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.
ACTIVITY HAS BEEN MODIFIED IN THE FOLLOWING WAYS:
In support of the 2005-2009 HRH National Strategic Plan, PEPFAR provided human resource expertise to
the MOH through IHI/Capacity to strengthen the management of the national health workforce. This
support emphasized staff retention, performance, and promotion of professional expertise among medical
and nursing staff providing HIV/AIDS care. In FY 2007, IHI/Capacity also addressed broader barriers to
improving the quality of skills and services within the health workforce through innovative research on
gender discrimination at health facilities.
In FY 2008, IHI/Capacity continued its support to the MOH to develop clearly defined job descriptions for all
employee categories and expand the personnel management system to help create effective supervision,
feedback and goal setting in accordance with the then existing civil service procedures.
IHI/Capacityalso supported a team of three Rwandan HR specialists (HR advisor, IT database
administrator, personnel specialist) to provide workforce planning and personnel management TA, and
capacity building to the MOH. The seconded IHI/CAPACITY HR advisors were instrumental in the
implementation of the 2005-2009 HRH Strategic Plan. Additionally, the HR Advisors investigated challenges
to employee retention, participated in donor HRH studies, and conducted focus group research to document
retention issues, particularly within rural health centers where staff retention has posed a major challenge .
IHI/Capacity provided TA in long-term workforce forecasting and planning for the MOH. These activities
were coordinated through the Health Sector Cluster Group (HSCG) and the Human Resources TWG led by
the Permanent Secretary of the MOH. While other donors in the HSCG contributed to a basket fund to
address HR issues, PEPFAR provided targeted support through IHI/Capacity and performance-based
financing (PBF) strategies to augment low salaries of health workers based on performance standards and
outputs.
The direct outputs of this activity were to build both the organizational capacity and the human resource
capacity of the MOH. Currently, 30 individuals are being supported through human capacity development.
IHI/Capacity is coming to an end in FY 2009. To further build on the human resource capacity and the
technical assistance provided to MOH, PEPFAR will design a follow on mechanism to IHI/Capacity that will
address workforce issues and support to health institutions. The design of the follow on mechanism will be
developed in the first quarter of 2009. While current activities will be reviewed and evaluated in the design
process of the follow on mechanism, the GOR has prioritized the development of human resource capacity
as part of its broader strategy of achieving sustainability of its health programs. The follow mechanism will
continue to provide MOH with support to ensure adequate human resource capacity and training for current
MOH staff and the broader workforce.
The follow-on will also prioritize support to MOH to plan and address long term staffing needs both at the
central and decentralized levels. The follow on mechanism will also support planning for the health
workforce at the community level as consistent with MOH policy.
Given the continuing need to build MOH's capacity to plan and better address workforce issues, the follow
on mechanism will build on the lessons learned and best practices of IHI/Capacity. These activities reflect
the ideas presented in the PEPFAR five-year strategy and support the GOR national strategy of human
resources and organizational capacity building.
New/Continuing Activity: New Activity
Continuing Activity:
Emphasis Areas
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 3.3.18:
