Pelan Strategik KKM

MOH/P/PAK/438.
20(BK)-e
OF THE
MEDICAL
PROGRAMME
Ministry of Health Malaysia
2021 – 2025
“ Improving access to medical care, leaving no one

behind through strengthening, enhancement and
”
consolidation of medical services
STRATEGIC
FRAMEWORK
OF THE
MEDICAL
PROGRAMME
2021–2025
The process of developing this strategic framework
was coordinated by the Hospital Management Unit,
Medical Development Division
Strategic Framework of the Medical Programme,
Ministry of Health Malaysia (2021 – 2025)
ISBN 978-967-0509-19-8
eISBN 978-967-0509-20-4
MOH/P/PAK/438.20(BK)-e
© Hospital Management Unit, Medical Development Division 2020.

All rights reserved.
Published by
Hospital Management Unit

Level 5, Block E1, Complex E
Federal Government Administrative Centre
62590 Putrajaya MALAYSIA
Tel: +603-88831178
Website: www.moh.gov.my
The contents may be freely reproduced for non-commercial purposes

with attribution to the copyright holders.
*Most of the pictures featured in this publication were taken during

the COVID-19 pandemic. We would like to thank the Hospital
Directors and their teams at the National Cancer Institute, Putrajaya,
Hospital Kajang and Hospital Tengku Ampuan Rahimah, Klang in their
assistance in this matter.
Printed in Kuala Lumpur.
Printing edition, May 2020.

Table of Contents
Overview
ii Foreword by the Secretary-General to the Ministry of Health Malaysia
iv Foreword by the Director-General of Health Malaysia
vi Foreword by the Deputy Director-General of Health (Medical)
viii List of tables
ix List of figures
xi Executive Summary
xii Process of drafting the Strategic Framework
xvi Glossary of terms, acronyms and abbreviations
Who We Are
2 Introduction
4 Functions and Scope of the Medical Programme
4 > Secondary and tertiary care services
4 > Medical profession
5 > Nursing profession
5 > Allied health profession
5 > Medical care quality
5 > Health technology assessment
6 > Medical practice
6 > Traditional and complementary medicine
6 > Medical Aid Fund
7 Vision Statement
7 Mission Statement
8 Organisational Structure
What We Have Achieved

12 Achievements during the Eleventh Malaysia Plan (2016 – 2020)
12 > Expansion and development of hospital services
15 > Development of medical professions
16 > Improving quality of services
17 > Making patients’ safety as priority
17 > Embracing evidence-based and value-based practice
18 > Ensuring quality of private healthcare through regulatory activities
19 > Safeguarding medical practices through legislation
19 > Ensuring safe and quality practices of traditional and complementary medicine
20 > Preparing the healthcare system for future reform to improve access to healthcare coverage
21 > Management of COVID-19 pandemic
Table of Contents
What We Are Facing
25 Issues and Challenges
25 > Increasing economic burden and scarce financial resources
26 > Increasing burden of non-communicable diseases
27 > Emergence and re-emergence of infectious diseases
27 > Disaster and crisis management
30 > Sustaining national health indicators
30 > Changing sociodemographic
30 > Old health facilities and equipment
31 > Unmet human resource needs with increasing workload and complexity
31 > Rapid development of technology
32 > Intersectoral / Multisectoral collaboration and international commitment
32 > Increasing needs for better stewardship and governance in healthcare
34 > Maintaining quality and safety of services
34 > Rapid development of healthcare industry
35 > Research
Our Plan
38 Way forward
38 > Principles and Philosophy
38 > Objectives
38 > Strategies and priority areas
42 Implementation Plan for each Strategy
42 > Strategy 1: Strengthen healthcare services delivery in hospitals
54 > Strategy 2: Optimise resource management including facility, equipment and financing
58 > Strategy 3: Enhance capacity and capability of human resource for health
64 > Strategy 4: Strengthen governance and stewardship of healthcare system
72 > Strategy 5: Strengthen safety and quality in delivery of healthcare system
76 > Strategy 6: Leverage the use of information technology to improve efficiency
80 > Strategy 7: Promote safe and quality practices of traditional and complementary medicine
What’s Next
84 Monitoring and Evaluations
87 Conclusion
88 References
92 > Annex 1. List of Head of Divisions in the Medical Programme
95 > Annex 2. Drafting Committee
98 > Annex 3. Contributors
104 > Annex 4. Reviewers
FOREWORD BY
THE SECRETARY-GENERAL TO THE MINISTRY OF HEALTH MALAYSIA
ii | Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025
I am pleased to note that the Medical Programme has taken the initiative
to develop Strategic Framework of the Medical Programme 2021 - 2025.
OVERVIEW
The Framework will serve as a guide for the Medical Programme to
determine its direction especially in supporting the government initiatives
or policies in the coming years. The Ministry of Health aims to maintain
a world-class healthcare system, yet affordable and accessible to all.
Universal health coverage is our ultimate goal and the Medical Programme
WHO WE ARE
shall continue to play its crucial role to achieve that.
I believe careful consideration and detailed sustainability. I would like to also emphasise
discussions have been made to develop this the importance of constant and regular
framework and all relevant stakeholders monitoring and evaluation to ensure that
have been engaged. Therefore, I hope a this document is a living document. All
WHAT WE HAVE ACHIEVED

more thorough and detailed implementation strategies and plans shall be followed through
plan can be outlined to ensure the strategies and achievements shall be acknowledged.
can be delivered. Despite challenges such Similarly, unachieved goals and objectives
as escalating healthcare cost, increasing shall be carefully analysed and reassessed.
workload and disease burden, unpredictable The Ministry will continue to do its best to
circumstances such as pandemic and facilitate initiatives to improve our healthcare
crisis, we shall persevere and optimise our system.
resources. We must make way for innovative
solutions including using appropriate To end this note, I would like to extend my
technologies to improve our efficiency and congratulations to the Medical Programme for
effectiveness in our work. I also urge stronger developing the Strategic Framework of the
collaboration between all agencies under Medical Programme 2021 - 2025. I am sure
the Ministry and closer inter-ministerial that, with the cooperation and collaboration
WHAT WE ARE FACING

relationship in all efforts to achieve our of all relevant stakeholders, the goals we
goals. Such collaboration shall be encouraged aspire to accomplish will in time translate into
to promote resource optimisation and milestones of which we can be proud of.
Dato’ Seri Dr Chen Chaw Min

OUR PLAN
Secretary-General to the Ministry of Health

Malaysia
WHAT’S NEXT
Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025 | iii
FOREWORD BY
THE DIRECTOR-GENERAL OF HEALTH MALAYSIA
iv | Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025
As we embark into the year 2021 - 2025, Ministry of Health continues
to strive to work tirelessly to stay on course towards achieving WHO’s
OVERVIEW
Universal Health Coverage, Sustainable Development Goals and stay
true to the Astana Declaration. Although we have been making progress
in transforming the healthcare system to be more relevant, efficient,
effective, and responsive, nevertheless, the journey to a stronger, more
robust, accessible, affordable, high quality and sustainable healthcare is
WHO WE ARE
still very much an uphill course.
Our efforts in maintaining and improving wellbeing, prevention and early intervention,
health gains during the 11th Malaysia Plan with integration of all health sectors, into
were not without obstacles, both existing “clusters” of public-private healthcare service

as well as new ones. These challenges providers, could collectively drive innovation,
are increasingly complex, often spurred by increase access and affordability, improve
changing demographics and epidemiological quality, and lower costs through more
profiles, emerging and re-emerging diseases, efficient delivery models.
economic volatility and increasing healthcare
cost, among other factors. At the same time, Hence, I commend the Medical Programme in
with rapid socioeconomic development, taking the initiative to develop this strategic
comes a corresponding rise in people’s framework that takes a comprehensive,
expectations and demands for more and whole-of-system approach, incorporating the
higher quality health services. national and MoH’s vision, aligned with the
direction and national strategy for the 12th
The answer to address these challenges is one Malaysia Plan, as well as that of WHO.
where Ministry of Health envision a future in
which new business and care value-based Together as one Ministry of Health, we
WHAT WE ARE FACING

delivery models, aided by digital technologies, continue our journey in our commitment
may help to solve today’s problems and to in making UHC a reality. Equity to quality
build a sustainable foundation for affordable, healthcare is at the forefront of any decision
accessible, high quality healthcare. This vision we make. Working together, we can ensure
requires a philosophical shift in focus away every Malaysian has equitable access to
from one of patient-centred care (sick care) quality and affordable health services and
to one of person-centred care, which supports enjoy the highest attainable standard of
health as a basic human right for all.
OUR PLAN
Datuk Dr Noor Hisham Abdullah

Director-General of Health Malaysia
WHAT’S NEXT
Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025 | v
FOREWORD BY
THE DEPUTY DIRECTOR-GENERAL OF HEALTH (MEDICAL)
vi | Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025
I am delighted to share with you Strategic Framework of the Medical
Programme, 2021 - 2025. The strategic framework was developed with
OVERVIEW
the aim to further strengthen the delivery of secondary and tertiary care.
This framework supports the principles and objectives of existing strategic
direction including the current Malaysia’s Plan, Sustainable Development
Goals, Universal Health Coverage and the vision and mission of the
Ministry of Health.
WHO WE ARE
This framework sets the Medical Programme’s monitoring and evaluation mechanism to
direction for the next five years and serves as promote effective implementation of these
a guide and roadmap in our journey to make strategies.

hospital services more effective, responsive,
high quality, technology-driven, equitable My sincere gratitude to all the Programme
and affordable. In developing the Strategic officers and staffs for their active participation
Framework, we took serious considerations and commitment in the development of
of our past achievements and shortcomings the strategic framework. Let us continue to
in 11th Malaysia Plan. Moving forward, in the work together as a team in implementing
light of present and new challenges ahead, the Strategic Framework of the Medical
we put forward strategies based on three (3) Programme 2021 - 2025. With the full
principles. First, maintaining and enhancing cooperation and dedication at all levels
initiatives that have yielded successful including our colleagues in other Programmes
outcomes in addressing major issues. Second, in the Ministry of Health and with the
reviewing, refining and even innovating support of our partners from government
on-going initiatives that might have not agencies, private sectors, non-governmental
revealed desired outcomes. Third, developing organisations as well as the community,
WHAT WE ARE FACING

new strategies to deal with new issues and together we can make significant progress
challenges. We also give due attention to and deliver outcomes that will benefit the
people and the nation.
OUR PLAN
Datuk Dr Haji Rohaizat bin Haji Yon

Deputy Director-General of Health (Medical)
WHAT’S NEXT
Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025 | vii
LIST OF TABLES
13 ..... Table 1 Facilities Development under the Eleventh Malaysia Plan for the Secondary
and Tertiary Care Services
44 ..... Table 2 Implementation Plan and Activities for Programme Strategy 1
viii | Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025
OVERVIEW
WHO WE ARE
WHAT WE ARE FACING
LIST OF FIGURES
xii ..... Figure 1 Development of Strategic Framework of the Medical Programme, Ministry of Health
Malaysia (2021 - 2025)
2 ..... Figure 2 List of Services with Dedicated Code of Financial Activities under the Medical
Programme, Ministry of Health Malaysia
9 ..... Figure 3 Organisational Chart of the Medical Programme, Ministry of Health Malaysia
25 ..... Figure 4 Public Sector Health Expenditure by Functions of Health Care, 2017 (percentage, MYR
OUR PLAN
in million)
26 ..... Figure 5 Prevalence of Diabetes Mellitus, Hypertension, Hypercholestrolemia (2019) and
Common Causes of Death among Malaysian Adults (2018)
27 ..... Figure 6 Trends in Prevalence of Diabetes Mellitus among Adults in Malaysia, 2011 – 2019
28 ..... Figure 7 Major Crises and Disasters in Malaysia, 1996 – 2020
39 ..... Figure 8 Strategic Framework of the Medical Programme, Ministry of Health Malaysia (2021 -
2025)
WHAT’S NEXT
40 ..... Figure 9 Relationship between Issues & Challenges and the Seven (7) Programme Strategies
43 ..... Figure 10 Focus Areas under Programme Strategy 1 — to Strengthen Healthcare Services Delivery
84 ..... Figure 11 Proposed Timeline for Monitoring & Evaluation of the Implementation of Strategic
Framework of the Medical Programme, Ministry of Health Malaysia (2021 - 2025)
87 ..... Figure 12 Relationship between the Strategic Framework of the Medical Programme and Other
Major Policy Directions and International Committments
Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025 | ix
x | Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025
EXECUTIVE
SUMMARY
OVERVIEW
WHO WE ARE
As we move towards the next decade, there are many new issues and
challenges that await us. The secondary and tertiary care will continue to
play a pivotal role in the delivery of healthcare services in the country.
The Medical Programme of the Ministry of Health shall continue to stay
dynamic, effective, efficient and relevant especially in its approach
and strategies to ensure these issues and challenges can be addressed

accordingly, even though resources will continue to pose a challenge to
materialising all implementation plans.
Prior to developing our strategies in the next collaboration, international commitment,

coming years, the Medical Programme has development of health industry and research.
identified key issues and challenges and from Stewardship and governance in healthcare
these listings, strategies and implementation will be enhanced and maintaining quality and
plans were outlined and prioritised to guide us safety will continue to be among the main
in our work for the next five years. Changing agenda of this office.
socio-demographic, increasing prevalence /
incidence of non-communicable diseases and Seven (7) strategies have been identified
emergence and re-emergence of infectious with a total of sixty-one (61) implementation
WHAT WE ARE FACING

diseases are among major challenges to be plans; Strategy 1 — strengthen healthcare
anticipated in the coming years. Increasing services delivery in hospitals, Strategy 2 —
economic burden, scarce financial resources, optimise resource management including
rapid development of technology, old health facility, equipment and financing, Strategy 3
facilities and equipment and unmet human — enhance capacity and capability of human
resource needs are among important areas to resource for health, Strategy 4 — strengthen
be carefully addressed in managing resources governance and stewardship of healthcare
in health. The pandemic of COVID-19 which system, Strategy 5 — strengthen safety and
occurred at the time of writing this document quality in delivery of healthcare system,
shall remind us on the importance of Strategy 6 — leverage the use of information
continuous effort to prepare the healthcare technology to improve efficiency and Strategy
system including the hospital services as 7 — promote safe and quality practices of
OUR PLAN
well as the private healthcare facilities and traditional and complementary medicine.
services, to be effectively responsive to any Targets / indicators have also been identified
crisis or disaster. The Medical Programme for all implementation plans and these will be
will continue to play its roles in intersectoral carefully monitored and audited.
WHAT’S NEXT
Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025 | xi
PROCESS OF DRAFTING
THE STRATEGIC FRAMEWORK
ACHIEVEMENTS
SUES AND CHALLENG

IS ES
14
7 STRATEGIES
HEA
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T H
L P RO G R A M M
SITUA
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ison and Objective
61 IMPLEMEN
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PRINCIPLES &
PHILOSOPHY
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OBJECTIVES OF
STRATEGIC
TIV
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FRAMEWORK
D IC A
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Health Situational Analysis Local Commitment

TWG papers of 11MP TWG papers of 12MP
Malaysia Health System Research Report, MOH 11MP Mid Term Review
& Harvard School of Public Health, 2016 National Health Policy
National Health Morbidity Surveys (NHMS) 2016 - 2019 Government Policies eg. Wawasan
Keynote speeches by Prime Minister/ Health Minister/ Kemakmuran Bersama 2030
Director-General of Health
Input from Ministry of Economic Affairs, Health Minister
Input from State Health Offices, Hospitals International Commitment
Input from Heads of Services Universal Health Coverage (UHC) 2030
Input from other Programmes, Divisions Sustainable Development Goals (SDG)
Input from Private Health Sector Astana Declaration
Figure 1 Development of Strategic Framework of the Medical Programme, Ministry of Health Malaysia (2021-2025)
xii | Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025
Three (3) dimensions public-private collaboration in view of the double diseases
OVERVIEW
and health literacy, burden faced by our healthcare
were identified, in community empowerment system. Several other meetings
mid 2019, as pillars and mobilisation. The Medical thereafter resulted in the
to the country’s Programme participated in drafting of outline of the
numerous meetings between framework in preparation of a
Twelfth Malaysia Plan the months of June – workshop to develop a detailed
(12MP); economic September 2019 organised by plan of action.
WHO WE ARE
empowerment, the Planning Division.
At the end of the workshop
environmental In its course to develop which was conducted between
sustainability and social the strategic framework for 24 - 26 July 2019, a draft
re-engineering. strengthening the healthcare framework was developed and
services delivery, the Medical a refined draft was presented to
Health agenda was included Programme conducted several the Planning Division in August
engagement sessions with 2019. The Planning Division

under the dimension of social
re-engineering. The then all stakeholders throughout then presented to the Health
Ministry of Economic Affairs, the month of July 2019. The Minister on 5 September 2019
currently known as Economic sessions were attended by and the finalised approved
Planning Unit was the main key representatives from the draft of the healthcare
secretariat for the country’s Public Health Programme, framework was presented and
12MP, has identified and Dental Health Programme, submitted to the then Ministry
formed technical working Pharmaceutical Services of Economic Affairs in January
groups (TWGs) and focus Programme, all Divisions 2020. Five (5) main strategies
groups (FGs) comprising of under Medical Programme outlined in the main Ministry
key stakeholders from various and the Planning Division. of Health’s Twelfth Malaysia
Ministries, agencies and sectors External stakeholders were Plan preliminary framework for
including those from non- the university hospitals, healthcare will be described
governmental organisations the private sector and non- further in the later section.
WHAT WE ARE FACING

(NGOs) and private sectors in governmental organisations
its course to developing the such as the Malaysian Medical Realising the need for
document of the 12MP. Association (MMA), Association an inclusive, sound and
of Private Hospital Malaysia comprehensive plan for
The Planning Division of the (APHM), Federation of the Medical Programme
Ministry of Health served as the Private Medical Practitioners’ and to ensure the goals of
main secretariat coordinating Association Malaysia (FPMPAM), the 12th Malaysia Plan can
the development of the overall Pertubuhan Doktor-doktor be achieved, the Medical
framework for healthcare. Islam Malaysia (PERDIM), Programme spearheaded an
Several focus areas were Malaysian Pharmaceutical initiative to develop a strategic
identified, and the Medical Society (MPS), Malaysian framework of its own under
OUR PLAN
Programme was tasked Dental Association (MDA) the guidance and leadership
specifically to identify and and Malaysian Private Dental of the Deputy Director-
develop a strategic framework Practitioners’ Association General of Health (Medical).
for strengthening the healthcare (MPDPA) and other experts. The Hospital Management
services delivery. Other It was during the initial Unit, Medical Development
focus areas were, improving engagement session held Division was appointed as
population health outcomes, on 10 July 2019 that it was the lead coordinator for the
WHAT’S NEXT
environmental health and food decided and agreed upon that development of strategic
safety and quality, sustainable the approach in developing framework in December 2019.
healthcare financing, healthcare the strategic framework for Strategic framework of the
resources (human resource strengthening the healthcare Medical Programme gives more
and facilities), innovation services delivery would be focus on the development
and technology in health, based on diseases spectrum, of secondary and tertiary
Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025 | xiii
PROCESS OF DRAFTING
THE STRATEGIC FRAMEWORK
care services and other specific functions of stakeholders. Throughout the process of drafting
the Medical Programme including professional the strategic framework, consultations and
development, enforcement and regulatory work, communications with all stakeholders were done.
compared to the one initially presented to the
Planning Division. With the draft of the strategic framework
completed, refined and agreed upon by the
During the initial meetings chaired by the Head Working Committee in early March 2020, it
of the Hospital Management Unit, Medical was then presented to the Director of Medical
Development Division between January and Development Division and Deputy Director-
March 2020, seven (7) Programme Strategies General of Health (Medical) in mid-March 2020
were identified. Representatives of Divisions (11 and 13 March 2020, respectively). A meeting
under the Medical Programme participated in with all the Heads of Divisions was to be held
a series of discussions. These strategies were on the 16 March 2020 to obtain feedback for
further discussed and improved before they improvement. Due to the COVID-19 outbreak
were subsequently approved by the Deputy and the enforcement of Movement Control
Director-General of Health (Medical) for further Order, subsequent correspondences were done
deliberation. The strategies were developed in through emails. Additional feedback from the
keeping with the overall preliminary strategies Planning Division and heads of clinical services
of the Ministry of Health for the 12MP. A were further sought to ensure all stakeholders
Working Committee was formed, and permanent have been informed and given opportunity
representatives were appointed as coordinators to provide feedbacks and suggestions before
and liaison officers for each Division under the the framework was finalised and published.
Medical Programme. The final draft of the strategic framework was
finally approved on 19 May 2020, in a meeting
Subsequent weekly discussions were held, chaired by the Deputy Director-General of Health
throughout the month of January-February (Medical) and attended by the Directors and
2020, to deliberate further the implementation senior Deputy Directors of all Divisions.
plans, activities and indicators for each of the
seven (7) strategies. We also solicited inputs
from heads of clinical services and other relevant
Footnote Ministry of Economic Affairs, now known as

Economic Planning Unit (EPU) of the Prime
Minister’s Department
xiv | Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025
OVERVIEW
WHO WE ARE
WHAT WE ARE FACING
OUR PLAN
WHAT’S NEXT
Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025 | xv
GLOSSARY OF TERMS,
ACRONYMS AND ABBREVIATIONS
ACP Advanced Competency Programme

AHP Allied Health Profession
AIDS Acquired Immune Deficiency Syndrome
AMO Assistant Medical Officer
AMS Antimicrobial Stewardship
ART Assisted Reproductive Technology
BBIS Blood Bank Information System
BPH Benign Prostatic Hypertrophy / Hyperplasia
CABG Coronary Artery Bypass Graft
CBBP Cuti Belajar Bergaji Penuh (fully paid study leave)
CCIS Critical Care Information System
CDH Communicable Diseases Hospital
CENSSIS Centralised Sterilisation Supply Information System
CHD Congenital Heart Disease
CMI Casemix Index
COVID-19 Corona virus disease 2019
CPD Continuous Professional Development
CPG Clinical Practice Guideline
CT Computerised tomography scan
DG Director-General
DRG Diagnosis Related Group
EIS Executive Information System
EMR Electronic Medical Report
EMRS Emergency Medical Response System
ERCP Endoscopic retrograde cholangio-pancreatography
FG Focus Group
FMIS Forensic Management Information System
FPP Full Paying Patient
GDP Gross Domestic Product
HIRARC Hazard Identification, Risk Assessment and Risk Control
HIS Health Information System
HIV Human Immunodeficiency Virus
HHR Health Human Resource
HPIA Hospital Performance Indicator for Accountability
HTA Health Technology Assessment
ICT Information, Communication Technology
ICU Intensive Care Unit
IT Information Technology
IoT Internet of Things
LEAN Is a set of operating philosophies and methods that help create
a maximum value for patients by reducing waste and waits. It
emphasizes the consideration of the customer’s needs, employee
involvement and continuous improvement.
LIS Laboratory Information System
xvi | Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025
OVERVIEW
MaHTAS Malaysian Health Technology Assessment Section
MECC Medical Emergency Coordination Centre
WHO WE ARE
MENTARI Community Mental Health Centre
MERS Middle East Respiratory Syndrome
MERS-CoV Middle East respiratory syndrome coronavirus
MO Medical Officer
MPC Malaysia Productivity Corporation
MPSG Malaysian Patient Safety Goals
MS ISO 9001 Is defined as the international standard that specifies
requirements for a quality management system

MoH Ministry of Health
MSQH Malaysian Society for Quality in Health
MYR Malaysian Ringgit
NAT Nucleic Acid Amplification Testing
NCD Non Communicable Disease
NGO Non Government Organisation
NHMS National Health and Morbidity Survey
OECD Organisation for Economic Cooperation and Development
OHCIS Oral Health Care Information System
OOP Out-of-pocket
OSH Occupational Safety and Health
OSHA Occupational Safety and Health Act
OTMS Operating Theatre Management System
WHAT WE ARE FACING

PACS Picture Archiving Communication System
PHCAS Pre Hospital Care and Ambulance Services
PPC Paediatric Palliative Care
QMS Quality Management System
RIS Radiology Information System
RM Ringgit Malaysia
SARS Severe Acute Respiratory Syndrome
SDG Sustainable Development Goal
SE-IPS Supported Employment - Individual Placement and Support
SME Subject Matter Expert
TB Tuberculosis
TechBrief Technical Brief
OUR PLAN
TechScan Technical Scan report

T&CM Traditional and Complementary Medicine
THE Total Health Expenditure
TPC Tele Primary Care
TWG Technical Working Group
UHC Universal Health Coverage
WHO World Health Organisation
WHAT’S NEXT
11MP Eleventh Malaysia Plan

12MP Twelfth Malaysia Plan
Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025 | xvii
xviii | Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025
WHO
WE ARE
INTRODUCTION
The Medical Programme is by far the largest Programme under the technical arms of the
Ministry of Health Malaysia, complimenting the functions of other five (5) Programmes
namely the Public Health, Research and Technical Support, Dental, Pharmacy and Food
Safety and Quality.
The Medical Programme received MYR13.62 billion of operating budgets in 2019 or an average of MYR13 billion
per year between 2016 and 2019. This constitutes 54% of overall annual budget received by the Ministry of
Health. The budget of the Medical Programme was distributed to 30 Financial Activities as listed in Figure
1, covering a wide range of clinical specialties, subspecialties and other supporting services. 64% of doctors
(including medical specialists), 56% of pharmacists and 70% of nurses in the Ministry of Health (Kementerian
Kesihatan Malaysia, 2019) were placed under the Medical Programme. The 146 hospitals including eleven (11)
special medical institutions under the Medical Programme saw more than 2.6 million admissions in 2018 with 22
million outpatients’ attendances and 1.5 million daycare attendances (Ministry of Health Malaysia, 2019a).
Management of headquarters Ophthalmology Pharmacy & supply

& state health departments Otorhinolaryngology Dietetic & food
Hospital management Dermatology Cardiothoracic
Emergency & outpatient Neurology Nuclear medicine
General inpatient Nephrology Respiratory medicine
General medicine Neurosurgery Psychiatry & mental health
General surgery Urology Rehabilitative medicine,
Obstetrics & gynaecology Plastic surgery Traditional & complementary
Paediatric Radiotherapy & oncology medicine
Orthopaedic Diagnostic imaging Transfusion medicine
Anaesthesia & intensive care Pathology Forensic medicine
Figure 2 List of Services with Dedicated Code of Financial Activities under the Medical Programme, Ministry of Health Malaysia.
Source: Ministry of Finance Malaysia
2 | Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025
OVERVIEW
Secondary and tertiary care serves as an important Changes in sociodemographic profile, increasing
component in the delivery of healthcare services disease burden, limited resources including human
in this country. More than 70% of total health capital and higher public expectations are among
expenditure by the public sector were spent factors that will pose a great challenge to the
on curative care (Ministry of Health Malaysia, development of secondary and tertiary services in
2019b) compared to other functions of healthcare the future. Strategies to further enhance the services
WHO WE ARE
system such as public health services (including shall remain relevant to ensure future investments
health promotion / prevention), health personnel in health especially during the Twelfth Malaysia
education, ancillary services and research in health. Plan (2021 – 2025) will yield optimal outcome with
As the largest provider of the country’s healthcare meaningful impact. This document will highlight
services, the role of the Medical Programme of the significant achievements of Medical Programme
Ministry of Health in shaping the development of during the 11th MP and will further elaborate issues
secondary and tertiary services in Malaysia is pivotal. and challenges faced by the Medical Programme. A
The services have gone through much consolidation few strategies have been identified to address those

over the last decades with the development of new issues and challenges that will become a basis of
hospitals and special medical institutions, expansion setting priority areas in developing services in the
of specialty and subspecialty services, upgrading of coming years.
facilities including the use of current and appropriate
technologies, incentive package to healthcare
workforce and increase in budget allocation.
Operating Operating Budgets Overall Annual

Budgets 2019 2016–2019 Budget
MYR13.6 MYR13 54% 30
WHAT WE ARE FACING

billion billion FINANCIAL
PER YEAR ACTIVITIES
Percentage of MoH medical personnel in Medical Programme (2019)
64%
DOCTORS
56%
PHARMACISTS
70%NURSES
146
HOSPITALS
OUR PLAN
2.6 22 1.5
WHAT’S NEXT
In 2018
million million million
ADMISSION OUTPATIENTS DAY-CARE
ATTENDANCES
Strategic Framework of the Medical Programme, Ministry of Health Malaysia 2021 - 2025 | 3
FUNCTIONS AND SCOPE
OF THE MEDICAL PROGRAMME
The scope of functions of the Medical Programme are focused primarily on provision
and development of secondary and tertiary care services in the Ministry of Health
hospitals. However, it is important to note that there are many important elements
in the core functions of some Divisions under the Programme that extend beyond
the boundaries of hospital services. Medical Programme also has a huge role in
facilitating the private health sector to grow and maintain its standards through
regulating the private healthcare facilities and services.
Secondary and tertiary pressure due to both changing away from hospital-centric acute
contextual and structural factors care to a model that emphasise
care services tied to health system functions on accessibility, promotion of
such as financing, service delivery health, disease prevention and
The secondary and tertiary
and governance, the Medical effective management of chronic
level of care in hospitals
Programme will continue to steer debilitating illness, through
encompasses a spectrum of
a course towards developing a comprehensive community based
services from pre-hospital
better secondary and tertiary / outreach programme. This partly
care, emergency, ambulatory,
services. involves better integration with
diagnostic, therapeutic
including surgical-based our primary care counterparts.
The scope of specialty and
and medical-based services,
subspecialty services provided
intensive care, rehabilitative
by the Ministry’s hospitals
care to palliative care. The
extends beyond what was listed
Medical profession
Medical Programme envisions
in Figure 2. There were more
delivery of efficient, effective The Medical Programme is
than 70 services listed under
and quality healthcare with responsible for the development
the Ministry of Health’s Specialty
fundamental intentions to and implementation of policies,
and Subspecialty Framework
provide the patients with guidelines, recommendations and
for the Ministry of Health’s
early recovery, reducing regulations related to profession
Hospitals under the Eleventh
disability and preventing of medical doctors. This include
Malaysia Plan (Ministry of Health
premature death. The training programmes for
Malaysia, 2016) and the Medical
development of secondary housemen and medical officers
Programme will continue to
and tertiary healthcare is and continuous professional
consolidate the provision and
ever more crucial in the development programmes
development plan for these
coming years as the growing (CPD) for the medical doctors
services in the upcoming Twelfth
population ages and the serving the Ministry of Health
Malaysia Plan (2021 – 2025).
burden of disease continues hospitals. The Programme is
to increase with a shift also responsible for medical
The Medical Programme will shift
toward double burden of specialty and subspecialty
towards giving more emphasis
non-communicable and training, gazettement of medical
on person-centred care in its
communicable diseases specialists and other related
effort to improve the services.
(Boutayeb, 2010). While matters such as collaboration
One of the examples would be
the health system is under with the public and private
reorienting health service delivery
universities. The Programme is
OVERVIEW
WHO WE ARE
also involved in the planning of to this, it is important to note safe, effective, efficient and
placement of housemen, medical that the scope of the Medical high quality healthcare. The
officers and specialists to ensure Programme extends beyond the Programme enforces the Allied
the distribution of doctors are hospital services and covers other Health Professions Act 2016 [Act
in accordance with planning sectors in the healthcare system 774] and serves as the secretariat
and framework of services. The as well. For example, regulating for the Malaysian Allied Health
Medical Programme will continue the practice of nursing profession Professions Act Council (MAHPC).
to play its advocate roles to in the Public Health Programme
enhance career development of also falls under the responsibility
the medical profession within of the Nursing Division under the Medical care quality
WHAT WE ARE FACING

the Ministry of Health through Medical Programme.
various initiatives and incentives Healthcare quality and safety
which will then help to address is one of the fundamental
the issue of inadequate supply of Allied health profession cornerstones of our healthcare
skilled workforce in the country’s services. Progressing towards
healthcare system. Medical Programme is also achieving Universal Health
responsible for the governance Coverage, an improved access
and professional development must be accompanied by efforts
Nursing profession of 28 categories of allied health to improve the quality and safety
professions (AHP) within the of healthcare services. Medical
Medical Programme is responsible Ministry of Health, covering a Programme plays a pivotal role
OUR PLAN
for the development of the broad range of clinical, laboratory in ensuring a safe healthcare
nursing profession in the and public health services. system is attained through
Ministry through various means The Programme develops and implementation of appropriate
including formulating training implements strategies, policies, quality improvement and clinical
programmes, standards for guidelines, recommendations risk management activities.
practice, policies and also related to service delivery
planning for human resource and regulations for AHP. The
WHAT’S NEXT
supply and distribution to cater Programme also oversees the Health technology
the needs of healthcare services credentialing process, training
and competency evaluation,
assessment
delivery. The Programme is also
a lead agency for regulatory and human resources planning
The Medical Programme is
enforcement activities relating to and career development
currently driving not just
nursing profession. With regards pathway to ensure AHP deliver
evidence-based but also value-
FUNCTIONS AND SCOPE
OF THE MEDICAL PROGRAMME
based practices. The Medical for drafting new laws and practiced in a professional and
Programme produces health amending the existing laws ethical manner. The programme
technology assessment (HTA) related to healthcare services and will also continue to establish
reports through a rigorous, medical practices in the country. collaborative networks with local
multidisciplinary and systematic Regulating the private healthcare and international organisations
evaluation of properties, effects facilities and services is also done to enhance the development of
and / or other impacts of health through drafting and enforcement T&CM in the country.
technologies or healthcare of various Minister’s directives
interventions, which are then and Director-General’s directives
used to inform and guide the issued under the Act 586. Medical Aid Fund
policy and decision-making The Programme also manages
process of the Ministry as well potential medico legal cases The Medical Programme
as for public consumption. The involving government healthcare evaluates, from the technical
Programme also coordinates the facilities, including coordinating point of view, all applications
development and implementation and mitigating medico legal by the general public to obtain
of clinical practice guidelines litigation cases between MoH’s financial assistance from the
through a systematic method and facilities and Attorney-General Government’s Medical Aid
evidence-driven process, which Chamber as well as organising Fund for purchasing of medical
ultimately serve the clinicians and trainings and courses on medico equipment, rehabilitation
healthcare providers, with the legal awareness for personnel equipment and medicine
goal of optimizing and improving in MoH’s facilities. Taking into which are not provided by
the quality of patient care. It also account the government’s government hospitals. The
identifies and assesses new and call for encouraging foreign Fund may also consider giving
emerging health technologies or investment, medical tourism financial assistance on certain
healthcare interventions that will and public-private partnership, medical services not provided
likely have a significant impact the Medical Programme also by the government hospitals.
through its horizon scanning provides technical input and The Medical Programme also
activities and disseminates advisory to the policymakers on evaluates all applications from
relevant information to the matters related to liberalisation of government employees on
relevant authorities providing an healthcare services. financing and reimbursement of
early awareness and alert system expenses related to medication,
which are crucial to ensure an medical equipment, treatment
efficient, responsive and dynamic Traditional and of kidney disease, infertility
healthcare system. treatment, treatment at the
complementary medicine
National Heart Institution,
Malaysia is one of the few specialists treatment at private
Medical practice countries to regulate the hospitals, emergency treatment
diverse practices of traditional and medical treatment at oversea
The Medical Programme is heavily and complementary medicine hospitals and other services not
involved in regulating the private (T&CM) through the enforcement provided by government clinics /
healthcare facilities and services and implementation of the hospitals.
in Malaysia in accordance with Traditional and Complementary
the Private Healthcare Facilities Medicine Act 2016 [Act 775].
and Services Act 1998 [Act 586]. The Medical Programme
Apart from that, it also regulates oversees the integration of
the psychiatric services and traditional and complementary
facilities under Mental Health medicine practices into the
Act 2001 and regulates the national healthcare system in
practices of assistant medical effort to deliver holistic and
officers, optometrists, opticians comprehensive healthcare to all
and medical practitioners Malaysians. The programme will
practicing medical aesthetics. The continue to spearhead efforts to
Programme is also responsible ensure safe and quality T&CM is
OVERVIEW
VISION MISSION
STATEMENT STATEMENT
The vision of the Medical The Medical Programme will strive
WHO WE ARE
Programme is towards to ensure services delivered by
strengthening a healthcare our healthcare providers are of
system that is equitable, high quality, efficient, effective,
affordable, efficient, utilising comprehensive and fulfils the
appropriate technology, ensuring customers’ expectations. This
environmental sustainability will be achieved through a
and customer-friendly with due structured planning, monitoring,
emphasis on quality, innovation, coordination, evaluation and

improved health status and regulation, coupled with
respect as well as to encourage continuous measures of
individual responsibility and improvement relevant to the
involvement to improve quality of current developments in the
life. medical field. The Programme
will also ensure that services
are provided by committed,
compassionate, ethical, skilled and
professional personnel through
implementation of continuous
professional development
activities. Patient safety and
quality care will always be a
WHAT WE ARE FACING

priority.
OUR PLAN
WHAT’S NEXT
ORGANISATIONAL
STRUCTURE
The Medical Programme is led by the Deputy Director-General of Health (Medical).

There are five (5) divisions and one (1) unit under the Medical Programme, namely:
Medical Medical Nursing Allied Traditional and Medical

Development Practice Division Health Complementary Aid Fund
Division Division Sciences Medicine (Unit)
Division Division
Each Division is led by a Director to assist the Deputy Director-General to carry out all his functions as
mentioned in Section 2. At the level of State Health Departments, the Deputy State Health Directors
(Medical) are responsible to carry out most of the functions of the Medical Programme and are accountable
for the operational matters of all hospitals and special medical institutions in the state. There are 146
hospitals (including eleven (11) special medical institutions) and one (1) special institution (National Blood
Centre) under the management of the Medical Programme of the Ministry of Health. Each of these hospitals
and institutions is headed by a hospital / institution director.
OVERVIEW
DIRECTOR-
GENERAL OF
HEALTH
WHO WE ARE
DEPUTY
DIRECTOR-
GENERAL OF
HEALTH
DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR

(MEDICAL (MEDICAL (NURSING (ALLIED HEALTH (TRADITIONAL AND
WHAT WE ARE FACING

DEVELOPMENT PRACTICE DIVISION) SCIENCES COMPLEMENTARY
DIVISION) DIVISION) DIVISION) MEDICINE DIVISION)
MoH
HOSPITALS &
INSTITUTIONS
MEDICAL
OUR PLAN
AID FUND
Figure 3 Organisational Chart of the Medical Programme, Ministry of Health Malaysia

WHAT’S NEXT
WHAT
WE HAVE
ACHIEVED
ACHIEVEMENTS DURING
THE ELEVENTH MALAYSIA PLAN
(2016 – 2020)
The Medical Programme has played a major role in developing hospital services and
that includes developing the human resource for health and ensuring quality and
standards of care through various initiatives, enforcement and regulatory activities.
The Programme continues to embrace evidence-based and value-based practices
with an aim to improve efficiency and effectiveness of service delivery. The
Programme has also played a leading role in preparing the healthcare system for
future reform.
The Malaysian Government Expansion and There are currently 146 hospitals
introduced six (6) thrusts in the and one (1) special institution
Eleventh Malaysia Plan (11MP)
development of hospital (National Blood Centre) under
whereby improving wellbeing services the management of the Medical
(Thrust 2) for all, that include Programme. The hospitals are
addressing the need to create During the Eleventh Malaysia categorised into state hospitals
a healthy nation. During the Plan (11MP) 2016 - 2020, the (14), major specialist hospitals
mid-term review of 11MP, secondary and tertiary care (27), minor specialist hospitals
health agenda was again given services in the Ministry of Health (18), special medical institution
an emphasis under Pillar II on have continued to expand. (11) and non-specialist hospitals
enhancing inclusive development This is a result of continuous (76). Hospital Rembau and
and wellbeing. Under this pillar, support received by the Medical Women & Children Hospital Kuala
enhancing the healthcare delivery Programme to further develop Lumpur or currently known as
system (B3) and promoting noble the hospital services. Number Hospital Tunku Azizah were the
values and active lifestyle (B5) of MoH hospital beds have new hospitals completed and
were identified as strategies for increased by 3.3%, from have started their services under
Priority Area B on improving the 11MP. Hospital Kuala Krai
wellbeing for all. Three (3) main
41,089 in 2015 to 42,424 in is another new hospital built
indicators were used to reflect 2018. The same also applies under 11MP as a replacement
achievements under B3 which for beds in intensive care of the old hospital. Hospital
were bed to population ratio of units where the number Cyberjaya which is currently
2.0 beds per 100,000 population, have increased by 11%, from under construction is expected
doctor to population ratio of 450 703 in 2015 to 780 in 2018 to be completed by end of
doctor population per doctor and 2020. In addition to these new
emergency response time of less
(Anesthesia and Intensive hospitals, there were other
than eight (8) minutes (Ministry Care Services, 2019). Currently new complexes developed in
of Economic Affairs, 2018). These there are 1.9 beds to every 1,000 the existing hospitals such as
indicators were reviewed from Malaysian populations, below Hospital Putrajaya, Hospital
the initial 11MP targets; 2.3 beds than the target determined during Tengku Ampuan Rahimah Klang
per 100,000 population, one the mid-term review of 11MP. and Hospital Raja Permaisuri
(1) doctor per 400 population The Ministry of Health contributes Bainun Ipoh. The development
(Ministry of Economic Affairs, 67% of total hospitals beds in the of these complexes has allowed
2018). country. expansion of services such as
Type of Number of Date of
Project
OVERVIEW
project new beds completion
Obstetrics & New complex 61 February 2017

Neonatology Block,
Hospital Putrajaya
WHO WE ARE
Hospital Kuala Krai Replacement 268 May 2018
hospital
Woman & Child New complex 354 December 2018

Complex, Hospital
Tengku Ampuan
Rahimah Klang

Hospital Tunku New complex 600 December 2018
Azizah
Woman & Child New complex 404 August 2019

Hospital and
Cardiology Centre,
Hospital Raja
Permaisuri Bainun
Ipoh
Hospital Rembau New hospital 76 October 2019
Endocrine New complex 220 December 2020
WHAT WE ARE FACING

Complex, Hospital
Putrajaya
Hospital Cyberjaya New hospital 228 December 2020
Table 1 Facilities Development under the Eleventh Malaysia Plan for the Secondary and Tertiary Care Services
obstetrics, gynaecology, infertility, meet the needs for advanced screening, detection, diagnoses
neonatology, paediatrics, and complex management and treatment of various diseases
OUR PLAN
cardiology and endocrinology. The of diseases. These include especially cancers, cardiovascular
development of these hospitals computerised tomography diseases, cerebrovascular
and complexes were consistent (CT) scan machine, magnetic accidents, neurological, spinal
with the aspiration of the mid- resonance imaging (MRI) pathologies and many others.
term review of 11MP to improve machine, invasive cardiac
access to healthcare services laboratory, angiography In the 11MP, daycare services
through development of new machine, fluoroscopy machine, have been expanded to 135 MoH
WHAT’S NEXT
facilities (Ministry of Economic brachytherapy machine and hospital. Daycare procedures

