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.
Summary
In FY 2008, an ASPH Fellow will be recruited to assist MACRO manage their training, static HCT services,
outreach HCT services, ambulatory treatment programs, and to mentor staff.
Background
Over the past 5 years USG-Malawi has provided direct financial and technical support to MACRO, one of
the most renowned HCT service providers in the country. MACRO has expanded her portfolio to include
training of counselors and testers for both public and private sector institutions. They have also expanded
their services to include outreach programs over and beyond the static sites for which they are well known.
In FY 2007 MARCO began providing ambulatory ART treatment services at some of their sites. With funds
from the USG-Malawi, MACRO completed the construction of a multi-purpose HIV/AIDS Service Delivery
center in Mzuzu. This center will address their training, static CT services, outreach HCT services, as well
as their ambulatory treatment program needs for the northern region of the country. In FY 2008 a similar
center will be constructed in Lilongwe to service the central region of the country. The management of these
projects by MACRO is becoming increasingly complex. The candidate has been recruited as an ASPH
fellow to assist MACRO as well as mentor critical staff to manage these programs. The Fellow will be
working with MACRO in three major areas;
i. Strategic re-organization of MACRO to help them meet their expanding service portfolio
ii. Expansion of their training curriculum and agenda to meet the increasing demand of trained counselors
especially counselors trained in provider-
initiated HCT in the country
iii. Expansion of their HCT outreach program to help increase access to HCT services and referral of clients
to care and treatment services.
Activity 1:
The fellow will work with the board of trustees and the technical staff of MACRO to develop and updated a
strategic plan that addresses the key issues of integrating HCT and ART treatment services at their sites.
The Fellow will work with them to balance their portfolio between HCT services, training, and ART provision.
The Fellow will help them organize their staffing footprint to better reflect their programmatic needs. The
Fellow will work with MACRO leadership to improve and consolidate the quality of their services at static
HCT sites at the same time work with them to re-invigorate the focus on expanding services to clients
through outreach and referral.
Activity 2:
The Fellow will work with the training staff at MACRO to update their training curriculum ensuring that it
includes provider-initiated HCT. The Fellow will help them plan and implement their HCT trainings as an
expert resource and faculty to the trainers. The Fellow will help establish a system to monitoring the quality
of training as part of exit competency. The Fellow will help provide shorter refresher training courses for
already certified HCT providers.
Activity 3:
The Fellow will work with MACRO service providers to map outreach HCT service needs for different
regions of the country where MACRO has a presence. The Fellow will work with them to develop and
implement plans to provide outreach services in a systematic manner. The Fellow will work with them to set
monthly targets and help them achieve those targets. The Fellow will establish a monitoring plan that would
help track accomplishments and advise on periodic adjustments and distribution of resources.
