PEPFAR's annual planning process is done either at the country (COP) or regional level (ROP).
PEPFAR's programs are implemented through implementing partners who apply for funding based on PEPFAR's published Requests for Applications.
Since 2010, PEPFAR COPs have grouped implementing partners according to an organizational type. We have retroactively applied these classifications to earlier years in the database as well.
Also called "Strategic Areas", these are general areas of HIV programming. Each program area has several corresponding budget codes.
Specific areas of HIV programming. Budget Codes are the lowest level of spending data available.
Expenditure Program Areas track general areas of PEPFAR expenditure.
Expenditure Sub-Program Areas track more specific PEPFAR expenditures.
Object classes provide highly specific ways that implementing partners are spending PEPFAR funds on programming.
Cross-cutting attributions are areas of PEPFAR programming that contribute across several program areas. They contain limited indicative information related to aspects such as human resources, health infrastructure, or key populations programming. However, they represent only a small proportion of the total funds that PEPFAR allocates through the COP process. Additionally, they have changed significantly over the years. As such, analysis and interpretation of these data should be approached carefully. Learn more
Beneficiary Expenditure data identify how PEPFAR programming is targeted at reaching different populations.
Sub-Beneficiary Expenditure data highlight more specific populations targeted for HIV prevention and treatment interventions.
PEPFAR sets targets using the Monitoring, Evaluation, and Reporting (MER) System - documentation for which can be found on PEPFAR's website at https://www.pepfar.gov/reports/guidance/. As with most data on this website, the targets here have been extracted from the COP documents. Targets are for the fiscal year following each COP year, such that selecting 2016 will access targets for FY2017. This feature is currently experimental and should be used for exploratory purposes only at present.
Years of mechanism: 2008 2009
The current USAID staffing for the Angola Emergency Plan includes two program management specialists
(including a TCN PSC health team leader) and support staff. The HIV Program Specialist (FSN/LES) is
dedicated to work 100% on the Emergency Plan. In addition, the Health Team Leader (offshore PSC) will
devote 25% of his time; and one Health Team Program Assistant (FSN/LES) will devote 33% of her time to
Emergency Plan activities. There is a USAID/M&E specialist who devotes a portion of his time to HIV/AIDS
data issues.
Salaries and related benefits are estimated at $274,000. Staff contract costs represent the bulk of the cost
of doing business; the TCN contract costs are notably high because housing costs are exorbitant at post,
reaching more than $175,000 per year for rentals, often paid 1-2 years in advance. Components of maternal
and child health programming (e.g., ante-natal care services that contribute to VCT, PMTCT, and care and
treatment interventions) and other infectious disease programming (such as tuberculosis) are closely
integrated with HIV/AIDS programming. Staffing reflects this integration; the work of all contributes to the
success of the HIV/AIDS Emergency Plan within the health program, as per the anticipated implementation
mechanisms.
The staffing structure reflects USAID's current program management and implementation needs. The
future staffing profile may be adjusted if there is a significant change in the strategy or increase in funding.
USAID's mission in Angola provides technical and managerial support for other health programs in addition
to PEPFAR. USAID provides technical assistance to the President's Malaria Initiative (PMI), which is a
shared effort with CDC under USAID leadership.
15-HVMS Management and Staffing
Total Planned Funding for Program Area: $1,333,000
Four USG implementing agencies make up the USG HIV Country Team: (1) U.S. Health and Human
Services (Centers for Disease Control and Prevention (HHS/CDC), (2) U.S. Agency for International
Development (USAID), (3) U.S. Department of Defense (DOD) and (4) U.S. Department of State (DOS). All
agencies are under Chief of Mission Authority. The Chief of Mission serves as the overall coordinator for the
President's Emergency Plan (PEPFAR). The USG HIV AIDS country team consists of the Deputy Chief of
Mission, the CDC Chief of Party, the CDC Public Health Advisor-Deputy Director of Operations, the USAID
Mission Director, the USAID Supervisory General Development Officer, the USAID HIV AIDS Specialist,
and other skilled professionals with numerous years of experience working in the U.S. and other countries.
Technical coordination and management takes place through monthly meetings with all agencies
represented under the leadership of the Deputy Chief of Mission (DCM) complemented by more frequent
technical working group meetings. Inter-agency working groups are developed as needed for agency
programming and implementation of the Mini-COP.
The operating environment in Luanda is among the world's most difficult and expensive. Luanda has the
most expensive rental properties for expatriate staff in the world, with rents over $200,000 per year for a
medium sized three bedroom house. Shipping, port and demurrage costs are also among the world's
highest. There is also a limited amount of local capacity, forcing programs to pay handsomely to acquire
technical and language capacity in workers. As a result of these factors, it is impossible to operate here
within current programmatic limitations. For example, the real ICASS costs associated with programs
financed through PEPFAR under USAID can not be covered by the 7% limit on management and staffing as
recommended in the FY 2008 COP Guidance. In addition, a very high percentage of the funding through
CDC is used to cover ICASS, housing and other support costs. Programmatic funding constraints are
limiting our capacity to fully engage here in Angola.
Following its establishment in 2002, the CDC office has grown and today consists of two U.S. direct hires: a
Director, and a Deputy Director for Operations, and, for the first time in years, both positions are filled in
FY08. In addition, to the two direct hires, additional support staff consists of five locally engaged staff and
three technical staff. Technical staff consists of a vacant slot for an M&E officer, an Epi-Data
Manager/Surveillance Expert, and an Intern/Fellow. These individuals are all paid with PEPFAR funds.
Under consideration was the desire to expand the duties of the posted M&E officer to that of a SI
Coordinator position, wherein the successful candidate would have broad SI responsibilities across all of the
USG agencies (CDC, DOD, and USAID).
In addition to PEPFAR related activities, the CDC office also operates programs involving the President's
Malaria Initiative (PMI) and the Avian Influenza Initiative. CDC also provides technical and logistical
assistance to the GoA as needed to address emerging outbreaks and health threats.
The USAID Mission in Angola has a technical and administrative staff of 23, including 4 USDHs. The 6-
person health team is managed by a Third Country National under the direct supervision of a USDH
Supervisory General Development Officer with the support of a USDH Program Officer. The Mission
Director is a former health officer. Thus, in total, nine staff members have expertise available to the USG
PEPFAR program in Angola. A senior FSN, the HIV/AIDS Program Management Specialist, is the focal
point for the program.
The strategic foci of USAID's program in Angola, as embodied in the FY07 USG Angola Operational Plan,
are Governing Justly and Democratically; Investing in People: Health; and Economic Growth. In FY 2007,
the funding for USAID's program elements under Investing in People was distributed as follows: Malaria
($18,500,000); Family Planning and Reproductive Health ($2,501,000); Maternal and Child Health
($1,000,000); Tuberculosis ($409,000); and HIV/AIDS as detailed in the Mini-COP.
The Programs seeks to increase the number of Angolans benefiting from quality health services and
commodities to reduce the incidence of selected diseases. The major focus of Investing in People
HIV/AIDS portfolio is prevention. The USAID HIV/AIDS program offers a package of technical assistance,
services and commodities that permits greater numbers of Angolans to demand and obtain increased
access and use of high quality IEC, counseling, and care. USAID focuses on both technical assistance to
provide immediate improvements in service delivery, and longer-term system and institutional
improvements that can sustain and enhance these gains.
The current USAID staffing for the Angola Emergency Plan includes 2 program management specialists
Activity Narrative: dedicated to work 100% on the Emergency Plan. In addition, the Health Team Leader (offshore PSC) will
devote 25% of his time; and 1 Health Team Program Assistant (FSN/LES) will devote 33% of his/her time to
Emergency Plan activities. There is a USAID/M&E specialist that devotes a portion of his time to HIV/AIDS
data.
Salaries, related benefits and administrative costs are estimated at $284,000. Staff contract costs represent
the bulk of the cost of doing business; the TCN contract costs are notably high because housing costs are
exorbitant at post, reaching more than $200,000 per year for rentals, often paid 1-2 years in advance.
Components of maternal and child health programming (e.g., ante-natal care services that contribute to
VCT, PMTCT, and care and treatment interventions) and other infectious disease programming (such as
tuberculosis) are closely integrated with HIV/AIDS programming. Staffing reflects this integration; the work
of all contributes to the success of the HIV/AIDS Emergency Plan within the health program, as per the
anticipated implementation mechanisms.
USAID ICASS costs directly related to HIV/AIDS programming is $44,000 based on prorating ICASS costs
across GHCS funding sources. However, the real ICASS cost is thus disproportionately paid through other
funding sources (notably malaria, which is by far the largest GHCS program for USAID) and not from
HIV/AIDS GHCS or GHAI.
Activity Narrative:
USAID Activity Narratives
Table 3.3.15: Program Area Activity Details
View Activity
Program Area: 15-HVMS Management and Staffing
Mechanism/Prime Partner: USAID/US Agency for International Development
Activity System ID: 18941
Activity ID: 12126.08
Planned Funding (in US dollars)
Administration/Staffing
