ACIF 2025 | Building Community Partnerships: Singapore’s Next Phase in Aged Care
“We’re no longer building nursing homes—we’re building communities where seniors can stay healthy, active, and connected.” — Agnes Hew, Senior Director, Health & Social Care Services (Community) & Head, Corporate Strategy, St Luke’s ElderCare
This article is based on an interview and presentation by Agnes Hew, Senior Director, Health & Social Care Services (Community) & Head, Corporate Strategy, St Luke’s ElderCare, during Cares Expo Taipei 2025.
As Singapore’s population continues to age rapidly, the city-state’s healthcare and social systems are undergoing a major transformation. The government’s vision has shifted from building long-term care institutions to strengthening community and preventive health. The new policy direction—introduced in recent years[PG1] —marks a pivotal step toward integrated community care, ensuring that every senior can age well within their neighborhood.
“We are moving from a system focused on nursing homes to one that emphasizes staying healthy, active, and connected,” said Agnes Hew, Senior Director, Health & Social Care Services (Community) & Head, Corporate Strategy, St Luke’s ElderCare (SLEC). “The goal is to help seniors age in place, not in institutions.”
Market Demand: A Super-Aged Nation on the Horizon
Singapore, with a total population of just over six million, is aging faster than most countries in Asia. There are currently about 800,000 residents [PG2] aged 65 and above, accounting for 20% of the resident population. By 2030, this figure will exceed one million—meaning one in four Singaporeans will be over 65.
The support ratio has also been shrinking sharply. With longer life expectancy—about 85 years for women and 81 for men—Singapore will soon be classified as a super-aged society, following Japan and Taiwan. “We are just one year behind Taiwan,” noted Hew. “The demographic shift is real and accelerating.”
The rapid aging brings corresponding challenges: rising dementia prevalence, growing care needs, and increasing stress on families and care systems. In 2023, there were approximately 74,000 people living with dementia; by 2030[PG3] , that number is expected to double to 152,000.
“Aging is not just about longer life—it’s about how to live those years with dignity, purpose, and health,” Hew emphasized. “That’s why Singapore’s focus now is on preventive health, not institutional care.”
From Building Nursing Homes to Building Healthy Communities
Ten years ago, Singapore’s long-term care strategy centered on expanding nursing homes and hospitals. Between 2010 and 2020, dozens of new facilities were built, addressing immediate capacity shortages. However, policymakers soon realized that simply building more beds was unsustainable—both economically and socially.
“We can’t keep building nursing homes,” said Hew. “We need everyone to remain as healthy as possible for as long as possible.”
This policy rethink gave rise to a new national vision: shifting from long-term care to long-term health. The Ministry of Health began focusing on preventive health measures, active aging programs, and community-based rehabilitation.
In recent years, Active Ageing Centres (AACs) have emerged across the island, offering exercise, health screening, and social programs for early seniors in their 60s and 70s. Meanwhile, home- and community-based care models—such as day rehabilitation, home therapy, and home nursing—have expanded under non-profit operators like St Luke’s ElderCare.
“We now offer services across the continuum to cater to seniors of varying needs, from those who are active to those who are frail,” Hew explained. “From an active senior in the gym to someone needing full nursing home care, all within a community system that supports each stage of aging.”
Integrated Community Care Across 85 Subregions
In April 2025, Singapore implemented a significant policy change – its new Integrated Community Care Provider (ICCP) initiative. The island is now divided into 85 subregions, each managed by a cluster of community care providers—including Active Ageing Centres, Day Care & Rehabilitation Centres, Home Therapy and Home Personal Care Service providers.
Each subregion has a dedicated ICCP tasked with coordinating care and ensuring that all seniors within its boundaries receive appropriate services. The system mirrors Taiwan’s LTC 2.0 regional coordination model.
“Every subregion has its own network,” Hew explained. “We have to work with all the service providers within the same area—there’s no more competition. It’s all about collaboration.”
The new framework mandates that providers jointly manage cases, refer clients between organizations, and monitor well-being using a standardized national assessment tool called InterRAI.
Under this integrated model:
Each subregion will have at least one senior care center offering day care and rehabilitation.
There will be home therapy and home personal care services to support seniors aging in place.
Case management and care coordination roles are being formalized to prevent unnecessary institutionalization.
Although the system is still in its early phase, Hew said the direction is clear: “It’s no longer about running our own centers—it’s about ensuring that everyone in the community gets the care they need.”
St Luke’s ElderCare: Adapting to Policy Change
Founded 26 years ago, St Luke’s ElderCare (SLEC) is one of Singapore’s largest community-based aged care organizations. The Christian non-profit now operates more than 30 facilities across Singapore, [PG4] serving more than 22,000 seniors, regardless of race or religion[PG5] , annually—a number expected to double within five years.
“We offer a full care spectrum,” Hew said. “From active ageing to home care, day rehab, and residential nursing homes—we support seniors through every stage of aging.”
To align with the government’s integrated care model, SLEC is now developing new care management capabilities and deepening regional partnerships. “We have to know our partners [PG6] and work as one system,” said Hew. “It’s more complex than before, but also more meaningful.”
Challenges for Sustainability
Hew acknowledged that financial resources are not the greatest obstacle—human resources are. “The biggest challenge is finding people who believe in our mission and fit into our culture,” she said.
Staff recruitment and retention remain tough, especially for nursing home positions, where 24-hour shifts are required. SLEC employs mostly locals (90% of its community staff) but still depends on foreign staff—mainly from the Philippines, Myanmar, and northern India—for roles in nursing homes.
SLEC also faces the constant need to stay agile and relevant to government priorities. “We must remain aligned with policy directions,” said Hew. “The sector is evolving fast, and so are the seniors we serve. Tomorrow’s seniors are more educated, more IT-savvy, and have different expectations.”
Funding and Financial Structure of Singapore’s Aged Care
Singapore’s aged care sector is unique in Asia for its government-driven and non-profit-based structure. The vast majority of providers, including SLEC, are registered voluntary welfare organizations (VWOs) or charitable foundations. Funding comes primarily from government tenders, subsidies, user co-payments, donations, and fundraising.
“The government gives subsidies directly to clients, not to us,” Hew clarified. “The amount depends on household income per capita—those earning below SGD 3,000 per month per person get the highest level of support.”
Singapore announced in its Budget 2024 that it has set aside over SGD 3 billion [PG7] for its “Age Well SG” national plan over the next decade, reflecting its continued commitment to help seniors age well in the community.
Non-profits that operate facilities typically do so through Build-Own-Lease (BOL) agreements. Under this scheme, the government builds and owns the infrastructure, while providers lease and operate it for a maximum of nine years before re-tendering.
“When we win a bid for a nursing home, the government builds and furnishes it for us,” said Hew. “Meanwhile, we recruit staff and operate it. That’s how Singapore ensures both control and quality.”
Technology and Innovation: Community Silver Trust Fund
Singapore’s government also strongly supports digital and technological transformation in the eldercare sector. One of the most impactful mechanisms is the Community Silver Trust (CST) Fund, a co-matching grant program established to strengthen the financial sustainability of voluntary welfare organizations.
“Whatever donations we raise, the government matches it dollar for dollar through the Community Silver Trust,” Hew explained. “That allows us to invest in manpower, projects, and new technologies.”
SLEC, for example, has invested over SGD 1.5 million in robotics and digital systems for rehabilitation, , and smart devices in recent years. “We’re very pro-technology,” said Hew. “Every year, we invest to upgrade our systems and bring in new tools that make care smarter and safer.”
Technology is not seen as a substitute for manpower, but as an enabler to enhance efficiency, reduce repetitive workload, and support better clinical decisions. In this way, Singapore’s policy environment encourages the steady modernization of community care—without commercial competition or market distortion.
Conclusion: A National System Built on Integration, Innovation, and Inclusivity
Singapore’s aged care model is evolving into one of the most structured and integrated in Asia. From its strong government leadership to its partnership-driven community design, the system reflects the country’s disciplined approach to social policy. The shift from reactive to preventive care, and from competition to collaboration, marks a fundamental change in mindset.
Coming Up Next
In the coming weeks, we will continue to publish insights from ACIF 2025 speakers and international buyers visiting Cares Expo Taipei 2025, sharing their analyses and perspectives on how different countries are responding to the evolving trends in the aging society and care industry.
Through their experiences, we aim to offer readers a broader perspective on how global collaboration and innovation are shaping the next decade of the healthcare industry.
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