12 research outputs found
āļŠāļāļēāļāļāļēāļĢāļāđāļāļēāļĢāļāļĢāļīāļŦāļēāļĢāļāļąāļāļāļēāļĢāļ§āļąāļāļāļĩāļāđāļĨāļ°āļĢāļ°āļāļāļĨāļđāļāđāļāđāļāļ§āļēāļĄāđāļĒāđāļāļāļāļāļāļļāļāļĨāļēāļāļĢāļŠāļēāļāļēāļĢāļāļŠāļļāļ āđāļāļŦāļāđāļ§āļĒāļāļĢāļīāļāļēāļĢāļāļāļĄāļ āļđāļĄāļīāļāļąāļāļŦāļ§āļąāļāđāļāļĩāļĒāļāđāļŦāļĄāđ Situation of Vaccine and Cold-Chain System Management Among Public Health Personnel in Primary Care Units at Chiang Mai Province
āļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđ: āđāļāļ·āđāļāļĢāļ°āļāļļāļŠāļāļēāļāļāļēāļĢāļāđāļāļēāļĢāļāļĢāļīāļŦāļēāļĢāļāļąāļāļāļēāļĢāļ§āļąāļāļāļĩāļāđāļāļĒāļāļļāļāļĨāļēāļāļĢāļŠāļēāļāļēāļĢāļāļŠāļļāļāđāļāļŦāļāđāļ§āļĒāļāļĢāļīāļāļēāļĢāļāļāļĄāļ āļđāļĄāļīāļāļąāļāļŦāļ§āļąāļāđāļāļĩāļĒāļāđāļŦāļĄāđ āđāļĨāļ°āđāļŦāļāļļāļāļąāļāļāļąāļĒāļāļĩāđāļŠāđāļāļāļĨāļāđāļāļāļēāļĢāļāļĢāļīāļŦāļēāļĢāļāļąāļāļāļēāļĢāļāļąāļāļāļĨāđāļēāļ§ āļ§āļīāļāļĩāļāļēāļĢāļĻāļķāļāļĐāļē: āļāļēāļāļ§āļīāļāļąāļĒāđāļāļāļāļŠāļĄāļāļŠāļēāļ āđāļĢāļīāđāļĄāļāļēāļāļāļēāļĢāļŠāļģāļĢāļ§āļāļŠāļāļēāļāļāļēāļĢāļāđāđāļāļĒāđāļāđāđāļāļāļŠāļāļāļāļēāļĄāļāļąāļāļāļļāļāļĨāļēāļāļĢāļāļđāđāļĢāļąāļāļāļīāļāļāļāļāļāļēāļāļ§āļąāļāļāļĩāļāđāļāđāļĢāļāļāļĒāļēāļāļēāļĨāļŠāđāļāđāļŠāļĢāļīāļĄāļŠāļļāļāļ āļēāļāļāļģāļāļĨāļāļļāļāđāļŦāđāļāđāļāļāļąāļāļŦāļ§āļąāļāđāļāļĩāļĒāļāđāļŦāļĄāđāļāļģāļāļ§āļ 236 āļāļ āđāļāļ·āđāļāļāļĢāļ°āđāļĄāļīāļāļāļēāļĢāļāļģāđāļāļīāļāļāļēāļ āļāļ§āļēāļĄāļĢāļđāđāļāļāļāļāļļāļāļĨāļēāļāļĢ āļāļ§āļēāļĄāļāļĢāđāļāļĄāļāļāļāļŠāļīāđāļāļŠāļāļąāļāļŠāļāļļāļ āđāļĨāļ°āļāļĨāļāļĢāļ°āļāļāļāļēāļāļĨāļąāļāļĐāļāļ°āļ āļđāļĄāļīāļāļĢāļ°āđāļāļĻ āđāļĨāļ°āļŠāļąāļĄāļ āļēāļĐāļāđāđāļāļīāļāļĨāļķāļāđāļ 12 āļāļ āđāļāļ·āđāļāļāļģāļāļ§āļēāļĄāđāļāđāļēāđāļāđāļāļīāđāļĄāđāļāļīāļĄāļāļēāļāļāļĨāļāļēāļĢāļŠāļģāļĢāļ§āļāļāļĩāđāđāļāđ āđāļāđāļāļāđāļāļĄāļđāļĨāļĢāļ°āļŦāļ§āđāļēāļāļĄāļīāļāļļāļāļēāļĒāļāļāļķāļāļāļļāļĨāļēāļāļĄ 2563 āļ§āļīāđāļāļĢāļēāļ°āļŦāđāļāđāļāļĄāļđāļĨāđāļāļīāļāļāļĢāļīāļĄāļēāļāļāđāļ§āļĒāļŠāļāļīāļāļīāđāļāļīāļāļāļĢāļĢāļāļāļē āđāļĨāļ°āļ§āļīāđāļāļĢāļēāļ°āļŦāđāđāļāļīāļāđāļāļ·āđāļāļŦāļēāļŠāļģāļŦāļĢāļąāļāļāđāļāļĄāļđāļĨāđāļāļīāļāļāļļāļāļ āļēāļ āļāļĨāļāļēāļĢāļĻāļķāļāļĐāļē: āļāļļāļāļĨāļēāļāļĢāļāļđāđāļĢāļąāļāļāļīāļāļāļāļāļāļēāļāļ§āļąāļāļāļĩāļāđāļāđāļĢāļāļāļĒāļēāļāļēāļĨāļŠāđāļāđāļŠāļĢāļīāļĄāļŠāļļāļāļ āļēāļāļāļģāļāļĨāļāļāļīāļāļąāļāļīāļāļēāļĄāđāļāļ§āļāļēāļāļāļēāļĢāļāļąāļāļāļēāļĢāļ§āļąāļāļāļĩāļāđāļāđāļāļĒāđāļēāļāļāļđāļāļāđāļāļ āđāļāđāļĄāļĩāļāļēāļāļāļĢāļ°āđāļāđāļāļāļĩāđāļāļēāļāļŠāđāļ§āļāļĒāļąāļāļāļāļīāļāļąāļāļīāđāļĄāđāļāļđāļāļāđāļāļāļĄāļēāļāļāļ§āđāļē 20% āđāļāđāļ āļāļēāļĢāļāļģāđāļŦāđāļāđāļģāđāļāđāļāđāļĢāļīāđāļĄāļĨāļ°āļĨāļēāļĒ (conditioning icepack) āļāļēāļĢāļāļąāļāļāļķāļāļāļļāļāļŦāļ āļđāļĄāļīāļāļđāđāđāļĒāđāļ āđāļĨāļ°āļāļēāļĢāļāļąāļāļāļēāļĢāđāļāļāļĢāļāļĩāļāļļāļāđāļāļīāļ āļāļāļ§āđāļēāļāļļāļāļĨāļēāļāļĢāļāļēāļāļāļ§āļēāļĄāļĢāļđāđāđāļāđāļāļīāļāđāļāļāļāļīāļāļāļĩāđāđāļāļĩāđāļĒāļ§āļāļąāļāļāļēāļĢāļāļąāļāļāļēāļĢāļĢāļ°āļāļāļĨāļđāļāđāļāđāļāļ§āļēāļĄāđāļĒāđāļ āđāļāđāļ āļāļļāļāļŦāļ āļđāļĄāļīāđāļāļĢāļ°āļāļ āļāļļāļāļŠāļĄāļāļąāļāļīāļāļāļāļ§āļąāļāļāļĩāļāđāļāđāļĨāļ°āļāļāļīāļ āđāļĨāļ°āļāļēāļĢāļāđāļēāļāđāļāļĢāļ·āđāļāļāļŦāļĄāļēāļĒ Vaccine Vial Monitor āđāļāđāļāļāđāļ āļāļēāļĢāđāļĒāļāļĒāđāļēāļĒāļāļģāļĨāļąāļāļāļ āļāļāļāļĢāļ°āļĄāļēāļ āđāļĨāļ°āļāļļāļāļāļĢāļāđāđāļāļĢāļ°āļāļāļĨāļđāļāđāļāđāļāļ§āļēāļĄāđāļĒāđāļ āļŠāļąāļĄāļāļąāļāļāđāļāļąāļāļāļ§āļēāļĄāļāļĢāđāļāļĄāļāļāļāļāļēāļĢāļāļĢāļīāļŦāļēāļĢāļāļąāļāļāļēāļĢāļĢāļ°āļāļ āļŦāļāđāļ§āļĒāļāļēāļāļāļĩāđāļāļĢāļ°āļāļēāļĒāļ§āļąāļāļāļĩāļāļĢāļ°āļāļąāļāļāļģāđāļ āļāļŠāļģāļāļąāļāļāđāļāļāļēāļĢāļŠāļāļąāļāļŠāļāļļāļāļāļēāļĢāļāļąāļāļāļēāļĢāļ§āļąāļāļāļĩāļ āļŠāļĢāļļāļ: āļāļļāļāļĨāļēāļāļĢāļāļđāđāļĢāļąāļāļāļīāļāļāļāļāļāļēāļāļ§āļąāļāļāļĩāļāļĢāļ°āļāļąāļāļāļāļĄāļ āļđāļĄāļīāđāļāļāļąāļāļŦāļ§āļąāļāđāļāļĩāļĒāļāđāļŦāļĄāđāļŠāļēāļĄāļēāļĢāļāļāļĢāļīāļŦāļēāļĢāļāļąāļāļāļēāļĢāļ§āļąāļāļāļĩāļāđāļĨāļ°āļŦāđāļ§āļāđāļāđāļāļ§āļēāļĄāđāļĒāđāļāđāļāđāļāļĩ āđāļāđāļŠāļēāļĄāļēāļĢāļāļāļąāļāļāļēāđāļāļīāđāļĄāđāļāļīāļĄāđāļāđāļĢāļ·āđāļāļāļāļ§āļēāļĄāļĢāļđāđāļāđāļēāļāļāļļāļāļŠāļĄāļāļąāļāļīāļāļāļāļāļĨāļīāļāļ āļąāļāļāđāļāļĩāđāļŠāļąāļĄāļāļąāļāļāđāļāļąāļāļāļēāļĢāļāļąāļāļāļēāļĢāļŦāđāļ§āļāđāļāđāļāļ§āļēāļĄāđāļĒāđāļ āđāļĨāļ°āļāļąāļāļāļēāļĢāļ°āļāļāļāļēāļĢāļŠāļāļąāļāļŠāļāļļāļāļāļēāļĢāļāļąāļāļāļēāļĢāļāđāļēāļāļāļģāļĨāļąāļāļāļ āļāļāļāļĢāļ°āļĄāļēāļ āđāļĨāļ°āļāļļāļāļāļĢāļāđāđāļāļĢāļ°āļāļāļĨāļđāļāđāļāđāļāļ§āļēāļĄāđāļĒāđāļāļāļĒāđāļēāļāđāļŦāļĄāļēāļ°āļŠāļĄ āļāļģāļŠāļģāļāļąāļ: āļāļēāļĢāļāļĢāļīāļŦāļēāļĢāļāļąāļāļāļēāļĢāļ§āļąāļāļāļĩāļ , āļĢāļ°āļāļāļĨāļđāļāđāļāđāļāļ§āļēāļĄāđāļĒāđāļ, āđāļĢāļāļāļĒāļēāļāļēāļĨāļŠāđāļāđāļŠāļĢāļīāļĄāļŠāļļāļāļ āļēāļāļāļģāļāļĨ, āļŦāļāđāļ§āļĒāļāļĢāļīāļāļēāļĢāļāļāļĄāļ 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 areaâs 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, vaccineâs 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
āļāļēāļĢāļ§āļīāđāļāļĢāļēāļ°āļŦāđāļāđāļĒāļāļēāļĒāļāđāļģāļāļ·āđāļĄāļāļĢāļ°āļāļēāļĢāļąāļāļāđāļēāļāļāļĢāļāļāđāļāļ§āļāļīāļāļāļļāļāļāđāļĒāļāļēāļĒāđāļŠāđāđāļāļŠāļļāļāļ āļēāļ: āļāļĢāļāļĩāļĻāļķāļāļĐāļēāļāļąāļāļŦāļ§āļąāļāļĨāļģāļāļđāļ Analysis of Pracharath Drinking Water Policy with Health-in-All Policies Framework: A Case Study of Lamphun Province
āļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđ: āđāļāļ·āđāļāļ§āļīāđāļāļĢāļēāļ°āļŦāđāļāđāļĒāļāļēāļĒāļāđāļģāļāļ·āđāļĄāļāļĢāļ°āļāļēāļĢāļąāļāļāđāļēāļāļāļĢāļāļāđāļāļ§āļāļīāļāļāļļāļāļāđāļĒāļāļēāļĒāđāļŠāđāđāļāļŠāļļāļāļ āļēāļ(Health-in-All Polices; HiAP) āđāļāļ·āđāļāđāļāđāļāļāđāļāļĄāļđāļĨāļāđāļāļāļāļĨāļąāļāđāļāđāļāļđāđāļāļģāļŦāļāļāļāđāļĒāļāļēāļĒāđāļāļāļēāļĢāļāļąāļāļāļēāļāđāļĒāļāļēāļĒāļāļĩāđāļāļģāļāļķāļāļāļķāļāļŠāļļāļāļ āļēāļ āļ§āļīāļāļĩāļāļēāļĢāļĻāļķāļāļĐāļē: āļāļēāļāļ§āļīāļāļąāļĒāđāļāļīāļāļāļļāļāļ āļēāļāđāļāļĒāļāļēāļĢāļ§āļīāļāļąāļĒāđāļāļāļŠāļēāļĢāđāļĨāļ°āļāļēāļĢāļŠāļąāļĄāļ āļēāļĐāļāđāđāļāļīāļāļĨāļķāļāđāļĨāļ·āļāļāļāļĨāļļāđāļĄāļāļąāļ§āļāļĒāđāļēāļāđāļāļāđāļāļāļēāļ°āđāļāļēāļ°āļāļāļāļēāļāļāļđāđāļĄāļĩāļŠāđāļ§āļāđāļāđāđāļŠāļĩāļĒāļāđāļĒāļāļēāļĒāļāļĢāļ°āļāļēāļĢāļąāļāļāļąāļāļŦāļ§āļąāļāļĨāļģāļāļđāļāļāļģāļāļ§āļ 39 āļāļ āļĢāļ°āļŦāļ§āđāļēāļāļĄāļĩāļāļēāļāļĄ 2562 āļāļķāļāļāļļāļĄāļ āļēāļāļąāļāļāđ 2563 āđāļĨāļ°āļ§āļīāđāļāļĢāļēāļ°āļŦāđāļāđāļāļĄāļđāļĨāđāļāļīāļāđāļāļ·āđāļāļŦāļēāļāļĨāļāļēāļĢāļĻāļķāļāļĐāļē: āļāļ§āļēāļĄāđāļāđāļ HiAP āļāļāļāļāđāļĒāļāļēāļĒāļāđāļģāļāļ·āđāļĄāļāļĢāļ°āļāļēāļĢāļąāļāļĄāļĩ 3 āļāļāļāđāļāļĢāļ°āļāļāļ āļāļ·āļ1) āļāļēāļĢāļāļģāļāļķāļāļāļķāļāļĄāļīāļāļīāļāđāļēāļāļŠāļļāļāļ āļēāļāļāļĩāđāļĒāļąāļāđāļĄāđāļāļĢāļāļāļāļĨāļļāļĄāđāļāļāļļāļāļ āļēāļāļŠāđāļ§āļ āļāļąāļāļŦāļēāļŠāļļāļāļ āļēāļāđāļĄāđāļāļđāļāļāļĨāđāļēāļ§āļāļķāļāđāļāļāļēāļĢāļāļāļļāļĄāļąāļāļīāļāļāļāļĢāļ°āļĄāļēāļ āļāļķāļāđāļĄāđāļāļĩāđāļĄāļēāļāļāļāđāļāļĢāļāļāļēāļĢāļĄāļēāļāļēāļāļāļąāļāļŦāļēāļāļ§āļēāļĄāļŠāļ°āļāļēāļāļāļāļāļāđāļģāļāļ·āđāļĄ āđāļĨāļ°āļāļđāđāđāļŦāđāļāļāļāļĢāļ°āļĄāļēāļāļāļĢāļēāļāļ§āđāļēāļāđāļģāļāļ·āđāļĄāļāļĢāļ°āļāļēāļĢāļąāļāđāļāļĩāđāļĒāļ§āļāđāļāļāļāļąāļāļŠāļļāļāļ āļēāļ 2) āđāļāļāļēāļŠāļāļēāļĢāđāļāļĨāļĩāđāļĒāļāđāļāļĨāļāđāļāļīāļāļāđāļĒāļāļēāļĒāđāļŦāđāđāļāđāļ HiAP āļĒāļąāļāđāļĄāđāļāļąāļāđāļāļ āđāļāļĒāļĢāļąāļāđāļŦāđāļāļāļķāļāđāļāļāļēāļŠāđāļāđāđāļāļāļąāļāļŦāļēāļāđāļģāļāļ·āđāļĄāđāļāļāļļāļĄāļāļāļāļĢāđāļāļĄāļāļąāļāļāļēāļĢāļāļĢāļ°āļāļļāđāļāđāļĻāļĢāļĐāļāļāļīāļāļāļēāļāļĢāļēāļ āđāļāđāļĒāļąāļāđāļĄāđāļāļāļāļēāļĢāđāļāļ·āđāļāļĄāđāļĒāļāļāļąāļāļāļąāļĒāļŠāļļāļāļ āļēāļāđāļāđāļēāļāļąāļāđāļāđāļēāļŦāļĄāļēāļĒāļāļēāļāđāļĻāļĢāļĐāļāļāļīāļ āļāļķāļāđāļĄāđāđāļāļīāļāđāļāļāļēāļŠāļāļēāļĢāđāļāļĨāļĩāđāļĒāļāđāļāļĨāļāđāļŦāđāđāļāđāļ HiAP āđāļĨāļ° 3) āļāļđāđāļĄāļĩāļŠāđāļ§āļāđāļāđāđāļŠāļĩāļĒāļāļĩāđāļĒāļąāļāđāļĄāđāļāļĢāļāļāļāļĨāļļāļĄāđāļĨāļ°āļāļēāļāļāļēāļĢāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄ āđāļāļĒāļŦāļāđāļ§āļĒāļāļēāļāļāđāļēāļāļŠāļļāļāļ āļēāļāđāļĄāđāļāļđāļāļāļģāļŦāļāļāđāļāļāļāļ°āļāļĢāļĢāļĄāļāļēāļĢāļāļĢāļ°āļŠāļēāļāđāļĨāļ°āļāļąāļāđāļāļĨāļ·āđāļāļāļāđāļĒāļāļēāļĒāļāļĢāļ°āļāļēāļĢāļąāļāļāļąāļāļŦāļ§āļąāļ āđāļĨāļ°āļāļēāļĢāđāļĄāđāļĄāļĩāļŠāļēāļĒāļŠāļąāļĄāļāļąāļāļāđāđāļāđāļāļāļļāļāđāļāļīāļĄāļĢāļ°āļŦāļ§āđāļēāļāļŦāļāđāļ§āļĒāļāļēāļāļāđāļēāļāļŠāļļāļāļ āļēāļāđāļĨāļ°āļŦāļāđāļ§āļĒāļāļēāļāļāļđāđāđāļŦāđāļāļāļāļĢāļ°āļĄāļēāļ āļāļģāđāļŦāđāļāļģāđāļāļīāļāļāļēāļāđāļāļāđāļĒāļāļŠāđāļ§āļ āļāļēāļĢāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄāļāļāļāļŦāļāđāļ§āļĒāļāļēāļāļāđāļēāļāļŠāļļāļāļ āļēāļāļāļĒāļđāđāđāļāļĢāļ°āļāļąāļāļāđāļāļĒ āļāļ·āļāļĢāļąāļāļĢāļđāđāļāđāļāļĄāļđāļĨāļāđāļēāļ§āļŠāļēāļĢāđāļāđāļēāļāļąāđāļ āļŠāļĢāļļāļ: āļāđāļĒāļāļēāļĒāļāđāļģāļāļ·āđāļĄāļāļĢāļ°āļāļēāļĢāļąāļāļĄāļĩāļāļ§āļēāļĄāđāļāđāļ HiAP āļāļĩāđāđāļĄāđāļāļąāļāđāļāļāļāļąāđāļāđāļāļāļēāļĢāļāļģāļāļķāļāļāļķāļāļĄāļīāļāļīāļāđāļēāļāļŠāļļāļāļ āļēāļ āđāļāļāļēāļŠāļāļēāļĢāđāļāļĨāļĩāđāļĒāļāđāļāļĨāļāđāļāļīāļāļāđāļĒāļāļēāļĒāļāļāļ HiAP āđāļĨāļ°āļāļ§āļēāļĄāļāļĢāļāļāļāļĨāļļāļĄāļāļāļāļāļđāđāļĄāļĩāļŠāđāļ§āļāđāļāđāđāļŠāļĩāļĒ āļĢāļąāļāļāļēāļāđāļĢāļīāđāļĄāļŠāļāļąāļāļŠāļāļļāļ HiAP āļāđāļ§āļĒāļāļēāļĢāļŠāļąāđāļāļāļēāļĢāđāļĨāļ°āļŠāļāļąāļāļŠāļāļļāļāļāļēāļĢāļŠāļĢāđāļēāļāļāļ§āļēāļĄāļāļĢāļ°āļŦāļāļąāļāđāļĨāļ°āļĻāļąāļāļĒāļ āļēāļāļāļāļāļāļđāđāļĄāļĩāļŠāđāļ§āļāđāļāļĩāđāļĒāļ§āļāđāļāļ āđāļĨāļ°āļŠāđāļāđāļŠāļĢāļīāļĄāļāļēāļĢāļāļģāļāļēāļāļāļđāļĢāļāļēāļāļēāļĢāļāļĒāđāļēāļāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄāļāļāļāļŦāļāđāļ§āļĒāļāļēāļāļāļĩāđāđāļāļĩāđāļĒāļ§āļāđāļāļ āļāļģāļŠāļģāļāļąāļ: āļāđāļĒāļāļēāļĒāļāļĢāļ°āļāļēāļĢāļąāļ, āļāđāļģāļāļ·āđāļĄāļāļĢāļ°āļāļēāļĢāļąāļ, āļāļļāļāļāđāļĒāļāļēāļĒāđāļŠāđāđāļāļŠāļļāļāļ āļēāļ, āļāđāļĒāļāļēāļĒāļŠāļēāļāļēāļĢāļāļ°, āļŠāļļāļāļ āļēāļObjective: 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 stakeholdersâ potential, and promoting participation andcooperation of relevant agencies. Keywords: Pracharath policy, Pracharath drinking water, Health-in-All policies, public policy, healt
āļāļēāļĢāļŠāļĢāđāļēāļāļāļļāļāļāđāļēāđāļāļāļēāļāļāļāļāđāļ āļŠāļąāļāļāļĢāđāļĢāļāļāļĒāļēāļāļēāļĨāđāļāļāļąāļāļŦāļ§āļąāļāļāđāļēāļ: āļāļēāļĢāļ§āļīāļāļąāļĒāđāļāļīāļāļāļļāļāļ āļēāļ Enriching Work Value among Hospital Pharmacists in Nan Province: A Qualitative Study
āļāļāļāļąāļāļĒāđāļ āļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđ: āđāļāļ·āđāļāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļ§āļāļāļēāļĢāļŠāļĢāđāļēāļāļāļļāļāļāđāļēāđāļāļāļēāļĢāļāļģāļāļēāļ āđāļĨāļ°āļāļĢāļīāļāļāđāļ§āļāļĨāđāļāļĄāļāļĩāđāļŠāļāļąāļāļŠāļāļļāļāđāļŦāđāđāļāļīāļāļāļēāļĢāļŠāļĢāđāļēāļāļāļļāļāļāđāļēāđāļāļāļēāļĢāļāļģāļāļēāļāļāļāļāđāļ āļŠāļąāļāļāļĢāđāļĢāļāļāļĒāļēāļāļēāļĨāđāļāļāļąāļāļŦāļ§āļąāļāļāđāļēāļ āļ§āļīāļāļĩāļāļēāļĢāļĻāļķāļāļĐāļē: āļāļēāļĢāļ§āļīāļāļąāļĒāđāļāļīāļāļāļļāļāļ āļēāļ āđāļāļĒāļāļēāļĢāļŠāļąāļĄāļ āļēāļĐāļāđāđāļāļīāļāļĨāļķāļāđāļ āļŠāļąāļāļāļĢāļāļĩāđāļāļāļīāļāļąāļāļīāļāļēāļāļāļĒāļđāđāđāļāđāļĢāļāļāļĒāļēāļāļēāļĨāļāļāļāļĢāļąāļ āđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāļāļĨāļąāļāļāļĢāļ°āļāļĢāļ§āļāļŠāļēāļāļēāļĢāļāļŠāļļāļāļāļąāļāļŦāļ§āļąāļāļāđāļēāļ āļāļĒāđāļēāļāļāđāļāđāļāļ·āđāļāļāđāļāđāļāđāļ§āļĨāļēāļāļĒāđāļēāļāļāđāļāļĒ 5 āļāļĩ āđāļĨāļ°āđāļāđāļĢāļąāļāļāļēāļĢāļĒāļāļĄāļĢāļąāļāļāļąāđāļāđāļāļĢāļ°āļāļąāļāļāļąāļāļŦāļ§āļąāļāđāļĨāļ°āļĢāļ°āļāļąāļāļāļĢāļ°āđāļāļĻāđāļāļāļēāļĢāļāļąāļāļāļēāļāļēāļāđāļāļ§āļīāļāļēāļāļĩāļāđāļ āļŠāļąāļāļāļĢāļĢāļĄ āđāļāđāļāļāđāļāļĄāļđāļĨāļĢāļ°āļŦāļ§āđāļēāļāđāļāļ·āļāļāļāļĢāļāļāļēāļāļĄ 2561 āļāļķāļ āļĄāļāļĢāļēāļāļĄ 2562 āļāļēāļĢāļ§āļīāđāļāļĢāļēāļ°āļŦāđāļāđāļāļĄāļđāļĨāđāļāđāļāļēāļĢāļāļĩāļāļ§āļēāļĄāđāļĨāļ°āđāļŦāđāļāļ§āļēāļĄāļŦāļĄāļēāļĒāļāđāļāļĄāļđāļĨāđāļāļīāļāļāļļāļāļ āļēāļ āļāļĨāļāļēāļĢāļĻāļķāļāļĐāļē: āđāļ āļŠāļąāļāļāļĢāļĄāļĩāļ§āļīāļāļĩāļāļēāļĢāļŠāļĢāđāļēāļāļāļļāļāļāđāļēāđāļāļāļēāļāļāļąāļāļāļĩāđ 1) āļŠāļĢāđāļēāļāļāļĢāļĢāļĒāļēāļāļēāļĻāļāļēāļĢāļāļģāļāļēāļāļāļĩāđāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄ 2) āļŠāļĢāđāļēāļāļāļāļāļēāļāļāļāļāđāļ āļŠāļąāļāļāļĢāđāļŦāđāđāļāđāļāļāļĩāđāļĒāļāļĄāļĢāļąāļ āđāļĨāļ° 3) āļāļĒāļēāļĒāļāļāļāļēāļāđāļāļāļēāļĢāļāļģāļāļēāļāļāļāļāđāļ āļŠāļąāļāļāļĢ āļāļķāđāļāļāļĨāļāļāļāļāļēāļāļāļĩāđāđāļāļīāļāļāļķāđāļāđāļāđāļāļŠāļīāđāļāļāļĩāđāđāļŠāļāļāļŠāļ°āļāđāļāļāļāļĨāļąāļāđāļāļāļķāļāļāļļāļāļāđāļēāđāļāļāļēāļāļāļāļāđāļ āļŠāļąāļāļāļĢ āđāļ āļŠāļąāļāļāļĢāļŠāļēāļĄāļēāļĢāļāļŠāļĢāđāļēāļāļāļļāļāļāđāļēāđāļāļāļēāļāđāļāļĒāļāļēāļĢāļāļĢāļ°āļŦāļāļąāļāļāļķāļāļāļāļāļēāļāļāļ§āļēāļĄāļĢāļąāļāļāļīāļāļāļāļāļāļāļāļāļ āļāļąāļāļāļēāļāļāđāļāļāļāļĒāđāļēāļāļāđāļāđāļāļ·āđāļāļ āļŠāļąāđāļāļŠāļĄāļāļĢāļ°āļŠāļāļāļēāļĢāļāđāļāļēāļĢāļāļģāļāļēāļ āļĄāļĩāļāļąāļāļĐāļ°āļāļēāļĢāļŠāļ·āđāļāļŠāļēāļĢāļāļĢāļ°āļŠāļēāļāļāļēāļ āđāļĨāļ° āļāļąāļĻāļāļāļāļīāļāđāļēāļāļāļ§āļāļāđāļāļāļēāļĢāļāļģāļāļēāļ āļāļąāđāļāļāļĩāđāļāļĢāļīāļāļāđāļ§āļāļĨāđāļāļĄāļāļēāļĢāļāļģāļāļēāļāđāļāđāļāļāļąāđāļāļŠāļīāđāļāļŠāļāļąāļāļŠāļāļļāļāđāļĨāļ°āļŠāļīāđāļāļāļĩāđāđāļāđāļāļāļļāļāļŠāļĢāļĢāļāļāđāļāļāļēāļĢāļŠāļĢāđāļēāļāļāļļāļāļāđāļēāđāļāļāļēāļāļāļāļāđāļ āļŠāļąāļāļāļĢ āļŠāļĢāļļāļ: āđāļ āļŠāļąāļāļāļĢāļĄāļĩāļŠāđāļ§āļāļŠāļģāļāļąāļāđāļāļāļēāļĢāļŠāļāļąāļāļŠāļāļļāļāļāļēāļĢāļŠāļĢāđāļēāļāļāļļāļāļāđāļēāđāļāļāļēāļ āļāđāļ§āļĒāļāļēāļĢāļŠāļāļąāļāļŠāļāļļāļāļāļāļāļāļđāđāļāļĢāļīāļŦāļēāļĢāļāļāļāđāļāļĢ āđāļāļ·āđāļāđāļŦāđāđāļ āļŠāļąāļāļāļĢāļŠāļēāļĄāļēāļĢāļāļŠāļĢāđāļēāļāļāļēāļāļāļĩāđāļĄāļĩāļāļļāļāļāđāļēāđāļĨāļ°āļĄāļĩāļāļĢāļ°āļŠāļīāļāļāļīāļ āļēāļ āđāļāđāļāļāļĢāļ°āđāļĒāļāļāđāļāđāļāļāļāļāđāļāļĢ āļĢāļ°āļāļāļŠāļļāļāļ āļēāļ āđāļĨāļ°āļāļđāđāļĄāļēāļĢāļąāļāļāļĢāļīāļāļēāļĢ āļāļģāļŠāļģāļāļąāļ: āļāļļāļāļāđāļēāđāļāļāļēāļ, āđāļ āļŠāļąāļāļāļĢ, āđāļĢāļāļāļĒāļēāļāļēāļĨāļĢāļąāļAbstract 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 pharmacistsâ 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
