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
Build capacity of the local government and district health management team to take over some of the ART program management that has been implemented by international ART partners. This funding mechanism will allow gradual transition of ART program management to DHMT and ensure sustainability. Funds will be used by three selected districts in consultation with the Chief Medical Officer at the Ministry of Health and Social welfare. Funds for the above mechanism (MOH) - $220,000 - were moved from TBD new BPE Mech ID 208 (DQA) and $200,000 came from Mech ID 11678 (ART Costing Study)
The funding will support the MOHSW capacity to coordinate and manage the M&E TWG, the P4H project, the NIMR GIS and master facility list, the datawarehouse technical support, SAVVY and the National Sentinel Surveillance System.
In addition the MOHSW will produce and disseminate the annual statistical abstract.
The MOHSW funds have been reduced by 61%. The majority of the increase in FY10 was the result of one time Partnership Framework funds and they are being reduced in FY11 is the result of the overall reduction in the SI budget.
Continue to collaborate with the FELTP to implement the MOHSW/TFELTP short curse strategy and conduct short courses in order to build capacity of health professionals at district and regional levels, which will enable them to undertake disease surveillance and hence intervene in disease outbreaks in order to improve the general public health.
Continuation of support for coordination and implementation of IPC accross the health care system, including the establishment and functioning of IPC committees, in-service trainings for HCWs and support staff, increased emphasis on health care worker safety, PEP and waste management. Coverage is nationwide.
