INSTITUT KANSER NEGARA STRATEGIC PLANNING WORKSHOP HANDBOOK FOR PARTICIPANTS
1 Content 1.0 Introduction........................................................................................................................................2 2.0 Program Tentative ..............................................................................................................................3 3.0 Gap analysis using SWOT ..................................................................................................................4 4.0 Guide for Completing the IKN Strategic Planning Excel Template.......................................................5 5.0 Guide for Completing PowerPoint Presentation Templates.................................................................8 6.0 Reference Sources .............................................................................................................................8 7.0 Group Distribution for Strategic Planning Workshop ..........................................................................9 8.0 Recommendations for the list of equipment to be carried .................................................................10 9.0 Contact Secretariat...........................................................................................................................10 Disclaimer The content presented in this handbook for the Strategic Planning Workshop of the Institut Kanser Negara is intended solely for educational and informational purposes. Participants are encouraged to engage with the content critically and consult additional resources when necessary. Any use of the information provided in this handbook is at the user's own risk. All materials and content are the intellectual property of Institut Kanser Negara and may not be reproduced, distributed, or used for commercial purposes without explicit written consent. Date of Publication: February 21, 2024
2 1.0. Introduction The primary aim of Strategic Planning at Institut Kanser Negara (IKN) is to enhance access to cancer services, improve quality of care, promote early detection and prevention, foster collaboration, and innovation in cancer research, and support the development of a skilled and diverse oncology workforce. Following this, this Strategic Planning Workshop at IKN represents a targeted initiative aimed at crafting effective strategies for the future advancement of IKN. Embracing a structured, holistic, and multidisciplinary approach, this workshop delves into both current and future needs of IKN. It seeks to devise impactful and pertinent action plans that address the identified challenges and opportunities head-on. The specific objectives of this workshop are as follows: (a) Discuss the planning goals and direction of IKN's expertise services for a period of 20 years; (b) Analyze gaps in the development; and (c) To comprehensively and holistically ascertain the strategic direction of the IKN health facility master plan. Five master strategies have been identified to navigate more detailed strategic planning for this workshop. These strategies are the platform for mapping initiatives and development activities to be considered in this workshop. MASTER PLANNING STRATEGIES FOR THE NATIONAL CANCER INSTITUTE
3 2.0. Program Tentative Date: 6 – 8 March 2024 (Wednesday – Friday) Time: 8.00am – 10.00pm Venue: Imperial Heritage Hotel, Malacca Day Time Activities Wednesday (March 6) 14:30-15:30 Arrival at the hotel (KIV early check-in) and registration 15:30-16:30 Session 1: Briefing - Program Introduction - Facilitator Introduction 16:30-17:15 Afternoon rest/Prayer 17:15-18:45 Team building activity 18:45-20:00 Self-activity/Dinner 20:00-22:00 Session 2: Presentation of Department/Unit/Division Strategic Plan -Group 1 22:00-07:00 Rest Thursday (March 7) 07:00-08:00 Breakfast 08:00-10:00 Session 3: Presentation of Department/Unit/Division Strategic Plan - Group 2 - Group 3 10:00-12:30 Session 4: Presentation of Department/Unit/Division Strategic Plan - Group 4 - Group 5 12:30-14:30 Rest/ Lunch 14:30-15:30 Session 5: Round-Up Presentation of All Groups - Group Discussions - Improve strategic plan/POA chart 15:30-16:30 Afternoon rest/Prayer 16:30-18:45 Session 6: Group Discussions 18:45-20:00 Self-activity/ Dinner 20:00-22:00 Session 7: Group Discussions 22:00-07:00 Rest Friday (March 8) 07:00-08:00 Breakfast 08:00-10:00 Session 8: Presentation of the Finalised Strategic Plan & Plan of Action 10:00-12:30 Session 9: Closing/Resolution 12:30-14:30 Lunch/ Checkout
4 3.0. Gap Analysis Using SWOT To enhance strategic planning effectiveness at IKN and achieve our workshop second objective conducting a gap analysis in the development area, an online SWOT analysis will be conducted. Each department will receive a Google Form link containing a SWOT form to complete. Responses will be analysed by the secretariat and visually presented by department and institution categories, providing deeper insights into the strengths, weaknesses, opportunities, and threats that require attention. Here's a breakdown of the SWOT analysis to assist participants in accurately filling out the form: (a) Strengths (S): Identify the key strengths of IKN/department/unit. (b) Weaknesses (W): Highlight any issues that may impede the organization's goals. (c) Opportunities (O): Describe potential opportunities (way forward) that can be utilised to advance IKN. (d) Threats (T): Explain challenges that could impact the institution's performance. If multiple items are listed within a category, please prioritize them using numerical characters (1. Item A, 2. Item B, 3. Item C) to streamline the analysis process. Access the Google Form for the SWOT analysis here:
5 4.0. Guide for Completing the IKN Strategic Planning Excel Template This Excel template serves as an indispensable tool for formulating actionable plans resulting from your meticulous drafting process and strategic discussions. It provides a structured framework for defining clear objectives, delineating necessary actions, specifying relevant indicators, setting achievable targets, and assigning responsibilities. How to utilize: 4.1. List all the possible goals and initiatives for your department/unit which can be short / mid / long term for the strategic plan. 4.2. Prioritise High-Impact Goals/Initiatives: In order to identify and prioritize high-impact goals/initiatives, engage in thorough discussions within your department to assess the potential effectiveness of various initiatives. Consider factors such as resource allocation, feasibility, and anticipated outcomes. Employ a Priority Matrix guide, such as the renowned Eisenhower Matrix, to systematically categorize each proposed initiative. Eisenhower Matrix Quadrants: (a) Urgent and Important (Quadrant I): Strategies here require immediate attention due to their critical nature. They represent high-impact initiatives demanding swift action to address significant risks or seize pressing opportunities. (b) Important, but Not Urgent (Quadrant II): These strategies are vital for long-term success but do not require immediate action. Allocate resources and time to ensure their effective implementation and maximize their long-term impact. (c) Urgent, but Not Important (Quadrant III): Strategies in this quadrant may appear urgent but do not significantly contribute to overarching goals. Consider delegating or postponing these tasks to prioritize more critical initiatives. (d) Not Urgent and Not Important (Quadrant IV): These strategies are neither urgent nor important and should be deprioritized or eliminated. Avoid allocating resources to initiatives that do not align with strategic objectives.
6 4.3. Documentation: For every chosen high-impact initiative, record the initiative details in the provided Excel template. Eight columns are designated for each strategy goal/initiative. To streamline the process, refer to the definitions and general guidance provided for each column item. No. Term Definition Examples 1. Goal A broad statement or objective that describes the desired outcome or achievement toward which the healthcare institution is working. Goals provide direction and serve as a focal point for strategic planning efforts. Enhance patient satisfaction by improving access to quality healthcare services. 2. Initiative A specific project or program undertaken by the healthcare institution to achieve one or more strategic goals. Initiatives are often larger in scope and require coordinated efforts and resources. Implementing a telemedicine program to expand access to healthcare services in remote areas. 3. Activity Concrete and measurable actions or tasks that support the implementation of initiatives and contribute to achieving strategic goals. Activities are the operational steps taken to execute initiatives effectively. Conducting training sessions for healthcare staff on the use of new medical equipment. 4. Category A classification or grouping of initiatives based on their strategic focus or purpose. Categories help organize and prioritize initiatives, providing clarity and structure to the strategic planning process. Optimisation: Initiatives aimed at improving efficiency, quality, or effectiveness of existing healthcare processes or services. Expansion: Initiatives focused on increasing capacity, reach, or scope of healthcare services. (new) Both / Others 5. Indicator Quantitative or qualitative metrics used to measure progress, performance, or success toward achieving strategic goals and objectives. Indicators provide evidence of outcomes and inform decision-making. Criteria for a good indicator: (a) Relevance: The indicator should directly relate to the goal or objective it is measuring. (b) Specificity: The indicator should be clearly defined and focused on a specific aspect of the goal. (c) Measurability: The indicator should be quantifiable or observable, allowing for reliable measurement. (d) Accuracy: The data collected to measure the indicator should be reliable and accurate. Indicator 1: Total number of Medical Specialist in department X by 2030 In outpatient settings, the target for patient waiting time must be maintained within a maximum of 30 minutes from the patient's arrival to the initiation of medical consultation.
7 No. Term Definition Examples (e) Time-frame: The indicator should have a defined time-frame for measurement, specifying when data will be collected and assessed. 6. Division / Person in Charge Department or specific personnel (responsible party) accountable for strategic planning activities. Division: Quality Assurance Department Person in Charge: Dr. J, Head of Strategic Planning For timeline years of target (column six and seven): Provide the appropriate and achievable timeframe for implementing the selected strategic activities based on the following categories: After determining the suitable timeframe, proceed to outline the initial implementation details of the strategy based on the designated cluster of years (cluster years of target). Please refer to Pelan Tindakan Kementerian Kesihatan Malaysia 2021 – 2025 for examples. Provide specifics for the short-term cluster, as illustrated below: Short-term (within 5 years) Mid-term (within 10 years) Long-term (within 20 years) Group years of target *Flexible 2025 2026 2027 2028 2029 2025 – 2026 2027 – 2029 2030 – 2031 2032 – 2033 2034 – 2035 2025 – 2028 2029 – 2032 2033 – 2036 2037 – 2040 2041 - 2044
8 5.0. Guide for Completing PowerPoint Presentation Templates This PowerPoint template serves as a valuable tool for participants to structure and present their department's strategic formulation ideas effectively during the workshop. It includes a variety of slides meticulously designed to outline objectives, strategic initiatives, and action plans. It is also a simplified version of your Excel strategic plan input. How to Use: (a) Fill-up each slide with specific information relevant to your department's strategic planning objectives. Choose the appropriate category for each slide to ensure clarity and alignment with your goals. (b) Presentation Preparation: Allocate adequate time to prepare for your department's presentation during the workshop. Each department will have a designated time slot, so it's crucial to ensure that your presentation is concise yet comprehensive, allowing for thorough discussion. (c) Stay Updated: Be sure to refer to the latest presentation schedule, which will be attached to the tentative program provided. This will help you stay organised and informed about the workshop proceedings. 6.0. Reference Sources (a) Ministry of Health Malaysia Medical Programme Strategic Plan, 2021-2025 (b) Ministry of Health Malaysia Action Plan, 2021-2025 Find the reference source here:
9 7.0. Group Distribution for Strategic Planning Workshop KUMPULAN JABATAN/BAHAGIAN/UNIT JUMLAH 1 Jabatan Radioterapi dan Onkologi 4 Jabatan Patologi 2 Jabatan Kanser Registri Kebangsaan 1 Unit Kerja Sosial Perubatan (UKSP) 1 Unit Fisioterapi 1 Unit Kesihatan Awam 1 Jumlah 10 2 Jabatan Perubatan Nuklear 4 Unit Forensik 2 Jabatan Perubatan Tradisional dan Komplementari (TCM) 1 Bahagian Perhubungan Awam 1 Unit Kejururawatan 2 Jumlah 10 3 Jabatan Pembedahan 2 Jabatan Radiologi 3 Inovasi & OT Committee 3 Pusat Penyelidikan Klinikal (CRC) 1 Unit Penyeliaan 1 Unit Bekalan Bahan Steril 1 Jumlah 11 4 Jabatan Gine-Onkologi 2 Jabatan Bedah Mulut dan Maksilofasial 2 Jabatan Anestesiologi & Rawatan Rapi 2 Unit Kualiti 1 Bahagian Sumber Manusia dan Latihan 1 Jabatan Farmasi 2 Jumlah 10 5 Jabatan Perubatan Paliatif dan Rawatan Sokongan 3 Jabatan Kecemasan Kanser 3 Jabatan Dietetik dan Sajian 1 Bahagian Kejuruteraan 3 Unit Kaunseling 1 Jumlah 11 Jumlah Keseluruhan 52
10 8.0. Recommendations for the list of equipment to be carried Digital Equipment: (a) Laptop/Tablet: Ensure access to devices for editing Excel action plan templates, viewing PowerPoint presentations, and referencing SWOT PDF documents. (b) PowerPoint Software: Utilize to customize and present your strategic formulation presentation. (c) Excel Software: Required for updating and managing action plan templates. (d) PDF Reader: Essential for viewing the summarized SWOT analysis. Additional Recommendations: (a) Bring chargers for all electronic devices: Ensure devices remain powered throughout the workshop by bringing chargers for laptops, tablets, and other electronic equipment. (b) Check access to online platforms: Verify access to necessary online platforms or software (e.g., Google Drive, Gmail) prior to the workshop to avoid connectivity issues during the session. 9.0. Contact Secretariat (a) Dr. Muhamad Azrin bin Omar @ Nawi, Deputy Director (Medical I) Tel: 019-2787574 (b) Dr. Malindawati binti Mohd Fadzil, Deputy Director (Medical II) Tel: 019-3544882 (c) Dr. Raja Hazwani Aimi binti Raja Mukhtar, Head of Unit Pengurusan Perubatan Tel: 019-6548334 (d) Dr. Wan Zuraini binti Mahrawi, Medical Officer UD54 Tel: 016-6450962 (e) Dr. Fauziah binti Ab Aziz, Medical Officer UD54 Tel: 017-7486841 (f) Dr. Siti Nurayni binti Mustafa, Medical Officer UD52 Tel: 019-2777114