Developing the Process of Deploying Health Strategic Plans of Maha Sarakham Province to Health Operational Plans and Implementation at the Amphoe Level in Maha Sarakham Province in 2004-2007-การพัฒนากระบวนการแปรแผนยุทธศาสตร์สุขภาพจังหวัดมหาสารคามสู่แผนและการ ปฏิบัติการด้านสุขภาพระดับอำเภอ จังหวัดมหาสารคาม ปี 2547-2550

Abstract

            Strategic plans are the important gist of organization administration, and deployment of strategic plans to appropriate performance is also an important thing in the conditions which organizational environments are ever-changing rapidly. This action research study conducted in 2004-2007 was aimed at developing a model, comparing effectiveness of deploying health strategic plans of Maha Sarakham province to operational plans, and at examining relationships among organizational factors, personnel factors, effectiveness of deploying the strategic plans, and success in operation according to the operational plans. The study was conducted in these 3 phases : 1) situation assessment and an analysis for a model, 2) buzz performance and assessments, and 3) the project assessment by asking all of the 260 committee members who contributed the operational plans at the amphoe level, and by conducting in-depth interviews with all of the 24 hospital directors and amphoe public health directors. The instruments used for collecting data were : 1) a questionnaire on knowledge of preparing organizational factors and personnel factors at the amphoe level, alignments and completeness of indicators; opinions about success, participation and feasibility of the operational plans, and problems of deploying the strategic plans; 2) issues in group discourses, 3) guideline for in-depth interviews, and 4) an assessment form on the operational plans at the amphoe level. The data were analyzed and compared by the use of descriptive statistic, the relationships were analyzed by the use of Pearsonีs product-moment correlation coefficient, and a content analysis. The development outcomes revealed that the model of development consisted of these 5 major activities : 1) workshop for the operational-plan-making team, 2) brain-storming of the strategic-plan-making team and the operational-plan-making team, 3) knowledge management between the strategic-plan-making team and the operational-plan-making team, 4) supervision and follow-ups of the operational-plan-making team by the working-team at the provincial level, and 5) warroom establishment of administrators at the amphoe and provincial levels by covering all these 2 dimensions : dimension of participation and varieties, and dimension of the interdisciplinary learning process. The results of assessing after development revealed that there were these better outcomes when compared with before development : knowledge of the committees for health operational planning at the amphoe levels; preparing personnel factors and organizational factors for deploying strategic plans (2003-2006), alignments of health operational plans at the amphoe level and health strategic plans at the provincial level and completeness of the indicators of health operational plans at the amphoe level according to the provincial health strategic plans, opinions of the committees for health operational planning at the amphoe level, success of health operational plans at the amphoe level, participation in health operational-plan-masking at the amphoe level, and feasibility of the health operational plans at the amphoe level. After development, it was found that the overall of the 13 strategies at the provincial level and the overall of the health operational plans at the amphoe level in all the 13 amphoe had alignments, coverage of activities, and completeness of indicators of the health operational plans at the amphoe level, and the provincial health strategic plans at a high level. For the results of assessing official performance according to the official performance certification at the amphoe level at the end of the 2007 fiscal year, it was found that the province as a whole had a mean score on work operation rated in terms of achievement in the official performance certification at a good level (82.51%). The organizational factors, personnel factors, and knowledge of the operational-plan-making committees were positively related to effectiveness of deploying the provincial health strategic plans to the health performance plans at the amphoe level and, eventually, its effectiveness of the operation at the level of statistical significance (p<0.05). In conclusion, the developed model of deploying strategic plans to operation could generate effectiveness in performance and effectiveness in performance according to the established plans. However, The performance has to be accomplished before beginning the task performance every year. Also there must be good control and directing performance according to the plans.

Key words:      strategic plan, health operational plan