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: 2008
The CDC programs and activities for the five-year PEPFAR program and beyond are made with the
intention of helping Guyana become a model for the Caribbean. Today Guyana is a leader in the region in
surveillance, care, and treatment, and the integration of the rapid test into the public health system. As
projects and programs mature, Guyana should be able to demonstrate that it is possible, in a resource-
constrained Caribbean nation, to stem the tide of the epidemic, prevent nearly all HIV-positive mothers from
passing HIV to their newborns, and ensure that life-saving ART treatment is available to all those in need.
PEPFAR will contribute to Guyana's leadership in training for physicians and public health practitioners,
particularly lab practitioners, in HIV/AIDS care, surveillance, program design/implementation, and services.
The current staff for the CDC GAP office is a total of 15 positions including one ASPH Fellow, two fewer
than last year. The positions include 3 FTE, 1 PSC, and 10 LES; 8 staffs are supported under Management
and Staffing and six 6 support specific program areas. The staffing mix for M&S in FY09 includes two US
direct hire FTEs, the Director (physician) and Deputy Director for Operations (Public Health Advisor) as well
as 6 Locally Engaged Staff (LES) administrative and support staff hired on Personal Service Agreements
(PSAs). The LES include the following: IT specialist, financial specialist, administrative officer, secretary,
receptionist, and janitor. CDC also has an American Schools of Public Health (ASPH) Fellow who provides
support in various program areas. The Program staff includes one FTE Medical Epidemiologist who
provides technical support primarily to SI, adult care and other prevention. The PSC position supports
Laboratory Infrastructure, specifically for the National Public Health Reference Laboratory (NPHRL); this
position was formally for a Monitoring and Evaluation Specialist but has been changed to a Senior
Laboratory Advisor to provide guidance and technical expertise to the MOH to assist in strengthening the
capacity of the NPHRL. The 4 LES program staff hired on PSAs includes a senior program advisor, a
Guyanese physician epidemiologist who serves as the technical point of contact for the three cooperative
agreements and provides primary technical support in all facets of Care and Treatment Services and
PMTCT. Two other program officers focus on blood safety, palliative care/TB, and care & treatment
services. They also provide targeted technical assistance and monitoring of the cooperative agreements.
The Data Manager supports the SI activities. Staff salary and benefits by program area is: M&S: $423,320;
PMTCT: $44,221; other prevention: $23,100; Blood Safety 20,142; Palliative Care/TB: $31,174; HIV/AIDS
Treatment Services: $192,395; Laboratory - $90,000; and SI - $78,354.
In addition to the skill sets required for operating and managing an office, the current level and mix of staff
are needed to provide technical assistance and guidance to local and international partners as they develop
their own capacity in technical, administrative, and management areas. The M&S staff provides a large
amount of technical support in the areas of financial management, grant writing and reporting, and
cooperative agreement management to the MOH. Support is also provided to other partners that include the
National Blood Transfusion Service, the AIDSRelief Consortium, FXB and ITECH. During the current and
expected near-term, the CDC will continue to assist the MOH and others in the development and
implementation of national strategic plans as well as with strengthening internal systems to implement and
monitor program activities including administration of cooperative agreements. CDC will continue to provide
oversight and technical support to programs for which SCMS provides procurement services as well as
work with SCMS to implement a modern supply chain management system. CDC will continue to provide
oversight of the recently constructed National Public Health Reference Laboratory during the warranty
phase and also the Senior Laboratory Advisor will provide technical and managerial support in capacity
However the COP guidance outlines several key steps to assist country teams with the process of thinking
through staff positions with the team in mind rather than a particular agency. Further, the guidance from
OGAC promotes rational approaches to replacing staff vacancies, reducing redundancies, and leveraging
the comparative advantages of each agency. CDC, for example, conducts its business using a very
different model than USAID.
As a result, CDC offices can end up with more program area technical experts (e.g., physicians, lab
specialists, program development officers) compared to USAID. USAID, on the other hand, may have more
portfolio and grants managers with less direct responsibility for direct program implementation. This can
result in a lop-sided number of management and staff positions, often with CDC having comparatively more
Here in Guyana, a relatively small program, CDC staff out number USAID staff by about 4 to 1. Therefore,
CDC has the greatest contribution to the overall country management and staff (M&S) numbers. For FY
2008 the combined country amount budgeted for M&S was 8.6%. For FY 2009, despite the elimination of
two positions by CDC, and no growth by USAID, the overall percentage for M&S actually increased to
11.5%. Staffing footprints for countries with small budgets like Guyana are particularly sensitive to funding
reductions. As such, M&S reductions must accompany budgetary reductions in order to maintain budget
levels within the 7% earmark. Obviously a net reduction in CDC staff by two LES was not nearly enough to
compensate for a 20% decrease in the overall country budget. CDC must therefore make further reductions
in staff over the next few years.
Therefore based on assessment of the CDC office, conversations with other USG agencies, the maturity of
the overall program in country, and other criteria and considerations related to SFR, CDC envisions
continued efforts to reduce its staffing footprint. We have mapped out a hypothetical staffing footprint by
position for the CDC office, current compared to future. The actual time table for transitioning various
positions will depend on program priorities, work load, training needs, and other factors. However, we
anticipate that in 2 years we will be much closer to the desired staffing footprint.
The total estimated cost of doing business is budgeted for $429,866 in 2009 which covers ICASS and
CSCS and ITSO. In FY09 guidance was provided to allow these costs to be budgeted under M&S ; The
CSCS charge for FY09 is substantially lower than in previous years (FY07=$240,133).Other charges
include the Non-ICASS Security charge ($75,000) and a per-workstation charge for IT support from CDC
headquarters. This is a new charge implemented by the CDC Information Technology Services Office
(ITSO) to cover the cost of Information Technology Infrastructure Services and Support provided by ITSO.
This includes the funding to provide base level of connectivity for the primary CDC office located in each
Activity Narrative: country and connecting them into the CDC Global network, keeping the IT equipment located at these
offices refreshed or updated on a regular cycle, funds for expanding the ITSO Global Activities Team in
Atlanta as well as fully implementing the ITSO Regional Technology Services Executives in the field.
In addition to the salary, benefits and business charges, the M&S budget includes office related costs for
rent, utilities, security, office supplies, office equipment maintenance and replacement, and travel. In
addition to salary and benefits, M&S costs associated with two FTE staff includes residential rent, utilities,
make-ready of residences, residential furniture and appliance replacement, annual R&R air fare, and
expenses for a Permanent Change of Station (PCS) move for 1 FTE. Travel includes periodic trips to
Atlanta or Washington DC for policy or related meetings, attendance at international and regional
conferences, the annual CDC Global Health Meeting, and the annual PEPFAR Meeting as well as site visits
M&S Budget Overview: Salary & Benefits for 2 US FTEs and 6 LES -$423,320; Travel-$61,300; Office and
Residential Leases and Utilities-$164,685; Local security guard service for the office and residences-
$65,640; Building maintenance, office supplies and equipment and servicing-$64,600; Miscellaneous costs
for training, renewing licenses, support for Ambassador's Grant, and appreciation awards-$68,885; ICASS-
$260,000; CSCS/OBO-$61,366; ITSO-$108,500; Non-ICASS Security - $75,000. Total M&S $1,437,263.
New/Continuing Activity: Continuing Activity
Continuing Activity: 12733
Continued Associated Activity Information
Activity Activity ID USG Agency Prime Partner Mechanism Mechanism ID Mechanism Planned Funds
System ID System ID
12733 3216.08 HHS/Centers for US Centers for 6274 3828.08 CDC Program $910,000
Disease Control & Disease Control Management
Prevention and Prevention
8086 3216.07 HHS/Centers for US Centers for 4689 3828.07 CDC Program $934,401
3216 3216.06 HHS/Centers for US Centers for 3828 3828.06 CDC Program $949,334
Disease Control & Disease Control Management-
Prevention and Prevention Base