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: 2008 2009 2010
The Civil Society Fund (CSF) is a newly established harmonizing fund to provide grants to civil society
supported through a partnership with DFID, DANIDA, Irish AID, Uganda civil society organizations and
various line ministries within the Ugandan Government. The program began in early 2007 and is just
completing its first year of operation. The CSF is considered a partnership between government, donors
and civil society, is housed at the Ugandan AIDS Commission and managed by a Steering Committee that
includes representatives from all members. Under the direction of the Uganda AIDS Commission, the
Steering Committee manages the multiple donor resources supporting the civil society response to
HIV/AIDS, OVC, TB and Malaria. The Civil Society Fund (CSF) receives funding support from USAID, DfID,
DANIDA and Irish AID for HIV/AIDS and OVC grants. Plans are at advanced stages to have the Uganda
Global Fund provide funding for civil society in these areas, in addition to TB and Malaria. Grants to CSF
recipients are managed through Deloitte and Touche, a USAID contractor that serves as the official CSF
Financial Management Agent. They provide financial management technical assistance to all the CSF
grantees. The Technical Management Agent function is currently being handled by Care International
through the CORE Initiative, and a new implementing partner is expected to be in place mid-FY 2009 to
take over this role when the CORE Initiative ends in September 2009. USAID is also in the process of
contracting the Monitoring and Evaluation Agent which is expected to be in place by October 2009. These
three arms of the CSF provide the necessary technical assistance to the CSF grantees in order to monitor
their progress and improve their internal/external operations to ensure that grant monies are achieving
impact throughout the country.
Through open and competitive solicitations, grants have been provided to local districts and civil society
organizations to support the Uganda National Strategic Plan for Prevention and the National Orphans Policy
and National Strategic Plan of Implementation. To date, a total of 40 grants have been awarded to NGOs
implementing prevention service delivery activities; with another 90 expected in be awarded at the end of
FY 2008 in both the areas of prevention and OVC service delivery. The monitoring and evaluation
component of the CSF will function similar to the MEEPP project for the USG PEPFAR program in Uganda
and will help the CSF grantees to set reasonable targets and report on their progress. The participating
development partners, UNAIDS and the Uganda AIDS Commission are currently mapping out the best way
to manage and support this M&E function under the new national M&E plan but it is anticipated that these
results will feed into the larger information system at the Uganda AIDS Commission. At this time, USAID
covers all the administrative costs of the program and contracts the financial, technical and M&E agents
supporting the fund and its grantees on behalf of the contributing partners; this is in addition to grant funding
provided for prevention and OVC activities. In doing so, USAID is able to provide in-kind cost sharing to the
CSF for the management costs of the Fund and is well positioned to do so. From a donor perspective, one
of the reasons the CSF was established was because many other donor agencies do not have the capacity
to manage grants and contracts and their funds are often not able to pay for M&E costs. This mechanism
was a unique way to streamline and broaden their support to civil society, and at the same time alleviate
their management burden to create a true partnership within the donor community. The overall objective is
to strengthen the Ugandan civil society to better respond to the needs of those affected and infected by
HIV/AIDS.
Tracking the impact of HIV programs remains a challenge within civil society and resources will continue to
be used to provide capacity building support to CSOs competitively selected to receive grants. Upon award
in FY08, the Monitoring and Evaluation Agent will immediately be responsible for measuring the impact of
the CSF through monitoring the 200+ grantees performances, and improving the capacity of these grantees
to collect better data and use such data for future decision-making. These activities will not change in FY09.
The requested resources will be used to support a portion of the management fees (along with funding from
other key program areas such as Sexual Prevention and OVC) for the Monitoring and Evaluation Agent,
while the Global Fund will cover any additional management costs associated with administering their
resources through the CSF. They will work in close partnership with the Technical and Financial
Management Agents, in addition to providing technical support to the Steering Committee. It is expected
that as the CSF becomes more established and institutionalized, other development partners will put funds
into the CSF. The long term financial needs of the M&E component will continue to be assessed on a
regular basis.
The targets reached through direct service delivery in prevention and OVC will be reported by Deloitte and
Touche, the Financial Management Agent.
New/Continuing Activity: Continuing Activity
Continuing Activity: 21478
Continued Associated Activity Information
Activity Activity ID USG Agency Prime Partner Mechanism Mechanism ID Mechanism Planned Funds
System ID System ID
21478 21478.08 U.S. Agency for Chemonics 7210 3370.08 AIDS Capacity $600,000
International International Enhancement
Development Program (ACE)
Table 3.3.02:
Table 3.3.03:
Table 3.3.13:
Table 3.3.17:
