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: 2008
This activity is a follow on to the CORE Initiative project implemented by CARE Inc. to support the Ministry
of Gender, Labor and social Development (MGLSD). CORE Initiative has had three main components: 1)
Strengthening the capacity of the MGLSD to lead, manage, coordinate, monitor and evaluate the national
response to Orphans and Other Vulnerable Children; 2) Improving the quality of OVC services provided
through civil society implementing partners; and 3) providing technical support to the Civil Society Fund
(CSF) steering committee.
Achievements of CORE Initiative:
CORE Initiative has worked with the MGLSD to build its capacity to provide strategic direction, coordination
and monitoring to Uganda's response to OVC, from the national to the household level. It undertook a
detailed assessment of MGLSD and of the Community Based Services Departments (where services are
coordinated at district level), developed and are now implementing an extensive plan to build capacity in
seven areas: coordination between sectors and levels, planning, leadership, staffing, communications and
advocacy, granting and monitoring and evaluation. CORE Initiative's original mandate was extended to play
a substantial role in creating and supporting the Civil Society Fund for HIV/AIDS (OVC care and youth HIV
prevention), tuberculosis and malaria, and bringing to it the knowledge and experience in making and
managing grants to local organizations. The CORE Initiative further supported MGLSD's national response
to create a national Quality Standards framework, in which MGLSD's plans, strategy and principles at the
national level are connected logically to interventions on behalf of vulnerable children at the household. The
country now has (a) Quality Standards, and (b) national, district and household Indicators. These practical
tools help all actors in the multisectoral OVC response to understand the environment in which they work,
and the type and quality of work required of them. MGLSD, with support from the CORE Initiative has
undertaken Program Assessments for interventions in two Core Program Areas of Socio-economic Security
and Psychosocial Support. A report from these assessments will be shared to all stakeholders. Among
MGLSD and CORE Initiative's achievements to strengthen districts' ability to plan for and serve the OVC in
their midst, two merit particular mention; All 80 districts carried out a first-ever mapping of OVC service
providers, learning who (whether informal group or formal organisation) was doing what (type of service)
with whom (number and category of children) and where (a single household, numerous villages, and entire
district). The exercise also quantified and localized the enormous service gaps that prevail in the country.
By combining the OVC service mapping results with data from the secondary analysis, all the 80 districts
have created specific plans and strategies to reach OVC via government-civil society partnerships. Lastly
the CORE Initiative provided capacity building and technical support to MGLSD, to districts and to 48 CSOs
so that they can scale up and improve the quality of programs for OVC and youth HIV prevention.
CORE follow on FY 2009 activity details:
In collaboration with the MGLSD, the CORE follow activity will focus on strengthening the capacity of district
local governments, lower local governments (in a decentralized system) and Civil Society Organizations to
ensure Improved Delivery of Quality Social Protection Services for Orphans and Other Vulnerable Children.
To achieve this, this activity will continue working through the MGLSD to support Technical Services
Organizations (TSOs) to a) roll out national level OVC policies, guidelines, quality assurance standards,
tools and data collection systems to Local governments and district level CSOs and b) provide technical
support to districts and municipalities for building capacity to plan, manage, supervise, monitor and evaluate
and strengthen OVC service provision c) develop and strengthen the roll out of national OVC management
information system basing on the national monitoring and Evaluation frame that will be developed by
MGLSD d) provide sub grants to TSOs that will support the roll out of the OVC response through eight
respective zones covering all the districts of Uganda and e) after the successful implementation of the
national OVC situational analysis, participate in national review, and development of the second national
strategic program plan of interventions for OVC for next five years (2009/10 to 2014/15).
Specifically, this follow-on activity is designed to focus on consolidating and strengthening the local
governments in areas of management, strategic planning, quality improvement, and coordination of OVC
response, rolling out OVC MIS, M&E, advocacy and communication through supporting the TSO structure.
TSOs are envisioned as long term technical partners and are a key element of the MGLSD technical
infrastructure and capacity to lead and manage the national response. It is envisioned that current TSO
partners will have their grants renewed through September 2009 and this activity will continue to support
sub grants to the TSO structure under the MGLSD in following years. Through this activity, TSOs will
ensure that the OVC response is supported in the districts by focusing on the following activities;
1. Support sustainable multisectoral coordination mechanisms for an OVC program that is fully functional at
district /municipality and sub county levels by a) operationalizing OVC coordination mechanisms at national
and district and municipality levels, b) disseminating OVC coordination Committees' operational guidelines
and other technical resource materials c) facilitating the coordination of quarterly review and planning
meetings, sharing and lessons learned workshops at district and lower levels, d) Integrating OVC issues
into multisectoral district sector programs, plans, systems, strategies, standards and tools e) Integrating
OVC issues into the agenda for PTC and other relevant forum f) establishing and/or strengthening OVC
related multisectoral district technical working groups and committees for guidance and supervision of
quality service delivery.
2. Strengthen/ build the capacity of districts/municipalities with emphasis on the Community Based Service
Departments (CBSD) and OVC coordination committees; a) Support districts to develop program targets
and systematically cost OVC strategic plans, b) Familiarize districts/municipalities with OVC guidelines for
management skills development of the OVC implementers, c) Organize bi-annual OVC implementers
sharing and learning meetings for district/zonal OVC stakeholders d) Adapt key OVC technical materials for
CPAs for implementation of capacity building plans for districts/CSOs including community mapping guides,
counseling and guidance manuals, PSS training manuals, economic strengthening implementer's guides
and program assessment toolkits, e) Organize annual program reviews and document best practices
3. Strengthen the technical and management capacity of CSOs involved in implementing OVC
interventions; a) Assess technical and management capacity needs for district-level CSOs and develop
capacity development plans for improved program management and quality service delivery, b) Build
Activity Narrative: technical and management capacity of OVC CSOs using multiple strategies, c) Field test and disseminate
program assessment toolkits for assessing, analyzing and sharing best practices/effective interventions.
4. Develop and operationalize the OVC MIS system at district and lower local government levels; a) Support
training of district and subcounty staff, and district level service providers, on the national OVC M&E
framework including indicators, b) Support districts to develop OVC program log frame and targets linked to
national framework, c) Participate with the MGLSD in developing OVC indicators and the MIS at district
level, d) Support districts to develop district specific OVC M&E plans and support routine district data
collection and reporting, e) Support training of district and subcounty staff on the collection and collation of
data for the OVC MIS Local Government Capacity Module, d) Support training of local government staff on
the updating and maintenance of the OVC MIS Local Government Capacity Module, e) Support district and
subcounty staff, and district-level Service Providers in the analysis, interpretation and dissemination of OVC
data from the OVC MIS.
5. Roll out National quality standards (QS), quality of care improvement and quality of care measurement
guidelines to all implementing partners at national, district and community levels, a) Disseminate the OVC
QS framework (with national QS and service level standards harmonized), using standard QS dissemination
guidelines, b) Support implementing agencies to define quality assurance at district and program level, c)
Support Integration of Quality assurance standards Guidelines to all key programs and plans at district
levels, d) Set guidelines for improving quality outcomes at service delivery level, e) Set guidelines for
measuring quality using child status index tools, f) Identify and strengthen quality improvement sites for
OVC service delivery approaches among implementers, g) Facilitate self and peer intervention
assessments/cross partner visits among implementers of OVC interventions, using the guidelines for
assessing best practices and quality improvement, h) Facilitate communities of practice, sharing and
learning experiences for quality service delivery improvement, i) Document OVC best practices and human
interest stories and widely disseminate them.
6. Strengthen the capacity of districts and district based CSOs to advocate for OVC plans and programs: a)
Develop consistent messages and facts and disseminate them to be used to advocate for OVC issues and
concerns, B) Facilitate advocacy meetings at district /municipalities NGO-forums and other child-rights
advocacy organizations for evidenced based information sharing to increase public awareness on OVC.
New/Continuing Activity: Continuing Activity
Continuing Activity: 14185
Continued Associated Activity Information
Activity Activity ID USG Agency Prime Partner Mechanism Mechanism ID Mechanism Planned Funds
System ID System ID
14185 3197.08 U.S. Agency for CARE 6729 1030.08 The Core $8,237,000
International International Initiative
8408 3197.07 U.S. Agency for CARE 4827 1030.07 The Core $4,480,000
3197 3197.06 U.S. Agency for CARE 2760 1030.06 The Core $5,531,014
* Increasing gender equity in HIV/AIDS programs
Refugees/Internally Displaced Persons
Human Capacity Development
Estimated amount of funding that is planned for Human Capacity Development
Public Health Evaluation
Food and Nutrition: Policy, Tools, and Service Delivery
Food and Nutrition: Commodities
Estimated amount of funding that is planned for Economic Strengthening