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: 2011 2012 2013 2014 2015
The Strategic Objective of the project is to strengthen public health resources to analyze health data for programmatic and policy development, and improvement and development of methods and systems for information dissemination. The project has national coverage and targets health personnel, including information officers, program managers, epidemiology officers, provincial and district health teams, and facility level managers. The project aims to achieve the following intermediate results that will lead to achievement of the strategic objective: 1: capacity of MOHCW to coordinate and conduct effective HIS strengthening activities increased. 2: Capacity of national, provincial, district, and clinic-level health care workers in the use of data for decision making increased. 3. DHIS strengthened to become the central repository and reference for routine health data
The project efforts will become more cost efficient over time as skills are transferred to MOHCW staff and they are able to carry out tasks with less project assistance. The end goal of the project is to transfer as much capacity as possible to the MOHCW and to local organizations that can assist MOHCW over the long term to strengthen its health information system. The project M&E plan is based on the results above and indicators will be finalized in coordination with the CDC, MOHCW and project partners. Indicators will include PEPFAR as well as custom indicators. Data is collected and reported regularly in Quarterly reports and analyzed by the project team and MOHCW. a. VEHICLES - Purchased under this mechanism from the start of the mechanism through COP FY2011 = 2 - New requests in COP FY 2012 = 0 Total vehicles =2
COP12 funds will be used to continue to strengthen the DHIS. The project will support HIS resources through renewal and strengthening of health information officer training through local universities/polytechnics. Furthermore the project will provide support to MOHCW to leverage Global Fund and other resources effectively. The project will strengthen the underlying HIS planning structures through technical assistance and provision of resource support for NHIS technical committee and working groups. In addition, the project team will assist MOHCW in the development and M&E of an HIS implementation plan that will enable MOHCW to better manage HIS strengthening activities and resources. Finally, the project will assist MOHCW to develop consensus on core/essential indicators that can be used to monitor the health system. Funds will also be used to build the capacity of national, provincial, district, and clinic-level health care workers in the use of data for decision making. This will be done through training and supportive supervision of PEDCOs, PHIOs/DHIOs and program managers in data presentation and analysis with a focus on the use of the DHIS. In relation to this we will help MOHCW to strengthen production & dissemination of reports. Finally, we will strengthen routine mechanisms for use and dissemination of health data, through support of provincial and district health team meetings. The third intermediate result is to strengthen the DHIS to become the central repository for routine health data. To do that we focus efforts on the following areas: building additional data sets into DHIS so that it can be relied on increasingly as a source of data by multiple programs (e.g. HIV/TB, nutrition, etc.) so that parallel vertical reporting systems can be phased out. In order to build DHIS as central repository for health information, we need to strengthen data quality. We will do this by providing resources, tools and training supervisors on data quality monitoring. We will work to ensure MOHCW has the capacity to monitor DHIS system performance & to provide effective user support.
RTI will support commodities commodities and technology to increase coverage and effectiveness of EID services and a program evaluation to assess outcomes of the national PMTCT program.
