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: 2011 2012 2013 2014
The overarching goal of the Leadership, Management and Sustainability Program (LMS) in Kenya is to improve health systems at all levels by strengthening the leadership and management capacity across the Ministries of Health (MOH) and other partner organizations, including University of Nairobi, Kenya Medical Training College, and FBOs. At the end of the five-year award period, strong program and management systems will be established, and personnel will be trained and empowered to be effective leaders to manage and maintain these systems. The specific objectives are to:
Build effective leadership and skilled management in the health sector in order to ensure delivery of quality health services in priority areas such as HIV/AIDS, TB, FP/RH, MCH, and malaria (Intermediate Result (IR) 1);
Support the MOH, select FBOs, and other USAID partners by providing technical assistance in governance, management, and operational systems to accelerate improvements in health services and thereby improve the health of the population at large (IR 2);
Increase sustainability and ability to manage change through the development of a career ladder structure for health service management; strengthen the capacity of local training institutions; and assist in the development of a network of health sector leadership to exchange lessons learned and best practices relevant to current health needs (IR 3). LMS purchased a 14 seater van to transport staff to workshops and trainings in FY11 but is not planning to purchase any vehicles in FY12. This acitivity supports GHI/LLC and is completely funded by pipeline funds in this budget cycle.
The overarching goal of the Leadership, Management and Sustainability Program (LMS) in Kenya is to improve health systems at all levels by strengthening the leadership and management capacity across the MOH and other partner organizations, including University of Nairobi, Kenya Medical Training College, and FBOs. At the end of the five-year award period, strong program and management systems will be established, and personnel will be trained and empowered to be effective leaders to manage and maintain these systems.
The generation and use of strategic information plays a critical role in both monitoring program progress and in facilitating health systems strengthening among program partners and participants. For example, under IR 2 Improved management and systems in health organizations and priority health programs , activities for 2012 include the development of strategic plans at seven Level 5 hospitals, beginning with three hospitals in Coast, Western and Eastern Province. Additional activities include measured and documented improvements at facilities in leadership and governance, human resource management, health management information systems, financial management, commodity and supply chain management, and referral systems. Under IR 3 Increased sustainability and ability to manage change , activities include development of the capacity of local training institutions to offer health leadership and management courses, including e-learning and a program website housed by Kenya Medical Training College.
Strategic information will contribute to the overarching goal of LMS to strengthen leadership and management skills within Kenyas health sector and improve intervention outcomes. LMS will train GoK health management staff at the facility and county levels on leadership and management skills with the aim of improving management of HMIS and overall health programs.
During FY12, activities under IR 1 Improved management and leadership of the health sector and priority health programs on HIV/AIDS, TB, FP/RH, MCH, and malaria , include the implementation of pre- and in-service trainings on leadership and management for health-sector workers; the roll-out of pre- and in-service curricula on leadership and management; and the development and implementation of leadership and management mentoring programs for newly promoted health-sector managers, senior leaders, and community leaders. These activities are a continuation of leadership development initiatives, which began in 2010 and included coverage across Kenya and among numerous partnering organizations. These initiatives utilized teams to identify and address feasible workplace and community challenges.
The funds will be used in the training of health workers in management and leadership positions to better integrate the HIV/AID interventions in to Reproductive health and Family planning. Using the challenge model the facility managers will be trained in groups to be more efficient in resource identification, mobilization, utilization and evaluation for integrated services.
