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
YR 3 supports continued TA in PFIP Goal 4, HSS, with these objectives: Improved financial management capacity of national programs; Improved integration and efficiency of national partners; and Strengthened national leadership and governance. TA covers all PF countries and reaches leaders at many levels, within government, civil society, and private sector. Building on YR 2 activities, gains will be made in country capacity to implement, analyze and use: NHA; Household behavior, service utilization, and expenditure surveys; and costing studies. Further developments in health insurance coverage of HIV/AIDS will be supported. A process evaluation of regional NHA will document how TA has resulted in greater capacity, sustainability and use of NHA data, including HIV/AIDS subaccounts, for policy making and planning.Strategies for cost efficiency, adapted to local contexts, include: Improving coordination and leveraging of other resources; Developing/maintaining partnerships to support long-term success by diversifying resources, maximizing skills and expertise, strengthening advocacy; Strengthening information for improved health care efficiency; Improving financial management skills to analyze, project and track financial data; Providing cost-effective models for decentralization and/or integration of HIV; and Encouraging new technologies for cost savings and improved outcomes.Transitioning activities to local structures will be achieved by: Engaging grassroots networks in budget decision-making; Promoting participation and effective use of existing structures; Facilitating linkages between the levels and areas of the system; Paying attention to political and external factors that facilitate and/or constrain policy changes; and Ensuring a systems approach in all TA.
Global Fund / Programmatic Engagement Questions
1. Is the Prime Partner of this mechanism also a Global Fund principal or sub-recipient, and/or does this mechanism 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?
Budget Code Recipient(s) of Support Approximate Budget Brief Description of ActivitiesOHSS OECS HAPU/PANCAP 100000 Capacity Building in Health System Financing
HSS involves consulting and working with national governments to identify unmet needs, strengthening partnerships among national, regional and international partners, and enhancing the sharing and adoption of best practices to build national capacity for a sustainable response to HIV and AIDS.
Although there are a number of systems barriers, one major theme across all countries is the need to address health financing. YR 1 assessments identified the following health financing barriers: shortage of domestic resources to support ongoing HIV prevention, treatment and care programs as external funding declined; heavy reliance on out-of-pocket payments to finance the private sector services; lack of private insurance coverage for PLHIV; lack of health financing evidence to promote rational health planning. Based on YR1 and YR2 activities, TA will continue to be provided in several areas: national assessments of the costs of providing HIV/AIDS prevention, care and treatment programs; building capacity for resource allocation decision-making, including budgeting processes to increase efficiencies of current spending; operational-level assistance for competent management of finances in HIV/AIDS-related programs; identifying opportunities for pooling and risk sharing; and mobilizing resources for needed services, both for investments in expended capacity, and for costs to scale-up access.
Intentional spillover of TA activities is targeted at developing cost effective models related to other health issues and strengthening financial accountability beyond HIV/AIDS. Many leveraging opportunities exist and are being nurtured. Working closely with PAHO since inception of the project has reaped the rewards of technical expertise, high-level networking opportunities and access to country policy processes and budgeting decisions. All capacity building activities are carefully scrutinized for Government leadership, buy-in and financing with recognition that country ownership is critical for sustainability. Across other health system building blocks, but intricately related to financing, this IM strategically leverages TA from other donors, partners, USG agencies and local organizations.