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: 2012 2013
In FY12, APHL will provide core training initiatives that support laboratory strengthening. The Training Initiatives include: 1) Laboratory management training provides supervisors and directors with the knowledge, skills and abilities to be more effective in their jobs. This is a comprehensive one-week curriculum that has been developed and continually improved with user input. Mentored follow-up projects enable participants to gain competency and confidence. Outputs of this training and follow-up include SWOT analyses, organizational improvements and coaching initiatives; 2) Strategic and operational planning workshops provide laboratory professionals with knowledge, skills and tools to develop effective strategic plans that support national health goals and guide development of annual operational plans for systematic, sustainable improvements in laboratory services. Outputs include strategic and operational plans; 3) Twinning agreements between major US public health laboratories and national referral laboratories cultivate close working relationships, learning opportunities and information sharing. Outputs include technology transfer and competency in new test methods and long-term affiliations; 4) Implementation of laboratory information management systems provides increased efficiency of testing, better monitoring of quality control, supply and equipment management, and data for surveillance, trend monitoring and evidence-based decisions.
APHL plans to build on ongoing activities to strengthen laboratory systems in Haiti. Specific activities include:
1. National EQA Program: APHL will expand the EQA pilot program to laboratory sites outside the Ouest department. Goal: 30 sites participating in EQA by the end of COP12.
2. Molecular Testing: Building on the viral load training conducted in early 2012 at the Laboratoire National de Santé Publique (LNSP), work with the Ministry of Health (MSPP) and CDC to develop a plan to roll-out the HIV viral load testing services to support care and treatment initiatives in Haiti (identify target populations and participating health sites). Explore implementation of viral load testing at additional laboratories outside Port-au-Prince.
3. CD4 Point-of-Care Testing: Support implementation (equipment purchase and training) of point-of-care CD4 testing at district laboratories.
4. Support Logistic Coordination Unit (LCU) in development of nationwide network for specimen transport.
5. Technical Training: Conduct biosafety training at LNSP
6. Support travel for one LNSP staff to attend the GWU-APHL Institute for Laboratory Leadership
7. Establish twinning relationship with Florida State Public Health Laboratory in Miami, Florida.
8. Accreditation: Conduct training in laboratory management (SLMTA) for 35 laboratorians.
