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 2014
Angaza Zaidi's (AZ) goal is to mobilize innovative strategies to rapidly increase access and use of HIV/AIDS counseling and testing services (HTC) in Tanzania. AZ directly contributes to all three intermediate results within the GHI Strategy, including improved HIV/AIDS preventive behaviors and social norms, increased use of comprehensive HIV and AIDS services, and creating an enabling environment. The program is designed to prevent new HIV infections, identify and link HIV-positive individuals to care and treatment services, and provide care and support services to PLHIV.
The geographical coverage of the program is national, targeting the general population with specific emphasis on high-risk groups. The program expects to reach 440,000 individuals with counseling and testing services for FY 2012.
Since HTC is a service point for many other prevention activities, AZ will work closely with other implementing partners and district government authorities to ensure proper linkages. A capacity building approach that focuses on on-the-job training and mentoring will also be implemented as this is a more cost-effective approach and requires less time away from work for providers.
As a transition strategy, district engagement in partner budgeting and planning will be heightened and program activities will be integrated into Council Comprehensive Health Plans. Capacity building will include HTC, PMTCT, and HEID proposal writing to allow for opportunities of other funding streams.
AZ utilizes a robust M&E system to monitor its activities. In FY 2012, an additional emphasis will be placed on analyzing data and utilizing it for program improvement.
AZ will continue to offer HTC services in both static and mobile settings using the national HIV testing algorithm. The program shall maintain support to all the current 42 partner sites. Empowered partner sites will provide onsite HTC services to the general population (HIV prevalence 5.7%) and conduct mobile HTC services targeting high-risk populations. Additional emphasis will be placed on couples counseling and testing and the development of risk reduction plans with clients. Discordant couples will be supported to prevent infection among negative couples while ensuring HIV positive couples are linked to care and treatment.
Counselors are trained to provide consistent messages on reducing multiple concurrent partnerships and breaking sexual networks during group and individual risk assessments, counseling sessions, and with developed IEC materials placed in client waiting rooms. Screening on alcohol and GBV will also be increased. Identified GBV victims will be linked to legal, social, or medical services. Being aligned with the GHI strategy, counselors will screen for family planning needs and refer, as appropriate. Condom demonstrations of correct and consistent use will be emphasized during sessions. Following patient visits, AZ will continue to track HIV-positive individuals through mobile technology and home visits to ensure a closed loop with HIV care and treatment services.
PHDP services and referrals to post-test clubs (PTCs) will be heighted. These clubs will be strengthened to ensure competency in addressing general health issues, nutrition, adherence, and referrals to spiritual and legal support. PTC members will also participate in community mobilization efforts and assist in building demand for HTC services.
A total of 440,000 individuals are expected to learn their HIV status, which is a 10% increase from last year. In FY 2012, at least 40 MSM and 100 SWs will be trained as peer educators. At least 5,626 individuals that test HIV-positive will receive the minimum PHDP package as set forth in the national guidelines. Twenty-five PTCs will be maintained and both be encouraged and empowered to register as local community-based organizations. Finally, the program will build capacity of 40 partner and district staff in counseling and M&E through on-the-job coaching and mentoring.
M&E system support will focus on data quality and use of information for decision-making. Quality of HTC services will be monitored through mystery clients, client exit interviews, health provider satisfaction surveys, and observations. End of project evaluation planned during the final year will focus on impact assessment and replication of the model and its sustainability.
AZ will support MOHSW in rolling out new national HTC priorities and guidelines. Partners and district authorities will jointly plan and budget to enhance transition and responsibilities of key project activities. Integration of program activities into CCHPs shall be championed and partners will receive coaching in proposal writing and fund solicitation as a sustainability strategy. Program results, lessons learned, and success stories will be documented and disseminated.
In collaboration with MOHSW, RHMTs, CHMTs, and local USG/T implementing partners in targeted regions, AMREF will strengthen PMTCT/HEID linkages to enhance the impact of the PMTCT program in the country. SWAT teams will focus on identifying and assessing PMTCT/EID linkage gaps and bottlenecks, while proposing local solutions to implement. The identified gaps and solutions will be documented and shared in meetings that involve USG partners in the area, along with regional and district health management teams who will, in turn, take forward the implementation and scale-up of solutions.
To maximize effectiveness and buy-in, AMREF will work with partners to strengthen linkages between PMTCT and HEID in areas with low or problematic HEID/PMTC coverage, specifically in Ruvuma, Rukwa, Iringa, and Mbeya. All relevant stakeholders will be involved in the assessments and regional specific reports with proposed solutions. Both assessments and reports will be produced and shared with implementing partners, along with regional and district authorities. AMREF will also scale up the linkages between PMTCT/HEID to care and treatment in one region, while four additional regions are planned during FY 2012. AMREF will document program results in Ruvuma according to PEPFAR indicators, as well as findings of the PMTCT and HEID linkage assessment.
Community mobilization and awareness creation for increased uptake of PMTCT and HEID services will be heightened through use of Community Owned Resource Persons (CORPs) and mother support groups (volunteers) that already exist in the community. Promotion of male engagement in PMTCT services and couple HTC services will be heightened. These strategies, coupled with appropriate counseling, will result in increased PMTCT services uptake, retention, and adherence to care and treatment. Improved PMTCT uptake and efficiencies in services provision is expected to lower unit cost per patient reached with PMTCT.
To strengthen the community component of PMTCT and enhance access of mother-child pair follow up, the AMREF team, in collaboration with MOHSW, RHMT, and CHMT, will support PMTCT implementers in the region to organize on-the-job coaching and mentoring of district supervisors and/or managers in PMTCT and HEID linkages in order to create a pool of experts who can move this new initiative forward.
Job aids and guides for health care providers and community volunteers shall be developed and distributed to PMTCT sites in collaboration with MOHSW, districts, and other stakeholders. PMTCT implementing partners are responsible for producing and disseminating these materials to service delivery points. The AMREF team, along with government partners and PMTCT implementing partners, shall conduct a follow up site visit three months after implementation of the recommendations. The status of PMTCT and HEID linkages will also be checked, while joint discussions and agreements will be made as to the way forward.
Feedback meetings to share findings of the assessment shall be organized at district, region, and national levels. Integration of PMTCT activities into Council Comprehensive Health Plans (CCHP), as well as supervision and continued support to PMTCT sites, will be championed. Tools for PMTCT and HEID will be shared with MOHSW, regional, and district authorities for further use beyond Angaza Zaidi. Program results, lessons learned, and success stories will documented and disseminated.
