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
These funds will support the on-going costs of a prevention advisor recruited through the centrally-managed
agreement with the Global Health Fellowship Program. The budget includes salaries, benefits, travel and
housing. See the USAID Management and Staffing narrative for more information (activity ID 3120.08).
housing.
These funds will support the costs of a locally-recruited OVC advisor. The budget includes salaries, benefits
and travel.
These funds support the management and staffing expenses of USAID/South Africa (USAID). The funds
cover the costs of ongoing and new staff who provide technical, financial and contractual oversight of over
63 USAID partners implementing the PEPFAR program in South Africa. The total USAID PEPFAR
management and staffing budget is $9,478,000 including ICASS estimated at $120,000 and the IRM tax
which is estimated at $135,000. In FY 2007, USAID was responsible for the obligation and management of
over $228 million in GHAI funds. In FY 2008 this amount will rise to over $332 million. In order to provide
comprehensive administrative, technical and managerial oversight of the PEPFAR portfolio, USAID will
recruit an additional 16 staff to work in the USAID office in Pretoria. Of these, it is anticipated that one will
be an overseas hire, and the remainder locally recruited. Many of these positions will be filled by junior staff
who will provide basic administrative support as they became more engaged in and knowledgeable about
technical issues.
The USAID Health and PEPFAR Office was divided in three divisions to correspond loosely with technical
working groups designated during the Staffing for Results exercise. Including the new hires, the Office staff
will include approximately 23 professionals, who will manage an average $14 million each, and seven
administrative and project assistants. While this dollar-to-staff ratio is relatively high, the country team has
developed innovative mechanisms to strengthen management and oversight. These include the Umbrella
Grant Management mechanisms and the new quality assurance program QMAP.
The Umbrella Grants Management agreement was designed at the beginning of PEPFAR to manage new
and small partners. In FY 2007, the Umbrella Grants Management component was recompeted and three
separate awards made to organizations to provide financial and administrative guidance and support to over
35 small organizations, thereby reducing USAID's management burden. Funding for the umbrella grants
element is included in the individual program areas.
In addition to the technical staff, PEPFAR will support staff in support offices including the Contracting
Office, Financial Management and Executive Office. Two headquarters-funded regional advisors, a legal
advisor and a contracting officer also provide services to PEPFAR. In addition to technical staff who will
serve within the Health and PEPFAR Team, USAID/South Africa will recruit additional support staff in the
Executive, the Financial Management and the Contracting Offices who will work on PEPFAR programs.
These funds will support ICASS charges. It is estimated that USAID will pay $120,000 in FY 2008 in ICASS
charges for PEPFAR-funded staff.
These funds will support IRM costs. It is estimated that USAID will pay $135,000 in FY 2008 in IRM tax for
PEPFAR-funded staff.
USAID will provide funding to the centrally-managed agreement with IAP Worldwide to support two staff
persons. The budget includes salaries and benefits, and travel. Local support costs, such as housing and
school, are paid directly by USAID/South Africa. These staff include: Palliative Care Advisor and the
Strategic Information Advisor.
