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: 2013 2014 2015 2016 2017
In line with WAD targets, SANKHANI "Smart Choice" will contribute toward reducing the risk of HIV through expansion of VMMC services for 15-49 year old males. The activity will work in 10 districts over five years and provide 131,660 circumcisions. In FY12, MCHIP conducted a successful demonstration campaign in Mulanje circumcising 4,348 males in one month. Reprogrammed funds in FY12 were used to provide technical assistance to World Learning/CHAM in Thyolo District through training, provision of supplies, accreditation of 3 sites, and oversight for a 3-week VMMC campaign circumcising 230 men. Under this new Leader with Associate Award, reprogrammed funds will allow SANKHANI to provide a comprehensive 5 year support to scale up VMMC services in the four PEPFAR focus districts (Phalombe, Thyolo, Mulanje and Blantyre) as well as phased expansion to prioritized SSDI districts (based on MC impact modeling) with GOM agreement.
Key approaches of SANKHANI will include: 1) support to the MOH and partners to strengthen national-level VMMC programming through development of national operational plan, standardized training and quality assurance (QA) packages; 2) efficient and effective scale up of VMMC services to increase access and availability of quality VMMC services via multiple mechanisms including fixed and outreach sites, high-volume campaigns and 3) build capacity of MOH and partners to enhance VMMC monitoring, evaluation and research with a focus on utilization of data to drive efficient programming and decision-making.
In FY13 SANKHANI will conduct a Gap Analysis to identify key gaps and barriers in VMMC programming that are affecting service delivery, coordination between implementing partners, communication, and demand creation. Findings will feed into the recommendations and guidelines to be included in the VMMC operational plan to be developed by MOH and partners with technical support from SANKHANI. SANKHANI will work with the VMMC subgroup to develop a plan that will lay the foundation for national standardization of VMMC service delivery approaches by describing three critical tasks needed to effectively deliver services: 1) Identifying key implementation approaches, technical considerations and target setting; 2) Costing identified approaches based on available funding and commitments from MOH, USAID and other donors; and 3) Tracking progress toward targets and expected results.
In FY13 SANKHANI will develop a comprehensive training plan to train VMMC providers from the four USAID focus districts as well as new districts. SANKHANI will train 60 service providers and 10 additional master trainers to be added to the pool of VMMC service providers in FY13 and additional 90 providers in FY14. To ensure that an adequate number of HTC counselors can be rapidly deployed to meet demand during outreach and campaigns, SANKHANI will train 60 counselors in FY13 and additional 120 counselors in FY14. In FY13 SANKHANI will work with the MOH to revise the National VMMC Training package to ensure trainings teach the latest skills and practices. The new training package will ensure that MOVE principles, the use of diathermy and different modes of service delivery are included.
SANKHANI will work with MOH and CHAM at district and facility levels to rapidly roll out VMMC service provision as part of a comprehensive prevention package. This will include identification, strengthening and supportive supervision of fixed and outreach VMMC sites. The program will ensure that VMMC services provide linkages with HIV care and treatment services for men who test positive, providing immediate STI treatment, and ensuring adherence to VMMC minimum standards. In FY13 19,000 MCs will be done while 26,000 MCs will be done in FY14. SANKHANI will also ensure that all VMMC sites have emergency kits on site.
USAID will continue to pool procurement of basic VMMC commodities through the Supply Chain Management System (SCMS). SANKHANI will play a coordinating role for VMMC commodities by forecasting, placing orders, following up deliveries of commodities and quality control. SANKHANI will liaise with the National AIDS Commission and MOH in coordinating World Bank procured commodities to ensure there is no duplication of efforts and/or opportunities for efficient resource allocation for PEPFAR funded partner activities.
SANKHANI will reproduce and distribute VMMC communication materials developed by the BRIDGE in line with the national VMMC Communications Strategy. In FY13 SANKHANI will liaise with BRIDGE II in planning demand creation activities within the four USAID focus districts. In the other districts SANKHANI will use its community mobilizers in liaison with district health education staff. In FY14 SANKHANI in collaboration with PSI will take lead on demand creation. With the rapid scale up of VMMC, there will be increased generation of medical waste. Therefore, in the last half of FY13 SANKHANI will develop a waste management plan to be rolled out in FY14.