āļāļēāļĢāļĢāļąāļāļĢāļđāđāļ§āļąāļāļāļāļĢāļĢāļĄāļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒāļāļāļāļāļļāļāļĨāļēāļāļĢāđāļĢāļāļāļĒāļēāļāļēāļĨāļŦāļēāļāļāļ āļāļąāļāļŦāļ§āļąāļāđāļāļĩāļĒāļāđāļŦāļĄāđ: āļāļēāļĢāļ§āļīāļāļąāļĒāđāļāļīāļāļāļļāļāļ āļēāļ Perceptions on Safety Culture among Hang Dong Hospital Personnel, Chiang Mai Province: A Qualitative Study
 āļāļāļāļąāļāļĒāđāļ āļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđ : āđāļāļ·āđāļāļĻāļķāļāļĐāļēāļāļēāļĢāđāļŦāđāļāļ§āļēāļĄāļŦāļĄāļēāļĒāđāļĨāļ°āļĨāļąāļāļĐāļāļ°āļāļāļāļ§āļąāļāļāļāļĢāļĢāļĄāļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒāđāļāļĄāļļāļĄāļĄāļāļāļāļāļāļāļļāļāļĨāļēāļāļĢ āđāļĨāļ°āļāļąāļāļāļąāļĒāļāļĩāđāļĄāļĩāļāļĨāļāđāļāļāļēāļĢāļāļąāļāļāļēāđāļŦāđāđāļāļīāļāļ§āļąāļāļāļāļĢāļĢāļĄāļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒāđāļāđāļĢāļāļāļĒāļēāļāļēāļĨ āļ§āļīāļāļĩāļāļēāļĢāļĻāļķāļāļĐāļē : āļāļēāļāļ§āļīāļāļąāļĒāđāļāļīāļāļāļļāļāļ āļēāļāđāļāļĒāļāļēāļĢāļŠāļąāļĄāļ āļēāļĐāļāđāđāļāļīāļāļĨāļķāļ āđāļĨāļ·āļāļāļāļĨāļļāđāļĄāļāļąāļ§āļāļĒāđāļēāļāđāļāļāđāļāļēāļ°āļāļāļāļēāļāļāļļāļāļĨāļēāļāļĢāļāļāļāđāļĢāļāļāļĒāļēāļāļēāļĨāļŦāļēāļāļāļ āļ.āđāļāļĩāļĒāļāđāļŦāļĄāđ āļāļēāļĄāļĢāļ°āļāļąāļāļāļēāļĢāļāļāļīāļāļąāļāļīāļāļēāļ āļāļģāļāļ§āļ 36 āļĢāļēāļĒ āļĢāļ§āļāļĢāļ§āļĄāļāđāļāļĄāļđāļĨāđāļāļĒāđāļāļ§āļāļģāļāļēāļĄāļāļķāđāļāđāļāļĢāļāļŠāļĢāđāļēāļāđāļĨāļ°āļāļģāļāļēāļĄāļāļĨāļēāļĒāđāļāļīāļāđāļāļ·āđāļāđāļāđāļāļāđāļāļĄāļđāļĨāļĢāļ°āļŦāļ§āđāļēāļāļĄāļĩāļāļēāļāļĄāļāļķāļāļĄāļīāļāļļāļāļēāļĒāļ 2562 āđāļĨāļ°āļ§āļīāđāļāļĢāļēāļ°āļŦāđāļāđāļāļĄāļđāļĨāđāļāļīāļāđāļāļ·āđāļāļŦāļē āļāļĨāļāļēāļĢāļĻāļķāļāļĐāļē : āļāļļāļāļĨāļēāļāļĢāļāļāļāđāļĢāļāļāļĒāļēāļāļēāļĨāļŦāļēāļāļāļāļĢāļąāļāļĢāļđāđāļ§āļąāļāļāļāļĢāļĢāļĄāļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒāļāđāļēāļ 7 āļāļļāļāļĨāļąāļāļĐāļāļ°Â āļāļ·āļ 1) āļĄāļĩāđāļāđāļēāļŦāļĄāļēāļĒāļĢāđāļ§āļĄāļāļąāļāđāļāđāļĢāļ·āđāļāļāļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒ 2) āļĄāļĩāļāļēāļĢāļāļāļīāļāļąāļāļīāļāļēāļāļāļēāļĄāđāļāļāđāļāļāļāļēāļĢāļāļāļīāļāļąāļāļīāđāļāļ·āđāļāđāļŦāđāđāļāļīāļāļāļļāļāļ āļēāļāđāļĨāļ°āļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒ 3) āļĄāļĩāļāļēāļāļāļīāļāđāļĨāļ°āļāļĪāļāļīāļāļĢāļĢāļĄāļāļēāļĢāļāļģāļāļēāļāļāđāļ§āļĒāļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒāļāļāđāļāđāļāļāļīāļŠāļąāļĒ 4) āļĄāļĩāļāļēāļĢāđāļāđāļēāļĢāļ°āļ§āļąāļ āļāđāļāļāļāļąāļāđāļŦāļāļļāļāļēāļĢāļāđāļāļ§āļēāļĄāđāļĄāđāļāļĨāļāļāļ āļąāļĒāđāļĄāđāđāļŦāđāđāļāļīāļāļāļķāđāļ 5) āļāļģāļāļēāļāđāļāđāļāļāļĩāļĄāđāļāļ·āđāļāđāļŦāđāđāļāļīāļāļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒ 6) āļĒāļāļĄāļĢāļąāļāļāđāļāļāļīāļāļāļĨāļēāļāđāļĨāļ°āļāđāļāļāļāļąāļāđāļĄāđāđāļŦāđāđāļāļīāļāļāļ§āļēāļĄāļāļīāļāļāļĨāļēāļāļāđāļģ 7) āļĄāļĩāļāļēāļĢāļāđāļēāļĒāļāļāļāļāļĢāļ°āļŠāļāļāļēāļĢāļāđāđāļāļāļēāļĢāļāļąāļāļāļēāļĢāļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒ āļāļąāļāļāļąāļĒāļŠāļāļąāļāļŠāļāļļāļāļāļēāļĢāļāļąāļāļāļēāđāļŦāđāđāļāļīāļāļ§āļąāļāļāļāļĢāļĢāļĄāļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒāļāļĢāļ°āļāļāļāļāđāļ§āļĒāļāļąāļāļāļąāļĒāļāđāļēāļāļāļđāđāļāļģ āļāđāļēāļāļāļēāļĢāļāļąāļāļāļēāļĢāļāļāļāđāļāļĢ āđāļĨāļ°āļāļąāļāļāļąāļĒāļŠāđāļ§āļāļāļļāļāļāļĨ āđāļāļĒāļāļąāđāļ 3 āļāļąāļāļāļąāļĒāļŠāļāļąāļāļŠāļāļļāļāđāļŦāđāđāļāļīāļāļāļĪāļāļīāļāļĢāļĢāļĄāļāļēāļĢāļāļģāļāļēāļāļāļĩāđāļāļĨāļāļāļ āļąāļĒāļāļāļāļāļļāļāļĨāļēāļāļĢāļāļāļāđāļĢāļāļāļĒāļēāļāļēāļĨāļŦāļēāļāļāļ āļŠāļĢāļļāļ : āļāļāļāđāļāļĢāļĄāļĩāļāļąāđāļ 7 āļāļļāļāļĨāļąāļāļĐāļāļ°āļāļāļāļ§āļąāļāļāļāļĢāļĢāļĄāļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒāđāļāđāđāļāļĒāļāļēāļĢāļāļđāļĢāļāļēāļāļēāļĢāļŠāđāļ§āļāļāļŠāļĄāļāļāļāļāļąāļāļāļąāļĒāļāļąāđāļ 3 āļāļ·āļāļāļđāđāļāļģ āļāļēāļĢāļāļąāļāļāļēāļĢāļāļāļāđāļāļĢ āđāļĨāļ°āļāļąāļāļāļąāļĒāļŠāđāļ§āļāļāļļāļāļāļĨ āđāļāđāļēāļāđāļ§āļĒāļāļąāļ āļāļķāđāļāļāļ°āļŠāđāļāļāļĨāļāđāļāļāđāļēāļāļīāļĒāļĄāđāļāđāļāđāļĨāļ°āļāļāļāđāļāļĢ āļāļāđāļāļīāļāđāļāđāļāļāļĪāļāļīāļāļĢāļĢāļĄāļāļēāļĢāļāļģāļāļēāļāļāļĩāđāļāļĨāļāļāļ āļąāļĒāļāļāļāļāļļāļāļĨāļēāļāļĢ āļāļģāđāļāļŠāļđāđāļāļāļāđāļāļĢāđāļŦāđāļ âāļ§āļąāļāļāļāļĢāļĢāļĄāļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒâāļāļģāļŠāļģāļāļąāļ : āļ§āļąāļāļāļāļĢāļĢāļĄāļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒ, āļāļ§āļēāļĄāļāļĨāļāļāļ āļąāļĒāļāļāļāļāļđāđāļāđāļ§āļĒ, āļāļĢāļ°āļāļąāļāļāļļāļāļ āļēāļāđāļĢāļāļāļĒāļēāļāļēāļĨAbstract 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
āļāļąāļĻāļāļāļāļīāđāļĨāļ°āļāļąāđāļāļāļāļāļāļēāļĢāđāļāļĨāļĩāđāļĒāļāđāļāļĨāļāđāļāļŠāļđāđāļāļēāļĢāđāļāđāļēāļĢāđāļ§āļĄāđāļāļĢāļāļāļēāļĢāļĢāđāļēāļāļĒāļēāļāļļāļāļ āļēāļāļāļāļāđāļ āļŠāļąāļāļāļĢāđāļāđāļēāļāļāļāļāļļāļĢāļāļīāļāļĢāđāļēāļāļĒāļē āđāļāđāļāļāļāļģāđāļ āļāđāļĄāļ·āļāļ āļāļąāļāļŦāļ§āļąāļāđāļāļĩāļĒāļāđāļŦāļĄāđ Attitudes and Stage of Change Towards Participation to the Community Pharmacy Development and Accreditation Project of Pharma
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 graduatesâ perceptions during the transition to the 6-year PharmD program
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 paperâpencil 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
Systems Challenges in Accessing Medicines among Children under Thailandâs Universal Health Coverage: A Qualitative Study of a Provincial Public Hospital Network
