A driving guideline for the management of strategic route maps of health insurance funds at the local level
© 2020, Primrose Hall Publishing Group. This research aims to 1) examine the conditions of the implementation of strategic route maps in health insurance funds at the local level, 2) investigate the factors related to the successful use of strategic route maps in health insurance funds at the local...
Saved in:
| Main Authors: | , , |
|---|---|
| Other Authors: | |
| Format: | Article |
| Published: |
2020
|
| Subjects: | |
| Online Access: | https://repository.li.mahidol.ac.th/handle/123456789/53546 |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Institution: | Mahidol University |
| Summary: | © 2020, Primrose Hall Publishing Group. This research aims to 1) examine the conditions of the implementation of strategic route maps in health insurance funds at the local level, 2) investigate the factors related to the successful use of strategic route maps in health insurance funds at the local level and 3) present the driving guideline of strategic route maps with the work of health insurance funds at the local level for people's healthcare innovation. A strategic route map is considered an instrument for management to overcome practical problems that hinder the management of health insurance funds at the local level. The research revealed that the main problems of implementing strategic route maps into the management of funds were mistakes in management, staff and incorporation regarding people. From the findings, the driving guidelines for the management of strategic route maps for health insurance funds at the local level for people's healthcare innovation were presented in three directions. The first one was to create a strategic route map at the provincial level by applying the following principles: 1) acceptance of the instrument, 2) completion of the instrument, 3) implementation of the instrument and 4) the driving system of strategic route map implementation. The second involved the co-creation and co-usage of experts in service areas. The final one involved the perception of encouragement among people in local areas. |
|---|