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: 2008 2009
ACTIVITY UNCHANGED FROM FY 2008.
TITLE: PMTCT Activities, Management and Staffing
ACTIVITIES: During the next fiscal year, USAID will continue to collaborate closely with the Government of
Tanzania, Ministry of Health and Social Welfare (MOHSW)/National AIDS Control Program (NACP), and
other key partners to further strengthen technical and program capacity for implementing the Emergency
Plan. USAID provides direct technical support for all of its HIV/AIDS PMTCT programs, which are
implemented in collaboration with Tanzanian governmental and non-governmental organizations. The
nongovernmental
implementing partners have established offices in Tanzania to carry out PMTCT activities. In
FY 2008, this funding will support in-country PMTCT program staff. In-country program staff will work with
implementing partners to expand PMTCT services, strengthen supervision systems, and conduct routine
monitoring and evaluation. In-country staff will assist other non-governmental partners by ensuring
compliance with national policies and guidelines, harmonizing PMTCT training efforts, PMTCT drug and
commodity forecasting and procurement and facilitating the exchange of lessons learned among partners.
Finally, staff will conduct site visits throughout mainland Tanzania and in Zanzibar to observe service
provision, monitor cooperative agreements, and ensure appropriate program implementation.
New/Continuing Activity: Continuing Activity
Continuing Activity: 17869
Continued Associated Activity Information
Activity Activity ID USG Agency Prime Partner Mechanism Mechanism ID Mechanism Planned Funds
System ID System ID
17869 17869.08 U.S. Agency for US Agency for 6566 1228.08 M&S $75,000
International International
Development Development
Table 3.3.01:
ACTIVITY UNCHANGED FROM FY 2008
This activity links to #9490 in OP and to all activity narratives in the AB section. FY 2008 funds will support
two half-time equivalent staff that will assist in coordinating activities within this program area as well as
serve as technical leads for aspects of the work. The specific composition of the staffing is one full-time AB
specialist hired as a USPSC and one direct hire. The two staff members work directly with implementing
partners, both governmental and non-governmental, to improve the quality and reach of AB activities.
Technical assistance is provided through site visits, capacity assessments, mentoring and skills building, as
well as monitoring of progress. The two work directly with several implementing partners to develop
effective interventions and to disseminate lessons-learned to others. They are active members of the
national prevention technical working group, assisting the Government of Tanzania (GoT) to define national
priorities and strategies to achieve long-lasting behavior change. The two focus on the work of ABY
partners, ensuring state-of-the-art programming, incorporation of national guidelines, and coordination with
other implementing partners. They will assist in the identification of portfolio-wide, as well as national
prevention needs. They will assist in the development of a USG strategy to address these needs, ensuring
that USAID prevention related activities complement those provided by other USG agencies and fill gaps as
needed. They will also work with all USAID portfolio managers to ensure integration of prevention
interventions across the continuum of care and treatment. They will be active members of the USG
prevention thematic group.
Continuing Activity: 13606
13606 9410.08 U.S. Agency for US Agency for 6566 1228.08 M&S $275,000
9410 9410.07 U.S. Agency for US Agency for 4601 1228.07 $429,642
Table 3.3.02:
ACTIVITY HAS BEEN MODIFIED IN THE FOLLOWING WAYS:
Funds will also support one FSN at 100%.
*END MODIFICATION*
This activity is linked to all activity narratives in OP and to 9410 in AB. FY 2008 funds will support one full
time equivalent staff (50% of each of two people) who will assist in coordinating activities within this
program area as well as serve as a technical lead for aspects of the work. The specific composition of the
staffing is two half-time prevention specialists - a direct hire and a USPSC. The two work directly with
implementing partners, both governmental and non-governmental, to improve the quality and reach of OP
activities. Technical assistance is provided through site visits, capacity assessments, mentoring and skills-
building, as well as monitoring of progress. The two work directly with several implementing partners to
develop effective interventions and to disseminate lessons-learned to others. The two are active members
of the National Prevention Technical Working Group, assisting the Government of Tanzania (GoT) to define
national priorities and strategies to achieve long-lasting behavior change. The two will be active members of
the USG Prevention Thematic Group.
Continuing Activity: 13607
13607 9490.08 U.S. Agency for US Agency for 6566 1228.08 M&S $325,000
9490 9490.07 U.S. Agency for US Agency for 4601 1228.07 $100,000
Table 3.3.03:
NARRATIVE HAS BEEN MODIFIED IN THE FOLLOWING WAYS:
Narrative has been modified to include additional 50% FSN level of effort
TITLE: Palliative Care Basic
In FY 2008, the USG will continue to collaborate closely with the Government of Tanzania, Ministry of
Health (MOHSW), and other key partners to further strengthen technical and program capacity for
implementing the Presidents Emergency Plan for AIDS Relief This will include the establishment and
expansion of quality-assured national systems in the areas of surveillance, prevention of mother-to-child
transmission (PMTCT), laboratory services, blood safety and blood transfusion, antiretroviral treatment,
care, and TB/HIV programs. USG agencies provide direct technical support for all of its HIV/AIDS programs
through US and Tanzania-based organizations, which manage and implement in-country activities. These
activities are funded through cooperative agreements and contracts that are performed at the field level in
direct partnership and collaboration with Tanzanian governmental and non-governmental organizations. The
non-governmental implementing partners have considerable experience in the field of HIV/AIDS and have
established offices in Tanzania to carry out these activities. The technical assistance (TA) and support
provided by USG agencies through our cooperative agreements and contracts will ensure a long-term
sustainable system for providing HIV/AIDS services to Tanzanians. In FY 2008, this funding will support the
in-country Palliative Care: Basic Health Care/Support program staff. The staff will: 1) support the National
AIDS Control Programme (NACP) - Counseling and Social Services Unit coordination role; 2) assist with
the provision of integrated, high quality care and support for people living with HIV/AIDS; 3) provide
guidance for the strengthening of referrals between community and facility based care; 4) assist in the
implementation of the preventive care package; 5) assist in the implementation of a prevention with
positives program for the community setting; 6) provide guidance on developing a monitoring information
system for palliative care; and 7) conduct field visits and supportive supervision to USG sites that are
implementing home-based care (HBC). The staff included in this request would have fiduciary responsibility
for USAID mechanisms in the area of palliative care, and would serve as Cognizant Technical Officers. In
this role, they would approve work plans, review progress and monitor programs, and would review and
compile quarterly and annual reports and oversee the palliative/HBC program mid-term review.
Continuing Activity: 17016
17016 17016.08 U.S. Agency for US Agency for 6566 1228.08 M&S $100,000
Table 3.3.08:
Funds will support full time new FSN Clinician.
TITLE: USAID Management & Staffing for ARV services
These funds will support one new half-time position for a staff member who will assist in coordinating
activities and providing technical direction within the treatment program area. The role is needed based
upon the scope and magnitude of the treatment roll-out in Tanzania, and the evolving responsibility of the
USG in the scale-up of these services given "regionalization." In FY 2007, USG/Tanzania ART
implementing partners will fully transition to the newly adopted regionalization plan designed by the
Government of Tanzania (GOT). Under this regionalized plan, each USG partner supports the scale-up of
ART services at all levels of treatment facilities within assigned geographic regions. In all designated
treatment sites in each region, USG partners will provide some level of support, and will be integrated within
the regional and district annual health budget and plans. In support of this, the new staff member will work
directly with implementing partners, both governmental and non-governmental, providing technical
assistance to the National AIDS Control Program (NACP) and USG ART partners, and having fiduciary
responsibility at USAID as Cognizant Technical Officer. Field visits and attendance at regional authority
meetings will be necessary.
Continuing Activity: 13614
13614 9232.08 U.S. Agency for US Agency for 6566 1228.08 M&S $50,000
9232 9232.07 U.S. Agency for US Agency for 4601 1228.07 $15,000
Table 3.3.09:
THIS IS A NEW ACTIVITY.
TITLE: USAID Management & Staffing for Pediatric ARV services
These funds will support one new half-time position for a staff member who will assist the mission in
coordinating activities and providing technical direction within the pediatric treatment program area.
During the next fiscal year, USAID will continue to collaborate closely with the Government of Tanzania,
Ministry of Health and Social Welfare (MOHSW) /National AIDS Control Program (NACP) and other key
partners to further strengthen technical and program capacity for implementing the Emergency Plan. USAID
will provide direct technical support for all of its Pediatric HIV programs, which are implemented in
collaboration with Tanzanian governmental and non-governmental organizations under ART regionalization.
The non-governmental implementing partners have established offices in Tanzania to support the GOT
carry out HIV treatment programs including Pediatric HIV activities that have received renewed attention
and specific funding. A key area of focus will ensure Pediatric HIV services provided are comprehensive
and integrated with other key HIV interventions such as early infant diagnosis and immunization etc. In FY
2009, this funding will support 50% time for the in-country Pediatric HIV program staff. In-country program
staff will work with implementing partners to expand Pediatric HIV services, strengthen supervision systems,
and conduct routine monitoring and evaluation. In-country staff will assist other non-governmental partners
by ensuring compliance with national care and treatment policies and guidelines, harmonizing care and
treatment training efforts, and facilitating the exchange of lessons learned among partners. Finally, staff will
conduct site visits throughout mainland Tanzania.
New/Continuing Activity: New Activity
Continuing Activity:
Table 3.3.11:
TITLE: USAID Management & Staffing for TB/HIV
coordinating activities and providing technical direction within the TB/HIV program area. During the next
fiscal year, USAID will continue to collaborate closely with the Government of Tanzania, Ministry of Health
and Social Welfare (MOHSW) /National AIDS Control Program (NACP), the National Tuberculosis and
Leprosy Control Program (NTLP) and other key partners to further strengthen technical and program
capacity for implementing the Emergency Plan. USAID provides direct technical support for all of its TB//HIV
programs, which are implemented in collaboration with Tanzanian governmental and non-governmental
organizations. The non-governmental implementing partners have established offices in Tanzania to
support the GOT carry out TB/HIV activities. In FY 2009, this funding will support in-country TB/HIV
program staff. In-country program staff will work with implementing partners to expand TB/HIV services,
strengthen supervision systems, and conduct routine monitoring and evaluation. In-country staff will assist
other non-governmental partners by ensuring compliance with national TB/HIV policies and guidelines,
harmonizing TB/HIV training efforts, and facilitating the exchange of lessons learned among partners.
Program Budget Code: 13 - HKID Care: OVC
Total Planned Funding for Program Budget Code: $25,587,694
Total Planned Funding for Program Budget Code: $0
Program Area Narrative:
HKID OVC PROGRAM CONTEXT FY 2009
Total Requested Budget: $25,587,694
Approximately two million children (approximately 10% of children under the age of 18) in Tanzania are Orphans and/or
Vulnerable Children (OVC). About 40% of orphanhood is due to AIDS, and many additional children are vulnerable due to a
chronically ill parent who is unable to provide proper care. Forty percent of all children under age 18 are living in households at or
below the national poverty level. Over 50% of OVC live in households with grandparents as their primary guardian, about 30%
live with other relatives or caregivers, and 12% are in child-headed households.
The Tanzanian National Costed Plan of Action (NCPA) outlines specific needs of OVC, and identifies resource gaps for meeting
these needs. The U.S. Government (USG) and other donors work together to fill these gaps in a way that facilitates a sustainable
response. The NCPA was officially launched in a high profile event by First Lady Laura Bush and First Lady Salma Kikwete in
February 2008. Immediately following the launch, the Ministry of Health and Social Welfare allocated funds from the central
government budget to support a country-wide dissemination of the NCPA. The USG and other civil society partners work in
concert with the government of Tanzania (GOT) to support NCPA implementation.
Through USG-supported programs, considerable progress has been made in the scale-up of direct support to OVC from 104,670
in FY 2006 to 290,341 by the end of September 2008. In FY 2009, USG, Global Fund, and UNICEF, each supporting separate
geographic areas with similar approaches, will continue to provide support and quality care. USG-supported services will cover
83 of the 135 district councils. A critical component of the FY 2009 portfolio will be improvement of quality and
comprehensiveness of services, versus geographical expansion. However, GOT scale up will be facilitated by the expansion of
USG-supported technical assistance to implement the NCPA in uncovered districts.
All OVC partners adhere to the national guidelines, aligned with PEPFAR OVC guidance, for identifying OVC and determining
their priority needs. Partners will also apply service standards to ensure a minimum quality level that has been agreed upon by
OVC stakeholders in Tanzania. Community Most Vulnerable Children's Committees (MVCCs) prioritize needs, coordinate and
track services, and maintain data for the GOT Data Management System (DMS). To respond to the needs of elderly caregivers, a
standard care package is provided, which includes training in HIV prevention and care for OVC. Special attention is given in
volunteer training and supportive supervision to the particular needs of girls and children with disabilities. Additionally, children in
households receiving palliative care receive support by Home-based Care (HBC) volunteers trained in addressing the basic needs
of children.
Strong support of an essential partnership between government and civil society at national and local levels helps to achieve
scale and sustainability of OVC programs. This partnership requires significant and ongoing systems strengthening for effective
program implementation. The partnership is exemplified by the very active and effective Implementing Partners' Group (IPG),
which is convened by the government and facilitates a systemic response to meeting the needs of OVC. IPG membership has
grown from 53 to approximately 100 organizations, including stakeholders from FBOs, local and international NGOs, and donors.
The USG has supported the formation and operation of the IPG. The IPG builds consensus among OVC stakeholders on priority
activities and means for tracking and reporting results. Unfortunately, two other GOT coordination structures comprised of several
ministries, the National OVC Steering Committee and the National Technical Advisory Committee, have not met frequently and
need reinvigoration. Also, inadequate influence of the Department of Social Welfare (DSW), the lead government authority for
OVC activities, has impeded the harmonizing and coordination of strategies across government sectors to improve the wellbeing
of OVC. USG systems strengthening in FY 2009 will be enhanced to address these frailties.
Efforts have also been undertaken to raise the visibility of OVC issues through the media and other avenues; e.g. the First Lady of
Tanzania and the wife of the US Ambassador have teamed up as OVC anti-stigma champions.
Use of the national OVC DMS has now been rolled out in 43 districts. The USG will continue to support OVC partner inputs for
the DMS and use of the data to inform program decisions. The DMS, through USG support, is fully accessible both at the national
and district level to generate reports for decision-making.
The USG has invested in DSW leadership and management capacity through seconded technical staff; information technology
training; a human resource assessment and team building; office operational support (including equipping a new office building);
and a multi-year data management effort. UNICEF complements these investments with ongoing technical support, including
country exchanges. To increase ownership and sustainability of the government response, the USG has formalized a partnership
with the Prime Minister's Office of Regional and Local Government Authorities (PMORALG), which oversees all district council
development plans and implementation. PMORALG will ensure that councils integrate OVC needs into budgets, mainstream
OVC partners' work in the council plans, and oversee NCPA implementation at the local level. The management capacity and
policy influence of this office will be maximized to improve coordination and communication with other government sector
ministries at local levels. This is a critical step toward ensuring that multiple government ministries and local civil society entities
work together to make the NCPA relevant and successful.
In FY 2009, the USG will continue to support national level efforts, including development of national guidelines, finalization of the
Children's Act to ensure protection and legal aid to OVC and caregivers at all levels, and the initiation of a child-friendly police
program, which will impart basic knowledge on "interactive child service" in police work. The primary emphasis will focus on
strengthening capacity at local levels to implement the NCPA. Focus will be on applying OVC service standards to improve the
quality of care, developing human resource capacity to increase provision of this care, and strengthening the economic capacity of
HIV/AIDS-affected households caring for OVC. Evidence-based practices in food security and nutritional support will be applied.
The role the OVC portfolio as an entry point for pediatric AIDS and other clinical care, Prevention of Mother-to-Child Transmission
(PMTCT), and palliative care services--and vice versa--will be enhanced. Additional funding of $650,000 from OGAC has been
made available to support pre- and postnatal nutrition for children under five. This will be linked with the maternal and child health
services and MVCCs to ensure close follow-up of HIV-exposed children and referral to MVCCs. A service demand analysis,
geographic profiling of OVC, and updated HIV prevalence data (THIS, 2007) indicate a need to target specific regions. OVC
partners will prioritize coverage based on service needs.
The MVCC structure remains central to the provision of services and support to households affected by HIV/AIDS. The MVCC
model has been in use since 2002 when UNICEF initiated the first committees in 17 districts. Qualitative evidence indicates that
coverage and sustainability can be most effectively achieved when the MVCCs are empowered and equipped to oversee
identification of children, assessment and prioritization of needs, and provision of services and support to both children and
caregivers. The USG will continue supporting MVCCs through implementing partners and will seek their input on how to better
link pediatric AIDS, PMTCT, palliative care, and other services relevant to needs of vulnerable children and their caregivers
(including family planning, malaria prevention through the President's Malaria Initiative, and child survival).
A vital activity for scale and sustainability of support to OVC is improving the quality of care to ensure consistency, equity,
efficiency, and effectiveness. Government and civil society stakeholders have been working to validate draft service standards by
measuring improvements in partner performance, client satisfaction, and outcomes in child wellbeing. The Child Status Index is
being used to inform this work. A taskforce has been formed to oversee this effort and ensure rapid turnaround of pilot activities
underway in two regions. By the end of FY 2009, a monitoring framework will be used to track compliance with service standards
and related partner performance improvements and changes in child wellbeing. This tracking activity will complement the national
DMS. Technical supervision will be provided by one implementing partner to ensure synchronization of approach.
Only one third of all districts employ social welfare officers, many of whom do not possess adequate skills to support children
affected by HIV/AIDS. Also, most qualified social workers are approaching retirement. In response to these significant human
resource challenges, as well as the findings from the USG-funded assessment of human capacity, the USG has invested in
curricula development, along with pre- and in-service training of social welfare officers, through the Tanzanian Institute of Social
Work. In FY 2009, the USG will continue supporting the integration of a para social worker cadre into the social welfare services
work scheme as Welfare Assistants at ward levels. Para social worker training was initiated as an interim measure, to train
persons in the community who work in some way with vulnerable children so that they can facilitate establishing functional referral
systems for households caring for OVC. Trainees in this form of task shifting include paid government and civil society staff, as
well as community volunteers. Over 500 individuals have been trained with significant scale-up slated for the coming year.
Supportive supervision methods and a second tier of training are being piloted, and formal certification of this cadre is being
considered. The focus on professional and para social work is intended to accelerate implementation of the NCPA and increase
coordination of care for OVC and their families. Both activities will experience better integration with local government through
engagement of PMORALG and human capacity development and management partners.
Indicators to measure what constitutes adequate community capacity to provide comprehensive and coordinated care to OVC will
be identified and applied to obtain more concrete benchmarks and quantitative evidence for the MVCC model. USG will support
OVC partners to select one district in each of their implementing regions to be "program learning districts." In these districts, the
OVC partner will interact with other HIV/AIDS partners to collaborate on work plans that support functional referrals. The
"program learning district" experiences will be shared across partners via exchange visits, electronic communications, and IPG
forums. The lessons learned will be documented and disseminated to facilitate scale up of successful practices and for sharing
with other African countries through the OVC website. A new USG partner will be engaged to support increased capacity of local
government and civil society structures relevant to households caring for OVC. Key indicators of success will include resource
mobilization and management skills of community committees, local compliance with the national DMS, and establishment and
support of OVC IPG forums. Support of these forums will be an extension of existing MVCCs and will follow the successful
national IPG model that is chaired by the GOT. These capacity-building activities will be piloted in two regions using specific
performance measures before considering expansion.
USG Tanzania will seek technical input from the Economic Growth, Agriculture and Trade (EGAT) Bureau and the local USAID
office to develop an operational framework for strengthening the economic capacity of households caring for OVC. Priority
consideration will be given to child- and elder-headed households and those experiencing chronic illness. A portfolio analysis is
being conducted to identify activities that demonstrate results in increasing household income that should be continued or
expanded. Suggested modifications to the OVC portfolio will be driven by best practices in microenterprise and microfinance, e.g.
youth employability. The recently published guide from EGAT on economic strengthening for OVC programming will inform the
analysis and recommended modifications. Developing indicators and methods for tracking improvements in child wellbeing will be
an integral component of the technical support and resulting framework. Strategies proposed in the National Growth and Poverty
Reduction Strategy and a review of other donor-funded economic strengthening programs (e.g. World Bank) will inform the
operational framework.
USG will encourage partners to seek opportunities for increased engagement with the private sector to improve their economic
strengthening activities and ensure they are market-driven, as well as leverage opportunities to develop skills on small business
development, financial management and resource mobilization.
All OVC partners are prepared to pursue more equitable, efficient, and effective food and nutrition interventions. The
overwhelming need for this service area must be addressed through a cohesive and practical framework that OVC partners can
implement, initially through a bulk food purchase to address the needs of OVC under five. The USG is obtaining technical inputs
to assess best practices in improving food and nutrition security. The resulting analysis will inform portfolio-wide modifications in
meeting the food and nutritional needs of households caring for OVC. Modifications to be considered include public-private
partnerships that engage the agro-business sector and the extension workers of the Ministry of Agriculture to address the food
and nutrition security needs of households caring for OVC. Strategic results will be determined by the FY 2008 food and nutrition
security assessment. These results will be closely tied to HIV treatment, PMTCT, and HBC programs, as well as the successes of
the Peace Corps Permaculture initiative.
Table 3.3.13:
THIS ACTIVITY HAS BEEN MODIFIED IN THE FOLLOWING WAYS:
Activity has been modified to include New SFN OVC Specialist
FY08 funds will support two full-time equivalent staff who will assist in coordinating activities within the USG
portfolio, serve as technical leads for aspects of the work, and facilitate programming collaboration across
stakeholders. The staff members will work directly with implementing partners, both governmental and
nongovernmental,
to improve the quality and expand the scope of services provided to orphans and vulnerable
children. Activities will include site visits, capacity assessments, mentoring and skills building, as well as
monitoring of progress. The staff members will continue to play an integral role in assisting government to
operationalize the National Plan of Action, rationalizing resource utilization and expectations for reach. As
the only OVC specialists on the USG team they will assist in the development of a USG strategy to address
emerging issues, ensuring that USG OVC related activities complement those provided by other entities,
incorporate best practices and lessons-learned, and fill gaps as needed. They will be active participants in
national technical working groups, providing direct technical support for the development of curriculums and
materials, as well as serving on the USG/Tanzania's OVC thematic group. Each will have fiduciary
responsibility for USAID activities as Cognizant Technical Officers.
Continuing Activity: 13611
13611 9573.08 U.S. Agency for US Agency for 6566 1228.08 M&S $150,000
9573 9573.07 U.S. Agency for US Agency for 4601 1228.07 $56,712
ACTIVITY UNCHANGED FROM FY 2008 COP.
Ministry of Health (MOH)/National AIDS Control Program (NACP), and other key partners to further
strengthen technical and program capacity for implementing the Emergency Plan. USAID provides direct
technical support for all of its HIV/AIDS counseling and testing (CT) programs, which are implemented in
collaboration with Tanzanian governmental and non-governmental organizations. The non-governmental
implementing partners have established offices in Tanzania to carry out CT activities. In FY 2008, this
funding will support in-country CT program staff. In-country program staff will work with implementing
partners to expand CT services, strengthen supervision systems, and conduct routine monitoring and
evaluation. In-country staff will assist other non-governmental partners by ensuring compliance with national
policies and guidelines, harmonizing CT training efforts, and facilitating the exchange of lessons learned
among partners. Finally, staff will conduct site visits throughout mainland Tanzania and in Zanzibar to
observe service provision, monitor cooperative agreements, and ensure appropriate program
implementation.
Continuing Activity: 16971
16971 16971.08 U.S. Agency for US Agency for 6566 1228.08 M&S $100,000
Table 3.3.14:
The FY 2008 funds will support one full time equivalent staff member who will coordinate this program area
as well as serve as technical lead. The position, although hired by USAID, has been designed by the USG
team to serve the needs of the entire portfolio, and will be accountable to meeting the needs of all agencies.
Their role is multifaceted and includes: coordination of drug, equipment, and commodity forecasting,
procurement, and distribution across and within USG agencies; technical assistance to the USG and
implementing partners regarding appropriate volume and types of procurements vis-à-vis Government of
Tanzania (GoT) and USG regulations, policies, and protocols; identification of drug and commodity related
barriers to implementation of the broader USG program; design and implementation of solutions to the
same; and oversight of Antiretroviral (ARV) drug partners. In FY 2008, the Tanzania team is working
towards a more consolidated procurement process to achieve efficiencies as well as to ensure compliance
with GoT and USG regulations. To that end, not only is one agent, John Snow International/Supply Chain
Management Systems (JSI/SCMS), procuring all of the USG ARVs, as JSI have done in all previous years,
but this same agent will also be procuring all test kits, a significant portion of treatment and care related
drugs and commodities, all biologic surveillance reagents, and laboratory reagents. In addition, s/he will
work directly with implementing partners to assist and facilitate their procurement needs. To fulfill this role,
the staff member will make frequent site visits, assessing pipelines and logistics systems. They will work
directly with SCMS to design interventions to remediate problems. They will also work with GoT, other
donors, the Global Fund for AIDS, TB, and Malaria and the Tanzania AIDS Coordinating Committee to
identify and solve systemic issues. The individual will play a leading role in the ARV drugs thematic group.
With the significantly increased complexity of USG procurement planning and implementation, it has been
determined that a senior USPSC is needed to guide and oversee the program.
Continuing Activity: 13613
13613 9177.08 U.S. Agency for US Agency for 6566 1228.08 M&S $350,000
9177 9177.07 U.S. Agency for US Agency for 4601 1228.07 $310,343
Table 3.3.15:
TITLE: Management & Staffing - SI USAID
USAID SI Management and Staffing FY 2009 funds will support 2.5 full time equivalent staff that will assist
in coordinating activities within SI as well as serve as technical leads for aspects of the work. The specific
composition of the staffing is two full-time Monitoring and Evaluation (M&E) specialists supported by a
second part-time equivalent senior advisor. The full-time M&E specialists will work directly with
implementing partners, both governmental and non-governmental, to improve the quality, timeliness, and
utilization of monitoring and evaluation data. Their activities will include site visits, conducting data quality
assessments, capacity assessments, mentoring and skills-building, as well as monitoring of implementation
progress. The M&E specialists will work closely with MEASURE Evaluation, leveraging their specific
technical expertise to fill capacity gaps specifically identified for each partner through the implementation of
a capacity building plan.
The M&E specialists with particular knowledge of the GoT's ART M&S system will also participate in
technical assistance activities to the GoT in this area. The senior advisor will assist in the identification of
portfoliowide, as well as national M&E needs. S/he will assist in the development of a USG strategy to
address these needs, ensuring that USAID SI related activities complement those provided by other USG
agencies and fill gaps as needed. The senior advisor will also work with all USAID portfolio managers to
ensure effective M&E support and provide direct, strategic, technical assistance as needed. Both the
program specialist and senior advisor will be active members of the USG Strategic Information Thematic
Group.
