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.
Project Hope will continue to provide care, support and protection for OVC and their caregivers by strengthening the coping capabilities of household and communities caring for OVC by: improving economic status and quality of living for OVC and caregivers; strengthening capacity of families to provide care and support; establishing community networks linking support services; and establishing replicable models for strengthening the ability of households to care and support OVC. The premise of activities is based upon working with the existing Village Health Banks (VHB) and forming new VHBs. Activities include training volunteers from the VHB to provide OVC services to the participating households of the VHB including micro-credit activities. Project Hope will also provide training and support to families of OVC in such partner organizations as the National Institute of Social Action (INAS), Chikua, and Vukoxa.
Members of the VHBs are caregivers of OVCs identified by INAS, CBOs, and community leaders. These members are given loans for income generating activities for their households. During bi-weekly meetings, VHB participants receive health education information, including HIV/AIDS, and specific education focused on caring for OVC. This OVC curriculum covers the multiple domains of the 6 essential services and takes eight months to complete. Also, information and linkages to where caregivers can access services are shared with the members.
In FY06, Project Hope started to use a new data collection tool to gather information about the households that are being supported by their program. The tool tracks what essential services are being received by each child served in the program. The system also includes indicators assessing the success of VHB in improving household economic stability. It gives caregivers, the communities and the partner a better picture of the needs of the families they serve from an economical stand point and helps to identify what areas of services need to be strengthened. One outcome of this effort was the establishment of a community garden for families who cared for OVC in Mocuba. Also through collaborative means, Project Hope was able to engage strong support from the local government that included assistance in identifying local leaders to be trained on OVC issues as a way of further mobilizing community efforts.
In FY07 Project Hope will provide 17,000 orphans and vulnerable children with six essential services as defined by the USG in conjunction with the Ministry of Women and Social Action and train 1,133 people to provide these services. This will be accomplished by a multi-pronged approach with the basis being the creation of new VHBs and the expansion of their volunteer cadre and partner networks. Also Project Hope is planning an external assessment to look at the issue of improving quality in the services being provided.
Project Hope will sign a total of seven memorandums of understanding with partners to continue to conduct needs assessments of OVC households from project partners and complete explicit agreements regarding the scope and volume of services to be provided by each partner. Also Project Hope will continue to participate in district level monthly forum on OVC issues to effectively coordinate efforts amongst all stakeholders, raise awareness about OVC, mobilize additional community resources and identify potential program partners. Key partners in this activity include MMAS, DMAS, INAS, PSA, IBIS, Habitat for Humanity, Vukoxa, Chikua, Independent Presbyterian Church, and the Anglican Church of Mocuba. These district level forums feed into potential provincial level forums and provide information for national level meetings.
