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 2012 2013 2014 2015 2016 2017
This is a continuing activity. The Clinton Health Access Initiative (CHAI) is implementing a program referred to at the Ethiopian Health Management Initiative (EHMI), which aims to enhance the effectiveness and efficiency of Ethiopian public hospitals, maximize resources and ensure equitable access to high quality clinical care that is supported by national systems for performance management. EHMI's objectives are to provide technical assistance (TA) to the Federal Ministry of Health (FMOH) and Regional Health Bureaus (RHBs) to strengthen management systems at both the federal and regional level and conduct a Masters of Healthcare Administration (MHA) program at both Jimma and Addis Ababa Universities for Hospital-based CEOs. The target population for both objectives is management staff at government hospitals. To promote sustainability, a primary focus of EHMI is to build capacity of hospital leadership and other government leadership to carry out performance management monitoring. In addition, EHMI aims to transition the MHA program at Jimma and Addis Ababa Universities by building the capacity of faculty members of these universities to take full responsibilities and manage the program. The EHMI program supports the goals of the GOE's National Strategic Plan II (SPMII) as well as the GOE and USG HIV/AIDS Partnership Framework and Global Health Initiative. EHMI has a system in place for routine performance monitoring and reporting.
This is an ongoing activity that is linked with PEPFAR/Es support for health system strengthening activities. Important health initiatives can fall short of their goals when leadership is weak and skilled management and strong organizational systems are lacking. Lack of management skills is also manifested in the form of poor resource utilization. Recognizing the importance of strengthening management capacities, the FMOH has emphasized building the management capacities of hospitals through the pioneering of the EHMI.
In FY2011, CHAI provided TA to the FMOH, RHBs and individual hospitals on monitoring hospital management; developed a core set of key performance indicators (KPI) to measure hospital performance; and drafted a Hospital Performance Monitoring and Quality Improvement Manual that contains detailed guidance on each KPI.
As part of the effort to strengthen the management capacity of government hospitals, CHAI is conducting a two-year Masters in Healthcare Administration Program (MHA) to equip senior Ethiopian health care professionals with leadership skills and management tools to improve the quality of health care delivered via their respective hospital institutions.
Under COP2012, CHAI will continue to play an advisory role at the federal-level and provide technical assistance to RHBs by deploying regional managers and hospital associates; lead joint monitoring site visits to hospitals in all regions; ensure that the KPI data collected at sites is accurate and complete; and provide guidance on the analysis and interpretation of hospital data and use of hospital performance monitoring tools. CHAI will also continue to provide assistance to the FMOH, RHBs and hospitals in the areas of Patient Flow and Quality Management.
Furthermore, via a sub-agreement with Yale University, CHAI will continue to conduct the MHA program at Jimma and Addis Ababa Universities as well as work towards transferring the overall responsibilities of implementing the program to University faculty.