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: 2008 2009
THIS IS A NEW ACTIVITY.
1. LIST OF RELATED ACTIVITIES
This activity is related to the USAID new activities on leadership and management and mapping of
HIV/AIDS service delivery points and all APHIA activities.
2. ACTIVITY DESCRIPTION
This activity will strengthen the leadership and management capacity of networks (for example, the Inter
Religious Council of Kenya which brings together 7 different religious networks) that support the effective
and efficient delivery of HIV/AIDS services. Using existing diagnostic tools such as the Management and
Organizational Sustainability Tool (MOST) for networks, MSH will identify priority management systems
strengthening needs. MOST for networks is a participatory management diagnostic process that enables
managers to develop a management capacity profile for their organization and network and a prioritized
action plan for improvement. Through the MOST process, these networks will assess the current status of
their management systems, identify feasible changes that will make their network more efficient and
effective, develop specific plans to implement the changes and generate staff buy-in needed to support
management systems improvements. This activity will provide on-going technical assistance to support
these management systems improvements. This activity will also develop and implement a grant-making
mechanism to support the networks in financing their management improvement initiatives. The objective
is to rapidly distribute funds to implement management improvement initiatives that support the effective
and efficient delivery of HIV/AIDS services using a network of service delivery points. This funding
mechanism will provide 6-12 months grants for urgent and bridging activities to develop and implement
management systems of networks. Groups seeking funding will submit a letter describing the concept and
an application via email or fax, reducing delays and application-related costs. The concept letter will include
an assessment of the current status of network processes, a determination of feasible changes that will
make the network more effective, a description of the plans to implement the changes including a
memorandum of understanding among network members. Because the identification of the initiative will
require leadership and the use of leadership and management tools, for COP'08, the rapid grant
mechanism will only be available to organizations in the four provinces that are included in the management
and leadership program.
3. CONTRIBUTION TO OVERALL PROGRAM AREA
This activity will improve sustainability by strengthening the management systems of government
organizations and indigenous organizations providing HIV/AIDS services.
4. LINKS TO OTHER ACTIVITIES
5. EMPHASIS AREA
This activity will provide grants to initiatives that strengthen the management of HIV/AIDS networks at sub-
national levels.
6. TARGETS
Number of local organizations provided with technical assistance for HIV-related policy development (N/A)
Number of local organizations provided with technical assistance for HIV-related institutional capacity
building- 21
Number of individuals trained in HIV-related policy development (N/A)
Number of individuals trained in HIV-related institutional capacity building- 63
Number of individuals trained in HIV-related stigma and discrimination reduction (N/A)
Number of individuals trained in HIV-related community mobilization for prevention, care and/or treatment
(N/A)
This activity is linked to USAID's new activity on network management grants and the CDC's new activity on
a fellowship program.
Resources for HIV/AIDS from internal and external sources have been increasing even as funding gaps are
continually identified. This activity will support the development of leadership and management capacities of
Emergency Plan partners for making the best use of existing resources and for mobilizing new resources. It
will develop the skills and competencies of managers to lead, to find solutions to challenges and achieve
results. The primary goal is to increase the sustainability of Emergency Plan interventions by developing
strong leadership. Toward this end, two types of leadership development programs will be implemented. i)
The Senior Development Leadership Program will target senior leaders of NGOs and the public sector at
the province level. The program will be implemented within a 6-month period. It will adopt the training
approach of the program for national-level leaders by the Executive Leadership Initiative (ELI), a public-
private partnership between The Bill and Melinda Gates Foundation, the MSH, the East, Central, and
Southern Africa Health Community (ECSA-HC), and the Kenya Institute of Administration (KIA). Under
COP'08, the leadership program will be conducted for two groups, each working in two provinces for a total
of 4 provinces. Participants from each province will include two senior officers of the provincial health office,
two senior managers of the APHIA II project, at most two new senior staff hired to replace staff that
transferred to USG partner organizations and a senior leader each from at most four other major partners
operating in the province including faith-based and private organizations. The implementation of the
leadership program will consist of inter-province leadership dialogues, province-specific leaders' workshops,
coaching and follow-up support. The inter-province leadership dialogues will impart proven leading and
managing practices aimed at enhancing the skills of senior leaders to effectively use resources, mobilize
resources, build partnerships, and utilize systematic approaches to decision making for improved HIV/AIDS
program results. They will also provide the opportunity for collaborative learning and problem solving among
participating provinces. Between each inter-province dialogue, two provincial leaders' workshops will take
place, about 6 weeks apart, during which the senior leaders will work with their implementation teams on
validating and further elaborating the leadership and management development efforts initiated during the
dialogues. Additionally, if the provincial teams consider it helpful, coaching will be provided through MSH's
LeaderNet website, email, fax, CD-ROM, phone and face-to-face meetings. ii) Front-line Leadership
Development Program will be geared to public and NGO managers at the district and community levels
targeting those providing a network of services. The leadership program will be implemented within a 6-
month time period. This activity will provide technical assistance to the MOH to train provincial level
facilitators in the four provinces identified in activity Senior Development Leadership Program described
above. The TOT will be conducted in order to roll out the program to the districts. The facilitators will be
trained to teach modules on leadership and to guide weekly sessions with their district management teams.
3. CONTRIBUTION TO OVERALL PROGRAM AREA This activity improves sustainability of HIV/AIDS
programs through skilled management and inspired leadership of Emergency Plan partners.
4. LINKS TO OTHER ACTIVITIES This activity is linked to USAID's new activity on network management
grants and the CDC's new activity on a fellowship program.
This activity will build leadership and management capacities of government organizations and indigenous
organizations providing HIV/AIDS services.
building - 64
Number of individuals trained in HIV-related institutional capacity building- 432
