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.
This needs to be a TBD in FY2010 because the CoAg with the Ethiopian Federal Ministry of Health (FMOH) will expire. It will be, however, sole source with the FMOH, who initiated this project in FY04 with the goal of ensuring the universal provision of safe and adequate blood and blood products through equitable expansion of service to ensure national coverage; collection of blood only from voluntary, non-remunerated blood donors from low-risk populations; the testing of all donated blood for HIV and other TTIs and appropriate blood group serology; the appropriate use and safe administration of blood and blood products; and the implementation of total quality management in the national blood service.
The Ministry of Health (MOH) of the Federal Democratic Republic of Ethiopia is the responsible body for National Blood Transfusion Service (NBTS) in Ethiopia with regulatory, coordination and oversight roles. Blood transfusion service delivery however, has been delegated to the Ethiopian Red Cross society (ERCS) through a memorandum of understanding since 2006. The MOH, however, is reconsidering this MOU due to performance issues by the ERCS. Based on technical assistance from the World Health Organization (WHO) Ethiopia now has a national blood policy and a five year strategic plan which is a road map for implementation of blood safety activities in the country.
From FY06 through FY09, the FMoH through the ERCS has been constructing 21 blood banks; 16 through PEPFAR, 3 Global Fund and 2 EMSAP, World Bank. These with additional 12 existing blood banks are strategically located to cover the transfusion requirements of all health units within 100 km radius. As some new blood banks are constructed within the existing ones, overlaps are evident but after consolidation and merger, there will only be a total of 26 blood banks. Equipment and vehicles for these blood banks have been purchased. Additional staff were recruited and trained to support the functions of the existing 12 blood banks. Additional staff members will be recruited for a total of 26 blood banks to make a total of 442 staff members at 17 staff members per blood bank as the blood banks get operational. Hitherto, the FMoH has trained 1,138 blood bank staff and health workers in blood banking and appropriate clinical use of blood with the support of WHO. National standards, guidelines, protocols, and standard operating procedures were also developed to ensure delivery of quality blood services.
A total of 26 mobile collection teams will be operational by the end of FY09. These will require supplies as well as other operational costs in COP2010. FMoH aims at increasing the total number of units of blood collected to 100,000 units geared towards achieving the current national requirement of 130,000 units per year. This target should cover the current requirements considering the existing number of hospital beds in the country. Mechanisms of engagement with the community to ensure effective community donor education, mobilization, recruitment and donor retention will be enhanced.
FMoH through the ERCS and with WHO support will establish and improve storage facilities as well as appropriate testing technologies for blood group serology and compatibility testing at health facility level. This will be in accordance with the hospital standard for blood transfusion service developed by the FMoH. Blood transport supply and inventory management systems will be strengthened to avoid blood stock outages at health facility level.
With the support of WHO, FMoH has developed national standards for blood transfusion in Ethiopia. Additionally, documentation as part of quality system for blood transfusion service has been developed. Standard operating procedures (SOPs) have been developed and distributed to work areas. More quality elements as well as roll out of quality system to the regions will be emphasized in COP2010.
The ERCS has developed access based tool for routine management of blood bank data and report generation. This includes blood donor data and demographics as well as laboratory testing and blood distribution. Training of regional blood bank staff on the tool has been achieved. The ERCS will roll this out to all regional and sub regional blood banks to enhance monitoring and evaluation of the blood program.
This continuing activity was previously supported through a Cooperative Agreement with the Federal Ministry of Health. This Cooperative Agreement has expired and is being re-announced with limited eligibility. The funding is reduced from 2009 because of pipeline funding with the FMOH that will be available to support some of the following activities:
1. Through the NBTS, a total of 442 staff will support 26 blood banks. They will require training, salaries, benefits, and other incentives. The partner will train a total of 600 health workers and community mobilizers.
2. The partner will provide equipment to establish storage facilities at hospitals as well as supplies and consumables for all 26 blood banks and mobile teams.
3. The partner will recruit, retain, educate, and mobilize blood donors through media, donor mobilizers, staff, and other communication channels.
4. The partner will establish an in-house donor counseling and notification system aimed at retaining safe blood donors and achieving long-term behavioral change among donors. The partner will be required to recruit and train donor counselors and develop testing algorithms to confirm test results.
5. Blood collection will be increased to 100,000 units. The partner will enhance blood-donor recruitment activities in the regions to cover the anticipated increase in demand.
6. The partner will maintain the testing level of 100% for all TTIs through timely procurement and distribution of supplies and reagents. The partner will explore the use of the public transport system to move blood and blood products to health units and develop systems for inventory management.
7. The partner will strengthen blood transfusion functions at the clinical level through capacity building and implement rollout of Hospital Transfusion Committees to 75% of hospitals.
8. Through training and improved mechanisms for data collection and management, the partner will enhance systems for regular monitoring, evaluation, review, and re-planning.
By empowering regional coordinating units, the capacity of the RHBs to coordinate blood transfusion services at the regional level will also be strengthened. In COP11, this activity will likely be funded at or around COP09 levels.
