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: 2013 2014 2015 2016 2017 2018
ASELPH is a partnership between the University of Pretoria (UP), the University of Fort Hare (UFH) and the Harvard School of Public Health in collaboration with the South African National Department of Health. ASELPH aims to strengthen three key components of health transformation in South Africa: 1) Service Delivery Improvements - targeting the management and leadership capability of current and emerging executive leadership at district level within the South African Public Health System and those managers at provincial and national level responsible for district level services, as well as hospital CEOs at the tertiary and health complex levels; 2) Human Resource Capacity Development focused on the National Health Insurance Initiative transformation process through the selection and training of executive level management responsible for successful implementation; 3) Excellence in Executive Level Training a longer-term effort to build critical capacity at two leading South African universities to establish and deliver executive leadership courses in health that will address the countrys immediate need for an effective pipeline for the training of senior health managers capable of successfully addressing key current challenges at all levels of service delivery within the country.
This program will be responsible for a number of interventions designed to support National Department of Health's ability to meet its health transformation goals, particularly at district level, while simultaneously building needed capacity to deliver high quality, effective executive health management training.It will increase knowledge of health system work, sharing this knowledge through teaching, training and technical dissemination, and to applying tools and methods that are evidence based to improving the health outcomes. This will also include establishing and maintaining a critical mass of knowledge skills, competencies and leadership among current and emerging leaders. Improving policy development and implementation strategies, promoting and maintaining quality service delivery to all. Building capacity among South African faculty and educational institutions so that they are capable of strengthening senior management and leadership skills.
