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.
Subdivisions of Program Areas, these track general higher level sub-classifications of expenditure.
Subdivisions of Major categories, these are the most detailed expenditure data.
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
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.
1. Overall Goals and HIV-Specific Objectives The overall goal of this activity to strengthen the capacity of the PNLS in the areas of internal management and coordination of the activities of implementing partners so that it is capable of fulfilling its role and mandate as the HIV/AIDS disease control office in the MOH. Strengthening the management capacity of PNLS is seen as directly supporting the PEPFAR 2 focus of country ownership.
The specific objectives of the activity are to strengthen the capacity of the PNLS in the following areas: - Clarifying the role of PNLS within the DRC health system - Leadership and management capacity of PNLS - Organizational structure and staffing
- Strategic leadership - Communication with and coordination of partners During Year I of this activity, the focus has been on strengthening the capacity of PNLS at the national level. During Year II (FY10), the focus will continue to be on strengthening the national level, and add an additional focus at the provincial level. Year II funding will also be used to complete the construction of a building to house an adjacent meeting room for PNLS. 2. Target Populations Since PNLS is a national program that provides norms and guidance for all HIV/AIDS activities (prevention, treatment and care), and for all affected populations, improvements to the effectiveness and efficiency of PNLS will have a positive impact on all populations affected by HIV/AIDS. 3. Geographic Coverage PNLS is a national program that also has staff at the provincial level. During Year II the activity will have a greater impact at the provincial level. 4. Making the Most of HIV Resources PNLS receives funds from other donors such as Global Fund (via UNDP), UNICEF, WHO, and CDC. By enhancing the effectiveness and efficiency of PNLS, the activities funded by these donors will have enhanced results. PEPFAR funds will be used to complete the construction of a building to house a large meeting room. Cordaid has already funded the first part of the construction and UNICEF will provide funding for the tables, chairs, and other furnishings and equipment, thus leveraging PEPFAR's resources. PNLS will be more capable of playing its stewardship role in the planning and implementation of HIV/AIDS programs and integrating HIV/AIDS programs and services at the provincial, district and local levels. Enhanced effectiveness in communicating with and coordinating the activities of partners will support efforts at harmonization of funders programs and requirements. A strong PNLS will also support the planned delegation of Global Fund program responsibilities to the Ministry of Health. 5. Cross-cutting Areas Human Resources for Health The activity will support HRH by providing in-service training, task shifting, performance assessment, quality improvement, retention, and management and leadership development. HS 20/20 will provide management and leadership development and other in-service training to the Comite Directeur and Chefs de Divisions at PNLS. HS 20/20 will develop and implement a performance management system to improve staff accountability and performance, identify potential quality improvements in the areas of management and partner relations, and implement the improvements. HS 20/20 will also clarify the roles and responsibilities of all managers, which is likely to result in some task shifting among staff. Retention of key personnel is expected to increase as a result of all these activities. Construction/Renovation The PNLS office does not have a meeting room. PNLS cannot fulfill its role of coordinating national
HIV/AIDS policy without holding meetings with groups of donors, implementing partners, and other participants in the health sector. Construction of a building that will house a large meeting room will enable PNLS to host the various task forces and groups that it coordinates. HS 20/20 will provide funding for the roof and flooring of the building that other partners are also supporting. 6. Enhancing Sustainability The goals and objectives of this project are aimed at enhancing the sustainability of programs managed by PNLS by strengthening its management and coordination capacity. Programs can only be sustainable if there is institutional capacity to plan and manage them over time. A strengthened PNLS is also more likely to be able to attract additional sources of funding in the medium and long term. 7. M&E The M&E plan is to assess progress against the two selected PEPFAR indicators cited - H2.3.D and H6.1.D - on annual basis. The targets for H6.1.D are based on the numbers in the six-step policy development framework found in Appendix Four "Monitoring Policy Reform" in PEPFAR Next Generation Indicators Reference Guide Volume I of June 2009. Data sources will include review of documents and interviews with key informants from PNLS and its partners. In addition, HS 20/20 will develop a detailed M&E plan that will be included in the activity work plan and will include indicators specifically aimed at this activity.
This health systems strengthening activity is aimed at developing the management capacity of PNLS so it can play a stronger stewardship role in HIV/AIDS programs. Two significant barriers face PNLS in its attempt to fulfill its role as the HIV/AIDS disease control office in the MOH. The first is the need for enhanced management capacity and organizational performance. The second is the clarification of and alignment of its activities with its distinctive role. The need for role clarification is due to two principal factors: (1) the creation of the PNMLS; and (2) PNLS taking on activities over the years in response to critical needs in DRC that were perhaps outside of its original mission.
In order to address these barriers, this activity will include the following actions: • Leadership and management training of national and provincial staff • Meetings to clarify and gain agreement on the respective roles of PNLS, PNMLS and the newly created MOH Management Support Office • Assessment of national and provincial PNLS organizational structures and possible restructuring. • Development and implementation of 1) strategy and procedures to ensure that PNLS effectively fulfills its role at the provincial level, and that there is a satisfactory impact at the district and local levels, 2) performance management system, 3) system to manage by results, 4) standard operating procedures for critical activities, and 5) improved processes for internal and external communication and coordination with partners.
Improved performance by PNLS can be expected to have a positive impact on the performance of implementing partners. Funders have indicated an interest in coordinating efforts and funding to support capacity building of PNLS.
The targets for H6.1.D are based on the numbers in the six-step policy development framework found in Appendix Four "Monitoring Policy Reform" in PEPFAR Next Generation Indicators Reference Guide Volume I of June 2009. These stages run from the identification of baseline issues to the evaluation of policy implementation. The target numbers refer to the stage that will be achieved by the target date. For example, by September 2010, the "3" indicates that stages 1, 2 and 3 will be achieved.