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 2014 2015 2016 2017 2018
Through its consolidated local affiliate SFH, Population Services International (PSI) will contribute to the goals of PEPFAR and the objectives of NSP by preventing new HIV infections through supporting SAG to increase the prevalence of MMC in underserved areas of Gauteng, KwaZulu Natal and Mpumalanga. The target population is HIV-negative males aged 15 and higher.SFH will set up six high volume medical male circumcision (MMC) centers. Two of the sites will be managed by SFH. The remaining four will be managed by to-be-determined franchise subawardees. SFH will provide financial, training, quality assurance, marketing and technical support to franchisees. All MMC centers will be located on the grounds of SAG health facilities for seamless transition to SAG ownership at the completion of project; mobile teams will be used for hard-to-reach populations. SFH will coordinate with a wide variety of on the ground partners including government, other PEPFAR-funded partners and other NGOs to optimize service delivery efficiency and coverage in target areas. SFH will implement an internal and external quality assurance system to ensure that services provided are in line with South African and international standards. A monitoring and evaluation plan will be developed in the first months of the program and include monthly, quarterly, semi-annual and annual reports. PSI requires 7 vehicles for all the MMC sites to be opened within COP2011. Each MMC site requires a vehicle in order to provide mobile services. 3 sites will use vehicles purchased through previous CDC CoAgs and SFH plans to purchase 4 vans for program implementation at the other sites. The estimated unit cost for the vans is based on current market prices at $28,571 per van.
SFH will maintain high volume MMC sites in KwaZulu-Natal, Gauteng, and Mpumalanga provinces, accomplishing 48,600 MMCs (at $142/MMC) in FY2012 and 134,400 MMCs (at $51/MMC) in FY2013. SFH will conduct MMC on SAG facility premises and deploy one additional team per catchment area to perform mobile outreach and MMC. Unit costs per MMC will decrease as site efficiencies are established and a trained cadre of staff amass the skills to manage the patient volumes of high through-put sites. SFH will operate against a sustainability plan to transfer their skill set to facility staff for impact past the completion of the project. SFH will support SAG monitoring efforts by using reporting mechanisms that fold into district, provincial and national systems, avoiding parallel reporting structures. The MMC program will build on best practices including forceps-guided surgery, using models to optimize volume and efficiency (MOVE), incorporating gender messaging on male norms and proper treatment of females, and delivering these as part of a package of HIV prevention services, including HCT, age-appropriate risk reduction counseling, condom demonstration, provision and promotion, and linkages to family planning, STI, HIV, TB, and other treatment services. Partner will make efforts to retain patients in care through healing to minimize complications and reinforce risk reduction messages. Demand creation will be essential and entail community dialogues, mass media, local media, engagement of female partners and caregivers, engagement of key influencers, employers, and community stakeholders, peer referral networks, word of mouth campaigns, and strong linkages from HCT, PMTCT and other touch points within the health system. The MMC activities are intended not only as a single biomedical intervention to reduce HIV acquisition risk, but also an opportunity to engage men in health services and maximize linkages to other key resources for males improved long-term engagement in the health sector, increasing their likelihood to seek support for sexual and reproductive health and chronic disease management.
