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.
The goal of the follow-on to Health Systems 20/20 is to provide costing tools and sustainability analysis models to key stakeholders including the FMOH, FHAPCO, Federal Ministry of Finance (MOF) and others in order to assess HIV/AIDS program sustainability in Ethiopia. The activity will provide capacity building technical assistance to MOH, FHAPCO and other national and sub-national stakeholders on the use of available analytical tools and models for costing resource requirements to inform short-, medium- and long-term policy decisions. This is aligned with the PF intention to consider costing implications & feasibility as well as the GHI health system strengthening strategy to strengthen decision-making by costing analyses and other financial surveys. In addition, the TBD partner will conduct analysis of pricing and affordability of HIV/AIDS services in private and public facilities including unit cost of services. This will provide critical data on resource requirements for HIV/AIDS programs in the short-, medium- and long-term and under different policy scenarios. The results will inform the national health system in taking alternative policy decisions during planning, financing and resource allocations to ensure sustainability of HIV/AIDS programs in the country. The program will also build the capacity of local institutions to conduct periodic program costing and sustainability assessments for a more strategic decision-making. This mechanism provides targeted technical support (e.g. costing the GOEs national strategy), largely through expat TDYs. No vehicle is anticipated
The goal of this program is to provide costing tools and sustainability analysis models to key stakeholders including the MOH, FHAPCO, Federal Ministry of Finance (MOF) and others in order to assess HIV/AIDS program sustainability in Ethiopia. The program will work with key stakeholders from the MOH, FHAPCO, MOF, WHO, World Bank, UNAIDS, UNICEF, CHAI, and other local and international CSO. This may also have a spill-over effect for other health programs and the strengthening of the health system mgmt and leadership in general. USAID provides key tools and data to the GOE for planning and decision making by conducting costing and sustainability analyses of its national strategies and plans. HAPCOs plan to implement and scale-up HIV/AIDS activities in Ethiopia is articulated in the Strategic Plan for Intensifying Multi-sectoral HIV and AIDS Response in Ethiopia II (SPM II) 2010 2014. Through the HS 20/20 project, USAID provided TA in costing SPM-II. The five-year estimated cost of implementing SPM-II is over $4 billion USD. SPM II has very ambitious targets in line with the GOEs policy of universal access to HIV/AIDSrelated services. A next step to the SPM-II costing will be to develop a financing plan and gap analysis to assist the GOE in prioritization of activities and for planning. The program will assist the GOE to conduct a resource mapping of commitments and budget available from all sources for implementation of SPM-II. Following this, a more in-depth sustainability analysis (covering both finance and HR capabilities of the GOE) will be conducted to examine programmatic achievability against anticipated resources. The analysis will attempt to answer questions related to sustainability of the HIV/AIDS program in the country: 1) What resources are available for the HIV/AIDS program, and how are they earmarked for the various service delivery areas? 2) What financial and human resources will be required to deliver HIV/AIDS services under various scenarios of program scale-up? 3) What future scale-up plans are sustainable and hence feasible and what needs to be done to make higher levels of scale-up possible? and 4) what are the impacts of different interventions in terms of effectiveness and benefits?
