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 2014 2015 2016 2017
Mayo Clinic, as a contracted partner, has worked on HIV/AIDS continuing medical education (CME) activities in Ethiopia. This is listed as a new activity due to change in mechanism. The goal of Mayo Clinic's CME program for HIV/AIDS is to improve quality and efficiency of HIV service delivery by updating the skills and knowledge primarily of physicians and nurses. CME is an element of the MOHs Human Resources for Health (HRH) strategy and is aligned with the goals of the GOE and USG HIV/AIDS Partnership Framework and Global Health Initiative. Mayo Clinic has developed an innovative evidence-based curriculum approach that will be further developed in order to standardize and systematize HIV/AIDS CME training. The program will be implemented nationwide where internet access is available and where internet access is limited, JHPIEGO will work with regional authorities and institutions on ways to directly train while working to develop their capacity. USAID is competing a Human Resources for Health FOA that includes the development of an overall system for credentialing and accrediting health professionals. Mayo Clinics emphasis on quality assurance and relevant content is a key element of credentialing and may serve as a platform for the development of the broader system. Although the professional associations support CME, they are in need of being strengthened technically and organizationally. As the capacity of professional associations improves technically and organizationally, the USG will transfer more of the responsibility for CME to them. The effectiveness of the HIV/AIDS CME program will be measured through pre and post measures, number of learners beginning and completing a course, and annual growth trend in program participation per learner levels.
Mayo aims to improve the performance of healthcare practitioners, and improve the quality and efficiency of health service delivery through the provision of continuing medical education for HIV/AIDS. Currently there is not a uniform system for developing the content of HIV/AIDS CME materials. While there are active professional associations, they lack the capacity and resources to develop a strong system for offering CME for all health provider cadres. Mayo Clinic will focus on content and quality assurance of CME. It is complemented by JHPIEGO whos focus is on developing the system for offering HIV/AIDS CME activities for physicians and nurses. Mayo Clinic will focus on the content of the CME and delivering the on-line education, reviewing all other partner CME activities, developing and revising the content of CME activities and instructional media tools, developing quality assurance activities to see if health providers are using new information in order to assure that CME is competency based and supporting the capacity building health care providers. Other USG implementing partners will be leveraged to support a single HIV/AIDS CME system. USAID, in FY12, is launching an Human Resources for Health (HRH) program that includes the development of an overall system for credentialing and accrediting health professionals. The HIV/AIDS focused CME program will be an element of the overall system and may serve as a content model for it. As the comprehensive CME system develops and professional associations strengthen, it is likely that the level of support needed for the HIV/AIDS specific CME partners will diminish. Development of the organizational capacity of professional associations is also an element of the Human Resources for Health FOA with a goal of these organizations eventually managing CME program delivery. Currently the USG is supporting both the technical and organizational capacity of various professional associations such as Ethiopian Medical Association, Ethiopian Nursing Association, and Ethiopian Public Health Association. As the capacity of these and other professional associations strengthen, we could transfer more of the responsibility for the CME system to them.
