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: 2012 2013 2016
WHO country office plays a key advisory role in the MOH and supports all aspects of HSS. PEPFAR has a good working relationship with the country office and has funded a grant to develop the Task Shifting Framework document that is a national priority. PEPFAR funding under COP 12 is strategically building on this relationship to fund WHO to provide technical support to the MOH HR Unit to build its capacity and model a prototype HR unit and institutionalize the key documents i.e. HR Policy, HRH Strategic, EHCP staffing norms that is a national priority. Further, WHO is best positioned to provide technical support to the newly established multi-sectoral HRH TWG/Observatory. This is critical because of the capacity issues in the MOH/HR Unit and that this is an area that WHO focuses on in Swaziland and has political influence to complement PEPFAR technical support through HRAA.
WHO will be funded to build the capcity in the MOH/HR Unit in the following key areas:
1. Build the capacity of the MOH Multi-sectoral HRH Technical Working Group and strengthen the HRH Observatory. It is critical in the first two years to build capacity for the MOH to manage, and have a vision for the national HRH agenda, ensuring coordination amongst key stakeholders that support HRH activities in the country. This will include:
a) Working closely with the MOH to set the agendas for the meeting and co-chairing the meetings with MOH.
b) Working with HRAA Country Director establish a system and meeting scheduling for the meetings including timely documentations of minutes, follow-up on action points and providing clarity on issues where needed.
c) Organize a field trip to Lesotho that has a functioning HRH TWG to learn how this is run and managed
Modeling a prototype HR Unit
2. Develop a the prototype model HR Unit that will take into consideration required technical skills and the appropriate staffing level informed by the current existing positions to implement the approved new structure by cabinet. a) The focus will be to define an approprite prototype model structure for the unit that will engage Management Services Department in the Ministry of Public Service working with the HRAA Country Director.
b) Defining the skills and profiles required to staff the unit.
c) Facilitating an study tour in a country that has a functioning HR Unit
3. Develop a capacity development plan for the prototype HR unit informed by the above
a) The plan will take into consideration the key documents i.e. HR Policy, HRH Strategic Plan, EHCP staffing norms a priority focus for HRAA in year one of implementation that need to be instituionalised at MOH/HR Unit
b) Developing the HR capacity for the various WHO tools i.e. WISN to assess staff training requirements at National, Regional and facility level.
c) Identifying relevant training and TA for the MOH HR Unit
This work will complement HRAA's year one activities and the placement of the HR Advisor.
