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
NOTICE - Per the recommendation from OGAC that Malawi as an FY2008 Compact Country, submit a mini
-COP (i.e. program area level narratives only), this activity level narrative has not been updated prior to the
submission of the FY09 Full COP. The Malawi country team anticipates updating narratives upon
completion and final approval of the negotiated 5-year Compact between the United States Government
and the Government of Malawi.
The new Senior Prevention Advisor on the US team will provide the leadership for the national scale-up of
prevention activities targeted against the sexual transmission of HIV.
New/Continuing Activity: New Activity
Continuing Activity:
Table 3.3.02:
Summary
Through EP funding, the USG will continue to support an HIV/AIDS Specialist to provide technical
leadership and program support for the HIV/AIDS prevention program in Malawi. This activity is linked to
Condoms and Other Prevention (ID#18271).
Background
With one of the highest adult HIV prevalence rates in the world (14.2% in 2003), the HIV/AIDS pandemic
has taken the lives of nearly one million Malawians and exacerbated societal problems as diverse as food
security, human resource capacity, and national defense. The USG through the Emergency Plan (EP)
remains committed to expanding its program of HIV/AIDS prevention in Malawi. Currently the USG is one
of only two donors directly funding programs to prevent sexual transmission of HIV in Malawi, and the only
one with significant resources programmed in Prevention. USG has supported Behavior Change
Communication (BCC), Community Outreach, and social marketing of condoms to high risk populations
since 2002.
Recently, the USG began supporting AB activities of local NGOs and FBOs through an umbrella grants
management program. In addition, the USG continues to support Malawi's National HIV/AIDS Action
Framework (NAF) by working with the National AIDS Commission (NAC) and the Ministry of Health (MoH)
to promote AB prevention initiatives.
The overall USG prevention portfolio has many strengths such as a balanced approach to addressing key
audiences, (including adults, youth and high-risk populations); an appropriate balance and strong links
between mass media and interpersonal communications; and a comprehensive abstain, be faithful,
condoms (ABC) approach. The comprehensive approach includes attention to partner reduction and a focus
on gender issues, especially male norms and traditional cultural practices. There is still considerable need
to deepen prevention efforts through more nuanced segmentation of adult, youth, and high-risk populations.
More formative work is needed to develop and target more focused messages to specific sub-populations.
To address these gaps, the USG/Malawi team provides technical guidance to the existing AB prevention
partners and sub-partners. In addition, the USG team will compete and award two new competitive
agreements with FY 2008 funding. One RFA procurement will be a program addressing HIV prevention in
the general population. The TBD procurement will challenge social and gender norms and promote safer
sexual behaviors to both youth and adults. The second TBD program will focus on prevention for high risk
groups. This program will have an emphasis on partner reduction and consistent and correct condom use.
Activity 1: Technical Leadership
The HIV/AIDS Prevention Specialist will provide technical leadership and support to the Government of
Malawi (GoM), USG partners, USG Agencies engaged in EP to develop, adapt, and integrate an
appropriate minimum package of effective HIV/AIDS prevention services and support consistent with the
GoM's National Plan of Action and EP guidance. The HIV/AIDS prevention specialist will serve as the chair
of the inter-agency technical working group on prevention to provide overall technical guidance and
coordination for the implementation of the HIV prevention activities. The Specialist will work with all
stakeholders to provide guidance and advocacy for the provision and scale-up of HIV/AIDS Prevention
services. In addition, he or she will work with other USAID Strategic Objective teams to identify
opportunities for wrap-around programs (e.g., education) that will benefit HIV/AIDS prevention.
Activity 2: Donor Coordination
It is expected that the HIV/AIDS Prevention Specialist will work closely with other members of the USG EP
team, the GoM, other bilateral and multilateral donors and organizations (e.g., NAC, UN Agencies) to
harmonize technical approaches and maximize geographic coverage for HIV prevention programs that are
consistent with sound HIV prevention practices and host government strategic plans. In addition, the
individual will serve as a technical member of HIV/AIDS related technical advisory committees, established
by key stakeholders such as NAC, MoH and Development Partners.
