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: 2013
The goal of the GMS Follow-On project is to provide TA to improve the functioning of GFATM grants and thereby increases the effectiveness and efficiency of prevention, care and treatment interventions for HIV/AIDS, TB and malaria in Central Asia. The mission of GMS is to provide urgent, short-term TA to the CCMs and the PRs for the purpose of unblocking bottlenecks and resolving systemic problems that hinder the response to the three diseases.
The project will conduct activities in Kazakhstan, Kyrgyzstan and Tajikistan and will work with all members of the CCMs.
The project will provide short-term targeted TA to implement project activities so there is no need for the project to become more cost-efficient over the longer term.
Most project activities will be assessments and reviews but any materials that are developed will be incorporated into development partner plans or will be shared with other donors including the GFATM.
The project will develop monitoring and evaluation plans for all project activities, which will be reported to and monitored by USG.
This mechanism supports the CARs PEPFAR Strategy Objective 2 particularly sub-objective 2.3 Governance. This activity is linked to OHSS BCN of Abt Associates/IM # 12746. The GFATM has been the primary and largest source of HIV funding in the Central Asia Region. During the first few years of GFATM grant implementation, all CCMs in the region faced a number of organizational and management challenges including: duplication between CCM and other national coordination bodies; lack of clarity of CCM functions, political mandate, and scope of work; inefficiencies of CCM Secretariats; poor cooperation between government and non-government members; and problems with communication and information sharing. Despite intensive TA to address many of the challenges of CCMs in Kazakhstan, Kyrgyzstan and Tajikistan, more work needs to be done to strengthen the CCMs in Central Asia and incorporate these entities into broader health coordination.
The primary objective of the GMS follow-on will be to provide additional targeted technical support to the CCMs in Kazakhstan, Kyrgyzstan and Tajikistan. A challenge with past TA from GMS is that it only addressed immediate problems of the CCM without creating a more comprehensive framework for capacity development. In FY12, the project will conduct diagnostics, develop a capacity development framework and map out a plan for CCM capacity development for Kyrgyzstan and Tajikistan. The project will conduct some training and TA activities for core CCM functions such as oversight, use of the dashboard, and CCM roles and responsibilities. The project will also identify activities that should be conducted by other USG partners to sustain the limited technical support from the project. In Tajikistan, the project will complement activities that are already planned through current GMS TA and through the GFATM collaboration grant. The project may also help CCMs in Kyrgyzstan and Tajikistan to work with UNDP and jointly develop a phase-out plan for UNDP as Principal Recipient of the GFATM grants.
Another activity of the project will be to suggest strategies and develop a plan to incorporate the CCMs into broader coordination and oversight activities led by the Ministry of Health. This will help to strengthen the functions of the CCM while also focusing on sustainability of this important oversight and management function. In Kazakhstan, for example, GFATM activities may end within the next five years, so including CCM roles within a government structure will be an important way to ensure sustainability of program oversight and management.
The project will also identify and compile best practices on CCM management and oversight, both within the region and throughout the rest of the world. In collaboration with the GFATM, the project will help to convene regional meetings of CCM members to share best practices and approaches to CCM oversight and implementation from Central Asia and other countries.
Activities from this project will help support the USG PEPFAR GFATM Engagement strategy and will be closely coordinated with other USG partners, the GFATM and its principal recipients and sub-recipients, MOHs and other development partners.