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. Childrenâs 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
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
Development of pharmacy competency framework for the changing demands of Thailandâs pharmaceutical and health services
Background: In Thailand, pharmacists are responsible for all activities to ensure access to medicines throughout pharmaceutical supply chain. Competency framework (CF) is an important guidance for professional development and workforce planning.
Objective: This study aimed to explore needs for pharmacy services in pharmaceutical supply chain and competencies of pharmacists to serve those needs. It was the first step for developing evidence-based pharmacy CF within the context of Thailand in 2026.
Methods: A qualitative method using in-depth interviews to gain rich data from practitioners and leaders in all area of practices. 99 key informants from 56 workplaces in Thailand were interviewed during January and March 2016. Data was transcribed verbatim, and thematic analysis was used. Competencies were extracted, followed by several rounds of group discussion among team members to develop an initial framework. The competencies and CF were presented, and recommendations were gained from professional leaders for refining the findings.
Results: The key informants agreed that pharmacistâs works and responsibilities have gradually been drifted to support changes in healthcare and pharmaceutical systems. The upcoming pharmaceutical services call for higher standards of practice, larger number of personnel, and skillful pharmacists who have strong foundation in pharmaceutical knowledge as well as an ability to integrate knowledge into practices. Two sets of CFs were established. The general CF comprises five core domains: product focus, patient focus, healthcare system focus, community focus, and personal focus for self-improvement. These general competencies allow practitioners to perform basic professional tasks, including providing information, dispensing, and compounding. The service-specific competency is the integration of general competencies tailored into specific area of practice.
Conclusions: Regarding the professional goal to evolve pharmacists from generalists to specialists for providing higher quality of professional services, the pharmacists are required to demonstrate general competencies and service-specific competencies. The findings serve as the need-based evidence for developing a national CF for pharmacists in Thailand