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.
Subdivisions of Program Areas, these track general higher level sub-classifications of expenditure.
Subdivisions of Major categories, these are the most detailed expenditure data.
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
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: 2010
The strategic goal of the AIDSTAR-Two (II) Malawi Civil Society Organization (CSO) Capacity Building Project is to contribute to the reduction of the spread of HIV/AIDS by strengthening the technical and managerial capacity of local implementers across Malawi in order to enhance the quality and effectiveness of civil societys response to HIV/AIDS in Malawi. This objective supports all four priorities articulated in the PEPFAR Partnership Framework (PF) and addresses the Supporting Human and Institutional Capacity Building cross-cutting component. The projects longer-term vision is to contribute to decreased HIV prevalence and incidence in Malawi, increased capacity of CSOs in Malawi to play a key and effective role within the national response, and a more favorable advocacy and policy environment for HIV prevention, care and support for PLHIV. CSOs are expected to deliver: 1) measurable improvements in leadership, management, governance capacity; 2) meet USG compliance financial and reporting requirements; 3) and show improved capacity and effectiveness in the areas of policy and advocacy to sustain HIV/AIDS services.
Despite progress on health and social issues in Malawi, there are significant structural and capacity barriers to an effective country-led and country-owned response to HIV/AIDS. Success in achieving all the health-related Millennium Development Goals depends on improving health infrastructure, drugs and medical supplies, human resource constraints and community participation in delivery of health care services. Weak staff and institutional capacity in the public sector affects delivery of health and development programs. As such, NGOs and CSOs play a critical role in the countrys development. Numerous NGOs/CSOs work throughout the country across a variety of areas, including health, but their organizational capacity needs to be strengthened in order to expand coverage, improve quality and sustain services. With many successes to celebrate, the CSO impact on health service delivery and health outcomes in Malawi nevertheless has yet to reach its full potential. General findings from a USAID pre-award survey indicate lingering shortcomings and performance gaps in the areas of financial management, governance systems, monitoring and evaluation, and internal administrative controls. OHSS funds will be used to address these barriers by working with local CSOs to build their capacity to demonstrate measurable improvements in leadership, management, governance and compliance with USG and other donors financial and reporting requirements to enhance their capacity and effectiveness in policy, advocacy and governance to sustain HIV/AIDS services in Malawi.By working through existing PEPFAR-funded partners, this project has identified interested CSOs currently working with PEPFAR prime partners and will jointly develop a technical and organizational development plan that will result in improved capacity of these organizations to deliver HIV/AIDS programs, particularly for OVC, in line with the strategic objective of both the local CSO and the strategic programmatic objective of the respective prime partner.