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.
Subdivisions of Program Areas, these track general higher level sub-classifications of expenditure.
Subdivisions of Major categories, these are the most detailed expenditure data.
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
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
MSH links to the following PFIP objectives: "Improve the human and institutional capacity of the MoH andNGOs to respond to the HIV epidemic" and "HIV and AIDS health systems strengthened and integrated toimprove health outcomes and developmental action in Swaziland". The BLC project works to build thecapacity of local institutions in the delivery of HIV/AIDS services in the region. With BLC support, suchinstitutions will progress to the point where they are able to attract and effectively manage fundingreceived directly from the US government and other donors. Through MSH, PEPFAR will continue toprovide USG's in-kind contribution to the CCM, in addition to providing necessary program management,technical assistance and tools. MSH will also provide necessary technical assistance and tools to helpthe Advisor improve grant alignment and leveraging of Global Fund grants with HIV donor activities, inparticular PEPFAR resources. BLC will support other training and coordination activities as determinedin consultation with the CCM and NERCHA. For the capacity-building activities described above, MSHwill not receive additional funding inputs from other donors, host government and/or civil society - theseactivities are funded entirely by PEPFAR.
Global Fund / Programmatic Engagement Questions
1. Is the Prime Partner of this mechanism also a Global Fund principal or sub-recipient, and/or does thismechanism support Global Fund grant implementation? Yes2. Is this partner also a Global Fund principal or sub-recipient? Neither3. What activities does this partner undertake to support global fund implementation or governance?
Recipient(s) of ApproximateBudget Code Brief Description of ActivitiesSupport BudgetFunding for the Executive SecretaryCCM Secretariat, position at the CCM Secretariat; FundingOHSS NERCHA GMU, 375000 for Public Health Advisor for NERCHA'sCCM GMU to ensure grant alignment andleveraging of Global Fund grants with HIV
donor activities, in particular PEPFARresources; Global Fund support &coordination activities (training, TA) forCCM & NERCHA
MSH is working with Swaziland's CCM and with NERCHA as a Global Fund Principle Recipient. Tomaintain cost-effectiveness and streamline operations, MSH corporate policy requires that, to the extentpracticable, all projects in any country are co-located in the same offices and are supported by a commonoperational platform. While the Building Local Capacity Project does not have permanent staff inSwaziland, operations are supported by MSH's Strengthening Pharmaceutical Systems (SPS) Project
with offices in Mbabane. The work with the CCM and NERCHA anticipates a higher level of technicalassistance and other resource inputs in the first two to three years, with such support tapering off in theout years. Performance benchmarks include: i) development of HR plans for the adequate staffing of theCCM secretariat and NERCHA Global Fund management unit (GMU); and ii) orientation and training ofstaff from NERCHA's GMU, including sub-recipients and other implementing partners, on Global Fundsystems, processes and reporting.