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 2014
The project goal is to strengthen the performance of HHS/CDC-supported local partners and solidify their ability to deliver high impact and sustainable services to respond to the HIV/AIDS epidemic in Tanzania. In line with the five-year Partnership Framework, TZ-ICB will achieve the set goals by strengthening various aspects of leadership and management, organizational systems and structures, accountability and governance, human resources, project management and execution, grants management and reporting (technical and financial), and supporting evidence-based and strategic decision-making.
The project covers Tanzania Island and Mainland while mainly working with MOHSW, the Diagnostic Service Section of MOHSW, National AIDS Control Program (NACP), Zanzibar AIDS Control Program (ZACP), National Institute for Medical Research (NIMR), National Blood Transfusion Services (NBTS), and National Tuberculosis and Leprosy Program (NTLP).
The projects strategy for becoming more cost efficient over time include the use of coaching and mentoring in capacity building interventions while utilizing the network of local consultants where needed. The transition to a partner government requires work with the partner institutions through established Change Agent Teams (CATs) to plan and execute activities. The CAT is made up of members from the partner institutions where their role is to spearhead the changes within those institutions.
Monitoring will continue to be conducted through routine data collection using available data collection tools and forms. Supportive supervision visits will be conducted quarterly while monthly meetings will be held with the respective institutions. Mid-line and end-line evaluations will be conducted on this five year project.
Diagnostic Service Section (DSS) is a unit of the MOHSW with oversight responsibility of all laboratory, radiology, imaging and medical equipment services in the country. In FY 2011, an institutional review was conducted that identified the following priority areas for institutional capacity building : Leadership and Management, Human Resource Management, Financial Management and Planning. In FY 2011, the project trained selected staff in new resource development, publicized the DSS mandate and started to review the Financial Expenditure Management System.
For COP 2012, the project will continue to build DSS institutional capacity in the same areas, but in addition shall also focus on strengthening quality assurance, monitoring and evaluation. MSH has several tools for implementation of capacity building activities. The approach may be same across programs but could be tailor-made to suit the needs of a particular organization. The approach for achieving capacity building will be similar to that used for institutions supported through OHSS funds, with a strong emphasis on coaching and mentoring. The following areas will be addressed:
Organizational Review: The project will design specific project monitoring tools that will highlight challenges in implementation throughout the year and conduct an annual participatory review at the end of project year. These two exercises will inform adjustments in implementation and be a forum for providing feedback to a broad representation of staff.
Planning: The project will continue supporting interventions for strengthening both strategic and operational planning and build capacity to monitor implementation of plans through coaching and mentoring. Through various forums, the DSS mandate will be disseminated.
Coaching and Mentoring: The project will continue to assign short-term experts to DSS to provide ongoing backstopping and technical support as DSS implement capacity building activities.
Management (Human Resource, Financial, Inventory & Asset Maintenance): Mentors will be assigned to support DSS in strengthening their financial and internal control procedures based on the financial management review findings. Special training workshops on finance and HRM will be conducted to supplement coaching and mentoring in these areas.
Resource Development: The project will assist DSS to identify opportunities for the diversification of resources and benefit from these opportunities. Through coaching and mentoring, DSS staff will be supported to develop strategies for attracting additional resources.
Quality Assurance, Monitoring and Evaluation: Appropriate interventions will be implemented for DSS. TZ-ICB will conduct a project midterm review and share results with stakeholders.
Leadership and Management Training: The project will continue to support leadership and management training employing training, coaching and mentoring, and MSHs web based courses. Workshop for leaders and senior managers from DSS will be held twice a year.
Strategic Activity Fund for Innovation (SAFI): Based on performance in the implementation of capacity building interventions, DSS will receive rewards in form of equipment or budget outlays. Networking of TA providers and inter-organizational exchanges and study tours will be facilitated. TZ-ICB success stories will be disseminated via website, newsletter and breakfast meetings, national and international conferences.
MSH provides Institutional Capacity Building Assistance to support Local Partners in developing their Leadership, Organizational, and Financial Management Capacity to Provide a Sustainable Response to the HIV Epidemic in the United Republic of Tanzania under PEPFAR. The TZ-ICB project specifically supports the first two goals of PEPFARs strategy for the next five years: 1) to transition from an emergency response to promotion of sustainable country programs and 2) to strengthen partner government capacity to lead the response to this epidemic and other health demands. As a capacity building mechanism, MSH conducts similar strengthening activities across different budget codes.
Under COP 2011, the focus of institutional capacity building was on establishing solid ground for the project, organizational reviews to identify the performance gaps, resource development, planning, financial management, coaching and mentoring. COP 2012 funding will continue to build institutional capacity of local partners to support high-impact, sustainable programs for transitioning of ownership to the GOT. This will be accomplished by providing targeted assistance to at least five local partners (NACP, ZACP, NIMR, NTLP and MOHSW) to strengthen their governance, financial management, budget forecasting and reporting systems by addressing these areas:
Organizational Reviews: The project will design specific project monitoring tools that will highlight challenges in implementation throughout the year and conduct an annual participatory review at the end of project year. These two exercises will inform adjustments in implementation and be a forum for providing feedback to a broad representation of staff.
Planning: The project will continue supporting interventions for strengthening both strategic and operational planning and build capacity to monitor implementation of plans through coaching and mentoring.
Management : The project will strengthen financial and inventory management, and internal control procedures. Workshops on finance and inventory management, and human resource management will be conducted for all partners.
Resource Development: The project will assist partners to identify opportunities for diversification of resources and benefit from these opportunities.
Quality Assurance, Monitoring and Evaluation: Appropriate interventions will be implemented for each partner based on M&E findings. Midterm review will be conducted and results will be shared with stakeholders.
Communication strategy: The project will continue providing technical support to NACP and NIMR in implementation of the communication strategies developed.
Leadership and Management Training: Leaders and senior managers from each partner will receive leadership training. Tailor made leadership and management courses to identified senior MOHSW staff will be offered.
Strategic Activity Fund for Innovation (SAFI): Strategies to motivate Partner organizations who perform well in the implementation of capacity building interventions will be employed. Networking of TA providers will be facilitated also inter-organizational exchanges and study tours. Projects success stories will be disseminated via website, newsletter and breakfast meetings, national and international conferences.
MSH provides Institutional Capacity Building Assistance to support Local Partners in developing their Leadership, Organizational, and Financial Management Capacity to Provide a Sustainable Response to the HIV Epidemic in the United Republic of Tanzania under PEPFAR. The TZ-ICB project specifically supports the first two goals of PEPFARs strategy for the next five years: 1) to transition from an emergency response to promotion of sustainable country programs and 2) to strengthen partner government capacity to lead the response to this epidemic and other health demands. As a capacity building mechanism, MSH conducts similar strengthening activities across different budget codes. This package includes :
Organizational Review: The project will review achievements with NBTS in a participatory manner similar to the initial reviews. This exercise will inform areas of focus in the subsequent period. A two day workshop will be held.
Coaching and Mentoring: The project will assign consultants to NBTS to provide ongoing backstopping as NBTS implements capacity building activities based on work plans developed during organizational reviews. Areas to be supported are leadership and management, organizational systems and structures, governance, management and execution and grants management and reporting. A TOT in coaching and mentoring will be conducted for supervisors and ICB staff.
Management (Human Resource, Financial, Inventory & Asset Maintenance); Mentors will be assigned to support NBTS in strengthening their financial and inventory management, and internal control procedures based on the financial management review findings. Special training workshops on finance and inventory management, and human resource management will be conducted twice a year.
Resource Development: The project will assist NBTS to identify opportunities for diversification of resources and benefit from these opportunities. In order to ensure that there is internal organizational capacity to attract additional resources within the target organizations, the project will provide refresher training on resource mobilization to NBTS staff.
Quality Assurance, Monitoring and Evaluation: Based on the M&E review findings, appropriate interventions will be implemented for NBTS; and practical, hands-on workshops on M&E and quality assurance will be organized. TZ-ICB will conduct a project midterm review and share results with stakeholders.
Leadership and Management Training: The project will continue to support leadership and management training employing training, coaching and mentoring, and MSHs web based courses. One, five-day workshop for leaders and senior managers from NBTS will be held twice a year.
Strategic Activity Fund for Innovation (SAFI): Based on performance in implementing capacity building interventions, NBTS will receive rewards in the form of equipment or budget outlays. Additionally, the project will continue facilitating the networking of TA providers and inter-organizational exchanges and study tours. TZ-ICB success stories will be disseminated via website, newsletter and breakfast meetings, national and international conferences.
