Financial Risks, Operations Risks, Workforce Risks, Beneficiaries/ Clients Risks and Reputational Risks) from a strategic and operational perspective. Strategic Partnership Committee The Strategic Partnership Committee (comprising Fundraising and Volunteer Outreach Committees) meets several times a year to plan and oversee fundraising and volunteering strategies for the development of LHE programmes and services to achieve its vision and mission, whilst ensuring compliance of fundraising and volunteer outreach activities. Service Quality Committee The Service Quality Committee oversees and reviews all aspects of quality and services relating to the provision of care and services in support of getting optimal clinical, administration, operation and financial outcomes for LHE stakeholders and beneficiaries.
(Codes) which are applicable to the Board, staff and volunteers. The Codes have been issued to ensure that its Board members, staff and volunteers are committed to maintaining high standards of professionalism, honesty and integrity in discharging their duties and responsibilities. Communications and Social Media Policies LHE has a Communications Policy to effectively communicate matters relating to its mission, services, activities and programmes, and respond readily to requests of such information to the public, Ministry of Health, Lions Clubs of Singapore and other stakeholders. As LHE uses social media as a platform to build relationships with the healthcare field, its clients, the media and the public, it has a Social Media Policy to provide guidance to anyone using LHE’s social media sites. LHE shall make continuous effort to build up a positive image and represent the interest of its residents in the Bishan and Bedok Homes. The Management Board shall ensure that LHE does not engage in any form of party politics or misrepresent itself to the public. It shall avoid affiliation with organisations or companies that would damage the reputation of the organisation. The Communications Committee, along with the Corporate Affairs Department, will assist Chairman of LHE in vetting all public relations and fundraising materials and press releases. The Chairman of Communications Committee will vet all information to be released to the mass media, before submission to the Management Board’s approval. Investment Policy LHE will only save its excess funds in low-risk investments. If there are any reasons for LHE to make any other investments, approval must be obtained from the Management Board before such investments are made.
Policies
Code of Conduct and Ethics LHE has in place the respective Codes of Conduct and Ethics
Lions Home Annual Report 2024/25 12
Loan Policy LHE has a Loan Policy that it will not grant any loans or make any donations to staff or external parties at all times. Personal Data Protection Policy LHE has a Personal Data Protection Policy which provides information on how we collect, use, disclose, and manage personal data. For any enquiry on personal data protection, please contact Data Protection Officer Mr Christopher Teo, Deputy Chief Executive Officer, at christopher.teo@lionshome.org.sg. Policy of Avoidance of Potential Conflict of Interest LHE, including all its Directors and staff, shall avoid any conflict between their own respective personal, professional or business interests and the interests of LHE, in any and all actions taken by them on behalf of LHE in their respective capacities. The Board of Directors reviews the conflict of interest policy annually and completes the Policy on Conflict of Interest and Declaration, Conflict of Interest Disclosure Statement and Disclosure of Statement in January every year. Key staff also declared conflict of interest at the beginning of the year. Under any circumstance, in the event that any Director or staff shall have any direct or indirect interest in, or relationship with, any individual or organisation which offers to enter into any transaction with LHE, including but not limited to the following areas: • any sale, purchase, lease or rental of any product or other asset, with any vendor. • any vested interest in other organisations that have dealings or relationship with LHE. • any joint ventures between LHE and external parties. • recruitment of staff with close relationship (i.e. those who are more than acquaintances) with the current Board or Committee members or staff. • the award of any contract or subcontract.
Such person shall give notice of such interest or relationship and shall thereafter refrain from discussing or voting on the particular transaction in which he/ she has an interest, or otherwise attempting to exert any influence on LHE to affect a decision to participate or not participate in such transaction. In addition, there is no paid staff who are close members of the family of the Chief Executive Officer or Board Member, who receives more than $50,000 during the year. Reserves Policy LHE has a Reserves Policy to ensure proper management of its resources in order to sustain a working capital for ongoing programmes and services for our beneficiaries. The policy of cash reserves ratio to operating expenditure is three years of LHE annual operating expenses. Such reserves shall be invested in principal guaranteed, risk-free investments. Whistle Blowing Policy LHE is committed to maintaining high standards of professionalism, accountability and integrity in its conduct of business, and does not tolerate any form of unethical, illegal, dishonest and improper activity. The whistleblowing policy aims to provide an avenue for LHE employees and external parties to report an activity that he/she considers to be unethical, illegal, dishonest or improper, without fear of reprisal or unfair treatment. Some examples of such activities are as follow (non-exhaustive): • Theft/Fraud; • Misappropriation of funds; • Bribery/Corruption; or • Harassment or discrimination, etc. If a person suspects that the LHE or its partner(s) of any misconduct stated in the above paragraph and he/she wishes to submit a report, the report shall be addressed to the Chairman of the LHE Audit Committee via either of the following channels:
Email: whistleblow@lionshome.org.sg ;or Mailing Address: 9 Bishan Street 13 Singapore 579804 The report shall consist of the following (non-exhaustive): • Names of people involved; • Names of any witnesses; • Date, time and location of the misconduct; • Details of any proof; and • How often the incident has happened (for recurring incidents). For an effective investigation and evaluation, the whistleblower is encouraged to identify himself/ herself, provide his/her contact details and give as much specific information as possible on the concern raised. All concerns and/or identity of the whistleblower will be treated with strict confidentiality. Anti-Money Laundering and Terrorist Financing Policy (AML & TF) This policy provides an understanding of the requirements of Anti-Money Laundering and Terrorist Financing concerns as applied to LHE. It articulates the actions and procedures required of LHE to conform with the Corruption, Drug Trafficking and Other Serious Crimes (Confiscation of Benefits) Act (CDSA) and the Terrorism (Suppression of Financing) Act (TSFOA). The policy guides LHE to conduct periodic review of its internal controls, policies and procedures, key programmes and partnerships to protect LHE from actual or alleged abuse of fraud, ML and TF.
Lions Home Annual Report 2024/25 13
MANAGEMENT TEAM
Ms Doreen Lye Chief Executive Officer (Appointed 1 May 2016) Executive Director (1 February 1998 - 30 April 2016) Nursing Administrator, Saint Andrew’s Community Hospital (1995 - January 1998) Administrative Management
Mr Christopher Teo Deputy Chief Executive Officer (Appointed 29 March 2021) Head Corporate Affairs Department Senior Manager, Operations SingHealth Community Hospitals (January 2018 – June 2019) Director, CEO’s Office Bright Vision Hospital (July 2015 – December 2017)
Mrs Ho Huey Huey Head Finance Department Ms Heng Hiang Hiang Head Admin and Operations Department Ms Florence Ho Head Human Resource Department Ms Dorothy Low Assistant Manager Public/Social Welfare Department
1
2
3
4
5
6
Nursing Management
Ms Patsy Pang Director of Nursing (Appointed 26 March 2018) Nursing Department Assistant Director of Nursing, NTUC Health Nursing Home (Chai Chee) (June 2016 – March 2018) Mr Joselito Iporac Assistant Director of Nursing Nursing Department Ms Ramalingam Vasanthi Senior Nurse Manager Nursing Department Ms Bugawan Dominga Lagliba (Sandy) Senior Nurse Manager
Ms Du Juan Assistant Nurse Manager Nursing Department Ms Sison Agnes Mapili Assistant Nurse Manager Nursing Department (Lions Home Bedok) Ms Amamio Renalyn Panadero Nursing Officer Nursing Department Paramasivan Kohila Nursing Officer Nursing Department (Lions Home Bedok) Pilleren Marissa Roquete Nursing Officer Nursing Department Nang Khin Yadanar Aye Nursing Officer Nursing Department
7
13
Rehabilitation Management
14
15
Ms Pratiti Kaji Rehabilitation Manager Rehabilitation Department
19
8
16
9
Clinical Training & Education
10
17
Nursing Department (Lions Home Bedok) Ms Superio Maria Lini Nurse Clinician Nursing Department Ms Juliet Joseph Nurse Manager Nursing Department
18
11
Ms Monica Jayarani Senior Clinical Educator Nursing Department
20
12
Lions Home Annual Report 2024/25 14
GOVERNANCE EVALUATION CHECKLIST (TIER 2)
S/N Call for Action
Code ID
Did the charity put this principle into action?
