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: 2010
SCMS will support the following objectives in support of the national Voluntary Medical MaleCircumcision program in swaziland: product selection of all approved commodities related to malecircumcision, quantification and procurement of MC commodities, MC supplies inventory Management(Storage & Distribution) and Health Care Waste Management (HCWM). Coverage for theafore-mentioned activities will cover all four regions of Swaziland, to sites that have been predeterminedby the site operations team composed of representatives from SCMS, PSI, Futures Group and JHPIEGO.SCMS aims to keep stock levels at desired levels through better tracking consumption, adjusting targets
and regularly updating the forecast and supply plan. This will minimize overstocking, prevent expiries andallow for use of more economic modes of transport (e.g: by sea, road versus by air). Additionally, byputting a country team in Swaziland, SCMS hopes to improve management and control on the ground,thereby resulting in improved subsequent planning and procurement of MC commodities. SCMS will focuson continuing the provision of health care waste management component of the MC program inSwaziland. SCMS will also assist the Government of the Kingdom of Swaziland to develop HCWMguidelines and standards. SCMS will establish regular monitoring and evaluation of the integrated HCWMto ensure practices are properly maintained to minimize risk, damage and disease
SCMS will procure, store and distribute MC-related commodities, including HIV rapid test kits, MC kits, OIdrugs, medical SCMS will procure, store and distribute MC-related commodities, including HIV rapid testkits, MC kits, OI drugs, medical equipment, general equipment, hospital furniture, laboratory commoditiesand consumables. In addition to the 72,100 HIV rapid test kits that SCMS has already procured, SCMSwill procure another 28,000 of HIV rapid test kits to support the USG and MoH efforts to expand MCfacility-based HIV counseling and testing activities and increase testing uptake. The current testingalgorithm uses Determine as a screening test and Unigold as a confirmatory test. Service delivery pointsfor current MC interventions are a combination of integrated fixed sites (health centers and clinics) andmobile/outreach. SCMS will continue to establish and strengthen the health care waste managementcomponent of the MC program at the national level. SCMS is procuring and outfitting 4 incinerators forthe country's main hospitals and engaging in infrastructural upgrades to ensure appropriate housing forthese incinerators. Additionally, the MoH will be supported with finalizing the Swaziland NationalGuidelines on HCWM and developing national SOPs and standardized training materials on HCWM. Thispolicy (SNGHCWM) will include the key steps of waste management: minimization, separation,identification, handling, treatment and waste disposal. SCMS will also be developing national SOPs onHCWM, standardized training materials, and monitoring and evaluation tools.
Strategic Area Budget Code Planned Amount
USG partnered with the government through the PEPFAR Emergency Commodity Fund (ECF) toreplenish Swaziland's ‘buffer' stock of ARVs. USG shared the costs of the Swazi government's ECFrequest by reprioritizing budgetary ‘pipeline'. The primary goal of the ECF donation was to help theMOH safeguard the more than 70,000 Swazis currently on ARVs and to avoid interruption in the uptakeof HIV testing and counseling and linkage into care and treatment programs. Just as important was thesecondary goal of assisting the Swazi government in meeting its commitment to fully manage andfinance the national ARV supply chain. This is no easy task, due in large part, paradoxically, to thetremendous success of the national ART program. As the Swazi government faces increasingly difficultbudget decisions, Embassy Mbabane judged that it was a smart investment to endorse and cost sharethe Government's ECF request, and is optimistic that it will assist the Swazi Cabinet in maintainingfunding for lifesaving health programs. This activity concluded in 2012.