Participant's Handbook UPP, V2, 20020224 STRATEGIC PLANNING WORKSHOP OF THE MALAYSIA NATIONAL CANCER INSTITUTE
1 Content Introduction .............................................................................................................................................2 Program Tentative....................................................................................................................................3 Gap analysis using SWOT........................................................................................................................4 Guide for Completing the IKN Strategic Planning Excel Template ............................................................5 Guide for Completing PowerPoint Presentation Templates ......................................................................8 Reference Sources...................................................................................................................................8 Group Distribution ...................................................................................................................................9 Recommendations for the list of equipment to be carried.......................................................................10 Contact Secretariat ................................................................................................................................10
2 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: i. Discuss the planning goals and direction of IKN's expertise services for a period of 20 years; ii. Analyze gaps in the development; iii. 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 Program Tentative Date: 6 – 8 March 2024 Time: 8am – 10pm Venue: Imperial 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 Leisure/Team Building/Ice breaking 18:45-20:00 Sel-activity/Dinner 20:00-22:00 Session 2: Presentation of Group 1 Implementation and Activities (Core) 22:00-07:00 Rest Thursday (March 7) 07:00-08:00 Breakfast 08:00-10:00 Session 3: Presentation of Implementation and Activities - Group 2 - Group 3 10:00-12:30 Session 4: Presentation of Implementation and Activities - Group 4 - Group 5 12:30-14:30 Rest/ Lunch 14:30-15:30 Session 5: Round-up presentation of all groups - Group discussions - Gantt/PIC/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 finalized Strategic Plan & POA 10:00-12:30 Session 9: Closing/Resolution 12:30-14:30 Lunch/ Checkout
4 Gap analysis using SWOT To enhance strategic planning effectiveness at IKN and achieve our second objective of 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 analyzed 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: • Strengths (S): Identify the key strengths of your organization or department. • Weaknesses (W): Highlight any weaknesses that may impede the organization's goals. • Opportunities (O): Describe potential opportunities that can be utilized to advance the institution. • Threats (T): Explain external threats 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 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: i. Prioritize High-Impact Strategies: In order to identify and prioritize high-impact strategies, engage in thorough discussions within your department to assess the potential effectiveness of various strategies. 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: • 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. • Important, but Not Urgent (Quadrant II): These strategies are vital for long-term success but don't require immediate action. Allocate resources and time to ensure their effective implementation and maximize their long-term impact. • Urgent, but Not Important (Quadrant III): Strategies in this quadrant may appear urgent but don't significantly contribute to overarching goals. Consider delegating or postponing these tasks to prioritize more critical initiatives. • 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 don't align with strategic objectives.
6 ii. Documentation: For every chosen high-impact strategy, record the strategy details in the provided Excel template. Eight columns are designated for each strategy goal. 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. Optimization: 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) 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: • Relevance: The indicator should directly relate to the goal or objective it is measuring. • Specificity: The indicator should be clearly defined and focused on a specific aspect of the goal. • Measurability: The indicator should be quantifiable or observable, allowing for reliable measurement. • Accuracy: The data collected to measure the indicator should be reliable and accurate. • Time-frame: The indicator should have a defined time-frame for measurement, specifying when data will be collected and assessed. Indicator 1: Patient Wait Time 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. 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
7 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). For instance, 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) Cluster years of target 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 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. How to Use: i. Populate 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. ii. 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. iii. 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 organized and informed about the workshop proceedings. Reference Sources 1. Ministry of Health Malaysia Medical Programme Strategic Plan, 2021-2025 2. Ministry of Health Malaysia Action Plan, 2021-2025 Find the reference source here:
9 Group Distribution Group 1 (a) Jabatan Radioterapi dan Onkologi (b) Jabatan Patologi (c) Jabatan Kanser Registri Kebangsaan (d) Unit Kerja Sosial Perubatan (UKSP) (e) Unit Fisioterapi (f) Unit Kesihatan Awam Group 2 (a) Jabatan Perubatan Nuklear (b) Unit Forensik (c) Jabatan Perubatan Tradisional dan Komplementari (TCM) (d) Bahagian Kewangan (e) Unit Kejururawatan Group 3 (a) Jabatan Pembedahan (b) Jabatan Radiologi (c) Inovasi & OT Committee (d) Pusat Penyelidikan Klinikal (CRC) (e) Unit Penyeliaan Group 4 (a) Jabatan Gine-Onkologi (b) Jabatan Bedah Mulut dan Maksilofasial (c) Jabatan Anestisiologi (d) Unit Kualiti (e) Bahagian Sumber Manusia dan Latihan Group 5 (a) Jabatan Perubatan Paliatif dan Rawatan Sokongan (b) Jabatan Kecemasan Kanser (c) Jabatan Farmasi (d) Jabatan Dietitik dan Sajian (e) Bahagian Kejuruteraan
10 Recommendations for the list of equipment to be carried Stationery and Printing Materials: • Notepad and Pen: Essential for taking notes during presentations and discussions. • Printed Copy of SWOT Summary: Provide each participant with a printed summary of the SWOT analysis for easy reference during brainstorming sessions. • Sticky Notes and Markers: Use for jotting down ideas and organizing thoughts on whiteboards or walls. Digital Equipment: • Laptop/Tablet: Ensure access to devices for editing Excel action plan templates, viewing PowerPoint presentations, and referencing SWOT PDF documents. • PowerPoint Software: Utilize to customize and present your strategic formulation presentation. • Excel Software: Required for updating and managing action plan templates. • PDF Reader: Essential for viewing the summarized SWOT analysis. Additional Recommendations: • Bring chargers for all electronic devices: Ensure devices remain powered throughout the workshop by bringing chargers for laptops, tablets, and other electronic equipment. • 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. Contact Secretariat