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.
The main objective of the program is to provide a safe and adequate supply of blood to people living in Guyana through comprehensive screening and testing for recognized infectious agents including HIV; and encouraging regular non remunerated donations. The PEPFAR project to improve the safety and timely availability of blood was initiated in Guyana in 2004. Progress has been made during this period, which is evident from the steady increase in total blood collected during the 2000-2008 period .There has also been an increase in the number of voluntary non-remunerated blood donations with a concurrent decrease in the number of family/replacement blood donations.
The NBTS will work in collaboration with the CDC/GAP Guyana office and the MOH, to achieve program outcomes. All activities implemented under this program will follow national policies and guidelines for the delivery of blood safety interventions. Additionally the NBTS will partner with the Guyana MOH, the U.S. Government in-country team, and the CDC /GAP Guyana office to improve the quality and expand the range of the blood safety program (including mobilization of low-risk voluntary non-remunerated blood donors, adequate blood collection, transportation to maintain the cold chain, testing for transfusion transmissible infections (HIV, HBV, HCV, Syphilis, Malaria, HTLV 1&2, Chagas and Micro-Filaria) The emphasis is to have quality systems in place while at the same time implementing evidence based strategies and improving the program management and evaluation (M&E) component.
In addition to program implementation SCMS, CDC/GAP Guyana office and the TA provider will assist NBTS to develop methods to build its own capacity. NBTS will also promote sustainability with continued, high-quality and evidence based interventions through local and indigenous organizations in collaboration with the Guyana MOH.
In FY2010, Emergency Plan funds will be used to continue to address the structural and systemic constraints. Primary objectives for FY2010 include the Voluntary Blood Donor Programme that will encompass training and mentoring of the new blood donor recruiters at NBTS. The Social Mobilization Committee of the MOH will continue to assist the NBTS to expand strategies and to promote public awareness and education among potential and current voluntary blood donors. Additionally training of new staff and further training for collaborators and volunteers will be done during the next year. Blood Collection is also an area of interest; blood donor recruiters and the management of NBTS with the support of the TA provider will coordinate and schedule a number of blood drives with projected numbers of collection. Training will also be done in customer service. Of major concern is the lack of administrative capacity to ensure grant funds are spent efficiently and appropriately and the high turnover of staff at all levels, particularly management level which has impeded the progress of the Blood Safety Programme. This challenge is intended to be corrected through training, mentorship and twining of the NBTS with a regional facility to strengthen the new management.
The weakness in data management systems contribute to wastage of blood due to an absence of adequate tracking mechanisms. There is a recommendation to implement the Delphyn, blood banking data management system from Diamed. With regards to Testing and Processing, during 2010, all testing for TTIs will continue to be centralized; testing, processing and preparation of components will be done by NBTS. A review of staff attrition is critical and remedial actions will be proposed. The revised organizational structure of the institution, delegates Clinical Use of Blood to the Chief Medical Officer's office at the Ministry of Health, this is a very important issue; activities to address this include training opportunities and TA in the form of short term consultants facilitating to build capacity, similarly the Director of the National Public Health Laboratory in now tasked with managing the daily operations of the NBTS and will benefit from comparable TA. Work will continue with hospital transfusion committees with the intention of building capacity among transfusion practitioners. This will foster and improve the implementation of haemovigilance in the institutions of interest.
