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 2013 2014
Building Local Capacity (BLC) aims to strengthen leadership, governance, coordination and management in the public and civil society sectors. BLC will target activities to senior and mid-level managers at national, regional and facility levels in select line ministries and civil society organizations (CSO). BLC will: 1) Build the Namibian Institute of Public Administration and Managements capacity to institutionalize leadership trainings to support career progression to higher management levels; 2) Strengthen leadership at select ministries by strengthening communication and management practices within the Ministry of Gender Equality and Child Welfare and the Ministry of Regional and Local Government and Rural Housing. It will support the Ministry of Health and Social Services to strengthen hospital management practices; and 3) Strengthen the Network of AIDS Service Organizations to fulfill its GFATM principal recipient responsibilities while meeting its mandate to represent and advocate for member CSO. In addition, BLC is supporting the centrally funded USG-GFATM collaboration and coordination initiative to support Namibian recipients of both donor mechanisms to maximize resources as funding levels decrease. In addition, BLC will build local capacity and institutionalize activities. For example, rather than conducting leadership and management trainings itself, BLC will support the Government of Namibia entity responsible for public service management to incorporate such trainings as requirements for civil servant promotions to management positions. These activities support the GHI principles of systems strengthening, transition and country ownership. BLC has developed clear, measurable indicators to track the progress of its activities. No vehicle purchase envisaged
This is a continuing activity through which Building Local Capacity (BLC), through Management Sciences for Health, will continue its leadership and management activities to address the governance and service delivery building blocks of systems strengthening. Specifically, activities will target systems barriers identified in a number of Ministerial and civil society organization (CSO) assessments with respect to organizational weaknesses, leadership and planning, along with constraints in the provision of effective and efficient facility-based health care services. This will yield gains across functional areas, as intentional spillover and targeted leveraging activities.
BLC will provide organizational strengthening of the Namibia Network of Aids Service Organizations (NANASO) to fulfill its GFATM and networking responsibilities. BLC will provide targeted technical assistance, coaching and mentoring to NANASO to ensure that they operate efficiently and effectively as a GFATM principle recipient. This entails trainings for NANASO and its sub-recipients in grant implementation, management, finance, monitoring and evaluation. This activity leverages GFATM support for CSO and dovetails the USG-GFATM coordination initiative in Namibia. Based on a mapping exercise of NANASOs members done in COP11, BLC will also work with NANASO to realign its strategic focus to address members needs and to develop an approach for ensuring financially sustainable of the organization.
BLC will support institutionalizing leadership and management training within the Government of Namibia (GRN). BLC will continue to work with the Namibian Institute of Public Administration and Management, which is the legal body for training civil servants, to develop and institutionalize a leadership and management training program that will be required for all GRN officials, including those from HIV/AIDS response line ministries considering promotions to management level functions.
BLC will also select health facilities to achieve accreditation status along with continued improvement in quality and leadership management. As requested by the GRN, the MOHSS would like to roll-out an accreditation program for facilities, such that their weaknesses are clearly defined and addressed to achieve international accreditation status. BLC, with support from the Council on Health Standards Accreditation of South Africa will launch a quality improvement and leadership (QIL) accreditation process in select public facilities that include at a minimum Katutura Hospital and may be extended to include Windhoek Central Hospital and Katutura Health Center depending on the programmatic focus area of the QIL effort. This process will enable healthcare professionals to measure themselves against internationally acceptable standards of patient safety and quality of care (including for HIV/AIDS services) and monitor improvements to reach international standards. The process will also incorporate basic practices of facility management and leadership so that managers are capable of leading their workgroups to face the challenges of achieving the requisite accreditation scores on all facility service elements. Initiated with COP11 funding, COP12 funds will be focused on completing the accreditation process and also institutionalizing continued quality improvement processes and practices.
