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: 2007 2008 2009
ACTIVITY UNCHANGED FROM FY 2008
SUMMARY:
CARE serves as an umbrella grant making mechanism for the Centers of Disease Control. CARE has been
an umbrella grants mechanism since FY 2006. CARE's primary responsibility is for the financial oversight of
the grant which includes review of the financial reports and on-site assessment of the supporting
documentation. CARE does not provide programmatic level technical assistance to the sub-grantees.
Technical assistance and programmatic over-site is provided by CDC activity managers. The specific
activities that CARE is responsible are listed below. The target area for PMTCT umbrella grants mechanism
is local organization capacity building. The target population is pregnant women and children under the age
of five. Currently CARE support three indigenous organizations who are implementing PMTCT activities,
these include Wits Health Consortium - National Health Laboratory Services; Nozizwe Consulting; and
Leonie Selvan Communications.
ACTIVITIES AND EXPECTED RESULTS
ACTIVITY 1: Contractual Responsibilities
CARE is responsible for the contractual arrangements of the sub-grants with CDC South Africa. These
arrangements include application for funding for implementation of activities by the sub-grantees that have
been approved by CDC South Africa to meet the PEPFAR goals. CARE will prepare all supplemental and
continuation application, and ensure that progress reports are received by the sub-grantees. CDC activity
managers will be responsible for the technical review of the sub-grantees; thus targets met by the sub-
grantees for the PMTCT program will not be assigned to CARE.
ACTIVITY 2: Financial Oversight
CARE is responsible for the financial oversight of the sub-grants. This activity includes the review of
financial reports submitted by the grantees on quarterly/6-monthly basis; and on-site assessment of the
supporting documents to ensure compliance with the contract. These on-site assessments will be
conducted on a 6-monthly basis. CARE will also ensure progress reports are received from the sub-
grantees and approved by the activity managers of CDC South Africa on a quarterly/6-monthly basis prior to
the disbursement of continuation funding.
Although these activities do not directly contribute to the overall PEPFAR goals and objectives, the
Umbrella Grants Mechanism ensure that PEPFAR support can be given to small and medium-sized
organizations, enabling them to facilitate the achievement of the PEPFAR 2-7-10 goals.
New/Continuing Activity: Continuing Activity
Continuing Activity: 13701
Continued Associated Activity Information
Activity Activity ID USG Agency Prime Partner Mechanism Mechanism ID Mechanism Planned Funds
System ID System ID
13701 12243.08 HHS/Centers for CARE 6577 4616.08 $73,510
Disease Control & International
Prevention
12243 12243.07 HHS/Centers for CARE 4616 4616.07 CDC Umbrella $250,000
Disease Control & International Grant
Table 3.3.01:
CARE serves as an umbrella grant-making mechanism for the Centers of Disease Control and Prevention
(CDC). Specific responsibilities of include the financial oversight of the grant which includes review the
financial reports and on-site assessment of the supporting documentation.
ACTIVITIES AND EXPECTED RESULTS:
ACTIVITY 1: Contractual Arrangements
CARE is responsible for the contractual arrangements of the sub-grants with CDC Atlanta. These
been approved by CDC South Africa to meet the PEPFAR goals. Care will prepare all supplemental and
continuation application, and ensure progress reports are received by the sub grantees. CDC activity
managers will be responsible for the technical review of the sub-grantees, thus targets met by the sub
grantees for the HVAB program will not be assigned to CARE.
CARE is responsible for the financial oversight of the sub grants. This activity entails the review of financial
reports submitted by the grantees on quarterly/6 month basis; and on-site assessment of the supporting
documents to ensure compliance to contract. These on-site assessments will be conducted on a six month
basis. CARE will also ensure progress reports are received from the sub grantees and approved by the
activity managers of CDC South Africa on a quarterly/6 month basis prior to the disbursement of
continuation funding.
CARE is contributing to the 2-7-10 PEPFAR goals through support to indigenous and international FBOs
and NGOs providing AB and Youth focused services to communities in all nine provinces.
Continuing Activity: 13702
13702 12253.08 HHS/Centers for CARE 6577 4616.08 $28,226
12253 12253.07 HHS/Centers for CARE 4616 4616.07 CDC Umbrella $100,000
Table 3.3.02:
In response to OGAC's review of the PEPFAR South Africa FY 2009 Country Operational Plan, the
Prevention Steering Committee directed the country team to reprogram 20-30% of the PEPFAR South
Africa sexual prevention portfolio.
New/Continuing Activity: New Activity
Continuing Activity:
Program Budget Code: 04 - HMBL Biomedical Prevention: Blood Safety
Total Planned Funding for Program Budget Code: $2,500,000
Total Planned Funding for Program Budget Code: $0
Program Area Narrative:
Biomedical Transmission Program Area Narrative 2009
Although South Africa has a generalized epidemic driven primarily by sexual transmission, there is still a need to address
biomedical prevention. Activities implemented in this program area include those at the hospital and health facility levels,
including injection and blood safety, and prevention initiatives such as injecting drug users (IDUs) and male circumcision.
Male Circumcision:
Traditional male circumcision takes place within some of the provinces in South Africa. Although traditional circumcision takes
place among several tribal groups, it is primarily the Xhosa people who engage in the practice. In FY 2008, the Medical Research
Council (MRC) undertook a country-wide situation analysis to determine the status of traditional circumcision within the country.
The findings of the analysis should be released in April 2009, and these should provide the United States Government (USG)
team with a better understanding of the traditional context of male circumcision. Multiple and continuous reports of adverse
events resulting from traditional practices makes this an issue of concern among the PEPFAR team. The MRC's situation analysis
also investigated the prevalence of reported adverse events and unsafe circumcision practices. Although the USG team had
hoped to initiate activities in FY 2007 and FY 2008, these activities have not taken place because South Africa does not have a
national male circumcision policy, FY 2009 activities have not been defined, even though funds have been allocated to this
activity. When the SAG decides to implement a male circumcision policy, USG activities will be determined in collaboration with
the SAG. In the interim, the USG team has set up a task team to focus on male circumcision and to continue liaison with the SAG.
Male circumcision remains a priority for the USG team and as soon as the SAG provides the go ahead, the USG will reprogram
funding and implement activities.
Injection Safety:
Statistics indicate that the average number of medical injections per person per year in South Africa is 1.5. In addition, all South
African facilities that use syringes for patient care utilize single use sterile syringes, that is, those observed to come from a new
and unopened package.
The PEPFAR program in South Africa aims to address issues of medical HIV transmission through the Track 1 Making Medical
Injections Safer (MMIS) project led by the John Snow Research and Training Institute, Inc. (JSI). The goals of this project are to:
1) Improve injection safety practices through training and capacity building;
2) Ensure the safe management of sharps and waste; and
3) Reduce unnecessary injections through the development and implementation of targeted advocacy and behavior change
strategies.
The project's three main programmatic areas are logistics, waste management, and behavior change communication. Training on
these issues (a core activity) is provided to professional and non-professional staff. The project works at national, provincial, and
district government levels in all nine provinces of South Africa. Buy in from the SAG, partnerships with local organizations, and
synergies with other PEPFAR projects have been used to ensure sustainability and rapid scale-up. A multi-pronged approach is
used in training. This consists of providing in-service and on-the-job training to three different levels of workers: senior
management, middle managers and clinical personnel, and waste handlers, as a short-term approach. JSI/MMIS will conduct pre-
service training, incorporating injection safety content in the curricula for nurses, doctors, and other professionals.
The National Department of Health (NDOH) with input from MMIS has developed national policy guidelines on infection control
and prevention. In addition, MMIS is working with the NDOH to develop an agreed-upon set of norms and standards for injection
safety. The Council for Health Service Accreditation of Southern Africa (COHSASA) will establish an accreditation process to
assess compliance with these standards. These processes will comply with the results of the first national injection safety survey
conducted by JSI, COHSASA, and the MRC in 2007.
The NDOH's Quality Assurance and Environmental Health Units will institutionalize the adapted version of the "DO NO HARM"
manual as the country's primary reference manual for training in injection safety. Sustainability is achieved by leveraging support
from local partners. To date, MMIS has garnered support from the Democratic Nurses Organization of South Africa; Khomanani
(the South African government's HIV and AIDS Information, Education and Communication (IEC) Campaign); Excellence Trends
(a private firm consulting in waste management); and the Basel Convention for the completion of a number of deliverables such
as training, and printing and disseminating of IEC material. In addition, MMIS works with South African provinces and
municipalities to plan allocations for current JSI-related costs through the South African Medium-Term Expenditure Framework.
The MMIS South Africa team has made significant progress since its inception. The team provided input to the National Policy on
Infection Control, specifically the chapters on Injection Safety and Waste Management. Secondly, systems are being implemented
to procure personal protective equipment for waste handlers in two provinces, the Eastern Cape and Western Cape. Thirdly,
MMIS South Africa and MINDSET Health Channel have collaborated to relay injection safety information to over 200 facilities
(public hospitals and clinics) across South Africa using a computer-based multi-media platform. An external evaluation has
established that this technology significantly increases knowledge levels among users. Lastly, MMIS has recently conducted a
national baseline assessment of injection safety in hospitals.
Improving injection safety and proper waste disposal practices are vital systems-strengthening activities for the over-burdened
health system. These activities further the USG Five-Year Strategy by supporting an increase in health system capacity and
quality of care.
No other major donors are working directly in injection safety at this time.
Blood Safety:
Blood transfusion in South Africa is recognized as an essential part of the health-care system. South Africa has a strong blood
safety program that is directed by the South African National Blood Service (SANBS), a Track 1 partner. SANBS actively recruits
voluntary blood donors and educates the public about blood safety. Blood donors are voluntary and not remunerated. Blood is
collected at fixed donor clinics and mobile clinics that visit schools, factories, and businesses. All blood is routinely screened for
HIV-1 and 2, hepatitis B and C, and syphilis.
SANBS operates in eight of the nine provinces in South Africa and is responsible for the delivery of transfusion services to 87% of
patients in the country. The Western Province Blood Transfusion Service (WPBTS) provides blood to patients in the Western
Cape, even though the National Health Act requires a single national blood transfusion service. SANBS, WPBTS, and the
National Department of Health (NDOH) are discussing the way forward to comply with the provision of the National Health Act. FY
2008 funding will support processes in this merger.
In 2005, SANBS took steps to develop and implement a new donor policy. The previous policy, which was based on using race as
a major indicator of blood safety, was unacceptable to the NDOH. SANBS developed a new blood safety policy, the Donor Status
Risk Management Model. This policy is based on the knowledge that repeat, regular blood donors are less likely than first-time
donors to donate blood in the infectious window period. The model is supported by the introduction of individual donation nucleic
acid test (ID-NAT) screening of all donations for HIV, HBV, and HCV and an extensive structured donor education, selection and
exclusion program. The new risk model was successfully implemented in October 2005. New operational systems, training
programs for staff, standard operating procedures, adaptation of the operational IT system, and the inclusion of measurement
systems for monitoring and evaluation has been implemented and refined. This very significant achievement has been supported
by the PEPFAR program.
The success of the Donor Status Risk Management Model can be judged from the findings for the period October 2005 to March
2006. During this period, 277,920 units of blood were procured. Of these donations, 56% were from regular, repeat donors who
provide very low-risk donations, which were used for the manufacture of components. Red cells were issued from donations of
repeat donors; these donors provided 29% of the blood supply. The higher risk blood, used primarily for the preparation of fresh
frozen plasma, made up the balance. The prevalence of HIV in the donor groups differed significantly: component donations -
0.011%; red cell donations - 0.057%; and plasma donations - 0.53%. The number of undetected HIV positive units in the blood
supply by a window period incidence model estimated that approximately three HIV window period donations may have entered
the blood supply during this period. This indicates that the Donor Status Risk Management Model is equivalent, in terms of blood
safety, to the race indicator model used in the past. The outcomes of the risk model, however, must be monitored carefully, and
will need refinement and appropriate adjustments. The impact of the Donor Status Risk Management Model on blood safety, the
measurement of outcomes, and optimization of the model will be major components of the SANBS program in FY 2009.
SANBS has spent considerable time on planning and implementing strategies to expand the donor pool. SANBS has coordinated
with the NDOH and the Department of Education to provide prevention education to potential young donors. This education aims
to help young donors to protect themselves from infection and will result in their being "certified" as committed safe regular
donors. PEPFAR resources will also be used to develop cultural and language-specific donor recruitment and HIV educational
materials. In 2009, SANBS will utilize PEPFAR funds to expand and to make its donor base more representative of the
demographics of the country. This will be achieved by establishing four new donor clinics in geographical areas previously not
served by the organization. Prevention messages will be developed focusing on the relationship between lifestyle and safe blood,
the need for blood by patients, and the importance of societal involvement in this "gift of life" relationship between donor and
patient. The outcome of the program will be measured by donor recruitment and retention, and HIV prevalence in donors.
PEPFAR resources, leveraged with existing SANBS infrastructure and collaborative funding, will continue to strengthen SANBS
information technology systems and training of donor recruiters, HIV counselors, technicians, quality officers, and internal and
external health-care providers. In the future, SANBS will link with other PEPFAR partners specifically working in antiretroviral
treatment services to improve the referral network for persons who test positive.
The American Association of Blood Banks (AABB), another Track 1 partner, provides technical assistance (TA) to SANBS.
SANBS has reported that the TA provided by AABB has been of high quality, and AABB has played an important role in the
development of the new risk model in South Africa. AABB will focus on establishing an accreditation program for SANBS,
improving training activities, strengthening the IT system, and providing TA on policies and guidelines.
The blood safety activities represent an integrated program that contributes to objectives delineated in the USG Five-Year
Strategy. PEPFAR will support incorporation of messages regarding prevention, treatment and care into blood donor programs,
and blood safety issues will be addressed in HIV and AIDS communication programs.
No other major donors are working directly in blood safety at this time.
Injecting Drug Use:
Current research done by the MRC indicates that although injecting drug use in South Africa is not a substantial public health
problem nor a major driver of the HIV epidemic, injecting drug use is on the increase because South Africa has become a major
drug transit route. This is a cause of increased concern for the USG biomedical program. FY 2009 funding will be used to continue
to collaborate with the MRC. The MRC is collaborating with drug treatment programs around the country to link HIV prevention
and treatment to drug treatment programs. This initiative, albeit small, has had considerable success. Reports indicate that IDUs
enrolled in drug treatment programs are willing to undergo HIV testing. In addition, considerable strides have been made through
community outreach with IDUs with respect to reducing harmful practices such as sharing needles, using old needles, preventing
sexual transmission, and drug taking. FY 2009 funding will be used to expand these activities to rural populations and to
strengthen the outreach activities to injecting drug users.
POST-EXPOSURE PROPHYLAXIS
Gender-based violence and rape are widespread throughout South Africa. Coupled with the high HIV prevalence, this is a huge
concern for the USG prevention team. With initial funding from the Gender-Based Violence and HIV Initiative, the U.S.
Department of Defense (DOD), CDC and USAID have developed a program aimed at addressing post-exposure prophylaxis
(PEP) for rape survivors. FY 2009 funds have been added to the imitative funds to ensure expansion of activities around PEP. In
order to expand access to PEP services, the MRC is working with the National Department of Health to roll out a health worker
training program and to develop standards for PEP service delivery. The first training course will be conducted in early 2009; this
aims to ensure that 50 health-care workers are trained in the provision and implementation of PEP. FY 2009 funding will also
ensure that the Thuthuzela Care Centres -- a best practice model that integrates justice and health services -- are expanded
throughout the country. The DOD will continue to train and sensitize healthcare workers on rape and PEP, ensuring access of
PEP service to military personal in need.
Table 3.3.04:
ACTIVITY HAS BEEN MODIFIED IN THE FOLLOWING WAYS:
In FY 2009 CARE will implement a family-centered approach to care and support services thus
strengthening support for people living with HIV (PLHIV) at the household and community level. Another
innovation will be the introduction of prevention with positive people with a focus on supporting male uptake
of health services, family counseling and referral for testing and TB/HIV infection control at household and
community level. CARE will also reach ensure the upward referral of 10% of PLHIV to access cotrimoxazole
prophylactic treatment.
The number of implementing partners will be retained at 25. Past experience suggests that it is better to
retain professionals in the more technically skilled partners to support and work with civil society
organizations (CSOs) with whom they have an established relationship with. This will be continued with at
least three implementing partners, notably CHOICE Health Care Trust, Dithlabeng Development Initiative
and the Center for Positive Care.
With the expansion to Mpumalanga, the roll out for implementation of the Basic Care Package will be fast
tracked as Mpumalanga Department of Health (DOH) is the furthest in piloting this curriculum.
CARE has also recruited its full staff complement (with the exception of new posts for implementation Year
IV) and strengthened its clinical staff complement. Given this increased and strengthened capacity of the
CARE staff, the completion of selecting and orientating new partners to PEPFAR, the technical and
institutional training and mentoring of implementing CSOs will be fast tracked.
--------------------------
CARE will continue its work in building HIV and AIDS competence of civil society organizations (CSOs) who
deliver HIV-related care services in South Africa. CARE aims to scale up palliative care by administering
and managing 26 small grants and targeted technical assistance to identified grantees to scale up HIV-
related palliative care services in organizations that are unable to receive direct funding due to limited
capacity. Minor emphasis activities include community mobilization, training and development of networks.
BACKGROUND:
The CARE Letsema project is part of a five-year project, which started in October 2005. CARE in FY 2008
will geographically expand implementation further into the Free State (along Lesotho border) and Limpopo
border along the Great Limpopo Tranfrontier Park. In FY 2008 other changes will occur, namely, expansion
into Mpumalanga, and southerly along the Great Limpopo Transfrontier Park along the borders shared with
Mozambique and Swaziland. Technical program areas are supported by small grants and technical
assistance for that program area, directly through CARE, as well as through identified Sectoral Education
and Training Authority (SETA) accredited partners with specialized expertise in HIV-related palliative care
and support. Since FY 2006, Letsema has been working primarily in the eastern Free State near the
Lesotho border and will continue to work in this area.
