Development of the health resource management model of the District Public Health Office Under the transfer of the Sub-district Health Promoting Hospital to the Provincial Administrative Organization, a case study of the District Public Health Office, Nakhon Ratchasima Province

Abstract

This is action research. The objectives are to: (1) study the current situation, problems, and health resource management of the District Public Health Office; (2) develop a model for health resource management of the District Public Health Office; and (3) evaluate the health resource management model of the District Public Health Office under the transfer of Sub-district Health Promoting Hospital to the Nakhon Ratchasima Provincial Administrative Organization. The sample groups in the research include: (1) district public health officials who have transferred sub-district health promoting hospitals to the Nakhon Ratchasima Provincial Administrative Organization, totaling 27 people; and (2) district public health assistants in administrative matters and district public health assistants in academic matters, totaling 54 people. Research instruments include document analysis, in-depth interviews, focus groups, and non-participant behavioral observation. Data analysis section Qualitative data analysis involves classifying and grouping data.

This research found that (1) the Nakhon Ratchasima Provincial Public Health Office is able to return land, buildings, and structures of sub-district health-promoting hospitals to the Treasury Department, totaling 42 places (23.07%) in the health plan administration section. An annual strategic health plan must be prepared jointly between the Nakhon Ratchasima Provincial Public Health Office and the Nakhon Ratchasima Provincial Administrative Organization. (2) Development of health budget management models Has the duty to manage the budget in the basic budget category. Management of health personnel It is responsible for preparing the annual personnel development plan and managing the medical and public health service systems to assess the quality and standards of health service facilities. (3) In the evaluation of the model, the overall mean satisfaction was at a high level (M = 4.05, S.D. = 0.07), evaluating success from public health performance indicators such as timely disbursement and disbursement of the District Public Health Office's budget. There was an increase in work from 20 places (74.07%), preparation of strategic plans, and health action plans. There was an increase in work from 19 places (70.37%), and the district public health department passed the standard assessment criteria for the development of internal inspection and control systems. There was an increase in work from 25 places (92.59%). The suggestions are that the Provincial Public Health Office should be the main host, together with the Provincial Administrative Organization, to support the health resource management model of the District Public Health Office in many aspects and should add a variety of communication channels and greater public communication.