Project Title: Strategic Information/Evaluation (SI)
Budget: FY 2007 GHAI: $12,742,000
Implementing Mechanism: United States Government (USG) Agency (HHS, USAID, DOD, Census Bureau, State Department, Peace Corps) Cooperative Agreements, Contracts and Grants.
Contact Person(s): Kathy Marconi (OGAC)
Strategic Information measures progress toward the Emergency Plan�s 2-7-10 goals through surveillance and surveys, management information, program monitoring and evaluation. Counts of progress toward two million people supported in treatment and ten million individuals in care, including orphans, and vulnerable children are measured semi-annually. The goal of averting seven million infections is estimated using surveillance and survey data. In addition to reporting results, Strategic Information supports field target setting activities and capacity building efforts in these technical areas. Work is done in coordination with technical staff of other international donors. The SI budget funds multiple USG agencies to implement these technical efforts. USG agency SI work plans are defined jointly by technical working groups (TWGs) that include health management information systems (HMIS), monitoring and evaluation, and surveillance.
FY 2007 Program:
In FY 2007, the SI program has four priorities, as described below.
- Providing support to international agencies and host countries for program management and reporting systems: A priority of the SI TWGs will continue to be building capacity of national government systems to effectively manage their HIV/AIDS programs. Having strong national systems will also be key to sustainability. To date, much of the focus of routine reporting at country level has been on facility-based service delivery, primarily at the hospital level. Much progress has been made, but the SI TWGs will continue to work to strengthen these systems. In addition, an increasing number of services are now being managed at the community level, often by small, discrete CBOs. Developing and implementing effective program monitoring systems across this set of providers is challenging, particularly since reporting burden falls disproportionately on these smaller organizations. SI will work with other programmatic TWGs to develop requirements for and support of community program monitoring. Additional support will be provided to strengthen surveillance systems in countries. Work with the World Health Organization, UNAIDS, The World Bank, and the Global Fund will continue on identifying common information management standards and content for use by all partners working in HIV.
- Access to and use of surveillance, survey and PEPFAR programmatic information to improve design and focus of programs: The PEPFAR program has expanded rapidly over the past three years, and commensurate informational needs, both for program monitoring and evaluation as well as for day to day management, have increased in scope and complexity. While the COPRS has allowed for data capture, its current structure has not been as well-suited to its role as a system of record. As the COPRS also will have to be integrated with the new Department of State FACTS over the next year, it is an opportune time to address some of these design issues. Efforts will be directed toward strengthening country team utilization of COPRS and country-based survey and surveillance data to rationalize decisions around the placement and design of programs. Further work with data quality issues will continue, and countries will be supported with their own requests for analyses. Modeling efforts for infections averted, in addition to modifications to RupHIVAIDS, will continue.
- Use of information by service providers to improve the quality of service delivery and improve outcomes: Rapid scale-up of treatment and care presents a number of operational challenges that can potentially affect the quality of services and the overall outcomes. Two characteristics of managing a complex chronic disease such as HIV/AIDS are the need for services to be delivered consistently and the need for coherent integration of services, both at the individual level over time as well as across populations. In order to provide for these requirements, well developed systems at the service provision level are essential. Yet in many of the countries that PEPFAR supports, record systems are weak or effectively non-existent. Recently, WHO has published guidelines for the development of clinically-focused record systems in developing countries. Activities this year will extend those guidelines to the operational level as well as expand their scope to link with other key program areas.
- Ensure management, staffing, and capacity of strategic information units are appropriate to country contexts: Information from countries � through the COPS, SI Advisors, or in-country staff � demonstrates that SI staffing is often inadequate in the countries, either in numeric or qualitative capacities. This same issue will intensify as country programs and budgets grow in the upcoming years. The OGAC Staffing for Results initiative will guide responses to the more generic problems regarding sufficient numbers of personnel, but supporting the quality of SI staff and their work remains of paramount concern. A coordinated capacity building initiative will be implemented to strengthen SI Advisor and Liaison knowledge of PEPFAR procedures and of the relevant spectrum of M&E, survey and surveillance, and HMIS issues. Methods will include a variety of internet and telecommunication modalities, offering appropriate curricula and other reference documents. OGAC and agency HQ support of country SI activities will expand through reorganization of SI Advisor teams, greater use of electronic media, and direct country activities.
This program will contribute to achieving critical Emergency Plan goals, including supporting prevention of seven million new HIV infections; supporting treatment for two million HIV-infected individuals; and supporting care for ten million people infected or affected by HIV/AIDS, including orphans and vulnerable children.
Time Frame: FY 2007 � FY 2008