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.
Years of mechanism: 2008
The CDC, through a Personal Service Contract (PSC), will provide a senior laboratory advisor to the MOH
to assist the MOH to establish procedures and policies and set up the initial operation of the NPHRL. The
Advisor will also provide guidance to the laboratory director in both technical and managerial areas and
support training activities and provide overall technical expertise on laboratory management to the MOH.
Due to the level of laboratory management experience of persons in Guyana, the MOH has asked for in-
country assistance for a limited period of time (3-5 years) to assist with putting into operation the NPHRL
including management and technical assistance. The PSC activity is also funded under Laboratory activity
The CDC programs and activities for the five-year PEPFAR program and beyond are made with the
intention of helping Guyana become a model for the Caribbean. Today Guyana is a leader in the region in
surveillance, care, and treatment, and the integration of the rapid test into the public health system. As
projects and programs mature, Guyana should be able to demonstrate that it is possible, in a resource-
constrained Caribbean nation, to stem the tide of the epidemic, prevent nearly all HIV-positive mothers from
passing HIV to their newborns, and ensure that life-saving ART treatment is available to all those in need.
PEPFAR will contribute to Guyana's leadership in training for physicians and public health practitioners,
particularly lab practitioners, in HIV/AIDS care, surveillance, program design/implementation, and services.
The current staff for the CDC GAP office is a total of 16 positions, six fewer than last year, as well as one
ASPH Fellow. The positions include 3 FTE, 1 PSC, and 12 LES; 10 staff are supported under Management
and Staffing and 6 support specific program areas. The staffing mix for M&S in FY08 includes two US direct
hire FTEs, the Director (physician) and Deputy Director for Operations (Public Health Advisor) as well as 8
Locally Engaged Staff (LES) administrative and support staff hired on Personal Service Agreements
(PSAs). The LES include the following: IT specialist, financial specialist, administrative officer, secretary,
receptionist, janitor and two drivers. CDC also has an American Schools of Public Health (ASPH) Fellow
who provides support in various program areas and falls under M&S in the staffing plan. In FY 08 we will
also recruit an IETA fellow for the summer session for program and management support as well as for
assistance in developing the Country Operational Plan. The Program staff includes one FTE Medical
Epidemiologist who provides technical support primarily to SI and Abstinence Be Faithful. The PSC position
supports Laboratory Infrastructure, specifically for the National Public Health Reference Laboratory
(NPHRL); this position was formally for a Monitoring and Evaluation Specialist but has been changed to a
Senior Laboratory Advisor to provide guidance and technical expertise to the MOH to assist in
strengthening the capacity of the NPHRL. The M&E function that was performed by the PSC will be
incorporated into the Medical Epidemiologist's position. The 4 LES program staff hired on PSAs includes a
senior program advisor, a Guyanese physician epidemiologist who serves as the technical point of contact
for the three cooperative agreements and provides primary technical support in all facets of Care and
Treatment Services and PMTCT. Two junior program officers focus on laboratory quality assurance,
palliative care/TB, and care & treatment services. They also provide targeted technical assistance and
monitoring of the cooperative agreements. The Data Manager supports the SI activities. Staff salary and
benefits by program area is: M&S: $524,000; PMTCT: $4,500; Abstinence Be Faithful: $70,000; Palliative
Care/TB: $14,800; HIV/AIDS Treatment Services: $45,900; Laboratory - $245,000; and SI - $89,400.
In addition to the skill sets required for operating and managing an office, the current level and mix of staff
are needed to provide technical assistance and guidance to local and international partners as they develop
their own capacity in technical, administrative, and management areas. The M&S staff provides a large
amount of technical support in the areas of financial management, grant writing and reporting, and
cooperative agreement management to the MOH. Support is also provided to other partners that include the
National Blood Transfusion Service, the AIDSRelief Consortium, a Treatment Services Partner (to be
determined) and ITECH. During the current and expected near-term, the CDC will continue to assist the
MOH and others in the development and implementation of national strategic plans as well as with
strengthening internal systems to implement and monitor program activities including administration of
cooperative agreements. CDC will continue to provide oversight and technical support to programs for
which SCMS provides procurement services as well as work with SCMS to implement a modern supply
chain management system. CDC will continue to provide contract oversight of the construction contract for
the National Public Health Reference Laboratory.
In order to support the vision of serving as a regional example of successful response and management of
the epidemic in the Caribbean, given the limited technical capacity in country and the constant drain of
young professional staff (approximately 89% of all college graduates migrate out of Guyana), the CDC will
need to remain at or near its current size for the next two to three years. As policies are developed and
programs come on line to ensure retention of key staff for the public sector (MOH and NBTS) and the public
non-profit sector (St. Joseph Mercy Davis Memorial Adventist Hospital etc.), the CDC will be able to scale
back programmatic and administrative staff. A premature scale back or departure would be a lost
opportunity to help Guyana move away from their growing dependence on Cuba and China for physician
and technical staff. Staffing could be affected if CDC merges some support services with the US Embassy,
a plan currently under assessment, or if the Embassy implements the consolidation of all USG agencies at
the Embassy (plan pending funding approval for OBO modifications).
The total estimated cost of doing business is budgeted for $501,750 in 2008 which covers ICASS and
CSCS. In FY08 guidance was proved to allow proportioning these costs to the appropriate program area;
the CDC budget has proportioned these charges to appropriate program areas. It is also noted that the
CSCS charge for FY08 is substantially lower than in previous years (FY07=$240,133) due to the data
provided by the Embassy for the size of CDC staff. It is expected that in FY09 the CSCS amount will go
back to the higher level. Other charges include the Non-ICASS Security charge ($75,000) and a per-
workstation charge for IT support from CDC headquarters. This is a new charge implemented by the CDC
Information Technology Services Office (ITSO) to cover the cost of Information Technology Infrastructure
Services and Support provided by ITSO. This includes the funding to provide base level of connectivity for
the primary CDC office located in each country and connecting them into the CDC Global network, keeping
the IT equipment located at these offices refreshed or updated on a regular cycle, funds for expanding the
ITSO Global Activities Team in Atlanta as well as fully implementing the ITSO Regional Technology
Services Executives in the field. The ITSO costs have been proportionally spread within the appropriate
program areas as a separate activity.
In addition to the salary, benefits and business charges, the M&S budget includes office related costs for
rent, utilities, security, office supplies, office equipment maintenance and replacement, and travel. In
addition to salary and benefits, M&S costs associated with two FTE staff includes residential rent, utilities,
make-ready of residences, residential furniture and appliance replacement, annual R&R air fare, and
expenses for a Permanent Change of Station (PCS) move for 1 FTE. Travel includes periodic trips to
Atlanta or Washington DC for policy or related meetings, attendance at international and regional
conferences, the annual CDC Global Health Meeting, and the annual PEPFAR Meeting as well as site visits
M&S Budget Overview: Salary & Benefits for 2 US FTEs and 8 LES -$524,000; Travel-$51,400; Office and
Residential Leases and Utilities-$146,600; Local security guard service for the office and residences-
Activity Narrative: $65,600; Building maintenance, office supplies and equipment and servicing-$84,800; Miscellaneous costs
for training, renewing licenses, support for an IETA Fellow, and appreciation awards-$103,750; ICASS-
$275,000; CSCS/OBO-$38,350; ITSO-$45,500; Non-ICASS Security - $75,000. Total M&S $1,410,000.