Continuing Activity: 13615
13615 8685.08 U.S. Agency for US Agency for 6566 1228.08 M&S $50,000
8685 8685.07 U.S. Agency for US Agency for 4601 1228.07 $225,059
Table 3.3.17:
TITLE: USAID Management & Staffing for Health Systems Strengthening
FY08 funds will support a full-time staff member who will focus on combating stigma and creating an
enabling environment to scale up effective HIV prevention, care and treatment services and programs. The
staff member will identify new opportunities for activities in these areas, and will assist in coordinating such
activities within and across the USG portfolio. As a technical lead, the staff member will work directly with
implementing partners, both governmental and nongovernmental, to foster an enabling legal and policy
environment and reduce stigma and discrimination at the community and policy levels. Activities will include
site visits, capacity assessments, mentoring and skills building, as well as monitoring of progress. The staff
member will play an integral role in assisting government and civil society to analyze and develop policy and
legislation and reduce stigma and discrimination, including through community mobilization efforts and
promotion of the rights of PLWHA. The staff member will assist USG efforts to strengthen national and local
policies to combat HIV/AIDS in Tanzania, incorporate best practices related to the creation of an enabling
environment, and guide efforts to integrate these issues throughout the USG portfolio.
Table 3.3.18:
Total costs to manage, support and provide technical assistance is $5,862,226 out of that $2,059,000
allocated directly to relevant program areas, for PEPFAR management & program support staff $2,572,300
and $1,230,926 allocated to costs of doing business. The overall charge to this program area, although
including the additional of an FSN and increases in base costs, has declined overall due to the absorption of
HQ OE reimbursements by HQ budgets rather than field budgets, as occurred in COP08.
USAID estimates that its costs a total of $4,600,000 to manage, support, and provide technical assistance
to USG/Tanzania activities for which it is directly responsible. Of this amount, $1,300,000 in staff charges
has been allocated across relevant program areas and $443,000 is assigned under ‘cost of doing business'.
The USAID program supports the design, implementation, and monitoring of activities related to: orphans
and vulnerable children (OVC); the provision of palliative care; voluntary counseling and testing; social
marketing of HIV-related products; treatment; prevention of mother-to-child transmission (PMTCT);
prevention for youth and high-risk populations; behavior change communications; monitoring and evaluation
(M&E); policy development; and human capacity development. Its particular strength is in supporting the
role of the non-governmental sector to reach Tanzania's goals.
At an operational level, USAID's Emergency Plan program benefits from significant in-kind support from the
larger Mission. Through cost sharing of financial, maintenance, human resource, and other administrative
services, significant cost efficiencies are created, allowing for a relatively small team to manage and support
a portfolio of significant size. This narrative describes the support provided by 21 current staff positions, as
well as a request for four additional staff planned with FY 2008 funding. The costs associated with this
narrative include salary and benefits for management and key administrative support staff, as well as the
costs for travel, professional development, communication, and relevant equipment and office supplies for
these staff to perform their functions. ICAS and IRM costs are provided in a separate narrative (see 8921).
Six of the 21 current positions are critical program support staff, including a senior US Personal Services
Contract (PSC) contracting officer and 5 Foreign Service Nationals (FSNs), all of whom provide direct
contracting, financial, or administrative support. The 14 programmatic staff positions, including five
vacancies, are led by the USAID HIV/AIDS team leader and the deputy team leader, both of whom are
Foreign Service Limited (FSL) staff. The remaining US Direct Hire (USDH), FSL, or US PSC positions are
filled with a HIV/AIDS Prevention Program Officer, and a Public-Private Partnership US PSC Advisor. A US
PSC Supply Chain specialist is presently being hired. One additional US PSC staff position in prevention
and counseling and testing is currently vacant, but is expected to be advertised soon.
Of the nine FSNs, five provide technical and program management across the portfolio. Two are medical
doctors (one managing care and the other managing PMTCT). The remaining three FSN program
management specialists cover M&E, OVCs, and wraparound programs.
In 2009, USAID is requesting four new positions, one of which will be hired as US Direct Hire, while three
others will be mid-to-senior FSNs. The three will provide much needed additional bench strength across all
program components resulting from expansion in the USAID portfolio of more than 75% per year during
each of the past two years. A key priority for FY 2008 is to strengthen FSN staff capacity and build
leadership skills among them for strengthened program sustainability.
Continuing Activity: 13617
13617 3514.08 U.S. Agency for US Agency for 6566 1228.08 M&S $4,084,376
7829 3514.07 U.S. Agency for US Agency for 4601 1228.07 $938,037
3514 3514.06 U.S. Agency for US Agency for 2903 1228.06 $1,285,000
Table 3.3.19:
This activity is an Indefinite Quantity Contract (IQC) managed by USAID but designed to support all
PEPFAR agencies by providing a means to procure specialized services needed on a recurring but less
than continuous basis. It will also assist the PEPFAR program to effectively and efficiently operate in an
environment of Mission-wide right-sizing in which a freeze has been placed on the hiring of permanent staff,
particularly in support and administrative positions. Needs that have been experienced in previous years for
which such a mechanism would been extremely useful include: staff support for high-level delegation visits;
drafting of technical portions of HIV/AIDS procurements; facilitating Government of Tanzania staff travel to
the PEPFAR Implementers Conference; chartering flights to remote areas of the mainland for technical and
oversight visits; and partners meetings. In addition, it has been a challenge to equitably allocate
crossagency
costs, such as those associated with supporting delegations, given procurement constraints within
each agency.
An IQC is a particularly flexible mechanism that caters to unexpected needs; facilitates staff extension for
specific tasks; and supports cross-agency needs. It has been jointly defined by the PEPFAR agencies and
will be administered by the USAID in-country contracts officer. The officer will assist agencies to issue
specific task orders against the contract for identified short- and long-term needs of the USG HIV/AIDS
program. Funds requested for this activity are based on previous years' experiences and expected, specific
needs in FY 2008. Anticipated services to be procured under this mechanism include: staff support through
the creation of a short-term secretary, administration, and financial services hiring pool; travel services to
manage and oversee USG supported GoT travel as well as chartering services to support visiting
delegations and supervision visits to remote locations; delegation and meeting planning and facilitation; and
personal services contracts for special projects such as COP data entry, copy editors, document
preparation (e.g. briefing papers), and HIV/AIDS procurement development. All of these services will be
provided under the direct supervision of the in-country contracts officer and the technical direction of USG
staff. It is anticipated that, through this procurement, the USG will enjoy significant cost savings and greater
efficiencies in the use of its full-time administrative and technical staff.
The USG has also completed an extensive review of staffing structures and levels in the context of Staffing
for Results. The outcome is a unified structure and "footprint" based on current and projected funding levels.
In light of the complex and lengthy staffing processes of all agencies, it is know that there will be a
significant time lag between position approval and individuals recruited and hired. Therefore, funding is
needed to provide short-term task-based support to operationalize the new PEPFAR/Tanzania structure
while long-term placements are made. Skill sets needed may include writers, administrative support,
program development support, analysts, and short-term technical advisors.
The IQC, described in the Management & Staffing section of the FY'2007 COP, is expected to result in
program improvements by providing core USG staff additional time to focus on inherently governmental
work. Specific expectations for improvements include: greater time allocated to field visits, resulting in better
partner performance monitoring and review; greater time for donor coordination, resulting in reductions of
donor-program overlap; greater time for grants management and oversight, resulting in data quality
improvements in ‘results' reporting; and greater time spent in strategic planning, resulting in better overall
program design and more targeted allocation of funds.
Continuing Activity: 13619
13619 9700.08 U.S. Agency for US Agency for 6566 1228.08 M&S $1,244,000
9700 9700.07 U.S. Agency for US Agency for 4601 1228.07 $0
Activity has been modified: Total costs $1,230,926 charged as IT costs $169,000, Renovation Costs
$265,926 at accommodate new staffing levels, and ICASS charges $796,000
TITLE: USAID Cost of Doing Business
This activity relates to USAID #7829, #9490, #9410, #9573, #9177, #8685, and #8974. USAID estimates
that its costs to manage, support, and provide technical assistance to USG/Tanzania activities for which it is
directly responsible total $4,300,000. Of this amount $82,000 is charged as an IRM tax and $361,000 are
ICASS charges. As USAID is co-located with the Embassy, there are no Capital Security Cost Sharing
charges. At an operational level USAID's PEPFAR program benefits significantly from in-kind support from
the larger Mission. Through cost sharing of financial, maintenance, personnel, and other administrative
services, significant cost efficiencies are created, allowing for a smaller team to manage and support a
portfolio of significant size.
Continuing Activity: 18901
18901 8921.08 U.S. Agency for US Agency for 6566 1228.08 M&S $443,000
8921 8921.07 U.S. Agency for US Agency for 4601 1228.07 $375,000
