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.
Subdivisions of Program Areas, these track general higher level sub-classifications of expenditure.
Subdivisions of Major categories, these are the most detailed expenditure data.
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
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: 2013
The new Strengthening Human Resources for Health (SHRH) Program is a wraparound project that will receive other non -PEPFAR health funds. The Program's goal is to strengthen the capacity of the GOE to develop and strengthen HRH in Ethiopia. This will be accomplished through capacity strengthening in HR planning, management and leadership, addressing retention and incentive issues and supporting capacity strengthening in systems and processes to effectively manage HRH in the country to allow transfer of skills and sustainability. This is aligned with the PF Goal 3: Health system strengthening # 3.1: increased availability of trained human resources for health to support accelerated scale-up of comprehensive HIV/AIDS programs by 2014 and the GHI strategy for Improved Health Systems (Pillar III) improved HRH systems. Some activities will be national (e.g., improving HR mgmt) and others will be regional (e.g. supporting specific health science training colleges for pre-service training). This activity will 1) Strengthen HR planning, leadership and management, retention strategies, gender equity and the utiliization of an HRIS; 2) Support pre-service and in-service training including capacity building of public and private training institutions focusing on health science colleges; and 3) Support quality assurance through continued professional development and implementation of accreditation and licensing of health professionals. As part of its HSDP IV, the GOE is currently preparing a HR Strategy and Implementation Plan, the USAID Health Team is current designing an improved HRH program that involves multiple funding streams to address HRH issues in a more strategic and coordinated way.
There are numerous challenges in the Human Resource for Health (HRH) system in Ethiopia including low health worker to population ratios, inadequate number and insufficient skill mix of the health workforce, inadequate capacity of training institutions and low output, inequitable distribution of the health workforce, high attrition rates, lack of standardized in-service training, weak HRH management practices that are not responsive to the concerns of health workforce including motivation and performance evaluations, lack of an organized human resource for health information, inadequate regulatory framework in support of HRH development and management as well as licensing; and the absence of monitoring and evaluation framework for HRH among others. The objectives of this project will have a positive impact on all PEPFAR programming as HRH shortages and attrition is a problem facing all facets of health service delivery and systems. As part of HSDP IV, the GOE is currently preparing a HR Strategy and Implementation Plan. This activity will address these barriers as well as leverage multiple USG funding streams to address HRH issues in a more strategic and coordinated way. Given the recent positive developments in HRH including the move by the GOE to prioritize an HRH strategy, an increased interest in health systems strengthening by international donors, including PEPFAR phase II, GHI and PMI, the new USAID mechanism is the first of its kind to leverage substantial resources with the different USG initiatives. There are several other donors and agencies supporting HRH development in Ethiopia including the MOE, MOH, academic institutions, private colleges, both public and private health facilities, professional associations other USG implementing partners and other donor agencies. For example, UNICEF, WHO and UNFPA have supported training of different health cadres such as health extension workers, midwives and health officers in safe delivery and emergency surgery in selected institutions and regions and Irish Aid and the World Bank were involved in drafting the national HRH Strategic Plan. The new HRH project will build on these past and ongoing efforts.
Follow on the AIDSTAR -One ,the program will conduct regular safety and prevention assessments to help inform program activities. The program will also support technical pre- service trainings for health workers responsible for administering injections. The program will also address behavior change that target health care workers, decision-makers, and teaching staffs in the pre-servie education. The project will supports pre-service training in 10 local health science colleges and further scale up as part of its strategy of country ownership and sustainability.