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
NEW/REPLACEMENT NARRATIVE
This activity is comprised of three components: (1) salaries and personnel costs for CDC staff in Namibia
(these positions include administrative support staff as well as technical staff working in three or more
program areas), (2) operating expenses for the CDC office, and (3) International Cooperative Administrative
Support Services ICASS costs.
Funding for this activity is divided and the remainder has been reflected in a separate entry for CDC HVMS
(GHCS).
1. CDC Staff. Since 2002, the CDC staff in Namibia has been located in the Directorate of Special
Programs (TB, HIV/AIDS, and malaria), Ministry of Health and Social Services (MOHSS). CDC direct hire
personnel include:
a. Country Director,
b. Deputy Director of Operations,
c. Deputy Director of Programs,
d. Prevention Advisor,
e. Epidemiologist, and
f. Health Communications Specialist.
Contracted personnel include technical advisors who specialize in:
a. Health Information Systems,
b. PMTCT,
c. Counseling and Testing,
d. Monitoring and Evaluation,
e. Strategic Information,
f. Laboratory Services, and
g. Clinical Quality Assurance.
By FY2009COP, these positions and one new position (Technical Advisor for Infection Control and
Communicable Disease Surveillance) will have been converted from non personnel services contracts (non-
PSC) to personnel services contracts (PSC). This conversion is necessary for two primary reasons: (1) to
reflect the inherently governmental functions of these positions, and (2) to rectify the double taxation of
these positions by both the US and Namibian governments. The double taxation results from the lack of a
ratified bilateral agreement between the two countries that covers non-PSC positions. While reducing
taxation costs, this conversion will result in increased ICASS costs.
FY2009COP will also continue to support one Association of Schools of Public Health (ASPH) fellow
providing support in strategic information or management and administration. Locally employed staff (LES)
positions include two nurse HIV field coordinators who head up the CDC/Oshakati office, one TB laboratory
specialist, and one palliative care coordinator. Other LES positions include an office manager, a financial
analyst, two systems administrators, an administrative assistant, three drivers, two driver/administrators
(Windhoek and Oshakati offices), and a receptionist. The salaries and benefits of technical and
programmatic staff are assigned to the appropriate program area within the Emergency Plan categories, but
their management and support costs are included under this activity. The Country Director spends
approximately 40% of his time on assisting the MOHSS with policy and capacity-building, but all costs for
this position are included in this activity. The Deputy Director of Operations, the Health Communications
Specialist, the Infection Control/Surveillance Advisor, and the ASPH fellow are 100% assigned to
management and staffing.
2. Operating expenses. Being located in the MOHSS, the CDC office provides direct logistical and material
support to the MOHSS' daily programmatic operations and to prevention, care and treatment sites in the
regions. Operations costs outside of human resources include information technology and digital
videoconferencing facilities; telecommunications; photocopying and materials production; printing of
guidelines, reports, training curricula and HMIS records; office consumables; utilities; office maintenance
and equipment; security; staff training; field, conference, and meeting travel; and other daily operations
costs.
As of COP08, a major accomplishment has been to program 90% of CDC-managed funds to partners.
Seventy-three percent (73%) of CDC-managed funds go to Namibian partners. From this office, the deputy
director of operations, office manager/financial analyst, and ASPH fellows liaise with the Program and
Grants Office at CDC-Atlanta and provide direct financial management support to counterparts in these
Namibian organizations receiving direct USG funding under Cooperative Agreements. These organizations
include the Ministry of Health and Social Services, Namibia Institute of Pathology, Potentia Namibia
Recruitment Consultancy, and Development Aid People to People. In addition to the US Embassy
procurement and financial management staff, the deputy director of operations also works closely with the
Ministry of Works and MOHSS' Directorate of Public Policy and Human Capacity Development on
renovations at ART/PMTCT sites that are contracted under the Regional Procurement and Services Office
(RPSO) in Frankfurt.
This activity leverages resources with the Global Fund, the UN Family, and GTZ which provide technical
advisors to increase capacity of the Directorates of Special Progammes and Primary Health Care, as well
as Regional and Constituency AIDS Coordination Committees (RACOCs and CACOCs).
All but three of the CDC positions in Namibia are based in the Directorate of Special Programs (TB,
HIV/AIDS, and Malaria), MOHSS in Windhoek, the centrally located capital. Three additional staff members
are deployed to the CDC office located on the grounds of the MOHSS' Oshakati State Hospital located in
the large northern city of Oshakati. By the end of FY08, the two CDC/Namibia offices will consist of six
CDC direct hires, eight contractors in technical roles, two locally employed staff (LES) in technical roles, and
eight LES in administrative support positions.
Activity Narrative: 3. ICASS. This activity further supports the International Cooperative Administrative Support Services
(ICASS) provided through the US Embassy by the Department of State. The CDC office is relatively small
and has traditionally been heavily staffed by persons in technical positions to support the MOHSS and other
partners to provide HIV prevention, care and treatment services. As a result, the CDC office has not had
the capacity to perform many of the traditional ICASS responsibilities, including travel and procurement, and
opted to subscribe for most of the services available through ICASS. When possible and cost effective, the
CDC office has and will continue to take on more of these duties in-house.
New/Continuing Activity: Continuing Activity
Continuing Activity: 18907
Continued Associated Activity Information
Activity Activity ID USG Agency Prime Partner Mechanism Mechanism ID Mechanism Planned Funds
System ID System ID
18907 18907.08 HHS/Centers for US Centers for 7389 1484.08 CDC base $1,056,231
Disease Control & Disease Control funding
Prevention and Prevention
Table 3.3.19:
