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
This IM will strengthen leadership capacity for the national HIV and AIDS responses in the Caribbean as well public health leadership in general, over the long term. The Caribbean Health Leadership Institute (CHLI) based at the University of the West Indies in Jamaica was established in response to an identified need to strengthen the skills, competence and effectiveness of individuals who are leaders in the health sector and particularly those who lead HIV/AIDS programs in 2008. CHLI targets established and emerging leaders from the entire Caribbean region, while utilizing USG financial resources to support scholars from the 12 Partnership Framework (PF) countries only. The CHLI program supports the goals of the PF by strengthening health systems through the development of human capacity to optimize efficiency and effectiveness of health service delivery, as well as contribute to sustainability of health programs. An average of 25 scholars graduated from the program in March 2009, 2010 and 2011 and the 4th cohort of 35 persons are in training.The first evaluation of CHLI was conducted in 20120 to determine utilization of graduates and the impact of their training in the areas where they work. A second evaluation is currently being done. This COAG will end in September 2012. However the 5th and last cohort will complete the training in February 2013 and alternative funding is being sought to cover the last 5 months of the program. Sustainability is a key issue for CHLI and discussions are ongoing to determine appropriate strategies for continuing leadership training after the COAG ends. Already some of the CHLI modules are being incorporated into other health programs offered at the UWI such as the Dr.PH.
This project addresses the shortage of leaders for efficient implementation of effective, sustainable HIV/AIDS and other public health programs. The existing Cooperative Agreement (2007 2012) provides funding for train 5 cohorts of scholars. In the 5th and final year of the project, the institute will continue to further leadership development among persons working in the health services of Caribbean countries, with emphasis on persons working in national and regional HIV and HIV/Tuberculosis programs; Continue to build a cadre of mentors who will work with successive groups of CHLI scholars; Assess the suitability of the shorter model of leadership training as a way of extending the influence of CHLI; Continue providing logistic and technical support to the CHLI Alumni Network and strengthen relationships with UWI and CHART for sustainability of leadership training. Already some modules of the CHLI program are being integrated into the Universitys Dr.PH program. Specific activities include residential retreats for cohort 4 in November 2011 and for cohort 5 in April 2012; Piloting of the shorter model of leadership training for which participants will be required to pay course fees; Completion and dissemination of the second CHLI evaluation; On-going support for the mentors who work with successive groups of CHLI scholars and graduates. In the final months of the project, attention will be given to meeting the close out requirements of the cooperative agreement.National governments and regional organizations, specifically PAHO, have consistently provided funding to subsidize participants, who are required to pay a registration fee to cover some of their course expenses. Measures to evlauate program success include: The proportion of CHLI graduates reporting gains in knowledge, skills, and attitudes related to leadership development attributable; Reports from peers and supervisors of CHLI graduates indicating leadership behavior change post-CHLI training; Proportion of CHLI graduates demonstrating proof of contribution to health systems strengthening through participating in planning and/or policy determination at national or regional levels.
