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
Objective:
The purpose of this investment is to enhance local leadership and ownership in the Government of Tanzania's efforts to effectively maintain and scale-up HIV/AIDS clinical services throughout the country. The mechanism will build the managerial, financial, and technical capacity of Regional Health Management Teams (RHMTs), under the direction of Regional Medical Officers (RMO), enabling them to better fulfill their roles overseeing regional health sector responses to HIV/AIDS and supervising the performance of district authorities.
Currently, implementing partners are largely responsible for regional program management, budgeting, and planning activities. Many RMOs have not been trained in how to carry out these activities, and RHMTs are often inadequately staffed, with several positions either vacant or held by individuals working on a part-time basis. In addition, HIV/AIDS programs receive limited direct funding to support coordination activities. These challenges result in several RHMTs lacking the ability to effectively serve as technical and managerial backstops to the districts they oversee. This creates a serious bottleneck in the effort to transition the responsibility for support, management and coordination of HIV/AIDS activities to the regions. USG recognizes the need to actively assist with capacity building at this critical coordination level.
This investment provides for technical and managerial assistance to build the capacity and sustainability of RMOs and RHMTs to effectively lead, manage and coordinate district authorities in their efforts to carry out services for people infected and affected by HIV/AIDS. This would include, among other things, staff training in program management, including financial planning and resource projection, support for strategic planning meetings, supportive supervision visits, and provider training. With these critical skills, RHMTs will be able to progressivly take over the work currently mainly being done by implementing partners as these partners will transition out of their current roles and responsibilities over time.
Contributions to Health System Strengthening:
One of the USG goals in FY2010 is to develop and strengthen collaboration between USG ART partners and regional health authorities in the planning and monitoring of treatment activities. This mechanism will enhance these relationships and improve the ability of RMOs and RHMTs to manage all health activities in their regions.
Cross-cutting Issues:
This investment cuts across all program areas and will promote better regional planning, oversight, and improvement of HIV/AIDS activities. It largely focuses on technical assistance, as well as coordination and country ownership of HIV/AIDS activities at the regional level.
Cost-Efficiencies:
This investment will promote cost efficiency by enhancing the capacity of regional authorities to plan, budget, and manage resources to meet goals established by the Government of Tanzania in its National Care and Treatment Program.
Geographic Coverage:
The geographic focus under this award will be: Arusha, Pwani (Coast), Dar es Salaam, Kagera, Kigoma, Kilimanjaro, Lindi, Manyara, Mara, Mtwara, Mwanza, Shinyanga, Tabora, Tanga and Zanzibar.
Links to Partnership Framework:
This investment will permit USG to achieve key components of the Partnership Framework. The Framework emphasizes capacity building to strengthen the ability of Tanzanian stakeholders to plan, manage, and continuously improve a sustainable national response to HIV and AIDS. The long-term plan of USG is to transition ownership as well as coordination and management of programs to local authorities and organizations and to shift the role of current international implementing partners to provision of technical assistance rather than direct service delivery. Building and strengthening regional management and support capacity is a key element of this.
This program is intended to build the capacity of regional management to provide well coordinated, effective, transparent, accountable, and sustainable leadership and management for the HIV and AIDS response. It will help empower the Government of Tanzania to track progress of the national response with a rational, data-driven approach and transparency in resource allocation and expenditures.
Monitoring and Evaluation Plans:
The RHMT links the MOHSW with district efforts, providing technical and programmatic oversight to ensure district authorities have comprehensive health plans that address national health priorities and are in compliance with national guidelines. This includes regular data collection at the district level and reporting of those data up to the national level, as well as using data for district and facility feedback and overall program planning and improvement. This investment will enhance monitoring and evaluation by providing training for regional authorities to use data for direct planning and managerial action, focused external technical assistance and the development of protocols for related evaluations.
As part of USG Tanzania's focus on sustainability, our plan, through this activity, is to help strengthen the regional medical office and its management teams. One vital strategy is to transition away from indirect assistance provided by external US-based organizations toward direct funding of these regional health authorities. They would receive financial management support from the USG in managing this new funding relationship. With this direct funding, they would in turn fund activities to enhance their skills and to carry out basic coordination tasks. A Funding opportunity announcement will be developed which will be aimed at regional health authorities nationwide. In the first year, two regions would be selected based on the strength of their application. If a selected region already has a USG ART partner, that partner would concentrate on ensuring that the RHMTs receive focused training on HIV/AIDS, such as clinical management and supportive supervision; they would involve the RHMTs within these supportive supervision visits, and consult with both the RHMTs and District Health Management Teams (DHMTs) in planning the expansion of services. The services of other USG partners will be made available to these regional authorities in assuring quality of training and preceptorships respectively; and project planning and financial management.
