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: 2012 2013 2014
The goal of the new Systems for Improved Access to Pharmaceuticals and Services (SIAPS) is to assure the availability of quality pharmaceutical products and effective pharmaceutical services to achieve desired health outcomes. The SIAPS objective is to promote and utilize a systems strengthening approach consistent with the Global Health Initiative (GHI) that will result in improved and sustainable health impact. To this end, the SIAPS guiding framework and results areas reflect a comprehensive set of dynamic relationships among five health systems building blocks (governance, human resources, information, financing, and service delivery), with a Medical Products Building Block overlay to provide technical content and identify substantive areas of concern. This represents a significant advance over the technical approach of predecessor programs.SIAPS expands the prevailing product availability paradigm to include a continuum of activities that embraces all pharmaceutical management functions, including supply chain management and which extends to patient-centered pharmaceutical services such as counseling to promote adherence to therapy, and pharmacovigilance to ensure patient safety and therapeutic effectiveness. SIAPS solutions will optimize investments in the pharmaceutical sector by the USAID health program elements and donors, address the immediate challenges of ensuring availability of essential medicines, yield measureable results, and demonstrate sustainable systems strengthening. Developing corresponding supportive roadmaps and guidance, and tools to support measurement of success from a health systems strengthening perspective, are among the key activities expected under SIAPS technical leadership and research.
By ensuring that pharmaceutical management information of adequate quality is produced, transmitted to the appropriate persons, and used, SIAPS will improve patients access to pharmaceuticals by ensuring that stock outs are reduced. This objective will also serve to increase access by reducing losses through expiry of medicines by ensuring that timely action is taken to redistribute medicines from areas with oversupply to areas with insufficient stock. SIAPS will continue support to implementation of the Electronic Dispensing Tool (EDT) in more ART and PMTCT sites. Build on existing national systems to introduce mechanisms for collecting using pharmaceutical information that includes data on both patients and commodities on HIV diseases areas
By improving the physical storage capacity and conditions of institutions that store and distribute medicines, SIAPS will increase the likelihood that quality pharmaceutical products reach health facilities and patients. Partnering with local institutions to strengthen pharmaceutical systems will increase the availability of local professionals capable of delivering both technical assistance in pharmaceutical management and direct implementation of solutions to problems emerging in the pharmaceutical sector.
Pharmaceutical management capacity of individuals, institutions, organizations will be increased by : a) Developing in-service pharmaceutical management training materials for health workers at all levels of the health system and subsequently train health workers using these materials; b) Conduct training of pharmaceutical warehouse managers in inventory management followed by supportive supervision. SIAPS will contribute to the improvement of the skills of health practitioners in the PMTCT sites by collaborating with the National HIV/AIDS program (PNLS) to conduct training in pharmaceutical management for HIV/AIDS commodities using the PMTCT Guidelines and Training Module on pharmaceutical management of ARVs and other HIV/AIDS commodities that were recently updated.
Through an improved coordination of supply chain management activities by national programs. SIAPS will a) assist the Ministry of Health and other stakeholders to develop appropriate governance mechanisms to support improved procurement planning and use of pharmaceutical management information produced by information systems; b) Support development and functioning of regional government-led mechanisms for sharing information and coordinating pharmaceutical activities among stakeholders; and c) Promote an inclusive and participatory approach to strategic planning for the pharmaceutical sector at both national and regional (provincial) levels.
