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: 2007 2008 2009
Blood safety activities are closely integrated with the Injection Safety and Laboratory Infrastructure program areas. Blood Safety also has linkages to maternal health aspects of the PMTCT program area; social mobilization activities in the Condoms and Other Prevention program area; patient referral systems and confidentiality issues under Counseling and Testing; and data collection and management under Strategic Information.
The project's main objective is to provide a safe and adequate blood supply to people living in Guyana. All program activities are coordinated by the Ministry of Health's National Blood Transfusion Service (NBTS).
Target Populations: Healthy adults, principally youth, are targeted for recruitment as blood donors. Women and children with anemia due to malaria, complications of surgery or childbirth, will be the primary beneficiaries of a safe blood supply.
The Guyana National Blood Transfusion Service is engaged in a major expansion of its role as the primary producer and distributor of blood and blood products in Guyana. In FY07 this expansion is expected to be underpinned for the first time by legislation outlining the formal oversight responsibilities for the NBTS as an agency of the Ministry of Health.
As noted in the Program Area Context, the blood system in Guyana is currently fractured between the public and private sectors, with most of the country's blood supply collected from family/replacement or paid donors (70%) in hospital based blood centers. This structure is inefficient and difficult to regulate, especially in the area of laboratory screening. The use of paid or replacement donors, combined with a lack of standardized testing algorithms places recipients of blood transfusions in Guyana at a much greater risk of contracting transfusion transmissible infections (TTI), including HIV. Efforts to expand the system have also been hampered in recent years by systemic and administrative weaknesses in the MOH commodities procurement system. Bottlenecks in this system - through which the NBTS has been required to work - have led to stock-outs of test kits and reagents.
The NBTS will use Track 1 Emergency Plan funds to continue its work to centralize the collection and screening of blood in public sector blood centers and strengthen the Service's ability to manage its own programmatic needs (e.g., procurement). This work will focus on the following activities, in order of importance:
1. Strengthen the institutional infrastructure of the NBTS and begin implementing the administrative infrastructure of the new centralized blood collection, screening and distribution system outside of the capital. This activity will focus, initially, on ensuring the passage of blood safety legislation and, subsequently, on defining roles and responsibilities of MOH employs whose work will fall under the expanded purview of the NBTS. It will also include training for administrators in the capital and the regions.
2. Establishing a relationship with the Supply Chain Management System (SCMS) and USAID to procure a portion of the critical materials and consumables (e.g., test kits and reagents) used by the blood service. Working through SCMS will give the NBTS increased autonomy to manage its resources and avoid administrative delays associated with the Ministry of Health's procurement system.
3. Concurrent with the implementation of the legislative framework for the NBTS, the Service will develop and deploy Standard Operating Procedures (SOP) for all of the technical activities undertaken by NBTS staff (e.g., donor registration and notification; phlebotomy; laboratory screening algorithms). These SOP will be based on Caribbean regional standards and serve as the foundation for all training and technical assistance from CDC and the TA provider.
4. Strengthen physical infrastructure, where needed, with particular focus on completing the renovation of the NBTS headquarters and central laboratory in Georgetown.
5. Strengthen clinical oversight of the blood service at the Georgetown Public Hospital Center. This will be accomplished by the creation of a Transfusion Committee.
6. Begin reducing private hospitals' dependence on hospital-based blood banks. Strengthen the system to deliver blood units to private hospitals. This system will include robust communication mechanisms to ensure that hospitals can request blood in routine cases and that the blood supply can be effectively triaged in the case of a mass casualty emergency. Strengthening the mass casualty triage system is a priority for Guyana, which will be hosting the cricket World Cup in 2007.
7. Increase social mobilization activities to raise public awareness and recruit and retain voluntary, non-remunerated blood donors. This activity will include the development (in conjunction with the Ministry of Education) of an information, education and communication (IEC) campaign to address public concerns/fears about blood donation (key legislative issue: stigma and discrimination) and target low risk donor groups. This campaign will also include an incentive mechanism to reward repeat donors and attract first time donors. With assistance from the TA provider (AABB, through 3/31/06; see note on changing TA providers in the Program Area Context), the NBTS plans to conduct a Knowledge, Attitudes and Behaviors survey in the second half of FY06. In FY07, the NBTS will use these data to develop and/or adapt the donor mobilization campaigns described above.
8. Mobilize partner organizations, including the Guyana Red Cross, to assist in donor mobilization and the organization of blood drives (Twinning). Emphasis will be given to mobilizing the private sector to host blood drives at offices, factories and other company sites. These linkages will help the NBTS to do more with its limited staff.
9. The NBTS will work with the CDC Guyana office to design internal performance evaluations. These evaluations will address issues such as customer satisfaction (e.g., wait times for donors), the reasons for transfusions, how blood is routed and tracked from a blood bank to a ward, and the feasibility of implementing a cost-recovery system.
