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: 2008
I. Program Area Background:
In 2007 and 2008, PEPFAR/OGAC worked closely with the Global Fund to strengthen management
structure and governance of the Cote d'Ivoire Country Coordinating Mechanism (CCM) through support of
transparent membership renewal and reconstitution of the CCM. A baseline qualitative assessment of the
CCM revealed a poor understanding of the five functions of a CCM; little harmonization of the Global Fund
grants with other support or with a formal gap analysis; much confusion over the proposal development
process; few oversight activities, resulting in confusion between the CCM and the principal recipient (PR);
and minimal transparency and little circulation of information between the Executive Committee and other
members. With PEPFAR support through the Leadership, Management and Sustainability (LMS) program
conducted by Management Sciences for Health (MSH), considerable progress has been made over the
past year, including re-establishing clear by-laws, establishing four oversight committees within the CCM,
and taking steps to secure public not-for-profit status of the CCM — all of which culminated in the
transparent election of a new CCM president in February 2008. The Cote d'Ivoire CCM is now recognized
by the Global Fund as compliant with by-laws and guidelines for Global Fund Country Coordinating
II. Program Description
With FY09 funding, LMS will provide additional support for the structural reform of the CCM and the
Secretariat as well as capacity building in governance, leadership and management, general oversight,
monitoring and evaluation, constituency communications, and harmonization of Global Fund activities with
other efforts. Additionally, LMS will provide capacity building to the PR and selected sub-recipients in order
to increase the transparency and communication among all Global Fund entities. Proposal development of
a Round 10 HIV/AIDS grant and guiding initial gap analysis will also be main priorities of the LMS technical
III- General Program Objectives
The goal of the LMS program's technical assistance is to clarify the five functions of a CCM for each
member and to transform the CCM into a cohesive body that is a critical and effective player in rallying all
sectors within the country to combat HIV/AIDS, malaria, and TB.
There are three general program objectives for the LMS intervention:
• The CCM, Executive Committee, and Proposal Development Committee have strengthened capacity to
develop high-quality, multi-sectoral proposals in HIV/AIDS for submission to the Global Fund.
• The CCM and CCM secretariat have strengthened capacity for governance, oversight, and monitoring of
the implementation of Global Fund grants.
• The PR and sub-recipients have strengthened capacity in monitoring and evaluation, reporting to the
CCM, and program implementation.
Capacity building of the CCM Permanent Secretariat:
Recruitment of a permanent secretary and organization of the newly ratified structure of the CCM
secretariat has been ongoing in FY08. With FY09 funding, LMS will continue to work with the new
secretariat on administrative procedures, roles and responsibilities, Global Fund procedures, simple
monitoring dashboards, operational systems, and general capacity building.
Global Fund HIV/AIDS proposal:
With FY09 funding, the LMS team will help facilitate the Round 10 HIV/AIDS proposal process and ensure
that the CCM researches and submits a strong, comprehensive, and feasible proposal in answer to the
March 2009 call for submissions from the Global Fund. (Technical assistance for a Round 9 proposal will be
provided with FY08 funding.) Led by an international consultant and supported by a team of local proposal
development consultants (including a representative of PEPFAR, a specialist in HIV/AIDS, and a
budget/accounting specialist), the team will guide the CCM through a transparent proposal development
process while simultaneously building its capacity and a deeper understanding of the process so as to lay
the foundation for increased involvement by CCM members in future proposal processes. A local LMS
consultant will assist the CCM in the assessment of the organizational and financial capacities of potential
PRs/SRs. Using the Program Management Capacity (PMC) Assessment Tool and the Financial
Management and Systems (FMS) Assessment Tool from the Global Fund as guides, the local consultant
will make site visits to potential candidates to make assessments and offer recommendations to the CCM
on qualifications. The international consultant, an expert in health systems strengthening, will harmonize the
PEFPAR-led HIV/AIDS Round 10 proposal with other sector proposals for malaria and TB (should the CCM
decide to apply in these areas).
Resource Mobilization and Communications:
LMS will continue to provide technical assistance through a consultant to assist the CCM to implement its
annual workplan. LMS will offer a workshop for CCM members on resource mobilization for sustainability of
the CCM, to be led by an international consultant. The consultant will work with the CCM to mobilize diverse
resources to fund CCM functions. This consultant will assist the CCM to submit its annual funding request to
Global Fund Geneva, and the team of LMS local consultants will continue to assist in the mobilization of
resources throughout the year by periodically checking in with the resource mobilization CCM sub-
committee regarding the status and amount of funds mobilized.
The resource mobilization committee will continue to work on the action plan established during the
leadership development program, adapting the plan and/or creating new ones when results or milestones
are achieved. Ongoing leadership and management coaching by local and international facilitators will
monitor progress on these plans.
The implementation of all communications strategies will be led by the CCM communications sub-
committee. Local LMS consultants will facilitate and monitor the implementation of the communications
action plan and offer support as needed. The communications sub-committee will continue to work on the
Activity Narrative: action plan established during the leadership development program, adapting the plan and/or creating new
ones when results or milestones are achieved. Ongoing leadership and management coaching by local and
international facilitators will monitor progress on these plans.
CCM Policy Documents:
The framing documents for the CCM will be revisited during FY09 to determine whether updates are
needed. Local consultants will work with the CCM to ensure that documents are updated regularly
(documents include the governance manual, by-laws, and M&E plan).
Leadership and Management Capacity Building:
The overall vision of the LMS leadership and management intervention is to assist the CCM to become an
effective, compliant, stable, and good steward of the resources and trust invested in it by the Global Fund
and the country of Cote d'Ivoire.
During FY08, LMS conducted a Leadership Development Program with the CCM. Starting with a scanning
exercise that included field visits to sub-recipient sites in Aboisso and Bonoua, CCM members observed
direct beneficiaries of the Global Fund grants in local clinics, hospitals and pharmacies. Over the course of
three workshops, each CCM sub-committee created an action plan with a single, defined, measurable result
that could be achieved within six months.
(1) During the Leadership Development Program, the CCM was introduced to the "challenge model," which
provides a systematic way for groups to experience the direct impact of applying management and
leadership practices to achieve results.
During FY09, the international team leader and local consultants will continue to coach the CCM sub-
committees on implementation of their action plans. To review the progress of the CCM, LMS local
consultants will lead the CCM through a self-assessment tool.
CCM governance strengthening for transparency and accountability: One of the challenges the Cote d'Ivoire
CCM faces is that of ensuring that new members, especially civil society members, understand their roles
and responsibilities and can participate as equals in CCM meetings and activities. Building the capacity of
new members in CCM governance includes helping them to understand CCM structure and functions and
the concepts of transparency and accountability. In order for capacity building to be sustainable, the CCM
needs a mechanism to bring new members on board that does not depend on outside technical assistance.
LMS will develop and package a virtual program on CCM governance for the CI CCM using a combination
of CD-ROM, Web-based tools, and a facilitator guide for face-to-face workshops on governance and
transparency. LMS will base the modules on its extensive experience using virtual means to deliver
leadership training, strategic planning, and governance strengthening for civil society organizations.
Monitoring and Evaluation-
With Fy09 funding, LMS will continue to strengthen monitoring and evaluation capabilities of the Cote
d'Ivoire Global Fund entities in the following ways: (1) capacity building of the CCM's oversight of the PRs
(and in certain cases sub-recipients) and ongoing grants; (2) long-distance coaching from international M&E
specialists to ensure that the CCM is fully supported; and (3) direct work with the PR and select sub-
recipients to continue supporting a regular reporting system between the recipients and the CCM to ensure
open communication and transparent oversight. As part of this activity, the LMS team will offer face-to-face
workshops with members of the CCM's M&E subcommittee and select members of the PR and SR to
design simple dashboard monitoring tools to establish a harmonized reporting system.
Between training sessions, the follow-up with members will be twofold: (1) long-distance coaching from the
international consultant with designated members of the CCM M&E committee, PR, and SRs; and (2) on-
site follow-up with the CCM, PR, and SRs by a local M&E consultant.
The CCM M&E subcommittee will continue to work on its action plan established during the leadership
development program, adapting the plan and/or creating new ones when results or milestones are
achieved. Ongoing leadership and management coaching by local and international facilitators will monitor
progress on these plans.
New/Continuing Activity: Continuing Activity
Continuing Activity: 17066
Continued Associated Activity Information
Activity Activity ID USG Agency Prime Partner Mechanism Mechanism ID Mechanism Planned Funds
System ID System ID
17066 10568.08 U.S. Agency for Management 7219 7219.08 Global fund $500,000
International Sciences for technical
Development Health support Tasc
10568 10568.07 U.S. Agency for Management 7324 7324.07 MSH $50,000
International Sciences for
Human Capacity Development
Estimated amount of funding that is planned for Human Capacity Development $280,000
Public Health Evaluation
Food and Nutrition: Policy, Tools, and Service Delivery
Food and Nutrition: Commodities