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 focuses on developing sustainable human resources to support OVC programs in Namibia.
During May and June 2007, the Ministry of Gender Equality and Child Welfare (MGECW), with the
assistance of UNICEF and USAID, undertook an analysis of its human resources and other related
capacities. The analysis highlighted five key issues for the MGECW: OVC as a national priority;
coordination of the National Plan of Action (NPA); structure and staffing; resources; and, information
dissemination.
One of the main challenges in addressing the OVC situation in Namibia is the lack of skilled human
resources in both the public and civil society social service sectors. Existing systems and structures are
overstretched and ill-equipped to cope with the demand to deliver comprehensive, quality services to meet
the multidimensional needs of thousands of children and youth affected by HIV/AIDS. Meeting these needs
requires government commitment and collaboration across ministries and between government and civil
society. This should happen at the national, district, and local levels, coordinated by a strong government
body with the support of international, national and local donors. Such efforts will create an enabling
environment that harmonizes and strengthens the country systems and structures.
It was against this background that the MGECW conducted the aforementioned human resource (HR) and
capacity gap analysis, with the overall purpose being "to review the roles and responsibilities of the Ministry
staff, including social workers and record clerks at the national and regional level, and ascertain the
capacity gaps that hinder fulfillment of their obligations towards children and women in the context of the
HIV and AIDS pandemic in Namibia." The high number of vacancies in social worker posts throughout the
country negatively affects service delivery. Innovative ways of using current staff, incorporating the new
cadre of Community Childcare Workers and appointing more of the same, and liaising with local volunteers
and NGOs/CBOs is needed. Training will be a critical component of the success of the new structure and
the increased staff component. Existing staff, newly recruited staff, and staff in newly created positions will
need training to be oriented to slightly different priorities and responsibilities.
One of the analysis' main recommendations was to place a senior advisor with MGECW for approximately
12-24 months to assist with the change management process, provide leadership training and guidance to
senior staff, with special reference to building regional capacity and human resource planning. This position
was funded in FY 2007 through PACT and backstop support from USAID's regional HCD Coalition for
Southern Africa but funding for this technical assistance (TA) will transfer fully under the Human Capacity
Development (HCD) coalition in COP 2008.
The activities under the scope of work for this TA position include:
1) Developing an HR plan for the MGECW to identify short-, mid-, and long-term solutions to address HR
needs and management processes, with special focus on strengthening regional capacity.
2) Finalizing and submitting recommendations for staff restructuring to accommodate decentralization, the
Monitoring and Evaluation (M&E) unit, the implementation of the national OVC database system
(17261.08), the secretariat for the Permanent Task Force (PTF), and an OVC Forum focal person.
3) Approaching development organizations to secure financing to cover the remaining 59 Community
Childcare Worker positions for an interim period of up to one year, and advocating with the Government of
Namibia for an increased budget allocation to support these positions.
4) Working with the University of Namibia to recruit and place fourth-year social work students in the regions
and local constituencies for their practicum and subsequent employment and to secure funding for and
allocate bursaries to students studying social work.
5) Ensuring service provision at the constituency level to make full use of all available ministry staff in
building community capacity for both Early Childhood Development (ECD) and OVC services. Developing
guidelines and agreements with civil society organizations to allow MGECW, at the constituency, regional
and national levels, to use NGO and CBO volunteers to assist social workers and Community Childcare
Workers. This assistance will increase and enhance services to OVC and caregivers at the community
level, including referrals, home visits and providing information
6) Drawing up a plan and training schedule for new recruits, staff in newly created posts, and staff with new
responsibilities and designing an induction or staff development plan.
7) Providing opportunities for leadership training and mentoring for senior staff.
8) Finalizing and submitting MGECW human resource (HR) and capacity gap analysis recommendations for
staff restructuring to accommodate decentralization, the M&E unit, the implementation of the national OVC
database system (see activity 17261.08), the secretariat for the PTF, and an OVC Forum focal person.
New/Continuing Activity: Continuing Activity
Continuing Activity: 17639
Continued Associated Activity Information
Activity Activity ID USG Agency Prime Partner Mechanism Mechanism ID Mechanism Planned Funds
System ID System ID
17639 17639.08 U.S. Agency for IntraHealth 7833 7833.08 HCD Coalition $200,000
International International, Inc for Southern
Development Africa
Emphasis Areas
Human Capacity Development
Estimated amount of funding that is planned for Human Capacity Development $100,000
Public Health Evaluation
Food and Nutrition: Policy, Tools, and Service Delivery
Food and Nutrition: Commodities
Economic Strengthening
Education
Water
Table 3.3.13:
