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: 2008 2009
Uganda like many developing countries is experiencing human resources for health crisis. The human
resources are inadequate both in number and skill mix to effectively respond to the health needs in Uganda.
The HIV/AIDS epidemic presents additional demand on the human resources because of special skills
required for HIV/AIDS prevention and treatment, and health workers themselves being affected by the
disease. The Government of Uganda institutional capacity for Human Resource and Health (HRH) policy
and planning is weak. There is no reliable source of HRH information for planning and management. This
makes planning and monitoring of the human resource situation difficult. There is no capacity to develop,
regularly monitor and review HRH policy and plans either at national or district level. HRH development,
deployment and utilization are therefore not guided. This results into mismatch between service
requirements and training, both in numbers and skills, and inequity in the distribution of the available human
resources.
The working condition of health staff is difficult, characterized by poor infrastructure, lack of staff
accommodation, inadequate equipment and supplies, work overload and inadequate remuneration. The
poor working condition is aggravated by weak HRH management. Performance management, regulatory
and disciplinary mechanisms are ineffective. Poor working conditions do not attract staff nor motivate them
to stay. As a result the staff turnover is high, particularly in remote rural districts generally regarded as
difficult-to-reach and difficult to stay in. As a result of poor working conditions the morale of health workers
is low, which in part results into poor attitude towards clients, absenteeism and low productivity. The public
image of health staff has been eroded, the quality of care provided is perceived as poor and the utilization of
health services is not optimal. There are inadequate resources to sustainably support initiatives to address
these human resources issues and the crisis persists in a vicious circle. With FY08 funding, the Capacity
Project, in partnership with the line ministries of Health, Public Service, Education and Sports, and Local
Government will:
1. Enhance the capacity for HRH policy and planning at the central and district levels to mitigate the HRH
impact of HIV/AIDS by: strengthening human resource information system (HRIS) at the central level;
enhancing Ministry of Health (MOH) capacity for HRH policy review, analysis and reform; enhancing MOH
capacity for long term strategic health workforce planning, roll-out and reviews; strengthening district
capacity to translate HRH policy and strategic plan into action plans to address HRH priorities at the district
level; strengthening advocacy and strategic alliances for HRH; and supporting initiatives for health
workforce rationalization.
2. Strengthen systems for effective performance-based health workforce development by: harmonizing pre-
service and in-service training of the health workforce; developing and promoting approaches for effective
performance improvement (on-job training, task shifting, mentoring, supportive supervision, action learning);
developing strategies to motivate continuing professional development including accreditation, certification,
licensure; strengthening the role of the health workforce professionals' councils and associations in in-
service training and continuing professional development; and providing technical assistance to the Human
Resource Department of the MOH to rationalize training and develop a training plan for pre-and in-service
training.
3. Identify and promote health workforce management practices for improved performance and retention by:
strengthening systems for health workforce performance management; enhancing MOH and district
capacity for health workforce management; building capacity for results oriented management (ROM);
developing strategies and systems for improved recruitment and deployment; developing tools and
initiatives for improved job satisfaction and retention; strengthening systems for Performance Improvement
(PI) and support supervision; enhancing systems for community co-management of health services; and
strengthening systems for workplace safety, and protection and care of the health workforce.
