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
The goal of this activity is to strengthen pre-service training through partnership with two local training universities that have a biomedical equipment maintenance unit.
To accomplish this goal, the TBD partner will work with two indigenous institutions in the Oromia region in Ethiopia: Jimma University and Addis Ababa Technical and Vocational Training College. The partner will provide the capacity for these local institutions to have a holistic approach to maintaining equipment. This pre-service training program will involve developing curricula, establishing inventory systems, and conducting preventive and curative maintenance of equipment. It will also involve providing equipment for hands-on practice. Graduating engineers will be properly trained and can immediately provide high-quality services upon leaving school. Challenges in equipment maintenance will be properly addressed through timely diagnosis and repair, which will help avoid any interruption of services. As part of the health care workforce, engineers trained in these skills constitute a critical element in health systems strengthening.
This approach to strengthening health systems and addressing equipment maintenance challenges is cost-effective when compared to procuring contracts, which are often protracted when dealing with equipment manufacturers. In addition, the response time from qualified, locally trained engineers is likely to be faster than engineers who are solicited from outside vendors or manufacturers. The effects of this program will be national in scope. The results can be easily evaluated through survey questionnaires completed by the laboratorians who are using this equipment and by tracking the response times following notifications of equipment failure.
This new TBD award to support training of biomedical engineers or technicians in laboratory equipment maintenance is cross-cutting with Human Resources for Health (HRH) and was proposed in COP10 submission. The activity will be awarded soon and we have been working with CDC-Atlanta for identification of appropriate vendor for this activity.
The rapid expansion and decentralization of HIV-related services, along with the increasing level of technical sophistication and complexity found in clinical and laboratory instrumentation, demands considerable attention to maintaining and servicing equipment. Failure to address this need can seriously disrupt services. Equipment maintenance begins with the planning and conceptualization phase of the platforms to be obtained and maintained for a country. Addressing equipment maintenance also begins the moment the equipment engineers are trained in school. Assuming greater local responsibility for ongoing equipment maintenance will be included in the Partnership Framework being developed with the Government of Ethiopia.
A lack of formal curriculum-based training, along with a shortage of engineers, the absence of model equipment for training, limited or no access to spare parts, non-strategic decision-making regarding instruments and types of tests, an acute shortage of local capacity, and costly service contracts with private vendors. This approach seeks to address these problems by developing a National Health Workforce for equipment maintenance to ensure local capacity building, ownership and sustainability. Two teaching institutions Jimma University and Addis Ababa Technique and Vocational Training College have recently initiated degree and diploma programs in biomedical equipment maintenance. Between them, they graduate 60 engineers a year who are proficient in biomedical equipment maintenance.
Jobs are easily available in the public and private sector. These qualified individuals will help strengthen the health workforce, which is a core principle for PEPFAR II in health systems strengthening, HRH and local ownership. PEPFAR-Ethiopia will partner with these institutions to develop a standardized curriculum that looks at a holistic approach to equipment maintenance rather than the "broke-and-fix model". These funds will help to provide tools, test equipment, instructors and service manuals to these institutions.