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 2011 2013 2014 2015 2016 2017
The goal of the program is to enhance the provision of quality orphans and vulnerable children (OVC) care through strengthened systems for coordination, planning and implementation.
The main objectives are to:
i) Provide comprehensive and quality OVC services through enhancing the policy environment and building effective systems that favor easy identification and targeting of highly vulnerable OVC with effective monitoring of their outcomes; and
ii) Strengthen OVC households through provision of shelter, providing demand driven job trainings as well as providing access to micro financing enterprising activities which are linked to ready and successful markets.
It is expected that the program will aid the Ministry of Community Development and Social Services (MCDSS) to come up with a national OVC policy, a costed OVC national strategic plan as well as the standards of implementation for OVC which are aligned to the national response of the National AIDS Council as well as the National Development Plans.
In order to increase effectiveness of services and funding, the program will work with the Central Statistics Office (CSO) to develop an OVC database for tracking vulnerable children within all 72 districts and linked into the national M&E system.
The program will aim to enhance the inter ministerial OVC committee and assist in improving coordination between ministries and all key stakeholders providing services to OVC at national and district levels. The program will work with GRZ to strengthen national social welfare systems, with a focus on care and protection of OVC.
The program will also work with the MCDSS to build capacity at national, provincial and district levels by providing direct provision of technical assistance and training of the key MCDSS staff.
The program will engage in capacity building of the Community OVC response committees and work with political and community leaders in enhancing capacity on community care for OVC and ensure local ownership of OVC intervention programs. The program should also provide a platform for vulnerable households to have economic resilience through income generating activities so as to have the OVC weaned off the external support programs.
The program will work to prevent vulnerable children from winding up on the street through the use of an early warning tool which identifies children highly likely to end up on the street and have the tool operationalized in all the 72 districts of Zambia.
The program will build on previous programs to provide decent shelter for OVC and will link to public private partnerships for entrepreneurial skills training as well as providing jobs and linkages to markets for income generating activities.
This project will support strengthening of the government social protection system through capacity building of the MCDSS OVC response structures as well as informal contributions to system strengthening through community committees.
Cross-cutting elements of the program will promote public-private partnership in order to conduct skills training which are demand driven and engage older OVC and OVC households to income generating activities. The program will also utilize service standards for food and nutrition, education, and child protection.
In order to become more cost efficient, program strategies are designed to ensure that OVC programs are integrated into existing district structures, both government and NGOs, and that they contribute to building capacity of these structures to assure sustainability beyond the life of this program. The program will also contribute to the sustainability of the HIV/AIDS OVC response in its work to solidify and reinforce critical networks through public private partnerships.
Monitoring and evaluation plans consist of a mid-term review as well as end of project evaluation. The M&E plans will include the indicators as set in the National M&E framework for the National Plan of Action for children.
Zambia has a population of 12,200,000 of which 50% are children under the age of 15. The 2007 Zambia Demographic and Health Survey (ZDHS 2007) further show that 19% of children under age 18 are orphans and vulnerable children (OVC).
The responsibility of coordinating OVC activities which lies with the Ministry of Community Development and Social services (MCDSS) is challenging as there is no birth and death registration system that could give the actual number of OVC. Identification and targeting of OVC is further complicated by lack of an OVC database which can identify and link OVC by type of service needed as well as type of service offered by partner institutions in any given geographical location. Double counting of OVC has been prevalent as different partners have not been aware of their counterparts offering same services to the same cohort of OVC. Further, development of a database through the system strengthening program will provide information on OVC that could be used for coordination, planning, monitoring, and evaluating the overall country response to OVCs.
The MCDSS has structures down to community level. Despite the Ministry having structures in place, resource mobilization, coordination, monitoring and evaluation for OVC interventions is still a challenge, due to inadequately built systems, poor or lack of OVC infrastructure, critical shortage of social workers and other OVC support staff, lack of policy guidance as well as implementation strategies. This program will strengthen policy environment by working with the government to introduce legislation that promotes the rights of OVC, producing a costed national OVC strategic plan and development of OVC standards of care. The program will also boost government's capacity by providing technical assistance.
The PEPFAR OVC guidelines stipulate the comprehensive provision of OVC care services through the six plus one interventions. The government of Zambia equally recognizes the six plus one interventions as necessary and sufficient for the upbringing of OVC. Many of the partners under bilateral and Track 1 agreements are able to provide psychosocial support, formal education support, child protection services and make referrals to health care services. However, provision of shelter for the most incapacitated households which are usually child headed or households headed by elderly grandparents remains critically low. This program will aid in providing shelter to the most vulnerable OVC in need.
