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.
Infrastructure IM Narrative
21-Jan-2010
Objectives:
This mechanism will enhance health care service delivery, help address the human resources needs and improve the capacity of the host government to respond to urgent health requirements. One of the underlying problems facing many Tanzanian communities is the weak infrastructure supporting the delivery of health care. Most of the district hospitals in Tanzania were constructed in the 1950s or 1960s and while some have been improved in response to urgent needs, general planned rehabilitation and maintenance of the infrastructure has been limited. Electrical and mechanical installations therefore need urgent repair or replacement, and many physical structures need upgrades to existing building space or the addition of building space to contribute to quality patient care and enhance delivery of care and treatment services. Infrastructure improvements are also needed for entities that provide the critical support necessary to maintain the health care delivery system, such as diagnostic laboratories, datawarehouse, staff housing and training institutions.
Contributions to Health System Strengthening:
USG will increase the number and/or quality of service delivery providers and supporting institutions, including care and treatment clinics (CTCs), reproductive and child health clinics, laboratories, and pre-service training institutions, to enhance the Government of Tanzania's ability to meet patient needs. One example of strengthening contributions includes increasing the capacity of pre-service training institutions to increase enrollment by providing additional space as many health training institutions have exceeded their current capacity. Another example is to increase the number of available laboratories which provide essential diagnostic services for CTCs and district hospitals around the country.
Cross-cutting Issues:
Infrastructure investments cross-cut all other program goals. Investments in specific disease programs will be linked to the broader goals of strengthening health systems and infrastructure. For example, in order to meet PMTCT goals, renovations of RCH clinics as well as labor and delivery wards, creation of child friendly facilities for the provision of HIV/AIDS- and RCH-related services, and establishment of "maternity homes" where women with high-risk deliveries can reside in close proximity to their service provider will contribute to broader RCH efforts.
Cost-Efficiencies:
Efficiencies are realized by utilizing a centralized mechanism for infrastructure projects which will reduce administrative expenses and make it easier to ensure activities are closely coordinated with host government so infrastructure projects are cost efficient, fit local needs and are within the average standard. Projects will help better utilize health care resources to meet patient needs. Efficiencies to be gained by developing floor plans that improve patient flow. Assessments are being done to make sure dollars are spent in areas where they can have the most significant impact.
Geographic Coverage:
This is a nationwide activity. USG interagency workgroup will propose standardized procedures for reviewing, prioritizing and making decisions on USG supported site selection, with input from existing or future USG mechanisms.
Links to Partnership Framework:
This investment will permit the USG to achieve key components of the Partnership Framework, including service maintenance and scale up and human resources for health (HRH) goals. By investing in service delivery through this mechanism, the USG will improve the delivery and quality of services by providing for new/renovated facilities and supporting critical functions, such as projects to expand diagnostic laboratory capabilities. This mechanism will also improve efforts to prevent mother to child transmission with an emphasis on ensuring cross cutting linkages on RHC. Under the HRH goal, this mechanism will include: increased production of health workers; recruitment, retention, productivity; and optimizing the existing workforce through task shifting and improved performance. These are also key objectives and high priorities in the GOT HRH Strategy. A data warehouse will also be supported which ties to Goal 6 of the PFIP, improving data use for decision making.
Monitoring and Evaluation Plans:
USG infrastructure projects will be closely monitored and evaluated to make the most efficient use of the American people's contribution. Assessments of infrastructure projects, including identifying any benefits to HIV service delivery and other outcomes, challenges and best practices will be budgeted for with part of these funds.
Funds will be priorities for renovation/constraction of 1.Identified established Care and Treatment Centres; 2.Six Nursing and Medical Schools domitories and classroom; 3. Fifteen District Hospitals Laboratories identified and assessed.
Construction (and major renovations) of RCH clinic, Labor and Delivery wards, nursing schools and domitories. Make facilities baby friendly (RPSO) , number TBD
Support renovation /construction of pre-service laboratory schools to increase enrollment capacity
