14 research outputs found

    āļŠāļ–āļēāļ™āļāļēāļĢāļ“āđŒāļāļēāļĢāļšāļĢāļīāļŦāļēāļĢāļˆāļąāļ”āļāļēāļĢāļ§āļąāļ„āļ‹āļĩāļ™āđāļĨāļ°āļĢāļ°āļšāļšāļĨāļđāļāđ‚āļ‹āđˆāļ„āļ§āļēāļĄāđ€āļĒāđ‡āļ™āļ‚āļ­āļ‡āļšāļļāļ„āļĨāļēāļāļĢāļŠāļēāļ˜āļēāļĢāļ“āļŠāļļāļ‚ āđƒāļ™āļŦāļ™āđˆāļ§āļĒāļšāļĢāļīāļāļēāļĢāļ›āļāļĄāļ āļđāļĄāļīāļˆāļąāļ‡āļŦāļ§āļąāļ”āđ€āļŠāļĩāļĒāļ‡āđƒāļŦāļĄāđˆ Situation of Vaccine and Cold-Chain System Management Among Public Health Personnel in Primary Care Units at Chiang Mai Province

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    āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒ: āđ€āļžāļ·āđˆāļ­āļĢāļ°āļšāļļāļŠāļ–āļēāļ™āļāļēāļĢāļ“āđŒāļāļēāļĢāļšāļĢāļīāļŦāļēāļĢāļˆāļąāļ”āļāļēāļĢāļ§āļąāļ„āļ‹āļĩāļ™āđ‚āļ”āļĒāļšāļļāļ„āļĨāļēāļāļĢāļŠāļēāļ˜āļēāļĢāļ“āļŠāļļāļ‚āđƒāļ™āļŦāļ™āđˆāļ§āļĒāļšāļĢāļīāļāļēāļĢāļ›āļāļĄāļ āļđāļĄāļīāļˆāļąāļ‡āļŦāļ§āļąāļ”āđ€āļŠāļĩāļĒāļ‡āđƒāļŦāļĄāđˆ āđāļĨāļ°āđ€āļŦāļ•āļļāļ›āļąāļˆāļˆāļąāļĒāļ—āļĩāđˆāļŠāđˆāļ‡āļœāļĨāļ•āđˆāļ­āļāļēāļĢāļšāļĢāļīāļŦāļēāļĢāļˆāļąāļ”āļāļēāļĢāļ”āļąāļ‡āļāļĨāđˆāļēāļ§ āļ§āļīāļ˜āļĩāļāļēāļĢāļĻāļķāļāļĐāļē: āļ‡āļēāļ™āļ§āļīāļˆāļąāļĒāđāļšāļšāļœāļŠāļĄāļœāļŠāļēāļ™ āđ€āļĢāļīāđˆāļĄāļˆāļēāļāļāļēāļĢāļŠāļģāļĢāļ§āļˆāļŠāļ–āļēāļ™āļāļēāļĢāļ“āđŒāđ‚āļ”āļĒāđƒāļŠāđ‰āđāļšāļšāļŠāļ­āļšāļ–āļēāļĄāļāļąāļšāļšāļļāļ„āļĨāļēāļāļĢāļœāļđāđ‰āļĢāļąāļšāļœāļīāļ”āļŠāļ­āļšāļ‡āļēāļ™āļ§āļąāļ„āļ‹āļĩāļ™āđƒāļ™āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļŠāđˆāļ‡āđ€āļŠāļĢāļīāļĄāļŠāļļāļ‚āļ āļēāļžāļ•āļģāļšāļĨāļ—āļļāļāđāļŦāđˆāļ‡āđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āđ€āļŠāļĩāļĒāļ‡āđƒāļŦāļĄāđˆāļˆāļģāļ™āļ§āļ™ 236 āļ„āļ™ āđ€āļžāļ·āđˆāļ­āļ›āļĢāļ°āđ€āļĄāļīāļ™āļāļēāļĢāļ”āļģāđ€āļ™āļīāļ™āļ‡āļēāļ™ āļ„āļ§āļēāļĄāļĢāļđāđ‰āļ‚āļ­āļ‡āļšāļļāļ„āļĨāļēāļāļĢ āļ„āļ§āļēāļĄāļžāļĢāđ‰āļ­āļĄāļ‚āļ­āļ‡āļŠāļīāđˆāļ‡āļŠāļ™āļąāļšāļŠāļ™āļļāļ™ āđāļĨāļ°āļœāļĨāļāļĢāļ°āļ—āļšāļˆāļēāļāļĨāļąāļāļĐāļ“āļ°āļ āļđāļĄāļīāļ›āļĢāļ°āđ€āļ—āļĻ āđāļĨāļ°āļŠāļąāļĄāļ āļēāļĐāļ“āđŒāđ€āļŠāļīāļ‡āļĨāļķāļāđƒāļ™ 12 āļ„āļ™ āđ€āļžāļ·āđˆāļ­āļ—āļģāļ„āļ§āļēāļĄāđ€āļ‚āđ‰āļēāđƒāļˆāđ€āļžāļīāđˆāļĄāđ€āļ•āļīāļĄāļˆāļēāļāļœāļĨāļāļēāļĢāļŠāļģāļĢāļ§āļˆāļ—āļĩāđˆāđ„āļ”āđ‰ āđ€āļāđ‡āļšāļ‚āđ‰āļ­āļĄāļđāļĨāļĢāļ°āļŦāļ§āđˆāļēāļ‡āļĄāļīāļ–āļļāļ™āļēāļĒāļ™āļ–āļķāļ‡āļ•āļļāļĨāļēāļ„āļĄ 2563 āļ§āļīāđ€āļ„āļĢāļēāļ°āļŦāđŒāļ‚āđ‰āļ­āļĄāļđāļĨāđ€āļŠāļīāļ‡āļ›āļĢāļīāļĄāļēāļ“āļ”āđ‰āļ§āļĒāļŠāļ–āļīāļ•āļīāđ€āļŠāļīāļ‡āļžāļĢāļĢāļ“āļ™āļē āđāļĨāļ°āļ§āļīāđ€āļ„āļĢāļēāļ°āļŦāđŒāđ€āļŠāļīāļ‡āđ€āļ™āļ·āđ‰āļ­āļŦāļēāļŠāļģāļŦāļĢāļąāļšāļ‚āđ‰āļ­āļĄāļđāļĨāđ€āļŠāļīāļ‡āļ„āļļāļ“āļ āļēāļž āļœāļĨāļāļēāļĢāļĻāļķāļāļĐāļē: āļšāļļāļ„āļĨāļēāļāļĢāļœāļđāđ‰āļĢāļąāļšāļœāļīāļ”āļŠāļ­āļšāļ‡āļēāļ™āļ§āļąāļ„āļ‹āļĩāļ™āđƒāļ™āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļŠāđˆāļ‡āđ€āļŠāļĢāļīāļĄāļŠāļļāļ‚āļ āļēāļžāļ•āļģāļšāļĨāļ›āļāļīāļšāļąāļ•āļīāļ•āļēāļĄāđāļ™āļ§āļ—āļēāļ‡āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļ§āļąāļ„āļ‹āļĩāļ™āđ„āļ”āđ‰āļ­āļĒāđˆāļēāļ‡āļ–āļđāļāļ•āđ‰āļ­āļ‡ āđāļ•āđˆāļĄāļĩāļšāļēāļ‡āļ›āļĢāļ°āđ€āļ”āđ‡āļ™āļ—āļĩāđˆāļšāļēāļ‡āļŠāđˆāļ§āļ™āļĒāļąāļ‡āļ›āļāļīāļšāļąāļ•āļīāđ„āļĄāđˆāļ–āļđāļāļ•āđ‰āļ­āļ‡āļĄāļēāļāļāļ§āđˆāļē 20% āđ€āļŠāđˆāļ™ āļāļēāļĢāļ—āļģāđƒāļŦāđ‰āļ™āđ‰āļģāđāļ‚āđ‡āļ‡āđ€āļĢāļīāđˆāļĄāļĨāļ°āļĨāļēāļĒ (conditioning icepack) āļāļēāļĢāļšāļąāļ™āļ—āļķāļāļ­āļļāļ“āļŦāļ āļđāļĄāļīāļ•āļđāđ‰āđ€āļĒāđ‡āļ™ āđāļĨāļ°āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđƒāļ™āļāļĢāļ“āļĩāļ‰āļļāļāđ€āļ‰āļīāļ™ āļžāļšāļ§āđˆāļēāļšāļļāļ„āļĨāļēāļāļĢāļ‚āļēāļ”āļ„āļ§āļēāļĄāļĢāļđāđ‰āđƒāļ™āđ€āļŠāļīāļ‡āđ€āļ—āļ„āļ™āļīāļ„āļ—āļĩāđˆāđ€āļāļĩāđˆāļĒāļ§āļāļąāļšāļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļĢāļ°āļšāļšāļĨāļđāļāđ‚āļ‹āđˆāļ„āļ§āļēāļĄāđ€āļĒāđ‡āļ™ āđ€āļŠāđˆāļ™ āļ­āļļāļ“āļŦāļ āļđāļĄāļīāđƒāļ™āļĢāļ°āļšāļš āļ„āļļāļ“āļŠāļĄāļšāļąāļ•āļīāļ‚āļ­āļ‡āļ§āļąāļ„āļ‹āļĩāļ™āđāļ•āđˆāļĨāļ°āļŠāļ™āļīāļ” āđāļĨāļ°āļāļēāļĢāļ­āđˆāļēāļ™āđ€āļ„āļĢāļ·āđˆāļ­āļ‡āļŦāļĄāļēāļĒ Vaccine Vial Monitor āđ€āļ›āđ‡āļ™āļ•āđ‰āļ™ āļāļēāļĢāđ‚āļĒāļāļĒāđ‰āļēāļĒāļāļģāļĨāļąāļ‡āļ„āļ™ āļ‡āļšāļ›āļĢāļ°āļĄāļēāļ“ āđāļĨāļ°āļ­āļļāļ›āļāļĢāļ“āđŒāđƒāļ™āļĢāļ°āļšāļšāļĨāļđāļāđ‚āļ‹āđˆāļ„āļ§āļēāļĄāđ€āļĒāđ‡āļ™ āļŠāļąāļĄāļžāļąāļ™āļ˜āđŒāļāļąāļšāļ„āļ§āļēāļĄāļžāļĢāđ‰āļ­āļĄāļ‚āļ­āļ‡āļāļēāļĢāļšāļĢāļīāļŦāļēāļĢāļˆāļąāļ”āļāļēāļĢāļĢāļ°āļšāļš āļŦāļ™āđˆāļ§āļĒāļ‡āļēāļ™āļ—āļĩāđˆāļāļĢāļ°āļˆāļēāļĒāļ§āļąāļ„āļ‹āļĩāļ™āļĢāļ°āļ”āļąāļšāļ­āļģāđ€āļ āļ­āļŠāļģāļ„āļąāļāļ•āđˆāļ­āļāļēāļĢāļŠāļ™āļąāļšāļŠāļ™āļļāļ™āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļ§āļąāļ„āļ‹āļĩāļ™ āļŠāļĢāļļāļ›: āļšāļļāļ„āļĨāļēāļāļĢāļœāļđāđ‰āļĢāļąāļšāļœāļīāļ”āļŠāļ­āļšāļ‡āļēāļ™āļ§āļąāļ„āļ‹āļĩāļ™āļĢāļ°āļ”āļąāļšāļ›āļāļĄāļ āļđāļĄāļīāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āđ€āļŠāļĩāļĒāļ‡āđƒāļŦāļĄāđˆāļŠāļēāļĄāļēāļĢāļ–āļšāļĢāļīāļŦāļēāļĢāļˆāļąāļ”āļāļēāļĢāļ§āļąāļ„āļ‹āļĩāļ™āđāļĨāļ°āļŦāđˆāļ§āļ‡āđ‚āļ‹āđˆāļ„āļ§āļēāļĄāđ€āļĒāđ‡āļ™āđ„āļ”āđ‰āļ”āļĩ āđāļ•āđˆāļŠāļēāļĄāļēāļĢāļ–āļžāļąāļ’āļ™āļēāđ€āļžāļīāđˆāļĄāđ€āļ•āļīāļĄāđƒāļ™āđ€āļĢāļ·āđˆāļ­āļ‡āļ„āļ§āļēāļĄāļĢāļđāđ‰āļ”āđ‰āļēāļ™āļ„āļļāļ“āļŠāļĄāļšāļąāļ•āļīāļ‚āļ­āļ‡āļœāļĨāļīāļ•āļ āļąāļ“āļ‘āđŒāļ—āļĩāđˆāļŠāļąāļĄāļžāļąāļ™āļ˜āđŒāļāļąāļšāļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļŦāđˆāļ§āļ‡āđ‚āļ‹āđˆāļ„āļ§āļēāļĄāđ€āļĒāđ‡āļ™ āđāļĨāļ°āļžāļąāļ’āļ™āļēāļĢāļ°āļšāļšāļāļēāļĢāļŠāļ™āļąāļšāļŠāļ™āļļāļ™āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļ”āđ‰āļēāļ™āļāļģāļĨāļąāļ‡āļ„āļ™ āļ‡āļšāļ›āļĢāļ°āļĄāļēāļ“ āđāļĨāļ°āļ­āļļāļ›āļāļĢāļ“āđŒāđƒāļ™āļĢāļ°āļšāļšāļĨāļđāļāđ‚āļ‹āđˆāļ„āļ§āļēāļĄāđ€āļĒāđ‡āļ™āļ­āļĒāđˆāļēāļ‡āđ€āļŦāļĄāļēāļ°āļŠāļĄ āļ„āļģāļŠāļģāļ„āļąāļ: āļāļēāļĢāļšāļĢāļīāļŦāļēāļĢāļˆāļąāļ”āļāļēāļĢāļ§āļąāļ„āļ‹āļĩāļ™ , āļĢāļ°āļšāļšāļĨāļđāļāđ‚āļ‹āđˆāļ„āļ§āļēāļĄāđ€āļĒāđ‡āļ™, āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļŠāđˆāļ‡āđ€āļŠāļĢāļīāļĄāļŠāļļāļ‚āļ āļēāļžāļ•āļģāļšāļĨ, āļŦāļ™āđˆāļ§āļĒāļšāļĢāļīāļāļēāļĢāļ›āļāļĄāļ āļđāļĄāļīObjective: To determine the situation of vaccine and cold-chain system management at primary care units in Chiang Mai Province and rationale and issues related to the management Methods: Mixed method approach was used, starting with a survey of 236 health personnel responsible for vaccine management at sub-district health promoting hospitals, Chiang Mai Province, to access their practice, knowledge, availability of supports, and impacts of the area’s geographics on the vaccine and cold-chain management. The in-depth interview on done with 12 selected personnel. Data were collected from June to October 2020. Descriptive statistics and content analysis were used to analyze quantitative and qualitative data, respectively. Results: Survey respondents properly followed vaccine practice guideline; but more than 20% failed to comply with issues such as conditioning icepack, recording refrigerator temperature, and managing cold-chain system in emergency situations. Survey respondents lacked technical knowledge related to vaccine and cold-chain system such as required temperature, vaccine’s specific characteristics, and Vaccine Vial Monitor mark. Healthcare-system factors related to the vaccine and cold-chain management included personnel turnover, and availability of budget and equipment. A district-level vaccine depot was a major support for the system. Conclusion: Personnel in sub-district health promoting hospitals, Chiang Mai province followed vaccine and cold-chain management guideline. Technical knowledge on vaccine characteristics related to system operation could be improved. Sub-district hospitals should be provided with manpower, budgetāļĄ and equipment for proper cold-chain system. Keywords: vaccine management, cold chain system, health promoting hospital, primary care uni

    āļāļēāļĢāļ§āļīāđ€āļ„āļĢāļēāļ°āļŦāđŒāļ™āđ‚āļĒāļšāļēāļĒāļ™āđ‰āļģāļ”āļ·āđˆāļĄāļ›āļĢāļ°āļŠāļēāļĢāļąāļāļœāđˆāļēāļ™āļāļĢāļ­āļšāđāļ™āļ§āļ„āļīāļ”āļ—āļļāļāļ™āđ‚āļĒāļšāļēāļĒāđƒāļŠāđˆāđƒāļˆāļŠāļļāļ‚āļ āļēāļž: āļāļĢāļ“āļĩāļĻāļķāļāļĐāļēāļˆāļąāļ‡āļŦāļ§āļąāļ”āļĨāļģāļžāļđāļ™ Analysis of Pracharath Drinking Water Policy with Health-in-All Policies Framework: A Case Study of Lamphun Province

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    āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒ: āđ€āļžāļ·āđˆāļ­āļ§āļīāđ€āļ„āļĢāļēāļ°āļŦāđŒāļ™āđ‚āļĒāļšāļēāļĒāļ™āđ‰āļģāļ”āļ·āđˆāļĄāļ›āļĢāļ°āļŠāļēāļĢāļąāļāļœāđˆāļēāļ™āļāļĢāļ­āļšāđāļ™āļ§āļ„āļīāļ”āļ—āļļāļāļ™āđ‚āļĒāļšāļēāļĒāđƒāļŠāđˆāđƒāļˆāļŠāļļāļ‚āļ āļēāļž(Health-in-All Polices; HiAP) āđ€āļžāļ·āđˆāļ­āđ€āļ›āđ‡āļ™āļ‚āđ‰āļ­āļĄāļđāļĨāļ›āđ‰āļ­āļ™āļāļĨāļąāļšāđāļāđˆāļœāļđāđ‰āļāļģāļŦāļ™āļ”āļ™āđ‚āļĒāļšāļēāļĒāđƒāļ™āļāļēāļĢāļžāļąāļ’āļ™āļēāļ™āđ‚āļĒāļšāļēāļĒāļ—āļĩāđˆāļ„āļģāļ™āļķāļ‡āļ–āļķāļ‡āļŠāļļāļ‚āļ āļēāļž āļ§āļīāļ˜āļĩāļāļēāļĢāļĻāļķāļāļĐāļē: āļ‡āļēāļ™āļ§āļīāļˆāļąāļĒāđ€āļŠāļīāļ‡āļ„āļļāļ“āļ āļēāļžāđ‚āļ”āļĒāļāļēāļĢāļ§āļīāļˆāļąāļĒāđ€āļ­āļāļŠāļēāļĢāđāļĨāļ°āļāļēāļĢāļŠāļąāļĄāļ āļēāļĐāļ“āđŒāđ€āļŠāļīāļ‡āļĨāļķāļāđ€āļĨāļ·āļ­āļāļāļĨāļļāđˆāļĄāļ•āļąāļ§āļ­āļĒāđˆāļēāļ‡āđāļšāļšāđ€āļ‰āļžāļēāļ°āđ€āļˆāļēāļ°āļˆāļ‡āļˆāļēāļāļœāļđāđ‰āļĄāļĩāļŠāđˆāļ§āļ™āđ„āļ”āđ‰āđ€āļŠāļĩāļĒāļ™āđ‚āļĒāļšāļēāļĒāļ›āļĢāļ°āļŠāļēāļĢāļąāļāļˆāļąāļ‡āļŦāļ§āļąāļ”āļĨāļģāļžāļđāļ™āļˆāļģāļ™āļ§āļ™ 39 āļ„āļ™ āļĢāļ°āļŦāļ§āđˆāļēāļ‡āļĄāļĩāļ™āļēāļ„āļĄ 2562 āļ–āļķāļ‡āļāļļāļĄāļ āļēāļžāļąāļ™āļ˜āđŒ 2563 āđāļĨāļ°āļ§āļīāđ€āļ„āļĢāļēāļ°āļŦāđŒāļ‚āđ‰āļ­āļĄāļđāļĨāđ€āļŠāļīāļ‡āđ€āļ™āļ·āđ‰āļ­āļŦāļēāļœāļĨāļāļēāļĢāļĻāļķāļāļĐāļē: āļ„āļ§āļēāļĄāđ€āļ›āđ‡āļ™ HiAP āļ‚āļ­āļ‡āļ™āđ‚āļĒāļšāļēāļĒāļ™āđ‰āļģāļ”āļ·āđˆāļĄāļ›āļĢāļ°āļŠāļēāļĢāļąāļāļĄāļĩ 3 āļ­āļ‡āļ„āđŒāļ›āļĢāļ°āļāļ­āļš āļ„āļ·āļ­1) āļāļēāļĢāļ„āļģāļ™āļķāļ‡āļ–āļķāļ‡āļĄāļīāļ•āļīāļ”āđ‰āļēāļ™āļŠāļļāļ‚āļ āļēāļžāļ—āļĩāđˆāļĒāļąāļ‡āđ„āļĄāđˆāļ„āļĢāļ­āļšāļ„āļĨāļļāļĄāđƒāļ™āļ—āļļāļāļ āļēāļ„āļŠāđˆāļ§āļ™ āļ›āļąāļāļŦāļēāļŠāļļāļ‚āļ āļēāļžāđ„āļĄāđˆāļ–āļđāļāļāļĨāđˆāļēāļ§āļ–āļķāļ‡āđƒāļ™āļāļēāļĢāļ­āļ™āļļāļĄāļąāļ•āļīāļ‡āļšāļ›āļĢāļ°āļĄāļēāļ“ āļ–āļķāļ‡āđāļĄāđ‰āļ—āļĩāđˆāļĄāļēāļ‚āļ­āļ‡āđ‚āļ„āļĢāļ‡āļāļēāļĢāļĄāļēāļˆāļēāļāļ›āļąāļāļŦāļēāļ„āļ§āļēāļĄāļŠāļ°āļ­āļēāļ”āļ‚āļ­āļ‡āļ™āđ‰āļģāļ”āļ·āđˆāļĄ āđāļĨāļ°āļœāļđāđ‰āđƒāļŦāđ‰āļ‡āļšāļ›āļĢāļ°āļĄāļēāļ“āļ—āļĢāļēāļšāļ§āđˆāļēāļ™āđ‰āļģāļ”āļ·āđˆāļĄāļ›āļĢāļ°āļŠāļēāļĢāļąāļāđ€āļāļĩāđˆāļĒāļ§āļ‚āđ‰āļ­āļ‡āļāļąāļšāļŠāļļāļ‚āļ āļēāļž 2) āđ‚āļ­āļāļēāļŠāļāļēāļĢāđ€āļ›āļĨāļĩāđˆāļĒāļ™āđāļ›āļĨāļ‡āđ€āļŠāļīāļ‡āļ™āđ‚āļĒāļšāļēāļĒāđƒāļŦāđ‰āđ€āļ›āđ‡āļ™ HiAP āļĒāļąāļ‡āđ„āļĄāđˆāļŠāļąāļ”āđ€āļˆāļ™ āđ‚āļ”āļĒāļĢāļąāļāđ€āļŦāđ‡āļ™āļ–āļķāļ‡āđ‚āļ­āļāļēāļŠāđāļāđ‰āđ„āļ‚āļ›āļąāļāļŦāļēāļ™āđ‰āļģāļ”āļ·āđˆāļĄāđƒāļ™āļŠāļļāļĄāļŠāļ™āļžāļĢāđ‰āļ­āļĄāļāļąāļšāļāļēāļĢāļāļĢāļ°āļ•āļļāđ‰āļ™āđ€āļĻāļĢāļĐāļāļāļīāļˆāļāļēāļ™āļĢāļēāļ āđāļ•āđˆāļĒāļąāļ‡āđ„āļĄāđˆāļžāļšāļāļēāļĢāđ€āļŠāļ·āđˆāļ­āļĄāđ‚āļĒāļ‡āļ›āļąāļˆāļˆāļąāļĒāļŠāļļāļ‚āļ āļēāļžāđ€āļ‚āđ‰āļēāļāļąāļšāđ€āļ›āđ‰āļēāļŦāļĄāļēāļĒāļ—āļēāļ‡āđ€āļĻāļĢāļĐāļāļāļīāļˆ āļˆāļķāļ‡āđ„āļĄāđˆāđ€āļāļīāļ”āđ‚āļ­āļāļēāļŠāļāļēāļĢāđ€āļ›āļĨāļĩāđˆāļĒāļ™āđāļ›āļĨāļ‡āđƒāļŦāđ‰āđ€āļ›āđ‡āļ™ HiAP āđāļĨāļ° 3) āļœāļđāđ‰āļĄāļĩāļŠāđˆāļ§āļ™āđ„āļ”āđ‰āđ€āļŠāļĩāļĒāļ—āļĩāđˆāļĒāļąāļ‡āđ„āļĄāđˆāļ„āļĢāļ­āļšāļ„āļĨāļļāļĄāđāļĨāļ°āļ‚āļēāļ”āļāļēāļĢāļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄ āđ‚āļ”āļĒāļŦāļ™āđˆāļ§āļĒāļ‡āļēāļ™āļ”āđ‰āļēāļ™āļŠāļļāļ‚āļ āļēāļžāđ„āļĄāđˆāļ–āļđāļāļāļģāļŦāļ™āļ”āđƒāļ™āļ„āļ“āļ°āļāļĢāļĢāļĄāļāļēāļĢāļ›āļĢāļ°āļŠāļēāļ™āđāļĨāļ°āļ‚āļąāļšāđ€āļ„āļĨāļ·āđˆāļ­āļ™āļ™āđ‚āļĒāļšāļēāļĒāļ›āļĢāļ°āļŠāļēāļĢāļąāļāļˆāļąāļ‡āļŦāļ§āļąāļ” āđāļĨāļ°āļāļēāļĢāđ„āļĄāđˆāļĄāļĩāļŠāļēāļĒāļŠāļąāļĄāļžāļąāļ™āļ˜āđŒāđ€āļ›āđ‡āļ™āļ—āļļāļ™āđ€āļ”āļīāļĄāļĢāļ°āļŦāļ§āđˆāļēāļ‡āļŦāļ™āđˆāļ§āļĒāļ‡āļēāļ™āļ”āđ‰āļēāļ™āļŠāļļāļ‚āļ āļēāļžāđāļĨāļ°āļŦāļ™āđˆāļ§āļĒāļ‡āļēāļ™āļœāļđāđ‰āđƒāļŦāđ‰āļ‡āļšāļ›āļĢāļ°āļĄāļēāļ“ āļ—āļģāđƒāļŦāđ‰āļ”āļģāđ€āļ™āļīāļ™āļ‡āļēāļ™āđāļšāļšāđāļĒāļāļŠāđˆāļ§āļ™ āļāļēāļĢāļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄāļ‚āļ­āļ‡āļŦāļ™āđˆāļ§āļĒāļ‡āļēāļ™āļ”āđ‰āļēāļ™āļŠāļļāļ‚āļ āļēāļžāļ­āļĒāļđāđˆāđƒāļ™āļĢāļ°āļ”āļąāļšāļ™āđ‰āļ­āļĒ āļ„āļ·āļ­āļĢāļąāļšāļĢāļđāđ‰āļ‚āđ‰āļ­āļĄāļđāļĨāļ‚āđˆāļēāļ§āļŠāļēāļĢāđ€āļ—āđˆāļēāļ™āļąāđ‰āļ™ āļŠāļĢāļļāļ›: āļ™āđ‚āļĒāļšāļēāļĒāļ™āđ‰āļģāļ”āļ·āđˆāļĄāļ›āļĢāļ°āļŠāļēāļĢāļąāļāļĄāļĩāļ„āļ§āļēāļĄāđ€āļ›āđ‡āļ™ HiAP āļ—āļĩāđˆāđ„āļĄāđˆāļŠāļąāļ”āđ€āļˆāļ™āļ—āļąāđ‰āļ‡āđƒāļ™āļāļēāļĢāļ„āļģāļ™āļķāļ‡āļ–āļķāļ‡āļĄāļīāļ•āļīāļ”āđ‰āļēāļ™āļŠāļļāļ‚āļ āļēāļž āđ‚āļ­āļāļēāļŠāļāļēāļĢāđ€āļ›āļĨāļĩāđˆāļĒāļ™āđāļ›āļĨāļ‡āđ€āļŠāļīāļ‡āļ™āđ‚āļĒāļšāļēāļĒāļ‚āļ­āļ‡ HiAP āđāļĨāļ°āļ„āļ§āļēāļĄāļ„āļĢāļ­āļšāļ„āļĨāļļāļĄāļ‚āļ­āļ‡āļœāļđāđ‰āļĄāļĩāļŠāđˆāļ§āļ™āđ„āļ”āđ‰āđ€āļŠāļĩāļĒ āļĢāļąāļāļ­āļēāļˆāđ€āļĢāļīāđˆāļĄāļŠāļ™āļąāļšāļŠāļ™āļļāļ™ HiAP āļ”āđ‰āļ§āļĒāļāļēāļĢāļŠāļąāđˆāļ‡āļāļēāļĢāđāļĨāļ°āļŠāļ™āļąāļšāļŠāļ™āļļāļ™āļāļēāļĢāļŠāļĢāđ‰āļēāļ‡āļ„āļ§āļēāļĄāļ•āļĢāļ°āļŦāļ™āļąāļāđāļĨāļ°āļĻāļąāļāļĒāļ āļēāļžāļ‚āļ­āļ‡āļœāļđāđ‰āļĄāļĩāļŠāđˆāļ§āļ™āđ€āļāļĩāđˆāļĒāļ§āļ‚āđ‰āļ­āļ‡ āđāļĨāļ°āļŠāđˆāļ‡āđ€āļŠāļĢāļīāļĄāļāļēāļĢāļ—āļģāļ‡āļēāļ™āļšāļđāļĢāļ“āļēāļāļēāļĢāļ­āļĒāđˆāļēāļ‡āļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄāļ‚āļ­āļ‡āļŦāļ™āđˆāļ§āļĒāļ‡āļēāļ™āļ—āļĩāđˆāđ€āļāļĩāđˆāļĒāļ§āļ‚āđ‰āļ­āļ‡ āļ„āļģāļŠāļģāļ„āļąāļ: āļ™āđ‚āļĒāļšāļēāļĒāļ›āļĢāļ°āļŠāļēāļĢāļąāļ, āļ™āđ‰āļģāļ”āļ·āđˆāļĄāļ›āļĢāļ°āļŠāļēāļĢāļąāļ, āļ—āļļāļāļ™āđ‚āļĒāļšāļēāļĒāđƒāļŠāđˆāđƒāļˆāļŠāļļāļ‚āļ āļēāļž, āļ™āđ‚āļĒāļšāļēāļĒāļŠāļēāļ˜āļēāļĢāļ“āļ°, āļŠāļļāļ‚āļ āļēāļžObjective: To analyze the Pracharath drinking water policy with Health-in-AllPolicies (HiAP) framework to feedback to policymakers in developing policiesthat are more health conscious. Method: This qualitative research useddocument reviews and in-depth interviews. The interview on a purposivesample of 39 civil state policy stakeholders in Lamphun province wasconducted from March 2019 to February 2020, and contents were analyzed.Results: Based on HiAP concept, the Pracharath drinking water policycomprised 3 elements. First, health dimensions were not included all sectors.Health issues were not incorporated in budget approval criteria although theproject was originated from the unclean drinking water and budget providersknew the health aspect of the drinking water. Second, opportunities for policychange to HiAP remained unclear. The state sees an opportunity to solve thedrinking water problem while simultaneously stimulating local economy.Despite an opportunity, health factors were not linked to the policy'seconomic goals, hence no chance to convert to HiAP. Third,  somestakeholders were not included and lacked participation. Health agencieswere not included in the provincial driving committees. There was a lack ofexisting ties between health offices and budgeting agencies; hence nocooperation but only some information received. Conclusion: Pracharathdrinking water policy was not HiAP oriented either health consideration,opportunities for HiAP's policy change, or stakeholder involvement.States may begin to support HiAP by directing and raising awareness,enhancing stakeholders’ potential, and promoting participation andcooperation of relevant agencies. Keywords: Pracharath policy, Pracharath drinking water, Health-in-All policies, public policy, healt

