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: 2005 2008 2009
This is a continuing activity from FY 2007. No narrative required.
In support of the 2005-2009 HRH National Strategic Plan, the EP will continue providing human resource
expertise to the MOH through IHI/Capacity to strengthen the management of the national health workforce.
This support emphasizes staff retention, performance, and promotion of professional expertise among
medical and nursing staff providing HIV/AIDS care.
In FY 2008, IHI/Capacity will continue supporting the MOH to develop clearly defined job descriptions for all
employee categories and expand the personnel management system to help create effective supervision,
feedback and goal setting in accordance with existing civil service procedures. IHI/Capacity will continue to
support the utilization of a web-based human resources information system that tracks medical and nursing
continuing education, particularly HIV/AIDS training, as well as basic employee information including
performance evaluations and employment history. The web-based software is connected to central and
district offices and hospitals that have internet connectivity. This allows central and district health planners
to evaluate current and future HR needs by cadre; compare the needs to currently available and projected
human resources; and test various interventions to find the best way to supply needed health care workers.
IHI/Capacity will also continue supporting a team of three Rwandan HR specialists (HR advisor, IT database
administrator, personnel specialist) to provide workforce planning and personnel management TA and
capacity building to the MOH. The seconded IHI/Capacity HR advisors are instrumental in the
implementation of the 2005-2009 HRH Strategic Plan. The HR Advisors research employee retention,
participate in donor HRH studies and conduct focus group research to document retention issues,
particularly within rural health centers where retention problems are the greatest. IHI/Capacity will also
continue to provide TA in long-term workforce forecasting and planning for the MOH. These activities will be
coordinated through the Health Cluster and the Human Resources TWG led by the Permanent Secretary of
the MOH. While other donors in the Health Cluster are contributing to a basket fund to address HR issues,
the EP is providing targeted support through IHI/Capacity and PBF strategies to augment low salaries of
health workers based on performance standards and outputs.
The direct outputs of this activity are to build the organizational capacity of the MOH and the human
resource capacity of 30 individuals. These activities reflect the ideas presented in the Rwanda EP five-year
strategy and support the GOR national strategy of human resources and organizational capacity building.
