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: 2008 2009
BACKGROUND
CDC Haiti Management & Staffing - ITSO
$171,162
The CDC Global AIDS Program (GAP) office first opened in the capital city of Port au Prince, Haiti in 2003
as a co-located office on the USAID Mission campus. Since the inception of the President's Emergency
Plan for AIDS Relief (PEPFAR) program in Haiti in 2004, CDC's management and technical staff have
worked in close collaboration with the Population Health and Nutrition Unit (PHN) of USAID to jointly
manage the planning and implementation of the PEPFAR program. In April 2008, CDC Haiti co-located its
country office to the newly opened U.S. Embassy Compound located in the Tabarre section of the capital
city. CDC Haiti HIV/AIDS technical and public health advisor programmatic/managerial expertise continue
to provide assistance and capacity building training (including financial management) to both the Ministry of
Health (MOH) and the United States Government (USG)'s institutional partners. As CDC Haiti does not
operate under a larger in-country agency context for its administrative support service, it has sole
operational and financial responsibility for its own contingency planning, the meeting of USG security
requirements, the provision of workspace (including internet access), the recruitment and training of locally
employed personnel, and residential housing support for USG Direct Hires assigned to Haiti. In addition,
CDC Haiti has associated support expenses incurred for CDC Haiti technical expert personnel located in
the field as well as in Port-au-Prince who work with USG partners to implement PEPFAR program activities
nationally as approved in its yearly Country Operational Plan (COP).
Cost of Doing Business: ITSO
New HHS/CDC IT Policy Implementation: Management & Staffing funding in the amount of $171,162 is
included in this budget to cover the mandated HHS-CDC IT support costs for CDC Haiti management and
administrative personnel.
CDC Haiti Management & Staffing - ICASS
$449,338
throughout Haiti as approved in the yearly Country (COP).
Cost of Doing Business: - ICASS
For FY09, the CDC/Haiti estimated ICASS expense is budgeted for $449,338. The PEPFAR is the only
program funded activity operated by the CDC Haiti office. To support CDC Haiti activities and personnel in
Haiti, CDC Haiti receives all non-CDC provided in-country support services via the US Embassy ICASS
program, under which CDC Haiti subscribes to a "full slate" of ICASS provided support services. Some of
the subscribed services include: motor pool back-up support; GSO housing and maintenance for U.S. direct
-hire and personal services contract (PSC) personnel; payroll and related HR support services for locally
employed personnel; diplomatic pouch services for US personnel; airport expeditor services for USG and
TDY personnel; government-owned vehicle mechanic services; cashiering, procurement, accounting and
vouchering financial services for both US and LES personnel; provisioning of drinking water and residential
water supplies for US personnel; "mandatory" armored vehicle shuttle service for USG direct-hire and TDY
personnel; and regional security support for CDC Haiti assigned direct-hire and USG TDY personnel.
CDC Haiti Management & Staffing - (M&S)
$2,300,000
throughout Haiti as approved in the yearly Country Operational Plan (COP).
CDC and USAID, in a coordinated effort to ensure adequate technical coverage and avoid duplication of
human resources, have each put together complementary rosters of technical advisors based on core
institutional competencies and experiences. As of October 2008, all fifty-four (54) of CDC Haiti's currently
approved personnel positions are 100% supported by PEPFAR funding. The approved personnel roster for
CDC Haiti presently include (9) vacancies (one audit specialist; one procurement assistant; one US direct-
Activity Narrative: hire laboratory section chief, one TB/HIV Specialist, one regional health information specialist, one driver,
and three regional care and treatment specialists). Of the 54 total CDC Haiti staff positions, three (3) are
US Direct Hires (USDH) that include the Chief of Party, the Deputy Director, and the Laboratory Section
Chief. A fourth US hire is supported through a CDC Personal Services Contract (PSC)" and serves as the
CDC Haiti HIV/AIDS Prevention Section Chief. The remaining CDC Haiti senior level staff includes two (2)
medical doctors hired as Locally Engaged Staff (LES) HIV/AIDS technical experts, and a Chief
Administrative Specialist. The CDC Haiti Port au Prince office houses professional (technical, financial,
information technology, administrative, and support (secretaries and motor pool) staff.
Approximately 30% of CDC Haiti's locally-employed staff (professional and support) operate out of small
regional offices located throughout the country (e.g., Cap Haïtien and Saint Marc in the north; Les Cayes,
Jacmel, and Jeremie, in the south) in association with the MOH's Regional Departmental hospital system.
The decentralization of CDC staff to the regional department level is a reflection of CDC Haiti's leading role
in the implementation of the national PEPFAR care and treatment program, and a realization of the need to
institutionalize PEPFAR activities down to the local Ministry of Health level. Moreover, given ongoing
security concerns in Haiti, the USG Team recognizes the crucial need for program implementation to be
able to continue unhindered at regional department levels despite sporadic security situations that often
begin in the capital city of Port au Prince and then flare up across the country. Decentralization is designed
to permit program implementation and activities to continue even if critical disruptive events occur
elsewhere in the country and result in security-related curtailment of USG staff travel and program
operations.
In order to better implement the PEPFAR program with a goal of long-term program integration and
sustainability, CDC Haiti management & staffing (M&S) goals include the following M&S objectives for FY
2009: continue ongoing USG and partner team-building; assess specific training and development needs
for current CDC Haiti locally employed personnel; complete staff recruitment for vacant positions, with an
immediate focus on hiring the 3 health information and care and treatment specialists to be located at
regional departmental levels, and a strategic information (SI) specialist who will be located in the CDC Haiti
Port au Prince office; address staffing needs in other technical areas (prevention and laboratory), as well as
identify staffing gaps between CDC and USAID; support CDC Haiti warehouse operations with a focus on
distribution of laboratory/clinic equipment to MSPP Hospitals throughout Haiti in support of the Partnership
for Supply Chain Management System (SCMS), until SCMS can fully undertake safe reception and timely
distribution of PEPFAR commodities throughout Haiti, and maintain requisite "cold chain" operations.
CDC expects to fill previously approved administrative vacancies which have not yet been staffed. (note: a
procurement assistant position was advertised and a candidate selected, however the candidate was
unable to secure a local security clearance through the Embassy RSO; approved FY08 vacancies for
auditor/financial analyst and a secretary still have not been filled). Eight new driver positions were approved
and seven successfully hired late-FY08 (three full-time and 4 WAE). Funds are reserved in our FY09
budget to support staff training for professional and support staff, for ongoing program supervision in the
field, and for off-shore based technical assistance as needed. Commodity procurements in FY09 will be
limited primarily to the procurement of additional office equipment for new staff at the new Embassy
compound, and possibly 1 or 2 vehicles needed to support ongoing field travel (outside of Port au Prince)
for staff who must operate under necessary but very restrictive security guidelines and regulations.
Infrastructure expenses include supporting and adhering to strict security-related requirements, office
equipment upgrades, as well as "telecommute-related" internet set-up and maintenance expenses. Logistic
expenses include staff overtime, vehicle maintenance, air travel and lodging, vehicle insurance and fuel.
Cost of Doing Business:
OBO Head Tax: The CDC/Haiti estimated Overseas Building Office (OBO) Head Tax for FY09, a pro rata
budget amount to defray the costs of construction of the New Embassy Compound (NEC), occupied as of
April 2008 is $373,692.
ITSO: Management & Staffing funds in the amount of $171,162 has been considered in formulating this
budget (see separate activity narrative for IRM tax) to support the mandated HHS-CDC IT "tax" under CDC
Haiti management and support (M&S) operations.
ICASS: The CDC/Haiti estimated ICASS bill for FY 2008 is $449,338, per estimate from the US Embassy
Port-au-Prince Budget and Finance (B&F) office. PEPFAR is the only source of program funds that support
the CDC Haiti office. CDC Haiti is fully supported by the US Embassy through ICASS for a "full package" of
ICASS provided support services. These services include: lightly-armored vehicle (LAV) motor pool for US
personnel; GSO housing and maintenance for U.S. direct-hire and personal services contract (PSC)
personnel; payroll and related HR activities for LES personnel; diplomatic pouch services; airport expeditor
services for US personnel and visiting TDYers; cashiering, accounting and vouchering for both US and LES
personnel; provisioning of drinking water and residential water for US personnel; mandatory armored shuttle
service to/from office for US personnel; and regional security office support for US personnel and TDYers.
Early Funding Request: Per instructions from CDC Headquarters, Posts were directed
to include early funding requests in their FY09 Country Operating Plans (COP's) in order to ensure that
adequate Management and Support funding is available in-country until the first Congressional Notification
is approved/processed and received at Post, which is estimated to be in/about March/April 2009. During this
period, the CDC Haiti office estimates its financial funding requirements to be approximately $2,300,000
(combined GHCS and Core funding) to support the costs of salaries and benefits, administrative operational
costs, and overhead expenses ("costs of doing business").
New/Continuing Activity: Continuing Activity
Continuing Activity: 17238
Continued Associated Activity Information
Activity Activity ID USG Agency Prime Partner Mechanism Mechanism ID Mechanism Planned Funds
System ID System ID
17238 4347.08 HHS/Centers for US Centers for 7700 3321.08 $1,000,000
Disease Control & Disease Control
Prevention and Prevention
9347 4347.07 HHS/Centers for US Centers for 5153 3321.07 $1,000,000
4347 4347.06 HHS/Centers for US Centers for 3321 3321.06 $1,000,000
Table 3.3.19:
