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: 2010 2011
The USG community care portfolio has about 29 service delivery partners working in both Community based care and support for People Living with HIV/AIDS (PLWHA) and care for Orphans and Vulnerable Children (OVC). Majority of these implementing partners are implementing through sub-partners of which most of them are local civil society organizations (CSOs) and Non-Government Organizations (NGOs). There are approximately over 100 sub-partners implementing community projects in Tanzania.
The goal of Health Systems 20/20 is to increase the use of priority population, health, and nutrition (PHN) services, especially by the disadvantaged. Towards this goal, it implements activities to improve health system performance in four key areas (1) health financing, (2) governance, (3) operations, and (4) local capacity. The project team brings together an exceptional pool of professionals with depth and experience in the project's results areas plus significant field presence and experience to link health system improvements to increased service access and use. Abt Associates Inc., the prime recipient, is joined by the Aga Khan Foundation USA, Bitrán y Asociados (Chile), BRAC University (Bangladesh), Broad Branch Associates, Deloitte Consulting, LLP, Forum One Communications, RTI International, Training Resources Group, Inc. (TRG), and Tulane University's School of Public Health. Health Systems 20/20 is a Leader with Associates Cooperative Agreement awarded by the U.S. Agency for International Development (USAID)'s Global Health Bureau for the period September 30, 2006 to September 29, 2011. United States Government (USG)/Tanzania through USAID will be buying into this mechanism in FY2010.
HS 20/20 objective is to provide coaching and mentoring to management teams of selected implementing partners of Community Care Services (Care and Support of people living with HIV and AIDS and OVC Services) reaching multiple regions of Tanzania. HS 20/20 will help strengthen partner's management capacity and ability to respond adequately to all financial management requirements of PEPFAR. In order for these NGO partners to be sustainable, even beyond the period of their partnership with PEPFAR, it is vital that they apply sound management practices that provide an operating environment where staff can be productive, assets are safeguarded and are used efficiently, clients receive high quality service and external stakeholders' interests are respected.
This endeavor will contribute to the Partnership Framework Goal 3: Leadership, Management, Accountability, and Governance by building "the capacity of non-state actors at national and local levels for these oversight functions." The main objective of this activity is to; build the capacity of the USG implementing partners to effectively build, manage and monitor financial systems capacity building for their sub-partners, in support of the USG strategy to build local institutional capacity for sustainability.
Health system strengthening related to HIV/AIDS is a key element of the Partnership Framework. HS 20/20's has a commitment to country ownership and the development of local capacity in order to ensure sustainability of activities initiated under the agreement. Furthermore, HS 20/20 is dedicated to improving governance and financial management of HIV/AIDS related activities, two important components of the Partnership Framework. HS 20/20's vision for both strengthening health systems and making them more efficient over time relies on the project's success in its core intervention areas, which include strengthening of financial systems, operations, and governance and building capacity. The project's results framework calls for improvements in these areas.
At its onset, HS 20/20 drafted a set of program indicators to benchmark its performance. We will apply them to each of the activities proposed for Tanzania in order to both monitor and evaluate performance and create opportunities for learning. In addition, we will partner with MOHSW to collect information on the COP10 core indicators activities and report on targets that have been met. The data quality for program monitoring will be ensured through data validation exercises undertaken in conjunction with the Monitoring and Evaluation Officer at USAID. HS 20/20 will also strengthen data feedback loops and dissemination mechanisms by working with our implementing partners in MOHSW to share infrastructure strengthening policies widely among stakeholders as well as district, regional, and national level health system administrators and managers.
These funds will buy into the Health Systems 20/20 mechanism, for provision of TA on financial management for the HBC partners and to strengthern the management of sub-grantees and local government financial management systems.
1)Provide technical assistance on financial managment and costing to OVC IPs 2)Build capacity of th OVC IPS-based on the program cost effectiveness assessment report
