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 2013 2014 2015 2016
**Not Provided**
The human resources for health (HRH) situation is a major challenge for the health sector in general, and for the HIV and AIDS response in particular. According to the Government of Tanzanias HRH Strategic Plan, Tanzanias public sector health facilities have a total of 29,063 out of a required 82,277 health professionals, meaning that only 38% of the required positions are filled. The National HIV/AIDS Care and Treatment Plan estimated that an additional 9,299 skilled medical personnel will be needed for HIV and AIDS care and treatment. The shortfall in available health workers threatens to become significantly larger in light of the MOHSW's launch of a 10-year primary health service development program to nearly double the number of primary health facilities.
The Ministry of Health and Social Welfare (MOHSW) is currently working with its partners including USG to support scale up of new health care worker (HCW) production. One of the major challenges to this initiative is the availability of classrooms and dormitories to accommodate the increased number of students. Therefore, in order to achieve this strategic objective, there is a need to invest in infrastructure development in these health institutes to expand enrollment capacity.
In addition to improving infrastructure in health institutes, the Tanzania MoHSW recognizes distance learning (DL) as a cost-effective method to address human resource challenges. In 1998, the MOHSW established the national Centre for Distance Education (CDE) which serves to develop, coordinate and implement DL programmes for HCWs. The USG, in collaboration with the MOHSW, assessed current DL programmes for HCWs in Tanzania to determine the feasibility of DL to meet the need of an increased and more skilled health workforce. The assessment found that if this centre was strengthened through developing the required infrastructure, it would be well positioned to support training of about 2800 HCWs.
The CDE in Morogoro currently has no physical infrastructure to accommodate the national and coordination functions of the centre. Therefore, with this funding, USG intends to enhance the Administrative Block with a meeting/conference room with a capacity for 30-50 people, as well as seven spacious offices to accommodate tutors and other administrators who support the program. The funds will also support construction of two classrooms/seminar rooms which can be partitioned to create four ordinary classrooms of 30 people each. The classrooms will used for face to face tutorials and student assessment for DE students, as well as for continuous training of tutors from the eight zones who provide support to students doing DE within their zones. Additionally, the funds will go toward construction of one computer laboratory with the capacity to accommodate 25 computers, a library room with a 30-person sitting capacity, and a cafeteria with a 30-person sitting capacity.
PEPFAR supports the implementation of PMTCT, integrated into improved Maternal, Neonatal and Child Health services. One of the challenges facing PEPFAR-supported facilities is low facility delivery, based on the DHS 2O10 which indicates that 50% of pregnant women deliver at home. Poor infrastructure is a significant factor, especially in the rural areas. COP 2012 funds will support the strategic expansion of PMTCT service delivery by conducting major renovation to and construction of maternal and child health clinics as well as maternity wards. This is expected to have positive effects on the increasing the following:
- number of pregnant women attending four ANC visits
- number of facility deliveries
- number of all women of reproductive age receiving family planning services
- number of all women of reproductive age receiving counseling and testing
- number of HIV positive women receiving ARV prophylaxis /treatment
- number of infants brought for testing and treatment
This activity plans to target three to seven RCH clinics and labor ward sites. A previous needs assessment executed in FY 2011 produced a long list of sites requiring renovation; the rural areas of Kigoma and Kagera will be priorities. The interagency USG team will make additional assessments and/or data calls to identify the types of facility needed (health center, dispensary, hospital). In turn, this will determine the total number of facilities, based on cost at that time, and degree of repair required. The USG team will identify speicifc sites in collaboration with the Council Health Management Team and implementing partners. After completion of the task, the sites will be maintained by the LGA and incorporated into the CCHP.
A previous needs assessment produced a list of sites requiring construction of new Care and Treatment Centers; the rural areas of Kagera will be priorities. The interagency USG team will make additional assessments and/or data calls to identify the size of facility needed (4-Room, 5-Room or 7-Room). In turn, this will determine the total number of facilities, based on cost at that time. The USG team will identify specifc sites in collaboration with the Council Health Management Team and implementing partners. After completion of the task, the sites will be maintained by the LGA and incorporated into the CCHP.
