SASMEC @IIUM STRATEGIC PLAN 2021 - 2022

Garden of Knowledge and Virtue

SULTAN AHMAD SHAH

MEDICAL CENTRE @IIUM



ACKNOWLEDGEMENT
HOSPITAL DIRECTOR OF SASMEC @IIUM

Assalamualaikum Warahmatullahi Wabarakatuh,
Firstly, I would like to thank all SASMEC @IIUM staff who have worked
tirelessly to ensure the smooth running of the ISO 9001:2015 (QMS) and MS
1900:2014 (Shariah-Based QMS) certi�ication process by SIRIM QAS
International Sdn. Bhd. The achievement is outstanding due to SASMEC
@IIUM is the �irst teaching hospital that received both comprehensive
certi�ication concurrently. These certi�ication mean that our services as
healthcare provider are of the highest quality and that our practices and
operations are also in accordance with the requirement of the Maqasid
As-Shariah and Sustainable Development Goals (SDG).
This achievement also exhibits SASMEC @IIUM’s commitment in achieving its
Strategic Direction in terms of healthcare education, research and services
based on maqasid shariah. Secondly, I would like to express my highest
gratitude to the staff who have involved directly and indirectly in developing
our two (2) years Strategic Planning 2021-2022.

The SASMEC @IIUM Strategic Plan 2021-2022 outlines the initiatives that have been planned and
coordinated based on the Maqasid As-Shariah and 17 SDG. These two (2) years initiatives documented
the plan that will produce high impact activities in enhancing health service delivery and improving the
health of the patient.
Strategic Plan becomes the blueprint as our reference in determining the direction towards
achievement of both SASMEC @IIUM’s and department’s goals for a period of two (2) years.
Through this Strategic Planning of 2021-2022 it is hoped that everyone is working together to execute
the plan systematically and passionly. We pray that SASMEC @IIUM is able to stand tall with other
well-known established teaching hospitals at national and international level.
May Allah SWT reward us with His blessings and guide us in making this signi�icant effort a great
success.
Jazzakallahu khairan kathira
PROF. DATO’ DR. MOHAMED SAUFI AWANG

02 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

TABLE OF CONTENT

CHAPTER 1
Introduction

1. Background
1.1 History
1.2 Renaming of SASMEC @IIUM

2. Overview
3. Logo, Tagline and Core Values
4. Governance

CHAPTER 2
Stakeholders

1. Ministry of Higher Education Malaysia (MOHE)
2. Ministry of Health Malaysia (MOH)
3. Konsortium Hospital Universiti Awam Malaysia (KHUAM)
4. International Islamic University Malaysia (IIUM)
5. Patients
6. Students

CHAPTER 3
Statistics of Patients (2020)

CHAPTER 4
Strategic Planning 2021 - 2022

CHAPTER 5
39 Strategic Initiative Projects

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 03

INTRODUCTION

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 CHAPTER 1

1. BACKGROUND

1.1 History of IIUM Medical Centre
In 2010, the Prime Minister, Dato Seri Mohd Najib Tun Abdul Razak announced the budget
for the establishment of IIUM Medical Centre (IIUMMC) during his budget speech. All
relevant federal and state agencies were mobilized in the efforts to realize the idea, and in
early 2011, the agreement was �inalized between Peninsular Medical Sdn Bhd (PMSB), the
Ministry of Higher Education (MOHE), Ministry of Health (MOH) and IIUM to build the centre
which the cost of RM 412 million.

IIUMMC was built based on the Private Funding Initiative (PFI) with a 25-year concession
agreement, on 27.8 acres of land, equipped with 350 beds for inpatients, and supported by
more than 133 medical specialists. IIUMMC also includes the development of
anundergraduate and postgraduate teaching hospital and tertiary referral Centre,
complementing the medical and allied health faculty provisions.
On 12 December, 2012, the Foundation of Stone Laying Ceremony was held and was of�iciated by
His Royal Highness, the Sultan of Pahang, Sultan Ahmad Shah Al-Musta’in Billah, and who was the
�irst Constitutional Head of the International Islamic University Malaysia (1983 – 2019). The
ceremony marked the beginning of the construction of IIUMMC. On 9 May 2016, the building of
IIUMMC was handed over to IIUM. This success is the outcome of the
painstaking task and well-coordinated efforts by IIUM and all relevant agencies.
IIUMMC begun its operation on 1st August 2016, offering outpatient services with 15 specialist
clinics, radiology, rehabilitation and pathology departments. On 1 September 2016, the �irst ward
was opened, followed by the emergency and trauma department and operation theatre in
December 2016. Statistically, IIUMMC has received about 10,000 outpatients and 2000
inpatients per month since its �irst day of opening.

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 05

1.2 Renaming of Sultan Ahmad Shah Medical Centre @IIUM (SASMEC @IIUM)
IIUM Medical Centre (IIUMMC) has been renamed to the Sultan Ahmad Shah Medical Centre
@IIUM effective 18th March 2020.
The renaming was complete after getting the consent from Her Majesty, Raja Permaisuri Agong
Tunku Azizah Aminah Maimunah Iskandariah Sultan Iskandar, who is also the Constitutional Head
of the International Islamic University Malaysia (IIUM).
The renaming was made to commemorate the contribution of Almarhum Sultan Ahmad Shah
Sultan Abu Bakar Ri’ayatuddin Al-Mu’adzam Shah in bringing the university as a reputable higher
learning institution in Malaysia. His Majesty was also the �irst Constitutional Head of IIUM for 35
years.

2. OVERVIEW
This document presents the SASMEC @IIUM Strategic Planning of 2021-2022. Taking into account
that the strategic plan is one of the most important agenda in structuring the objectives and
direction of SASMEC @IIUM. The Strategic Planning 2021 – 2022 workshop was conducted in
order to formalize its target and develop strategic goals to be in line with the University Goals and
other requirements from its stakeholders.
The SASMEC @IIUM Strategic Planning Book of 2021-2022 outlines the direction of the
department over the next two years which will enable all Departments/Units/Wards/Clinics
(DUWCs) in the organization to work collaboratively towards achieving the common the goals and
establish agreement around the intended outcomes or results to be in line with the organization's
vision and mission.
Therefore, with 41 initiatives that were presented during the Strategic Planning Workshop, all the
departments have successfully came out with a comprehensive planning, programs and measures
of its effectiveness for improvement and overcome the problem that may hinder the achievement
of the SASMEC @IIUM vision and mission in accordance with the Sustainable Development Goals
and Maqasid As-Shariah.

06 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

3. LOGO, TAGLINE AND CORE VALUES
The Hospital Management approved the logo, taglines and core values for SASMEC @IIUM during
Hospital Management Committee Meeting No.2/2020, which details are as follows:
3.1. LOGO

Garden of Knowledge and Virtue

SULTAN AHMAD SHAH

MEDICAL CENTRE @IIUM

3.2. TAGLINES
“HELPING HANDS WITH LOVING HEARTS”
Descriptions: We excel in lending out a hand wholeheartedly.
The tagline is further describe as kindness of heart to the helping hands in order to ensure
optimal and quality healthcare services towards the ummah and patients.
Qur’an Verse: “Cooperate with one another in goodness and righteousness, and do not cooperate
in sin and transgression. And be mindful of Allah. Surely Allah is severe in punishment.” (5:2)
Al-Hadith: “The similitude of believers in regard to mutual love, affection, fellow-feeling is that of
one body; when any limb of it aches, the whole-body aches, because of sleeplessness and fever.”
(Muslim: 2586)

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 07

3.3. CORE VALUES
Organizational values play an important role in implementation of the Shariah compliance quality
management system.
Organizational values are the shared beliefs, values, norms, systems, processes, and
approaches that are created or exist in an organization that bind the employees to work and
interact in order to achieve the mission and goals of SASMEC @IIUM.
The values are important since they provide a common ground for the members of the entire
organization. They guide on what is right and wrong, acceptable and unacceptable, preferred and
undesirable, and tolerable and intolerable behaviors and actions in SASMEC @IIUM.
As to align with the mission and goals of the organization, SASMEC @IIUM has identi�ied �ive (5)
core values namely Responsibility, Trust, Excellence, Sincerity and Unity. These core values have
been recommended as they will be fundamental elements to support the direction of the
organization.

