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: 2012 2013
MSH links to the following PFIP objectives: Improve the human and institutional capacity of the MoH and NGOs to respond to the HIV epidemic and HIV and AIDS health systems strengthened and integrated to improve health outcomes and developmental action in Swaziland . The BLC project works to build the capacity of local institutions in the delivery of HIV/AIDS services in the region. With BLC support, such institutions will progress to the point where they are able to attract and effectively manage funding received directly from the US government and other donors. Through MSH, PEPFAR will continue to provide USG's in-kind contribution to the CCM, in addition to providing necessary program management, technical assistance and tools. MSH will also provide necessary technical assistance and tools to help the Advisor improve grant alignment and leveraging of Global Fund grants with HIV donor activities, in particular PEPFAR resources. BLC will support other training and coordination activities as determined in consultation with the CCM and NERCHA. For the capacity-building activities described above, MSH will not receive additional funding inputs from other donors, host government and/or civil society - these activities are funded entirely by PEPFAR.
The ESI project will provide a broad program of technical assistance and other targeted project support to improve the quality, availability and use of Strategic Information (SI) under the MoHs Strategic Information Department (SID). The SI activity will contribute to strengthening programs, improving accountability and reporting, and information sharing within PEPFAR partners. IHM will implement an integrated data review and information products generation strategy to address this activity. Data reviews are collaborative exercises whereby M&E officers in the SID will work collaboratively with IHM to implement a strategy of engaging health program management teams (i.e. program managers and technical leads) within the programs in manipulating and preparing health data to be presented in targeted fora in the format of technical and professional presentations and monthly or quarterly review reports demonstrating program development and growth or attainment of program milestones or targets. A key output of these review sessions will be a publishable presentation or technical report documenting the processes undertaken. IHM will provide mentorship support in structuring, facilitating and documenting these processes. IHM will support and mentor the SID to institutionalize a standard process for generating information products. IHM worked with the SID in 2010 to develop an evaluation capacity development strategy that was included in the MoH M&E framework. The strategy calls for the establishment of an Office of Evaluations and Operations Research within the SID. IHM will provide technical support in the form of a senior technical advisor to: (i) establish collaborative partnerships with targeted centers for excellence within the region and abroad to enable SID to access already established evaluative expertise, (ii) mentor at least two officers assigned by SID to understudy the senior technical advisor as part of ensuring sustainability, and (iii) institutionalize a culture of self-examination, experimentation and driving program improvement based on evaluative evidence through the implementation of at least one evaluation study and one operations research activity within the first year of establishing the office.
MSH is working with Swazilands CCM and with NERCHA as a Global Fund Principle Recipient. To maintain cost-effectiveness and streamline operations, MSH corporate policy requires that, to the extent practicable, all projects in any country are co-located in the same offices and are supported by a common operational platform. While the Building Local Capacity Project does not have permanent staff in Swaziland, operations are supported by MSHs Strengthening Pharmaceutical Systems (SPS) Project with offices in Mbabane. The work with the CCM and NERCHA anticipates a higher level of technical assistance and other resource inputs in the first two to three years, with such support tapering off in the out years. Performance benchmarks include: i) development of HR plans for the adequate staffing of the CCM secretariat and NERCHA Global Fund management unit (GMU); and ii) orientation and training of staff from NERCHAs GMU, including sub-recipients and other implementing partners, on Global Fund systems, processes and reporting.
