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: 2011
A fundamental objective of the PF is to move the region toward sustainability of HIV/AIDS programs. Goal #5 of the PF is "To improve the capacity of the Caribbean national governments and regional organizations to effectively lead, finance, manage, and sustain the delivery of quality HIV prevention, care, treatment and support services" with a sub-objective being to "Improve Financial Management Capacity of National HIV Programs." Achieving measurable progress on this critical objective will require a major effort as most country governments currently provide very limited national budget resources to their own HIV and AIDS programs, relying to an alarming degree on external funding much of which has come from the Global Fund and the World Bank, with smaller support from bilateral donors.
USAID/Barbados & the Eastern Caribbean (USAID/B&EC) will support the second year of a five year program that supports innovative strategies to sustain critical HIV/AIDS services. In general, countries need to: (1) Identify the financing gap; (2) Increase efficiency and/or prioritize high need, high impact services; (3) Identify new sources of funding; and (4) Develop a comprehensive sustainability strategy. Under the PF, with ROP '11 resources, USAID/B&EC seeks to build on the momentum made during year one and provide targeted technical assistance for financial systems strengthening. USAID and Abt Associates will explore various options to expand and diversify domestic financing (private and public) and non-USG external financing. Among the opportunities that are under discussion: (a) increasing program efficiency (doing more with less) through changes in structure (e.g. service integration), organizational arrangements, payment systems (e.g. payments reward efficiency as well as quality), and optimizing resource allocation to the most cost-effective interventions for the country's epidemic profile; (b) improving the competence of operational-level financial management of HIV/AIDS-related programs; (c) initiating or expanding coverage (financing) of services through risk pooling/insurance both private and public; (d) increasing country capacity to mobilize and manage non-USG external resources for capital and recurrent costs; and (e) increasing the transparency and accountability of budgeting and spending to ensure that plans and commitments are carried out.