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: 2011 2012 2013 2014
Goal: Increase public health workforce capacity to collect and use surveillance data, monitor and evaluate the effectiveness of interventions and use data in the planning and decision-making process for health care events and services.
Objectives:
Improve the capacity of health personnel in monitoring and evaluation of methods and best practices
Develop and implement active and passive national, regional and local surveillance activities by training of public health workers
Increase the capacity in laboratory managers to establishing and utilize laboratory performance-based surveillance systems for priority diseases thereby, improving the ability to help respond to outbreaks.
Strengthen the epidemiology and public health capabilities of the network of laboratories.
Promote partnership and cooperation between epidemiologists and other health workers
Geographic Coverage & Target Population: These activities will target epidemiologists, laboratories, and monitoring and evaluation personnel within the MOH and other organizations conducting these activities through the Dominican Republic.
Transition Strategy: Over the 5 years of this project, the University of Puerto Rico, in coordination with the MOH and other stakeholders, will strengthen the capacity of epidemiologists, laboratories and other monitoring and evaluation personnel to collect, analyze, monitor, and utilize data for planning and decision-making.
Cost Effectiveness: Strengthen capacity of public health workers, including epidemiologists and other monitoring and evaluation personnel, will allow for better planning and decision-making with regards to resource allocations for health care events and services.
For several years, the Dominican Republic has been evaluating the provision of health care services. In 2001, the Dominican legislature approved two laws designed to ensure quality, equity and efficiency of health services in the country. Both legislations complement each other and decentralize the basic functions of the National Health System from the Ministry of Health (MOH). Under the new law, the functions of the MOH are to regulate the health system, develop public policy, monitor and evaluate the system and continue to conduct surveillance activities. The actual provision of services is now under the responsibility of the regional level, supervised by the National Social Security Council. Complete implementation of this new model began in January 2009.
The health care reform brings additional challenges in ensuring appropriately trained health workforce to implement and strengthen HIV/AIDS services that will no longer be the responsibility of the National AIDS Program, but under the Regional Service Direction in each region. Successful health sector reform will depend largely in part upon a trained, competent workforce at national, regional and local levels. Frequent replacement of qualified staff adversely affects all programs and underscores the need for ongoing training.
This is particularly problematic as each change in Dominican Republic government administrations tends to lead to the replacement of many trained staff. In addition, the lack of a civil service program impedes recruitment and retention of staff. Low salaries impede staff loyalty and full dedication which often leads to multi-employment, poor management, program planning, and standardization. The United States Federal Government continues to work with other donors to engage the Dominican Government in developing and implementing a civil service and administrative career law which will provide stability to health staff, thus improving retention of personnel and reducing staff turnover. This funding announcement will be one step in this in this direction.
