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.
Subdivisions of Program Areas, these track general higher level sub-classifications of expenditure.
Subdivisions of Major categories, these are the most detailed expenditure data.
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
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
TITLE: Leadership and Management Capacity Building for Health and HIV/AIDS
NEED and COMPARATIVE ADVANTAGE: Tanzania receives major funding for HIV/AIDS, but
management and leadership weaknesses constrain ability to program and implement at scale. These
constraints exist at national level (TACAIDS, Zanzibar AIDS Commission, ministries, CCM), district level
and in civil society. Failure to address these issues means fewer people receive critical services, and
funding may in fact be halted if improvements aren't made. MSH has six years experience in Tanzania
working to strengthen institutions responsible for conceiving and/or implementing the national response,
and pioneered the Rapid Funding Envelope (RFE) to engage civil society organizations (CSOs) in the
national response. MSH will build on relationships and momentum to expand efforts to increase capacity of
ACCOMPLISHMENTS: Wrote bylaws, governance and operations manuals to ensure compliance with
Global Fund (GF) regulations; designed dashboards to identify performance problems and catalyze
resolution. Completed assessments of ZAC and TACAIDS with capacity building plans; completed
leadership development program (LDP) with DACCOMS to strengthen district HIV/AIDS planning. Assessed
Zanzibar M&E district capacity and made plan for capacity building. Worked through Steering Committees
to revise National Mulit Sectoral Strategic Framework and Zanzibar strategic AIDS plan. Guided successful
evaluation of RFE. 75 grants awarded in 06/07; results conference and success stories completed; website
and e-newsletter launched. Conducted human resources (HR) assessment of MOHSW with Capacity.
ACTIVITIES: 1) Enhance the RFE per recommendations of external evaluation. Results to include improved
monitoring, coaching support, stronger CSO capacity, and results dissemination. 1a. Provide technical,
program and M&E support to round 4/5 grantees for effective grant implementation and results; 1b. Round
six announced and awarded, grantees trained; 1c. Implement evaluation recommendations; 1d. Capture
and disseminate lessons learned, continue quarterly e-newsletter, maintain website, hold results
conference; 1e. Help CSOs get needed capacity building support through coaching, technical assistance
(TA), participation in blended learning; 1f. Hire grant officer to support expanded RFE program.
2) Strengthen capacity of key institutions in Zanzibar to lead national and district HIV/AIDS response; 2a.
Implement ZAC capacity building plan to strengthen board, secretariat, management and HR systems; 2b.
Support District AIDS Committees planning and coordination with ZAC, UN volunteers; 2c. Open small
office and recruit coordinator for activities in Zanzibar.
3) Build national and district capacity to address HR constraints in collaboration with Capacity Project. 3a.
Help ensure effective integration and retention of new Emergency Plan (EHP) hires in districts, and help
districts plan for longer term solutions. 3b) develop leadership skills among staff at the MOHSW to direct
and monitor implementation of the HR strategic plan.
4) Build capacity of TACAIDS to lead national and district HIV/AIDS response; 4a. Implement TACAIDS
program to improve leadership, performance, management and systems; 4b. Support TACAIDS to assist
districts in developing skills to effectively coordinate HIV/AIDS interventions.
5) Partner with ESAMI, ADRA and ACQUIRE to expand service delivery using leadership development
program to identify and address challenges and obstacles. 5a. Conduct training of ADRA/ACQUIRE trainers
for LDP; 5b. Launch LDP with clinic and district staff to expand service delivery; 5c. Implement action plans
from LDP; 5d. Document/disseminate results of LDP.
6) Develop and implement scaled-up capacity building initiative for CSOs using individual and institutional
‘capacity builders' to deliver timely, practical technical assistance, and a program of longer-term support
leading to a management certificate for CSO teams 6a. Assess and prioritize CSO management
bottlenecks; 6b. Identify and mobilize capacity builders from consultants, firms, networks, professional
associations; 6c. Orient and coach capacity builders to tailor their skills for work with CSOs; 6d. Begin
development of sustainable funding mechanisms for CSOs to avail TA from capacity builders; 6e. Facilitate
linkages between CSOs and capacity builders to address bottlenecks and evaluate effectiveness; 6f. With
ESAMI, design and roll out a management certificate program using modular, blended learning approaches.
7. Build local capacity to manage GFprograms effectively. 7a. TA to orient and strengthen new members of
TNCM and ZGFCCM Secretariats; 7b. Support implementation of earlier recommendations to improve
TNCM/ZGFCCM governance and oversight; 7c. Operationalize TNCM/ZGFCCM technical working groups;
7d. TA to improve timeliness and quality of deliverables for GF. 7e. Develop culture of reporting and early
identification of problems with use of dashboards.
LINKAGES: MSH links with all key GF structures and recipients to strengthen governance, planning and
management, and with University Computing Center to update dashboards. MSH and UN, World Bank,
bilateral donors and Regional Facilitating Agencies jointly support TACAIDS and ZAC for national and
district programs. MSH and Deloitte co-manage RFE. MSH works with the Capacity Project for HR
interventions with MOHSW and to support the EHP. ESAMI, ADRA and ACQUIRE are MSH partners in
LDP scale up. MSH will link with ESAMI, professional associations, firms, faculties, Foundation for Civil
Society to build civil society capacity through TA and training.
CHECK BOXES: We encourage RFE grantees to take gender-based approaches. MSH offers in-service
training and TA for human capacity development. Building local organizational capacity is central to our
interventions with civil society, TACAIDS, ZAC, and RFE grantees. We leverage core funds as well for
virtual learning, global fund support, other. Strategic Information: we build M&E capacity of RFE grantees,
and disseminate results and lessons learned. RFE grantees reach the checked populations with services.
M&E: MSH TA to RFE grantees helps build foundation of M&E skills, and enables effective grant
monitoring. Grantees submit data quarterly, and MSH compiles quarterly report. Grantees use standard
reporting format and receive M&E training before start of grant. For other MSH activities, we track number
of organizations supported, number of persons trained and comply with USAID/PEPFAR reporting
requirements. MSH welcomes discussion with USG on M&E and indicators related to capacity building and
sustainability. Dashboards developed for TNCM and ZGFCCM help bring issues to attention of decision
makers and track progress against objectives and targets.
SUSTAINAIBLITY: Building capacity at national/district level and in civil society through TA and training is
the major focus of MSH work and critical to sustainability of programs, services and institutions. MSH
leverages outside resources to build capacity. ESAMI is an institutional partner and uses MHS tools,
approaches and systems to improve sustainability. MSH promotes local consultants and firms to build
capacity and increase their resource base. MSH's focus on building leadership and management capacity