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: 2010 2011 2012 2013
AIHA will work to address the human resource for health (HRH) crisis focusing on nurses, laboratorians and social workers. AIHA will also support service delivery for people living with HIV/AIDS (PLHWA) and most at risk populations (MARPS).
With regard to the nursing cadre, AIHA will finalize the revised nursing curriculum, develop training materials for this curriculum, and revise practicum books. There are a number of diploma schools that have the authority to develop their own curriculum; AIHA will continue to work with these schools to help them revise their curricula to reflect new content for HIV/AIDS, reproductive and child health, and other technical specialties. With JHPIEGO, AIHA will develop a package for faculty development that includes training on curriculum development, lesson planning and teaching skills. Mentors will provide assistance in the AIHA assigned nursing schools as tutors implement the new curriculum to ensure quality. In addition, AIHA will provide support at their assigned schools to address infrastructure deficits. A large component of this work will be to equip the skills labs and ensure instructors can use the lab appropriately.
AIHA will provide support to ensure that laboratory personnel are confident in delivering HIV/AIDS diagnostic services through a mentorship program for laboratory personnel to ensure the application of HIV/AIDS training, use of standard operational procedures, and implementation of quality systems essentials. AIHA will recruit and deploy experienced expert volunteer laboratory mentors to the regional labs to strengthen and expand HIV/AIDS knowledge and to mentor lab managers particularly in specialist shortfall areas.
A new para social worker (PSW) cadre has been approved addressing the need for trained personnel to provide care and support for orphans and vulnerable children (OVC). To complement this, AIHA will continue to support capacity-building activities at the Institute of Social Work and at other institutions offering social work studies based on an assessment report recommendations. AIHA will: increase OVC and HIV/AIDS resources and educational materials; establish a knowledge hub linking social work institutions; provide technical assistance on identified gaps; and train staff on finance and management. To ensure the quality of service provided by PSWs and social workers, AIHA will continue to train PSW supervisors and provide in-service training to social workers in mainland and Zanzibar. A one year program for social welfare assistants will be developed and scholarships will be provided to 250 PSWs so they can upgrade.
To increase the visibility of these cadres, and increase retention and job satisfaction, AIHA will continue to support capacity building at four professional and regulatory organizations: the Tanzania Nurses and Midwives Council; the Tanzania National Nursing Association; the Association of Social Workers; and the National Health Laboratory Council of Tanzania.
Palliative care is a crucial component of the holistic approach necessary to address needs of PLWHA. These services are limited in Tanzania. In FY2010 AIHA will continue to strengthen the capacity of the Evangelical Lutheran Church to provide quality palliative care training to health care and non-health personnel in the Pare Diocese. AIHA will continue with provision of trainings, and will link with national systems strengthening partners to inform the review of national HBC training curriculum. In addition AIHA will continue with home based care service provision in two additional districts.
To address the needs of drug users and enhance prevention, AIHA will continue to partner with international organizations, including those based in other low-income countries, which have expertise in this area so that they can work with Tanzanian organizations to improve their capacity to provide these essential services.
Health System Strengthening: Tanzania faces an acute shortage of health professionals, hampering the scale up of HIV/AIDS services. Investing in the development of HRH lays the foundation upon which HIV/AIDS interventions are built and ultimately ensures the achievement of PEPFAR goals.
Cross-cutting: As an health systems strengthening partner AIHA works closely with technical departments at the MOHSW such as the National AIDS Control Programme (NACP) to ensure systems are build for service delivery.
Cost-efficiency: Support for pre-service training will introduce greater sustainability by increasing knowledge among new health cadres during their routine training and credentialing. AIHA is also building the capacity of local organizations to eventually provide services without USG support.
Geographic: This is a nationwide program.
Partnership Framework (PF): This activity will contribute to achievement of the three components in the HRH Goal: increase production of health workers; recruitment, retention, productivity; and optimizing the existing workforce through task shifting and improved performance. AIHA activities will also contribute to PF goals "Service Maintenance and Scale Up" and "Reducing New HIV Infections".
M&E: AIHA has a structured monitoring and evaluation system in accordance with PEPFAR standards. AIHA helps partners to implement this system and to develop monitoring tools based on work plan activities and objectives. AIHA also works with partners to develop the tools and systems necessary to collect and report data.
AIHA is working with Lutheran Church in Tanzania (ELCT) to bring in a Twinning partnership on palliative care training program for TOT and providers. In FY 2010 AIHA will continue with provision of trainings, and will better link with National systems strengtherning partners, FHI and NACP, to inform the review of National HBC training curriculum. In addition AIHA will continue with HBC service provision in two districts of Kilimanjaro region. In FY2010 the program will intergrate positive prevention services and improve linkages with other services.
1).Continue to support capacity building of the ISW and increase the volume of social work students by providing 50 pre-service scholarships for social workers in the higher learning institutions. Continue strengthen the Association of Social Workers, working with both the ISW and DSW and other higher learning insitutions offering social work courses. 1) Capacity assessment of local social work learning insitutions and broaden twinning partnership with other local social work learning instutions like Open University. 2) Develop and implement a responsive capacity building plan to the local social work learning insititutions and centres at all levels.
Finalize the revised nursing curriculum and the companion training materials. Ensure the curriculum is being well utilized in all 62 nursing schools throughout Tanzania. Continue to assist the diploma nursing schools to develop their own curriculum. Build the capacity of nursing faculty in the assigned regions. Continue to support the nursing association and the nursing council.
Support South-South DU/IDU program exchanges and partnerships benefiting DU/IDU partners in Dar es Salaam and on Zanzibar; TA for recovery program (narcotics anonymous groups) to DSAPR on Znz
AIHA will build the capacity of nursing schools and faculty in their assigned regions in order to improve the quality of pre-service training received by nurses and midwives. This will ensure all new graduates have the skills needed to provide quality services along the entire continuum of care related to HIV/AIDS, PMTCT and maternal child health (MCH): pre-pregnancy period, the pregnancy period, labor and delivery, the post-partum period, and the perinatal period, as well as during infancy and childhood. In addition, new health care providers will receive training on providing client centered and client friendly services. A particular focus will be equipping and ensuring proper utilization of skills lab at nurse midwifery schools so that students have the opportunity to practice before working with patients. This will build the capacity of students to provide quality services when they graduate and enter the workforce. Improved quality of care and client-patient interaction will contribute to the uptake of PMTCT and other critical MCH services.
Mentorship program at regional and district level