Affairs, 2018). full field digital mammography (surgical or non-surgical) are
machine with total cost performed at either eight
During the 11MP, our hospitals implication of MYR112.7 million (8) dedicated or centralised
were further equipped with high (over a period of 2016 – 2019). ambulatory care centre or 127
impact medical equipment to These equipment has facilitated other non-dedicated facilities.
ACHIEVEMENTS DURING
(2016 – 2020)
Number of hospitals providing deliveries in 2010, Malaysia is a total of eighty-eight (88)

daycare surgical services in 2019 working towards achieving the MoH hospitals including
has increased to seventy-one (71) target set by WHO Sustainable sixty-seven (67) hospitals in
hospitals as compared to fifty- Development Goals to 8.7 per
100,000 deliveries by 2030.
Peninsular Malaysia, eleven
six (56) hospitals in 2015. Total
One of the strategies carried out (11) hospitals in Sarawak, nine
number of surgical and non-
by the Medical Programme is to (9) hospitals in Sabah offer
surgical procedures performed
establish pre-pregnancy clinics free Hepatitis C treatment
in eight (8) ambulatory at specialist hospitals. This is services as compared to
care centre has significantly to ensure health intervention only twelve (12) hospitals in
increased by 39% from services such as access to sexual
and reproductive health services
2017. These services are also
137,253 in 2015 to 191,015 in
and family planning are provided. delivered through health clinics
2019. The services expansion
can be seen in other specialised During the 11MP, all state within the hospitals’ locality
services such as ophthalmology, and major specialist hospitals and vicinity. A total of 146
nephrology, psychiatry, and more than 50% of minor health clinics across Malaysia
infectious diseases, palliative, specialist hospital have started
are now providing this service
obstetrics and haematology. providing the service.
compared to 25 clinics back in
Mobile cataract clinic which is
Hepatitis C has become a major 2018.
an outreach cataract service
has been expanded to a wider public health concern in Malaysia.
Current and future disease Palliative care services have
coverage especially the rural also been expanded through
areas. The mobile clinics have burden of hepatitis C infection
and its complications has been the provision of the Domiciliary
benefited many patients with Healthcare Program (home care
an increase of number cataract projected to continue to rise
and it is anticipated that the services of palliative patients)
surgery by 56%, from 4,996 in piloted at four (4) states with
2016 compared 7,775 in 2019. number of chronic hepatitis C will
continue to rise to reach 523,500 resident palliative specialists
At the moment, there are three residing in Kedah, Penang, Perak
(3) buses currently being used in 2039 if preventive, control,
treatment and care measures are and Selangor. The domiciliary
to provide the outreach services. services involved 26 health clinics
The Medical Programme has not enhanced (Ministry of Health
Malaysia, 2019c). Progression to in Selangor, ten (10) in Kedah,
also supported the expansion one (1) in Penang and two (2) in
of dialysis programme for the Hepatitis C complications such as
liver cirrhosis and hepatocellular Perak. The Medical Programme
treatment of patients with in collaboration with our partners
carcinoma not only incur greater
end-stage renal failure. A such as primary care, NGOs and
costs for treatment and care
total of 134 MoH hospitals but also leads to premature the community have spearheaded
and seventeen (17) primary mortality. By exploiting the the Community Mental Health
health clinics are providing patented invention of Sofosbuvir Centre (MENTARI) platform
tablet 400mg via the provision and Supported Employment -
haemodialysis services while
of Rights of Government under Individual Placement and Support
thirty-seven (37) hospitals (SE-IPS) programme nationwide.
Patent Act 1983 [Act 291], the
have continuous ambulatory During the 11MP, the MENTARI
cost of Hepatitis C treatment
peritoneal dialysis services has significantly reduced Centres have expanded from
with 15% of dialysis patients (RM1,164 - RM1,225 for a 12- twelve (12) centres in 2015 to
being on home dialysis. week treatment, an almost 100 twenty-six (26) centres in 2019.
Ministry of Health is committed per cent drop from existing Since its implementation, the
to reducing maternal mortality. treatment prices in Malaysia) SE-IPS program has achieved
With the current maternal through the use of generic more than 65% participation and
mortality rate of 26 per 100,000 successful employment.
version of sofosbuvir. Currently,
OVERVIEW
With the establishment ventilator) while the other of training slots for the master
of two (2) new stem cell 250 units were equipped with programme has been increased
transplantation services in 2016 Automated External Defibrillator from 926 in 2015 to 1,220 in
in Hospital Queen Elizabeth and Patient Monitor. Out of these 2020, whereas the slots for the
I, Kota Kinabalu and Hospital 500 ambulances, 325 units were subspecialty training programme
Sultanah Aminah, Johor Bharu, allocated to hospitals and 175 has increased from 146 in 2015 to
WHO WE ARE
besides Hospital Ampang and units for health clinics. However, 368 in 2020. Number of medical
Hospital Pulau Pinang, number at the end of 2019, we have yet specialists serving the Ministry
of haematopoietic stem cell to achieve the response time of Health has increased from
transplantation has improved. of 15 minutes for 50% of the 4,319 in 2015 to 5,649 in 2019.
Since the establishment of stem cases, largely due to the lack of The Medical Programme has
cell transplant services in 1999, manpower especially Assistant continued to spearhead initiatives
a total of 2,551 patients had Medical Officers, among other to retain the medical specialists.
undergone transplantations (both factors. Nevertheless, in the next This includes expansion of

autologous and allogenic) of five years, Medical Programme the Full Paying Patients (FPP)
which 36% were done during the will further strengthen the pre-
Scheme from two (2) hospitals
11th Malaysia Plan. hospital care and ambulance
service delivery. At present, to ten (10) hospitals during
Pre-hospital care and ambulance 43% of priority 1 cases achieved the 11MP. More hospitals are
service was one of the top response time of less than 15 expected to implement the FPP
priority areas in the 11MP. The minutes, below the target of Scheme in the upcoming 12MP
Emergency and Trauma Services 11MP. The Medical Programme as the Medical Programme works
Unit aims for a better ambulance will continue to lead the way closely with the Finance Division
response time whereby target to improve and rectify issues as to revise the Fees (Medical)(Full
ambulance response time for we move to the 12MP and this Paying Patient)(Amendment)
a priority 1 case is less than 15 includes addressing the issue of Order 2015. Since the
minutes, for at least 50% of these lack of manpower in pre-hospital introduction of the FPP scheme,
WHAT WE ARE FACING

cases. Collaboration with non- care services especially the the number of specialists enrolled
governmental organisations was assistant medical officers. for it has increased, reflecting
established such as with St. John the specialists’ receptiveness
Ambulance and Red Crescent towards the scheme. A new
Society to place ambulances Development of medical higher grade UD56 was created
in strategic hotspots especially to provide a better salary
during office hours to achieve
professions
scheme for medical specialists.
better response time. On top of
Development of the medical A flexi working hours was also
that, twenty-one (21) Medical
professions has been an introduced during the 11MP to
Emergency Coordination Centres
utmost priority to the Medical allow medical specialists to take
(MECC) were developed in
Programme. We believe that one day off per week and provide
collaboration with the Fire and
OUR PLAN
the quality and standards of opportunities for them to work
Rescue Department (JBPM) and
healthcare services is very in private practice or conduct
Malaysian Civil Defence Force
much dependent on level of research or teaching. A special
(APM); of these, seven (7) centres
competencies of our workforce allowance was also created for
were developed in the Klang
at all levels. During the 11MP, medical specialists who work in
Valley. During the 11MP, a total
we have seen some significant Sabah and Sarawak. Challenges
of 500 new ambulances were
progress made in developing of specialist attrition, mal
purchased to strengthen the
WHAT’S NEXT
medical profession including distribution and public – private

service, of which 250 ambulances
in increasing opportunities for integration needs to be addressed
were equipped with Advanced
specialty and subspecialty training in the upcoming 12MP. This is
Cardiac Care equipment (Manual
for medical doctors. The number to ensure the projected number
Defibrillator and Portable
ACHIEVEMENTS DURING
(2016 – 2020)
of specialists and subspecialists implementation of accreditation has been implemented not just at
for the next five (5) years can standards at the healthcare the hospitals, but also at the MoH
be achieved within the public facilities. The Medical Programme health and dental clinics.
sector. As of 2019, there were has undergone three (3) cycles
a total of 106,373 registered of QMS MS ISO 9001 certification Recognising the implications
and Medical Programme was and the need to address both
nurses where 71,499 are in
the first program in MoH that antimicrobial resistance and
the govt sector (MoH and has been certified with MS ISO infection control, several new
non-MoH) and 34,874 in the 9001:2015 through an audit by initiatives were implemented
private health sector. The total Standard and Industrial Research during 11MP, in addition to
number of registered assistant Institute of Malaysia (SIRIM) in ongoing surveillance activities. As
medical officers has increased 2019. Fourty-eight (48) MoH of 2019, 65 hospitals including
hospitals maintained their QMS State, Major Specialist and
since 2015, with an increase
MS ISO 9001 certifications. Minor Specialist hospitals have
of almost 7000, with 25,185 Increasing number of public established the Antimicrobial
registered AMOs in 2019 as feedbacks indicate that there Stewardship (AMS) team aimed
compared to 18,538 in 2015. is greater awareness of the to ensure the rational use
With the public health sector public towards the quality of of antimicrobials among the
being the main healthcare services provided in government healthcare personnel. In 2019,
hospitals. Data showed that Antimicrobial Resistance and
provider in Malaysia, majority
both inpatient and outpatient Infection Control programmes
of the AMOs were in MoH, customers are satisfied with the were audited by the Joint
triple the number than those service received across all type External Evaluation (JEE) from
in private sector. Allied health of MoH hospitals. During the the WHO and international
professionals with over 28 year 2019, 100% of hospitals expert team and the infection
categories of professions in and medical institutions have control component was rated
displayed the updated Ministry of as excellent, whereas for the
MoH had a cumulative number
Health’s Safety & Health Policy “One Health” antimicrobial
of 23,380 in 2015, and there and established the Safety & resistance component, was rated
was a gradual increase over Health Committee. Whereas for satisfactory.
the years to reach 24,196 in the implementation of Hazard
2019. Strategies on profession Identification, Risk Assessment
development shall be revisited and Risk Control (HIRARC) which Making patients’ safety
and re-evaluated thoroughly to require at least two (2) working
activities implementing it, 110
as priority
ensure strategies can be improved
in the upcoming Malaysia Plan. (76%) hospitals and medical
The Medical Programme has
institutions were successful
established the Malaysian Patient
in accomplishing HIRARC.
Safety Goals (MPSG) in 2013 as
Improving quality of Surveillance via Key Performance
part of its important initiatives to
Indicator too has been a culture
services in the MoH hospitals. It is directly
promote patient safety. The main
aim of the Goals was to outline
seen as a positive impact on
At the end of 2019, a total of key priority areas of patient safety
ensuring quality healthcare
seventy-one (71) out of 144 in Malaysia and to monitor the
services based on monitoring of
hospitals have been accredited by status of patient safety in the
chosen standards. Clinical Audit
the Malaysian Society for Quality country. Thirteen (13) goals were
activities too have seen a rapid
in Health (MSQH). Accreditation identified for hospitals and four
growth since 2017. At the end of
Unit also initiated the Training (4) goals for the health clinics
2019, a total of 31 MoH Specialist
of Trainers for 5th Edition MSQH and the Medical Programme
Hospitals have been certified as a
standards nationwide to spread will be monitoring all MPSGs
Pain Free Hospital status. Pain as
the awareness and facilitate the in the upcoming Malaysia Plan,
the 5th Vital Sign (P5VS) initiative
OVERVIEW
including in the private sector. As part of an initiative to increase technologies. Following this,
This is consistent with the quality of service and patient MaHTAS, Medical Programme
global commitment to patient safety, the Medical Practice started to conduct local economic
safety as discussed in the Division also published the evaluation through decision
72nd World Health Assembly “Guidelines On The Management analytic modelling and the first
Resolution 2019 (WHA 72.6 Of Medico Legal Complaints economic evaluation conducted
WHO WE ARE
resolution) entitled “Global in the Ministry of Health 2nd was on Tyrosine Kinase Inhibitors
Action on Patient Safety”. The edition” to help guide the medical as first line treatment for
1st World Patient Safety Day personnel on how to manage advanced non-small cell lung
and Seminar was conducted medico legal complaints against cancer. Following with, twelve
on 17th September 2019 in the government healthcare economic evaluation, three (3)
Kuala Lumpur following World facilities. In addition to that, budget impact analysis and
WHA 72.6 resolution. Since regular meetings and workshops four (4) financial implication
its establishment in 2013, were also conducted for MoH’s reports have been produced.

there has been tremendous staffs to increase their awareness Moving forward in supporting
increase in awareness of patient and competency with regards value-based healthcare, health
safety and in 2019, 94.2% to becoming expert witness, technology assessment with
of government healthcare preparation of inquiry report and economic evaluations will be able
facilities in Malaysia had handling of ex-gratia cases. to assist in the holistic approach
reported their Malaysian of healthcare policy and decision
Patient Safety Goals (MPSG) making by providing systematic
Performance. In addition, to Embracing evidence- information based on scientific
improve the awareness and evidence and patients’ values.
knowledge of patient safety
based and value-based
among junior healthcare practices With the rapid pace of health
professionals, a Mandatory technology innovations and
Patient Safety Awareness In the year 2015, collaborative inadequacy in its evaluation
WHAT WE ARE FACING

Course for House Officers in work on economic evaluation before introduction into the
Malaysia was established in for health technologies has been market, horizon scanning of new
2017 and as of 2019, a total initiated between Ministry of and emerging health technologies
of 15,348 house officers in Health and various local academic and healthcare innovations was
Malaysia had undergone the institutions such as Universiti introduced as part of MaHTAS,
course. An internal action plan Malaya, Universiti Sains Malaysia, Medical Programme activities
of emergency and disaster for Universiti Kebangsaan Malaysia in 2014. It was preceded by
the Ministry’s hospitals was and Monash University of Malaysia an exploratory survey on its
launched in August 2019 to to strengthen the component needs and expectations in 2013,
ensure the preparedness of the of economic evaluation for followed by the development of
healthcare facilities in the event health technologies. Among the a manual and pilot project from
of emergency and disaster. The earliest roles of this collaborative 2015 to 2016. To date, sixty-six
OUR PLAN
Medical Programme has also network was to come up with (66) reports have been produced
conducted patient safety project recommendations on the (22 TechBriefs and 44 TechScan)
using the LEAN methodology in acceptable cost effectiveness which looked into various fields
eight (8) hospitals with aim to threshold value for health of healthcare innovations, from
improve safety in the process of technologies which is deemed pharmaceutical products to
services delivery. At the global pivotal to promote the use of medical devices, which potentially
platform, Medical Programme cost-effective intervention, have a significant impact on
WHAT’S NEXT
was involved as part of a global to improve allocation of the the system. Various potential
expert panel to formulate a healthcare resources, to promote impacts of the said technologies
guiding principle in measuring transparency and consistency in and innovations were assessed
patient safety that took place in decision making and to facilitate systematically including
Salzburg, Austria. the price negotiation of health effectiveness, economical,
ACHIEVEMENTS DURING
(2016 – 2020)
organizational, societal, ethical other components namely centres and hospice. To ensure
and safety aspects. With its aim history, physical examination, these private healthcare facilities
to provide timely advice to allow assessment for warning sign, adhere and comply with the
appropriate implementation and / hemodynamic status, diagnosis, Act 586, regular monitoring and
or adoption of health technologies notification and monitoring. surveillance activities were carried
as well as to facilitate budgetary This and future similar CPG out in the form of visits, checks
planning, this will facilitate better adherence studies provide and audits.
informed and evidence-based valuable input with regards to
decisions among policymakers the strengths and weaknesses of “Handbook on Setting Up of
in the face of the scarcity of our CPG development as well its Private Hospitals in Malaysia:
resources and the complexity of implementation thus enabling Submission Process &
issues and challenges. us to improve and fulfil its main Harmonisation of Technical
objective that is to improve the Requirements” was developed in
Since 2016, MaHTAS, Medical quality of patient care. collaboration with the Malaysia
Programme has been conducting Productivity Corporation. It
Impact Monitoring Surveys on its In response to COVID-19 outlines requirements and
Health Technology Assessment pandemic, timely rapid mechanisms in submitting
and Technology Review reports assessments were conducted applications for establishment of
to determine the specific impact to inform decisions on private hospital and was highly
and the level of this impact of management of COVID-19. beneficial for the stakeholders,
those reports towards the various particularly the healthcare
aspects of the decision-making facility consultants, medical
process of those surveyed. These Ensuring quality of planners, private hospital
are done twice yearly and based operators and investors. The
on the recommendation put forth
private healthcare Programme’s efforts in engaging
by the report; recommended, through regulatory all stakeholders prior to amending
research purpose and not activities or drafting new legislation
recommended. The response rate were recognised by Malaysia
was excellent. For all types of Number of private healthcare Productivity Corporation and for
recommendations, each Health facilities and services licensed that, the MoH was awarded with
Technology Assessment and these recognitions; Completion
under the Private Healthcare
Technology Review reports exert of Regulatory Impact Assessment
its influence on the different Facilities and Services Act (RIA) (2018), Active Participation
aspects of the decision-making have increased by 17% in Unified Public Consultation
process which leads to further during the 11MP, from 9,705 (2019), and Adoption of National
action being done based on in 2015 to 11,388. Private Policy on the Development and
the recommendation forwarded medical clinics tops the list Implementation of Regulations
by those reports. As for CPG, with the highest number of (NPDIR) (2019).
the first CPG adherence study centres (72%), followed by
was carried out between 2014 private dental clinics (20%), Various workshops were also
and 2015 on the Malaysian private haemodialysis centres organized under the “Dealing
Clinical Practice Guideline on (4.2%), private hospitals (1.9%) with Construction Permits (DCP)”
Management of Dengue Infection and ambulatory care centres series throughout the countries
in Adults (second edition). The (0.9%). Other categories of during 11MP which received
result showed that the overall facilities licensed by the Medical overwhelming response from
proportion of adherence for the Programme include maternity attendees, comprising of private
eight (8) components of the CPG homes, nursing homes, hospitals operators, engineers,
varied across all settings; the psychiatric nursing homes, architects, medical planners and
highest being in the ‘investigation’ psychiatric hospitals, blood investors. The outcome of these
component compared to banks, mental health community workshops is reflected in higher
OVERVIEW
quantity of applications received with the advancement of medical positive economic and socio-
with increased compliance to Act practice and technologies. In cultural environmental impact
586, resulting in shorter duration addition, Medical Programme had by 2027. The growth of T&CM
to process the applications and completed two (2) Regulatory industry may create revenue
approvals / licenses are obtained Impact Analysis with few more worth RM 20 billion by 2027.
faster. in the pipeline. This is a new The T&CM Act 2016 [Act 775]
WHO WE ARE
requirement by the government was enforced on 1 August
On the other hand, private to ensure new legislation is 2016 and is currently being
hospitals also pressured the MoH justified and will not cause implemented in phases. The
to allow high-rise hospitals to be unnecessary burden. Traditional and Complementary
set up in Malaysia. In response Medicine Council was established
to that, the representatives from and convened its very first
the Medical Practice Division, Ensuring safe and quality meeting on the 16 January
together with MPC, Association 2017. Three (3) orders were
practices of traditional

of Private Hospitals Malaysia and successfully established under
Jabatan Bomba dan Penyelamat
and complementary the Act 775: The Traditional
Malaysia went on Fact Finding medicine and Complementary Medicine
Mission On The Process Of Order (Recognized Practice
Setting Up Private Hospitals (High Under the auspices of the Area) 2017 and the Traditional
Rise Development): Technical 11th Malaysia Plan (Strategy and Complementary Medicine
Specifications, Safety & Disaster 3 in Strategy Paper 18G), the Order (Designated Practitioner
Management System and Permit T&CM Blueprint 2018-2027 Body) 2017 & 2020. The first
Approval in Hong Kong on two (2) orders were enforced on
(Economic and Socio-Cultural),
8-12 April 2019. Subsequently, the 1 August 2017 and the third
as well as a preliminary on 11 February 2020. Two (2)
approvals have been issued to
several high-rise hospitals after Regulatory Framework and working committees have also
considering the aspects of patient Guidelines for T&CM Private been formed under the Council
WHAT WE ARE FACING

safety, as well as emergency Health Care Facilities and for accreditation assessment of
management plan. Services, were developed T&CM education programs and
regulation of Islamic Medical
based on the ambitions and
Practice.
aspirations of the T&CM
Safeguarding medical industry and the World Health During the 11MP, two (2) bilateral
practices through Organisation (WHO) Traditional technical meetings with the
legislation Medicine Strategy 2014-2023. Government of the People’s
These documents will further Republic of China and three (3)
The Medical Programme has catalyse the development of the bilateral technical meetings with
continued its role in safeguarding T&CM industry in Malaysia. It shall the Government of the Republic
the medical practices. During create an environment conducive of India on matters related to
OUR PLAN
the 11MP, the Allied Health for capacity and capability the field of traditional systems
Profession Act was gazetted in building, enhance business of medicine were conducted to
2016, the amended Medical Act competitiveness and encourage date. The strategic collaboration
1971 came into force in 2017 favourable investments within with China and India has assisted
and the Private Aged Healthcare T&CM industry. Malaysia in the enhancement
Facilities and Services Act 2018 of T&CM service provision at
[Act 802] was gazetted in 2018. MoH hospitals and has provided
WHAT’S NEXT
The T&CM Blueprint embarks on

A number of existing laws related a 10-year ambition to enable opportunities for education and
to healthcare professionals and T&CM in becoming a meaningful training, sharing expertise in
medical practices are being contributor to Malaysia’s regulatory matters and enhanced
reviewed in order to keep pace healthcare system and create opportunities for collaborative
ACHIEVEMENTS DURING
(2016 – 2020)
research. As part of the efforts were specialist hospitals. By end comparison and benchmarking
to ensure safe and quality T&CM of 2020, a total of forty-two (42) of quality and performance of
practices, the Medical Programme Clusters involving 145 of MoH health service delivery that will
has developed and revised a hospitals would be established consequently improve operating
total of six (6) T&CM practice nationwide. Through hospital efficiency and optimize
guidelines and has been involved clusters, the number of patients utilization of resources in
in eleven (11) research projects treated at specialist clinics at non patient care. The treatment cost
during the 11MP. specialist hospitals has increased estimation generated from this
from 50,000 to 70,000 in 2013 DRG helps policy makers to plan
compared to 2016 at pilot cluster necessary funding for hospitals.
Preparing the healthcare hospital (Central Pahang Cluster Seventy-one (71) hospitals have
Hospital, Melaka Cluster Hospital implemented DRG for inpatient
system for future reform and Tawau Cluster Hospital) and and daycare services under
to improve access to has increased bed occupancy rate the 11MP. Outputs from the
healthcare coverage (BOR) in underutilized hospitals MalaysianDRG application are
by 13%. currently retrievable from its
In preparing the healthcare Executive Information System
system for future reform, the The intention of introducing (EIS module) including list of
Medical Programme has taken lean management practices in DRG, severity of illness, average
the lead to re-engineer the public hospitals was mainly to cost per disease according
processes in managing hospital release latent capacity. Lean to DRG, and Casemix Index
and patients flow. These include management practices have (CMI). Casemix system will
the implementation of hospital facilitated hospitals to streamline be an important platform to
cluster, lean organization and work processes and procedures prepare the healthcare system
the use of case-mix system to enhance effectiveness and towards evidence-based budget
in performance and financial efficiency. This include optimising allocation system especially for
management. Cluster Hospital bed management, robust hospitals.
involves restructuring of MoH operation theatre scheduling,
hospitals from one (1) hospital as and promoting best practice Cluster and lean management
one (1) entity to Cluster Hospital treatment. Lean Healthcare in MoH hospitals were identified
as one (1) entity. Each Cluster initiative has been introduced to as key result areas for the 11MP
Hospital is formed through a MoH hospitals in 2013 and during and as measures to create a
combination of several hospitals the 11th Malaysia Plan, fifty-two sustainable healthcare system
in the same geographical location (52) hospitals have implemented under the mid-term review of
by involving at least one (1) Lean Healthcare Programme 11MP. Seven (7) clusters and
specialist hospital. Through in various departments. Since thirty-six (36) hospitals were
the establishment of a cluster its implementation, hospitals targeted for the implementation
hospital, all resources including have seen reduction in patients’ of cluster hospitals and lean
human resources, expertise, waiting time in specialists’ organisation under the 11MP
equipment, facilities and other outpatient clinics, during (Ministry of Economic Affairs,
resources can be optimized admission and discharge time. 2018). Through hospital clusters,
and shared by these hospitals. the non specialist hospitals
During the 11MP, hospital cluster Casemix or Malaysian Diagnosis have seen a significantly higher
initiative has been expanded from Related Group (MalaysianDRG) outpatients clinics attendance
three (3) pilot clusters to currently was developed by the Medical by an average of 12%-16%, and
twenty-five (25) clusters involving Programme with an aim to some have observed up to 80%
eighty-eight (88) MoH hospitals provide a patient classification increase via regular specialists’
nationwide. Of these, fifty- based on cost of treatment. The visits. This was in line with
three (53) were non specialist Diagnosis Related Group (DRG) the aspiration of the mid-term
hospitals, while the remaining also provides a mechanism for review of 11MP.
OVERVIEW
Management of COVID-19 were running as full COVID-19
pandemic hospitals and the rest were
in hybrid model. Twenty-six
At the time of writing, Malaysia’s (26) Low Risk Quarantine and
effort to control the transmission Treatment for step down care
centres for asymptomatic and
WHO WE ARE
of COVID-19 has shown
favourable result. Cases stood mild cases were also established
at 21 per 100,000 Malaysian including a centralised temporary
population, lower than other facility at Malaysia Agro Exposition
developed countries such as Park Serdang (MAEPS). The
the US, UK, Italy, France, Spain establishment of MAEPS Centre
and Singapore. Mortality rate was headed by National Disaster
COVID-19 was 1.6% of total Management Agency (NADMA).
cases compared to countries The Medical Programme played

like France (15%), UK (14.3%) an important role in planning and
and Italy (14%). At the time of running the facility with support
writing, the pandemic was still by various agencies especially the
ongoing and statistics mentioned Malaysian Armed Forces. The total
here may change towards the capacity of all COVID-19 hospitals
end of 2020 or even after the and the Quarantine and Treatment
implementation of the Movement Centres was more than 9,200 beds
Control Order. The Medical in April 2020.
Programme has played a pivotal
role to complement the role of The Medical Programme managed
the Public Health Programme to increase the capacity of
in controlling the pandemic. our hospital laboratories and
The Crisis Preparedness and contributed significantly to improve
WHAT WE ARE FACING

Response Centre (CPRC), Hospital turn around time for COVID-19
Services was established in March diagnostics. Capacity of intensive
2020 at Medical Programme care units was also enhanced
Headquarters at Level 7, Block during COVID-19 which included
E1 Putrajaya. The “war room” repurposing areas within the
was equipped with latest hospital to accommodate patients
communication technology to requiring intensive care, for
assist the Programme in its daily example in Hospital Sungai Buloh
response to the pandemic. The and Hospital Kluang Johor. The
Centre establish to facilitate Medical Programme has also played
decision making during crisis as an important role in strengthening
physical capacity through central
OUR PLAN
well as to move its machineries
at the state level especially in purchasing of various equipment
preparing hospitals to deal with for the pandemic such as
surge of cases. An IT platform ventilator, isopod, mobile digital
was developed to facilitate data x-ray machine, video laryngoscope,
collection and analysis was ICU beds, hospital beds, patient
presented on a special dashboard. monitor and many other items.
WHAT’S NEXT
Forty (40) hospitals including This has helped the State Health
two (2) university hospitals Departments and hospitals to be
better prepared their facilities to
were identified as COVID-19 respond to the pandemic.
hospitals, of which seven (7)
WHAT WE
ARE FACING
ISSUES AND CHALLENGES
OVERVIEW
WHO WE ARE
Increasing economic of THE and private sector country’s healthcare. The
burden and scarce contribution was 49% of annual economic burden
financial resources THE. Out-of-pocket (OOP) of diabetes to the public
spending accounted for a healthcare system for
There is concern regarding significantly high proportion example was estimated to be
the sustainability of of 38% of THE. Even though around MYR2billion (Idzwan
Malaysia’s healthcare system 70% of THE were spent on Mustapha et al., 2017) while
and its ability to meet the curative services, the largest the burden of end-stage

needs of the population; component compared to renal failure was estimated
given the demands on the other functions of healthcare to be MYR1.12billion per
healthcare services due to such as public health year (Ismail et al., 2019).
changing socio-demographic, services, administration With the rapid increase of
economics as well as and research (Ministry of incidence and prevalence of
evolving disease burden. The Health Malaysia, 2019b), NCDs as demonstrated in the
country faces several issues the secondary and tertiary National Health and Morbidity
and challenges in ensuring care services continue to Survey, the cost of treating
the financial sustainability face challenges to maintain these conditions and other
of the healthcare system. its services to the people. NCD-related complications
Malaysia’s total health Under-utilised or unutilised will continue to dominate
expenditure (THE) stood at facilities due to lack of staff the health expenditure and
4.24% of GDP in 2017, of and equipment, hospital put pressure on the country’s
WHAT WE ARE FACING

which 2.2% came from the congestions, brain drain healthcare system. The
government’s expenditure of medical specialist to escalating private healthcare
(Ministry of Health Malaysia, the private sectors are cost is also a major concern.
2019b). World average of hereditary issues that require Lack of regulation of fee
THE is between 9.4 – 10.0% sustainable strategies and and cost of healthcare at
of GDP (2010 – 2016) (The investments. The rise the private sector could
World Bank, 2018). The of NCDs is a long-term potentially burden the people
public sector contributed 51% economic threat to the and healthcare system.
OUR PLAN
70.60%
Services of curative care MYR20,713
Health programme 10.48%

administration MYR3,076
Public Health Services 7.35%

MYR2,157
Education & training of

WHAT’S NEXT
4.67%
health personnel MYR1,371
4.61%
Capital formation MYR1,352
2.28%
Other functions MYR669
Figure 4 Public Sector Health Expenditure by Functions of Health Care, 2017 (percentage, MYR in million)
Source: Malaysia National Health Accounts
1 in 5 Malaysian
Increasing burden of non- adults has diabetes
communicable diseases
The prevalence of non-communicable diseases
continue to rise in Malaysia, and it is among the
highest in ASEAN countries. It has been found
20
that 1 in 5 adults in Malaysia has diabetes or
equivalent to 3.9 million population. The 2019
National Health and Morbidity Survey (NHMS) 10
reported that the trend of diabetes has increased 11.2%
from 11.2% (2011) to 13.4% in 2015, and 18.3% 13.2%
in 2019. Also, 3 in 10 adults or 6.4 million people 18.3%
2011 2015 2019
in Malaysia have hypertension and only half of
Trend of diabetes
them are aware they have the disease. While 4
in 10 adults or 8 million adult Malaysians have
hypercholesterolemia, 1 in 4 of them are not 3 in 10 Malaysian adults
aware of their disease. Cardiovascular diseases have hypertension
such as stroke and coronary heart diseases, are the
leading causes of death in Malaysia and 1.7 million
Malaysians are currently living with three (3) major
risk factors which are diabetes, hypertension and
hypercholesterolemia (Ministry of Health Malaysia,
2019d). Neoplasms are also top five (5) causes of 4 in 10 Malaysian adults
death in MoH and private hospitals. In Malaysia, have hypercholesterolemia
injuries, including road traffic injuries, are one of
the top ten causes of hospitalisation and death
in MoH and private hospitals. In MoH hospitals,
diseases of the circulatory system were the
most common cause of death in 2018 (21.65%),
followed by diseases of the respiratory system
(21.06%), infectious diseases (12.80%), neoplasm
(11.82%) and others (Ministry of Health Malaysia,
7.1 million
Malaysians living with
2019a). NCDs also account for the cause for most
premature death in Malaysia. The WHO predicts diabetes, hypertension
that by 2020 depression (a mental illness) will be
the second leading cause of disease worldwide.
& hypercholesterolemia
The National Health Morbidity Survey 2015
revealed 29.2% of Malaysian adults 16 years and Common causes of death in 2018
above as having mental health problems (Ministry Circulatory system 21.65%
of Health Malaysia, 2015). The various risk factors Respiratory system 21.06%
related to NCDs is an increasing challenge. The
Infectious diseases 12.80%
National Health Morbidity Survey 2019 reported,
1 in 2 Malaysian adults are either overweight or Neoplasm 11.82%
obese, 26% of Malaysians are smokers, 25% of

adult population in Malaysia are not physically
Figure 5 Prevalence of Diabetes Mellitus,
active, alcohol consumption is at 11.8% while the Hypertension, Hypercholesterolemia
national prevalence for depression is 2.3% which is (2019) and Common Causes of Death
about half a million people in Malaysia. (Ministry of among Malaysian Adults (2018)
Source: National Health and Morbidity
Health Malaysia, 2019). Survey 2019 (NHMS 2019)
OVERVIEW
8.9 9.4
2019
WHO WE ARE
2015 5.1 8.3
undiagnosed
2011 4.0 7.2
diagnosed

0 1 2 3 4 5 6 7 8 9 10
Figure 6 Trends in Prevalence of Diabetes Mellitus among Adults in Malaysia, 2011-2019

Source: National Health and Morbidity Survey 2019 (NHMS 2019)
WHAT WE ARE FACING

Emergence and re-emergence of
Disaster and crisis management
infectious diseases
Over the years, there have been major disasters and
Malaysia is facing a double disease burden challenge crises that affected our nation which have claimed
where communicable diseases co-exist with lives and have had significant socioeconomic and
NCDs. The incidence of selected communicable health impacts. These include natural disasters,
diseases such as dengue, tuberculosis, HIV / AIDS, environmental crises and disease outbreaks. The
malaria and food poisoning and selected vaccine- Ministry of Health Malaysia will always remain
preventable diseases in particular measles, polio, vigilant and will further intensify efforts to
OUR PLAN
diphtheria is also on the rise. Threats from new strengthen and enhance our preparedness and
emerging infectious disease require vigilance. response capacity.
Constant surveillance is required, bearing in • Greg tropical storm battered Borneo’s west coast
mind, the large immigrant population. National in 1996 with 230 death.
capacity in disease surveillance, prevention, control • Cholera outbreak May 1996 with 607 cases
and response system still need to be further (total) out of which 476 were in Penang.
strengthened to meet the challenges brought by • Enterovirus encephalitis outbreak in 1997 caused
WHAT’S NEXT
changing disease patterns. This shall include the 31 deaths.

preparedness of hospital services in facing the • Nipah virus in Negeri Sembilan and Perak in
emergence and re-emergence of infectious diseases 1998-1999 recorded 265 cases with 105 deaths
in the Malaysian population. Our hospitals shall be • The 2002/03 SARS (Severe Acute Respiratory
equipped with the necessary support to respond to Syndrome) outbreak, caused by the SARS
national and global outbreak such as COVID-19 and coronavirus, claimed 774 lives out of the 8,096
SARS.
Greg tropical storm battered
Borneo’s west coast in
1996
with
230
Cholera outbreak death
May 1996
with
607
cases (total)
out of which 476
were in Penang Enterovirus encephalitis
outbreak in
1997
caused
31
deaths
Nipah virus in Negeri Sembilan
and Perak in
1999
recorded
265 2002/2003
cases
SARS outbreak,
caused by the SARS
coronavirus, claimed 774
lives out of the
8,096
people infected globally.
Malaysia reported
H1N1 Pandemic in 5 cases with 2 deaths.
2009
recorded more than
90
deaths
Genting Highlands bus crash on
21
with
August 2013
Floods disaster in 37
passengers killed
December 2014
especially in the East Coast,
affecting several MoH hospitals
and health clinics in six states,
with more than
200,000
people affected and 2012 - 2018
MERS-CoV infected more than
21 2,100 people in 27 countries,
1997
casualties killing 791 people. Malaysia

reported its first case of
MERS-CoV infection on
2 January 2018
people infected globally after it was first detected 200,000 people affected and 21 casualties.
in Beijing. Malaysia reported five (5) cases with • The Middle East Respiratory Syndrome (MERS),
two (2) deaths. a viral respiratory disease caused by a novel
• H1N1 Pandemic in 2009 recorded more than 90 coronavirus (Middle East respiratory syndrome
deaths. coronavirus, or MERS-CoV) was first identified
• Genting Highlands bus crash on 21 August 2013 in Saudi Arabia in 2012. It infected more than
with 37 passengers killed. 2,100 people in 27 countries, killing 791 people.
• Floods disaster in December 2014 especially in Malaysia reported its first case of MERS-CoV
the East Coast, affecting several MoH hospitals infection on 2 January 2018.
and health clinics in six (6) states, with more than • Zika virus outbreak in 2015 - 2016.
Zika virus outbreak in
2015-2016
OVERVIEW
Kuantan bauxite mining
disaster, due to the illegal
bauxite mining activities,
leading to soil, air and water
pollution, turning the
environment red with bauxite
particles with health hazards in
2015-2016
WHO WE ARE
Fire at Sultanah Aminah
Hospital, Johor in
2016
with
6casualties
Hand Foot and Mouth

Disease outbreak in
2018

Haze crisis in
2019
with nearly 2,500 schools
suspended and affecting at
Kim Kim river toxic least
pollution, due to illegal 1.7 million
students
chemical waste dumping,
releasing toxic fumes in
2019
with
5000
people including hundreds
of students and children
affected and closure of 111 Kuala Koh Measles outbreak in
schools in Pasir Gudang,
2019
WHAT WE ARE FACING

Johor.
with
15
deaths
COVID-19 was declared a
pandemic by WHO on
11 March 2020.
As of 28 May 2020, there
were 7,629 confirmed
cases and
115
deaths in Malaysia.
OUR PLAN
Figure 7 Major Crises and Disasters in Malaysia, 1996-2020
• Kuantan bauxite mining disaster, due to the • Kim Kim river toxic pollution, due to illegal
illegal bauxite mining activities, leading to soil, air chemical waste dumping, releasing toxic fumes
and water pollution, turning the environment red in 2019 with 5000 people including hundreds of
WHAT’S NEXT
with bauxite particles with health hazards in 2015 students and children affected and closure of 111
- 2016. schools in Pasir Gudang, Johor.
• Fire at Sultanah Aminah Hospital, Johor in 2016 • Kuala Koh Measles outbreak in 2019 with fifteen
with six (6) casualties. (15) deaths.
• Hand Foot and Mouth Disease outbreak in 2018 • COVID-19 was declared a pandemic by WHO on 11
• Haze crisis in 2019 with nearly 2,500 schools March 2020. As of 28 May 2020, there were 7,629
suspended and affecting at least 1.7 million confirmed cases and 115 deaths in Malaysia.
students.
obesity, injuries and accidents, case study and a wake-up call for
which are costly to treat have everyone to pay serious attention
emerged as leading causes of to the maintenance of buildings
morbidity and mortality. and safety measures in our health
Sustaining national health
facilities. There are 78 hospitals
indicators Despite being a highly vulnerable in the Ministry of Health aged
group, very limited attention more than 30 years old and
There has been slow or static is given to the elderly person’s therefore, proper maintenance
progress in the health status of healthcare and quality of life, in and upgrading is needed to
the population. For example, life particular the old folks home. make sure the state of our
expectancy for female and male Majority of the residences housing infrastructure stay relevant with
have remained static at 77.6 and elderly persons are unable to continuous expansion of services.
72.7 years old, below the average comply to the standards, neither Similarly, old medical equipment
of the developed countries the Care Centre Act 1993 nor Act especially those beyond economic
(Atun et al., 2016). The rate of 586, leaving most of the residents repair, including ambulances shall
mortality from avoidable causes living in suboptimal environment. be replaced to keep with the
in Malaysia was at 219.7 mortality On the other extreme, oversea latest development of technology.
per 100,000 population, way investors are flocking to set up Appropriate investment in medical
higher compared to average of retirement villages here due to equipment will not only promote
OECD countries at 95.1 mortality the harmonious environment patients’ safety and better clinical
per 100,000 population (Atun et and political stability as well outcome, it will also promote
al., 2016). There has also been as geographical safety in the cost effectiveness in medical
a slowing or static improvement country. With COVID-19 expected treatment or interventions.
of infant, neonatal and toddler to persist in the country, it is now Obsolete infrastructure in
mortality rates as well as crude an opportune time that more information technology shall
death rate over the last two focus and resources be allocated also be addressed to enhance
decades. to these long-neglected citizens efficiency in clinical management
of Malaysia. and administration. Replacement
and investment in non-
medical equipment shall also
be regarded as important as
medical equipment and require
proper planning. Replacement
Changing socio-
or upgrading of chairs at waiting
demographic Old health facilities and areas in hospitals for example,
equipment is an important component to
Malaysia is moving towards an enhance patients’ or clients’
aging population by 2040, where Physical infrastructures such as experience and improve
14.5% of total population would buildings, medical equipment satisfaction. It is no doubt that
be more than 60 years old. This and to some extent non- scarce resources are a stumbling
change in socio-demographic is medical equipment are essential block but proper planning
expected to put greater demand to ensuring safe, quality and and execution will enable us
on the healthcare resources effective delivery of healthcare to address the issue of old
to treat chronic diseases and services. The unfortunate incident facilities and equipment. This
often associated with multiple of fire at the intensive care unit requires concerted efforts and
morbidities. NCDs such as in Hospital Sultanah Aminah collaboration by various divisions
cardiovascular diseases, cancers, Johor Bahru in 2016 (Shah and under the Ministry of Health.
diabetes, mental health disorders, Ahmad, 2016) is an important
OVERVIEW
the specialty and subspecialty expected to be more complex
training programmes shall be as we embrace evidence-based
enhanced. Disparity of specialist and value-based medicine in our
remuneration between the private professional practices. Health
Unmet human resource and public sectors will continue economics, health technology
WHO WE ARE
to become a limiting factor in assessment and occupational
needs with increasing retaining highly skilled workforce health are among niche areas
workload and complexity in the Ministry of Health of specialty required to ensure
hospitals. Innovative solutions the running of the Medical
There is insufficient and unequal and incentive packages shall be Programme continues to be at
distribution of human resources further deliberated to encourage par with global standards and
particularly specialists between doctors to continue serving the practices.
public and private sectors. public sector. In parallel to that,

Increasing workload associated the existing workforce especially
with growing population, senior doctors and nurses shall
rapid urbanisation and greater be empowered with extended
complexity of diseases has put skills to optimise resources.
the healthcare system especially Implementation of Global
its workforce under pressure in
Rapid development of
Surgery Initiatives and Hospital
meeting with the needs of the Cluster initiatives for example, technology
population and their expectations. requires trained medical officers
The National Audit Department to perform certain essential There is an increase in demand
report in 2018 recognised surgeries at more district or rural for e-commerce, e-government
that the MoH hospitals were areas. Improving competencies services and virtual health
understaffed, underfunded and through more structured training services such as home doctor
overcrowded especially in certain programmes shall be given better services through apps, internet
pharmacy, teleconsultation and
WHAT WE ARE FACING

clinical departments (Aliman, emphasis in the coming years.
2019). Insufficient posts, stagnant others. This is because patients
career pathways especially for There is a need to look into find it convenient, cost efficient
highly skilled specialist doctors having adequate number of and time saving. However,
and uncertainties on scholarship trained personnel in medical currently there is no mechanism
opportunities for contract doctors law. This is to promote efficient to ensure that clients obtain
are among important challenges regulatory and enforcement quality services from qualified
that need to be addressed in activities within the Medical practitioners and issues related
the upcoming 12MP. As the size Programme. Implementation to patient’s confidentiality and
of the clinical services continue and enforcement of new laws ethics. Social media are at risk
to grow especially with the and statutes such as the Private of being abused to spread false
development of new health Aged Healthcare Facilities and claims and negativity on usage
OUR PLAN
facilities, these challenges are Services Act 2018 and Pathology of western medicine, vaccination
expected to be more complex to Laboratory Act 2007 require and other treatments. With
be addressed. Issues related to competent and well-trained the proliferation of devices
contract doctors shall be further personnel to ensure the laws (smartphones, wearables, drones)
deliberated and studied in terms serve their primary objectives. and Internet of Things (IoT),
of its long-term implications There is also an urgent need to big data analytics and artificial
including on supply of specialists improve competencies of medical intelligence, issues pertaining to
WHAT’S NEXT
in the public sector in the doctors in clinical governance safety, privacy and confidentiality,
future. Similarly, to meet the and public health practices. data governance and expertise
increasing demand for specialists Management of healthcare, need to be given attention.
and advance medical care, health policy and hospitals are
Apart from that, a small the importance of multisectoral

percentage of MoH hospitals collaboration in services delivery.
and health / dental clinics in
the country are equipped with The Medical Programme is
electronic medical records. Intersectoral / bound to support the Ministry’s
The systems include Health commitment to various
Information System (HIS), Multisectoral collaboration international agenda. These
Tele Primary Care (TPC) and and international include supporting the United
Oral Health Care Information commitment Nation’s Sustainable Development
System (OHCIS). Vertical and Goals (SDG) (Economic Planning
horizontal integration is yet to be Health is a responsibility of all. Unit, 2017) especially in
achieved fully, including public- Health sector cuts across various addressing the need to improve
private data sharing platforms. sectors and requires proactive life expectancy and to reduce
Moving forward, Malaysia participation. It is apt to mention children and maternal mortality
must benchmark against best that delivery of health services and also premature death due to
practices in other countries (e.g. is not merely a responsibility of NCDs. Furthermore, Malaysia is
Public Health England / Scottish the Ministry of Health but many committed to attaining universal
registry). Big data and real- parties in the public and private health coverage by 2030 and
world evidence are transforming sectors and non-governmental future strategies and plan of
healthcare in this era and the organisations. It would be a action of the Medical Programme
country needs an integrative great challenge for the Medical shall align with these agenda and
system that can capture and Programme in the coming years others including the World Health
manage data for purposes of to lead the way to engage and Assembly resolutions. The Medical
developing registries, disease promote participation of various Programme will continue to strive
surveillance, health economics, sectors in providing healthcare for better access to quality and
etc. Numerous health facilities services. Close relationship affordable curative care services
including health clinics, stores, with the armed forces is a towards achieving universal
pharmacies and kitchens need to good example of how different health coverage.
be maintained and refurbished sectors can come together to
optimally. ICT equipment and deliver more to the people. Apart from the above, trade in
systems that are obsolete Establishment of the Malaysia healthcare services is gaining
needs to undergo technology field hospital in Cox’s Bazar importance as a potential income
refreshment and system (Bernama, 2019) for example has generator for the country. This is
upgrades. Approximately 75% provided various opportunities for reflected in various international
of MoH hospitals and more than many not just in the Ministry of multilateral, regional and bilateral
90% of medical and dental clinics Health but also the health division free trade agreements which had
are manual. of the armed forces to learn and listed healthcare services as one
enhance skills and knowledge of the sectors for liberalisation.
Similarly, there is a need for in clinical management during
digitalisation of registration crisis, public health intervention,
and licensing process of private crisis management and others.
healthcare facilities and services. COVID-19 pandemic 2020 has
This would enable the applicants also brought together many
to submit applications easier agencies in the public and Increasing needs for
and faster while ensuring private sectors to manage the
transparency of the procedures. better stewardship and
outbreak. The establishment of
Since time is of the essence for COVID-19 Low Risk Quarantine governance in healthcare
the private sector, fast approval and Treatment Centres MAEPS
and accessibility to data would in Serdang (Khairulrijal, 2020) in Stewardship is one (1) of four
definitely reduce the regulatory April 2020 lead by the National (4) functions of a health system,
burdens, increase efficiency and Disaster Management Agency apart from other functions such
prevent corruption. (NADMA) was a reflection of as financing, resource generation
OVERVIEW
and service delivery (World Health due emphasis within the next five deliberated as to optimise the
Organization, 2013). As envisaged years. use of technology, without
by the WHO, stewardship focuses compromising on confidentiality
primarily on “the state’s role in The rapid expansion or and professionalism. The Medical
taking responsibility for the health development of laboratories Programme will continue to
and well-being of the population in Malaysia shall be regulated keep abreast with the latest
WHO WE ARE
and guiding the health system to protect the public at large. development on international
as a whole”(Travis et al., 2002). Uncontrolled and unguided commitments and agreements
Ensuring good governance and services will expose the public at to safeguard the interest of the
stewardship will continue to pose risk of unethical practices such profession, our country and its
a major challenge in the national as inappropriate or unindicated people.
health system and to the Medical laboratory investigations and also
Programme specifically. risk of unverified accuracy of Technology has enabled patients
test. Despite being gazetted in to obtain massive information

Debate surrounding technological 2007, Pathology Laboratory Act pertaining to medical care.
advancement and medical ethics 2007 has yet to be enforced. The Patients are becoming more
can be challenging. Assisted Medical Programme will continue aware of their rights and
reproductive technology, for to strengthen the regulatory have more tendency to make
instance, has brought about framework of this Act, in hope complaints or even take legal
arguments and differences in that it can be enforced with the action against the government.
opinion that complicate the next five years. The increasing trend in medico
process of drafting legislation legal litigation with high payouts
on the issue. Drafting the bill on Stem cell therapy and aesthetics by the courts, both involving
assisted reproductive technology are among examples of issues the government and private
requires firm policy direction that related to new technologies to sectors is worrying. In return,
shall consider the differences be addressed by the Medical doctors have started to practice
of perspectives by the various Programme in the coming defensive medicine and this has
stakeholders such as religious years. Safety of the patients increased indemnity cost. Without
WHAT WE ARE FACING

groups. Adequate understanding and personnel will always be a strategy and control measures,
of the issue is essence to ensure priority. The Medical Programme such practices and arrangements
effective implementation of also continues to address may increase healthcare cost in
the bill in the future. This bill challenges with regards to Malaysia in the long run.
is intended to address public drafting a new bill on organ and
concerns for example, the legality tissue transplantation. Ethical There is a tendency for the courts
of surrogacy, genetic modification considerations on living organ to accept the statements of the
as well as usage of embryonic donation, brain death, tissue expert witnesses indiscriminately.
stem cells for research. banking, organ allocation and The Medical Programme is
commercialisation of organ working to establish an Academy
Minimum standard for the private transplantation will continue to of Expert Witnesses to assist the
OUR PLAN
ambulance services is needed to pose challenges to the drafting court in medico legal litigations.
ensure quality and affordability process. High clinical workload and no
of services. It is imperative that additional incentives to the
ambulances shall be equipped Advancement of information government specialists has
with adequate equipment and technology in the new millennium resulted in many of our doctors
manned by trained personnel. has opened doors to innovative refusing to become expert
To ensure this, the Medical and different modes of practices witnesses.
WHAT’S NEXT
Programme is drafting a such as online advertising of

regulation to control stand-alone healthcare services especially Diverse and wide range of
private ambulances in Malaysia through social media, video traditional and complementary
through Private Healthcare consultation, artificial intelligence medicine practices in Malaysia
Facilities and Services Act 1998 and cloud-based medical records. is one of the main challenges
[Act 586] and this will be given Such practices shall be carefully in regulating and integrating
traditional and complementary in safety and quality. Wider need to be done to facilitate
medicine practices into our access to information including understanding and increase in
healthcare system. Lack of through social media, more knowledge of staff, followed by
governance and oversight over educated society and higher positive changes in attitude as
traditional and complementary public expectations need to be well as improvement in skillsets
medicine may risk patients acknowledged as some factors and practices. Accreditation and
especially those visiting traditional that will determine the way we ISO are essential in monitoring
and complementary medicine deal with our customers in the compliance to quality and safety
premises with suboptimal safety coming years. standards. A complete “PDCA
and quality standards, resulting (Plan-Do-Check-Act) Cycle” with
in poor health outcomes and Healthcare leaders at all levels effective risk reduction strategies
even endangering lives in need to rise to the challenge is a must to continue to achieve
some instances. The Medical of becoming good role models better quality and safer care. We
Programme acknowledges that are committed to the must endeavour to institutionalise
these issues and challenges in attainment and improvement of quality by ensuring that “Quality
stewardship and will continue its quality and safety. Quality and is everybody’s business”.
commitment to take a leading safety must also be made a key
role in safeguarding the interest strategy as well as operational
of all. priority in healthcare services.
Professionalism, creativity as
well as innovation should be the
prime movers for quality and Rapid development of
safety, especially in the situation
where the requisite resources are healthcare industry
Maintaining quality and limited. Human factors such as
the quality of work life of staff, With the healthcare industry
safety of services stress and fatigue, communication being among the most dynamic
issues and teamwork need to and rapidly growing industries
Attaining excellence in quality be effectively addressed if we in the world economy, it
and safety within our healthcare are to deliver better healthcare. has become a powerful
services requires a multi- Quality and safety need to be engine of economic growth.
pronged approach to improve “institutionalised” as an integral Looking at the local context,
its structures and processes to part of the organisation, which all three (3) key sub-sectors
achieve better patient outcomes. cuts across each individual within of the larger healthcare
The WHO has also highlighted all categories of staff. ecosystem, pharmaceuticals
that apart from accessibility, the and biotechnology, medical
quality of healthcare services is The existing quality and safety technology and health travel,
another important element in our programmes established by the have delivered stronger
endeavour to achieve Universal Medical Programme need to be performances relative to the
Health Coverage (UHC). Ensuring critically reviewed, analysed, larger, more traditional economic
safety and maintaining quality in strengthened and improved on a sectors such as automotive,
healthcare will continue to be a regular basis so as to make them agriculture and electronics.
major challenge to the Medical more user-friendly, practical, The growth of the healthcare
Programme. Hospital congestion, implementable and effective. industry in Malaysia has been
waiting time, prevention of Policies, guidelines and safe organic in nature and is primarily
adverse events, healthcare- operating procedures need to driven by domestic consumption
associated infection, antimicrobial be widely disseminated and of healthcare products and
resistance, complaints, and made known to leaders and services. However, medical /
medico legal cases are among staff. Various training modalities health tourism is currently one
important issues to be addressed
OVERVIEW
of the areas given importance “These challenges are increasingly
by the Government especially
in the promotion for oncology, complex, often spurred by changing
cardiology and fertility treatment. demographic and epidemiological
Malaysia has become one of profiles, emerging and re-emerging
WHO WE ARE
the popular destinations for
medical tourists seeking medical diseases, economic volatility, reduced
treatment and wellness services funding, and the ever-increasing
including aesthetic procedures healthcare cost, among other
over the recent years. As such,
in tandem with the promotion of factors. At the same time, with rapid
medical tourism and the concept socioeconomic development, comes
of private sector as a partner, the a corresponding rise in people’s

number of registered and licensed
private healthcare facilities or expectations and demands for more
services (PHFS) has and is steadily and higher quality health services”
increasing.
Research
Research in healthcare has high
value to society as it can provide
WHAT WE ARE FACING

important information about
disease trends and risk factors,
outcomes of treatment or public
health interventions, functional
abilities, patterns of care,
and healthcare costs and use.
Collectively, all forms of health
research have led to significant
discoveries, the development of and management (Cosgrove between public / government
new therapies, and a remarkable et al., 2013; Alexander et and private health sectors to
improvement in healthcare and al., 2007). It has also been achieve effective sample size
OUR PLAN
public health with resulting recommended that research and strengthening monitoring,
increased productivity of the agenda should have three tracking and follow up of
population contributes greatly to (3) core characteristics to patients involved in medical
the national economy (Johnson et ensure that research delivers research especially those
al., 2015; Nass et al., 2009). The actionable knowledge which in clinical trials. With the
notion of a continuously learning are meaning, utility and strengthening of Institute of
healthcare system is gaining innovation (Leslie et al., 2018), Clinical Research Malaysia,
WHAT’S NEXT
traction as a way to advance the which many current researches Malaysia aims to increase
objectives of high quality, patient- are still lacking. In the local and promote more local
centred care at reasonable cost by context, there is a need for and international research
integrating research into clinical more trained local researchers, collaborations and strengthen
care, healthcare service delivery increased collaborations its application in healthcare.
OUR
PLAN
WAY FORWARD
Principles and Philosophy

In developing of this strategic framework, Taking into consideration international
we put forth strategies based on three (3) commitments and various local policy direction,
broad principles and philosophy; 1) to the overall objective of the Strategic Framework
sustain successful implementations and of the Medical Programme (2021 – 2025), is to
to replicate to other areas; 2) to review improve access to medical care, leaving no one
and revise previous strategies which were behind, through strengthening, enhancement and
ineffective to address unresolved issues consolidation of medical services.
and, 3) to develop new initiatives to address
new or emerging issues.
Strategies and priority areas
Objectives
Formulation of Strategic Framework of the
Based upon our international commitments, Medical Programme is streamlined with the
general objectives of this strategic principles and philosophy of the main strategies
framework are to improve population of the Ministry of Health Malaysia. The Ministry
health, in line with the United Nations’ of Health has identified four (4) main outcomes
Sustainable Development Goals (SDG) and for Twelfth Malaysia Plan; 1. sustainable,
Universal Health Coverage (UHC) by the equitable and affordable healthcare, 2. reduced
year 2030, and to stay true and committed preventable mortality and morbidity, 3. person-
to the Astana Declaration. centred integrated care and 4. enhanced
adoption of healthy lifestyle. With the theme
While, in the local context, specific “Invigorating Healthcare Towards A Progressive
objectives were established to be in line Nation”, MoH has outlined five (5) preliminary
with major government’s policy direction strategies to achieve the outcome and the
including the Shared Prosperity Vision strategies are S1: restructuring healthcare
2030, the national health reform agenda, delivery system, S2: strengthening governance
the previous 11th Malaysia’s plan and and stewardship, S3: reforming health financing,
preliminary strategies of the 12th Malaysia S4: enhancing digital trajectory and value-based
Plan. The Ministry has given emphasis innovations and S5: empowering individuals,
to various reform agendas in healthcare families and communities.
system including restructuring the system,
creating a robust financing system, better With primary aim to further develop the hospital
public-private partnership, and seamless services and also to better execute its functions
integration between primary and secondary as described in the earlier sections, the Medical
care. The Ministry has also given emphasis Programme has identified seven (7) strategies for
not only on evidence-based medicine but the upcoming five years (2021 - 2025), following
also on value-based medicine and opened which a total of sixty-one (61) implementation
for more innovative solutions including plans and 176 activities will be carried out in
digital technology. phases.
OVERVIEW
STRATEGY
1
Strengthen healthcare
services delivery in
hospitals
WHO WE ARE
Optimise resource
STRATEGY
2 management including
facility, equipment and
financing

STRATEGY
3
Enhance capacity and
capability of human
resource for health
STRATEGY
Strengthen governance
4 and stewardship of
healthcare system
WHAT WE ARE FACING

STRATEGY
Strengthen safety and

5 quality in delivery of
healthcare system
STRATEGY
6
Leverage the use of
information technology
to improve efficiency
OUR PLAN
STRATEGY
7
Promote safe and quality
practices of traditional and
complementary medicine
WHAT’S NEXT
Figure 8 Strategic Framework of the Medical Programme,

Ministry of Health Malaysia (2021-2025)
Issue & Challenge 1:
WAY FORWARD Increasing economic
burden and scarce
financial resources
Increasing burden of
non-communicable
diseasese

Emergence and
re-emergence of
infectious diseases

Disaster and crisis
management

Sustaining national
health indicators

Changing socio-
demographic

Old health facilities
and equipment

Unmet human resource
needs with increasing
workload and complexity

technology

Intersectoral / Multisectoral
collaboration and
international commitment

Increasing needs for
better stewardship and
governance in healthcare

Maintaining quality and
safety of services
healthcare industry

Research
Strategies and implementation plans are described in
summary in the following sections and details of other
implementation plans and activities identified under
each strategy are also outlined. These strategies with the
OVERVIEW
implementation plans and activities will address issues
and challenges identified and the relationship between
them is shown in the diagram below.
WHO WE ARE
Strategy 1: Strengthen healthcare services
delivery in hospitals

Strategy 2: Optimise resource management
including facility, equipment and financing
STRATEGIC FRAMEWORK PLAN MEDICAL PROGRAMME

61 Implementation Plans & 176 Activities
Strategy 3: Enhance capacity and capability
of human resource for health
Strategy 4: Strengthen governance and
WHAT WE ARE FACING

stewardship of healthcare system
Strategy 5: Strengthen safety and quality

in delivery of healthcare system
OUR PLAN
Strategy 6: Leverage the use of information

technology to improve efficiency
WHAT’S NEXT
Strategy 7: Promote safe and quality practices

of traditional and complementary medicine
Figure 9 Relationship between Issues & Challenges

and the Seven (7) Programme Strategies
IMPLEMENTATION PLAN
FOR EACH STRATEGY
Strategy
Strengthen healthcare services
1 delivery in hospitals
D
evelopment and delivery of secondary and tertiary care services shall remain relevant to address
the current issues and challenges of the country’s healthcare system. Strengthening healthcare
services delivery in hospitals will involve preparing the existing facilities and services to address
the increasing double burden of non-communicable and communicable diseases. Prevention and
control of diabetes mellitus, hypertension, coronary heart disease, cerebrovascular disease, chronic
kidney disease and other common complications of non-communicable diseases will be given
emphasis in the Twelfth Malaysia Plan. Improving access to acute care for ischaemic stroke through
thrombolytic therapy, increasing capacity of interventional cardiology services, promoting peritoneal
dialysis and improving the rate of kidney transplantation are among measures to address the non-
communicable diseases. Management of diabetics and hypertensive patients seen in hospitals will
be improved and this include establishing a better networking with the primary care counterparts
through the Enhanced Primary Healthcare Initiative (World Health Organization, 2019) and the future
hospital cluster framework. The Medical Programme envisions a seamless care of patients between
health clinics and hospitals to promote better outcomes in secondary and tertiary prevention of
diseases. A comprehensive strategic framework to enhance the clinical management of patients
with diabetes and hypertension will be proposed that will involve various experts and stakeholders,
working together to achieve better clinical outcomes. Mental health and cancer treatment will
be given special focus in our effort to address non-communicable diseases. MENTARI community
outreach programme for psychiatric patients will be expanded. Access to cancer treatment especially
for various diagnostics and therapeutic procedures is an important issue to be further addressed to
ensure patients receive appropriate interventions timely.
At the time of writing, the health system at all levels were occupied with the global outbreak of
COVID-19 for which Malaysia was praised by WHO for its preparedness and public health interventions
to contain the virus (Bernama, 2020; The Star Online, 2020). The Medical Programme will continue
to play its part in ensuring the hospital services are prepared to manage potential emergence of
new infectious diseases in the future. Hospitals shall be equipped with appropriate level of isolation
and quarantine facilities and the healthcare workers shall be protected through adequate supply of
personal protective equipment when dealing with such incidences.
With current new world scenario on COVID-19, currently, MoH is converting existing hospitals to
be treating hospitals for COVID-19. We managed to transformed these hospitals to cater for this
pandemic. However, it is timely that Malaysia needs at least one (1) centre for communicable
diseases like a National Cancer Institute. This centre - Communicable Disease Hospital (CDH) is
dedicated to the diagnosis, treatment and prevention, as well as education and research on infectious
diseases, focusing on tuberculosis (TB), respiratory diseases and other infectious diseases including
leprosy, MERS, influenza, measles, hepatitis, HIV, other complicated communicable diseases and any
emerging and re-emerging infections especially the present COVID-19. The CDH can be set up either
by using existing suitable hospital through refurbishing or setting up a new building.
In our effort to improve response time to emergency situations, the pre-hospital care and ambulance
services will be strengthened especially in terms of its capacity and coverage. Women and children
health will continue to be part of our priority with focus on improving access to critical care for
the paediatric patients and enhancing the reproductive assistive technology services. The Medical
Strategy
OVERVIEW
WHO WE ARE
Clinical Non-communicable
support diseases

Focus Areas under
Programme Strategy 1
Aging
to Strengthen
Healthcare Services Communicable
population diseases
Delivery
WHAT WE ARE FACING

Pre-hospital
care & crisis Women and
preparedness children health
Figure 10 Focus Areas under Programme Strategy 1 — to Strengthen Healthcare Services Delivery OUR PLAN
Programme will also look into improving access to care for special paediatric groups such
as patients with rare diseases and newborns with hearing problems. The hospital services
will be prepared for an aging population. Strengthening the geriatric services will involve
addressing the need of specific problems related to aging including osteoporotic related
WHAT’S NEXT
injuries, dementia, cataract, rehabilitation and urinary issues.
Clinical support services are integral components of the hospital services. The laboratory
services will be consolidated, and better networking of the existing services will be encouraged
to optimise the use of resources. Safety and quality of blood products will be improved
through strengthening of the transfusion medicine services. Capacity of forensic laboratory
service will also be addressed through regionalisation of the services.
Table 2
Implementation Plan and Activities
for Programme Strategy 1
Programme
Strategy Strengthen healthcare services
1 delivery in hospitals
Implementation Activity / Initiative

Plan Target / Indicator Division
1 To enhance the Establishment of new At least 2 interventional Medical

delivery of centres to improve cardiac laboratories in each Development
cardiac services accessibility to treatment region. Division
To enhance effectiveness Mortality rate of elective Medical

of cardiac services CABG less or equal 2% Development
Division
At least 70% of urgent CHD

cases undergo intervention /
surgery in less than 2 weeks
At least 70% of semi-urgent

CHD cases undergo
intervention / surgery in less
than 1 month
At least 90% high risk acute

coronary syndrome cases
undergo cardiac
catheterization within the
same admission
2 Increasing To strengthen
management of ischaemic
Percentage of ischaemic
stroke patients receiving IV
Medical
Development
accessibility and
quality of care for stroke patient by thrombolytic therapy (IV Division
stroke patient improving thrombolysis rt-PA), ≤35 minutes of CT
treatment services in MoH brain initiation
hospitals
Establishing stroke Stroke Stepdown Care Medical

rehabilitation program to Programme to be established Development
reduce complication in in 2 state hospitals per year Division
stroke patient
Allied Health
Sciences Division
Nursing Division
Strategy
OVERVIEW
3 Optimizing care of To promote peritoneal Increase home dialysis from Medical

patients with dialysis preferred policy 15% to 30% by 2025 Development
WHO WE ARE
end-stage renal to outweigh the burden Division
failure on haemodialysis i.e.
home-based dialysis
Expansion of services by Number of new haemodialysis

number of nephrologist centres in government
and haemodialysis centre facilities
for better access

Increase number of new 5 new transplant cases per
kidney transplant million population
patients per year
4 Increasing To optimise the existing Reduce waiting time between Medical

accessibility and centres providing diagnosis and initiation of Development
quality of care for Radiotherapy, Nuclear therapy Division
cancer patient Medicine and PET
(adult & paediatric Oncology services Increase in survival rate of
population) cancer
To shorten waiting time Percentage of patients who
WHAT WE ARE FACING

for diagnostic / were started on radical
therapeutic procedures radiotherapy for
for cancer patients nasopharyngeal cancer within
through public-private (<) 4 weeks from the date of
partnership CT-simulation
5 Improving To improve accessibility Establishment of new Medical

accessibility, to rural areas in Sabah MENTARI centres in Sabah Development
effectiveness and and Sarawak through & Sarawak Division
quality of the Cluster initiative
psychiatric
services in To enhance mental Number of collaboration
OUR PLAN
Medical health service delivery for each psychiatric unit /

Programme and strengthen current MENTARI
community psychiatric
outreach programme
(MENTARI) through
multiagency collaboration
including NGOs
WHAT’S NEXT
To enhance service Defaulter rate among Medical

delivery through psychiatric outpatient less Development
improving waiting time than 10% Division
and defaulter tracing
More than 90% of
patients with waiting time
< 90 min
Table 2

6 To provide To enhance the capacity Number of State Hospitals Medical

comprehensive by establishing palliative with palliative care services Development
palliative care to care services in State Division
terminal cancer Hospitals
and non-cancer
patients
7 To improve the To establish National Plan Development of the National Medical

quality and of Action to enhance Action Plan Development
effectiveness of clinical management of Division
diabetic control for diabetic patients at
patients seen in primary and secondary Nursing Division
hospitals level
Allied Health
Sciences Division
To enhance glycaemic Percentage of insulin treated Medical

control in patients inpatients experiencing Development
receiving insulin therapy hypoglycaemia Division
To expand the use of Percentage of new diabetic

Continuous Glucose cases referred for education
Monitoring in within (≤) 8 weeks from first
endocrinology service consultation
Percentage of Diabetic
Ketoacidosis (DKA) Mortality
Rate
To enhance collaboration Rate of diabetic

with primary care to retinopathy detection
reduce diabetic-associated
complications
Rate of amputation
8 To strengthen To strengthen the All states in Malaysia (14 Medical

Pre-hospital Care collaboration with EMRS, states) will collaborate / Development
and Ambulance Fire and Rescue activate EMRS by 2025 Division
services (PHCAS) Department and also
other relevant NGOs Five new hotspots/year
nationwide Total 25 new hotspots by
2025.
To increase capacity of Establishment of 1

PHCAS Team dedicated PHCAS team in
all hospitals by phases
Strategy
OVERVIEW
3 To provide appropriate Numbers of ambulances,
WHO WE ARE
infrastructures for Patient Transport Vehicles,
PHCAS (ambulances, Rapid Response Vehicles
Patient Transport
Vehicles, Rapid Response
Vehicle)
9 Enhance To improve the Review the surveillance and Medical

preparedness and surveillance and public response system time Development

response capacity health activities in Division
of healthcare secondary care
system and
hospital in To establish a National Establishment of
emergence and communication and risk multidisciplinary and
re-emergence of communication strategies multisectoral technical
communicable/infe for secondary care committee
ctious diseases,
disaster & crisis To ensure the availability Adequate supply of medicine,
management of supply and readiness personal protective equipment
of facilities for the (PPE), laboratory sampling
preparedness and kits
response capacity
Number of isolation facilities
WHAT WE ARE FACING

established/reviewed based
on standard
Improve readiness of Decontamination facility

facilities and equipment upgraded in 2 designated
hospitals per year
Isolation room upgraded in 2

designated hospitals per year
5 mobile decontamination
within 5 years OUR PLAN
5 mobile isolation within 5

years
Negative Pressure ICU Rooms

upgrade for 4 Hospitals per
year
WHAT’S NEXT
ICU equipment upgrade for 4

hospitals per year
Procurement of standardized
uniform and PPE for
emergency medical teams in
all state hospitals (3 states
per year)
Table 2

To enhance personnel Regional Basic Medical Medical

preparedness and Emergency Response Team Development
response capacity training once a year Division
To increase response Review and implementation of

capacity of the employment / hiring of
healthcare personnel for contract healthcare personnel
disaster and crisis
management Increase in number of posts
for healthcare personnel
To review / develop Number of policy and

relevant policy and guidelines published
guidelines on disaster
and crisis management
in hospitals
10 To strengthen the Develop a systematic Reduction in morbidity / Medical

management and approach based on the mortality associated with Development
treatment capacity accepted national and communicable disease Division
of emergence and regional guidelines and
re-emergence of standards of treatment
communicable
diseases through Implement and review the Development and review of
evidence-based SOPs related to the Standard Operating
clinical management and Procedures
management treatment of
policies communicable diseases.
11 To enhance critical To establish retrieval To establish one retrieval Medical

care services for services in hospitals service in Klang Valley based Development
neonatal and at Hospital Tunku Azizah and Division
paediatric one in the northern region
population based at Hospital Pulau
Pinang
To increase the numbers To achieve total of 200 PICU

of PICU beds beds by 2025
To increase the number of To increase the level 2 and

stepdown wards for level 3 bed numbers
neonates
To establish human milk To establish 1 human milk

bank bank in Hospital Tunku Azizah
by 2025
12 To enhance
existing paediatric
To provide effective and
safe paediatric care to
To refurbish Institut Pediatrik
Hospital Kuala Lumpur by
Medical
Development
ambulatory care avoid unnecessary 2025 Division
centre services admissions (medical &
surgical) to Hospital Tunku
Azizah and to cater for
paediatric palliative service
Strategy
OVERVIEW
13 To enhance To provide comprehensive To establish dedicated PPC Medical

existing paediatric paediatric palliative care services / Unit in Hospital Development
WHO WE ARE
services to cater (PPC) for children and Tunku Azizah and Hospital Division
to the needs of adolescent with life Pulau Pinang
special groups of limiting conditions
paediatric Formation of PPC services
population technical committee at
district and state level
Establishment of essential
medication list and drug

dosage references
To provide a holistic rare Establishment of definition of Medical

disease management terminologies in rare disease Development
programme in Malaysia Division
Establishment Malaysian list

of rare diseases
Establishment of expert group

committee of various rare
diseases
To strengthen newborn Percentage of all newborn Medical
WHAT WE ARE FACING

hearing screening infants who complete Development
programme screening by one month of Division
age
Percentage of infants who

complete a comprehensive
audiology evaluation by 3
months of age
Percentage of deaf and hard

of hearing infants receiving
amplification devices within
one month of confirmation of
OUR PLAN
hearing status
To strengthen speech At least 1 family member Allied Health

language therapy for trained in speech delay Sciences Division
children with speech therapy
language delay through
empowerment of families,
WHAT’S NEXT
NGOs and community and

home care service
Table 2

14 To expand existing To established ART Centre To establish ART centre in Medical

assisted in Sarawak Zone and Sarawak Zone by 2023 and Development
reproductive Southern Zone Southern Zone by 2025 Division
technology (ART)
services
15 To provide Improving access to To increase the number of Medical

seamless care for urological / urogynaecology urology clinic at MoH hospitals Development
the aging services to geriatric Division
population in the population Establishment of urogynae
current healthcare services from regional to all
settings state hospitals
Expansion of urology clinic at

MoH hospitals
Number of Prostate Cancer

and BPH detected and treated
To increase accessibility for Number of hospitals providing

elderly in MoH hospital by geriatric services
increasing hospitals for
geriatric care
To strengthen Development of National

post-hospitalization care Action Plan for Aging
for elderly in the Population 2021-2025
community through
collaboration with primary
care services
To improve the quality of Number of centres providing Medical

care and effectiveness of cognitive stimulation therapy Development
management in dementia programme Division
patient by
non-pharmacological Allied Health
approach through Sciences Division
cognitive stimulation
therapy programme Development of National Medical
Dementia Action Plan Development
2021-2025 Division
Strategy
OVERVIEW
To establish geriatric Number of hospitals providing Medical

rehabilitation services in geriatric rehabilitation services Development
WHO WE ARE
selected MoH hospital in Division
phases
To improve management Rate of fall related surgery

of geriatric osteoporotic performed
related injuries
To improve management Collaboration with primary Medical

of fall / osteoporotic care Development

related injuries through Division
enhanced collaboration
between geriatric, Fall Implementation Plan Allied Health
orthopaedic, rehabilitation Sciences Division
and allied health services.
To improve detection and Increase in cataract surgery Medical

management of Development
age-related blindness Increase detection in Division
age-related macular
degeneration detection
To improve waiting time Reduction of waiting time to

16 To strengthen
radiological service for appointment through 30% by 2025 from current
Medical
Development
WHAT WE ARE FACING

prioritization of cases by (2020) standard Division
expanding Extended
Radiology Service to more
MoH Hospitals in phases.
17 To consolidate To establish good Consolidation of lab service Medical

and integrate networking of services in 80% of state Development
laboratory within MoH medical Division
service delivery laboratories through
in MoH facilities harmonisation and
standardisation of technical
policies; service scope and
OUR PLAN
function, test menu and

methodology.
To enhance specimen Integration of specimen

service delivery service delivery in 70% of
management by means of state
efficient network between
WHAT’S NEXT
pathology laboratories in
MoH supported by
integrated pathology
transportation system.
Table 2

18 To increase the To increase the availability Increase blood collection to Medical

availability of of safe and regular 2.5-3% / 1000 population Development
safe, quality and voluntary non remunerated by 2025 Division
accessible blood, blood donor through
labile blood community and inter (35,0000- 50,000/year)
components and sectoral partnership
plasma derived
medicinal To ensure the safety and Percentage of Nucleic Acid
products quality of blood, labile Amplification Testing tested
components and plasma blood to 100% by 2025
derived medicinal products
and improve blood supply
management through
nationwide strengthening
of quality testing by having
3 regional Nucleic Acid
Amplification Testing (NAT)
centres.
To improve patient safety Involvement of all MoH

and outcome by Hospitals (100%) by 2025
strengthening Good Clinical
Transfusion Practice and
Patient Blood Management
Initiative
19 To strengthen To strengthen Forensic All 6 centres shall be able to Medical

Forensic Medicine Medicine Laboratory provide Forensic Medicine Development
service Service in selected 6 Laboratory Service Division
centres by region
20 To optimise the To study and evaluate the An appropriate study report Traditional &
delivery of existing role of T&CM in health to be ready by 2022 Complementary
T&CM services at management and health Medicine Division
MoH hospitals promotion at tertiary
healthcare level
To study and evaluate the An appropriate study report

potential contributions of to be ready by 2022
T&CM in the prevention
and treatment of the
country’s top disease
burden
19
Strategy
OVERVIEW
WHO WE ARE
WHAT WE ARE FACING
OUR PLAN
WHAT’S NEXT
IMPLEMENTATION PLAN
FOR EACH STRATEGY
Strategy
Optimise resource management including
2 facility, equipment and financing
I
n enhancing services delivery in the Ministry of Health’s hospitals, the Medical Programme will continue
to optimise the utilisation of its existing resources. This includes optimising the use of underutilised
facilities for example beds and operation theatres at smaller hospitals through the implementation
of hospital cluster and Global Surgery initiatives. Through this, access and waiting time of surgery and
other types of procedures or treatment can be reduced, decongest the bigger and busier hospitals and
improve patients’ experience. The existing hospital cluster platform will be improved through long term
and sustained strategic framework. Daycare services will also be further encouraged to minimise the need
for admissions especially for simpler procedures. Through this, the inpatient beds can be fully optimised
for the use of acute cases and promote cost-saving. The Programme will also enhance the use of health
technology assessment as a tool for value-based practices. Reassessment of health technologies will also
be introduced so that underutilised technologies can be optimised, and obsolete technologies can be
disengaged. New and innovative measures in managing medical equipment such as refurbishment and
leasing initiatives will be further evaluated in the Twelfth Malaysia Plan.
Table 3
OVERVIEW
Programme
Strategy
Optimise resource management including
2 facility, equipment and financing
WHO WE ARE
21

Enhancing capacity Optimise the use of Increase in functioning ICU / Medical
of hospital facilities existing ICU / OT by OTs Development
providing optimal Division
resources
Increase ICU bed capacity Increase in number of ICU

beds
22 To optimise To integrate or coordinate Number of services provided Medical

utilisation of healthcare service in non specialist hospital Development
existing delivery that provide Division
underutilised/ comprehensive and
unused facilities seamless care Allied Health
via Hospital Cluster Sciences Division
platform
WHAT WE ARE FACING

To enhance integration / Number of collaborations / Medical
coordination of primary integrations with Primary Care Development
care with secondary and Clinics and Hospital Division
tertiary care.
Allied Health
Sciences Division
Nursing Division
To establish integration / Cost saving in Cluster Medical

coordination system procurement Development
within clusters which Division
include the management,
OUR PLAN
clinical support, allied Allied Health
health services and Sciences Division
concession / contract
services Evaluation of the need for Allied Health
refurbishment of facility / Sciences Division
equipment
WHAT’S NEXT
Implementation of hospital Medical

food service management Development
within cluster hospital Division
Number of clusters with Allied Health

integration / coordination Sciences Division
system
Nursing Division
Table 3

To establish integration / Number of engagement Medical

coordination of with sessions with stakeholders Development
other healthcare Division
providers including
university hospitals and
private healthcare Implementation Framework
service.
To enhance the Global Number of non specialist Medical

Surgery Framework hospitals providing essential Development
implementation surgical, O&G and anaesthesia Division
procedures
Number of general
anaesthesia procedures done
in non specialist hospital
Number of specialist hospital

providing neuro-trauma and
ERCP procedures
Improving patient’s For Daycare Surgery: At least Medical

accessibility to surgical 1 Target Index Procedure done Development
services through the as Daycare achieve > 60% Division
enhancement of the
current daycare services For Daycare Medical: At least
1 Target Index Procedure done
as daycare achieve > 60%
Number of new Ambulatory

Care Centre
23 To improve Establishment of LEAN Number of LEAN Medical

efficiency and Organisation Organisations Development
effectiveness Division
through Proposal and Development of system
management development of
reform and Diagnosis-Related Group
process (DRG) based budgeting
re-engineering system (or equivalent)
Introduction of financial Development of system

incentives or penalties
system that encourage
hospitals to consolidate,
merge or decentralise
Strategy
OVERVIEW
24 To encourage the To develop a policy Policy document development Medical
WHO WE ARE
use of health document on the use of completed and presented Development
technology health technology (Reassessment framework, Division
assessment as a assessment on health Mapping Analysis)
tool for decision / technologies and
policy-making innovation
process towards
value-based To develop reassessment
healthcare framework / manual for
health technologies and

innovation
To advocate and support

the process of price
setting, reimbursement
and benefit package
development within the
health financing
structure of the country
To strengthen the Percentage of technology

utilisation of HTA in assessment reports being
priority setting utilised for decisions / policy
(specifically with regards
to procurement and
WHAT WE ARE FACING

programme initiation
decisions)
To support strategy in Systematic review for

using refurbished refurbishment of medical
medical devices by devices completed and
conducting assessment presented
on those devices
25 To re-evaluate the Establish Specification Evaluation report for need Medical

need for Committee at the end of of refurbishment by late Development
refurbishment of leasing tenure (CT scan / 2023 Division
OUR PLAN
equipment under MRI / Xray)

the leasing pilot
project
26 To optimise To further strengthen Number of collaborations / Allied Health

healthcare existing collaboration on percentages of target Sciences Division
resources through various allied health group
WHAT’S NEXT
interagency services
collaboration in
service delivery
IMPLEMENTATION PLAN
FOR EACH STRATEGY
Strategy
Enhance capacity and capability
3 of human resource for health
T
he Medical Programme will continue its commitment in developing capacity and capability of human
resource for health. Health services are heavily driven by skilled workers. Without a competent,
knowledgeable, motivated and well distributed workforce, the ability of a country to meet its health
goals will be compromised. Houseman training programmes will be further improved through revision
of guidelines and expanded list of hospitals accredited as houseman training hospitals. Post-graduate
training for medical doctors will be enhanced through continuous improvement on curricular, standards
and development of the parallel pathways. This is to ensure future medical specialists are highly competent
and knowledgeable in line with the current development in medical practice. The Medical Programme
will continue to play its advocate role to promote appropriate incentives to medical doctors through
better promotion and retention packages such as expansion of the full paying patient scheme. Continuous
training for the in-service medical officers and specialists will be given special attention through various
initiatives such as Advanced Competency Programme (ACP) and development of clinical skill labs. Training
of medical doctors and other relevant health professionals on clinical governance and other public health
areas will be further enhanced to meet the needs of hospital services and the Medical Programme. This
include continuous professional development programmes for hospital directors and training on hospital /
health management, occupational health, enforcement, health technology assessment, health economics,
medical law and other areas of special interest (SME).
Nurses, assistant medical officers and allied health professionals have been an important backbone of
the country’s healthcare workforce. Strengthening the post-basic training and post-graduate study and
developing a better career pathway for the highly skilful will be re-emphasised.
Table 4
OVERVIEW
Programme
Strategy
Enhance capacity and capability
3 of human resource for health
WHO WE ARE
27

To enhance Revision of guidelines on Standardise houseman Medical
houseman training extension of houseman assessment tool by 2021 Development
programme training Division
Revision of guideline on New guideline empowered by

implementation of 2021
houseman training
Continuation of current Proposal for continuation of

moratorium (will end in moratorium submitted to
April 2021) for next 5 MoHE before fourth quarter
years 2020
Accreditation of more Minimum 1 new hospital per

hospitals for houseman year accredited for houseman
WHAT WE ARE FACING

training training
28 To enhance Proposal for better service Proposal to Public Service Medical

houseman training term for the contract Department before January Development
programme house officers upon 2021 Division
completion of houseman
training
To create new post 1000 new posts per year for Medical
specialist Development
Division OUR PLAN
5% increment of total Allied Health
numbers of AHP per year Sciences Division
4000 new posts per year for Nursing Division

nurses
To appoint AHP as Minimum 2 person per Allied Health

sessional/ contract profession per specialist Sciences Division
WHAT’S NEXT
hospital
Table 4

To continue employment Sustainability of cardiac Medical

of foreign clinical specialist service in 11 cardiac centres Development
in highly needed critical Division
areas
To enhance competency Engagement with University

of MOs via Cluster
platform Establish training framework
in Cluster Hospital
29 To enhance To further expand full Expansion to all state Medical

retention and paying patient scheme hospitals within 5 years Development
remuneration Division
package for To create more premier 500 new posts created within
medical personnel grade (Khas C) post for 5 years
clinical specialist
To create premier grade 5 Turus III post within 5 years

TURUS post for specialist
with outstanding
achievement
To propose a better Approval by Public Service Nursing Division

allowance for post basic Department by 2025
nurses
To propose new Proposal to be submitted to Allied Health

allowances for AHP Public Service Department by Sciences Division
2021
30 To advance Establishment of national Skill lab operationalise by Medical

clinical skill lab 2025 Development
competencies of Division
in-service Serial course on relevant Number of medical personnel
medical personnel clinical topics including trained per year
training programmes to
upskill senior MOs
Advanced Competency Increment of slots for medical

Programme (ACP) specialists to 5 per year by
2025
To develop a framework Framework for Credentialing, Allied Health

for credentialing, Competency and Capability Sciences Division
competency and capability for allied health approved and
for allied health, implemented by 2025
streamlined with the
medical / public health Revised Training Need Plan
specialty and subspecialty for AHP post-graduate
framework training and Continuous
Professional Development
(CPD) by 2021
Strategy
OVERVIEW
To create new post basic Three of new post-basic Nursing Division

courses courses approved in 5 years
WHO WE ARE
Upgrading of existing 5 new advanced post-basic
post-basic courses to diploma by 2025
advanced post-basic
diploma
Streamlining post-basic At least 60% of post-basic Nursing Division

training with medical trained nurses placed
specialty and according to their specialty Medical

subspecialty framework Development
Division
To increase number of Number of enrolments per Medical Practice

assistant medical officer year Division
with post-basic training
To increase number of Number of enrolments per

assistant medical officers year
with degree in medical
and health sciences
Streamlining post-basic Percentage of post-basic

training with medical training compatible with
WHAT WE ARE FACING

specialty and framework
subspecialty framework
31 To strengthen Establishment of Specialty Guideline implemented by Medical

clinical Training Guideline in 2021 Development
post-graduate Ministry of Health Malaysia Division
training (incorporated with
programme for supervisor guidelines)
medical doctors
Review of subspecialty Minimum 20
training curriculum and subspecialties curriculum
standards and standards reviewed
per year
OUR PLAN
To strengthen the Parallel Establish minimum 1 new

Pathway training structured parallel
programme programme per year
32 To improve Continuing professional Minimum 20 CBBP slots Medical

competencies and development including per year Development
WHAT’S NEXT
provide incentives through structured courses Division

for medical doctors on hospital management,
involved in clinical health policy (clinical
governance, public governance) and subject
health practice, matter (health technology
enforcement and assessment, clinical
other areas of practice guidelines,
special interest epidemiology, biostatistics,
and other relevant areas)
Table 4

Continuing professional Number of courses a year Medical Practice

development including Division
through short courses and
seminars on enforcement
and regulatory activities
To create more premier JUSA C post for 5 Deputy Medical

grade JUSA post for State Health Directors Development
Deputy State Health (Medical), 8 cluster lead Division
Directors (Medical) hospital directors and 3
medical institutions directors
by 2025
33 To improve career To produce a proposal Submission to Public Service Nursing Division

pathway for paper on career pathway Department by 2025
medical personnel for nurses with nursing
degree
To increase slots for Minimum of 2 scholarship

government sponsorship slots per year
for critical areas in nursing
To create post for nurses Submission of proposal paper

as subject matter expert to Public Service Department
at clinical settings by 2025
To establish career Career Pathway Framework Allied Health

pathway framework for for allied health developed by Sciences Division
AHP 2023
Number of areas of
specialization recognized by
Malaysian Allied Health
Professional Council (MAHPC)
Number of experts appointed

as SME
To develop assistant Development of guideline Medical Practice

medical officer technical Division
expert (AMOTeX) Establishment of registry
registration
To develop policies and Number of posts with flexi

framework to retain grades created
assistant medical officer
technical expert in their
clinical role according to
their post-basic training
Strategy
OVERVIEW
34 To strengthen and To study the demand An appropriate study report to Traditional &
professionalise and supply of T&CM HHR be ready by 2022 Complementary
WHO WE ARE
T&CM health and formulate strategies Medicine Division
human resources that support T&CM HHR
(HHR) planning
35 To equip and To develop appropriate Increase in number of Traditional &

strengthen the in-house training officers trained Complementary
capacity and programmes conducted by Medicine Division
competency T&CM professionals to

among regulators, equip public officers in
administrators and work positions related to
related T&CM with the relevant
professionals skills and knowledge
To explore training Increase in number of

opportunities with local / officers trained
international institutions to
equip public officers in
work positions related to
T&CM with the relevant
skills and knowledge
WHAT WE ARE FACING

OUR PLAN
WHAT’S NEXT
IMPLEMENTATION PLAN
FOR EACH STRATEGY
Strategy
Strengthen governance and stewardship
4 of healthcare system
T
he Medical Programme has identified several plans to strengthen its governance and stewardship
role in the national healthcare system. These include improving awareness of various stakeholders
about legal requirements in setting up private healthcare facilities including virtual clinics, reducing
regulatory burden through review of current legislations, strengthening management of medico legal
cases and disciplinary proceeding litigations and strengthening the enforcement of existing legislations.
The Medical Programme will also improve its mechanism to control the practices of aesthetic medicine,
liberalisation of healthcare services and private healthcare fee regulations. The Programme will spearhead
amendment of existing legislations and drafting of new legislations to ensure our regulatory framework are
relevant to the current needs. Malaysian Health Technology Assessment Section, Medical Programme will
be further strengthened to enhance its role, not only in informing policy and clinical decisions but also in
matters related to other major policies such as health financing, cost, benefit package and reimbursement
decisions. On top of that, the role of the Private Medical Practice Control Section will also be consolidated
to ensure that it will continue to remain efficient and effective to cope with the rapid growth of the private
health industry. Measures to strengthen organisations such as corporatisation of Private Medical Practice
Control Section and institutionalisation of Malaysian Health Technology Assessment Section will be further
studied.
Table 5
OVERVIEW
Programme
Strategy
Strengthen governance and stewardship
WHO WE ARE
Implementation Activity / Initiative Target / Indicator Division

Plan
36 To improve Engagement with general Numbers of engagements Medical Practice

awareness practitioners and private conducted Division
regarding legal clinic owners
requirements in
setting up private Engagement with allied Numbers of engagements Medical Practice
healthcare facilities health professionals / conducted Division
stakeholders providing
services at standalone Allied Health
facilities Sciences Division
Development of training Modules completed Medical Practice

modules for trainers Division
WHAT WE ARE FACING

dealings with construction
permits workshop
Development of Modules completed

structured modules for
architects, engineers and
medical planners
pertaining to healthcare
design
Development / Handbooks and guidelines Medical Practice

Publication of guidelines published Division
and handbooks on how to
OUR PLAN
set up and run private Allied Health

healthcare facilities and Sciences Division
services, including allied
health related services.
Workshop with structured Workshops conducted Medical Practice

modules for architects, Division
WHAT’S NEXT
engineers and medical

planners pertaining to
healthcare design
Table 5

Development of proposal Completion of proposal Medical Practice

on outsourcing of floor Division
plan reading
37 To corporatise To give inputs for Input prepared Medical Practice

Private Medical corporatisation exercise Division
Practice Control of Private Medical
Section to improve Practice Control Section
process efficiency to improve process
and optimise efficiency and optimise
resources resources
38 To reduce Amendments of Private Percentage of drafting Medical Practice

regulatory burden Healthcare Facilities and completed Division
through review of Services Act [Act 586]
the current and Regulations Approval by the
legislations Attorney-General Chamber
Tabling of the amendments

at the Parliament
39 To strengthen Establishment of Medico All State Health Departments Medical Practice

management of legal Units at State to establish Medico legal Division
medico legal Health Departments and Units by 2025
cases and other facilities
disciplinary All lead hospitals in each
proceeding hospital cluster to establish
litigation at all Medico legal Units by 2025
levels in the MoH
facilities To improve knowledge 20% specialists trained by
and skills of clinical 2025
specialist as expert
witnesses in medico
legal litigation
To improve knowledge At least 2 Expert Witness Medical Practice

and skills of the expert Trainings every year Division
witnesses in disciplinary
proceeding litigation At least 10% of Expert
witness trained by 2025
At least 2 Trainings per year Allied Health

Sciences Division
Establishment of Proposal paper for Medical Practice

Academy of Expert establishment of the Division
Witness to assist the Academy
court in medico legal
litigation
Strategy
OVERVIEW
To conduct clinical audit Clinical Audit on medico legal Medical Practice
WHO WE ARE
on medico legal cases by cases by Medico Legal Section Division
Medico Legal Section with Head of Services four
with Head of Services monthly
four monthly
Reduction in numbers of
medico legal cases at all level
of MoH facilities
40 To strengthen To make letter of To upgrade the current Medical Practice

control on medical privileging and credentialing guideline to Director-General Division
aesthetics as a compulsory of Health Directive under Act
practices in the requirement for practicing 586
country medical aesthetics
41 To establish To prepare a guiding Guidance document Medical Practice

guidance document on healthcare completed Division
document for services liberalisation for
strategic planning free trade negotiation
on liberalisation of
healthcare services
42 To prepare or Private Aged Healthcare Establishment of team to Medical Practice

strengthen Facilities and Services Act implement and enforce the Division
WHAT WE ARE FACING

enforcement of 2018 [Act 802] Act and its Regulations
the existing / new
legislations Pathology Laboratory Act Establishment of team to
2007 [Act 674] implement and enforce the
Act and its Regulations
Private Healthcare Facilities Establishment of team to

and Services Act 1998 [Act implement and enforce new
586] – ambulance services provisions
and home nursing services
Allied Health Profession Act Integrated online registration Allied Health

2016 [Act 774] system for healthcare Sciences Division
OUR PLAN
professionals
Regulation & Guidelines for

allied health professionals
Traditional and The registration of T&CM Traditional &

Complementary Medicine practitioners to commence Complementary
WHAT’S NEXT
Act 2016 [Act 775] and its upon the enforcement of the Medicine Division
orders second phase of the T&CM
Act 2016
Criteria for New Recognised

T&CM Practices to be
developed
Table 5

43 Continue to Development of standards Draft documents on standards Medical Practice

spearhead of services, personnel, and completed Division
drafting of new facilities for standalone
legislation and private ambulance services
amendment of under Act 586
existing
legislation in line Human Organ and Tissue Submission of Bill to Legal
with the Transplantation Bill Advisor Office and
advancement of Attorney-General Chamber
healthcare
services Assisted Reproductive Submission of Bill to Legal
Technology Bill Advisor Office and
Attorney-General Chamber
Amendment of Human Submission of Bill to Legal

Tissues Act 1974 [Act 130] Advisor Office and
Assistant Medical Submission of Bill to Legal

Practitioner Bill Advisor Office and
Private Aged Healthcare Approval of regulations and

Facilities and Services Act guidelines by Legal Advisor
2018 [Act 802] Office and the
Pathology Laboratory Act Approval of regulations and

2007 [Act 674] guidelines by Legal Advisor
Office and the
Amendment of Nurses Act Submission of Bill to Legal Nursing Division

1950 [Act 14] and Advisor Office and
Midwives Act 1966 [Act Attorney-General Chamber
436]
Optical Bill Submission of Bill to Legal Medical Practice

Advisor Office and Division
Number of personnel trained

for enforcement of the law
Strategy
OVERVIEW
Development of Code of Ethics and Allied Health
WHO WE ARE
framework, standards, Professional Conduct for Sciences Division
guidelines and policies allied health professionals
pertaining to allied health
professional registration, Standing Order for allied
practice and services in health professionals
accordance to Allied
Health Profession Act Practice Guidelines for allied
2016 [Act 774] health professionals

Recognised Qualifications for
allied health professionals
Governance framework
(regulated, self-regulate,
stand-alone facility etc.)
Criteria for regulatory

evaluation for allied health
professionals
Amendments of fee Submission of amended Medical Practice

schedule under Private Regulation and Schedules to Division
Healthcare Facilities and Legal Advisor Office and
WHAT WE ARE FACING

Services Act for Attorney-General Chamber
deregulation of consultation
fee and revision for new
procedures.
To develop in-house fee New fee schedule developed

schedule for private
healthcare facilities under
Act 586 to reduce
dependency on external
references
To develop an appropriate Regulatory Impact Statement Traditional &

OUR PLAN
regulatory framework to to be developed by 2021 Complementary

regulate and monitor Medicine Division
private T&CM facilities and Draft Private T&CM Facilities
services and Services Bill to be
developed by 2025
Revision of T&CM Policy National T&CM Policy to be Traditional &

WHAT’S NEXT
revised by 2025 Complementary

Medicine Division
Table 5

44 To strengthen the To propose the Proposal of restructuring of Medical

role of Malaysian restructuring of Malaysian MaHTAS under Medical Development
Healthcare Healthcare Technology Programme drafted and Division
Technology Assessment Section as a presented
Assessment division under Medical
Section through Programme
restructuring and
institutionalisation Development of a legal Framework developed
framework to
institutionalise Health
Technology Assessment in
support for value based &
evidence-based decision /
policy making process
OVERVIEW
WHO WE ARE
WHAT WE ARE FACING
OUR PLAN
WHAT’S NEXT
IMPLEMENTATION PLAN
FOR EACH STRATEGY
Strategy
Strengthen safety and quality in delivery
S
trengthening the implementation of a global action plan on patient safety would be among the
important plans to optimise safety and quality in delivery of healthcare system apart from other
initiatives such as improving clinical audit and clinical performance surveillance at the Ministry’s
hospitals. Accreditations of hospitals will be further supported and initiatives to prevent infection and
antimicrobial resistance will be enhanced. Safe practices of traditional and complementary medicine will
be promoted through compliance to accreditation requirements. Adherence to Clinical Practice Guidelines
will also be further emphasised to reduce variation in practice and improve quality of care.
Table 6
OVERVIEW
Programme
Strategy Strengthen safety and quality in delivery
WHO WE ARE

45 To implement To implement Malaysia Annual increment of 5% of Medical
Global Action Plan Patient Safety Goals 2.0 Malaysian Patient Safety Development
on Patient Safety through Patient Safety Goals 2.0 performance Division
Council Malaysia reporting from baseline set
for each type of health care
facilities, both public and
private
46 To strengthen the To enhance the existing Reduction of Incidence of Medical

infection prevention surveillance programme Healthcare Associated Development
and control on effective sanitation, Infection Division
programmes hygiene and infection
prevention measures
WHAT WE ARE FACING

Establishment of surgical Development of protocol
site infection (SSI)
surveillance in hospitals Implementation of training
programme at state and
specialist hospitals
47 To prevent and To strengthen Reduction of incidence rate of Medical

delay the antimicrobial resistance Methicillin Resistant Development
emergence of containment programme Staphylococcus Aureus Division
antimicrobial Bacteraemia (MRSA
resistance Bacteraemia)
48
OUR PLAN
To strengthen Pain as 5th vital signs & Number of specialist hospitals Medical
clinical audit pain free programme with pain free status Development
activities at the Division
MoH facilities Number of MoH facilities with
the implementation of Pain as
the 5th Vital Sign
Perioperative Mortality Perioperative Mortality

WHAT’S NEXT
Review (POMR) Review reporting rate

according to Global
Surgery 2030
Table 6

49 To strengthen Accreditation of lead 100% Lead Hospitals for Medical

accreditation hospitals in clusters cluster accredited by 2025 Development
system in MoH Division
facilities
50 To strengthen Establishment of 100% Lead Hospitals for Medical

occupational Occupational Safety and cluster & special medical Development
safety and health Health Unit (UKKP) in institutions establish OSH Unit Division
adherence to the hospitals & medical (UKKP)
Occupational institutions
Safety & Health
(OSHA) 1994 [Act
514]
51 To optimise the To review all quality & To establish the indicators by Medical
Cluster safety initiatives to be 2021 Development
Performance put under CPIA (Cluster Division
Indicator for Performance Indicator
Accountability for Accountability)
52 To optimise the To ensure all T&CM 100% of T&CM practitioners Traditional &
integration and practitioners working in contracted to work in MoH Complementary
improve the T&CM Units are registered hospitals are registered under Medicine Division
quality of T&CM with the T&CM Council the T&CM Act
services offered when registration
in public sector commences
To introduce an An appropriate system to be

appropriate medical record developed by 2024.
keeping system for T&CM
services
To ensure T&CM Units 100% of T&CM Units to

comply with the achieve compliance by 2023
accreditation requirements
of the respective hospitals
To propose an appropriate To submit proposal for service

service scheme for T&CM scheme by 2025
practitioners in the public
sector
Strategy
OVERVIEW
53
WHO WE ARE
To improve safety Masterclass workshop Workshop organised Medical Practice
and quality in with private healthcare Division
delivery of private facilities
healthcare services
Publication of Technical Technical reference published
Reference for Disaster
Management Plan for
High Rise Hospital

WHAT WE ARE FACING
OUR PLAN
WHAT’S NEXT
IMPLEMENTATION PLAN
FOR EACH STRATEGY
Strategy
Leverage the use of information
6 technology to improve efficiency
T
he Medical Programme will continue to give special emphasis on the development of hospital
information system to improve effectiveness and efficiency of our hospitals nationwide. The Programme
will work towards creating electronic medical records that will capitalise on the already developing
platforms in our pipeline. The Programme will continue to play its role as subject and business matter
experts in the expansion of the system. On top of clinical documentation modules, the existing modules
currently being developed include Laboratory Information System (LIS), Operating Theatre Management
System (OTMS), Centralised Sterilisation Supply Information System (CENSSIS), Blood Bank Information
System (BBIS), Radiology Information System (RIS), Picture Archiving Communication System (PACS),
Forensic Management Information System (FMIS) and Critical Care Information System (CCIS). The Medical
Programme will also draw plans on how to address the obsolete hospital information systems of existing
IT hospitals. We will also enhance our processes of approving licenses and certificates of registrations of
private healthcare facilities, application of financial assistance and medical claims reimbursement through
digitalisation of the procedures.
Table 7
OVERVIEW
Programme
Strategy Leverage the use of information
6 technology to improve efficiency
WHO WE ARE
54 To implement Roll out of Electronic Percentage of roll out Medical

Electronic Medical Medical Record (EMR) Development
Record (Hospital (including Laboratory Division
Information Information System,
System) in MoH Operating Theatre
Hospitals Management System,
Centralised Sterilisation
Supply Information
System, Blood Bank
Information System,
WHAT WE ARE FACING

Radiology Information
System, Picture Archiving
Communication System,
Forensic Management
Information System and
Critical Care Information
System) by Central Design
Office (CDO) where
Medical Programme as
Subject Matter Expert
(SME) in business process
To upgrade obsolete Number of hospitals upgraded

OUR PLAN
Hospital Information
System under Managed
Service Provider
55 To improve Upgrading the Medical System completed Medical Practice

enforcement and Practice System Division
regulatory (MedPCs) to further
WHAT’S NEXT
mechanism through enhance registration and

use of technology licensing process of
private healthcare
facilities
Table 7

To establish online registry Percentage of development of Allied Health

of registered practitioners, online system Sciences Division
certification and renewal
practicing certificate for Nursing Division
allied health professionals,
optometry practitioners, Medical Practice
nurses, assistant medical Division
officers and traditional and
complementary medicine Traditional &
Complementary
Medicine Division
56 To enhance To establish framework Development of Framework Medical

quality and on the incorporation of for CPG manager module for Development
standard of care Clinical Practice EMR established and accepted Division
through use of Guidelines within the
technology Electronic Medical
Record
To establish quality 80% establishment of e-HPIA

activities and monitoring (real time hospital
surveillance system of performance) reporting and
the MoH facilities. incident reporting (IR 2.0) in
all MoH hospitals / institutes
57 To improve / Digitalisation of MoH Development of the system Medical

enhance Medical Aid Fund’s claim Development
application process processes by development Division
for financial of an integrated online
assistance and application system and to
claim establish automation of
reimbursement financial assistance
mechanism medical aid claims via
as part of digital e-government service
transformation of
Public Service
58 To improve / To initiate digital / virtual Number of digital / virtual Allied Health

enhance services assisted allied health assisted services Sciences Division
delivery through services (telerehabilitation
use of technology virtual clinic, cerebral palsy Medical
therapy system, virtual Development
dietetic clinic) Division
59 To explore the use To study potential areas Study on development and Medical
of 5G in service for development of implementation Development
delivery 5G-related technology and Division
its application in service
delivery
OVERVIEW
WHO WE ARE
WHAT WE ARE FACING
OUR PLAN
WHAT’S NEXT
IMPLEMENTATION PLAN
FOR EACH STRATEGY
Strategy
Promote safe and quality practices of
7 traditional and complementary medicine
W
ith regards to this strategy, the Medical Programme aims to develop an appropriate integration
model and plan for integration to optimise the contribution of traditional and complementary
medicine in the delivery of healthcare and healthcare management. In our effort to ensure T&CM
practices are safe and of quality, participation in traditional and complementary medicine-related research
is encouraged by creating a conducive research environment and support system.
OVERVIEW
Table 8
WHO WE ARE

Programme
Strategy Promote safe and quality practices of
7 traditional and complementary medicine

WHAT WE ARE FACING

60 To plan and To analyse the status of To produce an analysis report Traditional &
develop appropriate integration and develop a with appropriate strategic Complementary
integration models suitable strategic framework for integration and Medicine Division
so as to optimise framework, model and its action plan
the contribution of plan for integration
Traditional &
Complementary
Medicine in health
care management
61 To encourage To facilitate Increased volume of Traditional &

participation in evidence-based research Traditional & Complementary Complementary
OUR PLAN
Traditional & for Traditional & Medicine research Medicine Division

Complementary Complementary Medicine
Medicine research practices
by creating
conducive research
environment and
support
WHAT’S NEXT
WHAT’S
NEXT
MONITORING
AND EVALUATIONS
Proposed timeline for the monitoring and
evaluation (M&E) of the strategic framework
Evaluation Exercise by Evaluation Exercise by Evaluation Exercise by

Evaluation & Monitoring Evaluation & Monitoring Evaluation & Monitoring
Committee Committee Committee
- 2023 annual evaluation
- Mid Term Review (MTR)
Early 2021 Early 2022 Early 2023

1st quarter 1st quarter 1st quarter
November - November - November -

December December December
2021 2022 2023
Kick off Steering Presentation of M&E Presentation of M&E

Committee report by Evaluation & report by Evaluation &
- Establishment of Task Monitoring Committee to Monitoring Committee to
Force for Steering Steering Committee Steering Committee
Committee
Figure 11 Proposed Timeline for Monitoring & Evaluation of the Implementation of

Strategic Framework of the Medical Programme, Ministry of Health Malaysia (2021 - 2025)
The Medical Programme will take a few will implement a monitoring and evaluation
initiatives to follow through all implementation exercise for this strategic framework, but the
plans as stipulated in this document in our anchors or owners of each implementation plan
effort to ensure this strategic framework will shall conduct a more regular monitoring.
be a living document. We will further study on
the mechanisms already in place to monitor An Evaluation and Monitoring Committee is
performance such as the Key Performance proposed, to ensure that Medical Programme
Indicators for the Director-General of Health is on track towards achieving the framework’s
and the Medical Programme itself and map overall goals and objectives. The Evaluation and
accordingly with indicators proposed in this Monitoring Committee will comprise of a mix
publication. Anchor or Division in charge of each of internal and external memberships. External
implementation plan and activity as outlined refers to individuals not within the headquarters
in this document will be held accountable office of the Medical Programme (such as State
to spearhead the plan, monitor progress, re- Health Directors or Hospital Directors) to be
evaluate, and re-strategise as we progress appointed by the Deputy Director-General of
through the 12MP. The Medical Programme Health (Medical). External review will hope to
OVERVIEW
WHO WE ARE
Evaluation Exercise by Evaluation Exercise by Evaluation &
Evaluation & Monitoring Monitoring Committee
Committee - 2025 annual evaluation
- 2021 - 2025 five (5) years evaluation
- Draf Development for next 5-year
strategic framework (2026 - 2030)
Early 2024 Early 2025 Early 2026

1st quarter 1st quarter 1st quarter
November - November -
December December
2024 2025
- Presentation of M&E reports

- Proposal of 2026 - 2030
Presentation of M&E and Presentation of M&E strategic framework by
MTR reports by report by Evaluation & Evaluation & Monitoring
Evaluation & Monitoring Monitoring Committee to Committee to Steering
Committee to Steering Steering Committee Committee
Committee
WHAT WE ARE FACING

bring different and wider perspectives on how will evaluate reports by the Evaluation and
these plans shall be carried out and followed Monitoring Committee and to re-strategise,
through in the next five (5) years. Chairman of if required, any implementation plan. The
the Evaluation and Monitoring Committee will Steering Committee is expected to meet at
be identified among the external and internal least annually, especially at the beginning of
OUR PLAN
members. It is proposed that the Committee the year.

meet up annually (November - December) to
conduct a year-end assessment and prepare This monitoring, evaluation and review
an evaluation report (with recommended mechanism will be an annual exercise from 2021
remedial measures / actions; if required) to be until 2026. During the last cycle of valuation,
presented to the Steering Committee chaired the Evaluation and Monitoring Committee will
by the Deputy Director-General of Health. The also evaluate the overall performance from 2021
WHAT’S NEXT
Steering Committee is an internal committee - 2025 (throughout the 5-year period of the
within the Medical Programme which consist 12MP) and propose measures for improvement
of Directors and Deputy Directors and other in developing the next strategic framework of
senior members. The Steering Committee the Medical Programme.
CONCLUSION
OVERVIEW
WHO WE ARE
IES OF MEDIC
TRATEG AL
GES PR
OG
AN R
H
AM
C
7
ME

WHAT WE ARE FACING
OUR PLAN
Figure 12 Relationship between the Strategic Framework of the Medical Programme

and Other Major Policy Directions and International Commitments
This document will serve as a guide for the Medical Programme in our work for the next five years.
While policy and priority setting may change over time for many reasons including dynamics in
WHAT’S NEXT
government policy, emergency, crisis and many other unforeseen circumstances, this document
will help to align all efforts and initiatives to be implemented in the coming years. A close
and systematic monitoring and evaluation system has been proposed to ensure the Strategic
Framework of the Medical Programme, Ministry of Health Malaysia (2021 – 2025) is a living
document. It is hoped that the primary intention of this document, which is to improve access
to medical care through strengthening, enhancement and consolidation of medical services will
be achieved.
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Aliman, K. H. (2019) Audit finds Malaysian hospitals understaffed, underfunded and overcrowded
| The Edge Markets. Available at: https://www.theedgemarkets.com/article/audit-finds-
malaysian-hospitals-understaffed-underfunded-and-overcrowded (Accessed: 6 May 2020)
.
Anesthesia and Intensive Care Services (2019) Anaesthesiology and Intensive Care Services Census
2015-2018, unpublished internal report.
Atun, R. et al. (2016) Malaysia Health System Research, Volume I : Contextual Analysis of the
Malaysian Health System, unpublished report. Putrajaya.
Bernama (2019) WHO sends technical team to Malaysian field hospital in Cox’s Bazar. Available
at: https://www.nst.com.my/news/nation/2019/02/461313/who-sends-technical-team-
malaysian-field-hospital-coxs-bazar (Accessed: 6 May 2020).
Bernama (2020) WHO praises Malaysia’s preparedness, ability to deal with COVID-19 | The Edge
Markets. Available at: https://www.theedgemarkets.com/article/who-praises-malaysias-
preparedness-ability-deal-covid19 (Accessed: 28 February 2020).
Boutayeb, A. (2010) ‘The Burden of Communicable and Non-Communicable Diseases in Developing

