Current Situation Investigation On Follow-up Management Ability Of AIDS Prevention And Control Personnel In Demonstration Area In Henan Province

ObjectiveTo understand current situation on follow-up management ability of AIDSprevention and control personnel in three levels designated medicalinstitution(city/county, township/town, village) and CDC in Henan province, and toanalyze the testing results and explore the influncing factors of personnel ability, andfinally to put forward strategies and approaches for ability construction, which aimedto provide decision-making and policy recommendations for strengthening follow-upmanagement ability construction of AIDS prevention and control personnel team inhenan province.MethodsLiterature review was used to learn the current stituation on human resource ofAIDS prevention and control, follow-up management personnel from retrospectiveview. An anonymous questionnaire survey method was adopted to investigate139respondents who engaged in AIDS follow-up management work in the fivedemonstration counties/cities (Jiyuan, Yongcheng, Queshan, Shangcai andShenqiu).And57respondents were interviewed through the method ofsemi-structured qualitative interview.Results1. A total of139AIDS follow-up management personnel were investigated bythe method of anonymous questionnaire survey, including the city/county of53people, the township/town of30people and the village of56people; male of81people, female of81people; age was given priority to35to45years old; Bachelordegree and above of22people, accounting for15.8%; junior title accounting for44.6%. And57people was surveyed with Qualitative interviews method, including37males,20females; age was given priority to35to45years old; education wasmainly for secondary and tertiary, respectively accounting for45.6%,35.1%; title wasgiven priority to primary, accounting for38.6%; professional was given priority toclinical, having a total number of33people, accounting for57.9%. 2. Accounting for35.3%of the139AIDS follow-up management personnelwere found having no compilation. Respondents working more than five years wasaccounted for80.6%; personnel having to work overtime was accounted for92%;practitioners considering to having a large workload was accounted for54.0%; lowsalary was considered to be the mainly difficulty to carry out the work.3. The survey showed that more than90%township/town and village levelagency personnel once received AIDS follow-up related knowledge training.100%investigators believed that the training was not timely and less frequently, and thelower level agency had less opportunity to participate in a higher institution leveltraining, personnel participating in the training of national only accounting for8.3%.Personnel mainly wanted to receive training contents including clinical treatment ofAIDS knowledge, knowledge of AIDS awareness education, psychology ofcommunication methods and techniques, new progress in AIDS prevention.4. AIDS follow-up management ability testing results was scored an average of27.78±5.50points, having a passing rate of80.58%, of which the highest score aspectwas professional knowledge and skills (3.71±1.00points). The main factors effectedthe ability of AIDS follow-up management were: unit level (OR=6.709；OR=8.348),education (OR=6.012), compilation situation (OR=4.252), working years of follow-up(OR=7.999；OR=5.382), the highest level of training (OR=4.220).Conclusions1. AIDS prevention and control personnel who occupied in follow-upmanagement work in Henan province grasped basic professional knowledge skills,but the whole level was not high, and the comprehensive quality was needed to befurther strengthened, which needed to be improved by optimizing configuration ofhuman resources.2. Follow-up management personnel had to undertake heavy tasks and workpressure, and the salary level was generally not high, practice situation was notoptimistic, which restricted ability building and improving of AIDS follow-up team.3. Professional knowledge and skills training related to AIDS follow-upmanagement ability was not carried out reaching the designated position; carring outmore high-level targeted and specialized training to improve the work ability of follow-up management team was suggested.