Factors Affecting the Operations of the District Health Board in Chumphon Province

Abstract

This cross-sectional descriptive research aimed to study the operations and factors affecting the operations of the district health board in Chumphon Province. The sample consisted of 240 people from eight districts in Chumphon Province. The instrument used was a questionnaire regarding the level of operations according to the assigned roles of the district health board and the district health board operations according to the criteria of unity team, customer focus, community participation, appreciation, resource sharing and human development, and essential care (UCCARE). The reliability was tested with Cronbach’s alpha coefficient of 0.87 and 0.78, respectively. The statistics used for descriptive data analysis were percentage, mean, standard deviation, and inferential statistics used multiple linear regression analysis. The results of the study found that the overall operational role was at a moderate level at 43.33 percent with an average score of 121.18 (SD=30.44). When classified by each aspect, it was found that most were at a moderate level, with strategic planning being the highest at 47.08 percent with an average score of 17.65 (SD=4.82), followed by focusing on personnel and operational results at 45.00 percent with an average score of 17.61 (SD=4.70) and 44.58 percent with an average score of 17.58 (SD=4.65), respectively. The UCCARE assessment results indicated a level ranging from systematic to learning, with appreciation and value having the highest average score of 3.52 (SD=1.02), followed by giving importance to target groups and the population. In terms of teamwork, the mean was 3.49 (SD=1.04) and 3.45 (SD=1.06), respectively. Factors that significantly affected the operations of the District Health Board in Chumphon Province at the 0.05 significance level were leadership and operational outcomes, which could jointly predict the operations of the roles of the district health board in Chumphon Province at 57 percent. It is recommended that support for leadership potential development should be provided to lead teams to create goals, to set clear quality of life development issues by communicating the necessity of the quality of life of people in the area, and to jointly solve problems/developing to achieve goals. As for the role of creating good operational results, there should be a clear policy and action plan, serious participation and monitoring of results, empowering assessments, and setting success indicators according to shared goals and the context of the area itself.