Activity 3: Program Management
The HIV/AIDS Prevention Specialist will provide technical guidance and management for selected AB
prevention partners, including tracking activity progress, analyzing progress and barriers to achievement,
making recommendations to address implementation problems, and documenting results. The Specialist
will conduct regular site visits to partners and sub-partners to assure data quality.
New/Continuing Activity: Continuing Activity
Continuing Activity: 17777
Continued Associated Activity Information
Activity Activity ID USG Agency Prime Partner Mechanism Mechanism ID Mechanism Planned Funds
System ID System ID
17777 5921.08 U.S. Agency for US Agency for 7868 5674.08 USAID CSH $35,018
International International
Development Development
11055 5921.07 U.S. Agency for US Agency for 5674 5674.07 USAID CSH $59,309
5921 5921.06 U.S. Agency for US Agency for 3854 3854.06 $64,188
Communication (BCC) for HIV/AIDS Prevention, Community Outreach HIV/AIDS activities, and the social
marketing of condoms to high risk populations since 2002.
To address these gaps, the USG/Malawi team will compete and award two new competitive agreements
with FY 2008 funding; one TBD procurement will address HIV prevention in the general population (social
and gender norms, safer sexual behaviors) and the second TBD will focus on prevention for high risk
groups (partner reduction and consistent and correct condom use). This activity describes the role of a
HIV/AIDS Prevention Specialist who will provide technical guidance to existing and new AB prevention
partners and sub-partners.
Malawi (GoM), USG partners, USG Agencies engaged in EP to develop, adapt and integrate an appropriate
minimum package of effective HIV/AIDS prevention services and support consistent with the GoM's
National Plan of Action and EP guidance. The HIV/AIDS prevention specialist will serve as the chair of the
inter-agency technical working group on prevention to provide overall technical guidance and coordination
for the implementation of the HIV prevention activities. The Specialist will work with all stakeholders to
provide guidance and advocacy for the provision and scale-up of HIV/AIDS Prevention services. In
addition, he or she will work with other USAID Strategic Objective teams to identify opportunities for wrap-
around programs (e.g.; education) that will benefit HIV/AIDS prevention.
team, the GoM, and other bilateral and multilateral donors and organizations (e.g., NAC, UN Agencies) to
Continuing Activity: 18271
18271 18271.08 U.S. Agency for US Agency for 7868 5674.08 USAID CSH $35,017
Table 3.3.03:
Through Emergency Plan (EP) funding, USG Malawi will recruit and hire a Senior Technical Advisor to
provide leadership and support for OVC and community care programming in Malawi. This is the same
activity as HKID activity ID#17781 which describes the activities of the OVC Advisor who will also provide
USG technical leadership in basic care.
With nearly 1 million Orphans and Vulnerable Children (OVC) in Malawi, there is an urgent need to
strengthen the capacity of the GoM and civil society to provide comprehensive care and support services.
In 2004 USG Malawi and other donor partners provided support to the Ministry of Women and Child
Development (MOWCD) to develop a National Plan of Action. Malawi was awarded a Global Fund Round 5
grant for OVC for $20 million to the National Aids Commission with MOWCD as the implementing agency.
As of September 2007, only $1.98 million had been disbursed. Since FY 2002, USG Malawi has been
supporting community and home-based care activities of NGOs, CBOs, and FBOs. The National Plan of
Action for OVC was finalized in 2005 and districts are planning their own action plans in FY 2007 with
UNICEF support. Essential OVC services have not been established nationally and there are large gaps in
service delivery at the community level. Given the importance of OVC and the number of EP partners
providing care services, the USG PEPFAR team has agreed on the need for a Senior Technical Advisor in
Community Care and OVC to provide overall guidance on and advocacy for OVC and other priority HIV
community care interventions, including palliative care.
The Advisor will provide technical leadership to the entire USG Emergency Plan (EP) team in developing,
adapting, and integrating quality OVC standard and guidelines for service delivery to relevant populations
and partners within USG supported programs. S/he will ensure OVC programming is integrated with food,
prevention, pediatric treatment, and the vulnerable girls program under USG comprehensive funding for
Malawi. The Advisor will provide national leadership and advocacy for OVC and Palliative Care priority
interventions strengthening and scale up. Also, the Advisor will ensure that USG-supported OVC programs
in Malawi provide a package of OVC care and support including education, care and shelter, health,
psychosocial and child development, protection and rights, nutrition, and economic strengthening. The
Advisor will work collaboratively with the EP interagency team, the Government of Malawi (GoM), other
bilateral and multilateral donors and institutions, EP implementing partners, civil society, and other relevant
stakeholders.
The Advisor will provide technical leadership and support to GoM, USG partners, USG Agencies engaged
in EP to develop, adapt, and integrate appropriate standards and guidelines for effective delivery of quality
OVC services and support consistent with the GoM's National Plan of Action and EP guidance. The
Advisor will work with all relevant stakeholders including the GoM, UNICEF and civil society organizations to
provide national leadership and advocacy for OVC the provision and scale-up of services. In addition, the
Advisor will work with other USAID Strategic Objective teams to identify opportunities for wrap-around
programs (e.g. food security and nutrition, education, and economic growth) that will benefit OVC. The
Advisor will be the activity manager and lead Advisor to NGOs, CBOs and FBOS under USG support in
OVC and Basic Care, especially Pact (see Activity #10359). In FY 2008, the Advisor will work with the
above group to help develop a national M&E for OVC in form of database with TA on data management and
data quality.
Activity 2:Donor Coordination
It is expected that the Community Care and OVC Advisor will work closely with other members of the USG
EP team, UNICEF, the Ministry of Health, MOWCD, other bilateral and multilateral donors and
organizations to harmonize technical approaches and maximize geographic coverage for OVC programs
that are consistent with the National Plan of Action for OVC, district-level action plans, and sound OVC
practices and host government strategic plans. As appropriate, the Advisor will provide technical support to
the Global Fund Secretariat, the National AIDS Council, Ministry of Education, and the MOWCD to facilitate
the implementation of the Global Fund Grant for OVC.
Continuing Activity: 17782
17782 17782.08 U.S. Agency for US Agency for 7868 5674.08 USAID CSH $145,638
Table 3.3.08:
Nutrition Advisor
Program Budget Code: 09 - HTXS Treatment: Adult Treatment
Total Planned Funding for Program Budget Code: $2,208,387
Total Planned Funding for Program Budget Code: $0
Table 3.3.09:
Continuing Activity: 17781
17781 17781.08 U.S. Agency for US Agency for 7868 5674.08 USAID CSH $185,500
Table 3.3.13:
HIV/AIDS - generalist
Table 3.3.14:
USG Malawi provides technical assistance to partners in order to assist Malawi in meeting its SI goals of
generating empirical information about HIV and AIDS that informs policy, practice and interventions,
building capacity at national, district and community levels, and pursuing one of the ‘three ones', one
harmonized and functional Monitoring and Evaluation (M and E) system for the national response to HIV
and AIDS. USG Malawi has hired a Strategic Information (SI) Advisor to serve as USG's primary Technical
Advisor in monitoring and evaluation for country operations planning and reporting. The SI Advisor is the co
-lead for the SI Technical Working Group in Malawi which holds regular Interagency meetings to review the
SI portfolio. They will also serve as primary Technical Advisor in SI to other USAID health implementing
partners.
Activity 1: Country Operational Plan
The SI Advisor will manage and coordinate SI-related processes required for the development of the annual
COP; oversee the fiscal year and planning year target setting exercises. The SI Advisor is responsible for
producing summary targets for the program areas in the COP. The SI Advisor will track the progress of
results achieved by implementing partners against their targets and track overall progress in achieving EP
goals.
Activity 2: Communication and Coordination
The SI Advisor serves as the primary conduit for communication on SI issues, challenges and policy
questions. The SI Advisor will communicate directly with the SI TWG and coordinate the SI exchange with
the in-country team.
Activity 3: Program Monitoring and Reporting
The SI Advisor is responsible for timely and quality collection and reporting of the EP program, monitoring,
outcome and impact indictors of the EP's Program, Monitoring, Outcome and Impact Indicators. Country SI
guidelines, standards, and manuals will be updated to ensure consistency with latest EP guidelines. The SI
Advisor will produce summary targets and track the progress of results achieved by implementing partners.
Activity 4: Coordination of Monitoring and Evaluation
The SI Advisor will work with other USG and international organizations to harmonize EP's reporting
requirements. The SI Advisor will work closely with Government of Malawi (GoM) officials responsible for
monitoring and evaluation of the HIV/AIDS programs. The SI Advisor will establish and maintain close
relationships with all international development partners representatives to ensure consistency and
harmony of results reporting and to develop shared languages around issues of attribution. The SI Advisor
will also work with USAID's M and E Advisor to ensure coordination and collaboration on broader health
issues, especially at the intersection of HIV/AIDS and complementary programs.
Activity 5: Capacity Building
USG Malawi with other USG Agencies will build the capacity of implementing partners to achieve SI
requirements. A workshop on data quality assessments will be held for all partners. The workshop will
provide an opportunity to share experiences in improving data quality and introduce and apply data quality
tools, techniques and methodologies for M and E activities. As an outcome of the workshop, partners will
develop a data quality plan. The SI Advisor will conduct data verification site visits to ensure data is
collected in an agreed upon manner. In addition, one-on-one site visits will be conducted to show partners
how to use M&E to improve programs rather than just reporting requirements. The SI advisor will develop
formal procedures for feedback to partners, conducting site visits for data quality assessments, and
following up with partners to ensure that corrective actions are taken.
Continuing Activity: 17778
17778 6182.08 U.S. Agency for US Agency for 7868 5674.08 USAID CSH $260,138
11280 6182.07 U.S. Agency for US Agency for 5674 5674.07 USAID CSH $346,000
6182 6182.06 U.S. Agency for US Agency for 3959 3959.06 $100,000
Table 3.3.17:
HIV/AIDS Specialist - generalist
Program Budget Code: 19 - HVMS Management and Staffing
Total Planned Funding for Program Budget Code: $4,589,433
Program Area Narrative:
i. Interagency Processes
FY08 was the fourth consecutive year in which the interagency HIV/AIDS Coordinating Team (HCT) for PEPFAR in Malawi had
staff changes. However, these were positive changes which led to a full complement of staff for the first time since the Country
team was established. This team has spent much of the past six months developing the direction and possible content of the new
Compact to be negotiated with the Government of Malawi (GOM) following submission of the FY09 COP.
The first Staffing for Results exercise was held in May 2007, and was used to design the current team framework. The HCT
received support from the Heads of Agencies resulting in the recruitment of additional PEPFAR staff for CDC and USAID. In
October 2008, the HCT said farewell to Ambassador Alan Eastham and welcomed new leadership at post under Ambassador
Peter Bodde, who promised to remain a strong advocate for the program.
The HCT continues to meet weekly to facilitate PEPFAR's design, implementation, monitoring, and evaluation. The HCT is
chaired by Malawi's PEPFAR Country Coordinator and includes representatives from USAID, CDC, DOD, Peace Corps, and the
State Department.
Specific recommendations and comments on best practices for interagency coordination:
Country teams have been asked to comment on best practices of interagency coordination and provide feedback for the
transitional teams for the incoming administrations. Below is a list of suggestions from the Malawi country team:
1. Leadership at the level of the USAID Mission Director, and the HHS/CDC Chief of Party, who show a commitment to the
interagency implementation of PEPFAR is crucial. This sets the stage for whether their subordinates will strive to make
interagency relationships work, or will sabotage the process. Selection of CDC Chiefs of Party in particular, a critical position
because they are members of both the Ambassadors country team and the PEPFAR country team, can make or break a PEPFAR
team. At both USAID and CDC, great management and people skills enhance the great technical skills Heads of Agencies bring
to post.
2. A USAID health team leader who has oversight of the entire health portfolio, if they have sufficient staff, can lead to a highly
effective and successful interagency experience. While it may seem counterintuitive to have one individual administer PEPFAR,
PMI, Maternal and Child Health etc, it provides a superb opportunity for cross fertilization, shared platforms for integrated program
implementation, seamless weaving of PEPFAR and PMI and good multi-sectoral opportunities for PEPFAR.
