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.
Partnership Framework Planning
1. Support for HIV financial situation assessment through the provision of in-country capacity building
(MOH), $100,000
PEPFAR Rwanda is developing a Partnership Framework for the next five years. Technical assistance is
required to facilitate the process.
Background
Rwandan Health Sector has recently undertaken a strategic planning exercise as the national health sector
strategic Plan (HSSP I) period came to an end. The follow on Strategic Plan for the Health Sector (HSSP II)
was developed with extensive stakeholder contribution, particularly PEPFAR Rwanda and its implementing
partners. Contribution focused on the identification and justification of strategic interventions, indicator
development and target setting. Simultaneously sub-strategic plans were developed. Support was provided
through the USG PEPFAR team for development of the HIV, TB, and M&E and HMIS sub- strategic plans.
On finalization of the various plans a costing exercise began. This process involved the use of the Joint
Annual Work Plan, a database of costed activities at National and District level for all health sector partners.
This process contributed to the gap analysis required for the Global Fund National Strategy Application.
Objective
The Ministry of Health currently has two health economists; one recently promoted to the position of director
of planning and development. These funds will provide capacity building to the Ministry of Health to ensure
adequate Government of Rwanda support for working closely with the PEPFAR financial assessment and
implementing partners to allow a review of the JAWP database and make suggestions for changes to the
database. In addition, these funds will assist the planning and implementation of long-term financial
management and institutional strengthening as part of the development of the Rwanda Partnership
Framework.
Outcomes
• Report on gap, costing, and other financial analyses
• Identification of funding gap
• Completed table (showing stakeholders/USG contributions over 3 years) as per guidance
• Ability of MOH counterpart to present financial assessment and analysis coherently
New/Continuing Activity: New Activity
Continuing Activity:
Table 3.3.18:
