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
Goals and Objectives:
This activity is aimed at providing support to eleven local institutions, which are HHS partners currently including the Ministry of Health and Social Welfare, National Health Laboratory Services, National Health Laboratory Quality Assurance Training Center (NHLQATC) , National Blood Transfusion Services, and other community-based organizations (CBOs) or faith-based organizations (FBOs) that are funded by HHS, in order to develop their leadership, organizational, and financial management capacity to provide a sustainable response to the HIV epidemic and other health issues. In FY2010 this partner will provide support to the first six organizations. It is envisioned that these HHS-funded local institutions will establish financial management and reporting systems that follow recognized accounting standards and would satisfy an external audit as defined by USG standards as well as be able to forecast budget needs and strategic planning. Furthermore, supported partners will have a standardized asset and property management systems. The activity will also support strengthening of policies and standard operating procedures to increase effectiveness of management and internal control procedures, and where necessary partners will streamline processes and reduce potential burdens created by multiple funding sources.
Proposed activities for this funding include: assessing the organizational infrastructure, internal controls and program sustainability needs of partner organizations; and provision of techncial asisstance (TA) to address the needs and gaps identified of assigned partners. This will be achieved through provision of institutional capacity building (ICB) services including training and technical assistance for the local partners on topics related to organizational infrastructure and program sustainability. Examples of the TA which may be provided include: leadership development (executive coaching and team building); organizational infrastructure (financial, assets and information management); planning (strategic planning eg for procuring of laboratory commodities, policy development, SOP development and budgeting); workforce recruitment and retention strategies; quality assurance (monitoring and evaluation, internal controls, audits); and adoption of information technology (procurement of systems, system integration, local administration of networks, staff training)..
Contributions to Health Systems Strengthening
Since the onset of the PEPFAR program, public sector institutions in Tanzania have increasingly become an integral part in HIV/AIDS programming, either by provision of direct prevention, care, and treatment services or by formulating policies and providing technical direction. However, the effectiveness of these organizations is often compromised because of the variability of their institutional capacity, which in turn affects the quality and outreach of their programs and services. Because Tanzania's success in the fight against HIV/AIDS depends heavily on these institutions, the USG is committed to strengthening the capacity of these organizations to mount the strongest possible response to the epidemic.
Cross Cutting:
This activity builds the capacity of the local institutions to respond to the need for effective HIV/AIDS prevention, care and treatment services. Work done through this activity will enhance the delivery of HIV/AIDS services across Tanzania and will also assist with the transition from USG partners to local Tanzanian partners.
Cost Efficiency:
Expected outcomes of the activity include substantially higher managerial and institutional performance and accountability of USG public sector partners to PEPFAR, as well as greater local program ownership and sustainability. Harmonization of all ICB activity supported under this agreement with other donor efforts is another important aspect to this activity; thus along these lines, the assigned partners will be capacitated with skills to be able to secure at least one new funding source to supplement or supplant current USG funded activity from a source outside USG, thus complementing USG efforts.
Geographic:
This is a nationwide activity.
Link to Partnership Framework (PF):
The principal focus of PEPFAR's Five-Year Partnership Framework is building the long-term sustainability of the national HIV/AIDS responses. This activity contributes to goal three of the PF" leadership, management, accountability and governance by providing well-coordinated, effective, transparent, accountable and sustainable leadership and management for the HIV/AIDS response. The strategy will be to work with these local partners to ensure creative, result-driven approaches to be implemented that will enable these local partners to develop effective, accountable, and sustainable programs by administering resources efficiently, and ensure good stewardship of PEPFAR funds.
M&E:
Program progress will be monitored through quarterly, semi annual reports and supervision visit to partners provided with ICB. Periodic assessment of partners will be done to define partner achivement in relation to initial gap analysis and other set paramiters.
Build the institutional capacity of local partners to support high-impact, sustainable programs to support the transition of ownership to the GOT. This will be accomplished by providing financial assistance through a cooperative agreement to an institution(s) with expertise in working with the public and private sector to stengthen the leadership, governance and management of local partners, including the MOHSW that are directly or indirectly funded by HHS. Specific institutions TBD. Two more additional institutions will be supported to accelerate development in their leadership, organizational and financial management capacity in order to provide a sustainable response to the HIV epidemic and other health issues. Expected outcomes of the activity include substantially higher managerial and institutional performance and accountability of the partners to PEPFAR, as well as greater local program ownership and sustainability. Harmonization of all ICB activity supported under this agreement with other donor efforts is another important aspect to this activity; thus along these lines, the assigned partners will be capacitated with skills to be able to secure at least one new funding source to supplement or supplant current USG funded activity from a source outside USG, thus complementing USG efforts.
ICB for blood safety program are funded under PF funds to strenghern NBTS organization, management and financial management capacity.
strengthen laboratory leadership, governance, accountability and organizational management capacities; through Mentorship of laboratory personnel ,Capacity building of the National health Laboratory Services (NHLS) and National Health Laboratory Quality Assurance Training Center (NHLQATC) to attain leadership in public health laboratory services and to establish NHLQATC as a premier institution in HIV/AIDS laboratory activities, and Technical assistance to strengthen systems for forecasting and procuring laboratory commodities.