Remarks
Principle 1: The charity serves its mission and achieves its objectives. 1
Clearly state the charitable purposes (For example, vision and mission, objectives, use of resources, activities, and so on) and include the objectives in the charity’s governing instrument. Publish the stated charitable purposes on platforms (For example, Charity Portal, website, social media channels, and so on) that can be easily accessed by the public. Develop and implement strategic plans to achieve the stated charitable purposes. Have the Board review the charity’s strategic plans regularly to ensure that the charity is achieving its charitable purposes, and monitor, evaluate and report the outcome and impact of its activities. Document the plan for building the capacity and capability of the charity and ensure that the Board monitors the progress of this plan. “Capacity” refers to a charity’s infrastructure and operational resources while “capability” refers to its expertise, skills and knowledge. The Board and Management are collectively responsible for achieving the charity’s charitable purposes. The roles and responsibilities of the Board and Management should be clear and distinct. The Board and Management should be inducted and undergo training, where necessary, and their performance reviewed regularly to ensure their effectiveness. Document the terms of reference for the Board and each of its committees. The Board should have committees (or designated Board member(s)) to oversee the following areas*, where relevant to the charity: a. Audit b. Finance * Other areas include Programmes and Services, Fund-raising, Appointment/ Nomination, Human Resource, and Investment. Ensure the Board is diverse and of an appropriate size, and has a good mix of skills, knowledge, and experience. All Board members should exercise independent judgement and act in the best interest of the charity. Develop proper processes for leadership renewal. This includes establishing a term limit for each Board member. All Board members must submit themselves for re-nomination and reappointment, at least once every three years.
1.1 Yes
2
1.2 Yes
3
1.3 Yes
4
1.4 Yes
Principle 2: The charity has an effective Board and Management. 5
2.1 Yes
6
2.2 Yes
7
2.3 Yes
8
2.4 Yes
9
2.5 Yes
Lions Home Annual Report 2024/25 15
S/N Call for Action
Code ID
Did the charity put this principle into action?
Remarks
Principle 2: The charity has an effective Board and Management. 10 Develop proper processes for leadership renewal. This includes establishing a term limit for the Treasurer (or equivalent position). For Treasurer (or equivalent position) only: a. The maximum term limit for the Treasurer (or equivalent position like a Finance Committee Chairman, or key person on the Board responsible for overseeing the finances of the charity) should be four consecutive years. If there is no Board member who oversee the finances, the Chairman will take on the role. i. After meeting the maximum term limit for the Treasurer, a Board member’s reappointment to the position of Treasurer (or an equivalent position may be considered after at least a two-year break.
