Dreesch N, Nyoni J, Mokopakgosi O, Seipone K, Kalilani JA, Kaluwa O, Musowe V. Public-private options for expanding access to human resources for HIV/AIDS in Botswana. Hum Resour Health 2007;5:25.

Photo credit: UNAIDS/G-Pirozzi
In responding to the goal of rapidly increasing access to antiretroviral treatment (ART), the government of Botswana undertook a major review of its health systems options to increase access to human resources, one of the major bottlenecks preventing people from receiving treatment. In mid-2004, a team of government and World Health Organization (WHO) staff reviewed the situation and identified a number of public sector scale up options. The team also reviewed the capacity of private practitioners to participate in the provision of antiretroviral treatment. Subsequently, the government created a mechanism to include private practitioners in rolling out antiretroviral treatment. At the end of 2006, more than 4500 patients had been transferred to the private sector for routine follow up. It was estimated that the cooperation reduced the immediate need for recruiting up to 40 medically qualified staff into the public sector over the coming years, depending on the development of the national standard for the number and duration of patient visits to a doctor per year. Thus welcome relief was brought, while at the same time not exercising a pull factor on human resources for health in the sub-Saharan region.
Editors’ note: In shifting thousands of patients into the private sector for treatment, the Botswana government is using the whole health system (both public and private) to optimize available resources and outsource part of its response to demand for HIV care. This avoids both longer term public sector staffing commitments and hiring staff from neighbouring countries which would have contributed to regional shortages. Equitable access and fairness in service delivery are respected with access to antiretroviral drugs free for all patients.
Hagopian A, Micek MA, Vio F, Gimbel-Sherr K, Montoyo P.What if we decided to take care of everyone who needed treatment? Workforce planning in Mozambique using simulation of demand for HIV/AIDS care. Hum Resour Health. 2008;6(1):3. Epub ahead of print.
The growing HIV epidemic in southern Africa is placing an increased strain on health systems, which are experiencing steadily rising patient loads. Health care systems are tackling the barriers to serving large populations in scaled-up operations. One of the most significant challenges in this effort is securing the health care workforce to deliver care in settings where the manpower is already in short supply. Hagopian and colleagues have produced a demand-driven staffing model using simple spreadsheet technology, based on treatment protocols for HIV-positive patients that adhere to Mozambican guidelines. The model can be adjusted for the volumes of patients at differing stages of their disease, varying provider productivity, proportion who are pregnant, attrition rates, and other variables. The model projects the need for health workers using three different kinds of goals: 1) the number of patients to be placed on antiretroviral therapy, 2) the number of HIV-positive patients to be enrolled for treatment, and 3) the number of patients to be enrolled in a treatment facility per month. The authors propose three scenarios, depending on numbers of patients enrolled. The first scenario starts with 8000 patients on antiretroviral therapy and increases that number to 58 000 at the end of three years (those were the goals for the country of Mozambique). This would require thirteen clinicians and just over ten nurses by the end of the first year, and 67 clinicians and 47 nurses at the end of the third year. A second scenario starts with 34 000 patients enrolled for care (not all of them on antiretroviral therapy), and increases to 94 000 by the end of the third year, requiring a growth in clinician staff from 18 to 28. A third scenario starts a new clinic and enrols 200 new patients per month for three years, requiring 1.2 clinicians in year 1 and 2.2 by the end of year 3. Other clinician types in the model include nurses, social workers, pharmacists, phlebotomists, and peer counsellors. This planning tool could lead to more realistic and appropriate estimates of workforce levels required to provide high-quality HIV care in low-resource settings.
Editors’ note: This modelling work calculates incremental workforce needs for scaling up HIV care but excludes HIV testing, prevention of mother-to-child transmission, tuberculosis treatment, home care, blood banks, mental health, antenatal care, sexually transmitted infection care and inpatient care. It is helpful nonetheless as a planning tool for down-to-earth estimates of workforce requirements and may stimulate a closer look at strategies such as cross-training and task-shifting to meet workforce needs.
Bärnighausen T, Bloom DE, Humair S. Human Resources for Treating HIV/AIDS: Needs, Capacities, and Gaps. AIDS Patient Care STDS 2007;21:799-812.
Despite recent international efforts to scale-up antiretroviral treatment (ART), more than 5 million people needing ART in low- and middle-income countries (LMIC) do not receive it. Limited human resources to treat HIV are one of the main constraints to achieving universal ART coverage. Bärnighausen and colleagues model the gap between needed and available human resources to treat HIV in order to quantify the challenge of achieving and sustaining universal ART coverage by 2017. The authors estimate the human resources gap in low- and middle-income countries using recently published estimates of ART coverage, HIV incidence, health-worker emigration rates, mortality rates of people needing antiretroviral treatment, and numbers of human resources needed to treat 1000 ART patients (based on review studies, 2006). The authors project the gap in human resources to treat HIV in 10 years (2017) using a simple discrete-time model with a health worker pool replenished through education and depleted through emigration/death; a population needing antiretroviral treatment replenished with a given HIV incidence rate; and higher survival rates for treated populations. The authors analyzed the effects of varying assumptions about inflows and outflows of human resources to treat HIV and the evolution of the HIV pandemic in three different regional base cases (sub-Saharan Africa, non-sub-Saharan African low- and middle-income countries, and South Africa). Current ART coverage for low- and middle-income countries is around 28%-32% and, if all things equal, it will drop to 16%-19% by 2017 with constant current production rates of human resources to treat HIV. A naive model, ignoring the increased survival probability resulting from ART, suggests that approximately the current number of human resources in ART services needs to be added every year for the next ten years to achieve universal coverage by 2017. In a model accounting for increased survival of treated patients, outcomes vary by region; sub-Saharan Africa requires two times, non-sub-Saharan African low-and-middle-income countries require 1.5 times and South Africa requires more than three times their respective current populations of human resources for HIV care to be added every year for the next 10 years to achieve universal coverage by 2017. Even if achieved by 2017, sustaining universal coverage requires further increases in human resources for HIV care until the system reaches steady state. ART coverage is sensitive to human resources inflow and emigration. The authors’ model quantifies the challenge of closing the human resources for HIV care gap in low- and middle-income countries. It shows that strategies to achieve universal ART coverage must account for feedback due to higher survival probabilities of people receiving antiretroviral treatment. It suggests that universal ART coverage is unlikely to be achieved and sustained with increased inflows in human resources for HIV care alone, but will require decreased human resources outflows, substantially reduced HIV incidence, or changes in the nature or organization of care. Means to decrease emigration outflows in human resources for HIV care include scholarships for health-care education that are conditional on the recipient delivering ART in a country with high ART need for a number of years, training health workers who are not internationally mobile, or changing recruitment policies in countries receiving health workers from the developing world. Effective organizational changes include those that reduce the number of human resources required to treat a fixed number of patients on ART. Given the large number of health workers that even optimistic assumptions suggest will be needed in ART services in the coming decades, policymakers must ensure that the flow of workers into ART programs does not jeopardize the provision of other important health services.
Editors’ note: Strategies to achieve universal access to antiretroviral therapy must take into account the effects of increased patient survival when projecting human resource needs. This modelling work demonstrates why decreasing HIV incidence through effective prevention is key to ensuring that antiretroviral treatment coverage, based on the numbers in treatment compared to the number in need, does not fall tragically from current levels over the next decade. Innovative solutions to current health worker shortages are needed now both to ensure expanded access to ART and improve general health care delivery.
February 22nd, 2008 at 7:57 am