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: 2012 2013
Recognizing the need to ensure that the efforts and achievements made in previous COP years are sustained and that CSOs can continue to provide services to OVC as well as be a voice to advocate for children rights, CUBS have also built the organizational capacities of the CSOs earlier engaged on the project through ensuring that they have systems and processes to guide their operations. These CSOs now have well developed and clearly articulated policy manuals on operations, management, finance and HR. These achievements have enabled CSOs to secure public and private funding, further supporting CUBSs exit strategy as well as enabling them to broaden their scope to becoming sustainable entities. For the newly contracted CSOs, CUBS will in COP12, concentrate efforts towards laying necessary foundation for delivery of quality services, while continuing to build their technical and organizational capacities.
Owing from capacity building efforts of COP11, over 20,000 OVC have been provided with a minimum of 3 services. In order for continuation of services, project has introduced community based and data driven household economic strengthening (HES) support to female heads of households. Post-trainings, material support has been provided to over 200 female caregivers enabling them to improve the wellbeing of OVC under their care.
Since all of these efforts were geared towards ensuring that institutional and systems change will take place so that there is a better and dynamic structure at state level, CUBS have also been strengthening capacity of state ministry of women affairs to understand and carry out their coordination functions. These activities will continue in COP12.
With 38 civil society organizations contracted and provided with grants to provide services to OVC, the major part of our contract budget will go towards the grants. Since the majority of these CSOs have limited organizational and technical capacity, a major part of our activity will be building and strengthening these capacities, in particular the organizational capacity to enable them function even beyond the project life span. The project is also demonstrating a number of models that will in the long run encourage ownership and sustainability through empowerment. Our economic strengthening activities is based on needs and guided by assessments that demonstrate where the greatest impact will be for funds expended. Particular attention will however be paid to building the economic stability of households so that parents and caregivers are able to provide for their children's long term needs; retaining children in school, and working with local governments to establish strong child welfare and proctection systems. We will also be spending significant funds and time in getting state and non state partners including community, traditional and religious leaders to begin to discuss how they will cater to the varying needs of OVC in their community. We are using education as one such need of the OVC that if met can empower and help ensure that the child has a better chance of being successful in life. Our gender focused programming is a component that absorbs about 20% of our funds as we target both female adolescent OVC as well as female heads of households with various interventions to bring their needs to the fore and help reduce the burden of care on them. In the 11 states where we are programming, we will utilize a portion of our resources towards systems strengthening for the ministry of women affairs at state and local government level. Funds will be expended in expanding coordination functions through support to set up child protection networks and OVC forums while building the capacity of the memberships of such fora to better carry out their functions. The project is supporting the federal government with a social welfare systems strengthening efforts towards developing a more needs based and demand driven human resource structure from local government level up to state levels to ensure that the structure and human resources needed are informed based on the needs on the ground.
