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
Not required
N/A
NA
Following its establishment in 2002, the CDC office has grown and today consists of 2 U.S. direct hires: a
Director, and Deputy Director for Operations. The program however has been without a director for the past
18 months. In addition, to the two direct hires, additional support staff consists of 5 locally engaged staff
(LES) (2 drivers, 1 Admin Assistant, 1 IT Manager, 1 custodian). Technical staff consist of 1 currently
vacant slot for an M&E officer, 1 Epi Data Manager/Surveillance Expert, and 1 Intern/Fellow. These
individuals are all paid with PEPFAR funds. There is ongoing discussion amongst the USG team to expand
the duties of the M&E officer to that of a SI coordinator position. The idea is for the successful candidate to
have broad SI responsibilities across all of the USG agencies (CDC, DOD, and USAID).
In addition to the PEPFAR Initiative, the CDC office also has part administrative responsibility for a
Presidential Malaria Initiative (PMI) advisor in Angola. The CDC office also supports the recently
implemented Avian Influenza Initiative through the shared monitoring and management of the recently
signed Avian Influenza Cooperative Agreement with the MOH. Finally for any and all health threats whether
it is the ongoing cholera problem in Angola or ongoing cases of suspected hemorrhagic fevers or Marburg
or any other emerging threats, the CDC office is responsible for and always called upon to respond
technically and or logistically. There are no plans presently for the CDC Influenza branch to establish a
presence in Angola although authority has been given to the Deputy Director of the office to hire locally to
support the CoAg as the workload increases as expected.
CDC's complete cost of doing business in Angola, otherwise referred to as "Fixed Operations Costs"
"Indirect Costs not tied to any specific strategy" consist of the following in US Dollars.
• Personnel, which include LES (5) and DH staff (2) and contractors (3) are equivalent to $913,000.
• International and national travel is equivalent to $70,000.
• Communications, a satellite for the CDC office, and rents for 2 direct hires as well as a complete set
of household furniture, including a generator for the arriving Chief of Party, is equivalent to $453,000.
• Miscellaneous contractual services, office supplies and equipment are equivalent to $101,000.
