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: 2012 2013 2014 2015 2016
In FY 2011, CDC funded the Pwani RHMT to strengthen capacity building efforts. However, FY 2012 financial support will be directed towards strengthening HIV/AIDS care and support services. The overall goal is to provide quality HIV/AIDS services through strengthened RHMT technical guidance, monitoring, and supervision of CHMTs.
The objectives of the project are to:(1) Improve RHMT and CHMT planning capacity in integrating HIV/AIDS activities and quality initiatives;(2) Strengthen financial and program management of RHMT;(3) Improve recruitment and retention of health care workers;(4) Conduct routine supportive supervision of CHMTs;(5) Support districts in strengthening the skills and knowledge of health care workers in quality improvement initiatives;(6) Coordinate support to CHMTs to integrate HCT into monthly mobile clinics;(7) Strengthen multi-sectoral leadership and coordination of community HIV/AIDS control activities;(8) Strengthen RHMT capacity to support and facilitate CHMTs in receiving necessary commodities and supplies through the national MSD system;(9) Facilitate utilization of newly adopted M&E tools; and(10) Improve data quality and completeness and strengthen data use for program management.
Pwani has a population of 1,063,521 with an area of 33,539 sq km. The goal and objectives are in line with the PF strategy that emphasizes building and strengthening local capacity, strengthening of the health system by increasing long-term viability and sustainability while building synergies with other resources to increase efficiencies in existing programs, including Global Fund and PPPs. GHIs core principle emphasizing collaboration to maximize impact is also highlighted through the projects activities.
Global Fund / Programmatic Engagement Questions
1. Is the Prime Partner of this mechanism also a Global Fund principal or sub-recipient, and/or does this mechanism support Global Fund grant implementation? Yes2. Is this partner also a Global Fund principal or sub-recipient? Neither3. What activities does this partner undertake to support global fund implementation or governance?
Budget Code Recipient(s) of Support Approximate Budget Brief Description of ActivitiesHTXS Ministry of Health and Social Welfare 0 ARV procurement
According to the 2007-2008 Tanzania Health Indicator Survey, Pwani region is estimated to have an HIV prevalence of about 6.7% with an approximate population of 1,063,521. By December 2010, the region had a total of 26,000 patients cumulatively enrolled on care in 39 health facilities; 15,000 patients were currently on treatment; and an average of 1,000 patients were started on ART annually.
All five RHMTs signing agreements with the CDC are working under the same four programmatic objectives, and thus start off with the same template of recommended actvities to complete these objectives. Aligning its goals and objectives with those of USG/URT Partnership Framework, Pwani RHMT will work to ensure enhancement in local leadership and ownership by strengthening technical and managerial capacity. The RHMT will facilitate the allocation of financial and physical resources into the Comprehensive Council Health Plans (CCHPs) to strengthen supervisions and oversight of health services at district and health facility levels. WHOs six pillars of health system strengthening, which includes governance and leadership, human resource, information, essential commodities, financing, and health services delivery, will be used to assess and build the capacity of the CHMTs.
Funds will also be used to map all HIV/AIDS programs and interventions in the region and create strategic partnerships and collaborations with various key players and stakeholders in order to facilitate joint planning, information sharing, monitoring, and supervision. In collaboration with the ICAP program, Pwani RHMT will carry out clinical mentorship by using a pool of regional and district mentors, which will decentralize supervision to the health center levels through a cascade system of supportive supervision.
Furthermore, the capacity of the RHMT internal systems and operational procedures will be built so as to facilitate effective management, to ensure RHMT capacity to manage the acquisition and distribution of funds, and to ensure that RHMTs and CHMTs have and utilize effective strategic information system to support planning, monitoring, and evaluation of HIV/AIDS services delivery.
