Development of a Public Health Emergency Management Model Using Legal Measures to Drive Network Operations in Saraburi Province

Abstract

This study was participatory action research aiming to: (1) study the context, situation, legal measures, and obstacles in public health emergency management in Saraburi Province; (2) develop an emergency management model; and (3) evaluate the developed model. The research was conducted in three phases from August 1, 2024, to July 31, 2025. Phase 1 involved a qualitative situation analysis through documentary analysis, in-depth interviews with 12 executives, and focus group discussions with 24 practitioners. Phase 2 focused on model development through participatory workshops using SWOT and TOWS Matrix analyses, followed by validation by 5 experts. Phase 3 was the trial and evaluation of the model via a tabletop exercise and a full-scale exercise, with quantitative evaluation using the CIPP Model questionnaire (n=92) and qualitative evaluation through a reflection focus group.

The findings identified four main problems: (1) a dual-track command structure stemming from two parallel laws, (2) siloed operations lacking integration, (3) delayed access to resources, and (4) non-unified crisis communication. In response, the “Saraburi Model” was developed, comprising four core components: (1) Unified Command, (2) Public-Private-People (3P) Partnership, (3) Proactive Resource Management, and (4) Preparedness & Crisis Communication. The model's evaluation revealed the highest level of effectiveness overall, with the Product dimension scoring the highest (x̄=4.83, S.D.=0.38). Practitioner satisfaction with the model was at the highest level (x̄=4.88, S.D.=0.32). The most critical success factor was identified as the use of legal measures to create tangible unity and integration within the network's operations.