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 2016 2017 2018
This mechanism supports MOHSSs ability to implement cross-cutting programs that leverage investments in HIV/AIDS and other areas across the entire healthcare system. PEPFAR continues to support GRN activities associated with improving access to sustainable quality healthcare services, and transitioning donor-funded programs to GRN and national partners. The MOHSS staffs, operates and maintains hospitals, health centers and clinics nationwide. The MOHSS is actively working with the Ministry of Finance to increase the annual budget for health. In FY12, the MOHSS will seek up to N$900 million in additional funding for HRH, commodities and other line items identified by PEPFAR and other donors for transition over the next five years. This mechanism will provide TA to MOHSS to implement transitioned programs as domestic funds become available, and to support cross-cutting programs in primary healthcare, maternal and child health, and nutrition. This mechanism will strengthen MOHSS ability to plan, implement, monitor and evaluate programs, and to identify and implement efficiencies. This mechanism will also expand the MOHSSs capacity to identify, choose and, increasingly, finance technical assistance. MOHSS submits an annual work plan aligned with national M&E indicators and targets. CDC technical advisors monitor technical progress on a routine (often daily) basis. The CDC cooperative agreement management team, including technical advisors, the CDC project officer and the financial manager hold monthly meetings with the grantee for financial and programmatic updates.
The MOHSS and NIP will refine its annual work plans in conjunction with CDC technical advisors and other members of the USG combined technical team to coordinate with technical assistance provided through the IBLC mechanism.
In COP12, MOHSS will work on the following issues:
1)Implementation of National Strategic Plan for Laboratory Services and strengthening the National Public Health Laboratory network. Strengthening the policy environment for health care services is a priority for the government of Namibia. Because most laboratory services are delivered by a parastatal entity (NIP), the ministry of healths ability to oversee the laboratory network is weak. Projects like this will strengthen the MOHSSs oversight role and contribute to the development of a public health network that will include human diagnostic and research laboratories, agricultural laboratories, veterinary laboratories, and laboratories specializing in environmental analyses. The MOHSS plans to develop the network using the hub-and-spoke model with MOHSS as the hub for the network of participating laboratories.2)Support a national quality assurance system for Point of Care (POC) testingNIP was established by GRN to provide laboratory services to the public sector. It operates a two-tier laboratory system through a network of 37 laboratories in most but not all health districts. NIP provides clinical pathology, bioclinical monitoring, and other laboratory services to the MOHSS, however, the specimen referral system faces several challenges, including the quality specimen collection and transportation from health facilities to laboratories. These challenges frequently result in long turn-around times for test results. The cost of laboratory testing has also increased to unsustainable levels. To address these challenges, and in light of the availability of newer, cheaper and POC technologies, MOHSS and USG piloted a CD4 POC in 2011. In COP12, this technology will be rolled out to remote health facilities. This will increase access to testing, decrease cost of laboratory testing and increase quality of care and support services. Newer POC technologies (e.g., for early infant diagnosis) will be explored as they become available.
3)Strengthening the lab based surveillance system within the PHLNTo develop a functional, national, laboratory-based surveillance system within the PHLN, an assessment of current surveillance systems and practices is required. This assessment will help members of the PHLN to identify existing strengths and weaknesses, and to develop a common strategic plan for the future. This assessment will also look at data systems and produce recommendations on strategies for the development of a common, or integrated, data system for public health surveillance.
HIS and Epidemiology Unit Capacity Building: Capacity will be built for conducting public health surveillance and research beyond routine reporting. Activities will include technical assistance and training for maintaining and using the national DHIS system along with other disease reporting systems. In addition, funding will support a workshop for developing the HIS annual report.
IRB Capacity Building: Capacity-building for M&E, surveillance and research includes building capacity for ethical review and oversight of activities involving human subjects in Namibia. Although review boards are in place within GRN and academic institutions, standardization of review and overview practices need to be developed.
Prevalence and determinants of NCD Survey: There is a dearth of data in Namibia on prevalence and determinants of NCDs. Planning for this survey will include reviewing methods such as the WHO STEPwise approach to chronic disease risk factor surveillance. Results will be used for future resource prioritization and allocation by GRN as donor resources are reduced.
In COP12 the USG will support the MOHSS to conduct a mid-term review of the National Strategic Framework to assess progress towards expected results and impacts of the multi-sectoral HIV and AIDS response in Namibia.
Understanding the progress made toward NSF objectives since the document was launched in 2010 is a critical step toward revising the strategy and objectives where needed (e.g, to reflect the new evidence within prevention, and sustainable financing goals).
Training will take place for MOHSS clinical staff in key elements of Emergency Obstetric Care (EMOC). Training courses will focus on the six key elements of EMOC, plus blood transfusion and caesarian section. Decisions on specific courses for COP12 will be made in conjunction with MOHSS-based on the national work plan developed for the Campaign for the Reduction of Maternal Mortality in Africa (CARMMA). CDC and the MOHSS will ensure coordination with other USG-supported investments in this area.This activity reflects the USG teams strategy to leverage PMTCT as a rational entry point for investments that impact the broader primary healthcare system. By supporting the governments CARMMA-associated initiatives, USG Namibia intends to contribute to the access and transition objectives described in the 2012 Namibia GHI Strategy.
