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: 2013 2014 2015 2016 2017
This project will consolidate critical management systems functions under MSPP supervision, and implemente needed policy changes at the Central and Departmental levels. The project will work to develop and implement a comprehensive human resources strategy aimed at hiring new staff and addressing the structural issues that make it difficult to retain qualified staff. The project objectives are: 1) Improved allocation of health sector resources (human and financial) to fundamentally support the ongoing decentralization objectives of the Haitian health sector, including diversification of funding and resources within and beyond the public sector; and 2) Improved effectiveness of health sector resources for maximum impact in a decentralized structure. Expected results include: Increase in the percent of the GOH budget spent on health from approximately 5% to 10%; Reduction of out-of-pocket health expenditure from approximately 48% to 40%; Achievement of annual benchmarks for bottom-up, results based budgeting and planning within the national budget setting cycle; Increase in the number of health workers per 10,000 population by cadre and/or geographic area; and Improved equity for health services coverage indicators (comparison of indicator in highest and lowest income quintile groups). USAID will work with the MSPP, the Ministry of Finance, the Prime Ministers office, the World Bank, and other development partners active in the health sector.
A proliferation of health actors has made it harder for the MSPP to provide leadership, coordination, management, and appropriate regulation of health service delivery. Provision of free services and lack of reimbursement post-earthquake created a financial crisis for both public and private Haitian hospitals. A critical shortage of health workers throughout the health system is driven in part by salary structures that create disincentives for highly-educated Haitians to work in the health sector.
The USG has determined that the creation of a sustainable health system in Haiti will require a concerted effort to rebuild and strengthen the central, departmental and local levels of the MSPP and also support the sustainability of NGOs by reducing their reliance on public or donor financing. USAIDs vision for a fully sustainable health system in Haiti includes:
Objective 1 - Improved allocation of health sector resources illustrative activities include:
Coordinate with the MSPP to align sector planning and budgeting to the national process
Support the MSPP to lead donor coordination and resource generation processes
Support strategic planning for human resources for health at the central level.
Support departmental level human resource planning, deployment, and training
Objective 2 - Improved effectiveness of health sector resources illustrative activities include:
Support policy dialogue to develop actions that respond to the results of Demographic and Health Surveys (DHS), Service Provision Assessment (SPA), National Health Accounts (NHA) and other assessments of the current health situation.
Institute and ensure compliance with norms and standards for quality service provision
Support development of annual integrated departmental plans
Create a culture of data use for evaluating and responding to changing circumstances