    āļĢāļđāļ›āđāļšāļšāļāļēāļĢāđƒāļŦāđ‰āļšāļĢāļīāļāļēāļĢāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨāđāļĨāļ°āļ­āļ‡āļ„āđŒāļ›āļĢāļ°āļāļ­āļšāļŠāļ™āļąāļšāļŠāļ™āļļāļ™āļāļēāļĢāđƒāļŦāđ‰āļšāļĢāļīāļāļēāļĢ āđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨāļ‚āļ­āļ‡āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļŠāļąāļ‡āļāļąāļ”āļāļĢāļ°āļ—āļĢāļ§āļ‡āļŠāļēāļ˜āļēāļĢāļ“āļŠāļļāļ‚ The Telepharmacy Service Model and Supportive Components of Telepharmacy Service in Hospitals under the Ministry of Public Health

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    āļšāļ—āļ„āļąāļ”āļĒāđˆāļ­ āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒ: āđ€āļžāļ·āđˆāļ­āļĻāļķāļāļĐāļēāļĢāļđāļ›āđāļšāļšāļāļēāļĢāđƒāļŦāđ‰āļšāļĢāļīāļāļēāļĢāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨāđāļĨāļ°āļ­āļ‡āļ„āđŒāļ›āļĢāļ°āļāļ­āļšāļŠāļ™āļąāļšāļŠāļ™āļļāļ™āļāļēāļĢāđƒāļŦāđ‰āļšāļĢāļīāļāļēāļĢāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨāļ‚āļ­āļ‡āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļŠāļąāļ‡āļāļąāļ”āļāļĢāļ°āļ—āļĢāļ§āļ‡āļŠāļēāļ˜āļēāļĢāļ“āļŠāļļāļ‚ āļ§āļīāļ˜āļĩāļāļēāļĢāļĻāļķāļāļĐāļē: āļāļēāļĢāļ§āļīāļˆāļąāļĒāđ€āļŠāļīāļ‡āļžāļĢāļĢāļ“āļ™āļēāđāļšāļšāļ āļēāļ„āļ•āļąāļ”āļ‚āļ§āļēāļ‡ āļ›āļĢāļ°āļŠāļēāļāļĢ āļ„āļ·āļ­ āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļŠāļąāļ‡āļāļąāļ”āļāļĢāļ°āļ—āļĢāļ§āļ‡āļŠāļēāļ˜āļēāļĢāļ“āļŠāļļāļ‚ āđ€āļĨāļ·āļ­āļāļ•āļąāļ§āļ­āļĒāđˆāļēāļ‡āđāļšāļšāđ‚āļ„āļ§āļ•āļēāļ•āļēāļĄāļ›āļĢāļ°āđ€āļ āļ—āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨ āđ€āļāđ‡āļšāļ‚āđ‰āļ­āļĄāļđāļĨāļĢāļ°āļŦāļ§āđˆāļēāļ‡ āļ§āļąāļ™āļ—āļĩāđˆ 15 āļĄāļāļĢāļēāļ„āļĄ - 15 āļāļļāļĄāļ āļēāļžāļąāļ™āļ˜āđŒ āļž.āļĻ. 2566 āļ”āđ‰āļ§āļĒāđāļšāļšāļŠāļ­āļšāļ–āļēāļĄāļ—āļēāļ‡āđ„āļ›āļĢāļĐāļ“āļĩāļĒāđŒ āļ—āļĩāđˆāļ–āļēāļĄāļ‚āđ‰āļ­āļĄāļđāļĨāļ‚āļ­āļ‡āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨ āļ­āļ‡āļ„āđŒāļ›āļĢāļ°āļāļ­āļšāļŠāļ™āļąāļšāļŠāļ™āļļāļ™āļšāļĢāļīāļāļēāļĢāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨ āđāļĨāļ°āļšāļĢāļīāļāļēāļĢāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨ āļ§āļīāđ€āļ„āļĢāļēāļ°āļŦāđŒāļ‚āđ‰āļ­āļĄāļđāļĨāđ‚āļ”āļĒāđƒāļŠāđ‰āļŠāļ–āļīāļ•āļīāđ€āļŠāļīāļ‡āļžāļĢāļĢāļ“āļ™āļē āļœāļĨāļāļēāļĢāļĻāļķāļāļĐāļē: āļĄāļĩāđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāđ€āļ‚āđ‰āļēāļĢāđˆāļ§āļĄāļāļēāļĢāļĻāļķāļāļĐāļē 421 āđāļŦāđˆāļ‡ āļĄāļĩāļšāļĢāļīāļāļēāļĢāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨ 165 āđāļŦāđˆāļ‡ (39.19%) āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāđ€āļ‰āļžāļēāļ°āļ—āļēāļ‡āđƒāļŦāđ‰āļšāļĢāļīāļāļēāļĢāļĄāļēāļāļ—āļĩāđˆāļŠāļļāļ” (28 āđāļŦāđˆāļ‡, 80.00%) āļĢāļ­āļ‡āļĨāļ‡āļĄāļē āļ„āļ·āļ­ āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļ—āļąāđˆāļ§āđ„āļ›āļ‚āļ™āļēāļ”āđƒāļŦāļāđˆ (18 āđāļŦāđˆāļ‡, 72.00%) āļĢāļđāļ›āđāļšāļšāļ—āļĩāđˆāļžāļšāļĄāļēāļ āļ„āļ·āļ­ āļšāļĢāļīāļāļēāļĢāđāļžāļ—āļĒāđŒāļ—āļēāļ‡āđ„āļāļĨāļĢāđˆāļ§āļĄāļāļąāļšāļšāļĢāļīāļāļēāļĢāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨ (52.12%) āļ•āļēāļĄāļ”āđ‰āļ§āļĒāļšāļĢāļīāļāļēāļĢāļāļēāļĢāđāļžāļ—āļĒāđŒāļ—āļĩāđˆāđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļĢāđˆāļ§āļĄāļāļąāļšāļšāļĢāļīāļāļēāļĢāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨ (39.39%) āļžāļšāļ­āļ‡āļ„āđŒāļ›āļĢāļ°āļāļ­āļšāļ•āļēāļĄāļāļĢāļ­āļš 6 Building Blocks āļ„āļ·āļ­ āļāļēāļĢāļŠāļ™āļąāļšāļŠāļ™āļļāļ™āļˆāļēāļāļœāļđāđ‰āļšāļĢāļīāļŦāļēāļĢ (91.52%) āļāļģāļŦāļ™āļ”āđ€āļ›āđ‡āļ™āļ™āđ‚āļĒāļšāļēāļĒ (āļĄāļēāļāļāļ§āđˆāļē 70%) āļāļģāļŦāļ™āļ”āđāļ™āļ§āļ›āļāļīāļšāļąāļ•āļīāđāļĨāļ°āļ‚āļąāđ‰āļ™āļ•āļ­āļ™ (56.97%) āđ€āļ‚āđ‰āļēāļĢāđˆāļ§āļĄāļ›āļĢāļ°āļŠāļļāļĄāļ§āļīāļŠāļēāļāļēāļĢāļāļēāļĢāđƒāļŦāđ‰āļšāļĢāļīāļāļēāļĢāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨ āļāļēāļĢāļĢāļąāļšāļšāļĢāļīāļāļēāļĢāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨāđƒāļ™āļšāļēāļ‡āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļœāļđāđ‰āļ›āđˆāļ§āļĒāļ•āđ‰āļ­āļ‡āļŠāļģāļĢāļ°āļ„āđˆāļēāļšāļĢāļīāļāļēāļĢāđ€āļžāļīāđˆāļĄāđ€āļ•āļīāļĄ āļĄāļēāļāļāļ§āđˆāļē 50% āđ€āļ›āđ‡āļ™āļœāļđāđ‰āļ›āđˆāļ§āļĒāļŠāļīāļ—āļ˜āļīāļ‚āđ‰āļēāļĢāļēāļŠāļāļēāļĢāđāļĨāļ°āļ›āļĢāļ°āļāļąāļ™āļŠāļąāļ‡āļ„āļĄ āļāļĨāļļāđˆāļĄāļ•āļąāļ§āļ­āļĒāđˆāļēāļ‡ 59.39% āļĄāļĩāļĢāļ°āļšāļšāļāļēāļ™āļ‚āđ‰āļ­āļĄāļđāļĨāļ—āļĩāđˆāļ„āļĢāļ­āļšāļ„āļĨāļļāļĄāļāļēāļĢāđƒāļŦāđ‰āļšāļĢāļīāļāļēāļĢāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨ āđāļĨāļ°āļĄāļĩāđ€āļžāļĩāļĒāļ‡ 13.16% āļ—āļĩāđˆāļŠāļēāļĄāļēāļĢāļ–āļŠāđˆāļ‡āļ•āđˆāļ­āļ‚āđ‰āļ­āļĄāļđāļĨāļĢāļ°āļŦāļ§āđˆāļēāļ‡āđ€āļ„āļĢāļ·āļ­āļ‚āđˆāļēāļĒāļšāļĢāļīāļāļēāļĢ āđāļĨāļ°āļŠāđˆāļ­āļ‡āļ—āļēāļ‡āļāļēāļĢāļŠāļ·āđˆāļ­āļŠāļēāļĢāļ—āļĩāđˆāđƒāļŠāđ‰āļĄāļēāļāļ—āļĩāđˆāļŠāļļāļ” āļ„āļ·āļ­ āđāļ­āļ›āļžāļĨāļīāđ€āļ„āļŠāļąāļ™ Line 79.39% āļŠāļĢāļļāļ›: āļĢāļđāļ›āđāļšāļšāļāļēāļĢāđƒāļŦāđ‰āļšāļĢāļīāļāļēāļĢāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨāļĄāļĩāļ„āļ§āļēāļĄāđāļ•āļāļ•āđˆāļēāļ‡āļāļąāļ™āļ•āļēāļĄāļšāļĢāļīāļšāļ—āđāļĨāļ°āļ—āļĢāļąāļžāļĒāļēāļāļĢāļ‚āļ­āļ‡āđāļ•āđˆāļĨāļ°āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨ āļ­āļ‡āļ„āđŒāļ›āļĢāļ°āļāļ­āļšāļŠāļ™āļąāļšāļŠāļ™āļļāļ™āļ—āļĩāđˆāļŠāļģāļ„āļąāļ āļ„āļ·āļ­ āļ™āđ‚āļĒāļšāļēāļĒ āļāļēāļĢāļˆāļąāļ”āļŠāļĢāļĢāđāļĨāļ°āļžāļąāļ’āļ™āļēāļšāļļāļ„āļĨāļēāļāļĢ āļāļēāļĢāļŠāļ™āļąāļšāļŠāļ™āļļāļ™āļ”āđ‰āļēāļ™āļāļēāļĢāđ€āļ‡āļīāļ™ āļāļēāļĢāļžāļąāļ’āļ™āļēāļĢāļ°āļšāļšāļŠāļēāļĢāļŠāļ™āđ€āļ—āļĻāļŠāļļāļ‚āļ āļēāļž āđāļĨāļ°āđ€āļ—āļ„āđ‚āļ™āđ‚āļĨāļĒāļĩāļ—āļēāļ‡āļāļēāļĢāđāļžāļ—āļĒāđŒ āļ„āļģāļŠāļģāļ„āļąāļ: āļšāļĢāļīāļāļēāļĢāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄāļ—āļēāļ‡āđ„āļāļĨ; āļšāļĢāļīāļāļēāļĢāđāļžāļ—āļĒāđŒāļ—āļēāļ‡āđ„āļāļĨ; āļāļĢāļ­āļšāđāļ™āļ§āļ„āļīāļ” 6 āđ€āļŠāļēāļŦāļĨāļąāļāļ‚āļ­āļ‡āļĢāļ°āļšāļšāļŠāļļāļ‚āļ āļēāļž Abstract Objective: To study telepharmacy service models and supportive components for telepharmacy service in hospitals under the Ministry of Public Health (MOPH). Method: This descriptive cross-sectional study was conducted to collect data among hospitals under the MOPH using the quota sampling method to select the respondents. A postal questionnaire was used to collect data between January 15 - February 15, 2023. The questionnaire included general hospital information, supportive components for telepharmacy service, and telepharmacy operation. Descriptive statistics were used to analyze the data. Results: A total of 421 hospitals completed the questionnaire. Telepharmacy was provided in 165 hospitals, or 39.19%. Specialized hospitals provided the services the most in 28 locations (80.00%), followed by large general hospitals in 18 locations (72.00%). The most common service model was telemedicine in conjunction with telepharmacy (52.12%), followed by medical services at the hospital in conjunction with telepharmacy (39.39%). Community hospitals provided an additional service, i.e., a collaborative service between hospitals and sub-district health-promoting hospitals. For supportive components from hospital directors based on WHO 6 building blocks, 91.52% had executive supports, more than 70% had established policy, and 56.97% had established protocol. Additional fee for the service was found in some hospitals. More than 50% of patients were under the Civil Servant Medical Benefit and Social Security schemes. 59.39% of hospitals had database systems covering telepharmacy services where only 13.16% could transfer data in the networks. LINE application was the most used channel (79.39%). Conclusion: Telepharmacy service models differed depending on individual hospital's context and resources. Important supportive components included policies, allocation and development of personnel, financial support, and health information systems and medical technologies development. Keywords: telepharmacy; telemedicine; six building block

    āļāļēāļĢāļŠāļĢāđ‰āļēāļ‡āļ„āļļāļ“āļ„āđˆāļēāđƒāļ™āļ‡āļēāļ™āļ‚āļ­āļ‡āđ€āļ āļŠāļąāļŠāļāļĢāđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļ™āđˆāļēāļ™: āļāļēāļĢāļ§āļīāļˆāļąāļĒāđ€āļŠāļīāļ‡āļ„āļļāļ“āļ āļēāļž Enriching Work Value among Hospital Pharmacists in Nan Province: A Qualitative Study

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    āļšāļ—āļ„āļąāļ”āļĒāđˆāļ­ āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒ: āđ€āļžāļ·āđˆāļ­āļĻāļķāļāļĐāļēāļāļĢāļ°āļšāļ§āļ™āļāļēāļĢāļŠāļĢāđ‰āļēāļ‡āļ„āļļāļ“āļ„āđˆāļēāđƒāļ™āļāļēāļĢāļ—āļģāļ‡āļēāļ™ āđāļĨāļ°āļšāļĢāļīāļšāļ—āđāļ§āļ”āļĨāđ‰āļ­āļĄāļ—āļĩāđˆāļŠāļ™āļąāļšāļŠāļ™āļļāļ™āđƒāļŦāđ‰āđ€āļāļīāļ”āļāļēāļĢāļŠāļĢāđ‰āļēāļ‡āļ„āļļāļ“āļ„āđˆāļēāđƒāļ™āļāļēāļĢāļ—āļģāļ‡āļēāļ™āļ‚āļ­āļ‡āđ€āļ āļŠāļąāļŠāļāļĢāđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļ™āđˆāļēāļ™ āļ§āļīāļ˜āļĩāļāļēāļĢāļĻāļķāļāļĐāļē: āļāļēāļĢāļ§āļīāļˆāļąāļĒāđ€āļŠāļīāļ‡āļ„āļļāļ“āļ āļēāļž āđ‚āļ”āļĒāļāļēāļĢāļŠāļąāļĄāļ āļēāļĐāļ“āđŒāđ€āļŠāļīāļ‡āļĨāļķāļāđ€āļ āļŠāļąāļŠāļāļĢāļ—āļĩāđˆāļ›āļāļīāļšāļąāļ•āļīāļ‡āļēāļ™āļ­āļĒāļđāđˆāđƒāļ™āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļ‚āļ­āļ‡āļĢāļąāļ āđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āļ›āļĨāļąāļ”āļāļĢāļ°āļ—āļĢāļ§āļ‡āļŠāļēāļ˜āļēāļĢāļ“āļŠāļļāļ‚āļˆāļąāļ‡āļŦāļ§āļąāļ”āļ™āđˆāļēāļ™ āļ­āļĒāđˆāļēāļ‡āļ•āđˆāļ­āđ€āļ™āļ·āđˆāļ­āļ‡āđ€āļ›āđ‡āļ™āđ€āļ§āļĨāļēāļ­āļĒāđˆāļēāļ‡āļ™āđ‰āļ­āļĒ 5 āļ›āļĩ āđāļĨāļ°āđ„āļ”āđ‰āļĢāļąāļšāļāļēāļĢāļĒāļ­āļĄāļĢāļąāļšāļ—āļąāđ‰āļ‡āđƒāļ™āļĢāļ°āļ”āļąāļšāļˆāļąāļ‡āļŦāļ§āļąāļ”āđāļĨāļ°āļĢāļ°āļ”āļąāļšāļ›āļĢāļ°āđ€āļ—āļĻāđƒāļ™āļāļēāļĢāļžāļąāļ’āļ™āļēāļ‡āļēāļ™āđƒāļ™āļ§āļīāļŠāļēāļŠāļĩāļžāđ€āļ āļŠāļąāļŠāļāļĢāļĢāļĄ āđ€āļāđ‡āļšāļ‚āđ‰āļ­āļĄāļđāļĨāļĢāļ°āļŦāļ§āđˆāļēāļ‡āđ€āļ”āļ·āļ­āļ™āļāļĢāļāļŽāļēāļ„āļĄ 2561 āļ–āļķāļ‡ āļĄāļāļĢāļēāļ„āļĄ 2562 āļāļēāļĢāļ§āļīāđ€āļ„āļĢāļēāļ°āļŦāđŒāļ‚āđ‰āļ­āļĄāļđāļĨāđƒāļŠāđ‰āļāļēāļĢāļ•āļĩāļ„āļ§āļēāļĄāđāļĨāļ°āđƒāļŦāđ‰āļ„āļ§āļēāļĄāļŦāļĄāļēāļĒāļ‚āđ‰āļ­āļĄāļđāļĨāđ€āļŠāļīāļ‡āļ„āļļāļ“āļ āļēāļž āļœāļĨāļāļēāļĢāļĻāļķāļāļĐāļē: āđ€āļ āļŠāļąāļŠāļāļĢāļĄāļĩāļ§āļīāļ˜āļĩāļāļēāļĢāļŠāļĢāđ‰āļēāļ‡āļ„āļļāļ“āļ„āđˆāļēāđƒāļ™āļ‡āļēāļ™āļ”āļąāļ‡āļ™āļĩāđ‰ 1) āļŠāļĢāđ‰āļēāļ‡āļšāļĢāļĢāļĒāļēāļāļēāļĻāļāļēāļĢāļ—āļģāļ‡āļēāļ™āļ—āļĩāđˆāļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄ 2) āļŠāļĢāđ‰āļēāļ‡āļšāļ—āļšāļēāļ—āļ‚āļ­āļ‡āđ€āļ āļŠāļąāļŠāļāļĢāđƒāļŦāđ‰āđ€āļ›āđ‡āļ™āļ—āļĩāđˆāļĒāļ­āļĄāļĢāļąāļš āđāļĨāļ° 3) āļ‚āļĒāļēāļĒāļšāļ—āļšāļēāļ—āđƒāļ™āļāļēāļĢāļ—āļģāļ‡āļēāļ™āļ‚āļ­āļ‡āđ€āļ āļŠāļąāļŠāļāļĢ āļ‹āļķāđˆāļ‡āļœāļĨāļ‚āļ­āļ‡āļ‡āļēāļ™āļ—āļĩāđˆāđ€āļāļīāļ”āļ‚āļķāđ‰āļ™āđ€āļ›āđ‡āļ™āļŠāļīāđˆāļ‡āļ—āļĩāđˆāđāļŠāļ”āļ‡āļŠāļ°āļ—āđ‰āļ­āļ™āļāļĨāļąāļšāđ„āļ›āļ–āļķāļ‡āļ„āļļāļ“āļ„āđˆāļēāđƒāļ™āļ‡āļēāļ™āļ‚āļ­āļ‡āđ€āļ āļŠāļąāļŠāļāļĢ āđ€āļ āļŠāļąāļŠāļāļĢāļŠāļēāļĄāļēāļĢāļ–āļŠāļĢāđ‰āļēāļ‡āļ„āļļāļ“āļ„āđˆāļēāđƒāļ™āļ‡āļēāļ™āđ‚āļ”āļĒāļāļēāļĢāļ•āļĢāļ°āļŦāļ™āļąāļāļ–āļķāļ‡āļšāļ—āļšāļēāļ—āļ„āļ§āļēāļĄāļĢāļąāļšāļœāļīāļ”āļŠāļ­āļšāļ‚āļ­āļ‡āļ•āļ™ āļžāļąāļ’āļ™āļēāļ•āļ™āđ€āļ­āļ‡āļ­āļĒāđˆāļēāļ‡āļ•āđˆāļ­āđ€āļ™āļ·āđˆāļ­āļ‡ āļŠāļąāđˆāļ‡āļŠāļĄāļ›āļĢāļ°āļŠāļšāļāļēāļĢāļ“āđŒāļāļēāļĢāļ—āļģāļ‡āļēāļ™ āļĄāļĩāļ—āļąāļāļĐāļ°āļāļēāļĢāļŠāļ·āđˆāļ­āļŠāļēāļĢāļ›āļĢāļ°āļŠāļēāļ™āļ‡āļēāļ™ āđāļĨāļ° āļ—āļąāļĻāļ™āļ„āļ•āļīāļ”āđ‰āļēāļ™āļšāļ§āļāļ•āđˆāļ­āļāļēāļĢāļ—āļģāļ‡āļēāļ™ āļ—āļąāđ‰āļ‡āļ™āļĩāđ‰āļšāļĢāļīāļšāļ—āđāļ§āļ”āļĨāđ‰āļ­āļĄāļāļēāļĢāļ—āļģāļ‡āļēāļ™āđ€āļ›āđ‡āļ™āļ—āļąāđ‰āļ‡āļŠāļīāđˆāļ‡āļŠāļ™āļąāļšāļŠāļ™āļļāļ™āđāļĨāļ°āļŠāļīāđˆāļ‡āļ—āļĩāđˆāđ€āļ›āđ‡āļ™āļ­āļļāļ›āļŠāļĢāļĢāļ„āļ•āđˆāļ­āļāļēāļĢāļŠāļĢāđ‰āļēāļ‡āļ„āļļāļ“āļ„āđˆāļēāđƒāļ™āļ‡āļēāļ™āļ‚āļ­āļ‡āđ€āļ āļŠāļąāļŠāļāļĢ āļŠāļĢāļļāļ›: āđ€āļ āļŠāļąāļŠāļāļĢāļĄāļĩāļŠāđˆāļ§āļ™āļŠāļģāļ„āļąāļāđƒāļ™āļāļēāļĢāļŠāļ™āļąāļšāļŠāļ™āļļāļ™āļāļēāļĢāļŠāļĢāđ‰āļēāļ‡āļ„āļļāļ“āļ„āđˆāļēāđƒāļ™āļ‡āļēāļ™ āļ”āđ‰āļ§āļĒāļāļēāļĢāļŠāļ™āļąāļšāļŠāļ™āļļāļ™āļ‚āļ­āļ‡āļœāļđāđ‰āļšāļĢāļīāļŦāļēāļĢāļ­āļ‡āļ„āđŒāļāļĢ āđ€āļžāļ·āđˆāļ­āđƒāļŦāđ‰āđ€āļ āļŠāļąāļŠāļāļĢāļŠāļēāļĄāļēāļĢāļ–āļŠāļĢāđ‰āļēāļ‡āļ‡āļēāļ™āļ—āļĩāđˆāļĄāļĩāļ„āļļāļ“āļ„āđˆāļēāđāļĨāļ°āļĄāļĩāļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļ āļēāļž āđ€āļ›āđ‡āļ™āļ›āļĢāļ°āđ‚āļĒāļŠāļ™āđŒāļ•āđˆāļ­āļ­āļ‡āļ„āđŒāļāļĢ āļĢāļ°āļšāļšāļŠāļļāļ‚āļ āļēāļž āđāļĨāļ°āļœāļđāđ‰āļĄāļēāļĢāļąāļšāļšāļĢāļīāļāļēāļĢ āļ„āļģāļŠāļģāļ„āļąāļ: āļ„āļļāļ“āļ„āđˆāļēāđƒāļ™āļ‡āļēāļ™, āđ€āļ āļŠāļąāļŠāļāļĢ, āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļĢāļąāļAbstract Objective: To explore a process that hospital pharmacists used for enriching their work value, and to describe supporting environmental contexts. Method: This qualitative research used an in-depth interview with pharmacists working in public hospitals under the Office of the Permanent Secretary for health in Nan province for at least 5 years and gaining professional recognition in either provincial or national level. Data collection was conducted between July 2018 and January 2019. Data were analyzed through interpreting and giving the meaning of qualitative data. Results: Hospital pharmacists had enriched their work value through the following processes: 1) creating a coherent work environment, 2) establishing roles of pharmacists to gain public acceptance, and 3) expanding new roles of pharmacists as a drug system manager. Outcomes of the works would exhibit as value of pharmacists’ work. Pharmacists enhanced their work values by taking responsibilities on professional works, continuous professional development, learning from work experience, having communication and co-operation skills, and having positive work attitudes. Several environmental contexts were barriers and facilitator for enriching work values. Conclusion: Pharmacists themselves are key factors in creating value of their work with supports of superiors and colleagues. Having professional work values would increase job satisfaction and work outcomes for benefits of patients, organization, and healthcare systems. Keywords: work values, pharmacist, public hospita

    āļāļēāļĢāļĢāļąāļšāļĢāļđāđ‰āļ§āļąāļ’āļ™āļ˜āļĢāļĢāļĄāļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒāļ‚āļ­āļ‡āļšāļļāļ„āļĨāļēāļāļĢāđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļŦāļēāļ‡āļ”āļ‡ āļˆāļąāļ‡āļŦāļ§āļąāļ”āđ€āļŠāļĩāļĒāļ‡āđƒāļŦāļĄāđˆ: āļāļēāļĢāļ§āļīāļˆāļąāļĒāđ€āļŠāļīāļ‡āļ„āļļāļ“āļ āļēāļž Perceptions on Safety Culture among Hang Dong Hospital Personnel, Chiang Mai Province: A Qualitative Study

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     āļšāļ—āļ„āļąāļ”āļĒāđˆāļ­ āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒ : āđ€āļžāļ·āđˆāļ­āļĻāļķāļāļĐāļēāļāļēāļĢāđƒāļŦāđ‰āļ„āļ§āļēāļĄāļŦāļĄāļēāļĒāđāļĨāļ°āļĨāļąāļāļĐāļ“āļ°āļ‚āļ­āļ‡āļ§āļąāļ’āļ™āļ˜āļĢāļĢāļĄāļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒāđƒāļ™āļĄāļļāļĄāļĄāļ­āļ‡āļ‚āļ­āļ‡āļšāļļāļ„āļĨāļēāļāļĢ āđāļĨāļ°āļ›āļąāļˆāļˆāļąāļĒāļ—āļĩāđˆāļĄāļĩāļœāļĨāļ•āđˆāļ­āļāļēāļĢāļžāļąāļ’āļ™āļēāđƒāļŦāđ‰āđ€āļāļīāļ”āļ§āļąāļ’āļ™āļ˜āļĢāļĢāļĄāļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒāđƒāļ™āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨ āļ§āļīāļ˜āļĩāļāļēāļĢāļĻāļķāļāļĐāļē : āļ‡āļēāļ™āļ§āļīāļˆāļąāļĒāđ€āļŠāļīāļ‡āļ„āļļāļ“āļ āļēāļžāđ‚āļ”āļĒāļāļēāļĢāļŠāļąāļĄāļ āļēāļĐāļ“āđŒāđ€āļŠāļīāļ‡āļĨāļķāļ āđ€āļĨāļ·āļ­āļāļāļĨāļļāđˆāļĄāļ•āļąāļ§āļ­āļĒāđˆāļēāļ‡āđāļšāļšāđ€āļˆāļēāļ°āļˆāļ‡āļˆāļēāļāļšāļļāļ„āļĨāļēāļāļĢāļ‚āļ­āļ‡āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļŦāļēāļ‡āļ”āļ‡ āļˆ.āđ€āļŠāļĩāļĒāļ‡āđƒāļŦāļĄāđˆ āļ•āļēāļĄāļĢāļ°āļ”āļąāļšāļāļēāļĢāļ›āļāļīāļšāļąāļ•āļīāļ‡āļēāļ™ āļˆāļģāļ™āļ§āļ™ 36 āļĢāļēāļĒ āļĢāļ§āļšāļĢāļ§āļĄāļ‚āđ‰āļ­āļĄāļđāļĨāđ‚āļ”āļĒāđāļ™āļ§āļ„āļģāļ–āļēāļĄāļāļķāđˆāļ‡āđ‚āļ„āļĢāļ‡āļŠāļĢāđ‰āļēāļ‡āđāļĨāļ°āļ„āļģāļ–āļēāļĄāļ›āļĨāļēāļĒāđ€āļ›āļīāļ”āđ€āļžāļ·āđˆāļ­āđ€āļāđ‡āļšāļ‚āđ‰āļ­āļĄāļđāļĨāļĢāļ°āļŦāļ§āđˆāļēāļ‡āļĄāļĩāļ™āļēāļ„āļĄāļ–āļķāļ‡āļĄāļīāļ–āļļāļ™āļēāļĒāļ™ 2562 āđāļĨāļ°āļ§āļīāđ€āļ„āļĢāļēāļ°āļŦāđŒāļ‚āđ‰āļ­āļĄāļđāļĨāđ€āļŠāļīāļ‡āđ€āļ™āļ·āđ‰āļ­āļŦāļē āļœāļĨāļāļēāļĢāļĻāļķāļāļĐāļē : āļšāļļāļ„āļĨāļēāļāļĢāļ‚āļ­āļ‡āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļŦāļēāļ‡āļ”āļ‡āļĢāļąāļšāļĢāļđāđ‰āļ§āļąāļ’āļ™āļ˜āļĢāļĢāļĄāļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒāļœāđˆāļēāļ™ 7 āļ„āļļāļ“āļĨāļąāļāļĐāļ“āļ°Â  āļ„āļ·āļ­ 1) āļĄāļĩāđ€āļ›āđ‰āļēāļŦāļĄāļēāļĒāļĢāđˆāļ§āļĄāļāļąāļ™āđƒāļ™āđ€āļĢāļ·āđˆāļ­āļ‡āļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒ 2) āļĄāļĩāļāļēāļĢāļ›āļāļīāļšāļąāļ•āļīāļ‡āļēāļ™āļ•āļēāļĄāđāļšāļšāđāļœāļ™āļāļēāļĢāļ›āļāļīāļšāļąāļ•āļīāđ€āļžāļ·āđˆāļ­āđƒāļŦāđ‰āđ€āļāļīāļ”āļ„āļļāļ“āļ āļēāļžāđāļĨāļ°āļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒ 3) āļĄāļĩāļāļēāļ™āļ„āļīāļ”āđāļĨāļ°āļžāļĪāļ•āļīāļāļĢāļĢāļĄāļāļēāļĢāļ—āļģāļ‡āļēāļ™āļ”āđ‰āļ§āļĒāļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒāļˆāļ™āđ€āļ›āđ‡āļ™āļ™āļīāļŠāļąāļĒ 4) āļĄāļĩāļāļēāļĢāđ€āļāđ‰āļēāļĢāļ°āļ§āļąāļ‡ āļ›āđ‰āļ­āļ‡āļāļąāļ™āđ€āļŦāļ•āļļāļāļēāļĢāļ“āđŒāļ„āļ§āļēāļĄāđ„āļĄāđˆāļ›āļĨāļ­āļ”āļ āļąāļĒāđ„āļĄāđˆāđƒāļŦāđ‰āđ€āļāļīāļ”āļ‚āļķāđ‰āļ™ 5) āļ—āļģāļ‡āļēāļ™āđ€āļ›āđ‡āļ™āļ—āļĩāļĄāđ€āļžāļ·āđˆāļ­āđƒāļŦāđ‰āđ€āļāļīāļ”āļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒ 6) āļĒāļ­āļĄāļĢāļąāļšāļ‚āđ‰āļ­āļœāļīāļ”āļžāļĨāļēāļ”āđāļĨāļ°āļ›āđ‰āļ­āļ‡āļāļąāļ™āđ„āļĄāđˆāđƒāļŦāđ‰āđ€āļāļīāļ”āļ„āļ§āļēāļĄāļœāļīāļ”āļžāļĨāļēāļ”āļ‹āđ‰āļģ 7) āļĄāļĩāļāļēāļĢāļ–āđˆāļēāļĒāļ—āļ­āļ”āļ›āļĢāļ°āļŠāļšāļāļēāļĢāļ“āđŒāđƒāļ™āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒ āļ›āļąāļˆāļˆāļąāļĒāļŠāļ™āļąāļšāļŠāļ™āļļāļ™āļāļēāļĢāļžāļąāļ’āļ™āļēāđƒāļŦāđ‰āđ€āļāļīāļ”āļ§āļąāļ’āļ™āļ˜āļĢāļĢāļĄāļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒāļ›āļĢāļ°āļāļ­āļšāļ”āđ‰āļ§āļĒāļ›āļąāļˆāļˆāļąāļĒāļ”āđ‰āļēāļ™āļœāļđāđ‰āļ™āļģ āļ”āđ‰āļēāļ™āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļ­āļ‡āļ„āđŒāļāļĢ āđāļĨāļ°āļ›āļąāļˆāļˆāļąāļĒāļŠāđˆāļ§āļ™āļšāļļāļ„āļ„āļĨ āđ‚āļ”āļĒāļ—āļąāđ‰āļ‡ 3 āļ›āļąāļˆāļˆāļąāļĒāļŠāļ™āļąāļšāļŠāļ™āļļāļ™āđƒāļŦāđ‰āđ€āļāļīāļ”āļžāļĪāļ•āļīāļāļĢāļĢāļĄāļāļēāļĢāļ—āļģāļ‡āļēāļ™āļ—āļĩāđˆāļ›āļĨāļ­āļ”āļ āļąāļĒāļ‚āļ­āļ‡āļšāļļāļ„āļĨāļēāļāļĢāļ‚āļ­āļ‡āđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨāļŦāļēāļ‡āļ”āļ‡ āļŠāļĢāļļāļ› : āļ­āļ‡āļ„āđŒāļāļĢāļĄāļĩāļ—āļąāđ‰āļ‡ 7 āļ„āļļāļ“āļĨāļąāļāļĐāļ“āļ°āļ‚āļ­āļ‡āļ§āļąāļ’āļ™āļ˜āļĢāļĢāļĄāļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒāđ„āļ”āđ‰āđ‚āļ”āļĒāļāļēāļĢāļšāļđāļĢāļ“āļēāļāļēāļĢāļŠāđˆāļ§āļ™āļœāļŠāļĄāļ‚āļ­āļ‡āļ›āļąāļˆāļˆāļąāļĒāļ—āļąāđ‰āļ‡ 3 āļ„āļ·āļ­āļœāļđāđ‰āļ™āļģ āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļ­āļ‡āļ„āđŒāļāļĢ āđāļĨāļ°āļ›āļąāļˆāļˆāļąāļĒāļŠāđˆāļ§āļ™āļšāļļāļ„āļ„āļĨ āđ€āļ‚āđ‰āļēāļ”āđ‰āļ§āļĒāļāļąāļ™ āļ‹āļķāđˆāļ‡āļˆāļ°āļŠāđˆāļ‡āļœāļĨāļ•āđˆāļ­āļ„āđˆāļēāļ™āļīāļĒāļĄāđƒāļ™āđāļ•āđˆāļĨāļ°āļ­āļ‡āļ„āđŒāļāļĢ āļˆāļ™āđ€āļāļīāļ”āđ€āļ›āđ‡āļ™āļžāļĪāļ•āļīāļāļĢāļĢāļĄāļāļēāļĢāļ—āļģāļ‡āļēāļ™āļ—āļĩāđˆāļ›āļĨāļ­āļ”āļ āļąāļĒāļ‚āļ­āļ‡āļšāļļāļ„āļĨāļēāļāļĢ āļ™āļģāđ„āļ›āļŠāļđāđˆāļ­āļ‡āļ„āđŒāļāļĢāđāļŦāđˆāļ‡ “āļ§āļąāļ’āļ™āļ˜āļĢāļĢāļĄāļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒ”āļ„āļģāļŠāļģāļ„āļąāļ : āļ§āļąāļ’āļ™āļ˜āļĢāļĢāļĄāļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒ, āļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒāļ‚āļ­āļ‡āļœāļđāđ‰āļ›āđˆāļ§āļĒ, āļ›āļĢāļ°āļāļąāļ™āļ„āļļāļ“āļ āļēāļžāđ‚āļĢāļ‡āļžāļĒāļēāļšāļēāļĨAbstract Objectives: To explore the meaning and nature of safety culture perceived by hospital personnel, and to search for factors affecting the development of safety culture at Hang Dong Hospital, Chiang Mai Province. Method: This study was a qualitative research by in-depth interview.  Sample was 36 workers of Hang Dong Hospital selected by purposive sampling, according to their management level. We used semi-structured and open-ended questions to collect data from March to June 2019, and analyzed the data by content analysis. Results: Hospital personnel recognized safety culture through 7 characteristics; 1) sharing a common goal for safety, 2) working in accordance with the action plans for quality and safety, 3) having basic mindsets and behaviors for working with safety, 4) employing surveillance systems for preventing unsafe incidents, 5) working as a team for safety environment, 6) accepting an error and preventing repeated errors, and 7) having process for knowledge transferring in safety management. Factors contributing to the development of a safety culture included leadership, organizational management, and personal factors. These three set of factors supported the development of safe behavior among personnel at Hang Dong Hospital. Conclusion: An organization develops the seven characteristics of a safety culture by integrating leadership, organizational management, and personal factors together. This combination affects personal value, which will form a safe working behavior, resulting in the organization of "safety culture." Keywords: safety culture, patient safety, hospital quality assuranc

    āļ—āļąāļĻāļ™āļ„āļ•āļīāđāļĨāļ°āļ‚āļąāđ‰āļ™āļ•āļ­āļ™āļāļēāļĢāđ€āļ›āļĨāļĩāđˆāļĒāļ™āđāļ›āļĨāļ‡āđ„āļ›āļŠāļđāđˆāļāļēāļĢāđ€āļ‚āđ‰āļēāļĢāđˆāļ§āļĄāđ‚āļ„āļĢāļ‡āļāļēāļĢāļĢāđ‰āļēāļ™āļĒāļēāļ„āļļāļ“āļ āļēāļžāļ‚āļ­āļ‡āđ€āļ āļŠāļąāļŠāļāļĢāđ€āļˆāđ‰āļēāļ‚āļ­āļ‡āļ˜āļļāļĢāļāļīāļˆāļĢāđ‰āļēāļ™āļĒāļē āđƒāļ™āđ€āļ‚āļ•āļ­āļģāđ€āļ āļ­āđ€āļĄāļ·āļ­āļ‡ āļˆāļąāļ‡āļŦāļ§āļąāļ”āđ€āļŠāļĩāļĒāļ‡āđƒāļŦāļĄāđˆ Attitudes and Stage of Change Towards Participation to the Community Pharmacy Development and Accreditation Project of Pharma

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    Objective: To study attitudes and stage of change towards participation tothe community pharmacy development and accreditation (CPA) projectamong the pharmacists who were drug store owners and worked there fulltimein Muang district, Chiang Mai province. Methods: Mixed methodtechnique was used. In phase 1, a mailed survey was used to exploreattitudes of the full-time practicing pharmacist drug store owners who hadnot participated in the CPA project. All 134 pharmacist store owners inMuang district, Chiang Mai province were asked to respond the survey. Inphase 2, 11 pharmacists were purposively selected for an interview forfurther explanations regarding findings in phase 1. Results: The mailedsurvey response rate was 40.6%. The majority of pharmacist drug storeowners (46.0%) were in pre-contemplation phase (i.e., no intention to jointhe project), and 44.0% in contemplation phase (having a concern aboutthe project). The majority of them did not know about the process of projectparticipation, nor see clear benefits of the project; some disagreed with theproject registration fee. Findings from interviews and open-ended questionssuggested that the decision not to participate in project was not onlylimitations on the drug store side, but also on the project side, for instancelack of regular publicity and no tangible benefits to drug store owners.However, 84.4% stated they had a potential to participate in the programand 53.1% agreed that the program should be enforced by law.Conclusion: The pharmacist drug store owners, a potential target for thecommunity pharmacy development and accreditation project, were currentlyhad no intention and no motivation to join the project.Keywords: community pharmacy development and accreditation project,pharmacist, drug store, stage of chang

    Are we on the right track? Answers from a national survey of Thai graduates’ perceptions during the transition to the 6-year PharmD program

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    Purpose: To serve the higher demands of pharmaceutical services, pharmacy education in Thailand has shifted from 5-year BPharm program to 6-year PharmD program with two specialization tracks: pharmaceutical care (PC) and industrial pharmacy (IP). This study aimed to compare the perceptions regarding professional competencies, pharmacy profession, and planned workplace between graduates with 5-year BPharm and 6-year PharmD and between those with PC and IP specialty.Methods: A cross-sectional national survey using a paper–pencil self-administered questionnaire was distributed to all new graduates attending the pharmacy licensure examination in March 2015.Results: Of all 1,937 questionnaires distributed, 1,744 were returned and completed (90% response rate). Pharmacy graduates rated highest on their competencies in professional ethics, followed by PC services and system management. They rated low confidence in medication selection procurement and pharmaceutical industry competencies. The 6-year PharmD graduates showed higher confidence in ethics and professional pride than the 5-year BPharm graduates. Graduates with PC specialty rated higher perceived competency in PC, system management, primary care, and consumer protection domains, while the IP graduates were superior in IP and medication selection and procurement domains, and most graduates (PC and IP) intended to work mainly in a hospital or a community pharmacy. Hospital was preferred for the PC graduates, and the IP graduates were more likely to work in pharmaceutical industry, regulation and consumer protection, sales and marketing, and academia.Conclusion: With some gaps still to be filled, the transition from 5-year BPharm to 6-year PharmD program with specialty tracks gave extra confidence to graduates in their specialty competencies and professional pride, leading to differences in preferred workplace. The findings of this study reflect that Thai pharmacy education continues to adjust to the needs of the society and the changing health care environments. Longitudinal monitoring to observe this transition is needed for both curriculum adjustment and competency of the graduates

    Pharmaceutical Public Health Competencies: A scoping review

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    The pharmaceutical system relies on pharmacists. Pharmacists currently hold a variety of roles in a variety of sectors, including manufacturing, community health, primary care, and hospitals. These various positions and responsibilities necessitated training to meet a variety of social and professional requirements. As a result, competency has become the most widely used tool in the pharmacy profession. "Competency" refers to the capacity to accomplish an action that displays one's success or efficiency in a role. Competency is typically clustered with other competencies of a similar nature, and competency is usually made of behavioral competency. Pharmacist skills are classified into a variety of categories or sub-levels, including generic frameworks, sector- or role-specific frameworks, and specialty-specific frameworks. The primary health care system is currently used as a path to universal health coverage, as evidenced by a number of policies, including the United Nations' Sustainable Development Goals (SDGs), Goal 3: Good health and well-being, and the Astana Declaration. As a result, the pharmaceutical profession has shifted its focus more toward public health by applying pharmaceutical skills and knowledge to a variety of work practices. This gives rise to the role of pharmaceutical public health, which includes preventing disease, prolonging life, promoting health, and improving the health of the public. Furthermore, the FIP Global Competency Framework (GbCF) has identified the pharmaceutical and public health competency cluster as one of the competency clusters that pharmacists require. These skills are influential and serve as a model for a number of national competency frameworks, including Ireland, Croatia, Serbia, and the Pacific Island nations. However, systematic reviews synthesizing pharmaceutical public health competencies are lacking. The purpose of this study is to construct pharmaceutical public health and behavioral competency framework from relevant studies using the scoping review approach

    Systems Challenges in Accessing Medicines among Children under Thailand’s Universal Health Coverage: A Qualitative Study of a Provincial Public Hospital Network

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    Lack of access to child-appropriate medicines results in off-label use. This study aimed to explore medicine management for paediatric patients and to highlight the challenges of the healthcare system under the universal health coverage of Thailand. Semi-structured interviews were conducted with 35 healthcare practitioners working in the public hospital network of Chiang Mai province from February to September 2020. Participants were asked about their experiences in managing the medicine supply for children. Findings revealed that paediatric patients had limited access to age-appropriate medicines. Children’s medicines are rarely selected for inclusion into hospital formularies because of constraining regulations and limited budgets. Additionally, child-appropriate formulations are unavailable on the market. Pharmaceutical compounding is unavoidable. Prepared products are provided weekly or monthly because of product stability concerns. Often, tablets are dispensed, and caregivers are instructed to cut up a tablet and disperse it in syrup in order to obtain a smaller dose in a dosage form appropriate for children to use at home. Without systematic support, access to safe and quality medicines for children is limited

    Gaps in Accessibility of Pediatric Formulations: A Cross-Sectional Observational Study of a Teaching Hospital in Northern Thailand

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    The lack of appropriate medicines for children has a significant impact on health care practices in various countries around the world, including Thailand. The unavailability of pediatric medicines in hospital formularies causes issues regarding off-label use and extemporaneous preparation, resulting in safety and quality risks relating to the use of medicines among children. This research aimed to identify missing pediatric formulations based on the experience of healthcare professionals in a teaching hospital in northern Thailand. A cross-sectional survey was conducted to collect data on missing pediatric formulations, the reasons for their inaccessibility, their off-label uses, their reactions to the situation, and suggestions to improve access to these identified medications. The survey was distributed to all physicians, nurses, and pharmacists involved in prescribing, preparing, dispensing, and administering pediatric medicines. A total of 218 subjects responded to the survey. Omeprazole, sildenafil, and spironolactone suspension were most often identified as missing formulations for children by physicians and pharmacists. They are unavailable on the Thai market or in any hospital formulary. For nurses, sodium bicarbonate, potassium chloride, and chloral hydrate were the most problematic formulations in terms of preparation, acceptability, and administration. These medicines were difficult to swallow because of their taste or texture
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