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
SUNRISE-OVC started in June 2010 and is anticipated to close out in 2015. The purpose of the project is to strengthen local government (LG) and community systems that will improve coverage and utilization of as well as access to quality services for OVC in 80 districts. SUNRISE envisions that by the end of the project: 1,000,000 OVC will be supported indirectly through strengthened systems; 250,000 OVC will be served directly; districts will prioritize OVC programs and measure and monitor quality of services; data analysis and information management will improve; and resources for OVC activities will increase.These include linking the formal and non-formal systems of care and protection for OVC, community OVC mapping and action, enhancing the protective capacity of key LG departments responsible for OVC, integration of OVC in broader development programming, and partnerships between the public sector and CSOs. SUNRISE supports four broad system areas:1) social services workforce strengthening, 2) planning, coordination and implementation of services for OVC, 3) enhancing OVC data demand, analysis and MIS for quality assurance, monitoring and measurement of services, 4) enhancing advocacy and funding for OVC. Support is provided through a five-year, $22.9 million USD cooperative agreement implemented by the International HIV/AIDS Alliance (IHAA) and its partners: UWESO and MSH. The project works through the Ministry of Gender, Labor and Social Development and its eight zonal Technical Service Organizations (TSOs). IHAA manages eight sub-grants to the TSOs to deliver SUNRISE activities in districts. This year the project will also procure three motor vehicles for TSOs at an estimated cost of $ 105,000 USD.
During FY 2013, the project will provide 100,000 OVC with direct access to two or more essential services, particularly legal support, care and child protection services (including psychosocial support) by the district probation officers and sub-county community development officers in 80 districts. The specific services within legal support, care and child protection involve attending courts and conducting social inquiries; provision of family counselling services and arbitration to solve family problems that include gender based-violence, child neglect and abuse, evacuation/ rescue of abandoned children and children held under unlicensed facilities or without adults; routine monitoring and supportive supervision of childrens homes, remand homes and foster parents;sensitization of local communities and nongovernmental, faith based and community based organizations on child care and protection; and support of the referral mechanism for handling cases of child abuse. OVC will be linked to essential services and routinely followed up and monitored by the community development officers, probation officers and community members. One-thousand local government staff will be trained and mentored in care and protection for vulnerable children using an in-service accredited training program. In addition, 1,000 community-based child care workers will be trained in care and protection for OVC using a tailor-made training program approved by Ministry of Gender, Labour, and Social Development. In 80 target districts there will be updated district OVC plans that will be integrated in the district development plans. There will be routine OVC data collection, use, reporting and functional management of the OVC management information system (MIS) at sub-county and district levels among civil society organizations (CSOs) and local governments in 80 districts. Local government, public sector and civil society service providers in 64 districts will institutionalize quality assessments and supportive supervision for measurement, monitoring and improvement of quality of services for OVC through implementation of national service quality standards, tools and checklists. Districts will develop and implement advocacy and resource mobilization plans. Forty districts will hold semi-annual cluster based dialogues and information sharing for CSOs at sub-county and district levels.
SUNRISEs major challenges include limited evidence on the effective interventions to prevent and mitigate large numberss of vulnerable children, low understanding of the impact of inaction on OVC by all sectors on other development goals, and the wage bill ceiling and limited funding for OVC in districts. The project continues to proactively support efforts for integration of OVC in other sectors through generating and sharing evidence on the positive impact of OVC programming on other sectoral targets and goals.
Last years achievements include: 35 of the target 80 districts-integrated OVC in district development plans; 1,500 sub-county staff in 40 of the target 80 districts were trained in key methods and tools for OVC care & protection; 31 of the target 80 districts are now report using OVC MIS; and 8 districts completed lot quality sampling application surveys.
