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.
The Health Care Improvement Project (HCI) will ensure that PMTCT, ART, and OVC services offered in Burundi respond to quality requirements. HCI will provide technical leadership and country assistance for the application of modern quality improvement (QI) methods. The goal is to make measurable gains in the quality of health care as well as improve health workforce management. This activity will contribute the implementation of the GHI Country Strategy particularly its cross-cutting area related to the quality of health services.
The geographic coverage for this activity is four provinces already supported by PEPFAR and four additional provinces part of the scale up of PMTCT services. The coverage will be extended as PEPFAR/PMTCT activities expand. The target populations of the QI intervention are service providers and recipients in the selected provinces.
The HCI project will work primarily through HCN and TCN technical advisers supported through STTA. Over the course of interventions, the capability of the local advisors and their Ministry counterparts are built so that they may lead QI efforts themselves. The core processes of QI are simultaneously built into the Ministry system to ensure continued QI programs without external financial support.
In addition to the described country technical assistance, URC/HCI will propose a program of research and evaluation related to spread and institutionalization of best practices and improvement methods, accelerating learning and results, improving the efficiency of QI interventions, adapting QI methods to community-level services, enhancing QI team performance, and documenting the cost-effectiveness and cost implications of QI interventions. No purchase of vehicle will be needed to implement this activity.
HCIs quality improvement activities in Burundi will contribute directly to the effectiveness of ongoing PEPFAR programs in PMTCT, ART, and OVC services. Interventions are aimed at bringing together service providers in each area to identify specific operational barriers to providing quality services and the overall strategy to overcome them. Streamlines on-site data monitoring systems will be developed to allow for monitoring of process compliance and outcomes at the local site along with comparisons across sites and aggregate-level trend monitoring. The team will provide on-site periodic coaching in order to facilitate front line operations to adapt appropriately to overcome those barriers and produce improved results.
Overcoming operational barriers such as patient retention and health facility data reorganization will lead to direct spill-over of the benefits of improved operations across the technical areas identified. In addition, those operational improvements will have further spill-over in that they will likely improve the overall operation of facilities and thus the quality of all services provided by those facilities, regardless of the technical area (maternities as opposed to ART clinics, for example). Further spill-over into other areas of the health system will be achieved in the long term through the transfer to the Ministry of the capacity to implement quality improvement activities on its own.
As quality improvement is a management science, the short-term interventions will achieve these improvements in service delivery capacity by addressing local human resources, information/data management, finance, governance, and procurement. By taking a holistic approach to management at the local level while also bringing together groups across regions, changes to these micro systems will be paired with regional management systems in each area. Building the capacity of coaches and quality improvement advisors within the Ministry while also proving the results of the local process improvements undertaken, the foundation for further national-level system strengthening will be built.
