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.
Result: increased access to and availability of VCT services through institutional capacity building of the
Tebelopele VCT Center network; integrate VCT in selected FBO/CBO/NGO services
Input: Through a competitive bidding process, the Academy for Educational Development (AED) was
awarded a Task Order Contract to build the management (financial, human resources and public relations)
capacity of Tebelopele to provide quality VCT services as an independent indigenous NGO, and serve as a
model for expansion of these services to other settings including public and civil society agencies. In a
period of 14 months (August 2004 to September 30th 2005), AED will support Tebelopele VCT centers to
achieve management capacity for ongoing VCT service delivery. The USG through, HHS/CDC/BOTUSA,
will provide funding and technical support to AED in building the organizational capacity of Tebelopele.
Activities/Outputs: From January 2005 through September 30, 2005, AED will be responsible for
establishing administrative, personnel and finance systems for the organizational capacity development of
the newly established Tebelopele VCT centers NGO. Through this project, Tebelopele will establish
accounting policies and procedures, a personnel manual and payroll system for over 100 local employees,
and a business (or strategic plan) for the next five years for consolidation and expansion of quality VCT
services throughout Botswana. AED will also strengthen the capacity of Tebelopele VCT centers to
manage its information system to generate timely monthly, quarterly and annual reports on key program
and national indicators. During post-test counseling, HIV infected clients are counseled about positive living,
and using a referral form developed through networking, these clients will be referred to existing providers
of care, treatment and support services. Referral linkages will be further strengthened through joint periodic
reviews with key partners and providers.
Outcome: Restructuring and building the organizational capacity of Tebelopele will enable it to grow and
become a self-sustaining indigenous organization, acting as a model for government and civil society in
providing VCT services. Tebelopele's contribution to President Mogae's call for an "AIDS free generation
and no new infections by 2016" through provision of quality VCT services and referral of HIV infected
individuals to treatment and care services will expand and grow stronger. Thousands of Batswana will learn
their HIV status with pre-and post-test counseling from the Tebelopele centers. Clients will be helped to
develop risk-reduction plans suitable to their life situations, and infected people counseled about positive
living and referred as appropriate.
