Bee Ling Joceline Ng

Director, Group Contact Centre (NUHS), January 2020 – current

• Integrated 4 separate Call Centres in AH, NUH, NUP and NTFGH as one, to fulfill target operating model of “One Specialty, Multiple Sites”.
• Successfully implemented unified suite of Telephony, Customer Relations Management (CRM), Knowledge Management and Performance Management System, with “Livechat” channel in 2022, resulting in significant improvement of call abandoned rates, email turnaround time and polyclinic referral turnaround.
• Led team to set up 3 Community Care Facilities (CCFs) with total of 6,000 beds during height of COVID-19 pandemic, overcoming challenges to ensure timely opening of within 1 month from receiving task order.
• Supported nation's COVID-19 omicron surge in October 2021 through setup of COVID-19 Treatment Facility (CTF) at F1 Pit Building with 721 beds, successfully operationalized on 09 Nov 2021.

Head, Special Project Office (NUH), April 2023 – current

• Lead special projects as assigned by Chief Executive Officer and Chief Operating Officer, NUH.
• Planning of 10-station Central Phlebotomy Centre at NUH Medical Centre Level 3 is underway, with aim to improve turnaround time and patient experience.

Head (Operations), Clinical Support Services (NUH), May 2021 – March 2023

• Overall operational effectiveness of Departments of Diagnostic Imaging, Laboratory Medicine, Pathology, Pharmacy, Rehabilitation Centre, Dietetics and Medical Social Work, including responsibility for the departments' P&L, annual budget and manpower planning.
• Established dynamic 5-FTE Ops team, instrumental in providing comprehensive support to both Pharmacy and Rehab departments. Team played pivotal role in implementing strategic initiatives, optimizing operations, and enhancing overall efficiency.
• Led operations team in successful setup of offsite MRI Centre at Galaxis (in partnership with Siemens Healthineers).

Head, Programme Management Office (NUHS), July 2019 - December 2022

• Supported functional integration of group operations in implementation of endorsed Target Operating Model.
• Target Operation Model went “live” on 01 Jan 2020, with transfer of more than 800 staff from institution-based employment to NUHS employment under 9 group functions - Group Biomedical Engineering, Group Care Plan, Group Contact Centre, Group Facilities Development, Group Facilities Management, Group Hospitality, Group Medical Records Office, Group Service Transformation and Group Strategic Procurement.
• Partnered Group Portfolio COOs and NUHS leadership in driving strategic projects and initiatives.

Head (Operations), University Surgical Cluster (NUH), October 2015 - September 2019

• Overall operational effectiveness of the 2 Departments (Department of Surgery and Department of Urology) and 6 Specialist Outpatient Clinics, including responsibility for the departments' P&L, annual budget and manpower planning.
• Between 2017 to 2019, was concurrently Head (Operations) for Specialized Support Services and covered as Head, Operations for National University Centre for Oral Health (NUCOHS). As covering Head Operations for NUCOHS, I led procurement of 11 categories of critical equipment such as Dental X-Rays, Cone-Beam CT scanner, Dental hand pieces, Dental instruments which were required for operationalization of NUCOHS on 07 January 2019.
• In 2017 and 2018, led Surgical Ops Cell and Operating Theatre Ops Cell which contributed to successful completion of Exercise KingFisher in August 2018 where NUH was accorded State of Readiness (SOR) Level 1.
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Assistant Director, Specialized Support Services (NUH), September 2012 - September 2015

• Managed operational matters for three Operating Theatre Complexes, Endoscopy Centre, and Department of Anaesthesia.
• Successfully operationalized Ambulatory Surgical Centre and Ambulatory Surgical Ward in NUH Medical Centre, complete with RFID tracking system to reflect real-time location of patients.
• Played pivotal role in preparing NUH for implementation of PDPA in 2014, working with Group Legal Counsel Office to conduct trainings, briefings, and roadshows.

Reporting to Chief Operating Officer, was responsible for:

• Hospital commissioning activities leading to the hospital's opening in June 2012.
• Process technology projects to enable paper-light hospital processes, efficient staff processes and improved patient safety.
• Continuous Process Improvement efforts as hospital's advocate for 6S (a process improvement tool). Was sent for 1-week Lean Management Course in University of Michigan, USA in February 2012.

Manager, Medical Affairs Education, June 2010 - August 2011

Reporting to the Deputy Director, was responsible for:

• Undergraduate and Postgraduate Training, management and implementation of training programs/workshops for doctors
• Working with clinical departments to secure funding from MOH through achievement of training deliverables.
• Organizing workshops/conferences for local and regional attendees, including 1st NUHS Residency Career Fair in July 2010, which attracted 500 medical students and the inaugural NUHS-Harvard BIDMC Medical Symposium in May 2011.

Manager, Academic Informatics Office, October 2008 - May 2010

Reporting to the Deputy Director, was responsible for:

• Leading cross-functional projects with user champions and IT units to implement 5-year IT roadmap.
• Providing guidance and proposals on process/system re-design to support business process flows and seamless exchange of information across systems for effective use of knowledge.
• Identifying gaps and establishing policies/procedures on business continuity and data governance.
• Proposing and executing change management and deployment plans by working closely with all stakeholders.
• Led and implemented Means Testing in NUH in January 2009.
• Led and executed migration of Lotus Notes to Microsoft Outlook for 2,500 NUH users in August 2009.

Assistant Manager, Operations (SAP SPOC), February 2007 - September 2008

Reporting to the Senior Operations Manager, areas of responsibility included:

• Facilitating decision making in areas of user operations and system functions to promote NHG cluster directions and goals of Nauticus (SAP).
• Consolidating justifications for functional change requests and analyzing feasibility, benefits and impact system.
• Addressing issues/problems in current systems by identifying changes required, prioritizing changes and implementing approved changes.
• Managing change journey by facilitating timely resolution of issues and smooth implementation of system changes/enhancement to improve business processes.
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Senior Executive, Ambulatory Services, August 2005 - January 2007

Reporting to Operations Manager, was in charge of 2 Cardiac Outpatient Clinics and 3 Cardiac Laboratories and was responsible for:

• Meeting annual budget, patient volumes and patient satisfaction for all 5 units.
• Planning and implementation of new services.
• Operationalising Phase I of Cardiac Department's 5-year strategic plan to develop a leading Cardiac Centre in Singapore and the region, including expansion of Cardiac Invasive Laboratory to facilitate growth of interventional cardiology services.

Claims Manager, September 2004 - August 2005

Reporting to the Financial Controller of Singapore Division, led a team of 11 staff to

• Oversee program delivery, ensured resource efficiency, and maintained customer-centric services.
• Managed staffing levels within budget requirements and supported quality assurance initiatives at the unit.

Supervisor (Operations), January 2003 - August 2004

Having completed the 6-month secondment in Shanghai, I returned to Singapore, was promoted and given responsibility for the following in the Outpatient Services Section:

• Program delivery, quality control, and service levels in Outpatient Services.
• On-the-job training/mentoring, monthly statistics, manpower/rostering, and training programs.

Acting Operations Manager, July 2002 - January 2003

(Overseas secondment to International SOS Shanghai)

Reporting to the General Manager, was responsible for:

• Daily operations and overall performance of 24/7 alarm center
• Leading 10-member team, training and recruitment, and supporting Sales & Marketing in new and potential business
• Fostering relationships with service providers in the region of Shanghai, Zhejiang and Jiangsu Province.

Senior Customer Service Executive, February 2001 - June 2002

Reporting to the Section Manager of Outpatient Services, I was responsible for:

• Handling and reporting of claims and enquiries from Japanese patients
• On-the-job training/mentoring of new staff and submission of monthly statistics for management reporting.

Reporting to Manager of the General Affairs Department, was responsible for welfare of Japanese expatriates in the bank, payroll administration and HR issues.

Reporting to the Operations Manager, I worked in the 24/7 Alarm Centre Headquarters in Singapore and was responsible for

• Providing medical assistance ranging from medical referrals to emergency medical evacuations and repatriations for Japanese insureds.
• On-the-job training/mentoring of new staff.
• Leading ad-hoc projects.
• Compiling monthly statistics for management reporting.