2.6 Yes
ii. Should the Treasurer leave the position for less than two years, and when he/she is being re-appointed, the Treasurer’s years of service would continue from the time he/she stepped down as Treasurer. Ensure the Board has suitable qualifications and experience, understands its duties clearly, and performs well. a. No staff should chair the Board and staff should not comprise more than one-third of the Board. Ensure the Management has suitable qualifications and experience, understands its duties clearly, and performs well. a. Staff must provide the Board with complete and timely information and should not vote or participate in the Board’s decision-making. a. Should the Board member leave the Board for less than two years, and when he/she is being re-appointed, the Board member’s years of service would continue from the time he/she left the Board. b. Should the charity consider it necessary to retain a particular Board member (with or without office bearers’ positions) beyond the maximum term limit of 10 consecutive years, the extension should be deliberated and approved at the general meeting where the Board member is being re-appointed or re-elected to serve for the charity’s term of service. (For example, a charity with a two-year term of service would conduct its election once every two years at its general meeting). c. The charity should disclose the reasons for retaining any Board member who has served on the Board for more than 10 consecutive years, as well as its succession plan, in its annual report. at least a two-year break. For all Board members: d. A Board member holding the Treasurer position (or equivalent position like a Finance Committee Chairman or key person on the Board responsible for overseeing the finances of the charity) must step down from the Treasurer or equivalent position after a maximum of four consecutive years. i. The Board member may continue to serve in other positions on the Board (except the Assistant Treasurer position or equivalent), not beyond the overall term limit of 10 consecutive years, unless the extension was deliberated and approved at the general meeting – refer to 2.9.b.
11
2.7 Yes
12
2.8 Yes
13 The term limit for all Board members should be set at 10 consecutive years or less. Re-appointment to the Board can be considered after
2.9a 2.9b 2.9c
Yes
14 For Treasurer (or equivalent position) only:
2.9d Yes
Lions Home Annual Report 2024/25 16
S/N Call for Action
Code ID
Did the charity put this principle into action?
Remarks
Principle 3: The charity acts responsibly, fairly and with integrity. 15 Conduct appropriate background checks on the members of the Board and Management to ensure they are suited to work at the charity. 16 Document the processes for the Board and Management to declare actual or potential conflicts of interest, and the measures to deal with these conflicts of interest when they arise. a. A Board member with a conflict of interest in the matter(s) discussed should recuse himself/herself from the meeting and should not vote or take part in the decision-making during the meeting. 17 Ensure that no Board member is involved in setting his/her own remuneration directly or indirectly.
3.1 Yes
3.2 Yes
3.3 Yes
18
Ensure that no staff is involved in setting his/her own remuneration directly or indirectly. Establish a Code of Conduct that reflects the charity’s values and ethics and ensure that the Code of Conduct is applied appropriately.
3.3 Yes
19
3.4 Yes
20 Take into consideration the ESG factors when conducting the charity’s activities. Principle 4: The charity is well-managed and plans for the future. 21 Implement and regularly review key policies and procedures to ensure that they continue to support the charity’s objectives. a. Ensure the Board approves the annual budget for the charity’s plans and regularly reviews and monitors its income and expenditures (For example, financial assistance, matching grants, donations by board members to the charity, funding, staff costs and so on). 22 Implement and regularly review key policies and procedures to ensure that they continue to support the charity’s objectives. b. Implement appropriate internal controls to manage and monitor the charity’s funds and resources. This includes key processes such as: i. Revenue and receipting policies and procedures; ii. Procurement and payment policies and procedures; and iii. System for the delegation of authority and limits of approval. 23 Seek the Board’s approval for any loans, donations, grants, or financial assistance provided by the charity which are not part of the core charitable programmes listed in its policy. (For example, loans to employees/subsidiaries, grants or financial assistance to business entities). 24 Regularly identify and review the key risks that the charity is exposed to and refer to the charity’s processes to manage these risks.
3.5 Yes
4.1a Yes
4.1b Yes
4.2 Yes
4.3 Yes
Lions Home Annual Report 2024/25 17
S/N Call for Action
Code ID
Did the charity put this principle into action?
Remarks
Principle 4: The charity is well-managed and plans for the future. 25 Set internal policies for the charity on the following areas and regularly review them: a. Anti-Money Laundering and Countering the Financing of Terrorism (AML/CFT); b. Board strategies, functions, and responsibilities;
4.4 Yes
c. Employment practices; d. Volunteer management; e. Finances; f. Information Technology (IT) including data privacy management and cyber-security; g. Investment (obtain advice from qualified professional advisors if this is deemed necessary by the Board); h. Service or quality standards; and i. Other key areas such as fund-raising and data protection. The charity’s audit committee or equivalent should be confident that the charity’s operational policies and procedures (including IT processes) are effective in managing the key risks of the charity.
