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.
Human capacity development is a major focus of PEPFAR II. In FY 2010, we plan to support technical expertise in Strategic Information. CDC Zambia plans to continue strengthening local capacity in software upgrades and development by support of professional programmer/developers to work on the national electronic health record (HER) information system, SmartCare. The Strategic Information experts will build capacity in Zambians in computer programming and will provide critical technological guidance for further development of the information system SmartCare, as the Ministry of Health (MOH) assumes more of a leadership role of SmartCare development and management.
As of September 2009, MOH had deployed SmartCare to more than 500 sites in Zambia with support from partners, most specifically PEPFAR. There are some challenging technical areas yet to be mastered by the in-country team, despite the tremendous success of the EHR concept at a political and deployment level.
In FY 2010, CDC Zambia will continue to support the transition of software upgrades and development to in-country talent by supporting the current 'lead' programmer/developer who is working closely with the SmartCare team on-location in Zambia to continue building capacity in the Zambian team up to the level required to maintain and adapt the software in the future.
To assist this lead, a C# software specialist and a SQL Server database administrator will be employed. The roles of the SQL server Database administrator include advancing the architecture of certain large scale SmartCare database strategies and improving database performance and capacity to meet final scope requirements.
The CDC SI section will support a regional hire as an understudy. The strategy behind the regional hire is to provide an option for a long-term and lower cost technical bridge between the US-based expertise that started the project, and the locally sustainable ownership of the technology.
These lead technical staff will continue to provide clear and cohesive technical vision to the project during a key maturation phase of integrating and scaling the performance of the system infrastructure. There are some demanding infrastructure updates needed to simplify system sustainability, localizability, and improve performance and functionality to make the next phases of development more sustainable as the Ministry of Health (MOH) assumes more leadership for system maintenance.
This activity provides a critical continuous bridging capacity, while both the national team's skills mature, and as, deliberately, the MOH adds more technical resources. The development of IT capacity in government is progressing well, but is not anticipated to be sudden without civil service pay scale reform or market pay.
The two added technical staff for this infrastructure work will be supported by unused carryover funding for same work.
