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 2012 2013 2014
COP 2010 Overview Narrative
This is a new implementing mechanism that will follow-on to Church Alliance for Orphans (CAFO), whose funding under the New Partners Initiative (NPI) and from field support ends in September 2010. CAFO provides small incentive-grants to sub grantees undertaking OVC projects and services to over 10,000 orphans and vulnerable children as well as caregivers. Sub grantees are church congregations and other community-based organizations.
1. The new mechanism will be a cooperative agreement with a focus on community mobilization and advocacy for holistic and sustainable services to orphans and vulnerable children. It will have the following two strategic objectives: 1) to increase community capacity to address OVC needs, and 2) to advocate for comprehensive services to OVC.
2. The mechanism is in line with USG commitments of the Partnership Framework in terms of mitigating the impact of HIV/AIDS through increased access to comprehensive care and support for OVC and PLWA, especially by way of supporting community initiatives to provide services to OVC. It is also fully in line with the forthcoming National Strategic Framework on HIV/AIDS and the National Plan of Action for OVC (NPA).
3. The geographic coverage will be limited to selected regions yet to be identified. Target populations will be orphans and vulnerable children and their caregivers.
4. The mechanism will empower communities to hold government accountable for implementation of OVC related policies and regulations, including access to welfare grants and fee waivers for services in education and health. Activities under this mechanism will also forge better networks and referrals between the social welfare, community development, and health and education sectors.
5. The following cross-cutting programs will be covered by the mechanism: Food and Nutrition, Education, and Economic Strengthening.
6. Sustainability of OVC community services will be addressed through low-technology income-generating activities which will contribute towards continuing OVC support with the need for external support decreasing over time.
7. A monitoring system with clear guidelines, procedures, and tools will be developed, which will be in line with the M&E plan of the NPA, and which will be compatible with the Ministry of Gender Equality and Child Welfare's (MGECW) data system ('data warehouse').
Mentoring and training of member organizations/sub grantees:
CAFO operates through inter-denominational CAFO committees, which are formed to address their communities' most pressing OVC related needs, whose functions are to supervise OVC projects which are managed by local congregations, women's groups or community forums. Under this project extension, CAFO will provide targeted capacity building to CAFO committees and their sub-grantees on resource mobilization (including income-generation), governance and administrative systems to ensure OVC interventions become sustainable with decreasing external inputs. CAFO will collaborate with FANTA (Livelihood TA) to strengthen the livelihood and food security interventions of their sub-grantees.
Links to service providers and organizations with expertise linked to sustainability will be established, and training opportunities with such partners will be sought. This may include organizations that provide business or agricultural training to help the project's IGAs succeed.
At least 20 sub grantees and all their sub-recipients will be targeted with this capacity-building. Direct sub-grantees will be capacitated to develop sustainability plans for their sub-recipients.
Continuing Activity
Estimated Budget = $340,667
Grant making to CAFO member organizations and associated congregations:
CAFO members and sub-grantees will provide critical services to the most vulnerable children in their communities, which may include basic needs related to health as well as shelter, care, education, protection and social and emotional needs. This will also entail referrals to basic government services and advocacy support for granting of child grants to eligible children and for waivers of user fees in education and health facilities.
In order to provide these services, sub-grantees will receive grants from CAFO based on needs assessments and proposals developed. CAFO will be responsible for monitoring that service delivery is in line with national standards, and that sub-grantees are able to account for the funds receive. CAFO will also be responsible for reporting of sub-grantees through its trained volunteers.
Estimated Budget = $633,333
Monitor sub-grantees to ensure programming and program administration is focused on child rights and participation:
Synergies will be developed with other USAID and development partners' efforts to strengthen coordination platforms, especially at regional and constituency levels. CAFO and its network of congregations, including sub-grantees, will participate in local OVC forums and contribute to the development of local action plans. CAFO will pro-actively engage regional government officials and development committees to inform them of service gaps for OVC or infringements of child rights. CAFO will ensure lessons learnt throughout its national network will feed into national policy development, through forums such as the OVC Permanent Task Force and networking groups such as the OVC
collaborative.
Estimated Budget = $36,000
ADDITIONAL DETAIL:
While CAFO has conducted successful capacity building of sub-grantees and their caregiver groups on OVC service provision (such as psycho-social support tools like Kids Clubs, child development, and OVC service standards), a significant shift under this program extension will be a concerted effort to capacity building for sustainability of the local OVC initiatives funded with USG resources.
The following strategies will be employed:
Mobilizing local action and community resources to respond to OVC needs
Mentoring and training of member organizations/sub grantees
Grant making to CAFO member organizations and associated congregations
Leverage access to training and financing opportunities for sub-grantees with other service providers, including USG partners
Link member projects/sub grantees as well as beneficiaries to government and non-government service providers in the health, social services and agriculture sector
Monitor sub-grantees to ensure programming and program administration is focused on child rights and child participation
Contribute to the co-ordinated response to OVC by guiding key processes in national OVC framework development (upcoming National Plan of Action for OVC, national OVC conference, quality standards)