26
4.5 Yes
27 The charity should also measure the impact of its activities, review external risk factors and their likelihood of occurrence, and respond to key risks for the sustainability of the charity. Principle 5: The charity is accountable and transparent. 28 Disclose or submit the necessary documents (such as Annual Report, Financial Statements, GEC, and so on) in accordance with the requirements of the Charities Act, its Regulations, and other frameworks (For example, Charity Transparency Framework and so on). 29 Generally, Board members should not receive remuneration for their services to the Board. Where the charity’s governing instrument expressly permits remuneration or benefits to the Board members for their services, the charity should provide reasons for allowing remuneration or benefits and disclose in its annual report the exact remuneration and benefits received by each Board member. 30 The charity should disclose the following in its annual report: a. Number of Board meetings in the year; and b. Each Board member’s attendance. 31 The charity should disclose in its annual report the total annual remuneration (including any remuneration received in the charity’s subsidiaries) for each of its three highest-paid staff, who each receives remuneration exceeding $100,000, in incremental bands of $100,000. Should any of the three highest-paid staff serve on the Board of the charity, this should also be disclosed. If none of its staff receives more than $100,000 in annual remuneration each, the charity should disclose this fact. 32 The charity should disclose in its annual report the number of paid staff who are close members of the family of the Executive Head or Board members, and whose remuneration exceeds $50,000 during the year. The annual remuneration of such staff should be listed in incremental bands of $100,000. If none of its staff is a close member of the family of the Executive Head or Board members and receives more than $50,000 in annual remuneration, the charity should disclose this fact.
4.6 Yes
5.1 Yes
5.2 Yes
5.3 Yes
5.4 Yes
5.5 Yes
Lions Home Annual Report 2024/25 18
S/N Call for Action
Code ID
Did the charity put this principle into action?
Remarks
Principle 5: The charity is accountable and transparent. 33 Implement clear reporting structures so that the Board, Management, and staff can access all relevant information, advice, and resources to conduct their roles effectively. a. Record relevant discussions, dissenting views and decisions in the minutes of general and Board meetings. Circulate the minutes of these meetings to the Board as soon as practicable. 34 Implement clear reporting structures so that the Board, Management, and staff can access all relevant information, advice, and resources to conduct their roles effectively. a. The Board meetings should have an appropriate quorum of at least half of the Board, if a quorum is not stated in the charity’s governing instrument. 35 Implement a whistle-blowing policy for any person to raise concerns about possible wrongdoings within the charity and ensure such concerns are independently investigated and follow-up action taken as appropriate. Principle 6: The charity communicates actively to instil public confidence. 36 Develop and implement strategies for regular communication with the charity’s stakeholders and the public (For example, focus on the charity’s branding and overall message, raise awareness of its cause to maintain or increase public support, show appreciation to supporters, and so on). 37 Listen to the views of the charity’s stakeholders and the public and respond constructively. 38 Implement a media communication policy to help the Board and Management build positive relationships with the media and the public.
5.6a Yes
5.6b Yes
5.7 Yes
6.1 Yes
6.2 Yes
6.3 Yes
Lions Home Annual Report 2024/25 19
KEY INSIGHTS 1 April 2024 to 31 March 2025
Lions Home Staff Head Count
Number of Admissions
Mortality Rate
Total Staff 253
Total Number 70
Total Number 73
190
42
37
40 23
36 Lions Home Bedok
28 Lions Home Bishan
Care Staff
Support Staff
Administrative Staff
Lions Home Bedok
Lions Home Bishan
Assisted Living Unit (Lions Home Bishan)
Residential Care - Bed Occupancy
219
Current Occupancy
Lions Home Bishan
230
Total No. of Beds
Assisted Living Unit residents served 3
140 Current Occupancy
Lions Home Bedok
154
Total No. of Beds
Senior Care Centre (Lions Home Bishan)
Clients (as at 31 March 2025)
Scheduled Respite Care
Lions Home Bishan Number of Cases Lions Home Bedok Number of Cases 0 1
Newly enrolled clients 54
29
Lions Home Annual Report 2024/25 20
Staff Training and Education
Dementia Management and Care
Social Work and Advocacy
Residents benefitted from Dementia Care Mapping
Training hours for ITE Skills Certificate in Healthcare (Home Care) 17,677 Training Hours provided to newly recruited healthcare staff for Structured Orientation Program 2,788 Number of hours staff benefitted from In-house Refresher Training Course 2,789
Residents who benefitted from Medifund with Lions Home’s
43
support 103
Advanced Care Planning (ACP) /Preferred Plan of Care (PPC)
ACP 37 PPC 40 Lions Home Bishan ACP 7 PPC 42 Lions Home Bedok
Residents who received Lions Home subsidies 300 Financial counselling sessions provided for families 73
Rehabilitation Services for Residents
Social Activities for Residents
Direct individualised Rehabilitation Interventions (1 staff: 1 resident) - BIXEPS, SIS and Oxford Journey
Sessions of cognitive activities using IT Interventions (Tablets)
Total resident participations in Kopitiam sessions
12,004 38,688
1,098
324
Tai Chi Lessons (Level 2 Bishan only)
Group Exercises
Social Activities
486 10,439 5,227
Lions Home Bishan
Lions Home Bedok
Total resident participations
980
in Music Therapy sessions
Psycho-Social Group Activities Virtual Rehabilitation Sessions (Jintronix) 4,201 1,874
322
Lions Home Bishan
Lions Home Bedok
Lions Home Annual Report 2024/25 21
MARKS OF MOMENTUM
Defining moments of achievement, collaboration and care excellence that propelled our continued growth in capability and community impact.
Celebrating Excellence
Charity Transparency Award 2024 Lions Home was honoured with the Charity Transparency Award 2024, presented by the Charity Council. This marks our fifth win, reaffirming our steadfast commitment to strong governance, accountability, and transparency in the non-profit sector. The award recognises exemplary disclosure practices and reinforces public trust in our operations and stewardship of funds. Our Chairman PDG Steven Seah (BBM) received the award at the ceremony on 14 November 2024.
Nurses’ Merit Award 2024 Nurse Clinician Superio Maria Lini received the Nurses’ Merit Award 2024 in recognition of her 30-year nursing career. Her unwavering dedication to compassionate, resident-centred care exemplifies the spirit of nursing excellence and the heart of Lions Home’s caregiving culture. Throughout her tenure, she has contributed to clinical protocol development, led numerous care quality improvement initiatives and mentored over 60 junior nurses.
Community Care Excellence Awards 2024 Senior Staff Nurses Aye Thin and Marissa were awarded the Community Care Excellence Individual Award (Silver) in November 2024. Their contributions include designing in-house training modules and consistently achieving high resident satisfaction scores in care assessments. This award, presented by the Agency for Integrated Care (AIC), recognises individuals who exemplify best practices in eldercare and team leadership within the sector.
Honouring Our Pillars
Nurses’ Day Celebrations 2024 On 13 and 15 August, Lions Home commemorated Nurses’ Day at Bishan and Bedok with award presentations, a celebratory buffet, staff performances, and the recitation of the Nurses’ Pledge. More than 200 staff members attended the events, which were supported by 10 corporate sponsors and community partners, highlighting the collective appreciation for frontline care providers. Community Care Day 2024 Held on 4 and 7 November 2024 at our Bishan and Bedok Homes respectively, Community Care Day recognised the contributions of those who serve across all areas of the community care sector. Certificates of recognition were presented to staff in appreciation of their service and commitment. A surprise mass dance performance at Lions Home Bedok added an energising touch - reflecting the team spirit and shared purpose that play a vital role in elevating lives through care.
Lions Home Annual Report 2024/25 22
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