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
The Acquire Project aims to improve PMTCT services that are linked with HIV/AIDS care and treatment, family planning, and other RCH services. The goal is linked to a GHI core principle of focusing on provision of services by using an integrated approach. In addition, two of the Partnership Framework goals are addressed with PMTCT services contributing to the total reduction of the number of new infections in the country and capacity building for Council Health Management Teams (CHMT) to plan and use data for decision-making purposes.
Coverage of the Manyara and Iringa regions will provide PMTCT services to 90% of the total ANC clients and cover 100% of the RCH sites.
Providing PMTCT integrated services with other RCH services will offer improved access to more comprehensive services while decreasing duplication of activities. On-the-job trainings will be offered in lieu of central trainings to minimize costs.
Capacity building of the CHMTs to manage and raise funds will help to ensure the financial and operational sustainability of the project. The aim is to include the PMTCT services in the CCHPs and use the data for decision-making.
Monitoring of the project will rely primarily on routine data collected through the national health information system. Key indicators include those in the PMTCT Next Generation PEPFAR indicators, which is entered monthly into an electronic database. In-service training results will also be entered into the EventSMART database. Routine progress reports on all the NGI indicators will be provided and used to make programmatic improvements. In addition, the program will evaluate family planning and HIV integration in 12 sites through the basic program evaluation initiative.
(1) Scaling up PMTCT services from 93% (Manyara) and 96% (Iringa) to reach 100% of RCH sites
(2) To perform program costing analysis to relate cost of service provision and number of clients reached overtime. This will guide which cost elements need attention to reduce cost or increase coverage through changing our service delivery strategy
(3)Training of service providers to provide comprehensive and integrated PMTCT services at all levels. Our strategy is to build on OJT to scale up EID services.
(4) To decentralize EngenderHealth systems for tracking data collection completeness at regional/district level; data quality assessment; and service quality monitoring systems. This action will empower regions/districts to take lead and ownership of the program.
(5) Conduct basic program evaluation of family planning and HIV services integration in selected sites.
(6) Support supervison at national and district level. This include orientation of new PMTCT tools; build capacity of CHMTs on use of data for decision making; Training on COPE for quality improvement
(7) Support refresher trainings in line with new WHO recommendations such as: Scale up PMTCT to all RCH sites; Provide psychosocial support and active follow up of mother - infant pair in the community by mentoring mothers and site coordinators through Mother to Mother program.; linkages to care and treatment and follow up mother-infant pair using HBC platform
(8) Engage CBOs and local leaders to increase male involvement through: sensitization and planning meetings; using community action teams (CATs); facilitate community discussion to promote couple communication; design special packages to motivate males who escort their partnes at ANC.
(9) Training of service providers on FP/PMTCT service integration to provide integrated services and hence impart skills to: Mothers to able prepare nutritional meals based on local food;
