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: 2012 2013 2014
This new IM Capacity Plus, led by IntraHealth International Inc., is a global flagship project uniquely focused on the health workforce needed to achieve the Millennium Development Goals. In Namibia, the project will work with the Government of the Republic of Namibia (GRN) to: 1) Enhance human resources for health (HRH) policy and planning, including human resource management and information; 2) Generate and disseminate knowledge and analyses to promote use of evidence-based HRH approaches; 3) Support the donor HRH transition process; and 4) Support the GRN to improve health worker recruitment and retention. This support is critical to achieving the GHI intermediate results and principles of transition, sustainability, country ownership and strengthened HRH. By supporting the GRN to strengthen its capacity to better plan, budget and make informed decisions about its staffing complement needs and projections, this activity will help the GRN sustain and improve upon the gains made to deliver needed HIV/AIDS services to Namibians. The project targets the national and regional levels.The monitoring and evaluation plan will entail joint-developed indicators and targets with the Ministry of Health and Social Services; regular joint assessments will be conducted to measure progress towards benchmarks and targets.No vehicle purchases envisaged.
Through the new Capacity Plus implementing mechanism, IntraHealth International, Inc. will draw upon its international expertise and experience as one of the leading HRH TA providers to focus on strengthening the underlying human resources for health (HRH) building block of systems strengthening for the Government of Namibia (GRN) so it is better able to budget, plan, and deploy needed health care workers to meet the needs of the epidemic. This work is particularly important as the USG transitions to a stronger TA model, whereas in the past, one of the major efforts of the USG to support treatment scale-up was to finance the salaries of health care workers to deliver needed treatment.As defined in the Ministry of Health and Social Services (MOHSS) systems review, there are major systems barriers associated with HRH, notably, the Ministry experiences high vacancy rates, high levels of attrition, and outdated staffing norms that do not accommodate the current and emerging health system needs. Also, in the HIV/AIDS program (including those in the public and faith-based facilities), health care worker salaries are heavily dependent on financing from donors, namely the USG and the GF. Given the impending declines in external resources, donor supported health workers, who are deemed critical beyond donor-related projects, will need to be transitioned to the GRN payroll (including those in the faith-based facilities which are otherwise largely financed by the public sector). This process began in COP 10 and COP 11 with the establishment of a joint GRN/donor HRH transition technical working group and taskforce. In line with the GHI strategys transition objective and to support the GRN to make informed decisions about who should be transitioned and how they will fit into a new MOHSS structure that is being defined, a number of data estimates, analyses, and staffing projection numbers are needed.Capacity Plus will support the following targeted leveraging activities some of which are complemented by HRH activities supported by WHO: 1) Determining the regional staffing complement: Support regions to conduct workload estimates and develop staffing projections to inform and justify their proposed staffing complement request as part of the MOHSS restructuring process; 2) HRH implications of strategic integration: Support the MOHSS with scenario modeling to describe the workload burden on cadres if different elements of the HIV/AIDS program were integrated within other health system services, such as primary health care. This modeling can inform the development of staffing norms to meet the needs of the newly revised minimum district service package. This activity will work closely in collaboration with the Health System Strengthening IM to develop cost estimates for various scenarios of integration; and 3) Developing better retention approaches: Through an analysis of the market and other tools such as discrete choice experiments, this mechanism will support the MOHSS to implement better recruitment and retention practices to reduce HRH turnover in the public sector.
