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.
Background
The Government of Kenya's (GoK) Ministries of Health have established Interagency Coordinating Committees (ICC) for purposes of coordinating key activities in the health sector. The ICCs provide a forum where the key stake holders can discuss how well to coordinate their activities in order to minimize wastage of resources and build consensus and synergies in interventions. The ICCs also provide a stage where the various key players i.e. government departments, development partners, Faith Based Organizations (FBOs) and Non Governmental Organizations (NGOs) are informed, discuss and coordinate various activities.
The ICCs has been very vibrant and have focused on addressing challenges faced by the various players in meeting certain health sector objectives. However, there is no appropriate secretariat that would ensure meeting logistics, follow-up on deliberations, and inter-ICC linkages.. The ICCs are also expected to be replicated at the regional levels but with a very strong link to the nation level.
Linking these coordination mechanisms at the various levels requires expertise and dedicated manpower. The government needs support to initiate such a secretariat for ease of coordinating the ICCs at the various regional levels. USAID/Kenya is determined to support a secretariat that will enhance coordination as this will improve on efficiencies in resources utilization.
Goals and Objectives
The Coordinating secretariat project will;
Establish mechanisms for effective coordination
Manage both the national and regional coordination mechanisms including ICCs
Develop a data base for the meeting proceedings and deliberations
Share and disseminate key meeting decisions widely
Key activities for FY 2011
The mechanism will work closely with the various coordination mechanisms such as national level ICCs, regional ICCs or stake holder's forum and establish modalities of effective data and or information sharing.
The project will offer high level and professional administrative and secretarial services to the various ICCs and coordinating mechanisms at the national and regional levels. Many a times the minutes of past meetings are hard to trace hence institutional memory is lacking and some decisions take long to be realized. The high level of participant's turnover does not facilitate the process. The project will develop a shared data base where the meeting deliberations can be stored and preserved for future use.
Information sharing and cross pollination among various coordination mechanisms such as ICC is weak. As a result there is little room for consultations, collaborations and synergies. The project wills retrieve information from the data base and package it for sharing with the wider community in a user friendly and effective manner. The information sharing will be real time and hence enable cross checking and collaboration in ongoing activities.
Geographical coverage and target population
This mechanism will target various GoK coordination mechanisms/structures nationally and regionally.
Cross cutting issues
The nature of the project will be that it supports all the areas of health sectors given that the ICCs and other coordinating mechanisms are cross cutting.
Linkages to Partnership Framework and Global Health
The project is aimed at supporting the health sector in Kenya to be better coordinated and hence give the government a better stand in managing the various players in the sector. The partnership framework emphasizes the need for coordination and collaborations of various key players, and that is what the coordination secretariat will be fostering. This will enhance government leadership and ownership of the various activities including the ones supported by development partners.
Contributions to Health Systems Strengthening
The coordination secretariat will be building on leadership and management aspect of the health systems strengthening. It will offer opportunity for various health sector activities to be effectively managed.
Cost saving strategies over time.
Having a centralized coordinating secretariat enhance efficiencies and effectiveness of resource utilization. This may be due to shared manpower, materials and equipments.
Monitoring and Evaluation
The USAID policies and guidelines will be applied in the monitoring and evaluation of the project. Field visits, regular meeting and reports will be closely observed and corrective action taken as appropriate. Financial reports and pipeline analysis will be done regularly.
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