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.
In December 2005, USAID/Uganda initiated a contract with Chemonics International Inc to implement a
program providing technical assistance to improve the internal management structures of targeted Ugandan
institutions providing HIV services throughout the country. The identified organizations already had direct
service delivery agreements with the USG, and the technical assistance provided through this mechanism
supported this increased PEPFAR funding by engaging highly specialized local and international
consultants to build management and administrative systems to improve the quality and breadth of HIV
prevention, care and treatment program outcomes. The program also provided key facilitation and
coordination services for the U.S. President's Emergency Plan for HIV/AIDS Relief (PEPFAR) Country
Team.
This program has worked extensively with the Joint Clinical Research Centre (JCRC), Hospice Africa
Uganda (HAU), the Inter-Religious Council of Uganda (IRCU), the Uganda AIDS Commission (UAC), the
Ministry of Health Resource Centre (MOH RC) and the Uganda Women's Effort to Support Orphans
(UWESO). Four organizations, JCRC, HAU, IRCU and UWESO play pivotal roles in expanding access to
HIV/AIDS prevention, care and treatment in Uganda, while UAC and MOH RC serve to coordinate the
national HIV/AIDS response in terms of strategy, policy, monitoring, evaluation as well as reporting
outcomes and results. Since its inception, this program has assisted these institutions in five broad thematic
areas: organizational development, monitoring and evaluation, health management information systems,
finance and communications. These institutions have already achieved great success in improving the
management of their programs. The targeted guidance and technical assistance has ensured that client
organizations can now accurately track spending; manage procurements, grants and inventory more
efficiently; and produce timely reports for senior management and donors. They can collect, aggregate and
analyze critical data, at multiple levels, for improved program implementation. They have developed and
adopted necessary management tools such as manuals, strategies and organizational structures to improve
existing practices and create long-term ownership in organizational success. And they have adopted better
governance practices through mentoring and training of board members, directors and senior management
staff. This program is scheduled to end in September 2009.
Building on the success of this program, the USG is proposing a follow-on activity that will continue to
support local institutions which provide the majority of HIV prevention, care and treatment services in the
country. Many of the direct agreements with these local institutions are scheduled to end in 2009 and new
follow-on activities are currently being designed. It is anticipated that a similar capacity building mechanism
will need to be in place to support these new follow-on activities and the implementing institutions. This
program will continue to ensure that all activities maximize systems strengthening, capacity building and
skills transfer so as to develop the sustained ability of these indigenous institutions to expand access to high
quality HIV services. It will also be expected to incorporate issues of gender and stigma/discrimination into
all its activities to strengthen client organizations' ability to identify opportunities for more
appropriate/sensitive programming and also to link clients to wrap around services such as food, education,
microfinance and micro-credit support programs. The new client organizations will be identified once all the
new activities are in place.
The follow-on activity will also include a new human resource component that will focus on improving the
availability of appropriately trained managers and service providers. Currently technical and professional
educational training in Uganda contains very little, if any practical skills training; therefore recent academic
graduates enter the labor market ill prepared to take on their assigned jobs. These graduates also have
comparatively low leadership and business skills and any mentorship or advice they might get on the job is
minimal. Building a sustainable technical workforce for planning, management, and implementation of
Health and HIV/AIDS services calls for a two-pronged program that will address the skills gap of the
undergraduates and another that will address the leadership and management skills of the mangers of
health and HIV/AIDS services at national, district, facility and community level, both in the private and public
sectors.
The goals of this new Internship, Leadership and Management Program component will be to 1) develop
opportunities for students from different educational backgrounds to receive first hand, practical experience
needed to respond to the multifaceted challenges of health and HIV/AIDS disease epidemics; and develop
and/or strengthen a leadership and management program to be housed and managed locally that will meet
the needs of a variety of managers, including but not limited to public sector staff (central and district); USG
chief's of Party (priority on Ugandans); National NGOs, and other civil society organizations; etc. This
program will not address the quality of managers and service providers in providing clinical services, nor the
quantity/numbers of service providers as this is being addressed by the on-going Capacity Project. The
anticipated outcomes of this program include: 1) Improved technical competences of local Ugandan
professionals, 2) Improved leadership and management of Health and HIV/AIDS services and 3)
Organizational development for training institutions. This program will also receive wrap-around funding
from the President's Malaria Initiative.
New/Continuing Activity: New Activity
Continuing Activity:
Emphasis Areas
Health-related Wraparound Programs
* Malaria (PMI)
Human Capacity Development
Estimated amount of funding that is planned for Human Capacity Development
Public Health Evaluation
Food and Nutrition: Policy, Tools, and Service Delivery
Food and Nutrition: Commodities
Economic Strengthening
Education
Water
Table 3.3.02:
Estimated amount of funding that is planned for Economic Strengthening
Table 3.3.08:
Table 3.3.09:
Table 3.3.10:
Table 3.3.11:
Table 3.3.13:
Team. One of the primary focuses for this strategic information activity is the strengthening of leadership
and management skills for professionals charged with the responsibility of steering implementation and
monitoring of the HIV/AIDS strategic plan. A secondary, but critical, focus is the support for
conceptualization, design, and implementation of functional health information management systems
(HMIS) at the Ministry of Health by supporting the Resource Centre and facilitating linkages with HMIS
activities at the sub-national level.
Since 2006, this program has worked extensively with the Joint Clinical Research Centre (JCRC), Hospice
Africa Uganda (HAU), the Inter-Religious Council of Uganda (IRCU), the Uganda AIDS Commission (UAC),
the Ministry of Health Resource Centre (MOH RC) and the Uganda Women's Effort to Support Orphans
Building on the success of this program, the USG is proposing a follow-on activity in FY 2009 that will
continue to support local institutions which provide the majority of HIV prevention, care and treatment
services and information/data in the country. Since some of the local organizations that have received past
support (e.g. JCRC) have now been graduated, the scope and focus for FY 2009 will be shaped during the
actual design of the activity. However, the USG has identified three broad components.
One of the three broad components will involve deepening the leadership and management capacity
initiated in past years. Although the depth and width of this activity will be based on analysis and
consultations of the USG and partners, it will be focused on supporting increased leadership and
management skills for those charged with strategic and management responsibilities for the implementation
and monitoring of the HIV/AIDS Strategic Plan in the context of the "three ones". This component is the
main thrust of the FY 2009 activity. The second, and related to first, is the support for an external position
recruited to mentor and advise the management within the MOH RC on their efforts to re-design and
implement a functional national resource centre including HMIS. A national HMIS is the backbone of
monitoring and evaluation activities in the MOH. This position will be filled by a senior local or international
professional with capacity to analyze internal (HMIS) and external (wider MOH, other ministries, private
sector, civil society, and donor partners) links with the MOH RC, and motivate MOH RC managers to
mobilize support for the re-design and implementation of MOH RC including HMIS. The position therefore
requires a professional with technical, organizational, leadership and management skills needed to catalyze
and fast-track action. The third component is a further extension of the second and will involve providing
financial resources to support the MOH RC to carry out the necessary supportive supervision by the
Districts to the health units so that they can correctly use HMIS tools, manage, utilize, and transmit data for
management (District) and strategic (National) decision-making. At a minimum, six local organizations will
be supported and 100 people (one in each District and 20 at national level) trained in strategic
information/HMIS.
Table 3.3.17:
Table 3.3.18:
