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 2012 2013 2014 2015
The purpose of the Building Organizational Capacity for Results (BOCAR) activity is to strengthen the ability of Civil Society Organizations (CSOs) and CSO networks to produce and report on measurable results in combating HIV/AIDS.The goals and objectives of this activity are: Goal 1: To enable CSOs to monitor and report on the results of their HIV and AIDS activities. Objective 1.1: To ensure that 100% of target CSOs submit accurate, timely and complete Tanzania Output Monitoring System for HIV and AIDS (TOMSHA) reports to the Tanzania Commission for AIDS (TACAIDS). Objective 1.2: To ensure that 100% of target CSOs submit accurate, timely and complete PEPFAR reports. Goal 2: To nurture HIV/AIDS CSOs into becoming self-sustaining organizations, meaning that they eventually will derive most of their revenue from the successful sales of their products and services to domestic public and private sector customers. Objective 2.1: To strengthen 4-6 large CSOs currently working in the health sector or in HIV/AIDS response. Objective 2.2: To strengthen 50-75 small CSOs by providing them capacity building grants through the Rapid Funding Envelope mechanism. Goal 3: To strengthen networks among organizations working in the HIV/AID response. Objective 3.1: To promote 2-3 more durable networks between Dar es Salaam or regional CSOs and district or rural CSOs that are working in the HIV/AIDS response. Objective 3.2: To promote 2-3 more durable networks between CSOs in the health sector and CSOs in other sectors that are working in the HIV/AIDS response. Objective 3.3: To promote 2-3 more durable linkages between CSOs or CSO networks working in the HIV/AIDS response and GOT agencies. This nationwide activity also is to contribute to Partnership Framework Goal 3: Leadership, Management, Accountability, and Governance, namely to build the capacity of state and non-state actors at national and local levels in the provision of the provision of well-coordinated, effective, transparent, accountable, and sustainable leadership and management for the HIV and AIDS response. It will also contribute to Project Framework Goal 2 by bringing to scale prioritized prevention interventions and enhancing the enabling environment though sustained leadership.
By strengthening the CSO sector's ability to address the HIV/AIDS epidemic, this nationwide activity will relieve pressure on the GOT to deliver services. This activity builds on the previous activity, which since 2002 funded the capacity building of 140 small CSOs through the Rapid Funding Envelope (RFE). Since its inception PEPFAR has provided approximately Redacted for the management of the program through two different implementing mechanisms, which has leveraged Redacted from Department for International Development of the U.K., Canadian Agency for International Development, Embassy of Ireland, Ireland Aid, Bernard Van Leer Foundation, Royal Danish Embassy, Royal Netherlands Embassy, Embassy of Norway, and the Swiss Agency for Development and Cooperation. Their funds support grants that are used by small CSO to conduct HIV/AIDS activities. Grants range in value from Redacted for projects to be implemented over a period of 6-12 months. Awards have been granted to organizations in every region of the country. All organizations have been registered and operational for at least three years, although many are only beginning to develop appreciable capacity.
Since 2003 more than 580,000 individuals have been reached by these RFE-supported organizations through community HIV/AIDS prevention programs and 175,000 adults have been tested and received results and counseling. In addition 42,000 orphans and vulnerable children have received primary and supplemental services, 28,000 people living with HIV/AIDS have received palliative care services, 1,500 most vulnerable children have received vocational training and support, and 900 persons affected or infected by AIDS have received legal support.
The RFE has funded, for example, the translation of the National AIDS Policy into Braille, the creation and publication of a manual and curriculum on nutrition used nationally for training PLWHA and HIV+ mothers, the development of two booklets on HIV nutrition that were distributed by TACAIDS to care and treatments centers throughout the country, and the establishment of a national toll-free hotline for HIV/AIDS information and counseling that receives over 400 calls/day.
This new activity places greater emphasis on building capacity throughout the CSO system in contrast to the previous activity that concentrated more on increasing the number of small CSOs receiving grants. The new activity (a) uses a single implementing mechanism instead of two, (b) continues PEPFAR funding for the management of the implementing mechanism in order to leverage from other donors contribute that are directly invested in HIV/AIDS activities, (c) continues the provision of capacity building assistance to small CSOs involved in HIV/AIDS and, as a new aspect, extends capacity building assistance to large CSOs involved in HIV/AIDS and (d) also as a new aspect, develops linkages between large and small CSOs and fosters stronger ties to government agencies, particularly TACAIDS and ZAC. The capacity builder will be required to submit quarterly reports that document the results being achieved.
In this activity nationwide application solicitation, transparent grant-making, and organizational development assistance are used to mobilize and strengthen a broad range of CSOs involved in the HIV/AIDS. Historically most of the grants have supported prevention and testing/counseling activities, followed by support to OVC and PLWHA. Because government is an influential participant in the grant-making process, it has been able to guide the priority setting.
PEPFAR funds, which are used to support the management of the grant-making mechanism, have leveraged other donor funds 6:1. Therefore this activity only generates indirect target results for PEPFAR because other donor funds are used for HIV/AIDS projects, except for certain OVC PEPFAR funds. However, this endeavor contributes significantly to building better ties between government and donors. For example, this activity is one of the few vehicles in the country in which both donors and government participate together in reviewing applications and granting awards. Secondly, it is a major systems strengthening endeavor by networking large CSOs, which tend to be urban-based and better at advocacy, and small CSO, which tend to be rural-based and better at service delivery.
PEPFAR funds, which are used to support the management of the grant-making mechanism, have leveraged other donor funds 6:1. Therefore this activity only generates indirect target results for PEPFAR because other donor funds are used for HIV/AIDS projects, except for certain OVC PEPFAR funds. However, this endeavor contributes significantly to building better ties between government and donors. For example, this activity is one of the few vehicles in the country in which both donors and government participate together in reviewing applications and granting awards. Secondly, it is a major systems strengthening endeavor by networking large CSOs, which tend to be urban-based and better at advocacy, and small CSO, which tend to be rural-based and better at service delivery. In this activity nationwide application solicitation, transparent grant-making, and organizational development assistance are used to mobilize and strengthen a broad range of CSOs involved in the HIV/AIDS. Historically most of the grants have supported prevention and testing/counseling activities, followed by support to OVC and PLWHA. Because government is an influential participant in the grant-making process, it has been able to guide the priority setting.
Build the capacity of CSOs so they may contribute more fully in the health system in Tanzania; -nationwide in scope
This activity is intended to encourage widespread participation of civil society organizations (CSOs) in combating HIV/AIDS. Secondly, it is intended to institutionalize a practice of transparent and objective selection of grant recipients of HIV/AIDS funds. Thirdly, it is to develop the capacity of CSOs to effectively utilize and report on the results realized. This is to be accomplished by developing stronger linkages between small and large CSOs and between CSO networks and the government. This will be facilitated by a Tanzanian capacity builder that is likely to be a consortium possibly comprised of a education or training institution, a private consulting or accounting firm, an NGO, a consortium of independent consultants, or a combination of these types of entities. This activity builds on the previous activity, which funded 140 HIV/AIDS project implemented by small CSOs. PEPFAR has provided approximately $ Redacted for the management of the program through two different implementing mechanisms, which has leveraged Redacted from other donors for HIV/AIDS activities. This new activity (a) uses a single implementing mechanism, (b) provides capacity building assistance to large and small CSOs involved in HIV/AIDS, and (c) develops linkages between large and small CSOs and stronger ties to government agencies, particularly TACAIDS and ZAC.
PEPFAR funds, which are used to support the management of the grant-making mechanism, have leveraged other donor funds 6:1. Therefore this activity only generates indirect target results for PEPFAR because other donor funds are used for HIV/AIDS projects, except for certain OVC PEPFAR funds. However, this endeavor contributes significantly to building better ties between government and donors. It is one of the few mechanisms in the country in which both donors and government participate together in reviewing applications and granting awards. Secondly, it supports sustainability by providing leadership and financial and operational capacity building to both large and small CSOs responding to the HIV/AIDS epidemic. Thirdly, it is a major systems strengthening endeavor by networking large CSOs, which tend to be urban-based and better at advocacy, and small CSO, which tend to be rural-based and better at service delivery. It is anticipated that duplication and working at cross-purposes will be reduced and instead CSOs with paricular niche strength will be enhanced through the through networking and sharing of experiences as part of the systemwide grant-making mechanism.
