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 2012
Continue to assist the MOH to increase their capacity to conduct laboratory related training through the country. These trainings will cover HIV/STI/TB topics.
A key component of our proposed activities will be to continue to work with MOH to better gauge the number and type of laboratory facilities and services provided for HIV and related testing. USG/CDC will continue development of training activities focused on laboratory management, new technologies and quality assurance of laboratory testing. It is internationally recommended that each country, according to the characteristics of its HIV epidemic, develop and implement a testing algorithm, with validated reagents. This has not been done in the DR, so USG/CDC will assist and fund this important activity.
In order to provide timely quality diagnostic tests, USG/CDC will assist MOH to strengthen and support an efficient and sustainable integrated national laboratory network system. Accurate and updated data collection, reporting and analysis is a needed tool to plan and foresee potential stockouts, drifts, or other problems in laboratory logistics management. USG/CDC will work closely with the MOH to develop and establish a pilot electronic system that will incorporate various labs into a network.
As of December 2009, none of the 226 MOH laboratories are accredited and practice quality standards. One of USG/CDC's priorities is to assist the National Reference Laboratory to obtain accreditation, so that it can expand its capability to lead a national quality assurance program, including quality of HIV testing. Equipment and maintenance needs will be addressed at selected high volume hospitals that serve target populations, USG/CDC will assist the MOH in purchasing new equipment from reliable vendors, ensuring appropriate staff training by the vendor, maintaining an inventory of basic spare parts, and training MOH maintenance teams for routine and emergency situations.
