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.
Subdivisions of Program Areas, these track general higher level sub-classifications of expenditure.
Subdivisions of Major categories, these are the most detailed expenditure data.
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
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
USAID will continues to provide support to MSH for the implementation of a unified procurement and logistics system. This activity includes training of human resources at all levels. In 2010, the GODR announced the implementation of a single purchasing system for medications for public health sector services, known by its Spanish acronym SUGEMI. This provides opportunities to streamline purchasing of medications, increase availability, reduce stock-outs and reduce costs. Improving treatment for patients with HIV requires strengthening of forecasting, planning and sustainability. This mechanism addresses the need to improve supply chain management highlighted in the Partnership Framework Implementation Plan. This mechanism aims to develop and strengthen the national system, rather than creating a parallel system to support PEFAR activities. PROMESE, the GODR entity responsible for procurement, logistics, and distribution of essential medications and supplies has expressed a commitment to improve its systems. This is an important step towards sustainability. It fits strongly with country ownership, and is an example of PEPFAR contributing to broader health system strengthening, while also directly benefitting the national HIV/AIDS and TB programs. System strengthening is critical for effective and sustainable programs and is a key focus of our regional strategic approach. The process, which was launched in 2008, has not been exempt from the complexities accompanying an intervention carried out within the framework of health sector reform and government decentralization. These constraints, which have been systematically and successfully addressed, can now serve as lessons.
In 2008 the SPS Program received a request for technical assistance in designing and implementing SUGEMI, the Dominican Republics MSP was already aware of interventions that had made it possible to improve supply management for its tuberculosis control program. In 2005, a study conducted by MSHs Rational Pharmaceutical Management Plus Program led to the decision to use fixed-dose combination medicines, to be procured through the WHO Global Drug Facility. The decision to do this was a success and MOH saved approximately $800,000 per year in procurement of TB Drugs. Then in 2009, MSH presented a follow-on study that recommended that MOH also procure laboratory kits from the GDF. MOH accepted the MSH recommendation. This increase MOH savings to one million dollar per year and in addition reduced stock-outs of laboratory reagents and increase the quality of diagnostics.
MSH continues to provide technical assistance to the National Tb Program in order to integrate TB drugs and laboratory supplies into the SUGEMI. MOH staff providing TB services will be trained to use the USGEMI system.
In addition, MSH is supporting the logistic system so that HIV tests kits are available to TB patients in all hospitals.
USAID/DR continues to support the implementation of a robust procurement and logistic system, which will include an information system that is sustainable and will provide quality, reliable and accurate data to help avoid stock-outs. This system will also provide information for decision-making.
It addresses the barrier of inefficient procurement and supply chain management resulting in high costs for medications and stock outs which undermine program delivery. It addresses this barrier through supporting the development of a Single Unified Procurement and Logistics System. It turns a barrier into an opportunity by working to setup and strengthen a national system which will improve procurement across the health sector, in addition to preventing stock outs of ARV medication and other vital pharmaceutical supplies for the national HIV/AIDS response.