3. Equal playing fields where all team members are respected, valued, and have a voice at the table. Interagency relationships
suffer when there are several layers of hierarchy, and teams appear to have numerous tiers of authority that dis-empower
members. Within Agencies, clear lines of authority are important and must be respected, but any country team which dictates for
example, that a junior officer cannot speak to the PEPFAR Coordinator directly, is a team that is symptomatic of greater problems.
4. Inclusiveness is critical. However implementation by consensus can be debilitating and a balance must be sought and
maintained.
5. Transparency is critical and effective communication is crucial to the inter-agency process. PEPFAR is a unique experience
and even when information on a need-to-know basis may make sense, it is better to choose to share all the information available,
within reason. Good judgment must prevail.
6. Clear understanding and buy-in into the mission makes a huge difference. Does the team understand why they are here? Do
people get that saving lives, building sustainability, and host country capacity matter the most? When this is clear, the interagency
process works better and is likely to succeed.
7. Coordination. Without coordination the interagency process will not survive.
8. Small teams and responsive budgets. Without a doubt as a team grows in size, the interagency process disintegrates.
Similarly as a teams budget grows, so too does misplacement of the goals of the mission. Finding a good balance between the
needs of a host country, and the mission footprint needed to deliver on those needs warrants attention.
9. Teams succeed when they are provided with support. PEPFAR in Malawi intends to bring to the field, training and coaching
opportunities to build leadership among USG staff, teach the art of negotiation, and teach effective ways of reaching agreement
and how to find common ground. This was identified as a need when we recognized that folks were sent into the field meeting
technical competencies, yet often totally unprepared to effectively function in an interagency environment, or in a different cultural
context. We hope to use these exercises to assist staff to find a balance between avoidance and aggressive stances, how to deal
with conflict, acquire team building skills and lasting leadership skills.
10. Teams succeed when members are self aware. It is helpful when frustrations of communication, supervision, management
are heard and effective solutions found. "Who does what?" and "Who makes which decisions?" must be clarified. An opportunity
to do a 360 evaluation and enhance self-awareness is one that can help teams manage the interagency process well, and provide
lifelong skills beyond their PEPFAR experience.
11. USG Malawi has a policy for hiring new PEPFAR staff for the country team that requires all Agencies to use an interagency
hiring panel. Implementation of this policy has been an overwhelmingly positive move by the HCT which has helped create a
cohesive and complementary team on the ground and improved the "fit" of the team.
12. Staff who believe it is an honor to work for the US Government in the service of this mission to the host country, which is
PEPFAR.
ii. Previous Staffing Considerations Prior to FY09 COP Development
In the FY08 COP and subsequent reprogramming exercises, USG Malawi received funding to fill two previously approved
positions. HHS/CDC requested funding for an FTE Lab Advisor and is currently recruiting for this position. In FY09, CDC will
request 3 new LES positions for program management support for data, cooperative agreements and for administrative support.
USAID/Malawi received funding to recruit a Senior HIV/AIDS Prevention Advisor PSC which remains open at this time. In FY09,
USAID will request an LES Acquisitions and Assistance Specialist position. In FY08, State Department and Peace Corps sought
part-time program assistant positions. Peace Corps has since filled the position, while State continues to recruit. In FY09, Peace
Corps is requesting two new positions. A Financial Analyst/Logistician, and a TA for the Ministry of Local Government (MOLG) to
be hired by Peace Corps and seconded to the MOLG.
As in several Other Bilateral Countries, Malawi is currently over the recommended 7% earmark for management and staffing
(M&S). Currently our appropriations for the COP and Compact are planned at approximately 11 percent.
iii. Staffing For Results
In August of 2008, the HCT had its second staffing for results retreat. The team continues to jointly plan, implement, and evaluate
its programs with appropriate technical leadership and management oversight in light of program size, number, and capacity of
local partners and technical experts, country working conditions, and other relevant factors. In 2008, we had our first interagency
portfolio review and more interagency site visits are planned for FY09.
Malawi's footprint supports the priorities the HCT identified for the FY08 Compact, and into the next phase of PEPFAR. The team
maintains the previously identified priorities, and leadership continues to be co-chaired (see uploaded functional staffing chart).
