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.
Health Care Improvement Project (HCI) adapts modern quality improvement approaches to the needs of USAID-assisted countries, and seeks to institutionalize improvement as an integral element of delivering health services. HCI builds on the worlds largest body of experience in applying modern improvement methodologies in developing countries. The most widely used methodology is the improvement collaborative, which organizes a group of facility-level teams to work on a single area of service delivery. The collaborative model has been successfully applied to scaling up improved practices, through a process of planned spread through the health system. HCI provides technical assistance in the full range of modern quality improvement approaches.
As a follow-on to an assessment visit in February 2012, HCI will provide consultations to the Ministry of Health and other stakeholders to support the development of a quality improvement strategy for the Ministry. The strategy will include methods to involve senior management in quality improvement activities, building a system and structure to support improvement activities at the facility level (this will likely build on existing supervision structures), using new and existing data sources to monitor improvement efforts; a system for building improvement skills among health workers and managers. HCI will facilitate ministry staff to form a task team of ministry staff (and partners as needed) to develop the strategy and will provide technical assistance periodically.
A strong health system is one which can reliably deliver the right services at the right time to patients as they need them. Quality improvement is an important component of building a strong health system because it provides the people within the system (clinicians, para-clinical staff, managers, patients and others) with the skills to identify gaps where they are failing to provide the right services, identify the reasons for the gaps, and test solutions until they are able to provide care which is responsive to patients needs.
Most quality improvement work happens at the level where patients and providers meet. Because of this there is a need for support at the facility level to help form quality improvement teams, support them as they start improvement work and help keep them working in line with ministry priorities. HCI will work with the ministry to set up mechanisms to provide this support to facility level improvement teams.
HCI will work with the Ministry of Health QI Task Team to identify priorities for developing a strategy for quality improvement. The expected priorities will include: developing mechanisms to involve senior leadership in improvement activities; building a system and structure throughout the ministry to support facility level improvement activities; developing a monitoring system for improvement activities; developing an approach for building improvement skills among health workers and managers.HCI will provide technical assistance as the group works addressing these areas and developing a strategy for quality improvement.
The deliverable will be a quality improvement strategy that will support other health systems strengthening activities aimed at building a sustainable health delivery system.
