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.
NEW NARRATIVE
In COP10, a new, competitive, CDC cooperative agreement will be awarded to support a limited number of human resource-related services on behalf of the Ministry of Health and Social Services (MOHSS). A TBD partner will be identified to provide these services, including, administering payroll with a local bank to ensure that electronic funds transfers are completed to MOHSS contract staff on time, and, when requested by the MOHSS, support for recruitment.
This mechanism will be awarded during the first half of COP10. Preference will be given to local, Namibian, applicants. Activities funded through this new mechanism are currently funded through a cooperative agreement that will expire in the first half of COP10.
Objectives. This mechanism has one primary objective: (1) to provide limited human resource services to the MOHSS and other PEPFAR-supported partners. These services, which have been provided since COP05, fill a substantial human resource capacity gap within the MOHSS and the broader GRN civil service. The TBD partner will provide a scope of HR services that respond to requirements described in the Namibian Labour Law. In COP09, revisions to the Law forced a significant shift in the management of contract positions. Under the revised law, clients of contract firms are required to establish formal "employee-employer" relationships with contract staff. For the MOHSS, this requirement led to an expansion of human resource (HR) capacity within the Directorate for Special Programmes (DSP). Four HR positions were established under the direction of the Deputy Director of the DSP. These HR specialists now manage the day-to-day relationship between the MOHSS and several dozen contract staff. As noted above, in COP10, the TBD partner's duties will be restricted to overseeing the electronic payroll transfers from a local bank to the employees' personal bank accounts. The TBD partner may also provide limited recruiting services to the MOHSS, but this activity, too, has been substantially absorbed by the MOHSS.
Partnership Framework: This mechanism encompasses a broad range of activities and commitments
described in the Partnership Framework (PF). Specifically, key objectives are supported under the Coordination and Management thematic area (human resources/human capacity development, and monitoring and evaluation). By linking professionals to MOHSS positions, private HR contract agencies also indirectly support other technical areas (e.g., prevention, care and treatment). However, as the management responsibilities of private contracting firms are increasingly transferred to clients, including the MOHSS, this indirect impact will be minimized.
Coverage: The activities under this mechanism are national in scope. The target clientele includes the MOHSS and other PEPFAR-supported partners (e.g., I-TECH). In COP10, the USG will work with GRN ministries to strengthen the capacity of the civil service to, either, absorb contract staff within the civil service, or manage an outsourcing program for short-term contractors. In COP10, the following personnel categories will receive limited HR support from the TBD partner: Physicians, nurses, pharmacists and pharmacy assistants, case managers, training staff, data management staff and supervisors.
Health systems strengthening: As noted above, this mechanism played an essential role in the successful scale-up of ART services in Namibia. Short-term HR services provided through this mechanism were highlighted as a best-practice for rapidly scaling up ART service delivery (Capacity Project report, 2006). Without a private outsourcing mechanism, weaknesses in the MOHSS HR system would have delayed scale-up and negatively impacted patient care. In the last year, the success of the outsourcing model in supporting the rapid scale-up of HIV/AIDS programs has been complemented by the transition to MOHSS ownership driven by the new Labour Law. As the role of private HR service companies evolves, the USG will support the development of HR systems within the GRN civil service. While the USG will continue to support the GRN civil service as the primary public sector employment mechanism, technical assistance will encourage the development of flexible and diverse HR mechanisms within the civil service, including outsourcing.
Cross-cutting/Key issues: This mechanism will contribute to Human Resources for Health objectives through support the development of transparent and flexible HR systems within the MOHSS and GRN civil service.
Cost efficiency: Activities supported under this mechanism are integrated with CDC's technical assistance to the MOHSS, both at the national level and in the field. As the TBD partner's responsibilities for contract staff are reduced so, too, will the management fees. M&E: All CDC cooperative agreement grantees must submit a detailed work plan with their annual continuation application. This work plan must be based on PEPFAR indicators and aligned with targets set for each country. Grantees must also submit bi-annual status reports to program managers in
Namibia. Data in these reports may be used inform any year-on-year changes to the work plan.
None
