Development of the Public Health Workforce of the Office of the Permanent Secretary, Ministry of Public Health to Support Health Region - การพัฒนากำลังคนสาธารณสุขของสำนักงานฯ

Abstract

Development of the Public Health Workforce of the Office of the Permanent Secretary, Ministry of Public
Health to Support Health Region
Wichian Thianjuruwatthana, M.D.*; Kittiporn Nawsuwan, Ed.D.**
* Office of the Permanent Secretary for Public Health, Ministry of Public Health; ** Boromarajonani College
of Nursing, Songkhla, Praboromarajchanok Institute, Thailand
Journal of Health Science 2021;30(3):531-46.
This mixed method research aimed to study the public health workforce development guidelines,
and key success factors in driving the development of the public health workforce of the Office of the
Permanent Secretary, Ministry of Public Health (MoPH) to support health regions. The study used both
quantitative and qualitative research and methods. The secondary data of the public health manpower were
analyzed. Then a guideline for the development of public health workforce was drafted. The semi-structured interview questionnaires were created based on a literature review of related concepts and theories.
Eleven key informants were purposively selected including central administrators, public health inspectors, public health supervisors, administrators and practitioners in the health region offices. Data were
collected using face-to-face and over the phone in-depth interviews, and were analyzed using content
analysis. The results of the research were as follows: public health workforce development guidelines of
the Office of the Permanent Secretary, MoPH, to support health regions included review of service plans,
the service blueprints, and human resource blueprints for conducting resource sharing, and managing
existing resources efficiently. Law amendment regarding the decentralization of comprehensive management in health regions, and adjustment of the health region offices’ structure following the ministerial
regulations should be performed. The Human Resource Management Division was responsible for setting
policies and manpower directions, and strengthening at all levels. Moreover, creating motivation and retention of good people, improving a new human resource management system with flexibility like private
sectors, and developing an update information system connecting the central region to other regions should
be done. Key success factors in driving the development of the public health workforce were clear policies
set by the chief executive officers, understanding and cooperation in the same direction of administrators
at all health region offices, comprehensive decentralization, development of a workforce strategic plan
in accordance with the health region strategic plan, designing a new support system that facilitates the
development of the area health’s workforce, as well as doing rigorous control, monitoring, and evaluation.