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: 2010 2011 2012 2013 2014 2015
Banja La Mtsogolo (BLM) is an NGO operating nationwide to provide sexual reproductive health services through 31 static clinics and outreach services. BLM will implement an innovative, integrated voluntary medical circumcision (VMMC), HIV testing and counseling (HTC) and family planning (FP) program through a tented outreach service delivery model. Over 4 years, the program will provide 59,100 VMMC, 50,235 HTC services and 75,600 FP services (funded by USG FP funds) in three high prevalence Southern districts. VMMC scale up is a key evidence-based prevention strategy in accordance with our PFIP and the National Action Framework.
Leveraging FP services, MC implementation will build on existing community health workers and communications activities to generate demand for FP services, including couples HTC. The platform will provide feedback on service uptake, potentially reducing discontinuation rates among FP acceptors and assisting men to adhere to post MC abstinence instructions. Utilizing elements of the MOVE model to optimize efficiency will include pre-packed consumable kits, multiple beds, increased task shifting of the services to nursing cadres, use of diathermy, increased surgical stations, and close collaboration with community based communications partners for steady demand at service sites. In later years, BLM will engage partners to pilot and integrate neonatal circumcision into the national Maternal and Neonatal Health program.
Alongside MOH, BLM will collect routine VMMC information, thus feeding into measuring progress and informing program strategy. BLM will undertake studies to look at post circumcision sexual activity and complications rates to further inform program quality.
BLM is requesting no vehicles FY12.
Banja La Mtsogolo (BLM) will use FY12 resources to continue implementing an integrated VMMC, HTC and FP program, through expanded partnerships, for seasonal campaigns to reach an additional 21,000 circumcisions.
In FY11, BLM will deliver 9,880 VMMCs using five outreach teams in Mulanje, Phalombe and Thyolo, working in close partnership with BRIDGE II to do targeted community mobilization and demand creation. Key activities in year one include efficient and cost-effective procurement, recruiting qualified staff, providing a thorough induction and project orientation, delivering quality training, robust clinical supervision and project monitoring, and effective logistical support. The training will comprise: core skills, namely client focus, infection prevention and emergency preparedness; VMMC; and HTC and community mobilization.
BLM will work closely with other public and private VMMC providers, such as Christian Health Association of Malawi, Jhpiego, Population Services International and the Government of Malawi, to achieve the saturation goals set out in Malawi's VMMC implementation plan in high HIV prevalence districts. Additionally, BLM will draw from its experience working with private sector healthcare providers in the BlueStar social franchise to further strengthen the human resource commitment to MC scale-up in Malawi. BLM will pilot an approach to utilize skills found amongst franchisees to offer MC in line with WHO minimum standards to further increase human resource capacity of outreach teams during campaign seasons allowing surgical volumes to increase without the need to employ additional staff on a full time basis.