08 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

4. GOVERNANCE
SASMEC @IIUM has its own unique governing structure in comparison to other Kulliyyahs
/Centres /Departments/ Institutes/ Of�ices of IIUM. Directly under the purview of the Rector,
SASMEC @IIUM is governed by the Hospital Management Committee (HMC) which act as an
advisory body overseeing the organization's activity and performance. The IIUM
Organisational Structure, Hospital Management Committee and SASMEC @IIUM
Organisational Structure are illustrated in Diagram 1, 2 and 3 as follows:

ORGANISATIONAL STRUCTURE Appendix A

INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA CONSTITUTIONAL HEAD
PRESIDENT
RECTOR

DEPUTY RECTOR DEPUTY RECTOR DEPUTY RECTOR Legal Adviser Campus Director EXECUTIVE EXECUTIVE EXECUTIVE
(Responsible Research (Student Development Office of (Kuantan) DIRECTORS DIRECTORS DIRECTORS
(Academic & Management Finance Division Development &
Internationalisation) & Innovation) & Community Ombudsman adn Chief Information Services Division Planning Division
Engagement) Intergrity (OMBUDS) Officer (FD)
Centre of Studies Institutes Student Affairs & (MSD) (DPD)
14 Kulliyyahs INHART,IliBF and Development Division Office of Internal Information Health & Wellness Residential & Development
Audit (OIA) Technology Services Division (DD)
Academic Control ISTAC (STADD) Office of Division (ITD) Centre (HWC) Occupational
Office IIUM World Debate Department (RSD) Safety, Health &
Research Management Communication, Sultan Ahmad Office of Security IIUM Endowment Bulid Environment
-IIUM Academy of Centre (RMC) & Oratory Centre Advocacy & Shah Medical Management Department
Graduate and (IWON) Centre @IIUM (OSEM) Funt (IEF)
Professional Studies Library Promotion for (SASMEC @IIUM) (OSHBE)
(ACADEMY) Entrepreneurship Change (OCAP) Office for Strategy
-Centre for Languages Development Centre Office of Knowledge & International
& Pre-University Acad. Change (OSIC)
Development (EDC) for Change & IIUM Press
(CELPAD) Counseling & Cancer Advancement (KCA)
-Centre for Foundation Risk Management
Studies (CFS) Services Centre Centre for Office (RMO)
-Sejahtera Centre for (CCSC) Islamisation
Sustainability and (CENTRIS)
Humanity (SC4SH) Sport Development
-5 Supporting Offices Centre (SDC)
(AMAD,CPS,CPD,
IO and OIL) Alumni Relations
Division (ARD)

LEGEND : ©BOG MEETING No.61
- Kulliyyahs : AIKOL, KENMS, KIRKHS, KOE, KOED, KAED, KICT, KLM, KOM, KOP, KOS, KAHS, KOD and KON 24th August 2021
- Office under ISTAC : IIMU
- Office under STADD : CITRA

Diagram 1: The Organisational Structure of IIUM

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 09

Diagram 2: The Structure of Hospital Management Committee
10 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

ORGANISATIONAL STRUCTURE OF
SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM

SASMEC @IIUM

HOSPITAL MANAGEMENT RECTOR
COMMITTEE (HMC)
HOSPITAL
HOSPITAL MEDICAL SHARIAH ADVISORY DIRECTOR
ADVISORY COMMITTEE COMMITTEE (SAC)

(HMAC)

DIRECTOR DIRECTOR OFFICE OF LEGAL AND
(CLINICAL) (ADMINISTRATION) GOVERNANCE COMPLIANCE

CLINICAL MANAGEMENT UNIT SENIOR DEPUTY DIRECTOR OFFICE OF INTERNAL AUDIT
(STRATEGY AND
DEPARTMENT OF ORTHOPAEDIC DEPARTMENT OF SHARIAH
DEPARTMENT OF SURGERY CORPORATE AFFAIRS) COMPLIANCE
DEPARTMENT OF OBSTETRIC AND GYNAECOLOGY
DEPARTMENT OF PSYCHIATRY DEPARTMENT OF HUMAN DEPARTMENT OF MEDICAL
DEPARTMENT OF EMERGENCY AND TRAUMA RESOURCES & GENERAL SOCIAL WORK
DEPARTMENT OF OPHTHALMOLOGY ADMINISTRATION
DEPARTMENT OF RADIOLOGY DEPARTMENT OF PUBLIC
DEPARTMENT OF EAR, NOSE & TROAT DEPARTMENT OF FINANCE RELATIONS
DEPARTMENT OF PATHALOGY LABORATORY MEDICINE
DEPARTMENT OF DIETETICS AND FOOD SERVICE DEPARTMENT OF FACILITY & DEPARTMENT OF QUALITY
DEPARTMENT OF ANAESTHESIA ENGINEERING ASSURANCE & SAFETY
DEPARTMENT OF INTERNAL MEDICINE
DEPARTMENT OF PAEDIATRICS DEPARTMENT OF
DEPARTMENT OF NURSING INFORMATION TECHNOLOGY
DEPARTMENT OF MEDICAL RECORD
DEPARTMENT OF PHARMACY
DEPARTMENT OF EDUCATION AND RESEARCH

Legend:
1. Risk Unit is under the purview of the Department of Quality Assurance and Safety

2. The Office of Internal Audit would be func�onally repor�ng the Audit and Risk Commi�e IIUM
and administra�vely repor�ng to the Hospital Director of SASMEC @IIUM.

3. The Office of Legal Governance Compliance would be func�onally repor�ng to the Office of
Legal Adviser IIUM and administra�vely repor�ng to the Hospital Director of SASMEC @IIUM

4. Clinicals Units under Director (Clinical) : IIUM Poison Unit, Dental & Maxillofacial Surgery Unit,
Intensive Care Unit (ICU), Day Care Unit, Opera�on Theatre Unit, Cardio Unit Care Unit (CCU),
Haemodialysis Unit, Rehabilita�on Unit, Infec�ous Preven�on & Control Unit, Neonatal Intensive
Care Unit (NICU)

HMC Mee�ng , 20 August 2021

Diagram 3: The organizational structure of SASMEC @IIUM

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 11

stakeholders

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 CHAPTER 2

1. MINISTRY OF HIGHER EDUCATION MALAYSIA
The Ministry of Higher Education Malaysia (MOHE) integral role is creating the higher
education ecosystem with the �inest Public Universities (UA), Private Higher Educational
Institutions (PHEIS), Polytechnics and Community College. These institutions are the main
components in the national education ecosystem and training to generate �irst-rate thinkers,
scholars, masters, skilled and semi-skilled manpower in accordance with their respective roles.
Efforts to achieve this role are also supported by agencies with roles that are vital in higher
education, namely:
• The Malaysian Quali�ications Agency (MQA) - supervising and coordinating quality

assurance as well as accreditation of national higher education; and
• Perbadanan Tabung Pendidikan Tinggi Nasional (PTPTN) - coordinating the �inancing

of higher education.
MOHE also responsible to oversee all the public universities in Malaysia including
International Islamic University Malaysia (IIUM).
2. MINISTRY OF HEALTH MALAYSIA
The Ministry of Health (MOH), is a ministry of the Government of Malaysia that is responsible for
the healthcare system which includes health behaviour, cancer, public health, health management,
medical research, health systems research, respiratory medicine, health promotion, healthcare
tourism, medical device, blood collection, leprosy control, clinical research, health care, dental
care, health institution, laboratory, pharmaceutical, and patient safety.
One of the Acts that govern the healthcare system is the Private Healthcare Facilities and Services
Act 1998 (Act 586). The Act is related to the formulation of public policy in governing the private
healthcare providers and their services. In accordance to the clause 3 and 4 of the Act, SASMEC
@IIUM is being regulated by the Act 586 as IIUM was founded under the
Companies Act of 1965.
The Private Medical Practice Control Section (CKAPS), Medical Practice Division is the regulating
agency which is responsible to oversee, control, and monitor that the private healthcare operators
comply with the relevant requirements under the act.

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 13

3. KONSORTIUM HOSPITAL UNIVERSITI AWAM MALAYSIA (KHUAM)
The signing ceremony of the Memorandum of Agreement between �ive (5) public universities was
held on 15 June 2017, at the Ministry of Higher Education Malaysia and was witnessed by the then
Higher Education Minister, Datuk Seri Idris bin Jusoh.
On that date, �ive (5) public universities forming the Consortium of Public University Hospitals that
are University of Malaya (UM), National University of Malaysia (UKM), Science University of
Malaysia (USM), International Islamic University of Malaysia (IIUM) and MARA University of
Technology (UiTM).
As a sign of support, this strategic partnership have included Universiti Putra Malaysia (UPM),
Universiti Sultan Zainal Abidin (UnisZA), Universiti Sains Islam Malaysia(USIM) - Islamic Science
University of Malaysia, Universiti Malaysia Sabah (UMS), Universiti Pertahanan
Nasional Malaysia (UPNM) - National Defence University of Malaysia and Universiti Malaysia
Sarawak (UNIMAS) which offer medical courses but have yet to have their own teaching
hospital during the event.
Currently, there are eight (8) universities that have their own teaching hospital which are listed as
follows:
• Pusat Perubatan Universiti Malaya (University Malaya Medical Centre)
• Hospital Canselor Tuanku Muhriz (National University of Malaysia Medical Centre)
• Hospital Universiti Sains Malaysia (University of Science Malaysia Hospital)
• Sultan Ahmad Shah Medical Centre @IIUM (SASMEC @IIUM)
• Hospital Pengajar Universiti Teknologi MARA (MARA University of Technology

Teaching Hospital)
• Hospital Pengajar Universiti Putra Malaysia (Universiti Putra Malaysia Teaching

Hospital)
• Hospital Pengajar Universiti Sultan Zainal Abidin (Universiti Sultan Zainal Abidin

Teaching Hospital)
• Hospital Pengajar Universiti Malaysia Sabah (Universiti Malaysia Sabah Teaching

Hospital)
SASMEC @IIUM is also aligning its strategic planning to the latest KHUAM’s strategic
planning.

14 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

4. INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA (IIUM)
The International Islamic University Malaysia (IIUM) is the manifestation of one of the major
aspirations of Muslim scholars in Malaysia to have an Islamic university in Malaysia to lead the
Muslim ummah in all branches of knowledge.
The plan to establish IIUM was coined by Tun Dr. Mahathir Mohamad, the Fourth Prime
Minister of Malaysia on 12 January 1982 after deliberating with the Minister of Education, senior
government of�icials and senior academics from local universities.
The University was of�icially established on 20 May 1983 by the Government of Malaysia. The
philosophy of IIUM was inspired by the outcomes of the 1977 First World Conference on Muslim
Education in Makkah.
IIUM was founded under the Companies Act of 1965 that enable it to use English and Arabic as the
medium of instruction and enhance its global orientation. IIUM integrates Islamic Values and
world-view into its humanities, scienti�ic and technical curricula, be�itting its university slogan
“The Garden of Knowledge and Virtue”.
The Monument of IIUM is shown in Picture 2 and the background of IIUM is illustrated in
diagram 4.

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 15

Diagram 4: Background of IIUM
16 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

4.1 IIUM Vision and Mission
Vision: Inspired by the worldview of tawhid and Islamic philosophy of the unity of knowledge as
well as its concepts of holistic education, the University aims at becoming a leading
international centre of excellence in education, research and innovation which seeks to restore the
dynamic and progressive role of the ummah in all branches of knowledge; Thereby,
contributing to the improvement and uplifting of the qualities of human life and civilisation.
Mission: IIUM 7 Missions Statement:
1. To undertake the special and greatly needed task of reforming the contemporary Muslim

mentality and integrating Islamic Revealed Knowledge and Human Sciences in a
positive manner.
2. To produce better quality intellectuals, professionals and scholars by integrating the
qualities of faith (iman), knowledge (‘ilm), and good character (akhlaq) to serve as
agents of comprehensive and balanced progress as well as sustainable development in
Malaysia and in the Muslim world.
3. To foster the Islamicisation of the ethics of Muslim academic and administrative staff of
IIUM, and certain aspects of human knowledge – particularly in the social sciences
andhumanities – with the view to making them more useful and more relevant to the
Muslim Ummah.
4. To nurture the quality of holistic excellence which is imbued with Islamic moral-
spiritual values, in the process of learning, teaching, research, consultancy, publication,
administration and student life.
5. To exemplify an international community of dedicated intellectuals, scholars,
professionals, of�icers and workers who are motivated by the Islamic world-view and
code of ethics as an integral part of their work culture.
6. To enhance intercultural understanding and foster civilization dialogues in Malaysia as well
as across communities and nations.
7. To develop an environment that instills commitment for life-long learning and a deep
sense of social responsibility among staff and students.

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 17

4.2 Sejahtera Academic Framework (SAF)
Sejahtera Academic Framework (SAF) is the heart of IIUM efforts in humanising education. It is a
holistic education framework to prepare individuals with Islamic attitudes and values through
transformative and values-based educational initiatives.
SAF requires the involvement of every IIUM community to work together in nurturing and
educating Insan Sejahtera. SAF also empowers IIUM community to be transformative in order to
deliver the best teaching and learning experience in IIUM. The IIUM’s SAF generic is
illustrated in Diagram 5.

Diagram 5: Sejahtera Academic Framework (SAF) Generic
18 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

4.3 IIUM ROADMAP 2021 – 2022
The foundation of the IIUM’s Strategic Direction in Humanising Education is Falsafah
Pendidikan Negara, Maqasid Shariah Sustainable Development Goals and UNESCOS’s four (4)
pillars of Education. Diagram 6 and 7 shows the illustration of IIUM Strategic Direction
foundation and the IIUM’s Strategy Map 2021 – 2022.

HUMANISING
EDUCATION THROUGH
MAQASID SHARIAH &
SUSTAINABLE
DEVELOPMENT GOALS

Strategic Direc�on

Humanising Education is education with soul,
and loaded with values and wisdom. It is
about nurturing a person �irst, a professional
second.

Diagram 6: IIUM’s Strategic Direction’s foundation

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 19

Diagram 7: IIUM Strategy Map
20 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

5. PATIENT

SASMEC @IIUM is one of the established teaching hospital that plays an important role in
providing comprehensive healthcare education and services to the community. After about four
(4) years of establishment, SASMEC @IIUM is one of the hospitals that offer important
healthcare services especially in the East Coast Region. Various specialty of healthcare services
such as Orthopedics, Surgery, Internal Medicine, Radiology, Pediatrics, Obstetrics-
Gynecology, Ear, Nose & Throat (ENT), Ophthalmology, Psychiatric, Neurology, Cardiology, Urology,
Anesthesiology, Dietetic, Dentistry and Emergency are available at the facility to serve the
community.

Picture 3 shows that Nurse is observing one (1) patient admitted to the ward.

Picture 3: Nurse observing patient at the ward

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 21

6. STUDENTS
SASMEC @IIUM is responsible in providing the clinical education and training to the future and
current doctors, nurses and other health professionals in addition to delivering medical care to
patients, as well as carrying out medical research. A good teaching and learning as well as the
research facilities are needed for the organization in order to play its roles as one of the teaching
hospital in the nation.
Students from various Kulliyyah such as Kulliyyah of Medicine (KOM), Kulliyyah of Pharmacy
(KOP), Kulliyyah of Dentistry (KOD), Kulliyyah of Allied Health Sciences (KAHS) and Kulliyah of
Nursing (KON) have their learning session at SASMEC @IIUM such as bed side teaching, clinical
practice and others as required by their syllabus program.
SASMEC @IIUM also provides learning facilities such as examination centre, library facilities,
auditorium, and seminar rooms at every department. Continuous Medical Education Program is
shown in Picture 4

Picture 4: Continuous Medical Education (CME) at Auditorium, SASMEC @IIUM is regularly
conducted involving staff and students from International Islamic University Malaysia

22 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

statistics of
patients (2020)

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 CHAPTER 3

Since its opening in 2016, SASMEC@IIUM has demonstrated tremendous growth in its
operation. Up to date, SASMEC @IIUM has received almost 10,000 outpatients and 2000 inpatients
per month.

a) Outpatient

NO. OF OUTPATIENT BY MONTH (2020)

13100 12210 11887

11987 11522

10167 10495 10695

No. of Patients 9959

7124

2658 1997

JAN FEB MAC APR MEI JUNE JULY AUG SEP OCT NOV DEC

NO. OF OUTPATIENT BY LOCATION (2020)

ANAESTESIOLOGY 1780 8637
ENT 207 8308

DIETERY 5239
MEDICAL 4707
OBSTETRICS & GYNAECOLOGY
OPHTHALMOLOGY 9995
ORTHOPEDIC
Clinics / Departments SURGERY 7338
PEADIATRIC
PSYHIATRIC 2057
RADIOLOGY
REHABILIATION 3539
SPECIMEN COLLECTION CENTRE
DAYCARE 15,148
ORAL MAXILLO
11,178
PAC 10,334
NEPHROLOGY & UROLOGY
2332
NEUROSCIENCE 1835
HEMATO & ONCOLOGY 1912