Countries’, in Handbook of Disease Burdens and Quality of Life Measures. Springer New
York, pp. 531–546. doi: 10.1007/978-0-387-78665-0_32.
Economic Planning Unit (2017) Malaysia Sustainable Development Goals, Voluntary National
Review 2017. Available at: https://sustainabledevelopment.un.org/memberstates/malaysia
(Accessed: 11 March 2020).
Idzwan Mustapha, F. et al. (2017) What are the direct medical costs of managing Type 2 Diabetes
Mellitus in Malaysia?
Ismail, H. et al. (2019) ‘Economic Burden of End-Stage Renal Disease to the Malaysian Healthcare
System’, Kidney International Reports. Elsevier. doi: 10.1016/J.EKIR.2019.05.016.
Kementerian Kesihatan Malaysia (2019) Maklumat Kedudukan Perjawatan Kementerian Kesihatan

Malaysia, unpublished internal report.
Khairulrijal, R. (2020) COVID-19: Maeps transformed into massive makeshift hospital. Available at:
https://www.nst.com.my/news/nation/2020/04/581248/COVID-19-maeps-transformed-
massive-makeshift-hospital (Accessed: 6 May 2020).
Ministry of Economic Affairs (2018) Mid-term Review of the Eleventh Malaysia Plan 2016 - 2020,
New priorities and emphases. Available at: www.epu.gov.my.
OVERVIEW
Ministry of Health Malaysia (2015) National Health and Morbidity Survey 2015 (NHMS 2015). Vol.
II: Non-Communicable Diseases, Risk Factors & Other Health Problems’.
Ministry of Health Malaysia (2016) Specialty and Subspecialty Framework of the Ministry of Health
WHO WE ARE
Hospitals under the 11th Malaysia Plan. Available at: www.moh.gov.my.
Ministry of Health Malaysia (2019a) Health Fact 2019; Reference Data for 2018. Available at:
http://www.moh.gov.my/moh/resources/Penerbitan/Penerbitan Utama/HEALTH FACTS/
Health Facts 2019_Booklet.pdf.
Ministry of Health Malaysia (2019b) Malaysia National Health Accounts; Health Expenditure Report
1997 - 2017. Available at: http://www.moh.gov.my/moh/resources/Penerbitan/Penerbitan

Utama/MNHA/Laporan_MNHA_Health_Expenditure_Report_1997-2017_03122019.pdf.
Ministry of Health Malaysia (2019c) National Strategic Plan for Hepatitis B and Hepatitis C 2019-
2023. Available at: www.moh.gov.my › moh › NSP_Hep_BC_2019_2023
Ministry of Health Malaysia (2019d) National Health and Morbidity Survey 2019 (NHMS 2019).
Shah, M. F. and Ahmad, N. (2016) Six dead in fire at Sultanah Aminah hospital | The Star.
Available at: https://www.thestar.com.my/news/nation/2016/10/25/fire-at-jb-hospital
(Accessed: 6 May 2020).
The Star Online (2020) WHO praises M’sia’s preparedness, ability to deal with COVID-19, says
Health Minister | The Star Online. Available at: https://www.thestar.com.my/news/
WHAT WE ARE FACING

nation/2020/02/18/who-praises-m039sia039s-preparedness-ability-to-deal-with-
COVID-19-says-health-minister (Accessed: 28 February 2020).
The World Bank (2018) Health expenditure, total (% of GDP). The World Bank. Available at:
https://data.worldbank.org/indicator/SH.XPD.CHEX.GD.ZS (Accessed: 15 July 2018).
Travis, P. et al. (2002) Towards better stewardship: concepts and critical issues Evidence and
Information for Policy.
World Health Organization (2013) WHO | The world health report 2000 - Health systems:
improving performance, WHO. World Health Organization.
OUR PLAN
World Health Organization (2019) Malaysia and WHO call for more investment in primary health
care the 21st century. Available at: https://www.who.int/malaysia/news/detail/08-04-
2019-malaysia-and-who-call-for-more-investment-in-primary-health-care-the-21st-
century (Accessed: 28 February 2020).
WHAT’S NEXT
OVERVIEW
WHO WE ARE
WHAT WE ARE FACING
OUR PLAN
“Despite challenges such as escalating

healthcare cost, increasing workload
and disease burden, unpredictable
circumstances such as pandemic and
WHAT’S NEXT
crisis, we shall persevere and optimise

our resources”
Secretary-General to the Ministry of Health Malaysia
ANNEX 1
List of Head of Division /

Programme
Datuk Dr Rohaizat bin Yon Dr Federa Aini binti Bibit

Deputy Director-General of Health (Medical) Deputy Director
Head of Medical Programme MoH Medical Legislation Section
Nor Azizah binti Ismail

Medical Development Division Secretary
Malaysian Optical Council
Dato’ Dr Norhizan bin Ismail
Director of Medical Development Division Dr Md Zaki bin Othman
Head
Datin Sri Dr Asmah binti Samat Medical Assistant Board
Deputy Director
Medical Services Development Section
Traditional and Complementary Medicine
Dr Fazilah binti Shaik Allaudin Division
Deputy Director
Medical Care Quality Section Dr Goh Cheng Soon
Director of Traditional & Complementary
Dr Shahrum binti Ismail Medicine Division
Deputy Director
Medical Profession Development Section Teh Li Yin
Senior Principal Assistant Director
Dr Junainah binti Sabirin Head of Policy & Development Section
Deputy Director
Health Technology Assessment Section Dr Ariyani binti Amin
Head of Profession Development Section
Medical Practice Division
Dr Dyanan a/l Puvanandran
Dr Ahmad Razid bin Salleh Senior Principal Assistant Director
Director of Medical Practice Division Secretariat for Traditional & Complementary
Medicine Council
Dr Ahmad Fareed bin A Rahman
Deputy Director Dr Jaspal Kaur a/p Marik Singh
Medico Legal Section Senior Principal Assistant Director
Head of Traditional & Complementary
Dr Afidah binti Ali Medicine Practice Section
Deputy Director
Private Medical Practice Control Section
OVERVIEW
WHO WE ARE
Mohd Ridzuan bin Ali L Mageswary a/p Lapchmanan
Senior Principal Assistant Director Deputy Director
Head of Enforcement & Inspectorate Section Policy & Strategic Planning Section
Mohamed Asri bin Abd Rahman

Nursing Division Deputy Director

Secretariat for Allied Health Profession
Matron Tumble binti Ngadiran @ Tomblow Council
Director of Nursing Division
Dr Rosanida binti Anang
Matron Devi a/p K Saravana Muthu Deputy Director
Deputy Director of Nursing Practice Section
Matron Anny Mary a/p S Joseph @ Soosai

Senior Principal Assistant Director of Nursing
Practice & Policy Section
Matron Kartina binti Mohammad Manan

Senior Principal Assistant Director of Nursing
WHAT WE ARE FACING

Regulatory Section
Allied Health Sciences Division
Che Ruhani binti Che Ja’afar

Director of Allied Health Sciences Division
Farina binti Zulkarnain

Senior Deputy Director
Policy & Development Section
OUR PLAN
Abdul Jalil bin Mohamed

Senior Deputy Director
Practice & Regulatory Section
Mustafah bin Md Nor

Deputy Director
WHAT’S NEXT
Regulatory Section
OVERVIEW
ANNEX 2
Drafting Committee
WHO WE ARE
Datuk Dr Rohaizat bin Yon Dr Siti Zufina binti Abd Samah
Deputy Director-General of Health (Medical) Senior Principal Assistant Director
Head of Medical Programme MoH Private Medical Practice Control Section
Medical Practice Division
Main authors / editors Ng Angeline

Principal Assistant Director

Dr Hirman bin Ismail Policy & Development Section
Head of Hospital Management Unit Traditional & Complementary Medicine
Medical Services Development Section Division
Teh Li Yin
Dr Erin Lee Hui Nee Senior Principal Assistant Director
Senior Principal Assistant Director Policy & Development Section
Hospital Management Unit Traditional & Complementary Medicine
Medical Services Development Section Division
Dr Kasuadi bin Hussin
Members Medical Services Development Section
WHAT WE ARE FACING

Dr Fazilah binti Shaik Allaudin
Deputy Director Dr Zuhaida binti Dato’ Che Embi
Medical Care Quality Section Senior Principal Assistant Director
Medical Development Division Medical Services Development Section
L Mageswary a/p Lapchmanan
Deputy Director Dr Mohd Ridzwan bin Mohd Shahari
Policy & Strategic Planning Section Senior Principal Assistant Director
Allied Health Sciences Division Medical Services Development Section
Matron Sania binti Lambia
OUR PLAN
Senior Principal Assistant Director of Nursing Dr Selamah binti Othman

Enforcement & Registration Sector Senior Principal Assistant Director
Nursing Division Medical Services Development Section
Dr Afidah binti Ali
Deputy Director Dr Mohd Faizal bin Zainuddin
WHAT’S NEXT
Private Medical Practice Control Section

Medical Practice Division Medical Services Development Section
ANNEX 2
Dr Faris Abdul Rahman bin Ismail

Dr Azni Yusliza binti Yusoff

Medical Profesion Development Section
Dr Azlihanis binti Abdul Hadi

Medical Quality Care Section
Dr Erlendawati binti Mohd Anuar

Medical Care Quality Section
Dr Izzuna Mudla binti Mohamed Ghazali

Health Technology Assessment Section
Dr Mohd Anuar bin Abd Samad

Health Technology Assessment Section
Dr Anis Syazli binti Razali

Principal Assistant Director
OVERVIEW
WHO WE ARE
WHAT WE ARE FACING
OUR PLAN
WHAT’S NEXT
ANNEX 3
Contributors

Dato’ Dr Norhizan bin Ismail Dr Atika Azura binti Abdul Rashed
Director Principal Assistant Director
Medical Development Division Medical Profesion Development Section
Dr Syarifah Noor Anisah binti Ahmad
Senior Principal Assistant Director Dr Ozdianalifah binti Omar
Medical Profesion Development Section Senior Principal Assistant Director
Medical Development Division Medical Profesion Development Section
Dr Melvyn Edward Anthony
Senior Principal Assistant Director Dr Izzuna Mudla binti Mohamed Ghazali
Medical Services Development Section Senior Principal Assistant Director
Medical Development Division Health Technology Assessment Section
Dr Adilah binti Abu Bakar
Senior Principal Assistant Director Dr Roza binti Sarimin
Dr Muhammad Zulfakhar bin Zubir
Senior Principal Assistant Director Dr Hanin Farhana binti Kamaruzzaman
Medical Development Divisio
Dr Noor Suhaila binti Abu Bakar
Senior Principal Assistant Director Ku Nurhasni binti Ku Rahim
Medical Quality Care Section Senior Principal Assistant Director
Dr Nor’Aishah binti Abu Bakar
Senior Principal Assistant Director Dr Noor Aziah binti Zainal Abidin
Medical Quality Care Section Senior Principal Assistant Director
Dr Norsyamimi binti Abdul Kazar
Senior Principal Assistant Director Dr Jafanita binti Jamaludin
Medical Profesion Development Section Senior Principal Assistant Director
OVERVIEW
WHO WE ARE
Dr Arpah binti Ali Dr Mawaddah binti Ghazali
Senior Principal Assistant Director Senior Principal Assistant Director
Medical Services Development Section Medical Services Development Section
Medical Development Division Medical Development Division
Dr Shahanizan binti Mohd Zin Dr Muhammad Al-Amin bin Safri

Senior Principal Assistant Director Senior Principal Assistant Director

Medical Services Development Section Medical Services Development Section
Dr Nor Azilah binti Abu Bakar @ Mansor

Senior Principal Assistant Director Dr Nor Mashitah binti Jobli
Dr Siti Zubaidah binti Ahmad Subki
Senior Principal Assistant Director Dr Aliza binti Idris
WHAT WE ARE FACING

Dr Puteri Aida Alyani binti Mohamed Ismail
Senior Principal Assistant Director Dr Abdul Hakim bin Abdul Rashid
Dr Mohd Noor Akmal bin Mohd Noor Leza
Senior Principal Assistant Director Dr Ume Umairah binti Zakaria
Dr Suriana Aishah binti Zainal
Senior Principal Assistant Director Dr Shafinaz binti Ahmad Tajudin
OUR PLAN

Dr Olivia Tan Yen Ping
Senior Principal Assistant Director Dr Fawzi bin Zaidan
WHAT’S NEXT
ANNEX 3
Dr Haizi binti Hamidun Dr Md Zaki bin Othman

Senior Principal Assistant Director Head of Medical Assistant
Medical Services Development Section Medical Assistant Board
Medical Development Division Medical Practice Division
Dr Hirman bin Abdullah Matron Norlaila binti Mohd Husin

Senior Principal Assistant Director Principal Assistant Director of Nursing
Medical Services Development Section Corporate Management Sector
Medical Development Division Nursing Division
Dr Chong Chin Eu Zarimah binti Jaafar

Senior Principal Assistant Director Assistant Medical Record Officer
Medical Profesion Development Section Medical Services Development Section
Dr Khairol Idham bin Zulkifli Joseph bin Kajangan

Principal Assistant Director Deputy Head
Medical Services Development Section Medical Assistant Board
Medical Development Division Medical Practice Division
Chua Yau Li Sharul Azuan bin Mohd Said

Principal Assistant Director Assistant Medical Officer
Policy & Development Section Medical Aid Fund (Unit Teknikal Bantuan
Traditional & Complementary Medicine Perubatan (Sara Ubat))
Division
Matron Devi a/p K Saravana Muthu Head of Services

Deputy Director
Nursing Division Dato’ Seri Dr Mohamed Yusof bin Abdul
Wahab
Syuhairah binti Hamzah Head of Service (General Surgery)
Senior Principal Assistant Director Ministry of Health Malaysia
Policy & Strategic Planning Section
Allied Health Sciences Division Dr G Letchuman a/l Ramanathan
Head of Service (Medicine)
Nor Azizah binti Ismail Ministry of Health Malaysia
Secretary of Malaysia Optic Council
Medical Practice Division Dato’ Dr Mohamad Anwar Hau bin Abdullah
Head of Service (Orthopaedics)
OVERVIEW
WHO WE ARE
Dr Ravichandran a/l Jeganathan Dr Ng Chen Siew
Head of Service (Obstetric & Gynaecology) Head of Service (Nuclear Medicine)
Ministry of Health Malaysia Ministry of Health Malaysia
Dr Sabeera Begum binti Kader Ibrahim Dr Noryati binti Abu Amin

Head of Service (Paediatrics) Head of Service (Transfusion Medicine)

Dr Melor @ Mohd Yusof bin Mohd Mansor Dr Yusniza binti Mohd Yusof
Head of Service (Anaesthesiology) Head of Service (Rehabilitation Medicine)
Dr Mahathar bin Abd Wahab Dr Yun Sii Ing

Head of Service (Emergency Medicine and Head of Service (Radiology)
Trauma Services) Ministry of Health Malaysia
Dr Ros Suzanna binti Ahmad Bustamam
Dato’ Dr Zahari bin Noor Head of Service (Radiotherapy & Oncology)
Head of Service (Forensic Medicine) Ministry of Health Malaysia
Dr Rozaiman bin Ebrahim
WHAT WE ARE FACING

Datuk Dr Mohd Shah bin Mahmood Head of Service (Sports Medicine)
Former Head of Service (Forensic Medicine) Ministry of Health Malaysia
Dato’ Dr Zakaria bin Zahari
Dato’ Dr Siti Sabzah binti Mohd Hashim Head of Service (Paediatric Surgery)
Head of Service (Otorhinolaryngology) Ministry of Health Malaysia
Dato’ Dr Azmin Kass bin Rosman
Dr Salina Abdul Aziz Head of Service (Neurosurgery)
Head of Service (Psychiatry) Ministry of Health Malaysia
Dato’ Dr Mahiran binti Mustafa
OUR PLAN
Dr Nor Fariza binti Ngah Head of Service (Infectious Diseases)

Head of Service (Opthalmology) Ministry of Health Malaysia
Datuk Dr Muhamad Radzi bin Abu Hassan
Dr Arni binti Talib Head of Service (Gastroenterology)
Head of Service (Pathology) Ministry of Health Malaysia
WHAT’S NEXT
ANNEX 3
Datuk Dr Abd Kahar bin Ghapar Dr Richard Lim Boon Leong

Head of Service (Cardiology) Head of Service (Palliative Medicine)
Dato’ Dr Ong Loke Meng Dato’ Dr Rohan Malek bin Dato’ Dr Johan
Head of Service (Nephrology) Thambu
Ministry of Health Malaysia Head of Service (Urology)
Dr Zanariah binti Hussein
Head of Service (Endocrine) Dr Salina binti Ibrahim
Ministry of Health Malaysia Head of Service (Reconstructive & Plastic
Surgery)
Dr Irfhan Ali bin Hyder Ali Ministry of Health Malaysia
Head of Service (Respiratory Medicine)
Ministry of Health Malaysia Dato’ Dr Fitzgerald Henry
Head of Service (Colorectal Surgery)
Dr Yau Weng Keong Ministry of Health Malaysia
Head of Service (Geriatric Medicine)
Ministry of Health Malaysia Dr Hanif bin Hussein
Head of Service (Vascular Surgery)
Dr Santhi Datuk Puvanarajah Ministry of Health Malaysia
Head of Service (Neurology)
Ministry of Health Malaysia Dr Nor Aina binti Emran
Head of Service (Breast & Endocrine Surgery)
Dato’ Dr Norly binti Ismail Ministry of Health Malaysia
Head of Service (Cardiothoracic
Anaesthesiology & Perfusion) Dr Manisekar a/l Subramaniam
Ministry of Health Malaysia Head of Service (Hepatobiliary Surgery)
Dr Jameela binti PNA Sathar
Head of Service (Haematology) Dato’ Dr Basheer Ahamed bin Abdul Kareem
Ministry of Health Malaysia Head of Service (Cardiothoracic Surgery)
Dr Mollyza binti Mohd Zain
Head of Service (Rheumatology) Mr Rizal Imran bin Alwi
Ministry of Health Malaysia Head of Service (Trauma Surgery)
Dr Suganthi Thevarajah
Head of Service (Dermatology) Dr Narasimman a/l Sathiamurthy
Ministry of Health Malaysia Head of Service (Thoracic Surgery)
OVERVIEW
WHO WE ARE
Matron Wan Maiza binti Wan Zahari
Head of Service (Central Sterile Supply
Services)
Ridzoni bin Sulaiman

Head of Service (Dietetic and Food Services)

Proofreaders
Dr PAA Mohamed Nazir bin Abdul Rahman

Deputy Director
Medical Care Quality Section
Dr Muhammed Anis bin Abd Wahab

Deputy Director
National Health Financing Section
Planning Division
WHAT WE ARE FACING

OUR PLAN
WHAT’S NEXT
ANNEX 4
List of reviewers
State Health Department
Dr Mohd Fikri bin Ujang Dr Sabeera Begum binti Kader Ibrahim

State Health Director of Kedah Head of Service (Paediatrics)
Dato’ Dr Ding Lay Ming
State Health Director of Perak Dr Melor @ Mohd Yusof bin Mohd Mansor
Head of Service (Anaesthesiology)
Dato’ Indera Dr Sha’ari bin Ngadiman Ministry of Health Malaysia
State Health Director of Selangor
Dr Christina Rundi Planning Division

State Health Director of Sabah
Dr Mahani binti Ahmad Hamidy
Dr Ismuni bin Bohari Deputy Director
State Health Director of Federal Territory of Planning Division
Labuan
Dr Siti Noraida binti Jamal
Public Health Specialist
Head of Service Planning Division
Dato’ Seri Dr Mohamed Yusof bin Abdul

Wahab
Head of Service (General Surgery)
Dr G Letchuman a/l Ramanathan

Head of Service (Medicine)
Dr Ravichandran a/l Jeganathan

Head of Service (Obstetric & Gynaecology)
OVERVIEW
WHO WE ARE
WHAT WE ARE FACING
OUR PLAN
“Together as one Ministry of Health,

WHAT’S NEXT
we continue our journey in our

commitment in making Universal
Health Coverage a reality”
NOTES
Hospital Management Unit
Level 5, Block E1, Complex E
Federal Government Administrative Centre
62590 Putrajaya MALAYSIA
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MOH/P/PAK/438.

“ Improving access to medical care, leaving no one

© Hospital Management Unit, Medical Development Division 2020.

Hospital Management Unit

The contents may be freely reproduced for non-commercial purposes

*Most of the pictures featured in this publication were taken during

Printed in Kuala Lumpur.

Printing edition, May 2020.

What We Have Achieved

WHAT WE HAVE ACHIEVED

WHAT WE ARE FACING

Dato’ Seri Dr Chen Chaw Min

Secretary-General to the Ministry of Health

WHAT WE HAVE ACHIEVED

WHAT WE ARE FACING

Datuk Dr Noor Hisham Abdullah

WHAT WE HAVE ACHIEVED

WHAT WE ARE FACING

Datuk Dr Haji Rohaizat bin Haji Yon

WHAT WE HAVE ACHIEVED

Prior to developing our strategies in the next collaboration, international commitment,

WHAT WE ARE FACING

SUES AND CHALLENG

Health Situational Analysis Local Commitment

WHAT WE HAVE ACHIEVED

WHAT WE ARE FACING

Footnote Ministry of Economic Affairs, now known as

ACP Advanced Competency Programme

WHAT WE HAVE ACHIEVED

WHAT WE ARE FACING

TechScan Technical Scan report

11MP Eleventh Malaysia Plan

Management of headquarters Ophthalmology Pharmacy & supply

WHAT WE HAVE ACHIEVED

Operating Operating Budgets Overall Annual

MYR13.6 MYR13 54% 30

WHAT WE ARE FACING

Percentage of MoH medical personnel in Medical Programme (2019)

WHAT WE ARE FACING

WHAT WE HAVE ACHIEVED

WHAT WE ARE FACING

The Medical Programme is led by the Deputy Director-General of Health (Medical).

Medical Medical Nursing Allied Traditional and Medical

DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR

WHAT WE ARE FACING

Figure 3 Organisational Chart of the Medical Programme, Ministry of Health Malaysia

Obstetrics & New complex 61 February 2017

Woman & Child New complex 354 December 2018

WHAT WE HAVE ACHIEVED

Woman & Child New complex 404 August 2019

Hospital Rembau New hospital 76 October 2019

Endocrine New complex 220 December 2020

WHAT WE ARE FACING

Hospital Cyberjaya New hospital 228 December 2020

facilities (Ministry of Economic brachytherapy machine and hospital. Daycare procedures

Number of hospitals providing deliveries in 2010, Malaysia is a total of eighty-eight (88)

WHAT WE HAVE ACHIEVED

WHAT WE ARE FACING