The following priorities remain:
1). Integrated Care and Treatment Technical Working Group
2). Prevention Technical Working Group
3). PMTCT and Pediatric Aids Technical Working Group
4). Strengthening Health Systems
5). Strategic Information Technical Working Group
The HCT continues to acknowledge the following individual agency strengths:
HHS/CDC: Partnership with the Ministry of Health (MoH) in advancing the acceptance of critical technical standards and
guidelines, technical direction of partnerships for surveillance, identifying and piloting cutting-edge approaches to clinical
opportunities (e.g., provider-initiated and home-based counseling and testing, TB/HIV integration), and informatics (including
clinical, lab, and HMIS).
Department of Defense: Meeting the needs of the Malawi Defense Force (MDF), an identified high risk group with significant
impact on the direction of behavior change in the nation; military-to-military focus; leveraging comprehensive prevention, care, and
treatment responses; strong Malawian leadership.
Peace Corps: A 40-year history in-country of successful implementation of grassroots responses for especially hard-to-reach rural
populations; unique placement of Crisis Corps volunteers in district assemblies, applying cutting-edge business skills, information
technology, monitoring and evaluation systems, and training, to mitigate social/economic impacts of HIV, and assist
decentralization to succeed; unique approaches to working with young Malawians, especially girls.
USAID: Recognized successful leadership of sustainable HIV and health programs: USAID builds capacity and supports policies
and services for prevention, care and treatment, while impact-mitigation activities focus on support for evidence based policies
and quality services for people living with HIV and orphans and vulnerable children. Strengths include prevention (sexual, and
PMTCT), community and civil society-based programming, as well as supply chain management and TB. Diplomacy and donor
relations are found in positive, long-standing relationships with key host government and civil society counterparts. USAID is able
to strategically program wraparound initiatives from multiple funding streams, and incorporate cross cutting elements such as
gender, nutrition, HCD, systems strengthening, education, economic and food security. USAID has the ability to manage large
complex projects which support the interagency response.
As a team, the interagency approach allows us to harmonize, rather than select, one agency's strengths as the prevailing and only
approach. USG Malawi functions in a complementary, non-redundant fashion (e.g. all technical staff are working as a team, with
shared team responsibility for the entire USG program rather than just one agency's portfolio), and new technical staffing needs
are considered by the team, rather than just one agency.
As a country team, we have evaluated our long term needs and our comparative advantage vis-à-vis other donors such as the
Global Fund for AIDS, TB and Malaria (GFATM), particularly with respect to scaling up prevention initiatives, increasing PMTCT
uptake, services to OVC, providing technical assistance, and strengthening supply chain management. Although Malawi is one of
the largest recipients of GFATM resources, the interventions by the US team remain critical to Malawi being able to score some
long lasting victories over HIV and AIDS. Our technical leadership in program implementation in ART, CT, PMTCT, and this year
in OVC and Systems Strengthening highlight this point, and will facilitate and support the significant investments through the
GFATM in FY09 and beyond.
iv. Staffing for Results Benchmarks and Deliverables for FY09
In FY09, the USG team will seek to recruit and fill 3 vacant technical positions and 6 new support staff positions to operationalize
all technical working groups. In addition, the team will develop and implement a plan for joint portfolio reviews and interagency
partner monitoring; define the structure for setting annual priorities and budget for management; and develop a plan to engage
HQ and other identified key USG stakeholders, including Core Team Leads, and use of regional platforms.
In FY09, Malawi is looking to deepen its use of staffing for results. We plan to be more effective in communicating with the
broader team such that any CDC or USAID staff person engaged in a host country TWG can represent the USG, and not just their
agency, thus negating the need for a presence from each agency because the trust level is high enough.
v. Staffing Analysis Tools
A functional staffing chart is uploaded. Agency Management Charts for US Peace Corps, USAID - HPN only, and CDC. The
staffing database has also been updated and submitted to OGAC.
vi. The Vision for SFR by the Country Team
The staffing database captures the manner in which USG Malawi has put in place the ideal mix of staffing skill sets to maximize
success and deliver on the new Compact. We have included information on all staffing needs. PEPFAR Malawi continues to
suffer from the health worker crisis in Malawi with few LES staff in technical, management, and leadership positions. This is a
strong priority and one we intend to focus on as we implement the FY09 COP, and prepare for the Compact years.
Table 3.3.19:
UPDATED FOR FY09 - All pre-Compact Management and Staffing Narratives have been updated for FY09
This narrative describes USAID's M&S request for FY09. The USAID Malawi M&S budget has been vetted
through the interagency decision making process and agreed to as presented in the 2009 COP submission.
The USAID HIV/AIDS team brings broad skills in HIV/AIDS programming to the USG Malawi program. The
USAID team has expertise over technical areas of prevention, care and treatment with sub specialties in
prevention, PMTCT, pediatric AIDS, nutrition, community mobilization and community care, capacity
development, policy and donor relations, public private partnership and gender. The USAID team also
draws on support from the broader USAID Health Team. The team has put in place an excellent staffing
pattern that allows us to engage at most technical and programmatic levels. The staffing pattern is almost at
capacity for the 25 million dollar level; currently, USAID is proposing the addition of an Acquisition and
Assistance Specialist to assist the team as acquisition and assistance responsibilities are growing. This
position is currently requested to be funded with Compact resources.
The HIV/AIDS Team within the USAID/Malawi Health Office will have 12 members and the Team Leader
position in FY09. In addition, PEPFAR will fund a financial management position share program-funded
support staff from Program Support, Financial Management and Executive Offices, along with their
associated administrative costs.
USAID will still rely on regional assistance for expert TA for prevention and care (USAID's Regional
HIV/AIDS Program (RHAP)); assistance in contracting, logistics and management support will continue to
be provided from USAID Pretoria and Washington. These costs do not capture OE-funded staff that support
PEPFAR such as the Health Team Leader, Mission Controller, Executive Officer, Contracting Officer and
Mission Director, and a share of the OE-funded staff from these offices.
The USAID core HIV Team currently consists of a USDH Health Team Leader, a Senior HIV Advisor and
Program Manager (Global Health Fellows), a USPSC Strategic Information Advisor, a TCNPSC Community
Care Advisor, an FSN Nutrition Advisor, two FSN HIV/AIDS Specialists, and two support staff. Under
recruitment is a PSC Senior Prevention Advisor. The PEPFAR Coordinator is hired under USAID but per
the global MOU, is seconded back to the State Department. The Team Leader spends 60% of her time
providing support to PEPFAR, as well as oversight of all other Health programs including donor relations
such as the Global Fund, the Millennium Challenge Account, and participating in donor coordination groups.
All members work under the authority of the USAID Mission Director.
Funding levels have almost doubled for USAID over the last few years and the recent move to increase staff
reflects this. No assumptions for large scale country budget growth have been made in the current M&S
plan. Should additional funding be made available, the USG team will consider its staffing patterns anew.
USAID does not foresee a complimentary need for whole sale staffing increase. The Team is right sized
and has a good absorptive capacity to successfully mange any potential new resources.
The cost of all technical positions will be captured within the specific program areas under which they fall,
and not within M&S. The costs reflected here include those associated with operating the HIV/AIDS-related
portion of the portfolio, with the exception of OE costs. Costs captured here are salary and benefits for non
program specific staff, local costs (housing, residence utilities, maintenance and guard services, education
allowances and travel and entitlement transportation) for the PSCs and Fellows, office supplies, rent and
utilities, warehouse rent and utilities, Mission cross cutting support staff, motor pool, travel and training.
USAID/Washington Information Resources Management tax and International Cooperative Administrative
Support Services (ICASS) costs are captured separately with the prime partner listed as State for ICASS as
required by the FY09 COP guidance.
Capital Security Cost Sharing expenses are subtracted from USAID/Malawi program budget levels prior to
their allowance to the field. This cost is subtracted centrally from the overall USAID budget.
Continuing Activity: 17779
17779 6021.08 U.S. Agency for US Agency for 7868 5674.08 USAID CSH $1,493,057
11292 6021.07 U.S. Agency for US Agency for 5674 5674.07 USAID CSH $1,216,880
6021 6021.06 U.S. Agency for US Agency for 3854 3854.06 $804,594
IRM tax for USAID is calculated at $76,791 USD for the HIV/AIDS Team in FY09.
Continuing Activity: 17780
17780 17780.08 U.S. Agency for US Agency for 7868 5674.08 USAID CSH $41,405