HEMODIALYSIS 3423
TELEMEDICINE 885
EMERGENCY & TRAUMA 586
1085
50

13216

No. of Patients

24 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

b) Inpatient

NO. OF INPATIENT BY MONTH (2020)

857 820 823

No. of Patients 638 625 616 626 587
535

373
227

58

JAN FEB MAC APR MEI JUNE JULY AUG SEP OCT NOV DEC

NO. OF OUTPATIENT BY LOCATION (2020)

PAEDIATRIC 462 632 818
GENERAL SURGERY 1 451 629 979
GENERAL SURGERY 2
GENERAL SURGERY 3 338
INTERNAL MEDICINE 1
INTERNAL MEDICINE 2 308
INTERNAL MEDICINE 3
Wards / Departments ONSTETRICS & GYNAECOLOGY 166
INTENSIVE CARE UNIT (ICU) 188
NEONATAL INTENSIVE CARE UNIT (NICU)
CARDIAC CARE UNIT (CCU) 185

ORTHOPAEDIC 1 308
ORTHOPAEDIC 2 269

SARI WARD 310
SARI MALE
SARI FEMALE 22
MEDICAL MALE 21
MEDICAL FEMALE
SURGICAL TRANSIT WARD 40
ONSTETRICS & GYNAECOLOGY TRANSIT WARD 51
PAEDIATRIC TRANSIT WARD
158
144
115

No. of Patients

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 25

Summary of Inpatient and Outpatient (2019 – 2020)

123,081

113,801

No. of Patients

8087 6785

2019 2020

INPATIENTS OUTPATIENTS

26 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

stRATEGIC PLAN
2021-2022

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 CHAPTER 4

1. SASMEC @IIUM STRATEGIC PLAN 2021 - 2022

SASMEC @IIUM has embarked on a journey to become the referral centre for healthcare
provider. As one of the established teaching hospitals in the nation, SASMEC @IIUM plays an
important role in providing comprehensive healthcare education and service to the
community.

The SASMEC @IIUM Strategic Planning is formulated as a complementary approach to
provide an avenue to execute the identi�ied initiatives to achieve its vision and mission. Through
identi�ication of the main stakeholders and analyzing the current social, and economic needs,
SASMEC @IIUM has constructed innovative solutions that is expected to have
signi�icant impact especially to the community.

SASMEC @IIUM Strategic Plan will be a bene�icial reference for SASMEC @IIUM staff to be able to
understand and comprehend SASMEC @IIUM cast direction in line with the Vision and Mission of
IIUM. The statement of SASMEC @IIUM Vision, Mission, Strategic Direction,
Tagline and Core Values are shown in Diagram 8.1 and Quality Policy in Diagram 8.2.

VISION MISSION

To be a leading Centre of excellence and Islamisation, Clinical Excellence,
innovation for healthcare education, Comprehensive Care
training and research in line with provising
world-class health care in a safe STRATEGIC DIRECTION
environment according to Shari’ah (2021-2022)
compliance
Quality Healthcare Education, Research
SASMEC @IIUM TAGLINE and Services through Maqasid Shariah
and Sustainable Development Goals
Helping Hands with Loving Heart

SASMEC @IIUM CORE VALUES

Responsibility, Excellence, Sincerity, Trust, Unity

Diagram 8.1: SASMEC @IIUM Vision, Mission, Strategic Direction, Tagline
and Core Values

28 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

Sultan Ahmad Shah Medical Centre @IIUM is committed to continously strive to be the best health
care teaching and learning facility, providing patient health care services towards excellent patient
experience, safety and outcome.

The Sultan Ahmad Shah Medical Centre @IIUM Integrated Management System Policy is as hereby
proposed as follows:

EEnnssuurriinngg tthhee ccoommmmiittmmeenntt ooff aallll ssttaaffff iinn pprroovviiddiinngg bbeesstt
healthcare services to meet the patient needs and
eexxppeeccttaattiioonnss iinn lliinnee wwiitthh SShhaarriiaahh pprriinncciipplleess..

Dedicating towards improvement in managing risks
and opportunities of the organization, for continual
improvement in ef�iciency of the integrated
management system of the organization.

Ensuring the compliances of Quality, Safety and
Environmental acts, regulatories, standards and
policies.

Preventing pollution through reducing the
environmental risks caused by the environmental
aspect of the organization, from a life cycle point of
view, taking care of the corrects and expectations in
line with Shariah principles.

Diagram 8.2: SASMEC @IIUM Quality Policy

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 29

2. STRATEGIC DIRECTION FOUNDATION
The foundation of the SASMEC @IIUM’s Strategic Direction is developed in line with the
foundation of the IIUM Roadmap 2021 – 2022. Diagram 9 shows the illustration of SASMEC @IIUM
Strategic Direction Foundation.

QUALITY HEALTHCARE EDUCATION,
RESEARCH AND SERVICES THROUGH
MAQASID SHARIAH & SUSTAINABLE
DEVELOPMENT GOALS

SASMEC @IIUM Strategic Direc�on
Quality Healthcare Education, Research and
Services is assurance in continual effort to provide
the highest standard and upholding the
organizational values in healthcare education,
research and services.

Diagram 9: SASMEC @IIUM’s Strategic Direction foundation

30 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

3. STRATEGIC INITIATIVE PROGRAMS

The SASMEC @IIUM’s Strategic Direction is in line with the Strategic Initiative of IIUM
Roadmap 2021 – 2022 that are focusing in eight (8) areas which are Knowledge
Connectivity, Responsible Research and Innovation, Sejahtera Society, Social Well Being,
Equitable Prosperity, Sustainable Ecosystem, High Touch
Community Engagement, and Competent Leaders.

The SASMEC @IIUM 39 Strategic Initiative Programs is illustrated in Diagram 10.

Quality Healthcare Education, Research & Service through Maqasid Shariah & Sustainable Development Goals

KNOWLEDGE CONNECTIVITY EQUITABLE PROSPERITY SUSTAINABLE ECOSYSTEM

1. Reaching Out For Stroke (REHAB) 1. Smile - a - Tonne (DENTAL) 1. Quality Labaratory for Sustainable Health (PALM)
2. Driving Rehabilitation Centre (REHAB) 2. Breast Cancer Awareness Campaign (SURGERY) 2. SASMEC Sports Medicine Initiative, Enabling
sport to be safe and enjoyable (ORTHO)
3. Smile-a-Tonne (DENTAL) 3. Colorectal Cancer Awareness Campaign 3. International Women Healthcare Centre (O&G)
4. Home Care Pharmacy Service (PHARM) (SURGERY)
5. International Women Healthcare Centre 4. Islamic Spiritual Care Program - INSPIRE (SCU)
4. International Women Healthcare Centre (O&G) 5. SASMEC @IIUM HRADC (OSHE)
(O&G) 5. Data on Wall, Easy for All (MRD)
6. Industry Sponsored Research (ISR) (DEAR) 6. Healthy Sleep, Healthy Lofe (ENT) 6. Sport For All, All For Sports (HRGA)
7. Hearing for All (ENT) 7. LEading with Adab (HRGA)
7. SASMEC Healthy Kitchen; Good Food for 8. Making Patient Smile (MSW)
Better You (DIET) 9. Revenue Growth (FIN) 8. SASMEC @IIUM Sejahtera (ENG)
9. MYCREST at SASMEC @IIUM (ENG)
8. Ibadah Friendly Hospital Initiative (SCU) 10. To Alert Employess to Their Behavior and
9. SAMSEC @IIUM HIRADC (OSHE) Action (LEGAL) SEJAHTERA SOCIETY

10. SASMEC @IIUM Client Charter (QUA) RESPONSIBLE RESEARCH AND 1. Psychosocial Support Group Activities (PSY)
11. Mobile & Accessibility (IT) INNOVATION 2. Clean Hands Create Greener Gardens (CMU)

12. SASMEC @IIUM WIRELESS UPDGRADE (IT) 1. The D for Life (ED) HIGH TOUCH COMMUNITY
13. Leading with Adab (HRGA) 2. Intensity and Enhancement of 15 ICU Beds with ENGAGEMENT

14. SASMEC Standing Between Life and state of the art facilities and holistic safety of 1. Mental Health Awareness (PSY)
Death (ED) patient (ICU)

15. Engagement Roadshow (PR) SOCIAL WELL BEING

COMPETENT LEADERS 1. SASMEC Sleep Lab Unit (PAED)

1. Increase Revenue for CT & MR Cases
(RADIOLOGY)

2. Annual Basic National Ocular Biometry Course
(OPHTHAL)

3. International Women Healthcare Centre (O&G)
4. The Next Kalifah (SCU)
5. Lead 2021-2022 (HRGA)

Diagram 10: SASMEC @IIUM Strategic Initiatives Plans

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 31

39 STRATEGIC
INITIATIVE PROJECTS

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 CHAPTER 5

SASMEC @IIUM initiative projects are part of its strategic planning towards actualizing its vision.
The projects would be a platform for a better future with regards to its operation and social
responsibility to the community.

The main objective of the projects is to intensify a range of SASMEC @IIUM capability and
visibility in promoting healthy lifestyle. It will also help in accentuating internal experts
especially in medical �ields which will then be able to uplift IIUM as the leading institution in all
branches of knowledge.

The 39 strategic initiative projects that have been planned to be carried out by all DUWCs under
the Strategic Plan 2021 – 2022 are listed as follows:

1. REACHING OUT FOR STROKE

Stroke is emerging as a major public health problem. The development of the National Stroke
Registry in the year 2009 aims to coordinate and improve stroke care, as well as to generate more
data on various aspects of stroke in the country. Studies on predictors of survival after strokes have
shown potential to improve the overall management of stroke, both during acute event and long
term care. Stroke units were shown to be effective locally in stroke outcomes and prevention of
stroke-related complications. The limited data looking at direct cost of stroke management
suggests that the health economic burden in stroke management may be even higher. Innovative
rehabilitation programs including brain computer interface technology were studied with
encouraging results. Post stroke mood and emotional disturbance are frequent and diverse in their
manifestations including depression, anxiety and anger proneness. These symptoms are
distressing for both the patients and caregivers, and negatively in�luence the patient’s quality of
life. Most research also support that unprepared caregivers may feel isolated, anxious and have
dif�iculty handling patients. Participations in support groups give the patients and caregivers the
opportunity to receive knowledge and feel empowered. Shared experiences cultivate a sense of
community, and participants viewed support outside of the support group as necessary to their
recovery process. People who have more social support are reported to have better adjustment to
daily life with new disabilities and changing roles.Collaborations between healthcare
professionals, patients, caregivers and community will result in reducing the adverse effects of
stroke cases.

Initiator : Rehabilitation Unit
Project Leader : Asst. Prof. Dr. Salmah Anim Abu Hassan
Expected Result : Increase Number of stroke patient referral to Rehab unit

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 33

2. DRIVING REHABILITATION CENTRE

The profession of Occupational Therapy (OT) under the Rehabilitation Unit is known toprovide
therapy in order to ensure individuals’ independence and quality of life. OT highlights to increase
functional independence and prevent or minimizing disability in Activities of Daily Living (ADLs),
Instrumental Activities of Daily Living (iADLs), Work and Leisure. Mode of transportation and
ambulation is one of the main issues in performing ADL, iADL and for work purpose. Currently,
SASMEC @ IIUM is the only hospital equipped with Driving Stimulator in the East Coast region for
off road driving assessment. In the meantime,other hospital in the East Coast region only provides
the on road driving program. Thus, it has become the advantage and opportunity for the
Rehabilitation Unit SASMEC @ IIUM to expand the services to the community and be the pioneer in
Driving Rehabilitation. Driving rehabilitation has the potential to improve on-road safety, enhance
quality of life and increase life satisfaction. Those with limited mobility, physical or cognitive issue
may experience dif�iculty to drive and later will affect their level of independence in life especially
those who engage in work. Driving rehabilitation usually starts with assessing the physical
abilities, off road assessment to measure the level of ability and to address any safety issue
regarding to driving and proceed with on road assessment, and vehicles modi�ications. Without
the proper channel and guidance most patient will feels devastated and ended up become
dependent to others. Expertise or clinician in charge of the Driving Rehabilitation who has undergo
necessary training will be able to evaluate in depth on clients’ physical, perceptual, cognitive,
performance and their ability to drive safely.

Initiator : Rehabilitation Unit
Project Leader : Asst. Prof. Dr. Salmah Anim Abu Hassan
Expected Result :

- Increase Number of patient referral for driving rehab
- Driving rehab service manual/modul in SASMEC@IIUM
- Secure networking with collaborators

34 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

3. SMILE-A-TONNE

SMILE-A-TONNE is a community based project planned to provide oral health awareness and
symptomatic dental treatment and care for the needies and socially excluded groups of people that
are separated and neglected from the mainstream population. This community appears to face
challenges in maintaining their general health and thus become susceptible to chronic illnesses.

This programme aims to continuously educate, empower and to offer prevention strategies,
eliminate dental diseases and to identify oral health issues among the targeted group. In a long run,
we aim to have this group of people being well equipped with oral health knowledge and practice
which will later bene�it their community by means of prevention rather than cure.

In this programme, Oral health education (from caries to malignancy) and a basic package of oral
care will be incorporated such as screening of oro-facial anomalies and diseases, urgent oral
treatment, affordable oral health kit (toothpaste and tooth brush). Our Target group: all age group
from B40 group, (homeless, single mothers, refugees) in Kuantan.

Besides the knowledge of Oral Health Education being shared with this community, coming from
the center of a Shariah Compliance, the program also aims to share knowledge on �iqh and ibadah,
the pillars of Islam and assist the community on perfecting the al-Quran recitation and daily ibadah
for the muslims.

Initiator : Dental and Maxillofacial Surgery Unit
Project Leader : Asst. Prof. Dr. Nor Adilah Harun
Expected Result : More patients being referred and treated for oral diseases

4. MED @ HOME (HOME CARE PHARMACY SERVICES)

Med@Home is one pharmaceutical care service programmed to ensure the continuity of patient’s
care at home after returning from health facilities with the aim to advocate optimal and quality use
of medications.

The project involves comprehensive and systematic activities that include drug reconciliation and
medication review for all prescription and non-prescription medications including
nutritional supplements, vitamins, herbal/ complementary medication and other remedies,
resolving pharmaceutical care issues including adverse reactions, patient’s adherence as well as
medication storage at patient’s home and referring patients to the next of care if necessary

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 35

All Pharmacists in SASMEC@IIUM will be recruited to join the team and since then play a
proactive role in ensuring medication adherence of all patients under the home care team.

We plan to focus on patients with special needs and patients with chronic illnesses and multiple
medications at patients’ home as well as residential care facilities.

Provision of Home Care Pharmacy Services may �ill the gap hindering the effectiveness of care
provided at health facilities where home visits can help the patients by educating them on proper
management of medication supply and improving patient understanding and
subsequently adherence to the treatment.

Initiator : Department of Pharmacy
Project Leader : Sr. Mery Hu Wei Ying
Expected Result :

- Improve patient’s compliance towards medication, storage and wastage
- Improve patient’s quality of life- eg: HbA1c, lipid pro�ile, blood pressure, renal

pro�ile, symptoms improvement (s)

5. ESTABLISHMENT OF MATERNAL FETAL MEDICINE (MFM) SERVICE AND WOMEN
HEALTHCARE CENTRE

The Department of Obstetrics and Gynaecology is now moving forward to focus on Maternal Fetal
Medicine (MFM) and Urogynaecology due to the need to increase the facilities for both MFM and
Urogynaecologyas well as to increase the activities for both areas. It is an opportunity for the
SASMEC @IIUM boost its income generation through the initiative since the specialists have been
appointed in both areas by Ministry of Health.

Initiator : Department of Obstetric and Gynaecology
Project Leader : Assoc. Prof. Dato’ Dr. Hamizah Ismail
Expected Result :

- DOHAD prevention clinic, Fetal screening clinic, and Home delivery Suite
- Awareness program and fellowship training

36 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

6. INDUSTRY SPONSORED RESEARCH

With the establishment of Sultan Ahmad Shah Medical Centre @IIUM (SASMEC), the Clinical
Research Centre (CRC) has been designed as ‘one stop’ centre to conduct of safe and credible
clinical research by providing a unique collaboration of academic excellence and experience.

In future plan, the CRC will be conducting Investigator Sponsored Research (ISR) and will assist the
collaborators with the design, planning and execution of clinical trials in SASMEC. CRC will bridge
communication between investigators and their counterparts and assist the feasibility
assessments conducted by interested parties. CRC will facilitate SASMEC in securing sponsored
research projects and assist in documenting and tracking progress of the clinical researches
conducted. In response to the demand for evidence-based clinical research, CRC seek to increase
participation of SASMEC in contributing signi�icantly to the health and research industry.

In conclusion, CRC seeks to promote ethical and reliable clinical research in accordance to the
international and local standards, guidelines and protocols. Clinical studies conducted at CRC will
be closely monitored and controlled in the highest standard and with maximum safety measures to
ensure adherence to international and local Good Clinical Research Practice standards.

Initiator : Department of Education and Research
Project Leader : Asst. Prof. Dr. Nik Noor Fatnoon Nik Ahmad
Expected Result :

- 15-20% of overhead charge for each ISR - Example if ISR budget is 100K, the
SASMEC will get 15% of 100K which made total grant credited into SASMEC
account is 115K

- Charges for utilization of facilities (CRC, laboratory, radiology) expertise
(researchers) and skills (study nurses and study coordinators) – Refer to
charges schedule and the charges will be imposed according to the task.

7. SASMEC HEALTHY KITCHEN: GOOD FOOD FOR BETTER YOU
The Department of Dietetics & Food Service will be focusing on the knowledge connectivity
avenues to impart the effective nutrition education programs to SASMEC patients, IIUM
community and Kuantan residents in general. We will conduct the “SASMEC Healthy Kitchen”
program that will be organized in 5 series throughout 2021 until 2022. This program acts as an
avenue to deliver effective nutrition education and heathy eating promotion to various segments of
community, particularly patients, food handlers as well as care takers. Each program will
emphasize on the different signi�icance of healthy food

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 37

preparation in order to improve the nutrition status of participants. Potential collaborators will be
from the food preparation and manufacturing sectors who play important role in shaping the food
intake habit in community. This program is hoped to achieve 30% improvement in knowledge
regarding healthy nutrition among participants, and to empower the competency level of our staff
in organizing effective programs.

Initiator : Department of Dietetics and Food Service
Project Leader : Asst. Prof. Dr. Wan Fathin Fariza Wan Mahmood
Expected Result :

- No. of cooking demonstration organized by the end of 2022 = 5
- Minimum no of collaboration with external parties = 2

8. IBADAH FRIENDLY HOSPITAL (IFH) INITIATIVES

Ibadah Friendly Hospital (IFH) program has been implemented in hospitals under Ministry of
Health (MOH) since 2014. This program aims to raise the concept of health holistically which
includes physical, psychological, mental and spiritual aspects. As the �irst teaching hospital
awarded with both comprehensive IS0 1900:2015 and MS 1900:2015 (Shariah-based Quality
Management System) certi�ication, concept of IFH need to be highlighted and implemented at
SASMEC @IIUM. This initiative aims to create an ibadah friendly environment at SASMEC @IIUM
and at the same time to educate patients and their relatives as well as SASMEC @IIUM staff to
perform ibadah during illness and to help the patients for performing their obligatory at the wards.
Some of the activities and programs are planned to be done in order to achieve the aims of this
initiative such as providing adequate ibadah kit and materials at all wards and clinics, enhancing
current ibadah physical infrastructure at SASMEC @IIUM, publishing relevant IFH related
publications, conducting program and workshop related to IFH and organizing CSR activities for
the community. IFH Committee under MOH, JAKIM, JAIP and KHUAM are the expected
collaborators for this initiative. The expected outcomes from this initiative are the pleasant
environment to perform ibadah at SASMEC @IIUM will be produce and it will portray SASMEC
@IIUM as a leading ibadah friendly hospital at Malaysia.

Initiator : Department of Shariah Compliance
Project Leader : Prof. Dr. Aminudin Che Ahmad
Expected Result : Well-equipped all wards/ clinic with Ibadah kit/material

38 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

9. SASMEC @IIUM HIRADC

In recent years, Hazard Identi�ication, Risk Assessment and Determining Control (HIRADC) has
become fundamental to the practice of planning, management and the operation of a business as a
basic of risk management. The organizations that have carried out risk assessment at the work
place have noted positive changes in their working practice. Legislation requires that this process
should be systematic and be recorded so that the results are reliable. The risk assessment process
should be continuous and should not be regarded as a one-off exercise. The purpose of HIRADC is
to identify all the factors that may cause harm to employees and others; to consider what are the
chances of that harm actually be falling anyone in the circumstances of a particular case and the
possible severity that could come from the risk; and to enable employers to plan, introduce and
monitor preventive measures to ensure that the risks are adequately controlled at all times.
HIRADC activities shall be plan and conducted for situation where hazard appear to pose
signi�icant threat; uncertain whether existing controls are adequate; and before implementing
corrective or preventive measures. Process of developing HIRADC requires steps of classifying
work activities; identifying hazard; conducting risk assessment by calculating the likelihood of
occurrence and severity of hazard; and to decide if risk is tolerable and apply control measure. The
HIRADC form must be completed by the HIRADC team and signed by the in-charge personnel of the
area. Management or employers must endorse and approve the HIRADC results. Employers must
communicate all HIRADC to employees, monitor the follow up action and keep the records.

Initiator : Department of Quality Assurance and Safety
Project Leader : Br. Faisal Razul Razali
Expected Result : Understanding of Quality & Safety Knowledge among
contractor workers (%)

10. SASMEC @IIUM CLIENT CHARTER

SASMEC @IIUM is now certi�ied for the ISO 9001:2015 (Quality Management System) and MS
1900:2014 (Shariah-Based Quality Management System). As we are all know, most of the
requirement to gain the certi�ication are written in the provided standard that resulting burden
towardssome staff of the certi�ied organization. In order to continually improve the organization
QMS with a great commitment and support, the culture of delivering services in a best quality need
to be instilled towards all staff. Thus, Quality Assurance and Safety as the responsible department
in monitoring the QMS of SASMEC @IIUM has come out with the strategic initiative entitled “The
Establishment of Department/Unit/Ward/Clinic (DUWCs) Client Charter” to initiate the culture as
well as improving the service provided at all level. The client charter is an outlines on how each
DUWC promises to work with its customers along with providing insights into how the DUWCs

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 39

operates. The method and approach towards implementing the Client Charter need to be monitor
closely in the early establishment to guarantee the success of instilling the culture at SASMEC
@IIUM. It is quite challenging to inculcate the culture towards all staff however the success of this
initiative could shows a great result as it is a valuable tool for instilling con�idence in customers,
demonstrating a competitive edge and promoting a commitment to healthy relationships.

Initiator : Department of Quality Assurance and Safety
Project Leader : Br. Faisal Razul Razali
Expected Result : (%) of DUWCs client charter establishment

11. Mobile & Accessibility

The availability of low-cost mobile phones and the broad coverage of GSM networks are a huge
opportunity to provide mobility in services. MySASMEC mobile applications is an in-house mobile
application produced which provide SASMEC @IIUM’s user or patient with
information remotely. In view of moving towards paper-less environment, the apps allow user to
monitor individual or his/her dependent clinical appointment at SASMEC @IIUM online using
their mobile phone without having to bring conventional appointment boos or card. Details such
as latest appointment and history can be viewed directly from their mobile phone or gadget via
input on respective RN number given upon registration as SASMEC @IIUM patient. Owner details
of the mobile gadget matching with RN number and IC/passport number is made available in the
apps as the details are retrieved from the SASMEC @IIUM database. No medication or clinical notes
is available in this apps yet.

MySASMEC apps also enable users to monitor his/her current drug/medication preparation from
the Outpatient Pharmacy Department after the doctor visit or appointment. SMS alert on
medication successful preparation will be send to user as noti�ication in case user not available
when being called for pickup at the Outpatient Pharmacy counter.

The apps can be currently available for android user which can be download from the Google Play
store once it is ready for production. User need to register �irst hand in order to use the apps with
information on RN number, IC number for Malaysian and passport for
non-Malaysian is mandatory. Dual languages option is made available either Bahasa Melayu or
English based on user preference.

Initiator : Department of Information Technology
Project Leader : Br. Mustakim Ahmad
Expected Result : Enhance patient / end user experience

40 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

12. SASMEC @IIUM WIRELESS UPGRADE
Wireless usage has grown signi�icantly with no sign of slowing. Coverage in most clinical spaces
was often not suf�icient to support the existing wireless devices at SASMEC @IIUM, let alone the
expanding use of wi�i. Insuf�icient coverage meant users struggle to get connected and yet when do
connected, the line is too slow to access online applications and system on sit especially at clinics
and critical areas.
With new improved devices installed, the quality of wi�i service is expected to be more stable with
faster speed and reliability. Online systems can be access anywhere via wi�i with more areas are
expected to have signal coverage and also more devices can be connected concurrently at one time
per access point.
Subsequently, reduction cost in term of networking cable also can achieved since most equipment
will be connected wireless.

Initiator : Department of Information Technology
Project Leader : Br. Mustakim Ahmad
Expected Result : Adequate ICT resources

13. LEADING WITH ADAB: HEART SERVICES
Having good adab is essential in all aspects of life. In the context of customer service is often at the
heart of a business which aims to provide an exceptional service that leaves the customer feeling
valued and respected. To reach that level, IIUM has developed its customer service program that
designed to meet expectations of both internal and external customer since June 2006 that
represent IIUM brand image, mission and values. Moreover, this is one of the Sustainable
Development Goal (SDG) Project by administrators at IIUM.
The main objective of this program is to train staff to become more people friendly, ef�icient,
effective and professional when delivering services to the customers. In this program, the
administrative and technical together with clinical staff are trained on how to handle customers by
using the Standard People Practice (SPP), customer services with heart.
This shall remind us of what our beloved Prophet Muhammad (SAW) also said:

“The believers most perfect in faith are those best in Character” (Narrated by Abu Hurairah). 41

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

With this initiative in place, we expect to see signi�icant culture change among the IIUM
community where the adab and budi is embedded in their daily activities and become the culture
of everybody. In addition, from the above hadith, Islam also teaches us the importance of having
good manner and character which directly re�lect our level of faith. It is hoped that this project
brings signi�icant change in the culture among the IIUM community and spread the positive vibes
to the community. Let IIUM be known as the prime University leading with adab and budi.

Initiator : Department of Human Resource and General Administration
Project Leader : Br Norazilee Abd Aziz
Expected Result :

- Staff with exceptional peoples’ person with big heart and excellent customer
service

- Leading with Adab: Heart Services Module/Blueprint

14. STANDING BETWEEN LIFE AND DEATH
SASMEC @IIUM Standing Between Life and Death, a 2 years’ project from Emergency and Trauma
department, focusing on ensuring 100% of hospital staff equipped with basic lifesaving (BLS)
knowledge and skills. It’s a dream of every hospital to train BLS skills to all its staff to create the
safest environment they can be. To achieve this, regular courses must be done to cater the
numbers. Due to current pandemic, many courses have been cancelled to comply with the national
standard operating procedure, mainly gathering limitation, making it more dif�icult to achieve this
target. Therefore, we challenged ourselves to overcome this wall, by modifying our method of
knowledge and skills transfer. We plan to publish, professionally made, self-learning videos which
we can distribute widely intrahospital via media social network such as YouTube, Facebook or
even via soft copy distribution (CD, USB drive) and scheduled each and every staff for exam to
certi�ied them. We will also increase our staffs, patients, and visitor’s awareness on BLS by
publishing these videos, integrated with Islamic values, throughout hospital’s televisions. Creative
events such as BLS run and Mass Cardiopulmonary resuscitation (CPR), will also be conducted
once the gathering limitations bans uplift to provide more con�idence for certi�ied staffs to perform
their skills. This project is not only to produce a clear output of having 100% BLS trained staff in
SASMEC, but along with it, multiple research opportunities, and the possibility to expand this
further to IIUM campus and surrounding communities.

Initiator : Department of Emergency and Trauma
Project Leader : Asst. Prof. Dr. Muhammad Abdus-Syakur Bin Abu Hasan
Expected Result : All SASMEC staff will be acquired with BLS knowledge

42 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

15. ENGAGEMENT ROADSHOW
An Engagement Roadshow is the project initiative that involve marketing and promoting the
services offered by SASMEC @IIUM. At the same time, this project aims at build the
relationship with potential client which include the public and private sector.
The process of developing this project initiative is aligned accordance to Maqasid Shariah and
Sustainable Development Goals (SDG) that have been supported by IIUM.
Hence, through the implementation of these project initiative, we anticipate the number of patients
will increase and the people will choose SASMEC @IIUM as their chosen healthcare provider for
their treatments. It is hoped that these project initiatives also will enhance the image of SASMEC
@IIUM.

nitiator : Department of Public Relation
Project Leader : Sr. Nurdilaili Mohd Zain
Expected Result : SASMEC @IIUM as panel hospital for 3 company

16. THE D FOR LIFE
The D for life is one of the initiatives that aims to increase the patient’s safety, education for
students, provide research platform and sustaining the organizational income through a modern
technology in surgical area.

The objectives of the initiative are as follows:
1. Providing the opportunity for the medical student to have a better learning in

performing surgery;
2. Increasing the likelihood of successful surgery;
3. Giving better understanding regarding disease and procedure towards patient; and
4. Providing incomes through anatomical models production.

Initiator : Department of Emergency and Trauma
Project Leader : Asst. Prof. Dr. Mohd Syafwan Adnan
Expected Result : Training Centre and Increase Income Generation

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 43

17. INTENSIFY AND ENHANCEMENT OF 15 ICU BEDS WITH STATE OF THE ART FACILITIES
AND HOLISTIC SAFETY OF PATIENT

ICU is one of the most crucial area that needs to be well-occupied to increase the likelihood of
successful critical patient care in hospital. As four (4) years of SASMEC @IIUM operation since
2016, the number of patients are gradually increasing every year. Thus, ICU has come out with the
initiative of Intensify and Enhancement of 15 ICU Beds with State of the Art Facilities and Holistic
Safety of Patient in order to support the SASMEC @IIUM Strategic Direction for 2021 – 2022. This
initiative is a re�lect to the Protection of life and Protection of wealth in Maqasid Shariah as well as
aiming for the Good health and well-being of the SDG.

Initiator : Intensive Care Unit (ICU)
Project Leader : Matron Hanim Yati Hussin
Expected Result : 15 completed bed and 1 research

18. PSYCHOSOCIAL SUPPORT GROUP ACTIVITIES
Psychosocial Support Group activities involving meetings and activities of parenting and
caregivers of special needs and chronic psychiatric patients to have learning and coping outlet
skills and support in terms of care, hope and future wellbeing.

Initiator : Department of Psychiatry
Project Leader : Asst. Prof. Dr Nadzirah Ahmad Basri
Expected Result :

- Reduce number of defaults and walk in for follow up patients to Psychiatry Clinic
SASMEC.

- Reduce number of known follow up patients to Emergency Department SASMEC.
- Improvement coping skills and social support.

19. CLEAN HANDS CREATES GREENER GARDENS
The interactive education approach in delivering knowledge is important in order to ensure the
effectiveness towards the learner. During this pandemic period, Clinical Management Unit is
collaborating with the Infection and Prevention Control Unit and Department of Nursing to
educate the targeted student in providing the continuous sharing of knowledge regarding the
proper hand hygiene as well as raising the awareness of the new norms through an interactive
initiative.
44 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

Initiator : Clinical Management Unit (CMU)
Project Leader : Dr. Dina Syazana Ho Imran Ho
Expected Result : Promote proper hand hygiene and raise awareness of new norms

20. SASMEC @IIUM SLEEP LAB
Sleep is an important part of human physiology. Sleep problems cause sleep insuf�iciency and
contribute to many morbidities in children and adults. Therefore, it is important to treat sleep
insuf�iciency properly and sleep lab is an important component in diagnosing, treating and
managing these patients. Sleep is a multidisciplinary issue thus many disciplines are directly or
indirectly involved. These disciplines are Respiratory, Neurology, Psychiatry, Paediatric, ORL/ENT,
and Dental. The Sleep Lab Unit initially will utilize the Polysomnography (PSG) bought by SASMEC
5 years ago (ALICE 5, cost RM500000). The lab is situated at the Female Ward at level 5. The
consultant in-charge in administrative is Assoc. Prof. Dato’ Dr. Ahmad Fadzil. Speci�ic staffs will be
allocated for training to administer and interpret the PSG. The staffs include one Medical Of�icer/-
Science Of�icer, will be trained to be a Registered Polysomnographic Technologist (RPGST) and
thus quali�ied to manage the operation of sleep lab, and to score and interpret the sleep study. The
other is MA/MLT who will be trained to administer and monitor the PSG at night and titration of
noninvasive ventilation. The clinical oversight of patients during sleep studies will be designated
according to age either paediatric or medical. The expected date of operation is 1st January 2022.
At the moment there is only one sleep lab in HTAA to cater the whole of Pahang under the
Respiratory Unit, Department of Medical HTAA. The appointment for sleep study can go on for a
few months and not suitable for children. Thus, certi�ied sleep lab is imperative for a tertiary
hospital.

Initiator : Department of Paediatrics
Project Leader : Assoc. Prof. Dato Dr. Ahmad Fadzil Abdullah
Expected Result : Reduce mortality of sick children, improve their quality of life and
school performance.

21. BREAST CANCER AWARENESS
Awareness surrounding breast cancer is incredibly important as early detection, often through
screening, can catch the disease when it is most treatable. Due to the fact that early detection of
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department.

Initiator : Department of Surgery
Project Leader : Asst. Prof. Dr. Shahidah Che Alhadi
Asst. Prof. Dr. Noor Ezmas Mahno
45
SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

Expected Result :
- Increase In Breast Cancer Awareness Among Women In Kuantan.
- Increase Detection Rate and Earlier Intervention of Breast Cancer.

22. COLORECTAL CANCER AWARENESS CAMPAIGN
Colorectal cancer is a disease in which early detection is extremely important. Colorectal cancer is
increasing globally, but the potential for a cure is known to increase when it is discovered early.
Thus, through the same platform of cancer awareness, Department of Surgery also takes the
opportunities to provide the community with the Colorectal Cancer Awareness.

Initiator : Department of Surgery
Project Leader : Asst. Prof. Dr. Mohd. Nursharmizam Baharudin
Asst. Prof. Dr. Mohd. Yusof Sainal
Expected Result :
- Increase Awareness About Colorectal Cancer Among Kuantan Population
- Earlier Detection Rate and Earlier Intervention For Colorectal Cancer

23. DATA ON WALL, EASY FOR ALL
Disease classi�ication system is a system where diseases are grouped or classi�ied following
pre-determined criteria and according to standard rules and guidelines. International
Classi�ication Disease 10 edition (ICD 10) is a guideline established by World Health
Organization (WHO) which is globally used for reporting diseases and health conditions. Based on
the observation, physicians at Sultan Ahmad Shah Medical Centre (SASMEC @IIUM) are not
famil iar with the utilization of ICD 10. Due to that reason, awareness programme will be
conducted to undergo this matter. With this initiative, the physicians will get on know the
bene�its of implementation ICD 10 to the health care services.

Initiator : Department of Medical Record
Project Leader : Sr. Wan Nur Munirah Wan Abd Manan
Expected Result : To improve quality and ef�iciency of healthcare services

24. HEALTHY SLEEP, HEALTHY LIFE
A sleep study is a non-invasive, overnight exam that allows doctors to monitor you while you sleep
to see what’s happening in your brain and body. For this test, you will go to a sleep lab that is set up
for overnight stays—usually in a hospital or sleep center. While you sleep, an EEG monitors your
sleep stages and the cycles of REM and nonREM or NREM sleep you go through during the night,
46 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

to identify possible disruptions in the pattern of your sleep. A sleep study will also measure things
such as eye movements, oxygen levels in your blood (through a sensor—there are no
needles involved), heart and breathing rates, snoring, and body movements.
The data from your sleep study will usually be taken by a technologist, and later evaluated by your
doctor. This may take up to two weeks, a follow up will be scheduled to discuss the results.

Initiator : Department of Ear, Nose & Throat
Project Leader : Assoc. Prof. Dr. Zamzil Amin / Asst. Prof. Dr. Iylia Ajmal Othman
Expected Result :

- Comprehensive Sleep Lab (covering the state of Pahang and Southern (Terengganu)
- Early detection of SDB – reducing cardiovascular risks and complications

25. HEARING FOR ALL
This project will be the �irst comprehensive project in providing hearing rehabilitation in the state
of Pahang and southern Terengganu. Being a comprehensive hearing rehabilitation centre, the way
patients with hearing impairment being treated and managed will be transformed in which their
educational and social wellbeing will be improved. This project initiative will be a collaborative
effort between medical doctors, surgeons, audiologists, speech-language
pathologists and educational providers. Part of this project will include establishing a
self-sustaining NGO for awareness on hearing impairment and fund-raising activities.
The objectives are:
- To establish a dedicated cochlear implant team consisting of surgeons, audiologists and

speech-language pathologists
- To establish a sustainable revenue generation organization to provide assistance for

patients requiring �inancial assistance in getting cochlear implants
- To develops a comprehensive educational and rehabilitation system for children with

cochlear implants
- To publish research in the outcomes of patients with cochlear implants

Initiator : Department of Ear, Nose & Throat
Project Leader : Prof. Dr. Dinsuhaimi Sidek
Expected Result :

- Cochlear Implant Team of Pahang (covering states of Pahang and Terengganu)
- Newborn hearing loss detection at 1 month of age for all

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 47

26. MAKING PATIENT SMILE

Department of Medical Social Work (DMSW) is responsible to ensure the psychosocial needs of
patients, families and communities are met to achieve better health through practical
assistance such as �inancial assistance and support therapy such as emotional support. In order to
promote better quality and effective medical social work services, �inancial and non-�inancial
contribution from agencies are highly needed.
Making Patient Smile is an initiative to engage with potential agencies by promoting our services
through networking and achieving MoU/ MoA as the agreement to assist these patients.
We believe that Making Patient Smile will assist to promote better service and contribute towards
insan sejahtera through spirituality & values driven.

Initiator : Department of Medical Social Work
Project Leader : Sr. Khairunnisa Md Nizar
Expected Result : Increased in Total Patients Assisted/Increase in BOR

27. RAISING INCOME THROUGH HEALTHCARE SERVICES,
CONSULTANCIES AND RENTAL OF ASSETS

This initiative is aimed at sustaining SASMEC �inancially by offering solutions to wealth creation
and sharing amidst the economic challenges faced by SASMEC. The solution is deeply focused on
healthcare services, consultancies and rental of assets.

The key tasks will be concentrated in increasing the patients’ turnover, revising and
standardizing the charges over all teaching hospitals and providing more business
opportunities. The expected return for the expected year 2021 and 2022 is approximately RM 11.1
and RM 13.1 million respectively. This initiative falls under Equitable Prosperity.

Equitable prosperity is not con�ined to monetary perspective only, but also include values and
other treasures which may be intangible but make up a prosperous society.

Equitable means just (adil) and meets the basic requirement of the relevant strategic outcomes.

Equitable Prosperity ensures that no one is left behind in our strive to achieve a Sejahtera living for
the University community and the IIUM Vision & Mission.

48 SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022

Initiator : Department of Finance
Project Leader : Br. Ahmad Anwar Zaini Amat
Expected Result : Income generation RM 8.5 million (patient) / RM 1.5 million
(business)

28. TO ALERT EMPLOYEES TO THEIR BEHAVIOR AND ACTIONS
Employee monitoring is one of the best ways to maintain productivity, establish accountability and
keep track of working hours. However, it's only bene�icial when done correctly. Employee
monitoring can also lead to privacy issues, lowered employee morale and potential legal
complications.
When employees know that management is monitoring their performance and behavior, and that
management keeps track of what they do with their time, employees tend to be more focused and
less distracted in their work, which improves the overall productivity of the business.

Initiator : Of�ice of Legal and Governance Compliance
Project Leader : Sr. Suriani Sulong
Expected Result : Enhanced the image of SASMEC @IIUM, Improve performance of

the workers

29. MS ISO 15189 ACCREDITATION FOR THE DEPARTMENT OF PATHOLOGY AND
LABORATORY MEDICINE SULTAN AHMAD SHAH MEDICAL CENTRE

ISO 15189 is an International Standard for quality and competence in medical laboratories from
which Malaysian Standard adopt it as MS ISO 15189. A diagnostic medical laboratory accredited
with MS ISO 15189 is certi�ied to be competent and consistent with accreditation body
requirements for quality worldwide. The aim of this project is to obtain MS ISO 15189
accreditation for the Department of Pathology and Laboratory Medicine. The whole processes
require signi�icant time, efforts and most importantly �inancial support from SASMEC and hence
the university. All level of management from hospital administrators along with laboratory
management personnel (laboratory director, quality manager and document controller) and
technical personnel (technical manager, pathologist, science of�icer, medical aboratory
technologist and medical health assistant) have roles to play in MS ISO 15189. With full
commitment from both management and technical personnel, we are positive that we will be able
to obtain MS ISO 15189 by end of 2021 should the subsequent process are not limited by the
COVID19 pandemic.

SULTAN AHMAD SHAH MEDICAL CENTRE @IIUM | STRATEGIC PLANNING 2021-2022 49