Research Article | DOI: https://doi.org/IJPHRE-RA-26-10
Health Management, Financing, and Drug Revolving Fund Optimisation in Bayelsa State, Nigeria: A Cross-Sectional Study
Abstract
Background: Healthcare financing and drug supply management are pivotal to achieving universal health coverage in resource-constrained settings. Bayelsa State, Nigeria, faces compounded challenges of fiscal scarcity, geographic isolation, and weak institutional capacity, rendering its Drug Revolving Fund (DRF) scheme vulnerable to underperformance. This study investigated health financing patterns, DRF utilisation, gains, and community engagement across selected healthcare facilities in Bayelsa State.
Methods: A cross-sectional survey was conducted among 208 healthcare workers drawn from seven facilities, including tertiary, secondary, and primary-level centres, using simple random sampling. Structured questionnaires assessed financing source distribution, DRF utilisation, gains, and community engagement. Chi-square with Cramér’s V, one-way ANOVA with partial eta squared (η²), and independent-samples t-test with Cohen’s d were employed for hypothesis testing.
Results: General tax revenues constituted the largest financing source (50.5%), followed by social insurance (35.1%) and bilateral assistance (35.1%). DRF utilisation was low to moderate (52.4±10.1%; Cramér’s V = 0.404, p < 0.001), as were DRF gains (58.3±8.2%; Cramér’s V = 0.402, p < 0.001). Community engagement was the weakest domain (38.1±17.6%; Cramér’s V = 0.410, p ≤ 0.001). ANOVA revealed significant inter-facility variation in financing source distribution (η² = 0.22±0.10, p ≤ 0.001). t-test analysis demonstrated a moderate to significant relationship between financing allocation and healthcare service quality (Cohen’s d range: −0.96 to +1.31).
Conclusions: Bayelsa State’s DRF scheme is constrained by inadequate state capitalisation, low community engagement, and inequitable financing distribution. Multi-pronged interventions encompassing health insurance expansion, transparent governance, community mobilisation, and technology-driven supply-chain management are urgently needed to optimise DRF performance and strengthen the state’s health financing architecture.
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