Abstract
The purpose of this research is to study and evaluate the management of pharmaceutical systems, medical supplies, and necessary medical equipment of the Subdistrict Health Promoting Hospital that has been transferred from the Ministry of Public Health to the Provincial Administrative Organization. By comparing before and after the transfer. Has there been any change or not? In this regard, the research team has chosen to use the evaluation research model as the evaluation method. The literature was reviewed and the evaluation research concept was formulated in the form of questions to serve as a guideline in seeking answers to 9 questions. In terms of research methods, the research team has chosen a mixed methods evaluation research method. Start with the qualitative research process. The data was collected by means of proactive surveys along with interviews with people who had direct experience in producing that data to answer research questions. From the 32 of cases study was drown Subdistrict Health Promotion Hospitals in 8 provinces, 4 regions by purposive sampling technique. As for the second step, it is quantitative research. This is to remove the important points from the first step to check for generality. This step involved sending questionnaires to 3 ,2 6 3 Subdistrict Health Promoting Hospitals, which received a response from 450 sufficient to serve as a sample at a confidence level of not less than 95 percent. The evaluation results found that: 1) The arrangement of pharmaceutical services at the Subdistrict Health Promoting Hospital found that after the transfer most of them remained the same. Only a small percentage of host hospitals canceled their support. Makes medication management worse 2) The medical and public health laboratory systems were found to remain the same after the transfer. 3) Health Consumer Protection (Health Consumer Protection) found that it still has the same operations as before. 4) The management of medicines and medical supplies was found to remain the same after the transfer. 5) The relationship between the Subdistrict Health Promotion Hospital and the host hospital was found to remain the same after the transfer. But some parts have changed. Because they did not receive support from the host hospital as before, the relationship worsened. 6) Medication management workload and medical supplies in the Subdistrict Health Promoting Hospital, it was found that there was no full-time pharmacist/pharmaceutical officer. As a result, drug management is not up to the standards specified by the criteria. and it increases the burden on other types of personnel 7) Another main problem in medicines and medical supplies in some public health hospitals is the lack of necessary medicines and medical supplies. In addition, there was no adequate reserve of medicine. 8) After the transfer of Provincial Administrative Organizations as supporting agencies in procuring and managing medicines for Subdistrict Health Promoting Hospitals under their supervision, it was found that most Provincial Administrative Organizations still lack readiness in regards to medicine management. This makes it a serious obstacle to support medicine and medical supplies to the Subdistrict Health Promoting Hospital under its jurisdiction. 9) Guidelines for developing drugs and medical supplies. Subdistrict Health Promoting Hospitals need to have a medical supply management system that meets central standards because: (a) It makes it easier to use able to connect medical supply information between the host hospital and the client Subdistrict Health Promoting Hospital (b) Organizing training for personnel on the use of medicines and develop knowledge for personnel responsible for the work to be able to do it easily. (c) Procure drug personnel (pharmacists or pharmaceutical officers for all hospitals). (d) Arrange for storage of drugs and medical supplies in appropriate proportions according to standards and (e) Increase the efficiency of the disbursement system.
