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
CDC ICASS accounts for 18%, salaries for 48%, residences for direct hires accounts for 24% and
miscellaneous expenses account for 10% of the fixed operations costs; total ICASS costs for CDC is
$331,000. These figures clearly indicate that Luanda, Angola is a very expensive place to do business.
Recently a residential annual lease was signed at post for more than $198,000 indicating that the costs are
indeed exorbitant in Luanda especially for housing. Although ICASS is also a significant portion of our
budget, Luanda, an ICASS ‘lite' post, does not allow the option of picking and choosing ICASS specific
services. It is an all or nothing structure inadequate to serve the interest of our relatively small CDC office.
The Comforce contractors at post are also pricey due to the high (26%) overhead charged by Comforce in
exchange for relatively little. The CDC office cares for all of their arrangements and logistics. In Angola,
Comforce does not have the means to assist assignees with housing, work permits, transportation, etc.
Operations costs have in the past been paid for by HHS/CDC core funds which are still part of the overall
country budget with the GHAI funds generally allocated for programmatic activities.