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: 2013 2014
The Burundian Ministry of Public Health and Fight against HIV/AIDS (MPLS) leads the implementation of HIV/AIDS programs. However, it still needs the organizational capacity to effectively fulfill this role. Indeed, in its second National Health Plan 2011-2015, the ministry has acknowledged the need to reinforce its leadership as well as ensuring better multi-sectoral collaboration. The implementation of HIV/AIDS activities is also hampered by the weak capacity of the MSPLS to coordinate the financing and activities of all stakeholders in the sector. There is a lack of monitoring, with limited supportive supervision taking place in the field. These challenges exist at the central, provincial, and health district levels.
Within MSPLS, there is recognition of the need to build the capacity of the national HIV/AIDS Program (PNLS) to enable it to better plan, implement and monitor HIV/AIDS programs and activities.
HFGs technical assistance will contribute in addressing the above described challenges by focusing on two main areas:
1.
Strengthen the organizational capacity of the PNLS as a whole to enable it to fulfill its role in leading, managing, monitoring, and coordinating HIV/AIDS activities.
The organizational capacity building approach will be holistic with special emphasis on the PMTCT unit within PNLS. This will enable the PMTCT unit staff to apply what they have learned from the PNLS wide organizational capacity building directly to their day-to-day tasks. Using the experience with the PMTCT unit, HFG will work with other PNLS units in future years to strengthen their capacity in a similar way. In the first year, this activity will focus on the PNLS at the national level. As the management at the national level is strengthened, HFG will extend capacity build
The HFGs overall focus will be to build the capacity of the PNLS to ensure that it can effectively plan, manage and monitor HIV/AIDS activities with specific applications to PMTCT. As illustration, if HFG strengthens planning systems for PNLS, it will then work intensively with the PMTCT Unit to develop its annual PMTCT plan. This approach will allow HFG to respond to the broader capacity strengthening of PNLS as well as the specific PMTCT program.
HFG will take a very comprehensive view of organizational capacity building and will look to improve effectiveness in all areas of the PNLS: leadership and management, planning and budgeting, monitoring and evaluation, supervision, and coordination. This will be a contribution to the governments National HIV/AIDS Strategic Plan 2012-2016 on its key objective related to building the capacity to coordinate, monitor and evaluate HIV/AIDS activities.
HFG will support the MSPLS in costing its HIV/AIDS services, in particular PMTCT services. This technical support combined with the organizational capacity building complement each other in two ways. It will help to strengthen some of PNLSs organizational functions i.e. supporting the costing activity will contribute directly to better planning and budgeting of the PNLS, as well as providing valuable data in order to mobilize additional resources. Secondly, the PNLS will be able to apply what it has learned in organizational capacity building directly to a technical activity e.g. with strengthened leadership and management, the PNLS will plan the costing activity, assemble a qualified team for the costing, assign clear roles and responsibilities to team members, and monitor implementation. HFG will work with the PMTCT unit, as well as other necessary stakeholders, to ensure that they lead and are fully involved in the costing activity, with the ultimate objective of the MSPLS conducting its future costing activities without external assistance. Better costing information on HIV services will enable the PNLS to clearly identify the resources necessary to achieving the targets set in the National Strategic Plan for the Fight against AIDS 2012-2016. These improved budgets will be more accurate and evidence-based, and will be a useful tool to advocate both within and without the governments for increase funding.
