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: 2008 2009
This is a continuing activity from FY 2007. No narrative required.
New/Continuing Activity: Continuing Activity
Continuing Activity: 12854
Continued Associated Activity Information
Activity Activity ID USG Agency Prime Partner Mechanism Mechanism ID Mechanism Planned Funds
System ID System ID
12854 2814.08 U.S. Agency for Management 6315 170.08 HIV/AIDS $298,972
International Sciences for Performance
Development Health Based Financing
7219 2814.07 U.S. Agency for Management 4339 170.07 HIV/AIDS $746,240
2814 2814.06 U.S. Agency for Management 2577 170.06 HIV/AIDS $600,000
Table 3.3.01:
Continuing Activity: 12856
12856 4001.08 U.S. Agency for Management 6315 170.08 HIV/AIDS $179,383
7221 4001.07 U.S. Agency for Management 4339 170.07 HIV/AIDS $746,240
4001 4001.06 U.S. Agency for Management 2577 170.06 HIV/AIDS $144,000
Table 3.3.12:
This is a continuing activity from FY 2008. No narrative required.
Continuing Activity: 12857
12857 2812.08 U.S. Agency for Management 6315 170.08 HIV/AIDS $298,971
7217 2812.07 U.S. Agency for Management 4339 170.07 HIV/AIDS $373,120
2812 2812.06 U.S. Agency for Management 2577 170.06 HIV/AIDS $400,000
Table 3.3.14:
Performance-based financing (PBF) is an innovative approach to health services financing based on
outputs, thereby enhancing quality of services and leading to greater efficiency and sustainability. Output
financing involves the purchase of indicators that are linked to performance incentives. These incentives are
linked to the quantity and quality of services provided by health facilities and hospitals. The payment scale
for HIV/AIDS indicators is commensurate with the scores obtained using the standardized national Quality
Supervision tool. PBF provides these financial incentives to motivate health facilities to improve
performance through investments in training, equipment, personnel and payment systems that better link
individual pay to individual performance. As a result of successful pilots implemented by CordAID, GTZ and
BTC, the MOH has endorsed national scale-up of PBF for all health services. The EP, in partnership with
the World Bank, BTC and other donors, is supporting national implementation of PBF of health services.
In FY 2007, MSH/PBF supported the GOR in collaboration with key donors to implement a national
strategy, policy, and model of PBF that applies to all health assistance. Consistent with the principles of
linking performance to incentives, MSH provided output-based financing to health facilities in six districts
through sub-contracts with health centers and district hospitals for HIV/AIDS indicators. The EP adopted a
strategy in FY 2007 to combine both input and output financing to properly motivate health facilities for
higher performance while providing necessary resources and tools to meet the established targets. In
Rwanda, though performance has increased with PBF, TA and basic input support is still needed, especially
in the current context of rapid decentralization and accelerated national PBF roll-out. At the health center
level, EP partners purchase a quantity of the 14 key HIV/AIDS indicators. Performance on these indicators
is measured during monthly control activities jointly conducted by the MSH/PBF district coordinator, clinical
partners, and the district's Family Health Unit. The quality of services is evaluated through the existing
national supervisory and quality assurance mechanisms. The quantity and quality scores are then merged
during the quarterly District PBF Steering Committee meetings and the final payments are approved.
MSH/PBF also has sub-contracts at the district hospital level for a slightly different purpose and scope than
with health centers. The focus of these contracts with district hospitals is on increasing quality service
outputs, quality assurance, self-evaluation, and review by peers similar to an accreditation scheme. There is
payment for indicators from the National District Hospital PBF Scheme, which reinforces the supervisory
role that hospitals play in district health networks.
In FY 2008, MSH/PBF will continue supporting the MOH PBF department and the national PBF TWG. In
addition, MSH/PBF will provide TA to DHTs and implementing partners in 23 EP districts to effectively shift
some of their input financing to output-based financing for HIV/AIDS indicators in accordance with national
policy. MSH/PBF will also provide intensive TA to districts that will introduce PBF in FY 2008. At the district
level, MSH/PBF will continue supporting the national model by 1) placing a district coordinator within the
Family Health Unit to work with the national family health steering committee during data collection/entry
and control of indicators; 2) facilitating the quantity control function by providing TA and paying associated
costs; and 3) supporting secretarial functions for the Family Health Unit at the district level. EP support to
the district is critical for the proper functioning of the national PBF model. Monthly invoices approved by the
health center PBF management committee (COGE) and MSH are then presented to the district steering
committee for merging with quality index and final approval before payments are made.
PBF of HIV/AIDS services is a critical step to achieving the goal of sustainable, well-managed, high quality,
and cost-effective basic health care service delivery in a comprehensive HIV/AIDS treatment network. This
financing modality supports the Rwanda EP five-year strategy by increasing institutional capacity for a
district managed network model of HIV clinical treatment and care services.
Continuing Activity: 12859
12859 8743.08 U.S. Agency for Management 6315 170.08 HIV/AIDS $298,972
8743 8743.07 U.S. Agency for Management 4339 170.07 HIV/AIDS $559,680
Table 3.3.17:
Technical assistance position previously anticipated to be funded through PHI.
Continuing Activity: 19482
19482 19482.08 U.S. Agency for Management 6315 170.08 HIV/AIDS $300,000
Table 3.3.18:
