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: 2011 2012 2013 2014
Ghana Health Service (GHS) is responsible for hospital laboratories in ten regional and 170 district hospitals. The Global Fund is a key donor in the area of laboratory services for screening, treatment, and monitoring HIV/AIDS patients including drug resistance. Though these services exist, the provision of quality laboratory services and the conduct of reliable diagnostic testing are still challenges in Ghana. The quality management systems in the pre-analytical, analytical and post-analytical process for laboratories have not been addressed as a whole.
In order to leverage and coordinate donor laboratory efforts, USG support will be targeted to reinforce the basic scale-up assistance coming from the Global Fund and from PMI. USG support will build national capacity for quality management systems, trainings and the monitoring of laboratory quality using tools of EQA and Proficiency Testing (PT).
USG Ghanas Partnership Framework (PF) will support cost-effective, quality laboratory practices to promote reliable and accurate results, thus contributing to effective patient care. This will in turn build a positive attitude by patients towards testing.
USG Ghana will work closely with the GOG to support four zonal and 10 regional laboratories in preparation for the accreditation process. This will include evaluating, developing, improving, and maintaining the laboratories' quality management system (managerial and technical) in compliance with CAP and ISO 15189 requirements with the goal of accreditation. This will be a two to three year process.
CLSI will continue to support the implementation of laboratory quality management systems to ensure that the National Public Health Reference Laboratory (NPHRL) and other selected laboratories are accredited in the next 2 to 3 years time.
CLSI will continue to assist GHS in the assessment and implementation of the Quality System Essentials. Based on the initial gap assessment, laboratories focus on three to four Quality System Essentials to start with. The work plan will be carried out in phases: (1) gap analysis of the baseline quality management systems; (2) action plan development to fill gaps to strengthen laboratory quality system and operation; (3) implementation of milestones through mentorship/twinning; (4) self-assessment of progress by the laboratory management; (5) quality improvement and on-going assistance based on needs.
CLSI will continue to work closely with the GHS to review and develop standard operating procedures, including safety procedures, and hold consensus workshops on revised standard operating procedures. Funds will be used to print and disseminate revised standard operating procedures. CLSI will continue to organize a series of training workshops for laboratory managers to improve the quality of laboratory management within the network and provide mentorship.
One of the key pieces of quality management systems is EQA, which includes on-site supervision and proficiency testing programs. CLSI will work closely with the NPHRL to reinforce existing quality assurance/quality control programs and to supervise the decentralization of EQA programs (proficiency testing, on-site supervisions) at the regional level and ensure national coverage.
