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
Wajibika District Strengthening-Support continuation of a program for improving planning and governance through strengthened programatic and fiscal accountability; ensure that PMORALG and the MOHSW support decentralized management, effective optimization of resources from various sources,financing linked to performance, and the critical need for stronger management controls; and develop plan with PMORALG to expand interventions to other districts to ensure that priority programs (i.e, HIV/AIDS,PMTCT,MCH,OVC) are implemented in an intergrated and accountable way. Already operational in 8 districts of Iringa and soon expand to additional 10 districts (TBD), with a total of 29 districts reached by the end of FY 2012.
1) Continue to strengthen programmatic and fiscal accountabililty in 29 districts over three years; 2) Ensure PMORALG and MOHSW support decentralized social welfare management, effective optimization of resources from various sources, performance based financing and address the critical need for financial control 3)Develop a plan with PMORALG to expand inteventions to other districts to ensure that prioirty programs(i.e.OVC) are implemented in an integrated and accountable way. 4) Initial work in all districts of Iringa is underway and expansion is beginning for the next GOT budget year.
- Support continuation of a program for improved planning and governance through strengthened programmatic and fiscal accountability; ensure that PMORALG and the MOHSW support decentralized management, effective optimization of resources from various sources, financing linked to performance, and the critical need for stronger management controls; and develop a plan with PMORALG to expand interventions to other districts to ensure that priority programs (i.e., HIV/AIDS, PMTCT, MCH, OVC) are implemented in an integrated and accountable way. Already operational in 8 districts in Iringa and soon to expand to additional 10 districts (TBD), with a total of 29 districts reached by the end of FY 2012.
Support continuation of a program for improved planning and governance through strengthened programmatic and fiscal accountabililty; ensure that PMORALG and the MOHSW support decentralized management, effective optimization of resources from various sources, performance-based financing, and the critical need for stronger management controls; and develop a plan with PMORALG to expand interventions to other districts to ensure that priority programs (i.e., HIV/AIDS, PMTCT, MCH, OVC) are implemented in an integrated and accountable way. Already operational in 8 districts in Iringa and soon to expand to additional 10 districts (TBD), with a total of 29 districts reached by the end of FY 2012.
Support continuation of a program for improved planning and governance through strengthened programmatic and fiscal accountability; ensure that PMORALG and the MOHSW support decentralized management, effective optimization of resources from various sources, financing linked to performance, and the critical need for stronger management controls; and develop a plan with PMORALG to expand interventions to other districts to ensure that priority programs (i.e., HIV/AIDS, PMTCT, MCH, OVC) are implemented in an integrated and accountable way. Already operational in 8 districts in Iringa and soon to expand to additional 10 districts (TBD), with a total of 29 districts reached by the end of FY 2012.
