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: 2011 2012 2013 2014
The projects goal is to increase Ivoirian capacity for sustainable high-quality care and support for OVC at national, community, and family levels by strengthening the capacities of social welfare centers, OVC coordination platforms, and local NGOs and providing high-quality direct services for OVC and families.
Cost-efficiency strategies include individual intervention plans for OVC and their families based on essential needs and family/community resources, tight geographic focus for subpartners, cooperation agreements with public institutions, use of community resources, and engagement of family networks. Strategies to transition activities to national/local structures include capacity building through joint activities, training, daily coaching, progressive empowerment of subpartners leading to subgrants and eventual graduation, physical presence of AVSI offices at social centers, experience sharing, and agreements with local private companies for OVC advocacy.
Strategies to ensure high-quality M&E include periodic evaluation of social centers and subpartners, a dedicated OVC data management system supplemented by qualitative monitoring, participative M&E systems with social centers and subpartners, training, use of national and AVSI data collection tools, quarterly meetings with local partners, use of database for continuous planning as well as reporting, and external evaluation of psychosocial support and economic strengthening programs.
Vehicles:
Through COP11: 0 (using 2 vehicles from a previous mechanism)
New requests in COP12: 1 ($30,000, all cost-share funds) to provide subpartner TA and monitoring.
Total planned vehicles for life of mechanism: 1
The projects goal is to increase Ivoirian capacity for sustainable care and support for OVC by building capacities of social welfare centers, OVC coordination platforms, and local NGOs and providing high-quality direct services for OVC and families. Successes since its 2008 launch include rapid expansion (supporting 12,818 OVC, 19 subpartners, 5 social centers as of Sept 2011); effective educational support building on OVC family resources; urban horticulture to improve family nutritional and economic status; and exceptional support to families during Cote dIvoires 2011 crisis.
With FY2012 funds, AVSI will provide technical and material support to 9 social centers and 23 local NGOs and care and support for 19,537 OVC (at least 50% girls) in 6,512 families in five sites in Abidjan and Bouake and four new sites. Coverage will reach 5% of OVC nationwide and, by focusing subpartners on their home zones, close to 100% of OVC in supported zones.
Key strategies and activities are based on national policy, PEPFAR guidance, and available evidence, including AVSIs experience in other African countries. They include:
- Support the national OVC program by building capacities of social centers, OVC platforms, and local NGOs through technical assistance, financial and material support, joint activities,, and training/coaching.
- Support quality education for OVC through payment of school costs, integration of OVC in school-based feeding centers, after-school programs, support to schools, and skills training and job placement.
- Improve the health of OVC and families through assured access to health care (including HIV care), immunizations, and anti-parasite care; hygiene kits; and IEC on health and post-trauma topics.
- Improve psychosocial well-being through regular visits at home and school, training of caregivers, and family counseling and coaching.
- Improve care and shelter through minor house repairs, supplies, and IEC on water purification.
- Strengthen economic capacity through income-generation activities (IGAs) building on family/community resources.
- Strengthen OVC protection through legal assistance for birth certificates, IEC on child protection, training on identifying and responding to child abuse, and support or referral for victims of child abuse.
- Improve nutritional status through training and inputs for horticulture, gardening in conjunction with school feeding centers, training to identify and refer malnourished children, food supplements (including replacement milk) in urgent cases, and IEC on food hygiene.
Programming and monitoring are based on measured dimensions of change, such as beneficiary participation, subpartner and community capacity, policy improvements, and well-being of OVC and families. In addition to using the Child Status Index to monitor well-being, AVSI annually evaluates OVC educational outcomes and will evaluate the impact of its IGAs and psychosocial support.
Links with MCH services are strengthened through MOUs with health facilities ensuring access for OVC and their families, as well as IEC and training to promote awareness and referral.
Strategies for improving performance and quality include mentorship, leadership by example, internships for subpartner staff, use of a satellite strategy for reaching additional social centers and subpartners, collaboration agreements with national structures (e.g. training institute for girls), and training and support for horticulture / IGAs.
