The Study Of Follow-up Management Ability Of AIDS Prevention And Control Personnel In Henan Province And The Effect Evaluation Of Intervention

ObjectivesTo describe the basics, current situation and problems of grass roots AIDS prevention and control personnel. To evaluate the intervention effect of improving follow-up management ability of grass roots AIDS prevention and control personnel. To explore a set of intervention pattern of grass roots AIDS prevention and control personnel. To explore the influence factors of improving follow-up management ability of grass roots AIDS follow-up personnel. To provide theoretic reference and tech support for the smooth implementation of improving follow-up management ability of grass roots AIDS prevention and control personnel in China. MethodsBy literature review, the paper made analysis on the domestic and foreign literature which related to health human resource, especially the training on AIDS follow-up personnel. Two questionnaire surveys were conducted among 146 personnel(baseline survey) and 139 personnel(follow-up survey) who engaged in AIDS follow-up work in Yongcheng, Jiyuan, Shangcai, Queshan, Shenqiu, respectively in July 2013 and October 2014. By participatory approach intervention, the personnel in five areas were trained, and the change of core competence of the personnel was analyzed and compared between baseline survey and follow-up survey. Results1 The baseline survey included 139 qualified questionnaires, 56 in the county, 30 in the town and 53 in the village. The follow-up survey included 128 qualified questionnaires, 48 in the county, 27 in the town and 53 in the village. Both in baseline survey and follow-up survey, the personnel mainly concentrated in 35~45 age group, college and technical secondary school degree, primary professional title, clinical medicine was in the majority, preventive medicine respectively14.39% and 13.28%.2 In the baseline survey, the years of follow-up mainly concentrated in 5~10 years group, and the average number of follow-up was 40, once every 3 months, and these personnel worked on average 9.03 hours a day and worked on average 3.72 hours a day for follow-up, and took 21.88 minutes when followed up an HIV/AIDS, and 92.09% personnel needed to work overtime. After intervention, the years of follow-up mainly concentrated in 10~15 years group, and the average number of follow-up was 125, once every 6 months, and these personnel worked on average 8.35 hours a day and worked on average 3.55 hours a day for follow-up, and took 20.26 minutes when followed up an HIV/AIDS, and 84.26% personnel needed to work overtime. Work pressure, load weight and low pay is a major issue both in baseline survey and follow-up survey.3 It made no difference between baseline survey and follow-up survey on the training time, training level and the number of training. The training were mainly teching method.4 It made difference between baseline survey and follow-up survey on all 8 capacities of follow-up by self-assessment. However, It made difference between baseline survey and follow-up survey only on 4 capacities(Analysis and evaluation, policy making and development planning, community practice, basic knowledge of public health) of follow-up by testing-assessment. It made no difference between different levels of baseline survey and follow-up survey on communication by testing-assessment. Between baseline survey and follow-up survey, educational backgrounds, titles and unit levels have effects on the score of testing. ConclusionsThere are some problems in Henan, such as weak ability personnel, load weight and low pay and so on. And the problems are more serious in grass roots. Raining conten and methods cannot meet the follow-up management personnel’s demands. The participatory approach training improves some capacities of follow-up management of follow-up personnel. Because of short time and different objectives, it needs more analysis in the future.