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.
The lack of sufficient health care workers is the greatest challenge to scale-up and sustainability of service delivery and quality of care. The weak administrative capacity of health training institutions, including medical schools (i.e. Lúrio University, Catholic University in Beira and University of Eduardo Mondlane) and polytechnics (e.g. ISCISA), continues to be a major limiting factor in producing an adequate quantity and quality of health personnel. Likewise the Central Medical Stores (CMAM) requires support to effectively manage its various sources of funding.
This activity will build the financial management capacity of public and private training institutions and CMAM to ensure that they have the policies, procedures and systems in place to adequately manage their various funding sources (e.g. state budget, donor funding, user fees). Where appropriate, the USG will engage private sector partners from the banking sector (e.g. Standard Bank, BIM) and other
companies (e.g. Pfizer) through a public-private partnership (PPP) to provide relevant expertise. This activity will tailor its support in order to enable participating institutions to directly receive USG resources for human resources for health support in FY 2011.
The scope of these partnerships is national. Training institutions will include both public and private facilities, and will include medical schools and polytechnic institutions. CMAM is based in Maputo, buts its reach is national.
This activity will directly contribute to the following goals of the Partnership Framework: Goal 2: By utilizing innovative approaches to mobilize additional resources (Obj 2.2), by engaging private-sector partners (Obj 2.3), and by strengthening the organizational capacity of local institutions to strengthen the multisectoral response to HIV; Goal 3: By improving the capacity and quality of training facilities (Obj 3.1).
These initiatives will contribute to health system strengthening by mobilizing additional resources through the private sector and by providing direct technical assistance in the area of financial management capacity building to key health institutions. This capacity building will have the additional effect of increasing the quality and quantity of human resources for health and commodity management.
This activity impacts key cross-cutting themes. This activity will improve human resources for health by strengthening the capacity and quality of training facilities (e.g. medical schools, polytechnic institutions) through technical assistance provided by private-sector partners. This activity will improve the quality of education in participating institutions by building their capacity to more effectively manage and generate funds.
These partnerships will promote cost efficiency by mobilizing significant private-sector resources for HIV service delivery. As part of the requirements for a PPP, the private-sector resource partner will provide at least a one-to-one match of USG resources through its in-kind and/or cash contribution. This partnership will be sure to capitalize on their unique strategic advantages, including staff, services, structures and unique, enduring relationships with communities.
Next generation indicators will be used to monitor progress and track contribution to USG goals. The USG will also track the private-sector contribution of all PPPs.
This activity will build the financial management capacity of at least two training institutions and CMAM in order to enable them to directly receive USG resources as of FY 2011. This support will have the spillover effect of improving overall financial systems of the participating institutions and by forging enduring links between the private sector and key health services.
Capacity building will be based on a detailed needs assessment of the participating institutions in order to identify unique weaknesses and opportunities within the existing systems and to better tailor technical support. Technical assistance will focus on the operating systems, policies and procedures to adequately manage, monitor and report on various sources of funding. Institutions will improve their capacity to develop unit cost information for planning and budget development. Institutions will be able to relate financial data to performance data and will apply the required controls and tracking for budget execution. Where not already developed, institutions will develop written procedures for financial management, and will have established systems in place for cost accounting records supported by source documentation, disaggregation of costs by source of funding, and progress reporting. Other areas of focus will include organizational structure, network structure, staff capacity and communication. This assistance will prepare the training institutions for an eventual pre-award audit to enable them to directly receive USG funds.
The USG will engage the private-sector to provide this support. USG has experience collaborating with banking institutions to provide financial management TA to USG implementing partners. Private sector
partners will apply their expertise in financial management through formal trainings, ongoing technical support, the development of relevant tools and/or the secondment of staff. These partnerships will meet the 1:1 leverage requirement for PPPs. For those instances where a private-sector partner is not available, USG or a current implementing partner will contract with an agency that has the relevant expertise and experience to providing this type of institutional capacity building.
