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.
In Mozambique, two partners received Track 1 awards in 2004 for expansion of ART services: Elizabeth Glaser Pediatric AIDS Foundation (EGPAF) and Mailman School of Public Health of Columbia University (Columbia). These two partners have played a critical role in mobilizing the scale-up of ART treatment in Mozambique. By September 2009, both Track 1 partners were supporting approximately 67,000 patients on treatment (more than 40% of all patients on ART in the country). In FY 2009, a three-year non-competitive extension of the Track 1 program was granted that requires Track 1 partners to transition management of their programs to "local partners" by February 2012.
The goal of this new funding mechanism is to provide technical and capacity development support to Mozambican organizations that will be tasked with implementing HIV care and treatment activities that have been, until now, supported by international partner organizations funded by the USG through the Track 1 treatment mechanism. This transition needs to occur while sustaining and continuing to scale up care and treatment services for PLHIV without life-threatening disruptions of services. Activities towards achieving this goal will focus on three main areas: 1 Activities towards achieving this goal will focus on three main areas: 1) Building capacity of Provincial Health Directorates (DPS) and districts to plan, manage and supervise quality HIV clinical services, as well as to manage USG funding awards 2) Creating and building capacity of indigenous technical assistance prime partners to provide focused technical assistance to the government of Mozambique for a broad range of comprehensive HIV related clinical services provided at different levels of service delivery. 3) Building capacity of national NGOs and community based organizations to successfully compete for funds, as prime partners from donor agencies including the USG for the purposes of implementing adherence support and community care program activities.
The activities of this implementing mechanism are linked to the Partnership Framework goal 3: Strengthen the Mozambican health system, including human resources for health and social welfare in key areas to support HIV care, prevention and treatment goals. The benchmark for this goal is number of inhabitants per doctor and clinical technicians. This activity is linked to other capacity building activities done by PEPFAR Clinical Partners working with the Mozambique government in strengthening the human resources, managerial capacity, and logistics management across health fields and programs.
The target populations that will ultimately benefit from this activity are HIV infected children, women and men through improved capacity of local government and non government organizations implementing HIV prevention care and treatment programs in Maputo, Gaza, Inhambane, Nampula, Zambezia and Cabo Delgado provinces of Mozambique.
This mechanism will make key contributions to health systems strengthening that include development of sustainable locally maintained health services through: capacity building of provincial and district MOH staff in program, financial and grants management; development of local Mozambican NGOs' capacity to plan, implement, and monitor programs; financial grants management according to donor requirements.
Cross cutting programs within this new mechanism include human resources for health. The long term gains in cost efficiencies result from the transfer of program funding and implementation from international NGO partner organizations to local organizations which eliminates overhead costs.
An M&E plan that includes benchmarks such as people trained, strategic plans developed, and financial reports completed and submitted will be used to track program implementation.
The purpose of this new activity is to provide technical assistance and service support to 3-4 Mozambican government organizations and community organizations in order to build capacity and sustainability within these organizations to manage quality HIV programs. The systems barrier addressed is the weak program and financial management of these local organizations.
Assistance funded through this activity may include but is not limited to: 1) Training and mentoring in organizational development, 2) developing/validating/evaluating organizational systems, 3) development of assessment tools for measuring organization systems and levels of organization development.
Organizational management activities include: 1) Leadership/governance; financial management; human resource management systems; grants management; logistics and facilities management systems, grants related property management systems; and monitoring and evaluation and Quality Management Systems (QMS).
Capacity-building activities include: 1) Assistance in building local staff competencies in health strategic planning, evaluations and other program areas; 2) Training and ongoing mentoring of provincial health officials, local partner staff as needed;
3) Provision of training materials and programs including development, implementation of training of public health, facility-based and community based service providers; 4) Training of staff in organizational and financial management: financial and accounting practices; internal financial controls; monitoring and evaluation of program activities.
The expected results of these interventions are that Mozambican provincial and district health directorates and NGOs will have developed sound financial monitoring systems and program planning and implementation systems to enable their successful application for USG and other donor funds to support program activities.
This is a spillover activity, since the government and community organizations will be strengthened to play a role in the overall health system. Strengthening them will also benefit service delivery, human resources for health, and health finance.