ACTIVITY 1: Strengthen Delivery of Quality HIV-Related Palliative Care Services
Targeted training and mentoring support will be provided to selected organizations to address the clinical,
physical and psychological care of HIV-infected individuals, and the psychological, spiritual and social care
of affected family members. Technical emphasis will be supporting CSOs to appropriately message, provide
and/or refer for elements of the basic preventive care package including prevention with positives. The aim
of this activity is to build a more integrated HIV response that responds to the family as a whole and
promotes increased coordination of services within the community, facilitating greater uptake and utilization
of health and social government services such as HIV counseling and testing, treatment and social
assistance. CARE aims to strengthen the referral network within each of the organizations it supports. This
is an integrated response that promotes community mobilization, awareness and implementation of HIV
prevention, care and treatment support activities as a continuum. Service delivery will be strengthened, and
quality and success rates in accessing government services will be improved by:
(1) placing salaried professional staff (nursing supervisors and social workers) together with sub-partners
and contracted specialists to train and mentor staff and volunteers to improve the clinical component of
home-based care within the government's specified guidelines and curriculum;
(2) technical support to CSOs emphasizing the messaging, delivery and/or referral for evidence-based
preventive care interventions which include the following: OI screening and prophylaxis (including
cotrimoxazole, TB screening), counseling and testing for clients and family members, malaria prevention
with ITNs (where appropriate), safe water and personal hygiene strategies to reduce diarrheal disease,
nutrition counseling and supplementary feeding (where clinically indicated) or referral for nutritional and food
support, HIV prevention counseling, provision of condoms, referral for family planning services for HIV-
infected women, and appropriate child survival interventions for HIV-infected children. The package of
services also includes basic pain and symptom management, psychosocial support, treatment support for
OIs (including cotrimoxazole prophylaxis and TB treatment) and antiretroviral therapy (ART) and
psychological, spiritual and social support of affected family members; and,
(3) strengthening collaboration among government departments at district and provincial levels to ensure
access to basic healthcare, ART, legal documentation, state income grants, support for staying in school,
and volunteer stipends and improved service coordination; and develop workplace support and supervision
for volunteers.
CARE as part of the social service category will expand its savings and lending model, as well as income
generation training to households of HIV-infected people to generate an income to deal with the shocks and
stressors of HIV and AIDS, consumption and asset building (which includes productive income). Both
Activity Narrative: economic products serve social support functions to deal with issues like that of stigma, discrimination, child
rearing, death and hardship that HIV-infected people and their families encounter. A gender analysis of the
savings and lending groups through Local Links has revealed that 98% of the beneficiaries are women.
Once these women have met their families' basic needs for food, school fees, transport to clinic and
medication etc. the savings and the interest earned is put to productive use through income generation
activities. This activity addresses gender issues through ensuring equitable access to HIV-related care
services for both men and women and encouraging male involvement and mobilization of community
leaders throughout the program.
ACTIVITY 2: Capacity Building
The activity combines organizational development training and mentoring to enhance institutional
strengthening identified of CSOs to improve organizational functioning and service quality. The program will
achieve this through an innovative combination of capacity building approaches including training
workshops, mentoring, cross-visits, and organizational technical assistance. The proposed intervention will
minimize one-time training and workshops and will develop longer term activities to strengthen CSOs and
networks, ensuring sustained capacity building and joint learning. Organizational capacity will be
strengthened to improve institutional functioning by (1) undertaking organizational assessments (human
resources, policy development, project management, finance and governance) of each of the participating
CSOs; (2) developing clear organizational/human development training and mentoring plans to address
gaps emerging from the assessment; and (3) providing training in project management, basic book-keeping,
narrative and financial reporting, monitoring and evaluation. These activities are key to increase
sustainability by building local organization capacity.
ACTIVITY 3: Management of Sub-Grants
The activity provides and manages sub-grants to 26 CSOs, to sustain operations through improved
fundraising and coordination. The activity aims to increase access to resources for small CSOs that do not
meet the criteria of government and/or international donors, but that provide valuable care and support
services at the community level in a culturally appropriate manner.
ACTIVITY 4: Improved Networking and Coordination Among CSOs and Related Stakeholders
The activity supports sharing, cross learning and co-ordination of services among partners and related
stakeholders at district level. CARE and partners will continue to interact with government departments and
structures for improved access to services for HIV-infected people, their families as well access to
resources for CSOs.
ACTIVITY 5: Implement Basic Package of Care
CARE will support the implementation of the Basic Package of Care for individuals infected with HIV but not
yet eligible for ARV treatment, as well as individuals who are ready and eligible for ARV treatment but for
whom there is no immediate access to services. Services includes spiritual, social, psychological, clinical
and prevention for HIV-infected persons and their families. CARE will do this by providing small grants to
CSO to form support groups for PLHIV where they will receive a structured program of HIV-related palliative
care as approved by PEPFAR and the National Department of Health South Africa. This structured program
comprises the Basic Package of Care. CARE will work closely with the Department of Health in
Mpumalanga to identify these CSO for funding.
In all of the above activities, PLHIV will receive at least one clinical and one other category of palliative care
service. Palliative care to family members of PLHIV or OVC will be provided in at least two or the five
categories of palliative care services.
This activity will increase civil society organizational capacity to deliver quality basic healthcare and to
expand access to quality palliative care services, thereby addressing the priorities set forth in the USG Five-
Year Strategy for South Africa. In addition, the people receiving care and support will contribute to the care
portion of the 2-7-10 goals.
Continuing Activity: 13704
13704 7873.08 HHS/Centers for CARE 6577 4616.08 $2,437,830
7873 7873.07 HHS/Centers for CARE 4616 4616.07 CDC Umbrella $1,300,000
Emphasis Areas
Gender
* Addressing male norms and behaviors
* Increasing women's access to income and productive resources
Human Capacity Development
Estimated amount of funding that is planned for Human Capacity Development $133,739
Public Health Evaluation
Food and Nutrition: Policy, Tools, and Service Delivery
Food and Nutrition: Commodities
Economic Strengthening
Estimated amount of funding that is planned for Economic Strengthening $200,000
Education
Water
Table 3.3.08:
NO FY 2009 FUNDING IS REQUESTED FOR THIS ACTIVITY:
This activity was approved in the FY 2008 COP, is funded with FY 2008 PEPFAR funds, and is included
here to provide complete information for reviewers. No FY 2009 funding is requested for this activity. The
sub-partner Centre for the AIDS Programme of Research in South Africa (CAPRISA) has been graduated to
a prime partner with it own award so these activities will continue through the new award. Therefore there is
no need to continue funding this activity with FY 2009 COP funds.
Continuing Activity: 19524
19524 19524.08 HHS/Centers for CARE 6577 4616.08 $67,871
Table 3.3.09:
FY 2008 COP activities will be expanded to include:
-A focus on strengthening implementer capacity to provide pediatric care and support services through
training, community mapping, and improved clinical assessments.
The focus on a family-centered approach to care and support of People Living with HIV/AIDS (PLHIV) and a
focus on pediatric care and support will require that CARE and implementing partners' staff capacity is
strengthened.
ACTIVITY 1:
Training and supporting carers to provide appropriate support to caregivers for early identification and
referrals for testing and counseling for children exposed to HIV; b) community mapping of the range of
services available within the local municipality and district so that there is improved uptake and success rate
of referrals for infants, children and adolescents' access to primary health care services, as well as
HIV /AIDS related diagnostic services and treatment; c) improved clinical assessment and management of
very ill children through appropriately trained and skilled clinicians and carers; and CARE's M&E tools and
system is refined to track the survival rate of infants and under 5 year olds; and d) follow-up of infants born
to HIV-infected mothers to ensure they attend health facilities for follow-up care as per national guidelines.
Refugees/Internally Displaced Persons
Estimated amount of funding that is planned for Human Capacity Development $7,261
Table 3.3.10:
Continuing Activity: 19530
19530 19530.08 HHS/Centers for CARE 6577 4616.08 $15,524
Table 3.3.12:
sub-partner African Medical and Research Foundation (AMREF) has been graduated to a prime partner
with it own award and these activities will continue through the new award. Therefore there is no need to
continue funding this activity with FY 2009 COP funds.
Continuing Activity: 13706
13706 12417.08 HHS/Centers for CARE 6577 4616.08 $211,824
12417 12417.07 HHS/Centers for CARE 4616 4616.07 CDC Umbrella $287,000
Table 3.3.14:
Continuing Activity: 19522
19522 19522.08 HHS/Centers for CARE 6577 4616.08 $69,410
Table 3.3.15:
