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 Central Medical Stores (CMS) is responsible for the procurement, warehousing and distribution of all public sector health commodities, which includes over 1,500 items. CMS works through three Regional Medical Stores (RMS) in the north, center, and south of the country and is responsible for direct distribution to district hospitals and health centers on a monthly basis. CMS pushes stock out to RMS and in theory districts pull stock from RMS for district hospitals and health centers in their district. Current plans are to transform CMS into an independent trust with the objectives of increasing efficiency, enabling more flexibility around human resources, as they will no longer be a part of the GOM civil service,
improving staff retention and professional development, and ensuring more efficient, cost effective and responsive procurement processes. All the aforementioned areas present current challenges to CMS and because of budget constraints, procurement issues and management problems, CMS is currently only able to supply 60% of the national requirement for drugs. As a result of this, programs such as the HIV/AIDS program and the immunization program have chosen to outsource the procurement and distribution of anti-retrovirals and vaccines through UNICEF. The expectation is also that CMS as a trust would become an economically viable entity. The GOM has recently taken steps to legally approve the establishment of the trust and the trust is in the process of being registered. Current CMS warehouse storage capacity is considered to be inadequate and the GOM is working on costed designs for a new facility, which the USG will facilitate. A safe, secure and consistent supply of commodities represents an essential component of public health. Malawi's supply chain for pharmaceuticals and other essential health commodities faces many challenges. The overall goal of this project is to ensure that the people of Malawi have access to adequate quantities of affordable essential medicines and health supplies of high quality by strengthening the national supply chain for essential health commodities. There are four principal objectives that the project is expected to achieve. First, central national supply chain entities will improve their technical capacity and performance through the institutionalization of best practices. One level down the chain, districts and facilities will boast improved capacity and performance in logistics and pharmaceutical management. Third, one national supply chain system will be created through the integration of current vertical supply chains. Lastly, an improved policy and regulatory framework will be created to provide for longer-term stability and sustainability of public sector health commodities. The new contract will benefit from a well thought out and widely consulted tri-fecta of themes. The USG has provided the GOM assistance in the supply chain arena for the last ten years. Notable improvements have been achieved; however, the scale of successes has not matched the USG commitment to the area. Therefore, before signature, the USG will cultivate a high-level commitment from the GOM; it is expected that the GOM will buy in, sign a Memorandum of Understanding, and accede the supply chain mandate to the successful bidder. Second, key management issues, especially data management, will be addressed at all levels through transparent and open procedures. Finally, this contract will build on innovative and strategic approaches, which the private sector is so widely recognized for. The TBD partner will receive funds from PEPFAR, the President's Malaria Initiative (PMI), and Population funds (POP). By combining PEPFAR, PMI, and POP funding streams, it will allow the partner and the Government of Malawi to be strengthen the entire supply chain, contributing towards a strengthened, integrated and GOM-controlled and managed system of procurement, disbursement, and quality control. Given the high visibility of this issue, the USG will pursue a Memorandum of Understanding that will outline both GOM and USG responsibilities as well as benchmarks for success. Further, the USG is exploring whether other donors, such as the Global Fund, can, essentially, "buy into" the USAID
mechanism and a joint program of work can be developed across partners to facilitate coordinated and comprehensive action.
PFIP Year 1 Budget - Redacted PFIP Year 2 Budget - Redacted
The Central Medical Stores (CMS) is responsible for the procurement, warehousing and distribution of all
public sector health commodities, which includes over 1,500 items. CMS works through three Regional
Medical Stores (RMS) in the north, center, and south of the country and is responsible for direct
distribution to district hospitals and health centers on a monthly basis. CMS pushes stock out to RMS and
in theory districts pull stock from RMS for district hospitals and health centers in their district. Current
plans are to transform CMS into an independent trust with the objectives of increasing efficiency,
enabling more flexibility around human resources, as they will no longer be a part of the GOM civil
service, improving staff retention and professional development, and ensuring more efficient, cost
effective and responsive procurement processes.
All the aforementioned areas present current challenges to CMS and because of budget constraints,
procurement issues and management problems, CMS is currently only able to supply 60% of the national
requirement for drugs. As a result of this, programs such as the HIV/AIDS program and the immunization
program have chosen to outsource the procurement and distribution of anti-retrovirals and vaccines
through UNICEF. The expectation is also that CMS as a trust would become an economically viable
entity. The GOM has recently taken steps to legally approve the establishment of the trust and the trust is
in the process of being registered. Current CMS warehouse storage capacity is considered to be
inadequate and the GOM is working on costed designs for a new facility, which the USG will facilitate.
A safe, secure and consistent supply of commodities represents an essential component of public health.
Malawi's supply chain for pharmaceuticals and other essential health commodities faces many
challenges. The overall goal of this project is to ensure that the people of Malawi have access to
adequate quantities of affordable essential medicines and health supplies of high quality by strengthening
the national supply chain for essential health commodities.
There are four principal objectives that the project is expected to achieve. First, central national supply
chain entities will improve their technical capacity and performance through the institutionalization of best
practices. One level down the chain, districts and facilities will boast improved capacity and performance
in logistics and pharmaceutical management. Third, one national supply chain system will be created
through the integration of current vertical supply chains. Lastly, an improved policy and regulatory
framework will be created to provide for longer-term stability and sustainability of public sector health
commodities.
The new contract will benefit from a well thought out and widely consulted tri-fecta of themes. The USG
has provided the GOM assistance in the supply chain arena for the last ten years. Notable
improvements have been achieved; however, the scale of successes has not matched the USG
commitment to the area. Therefore, before signature, the USG will cultivate a high-level commitment
from the GOM; it is expected that the GOM will buy in, sign a Memorandum of Understanding, and
accede the supply chain mandate to the successful bidder. Second, key management issues, especially
data management, will be addressed at all levels through transparent and open procedures. Finally, this
contract will build on innovative and strategic approaches, which the private sector is so widely
recognized for.
The TBD partner will receive funds from PEPFAR, the President's Malaria Initiative (PMI), and Population
funds (POP). By combining PEPFAR, PMI, and POP funding streams, it will allow the partner and the
Government of Malawi to be strengthen the entire supply chain, contributing towards a strengthened,
integrated and GOM-controlled and managed system of procurement, disbursement, and quality control.
Given the high visibility of this issue, the USG will pursue a Memorandum of Understanding that will
outline both GOM and USG responsibilities as well as benchmarks for success. Further, the USG is
exploring whether other donors, such as the Global Fund, can, essentially, "buy into" the USAID
mechanism and a joint program of work can be developed across partners to facilitate coordinated and
comprehensive action.
2010 PMTCT Funds - Redacted
1. PMTCT Budget Code Narrative (add here). Please cost your individual activities
This activity is funded mainly by HIV OHSS FY-10 base funds, malaria funding, MCH, and family planning resources, but some funding from the PMTCT additional resources is also provided given the critical importance of this activity to PMTCT. PMTCT-funding will be used to support the broader project and specifically ensure that PMTCT-related commodities are used as one of the key tracer commodities (test kits, NVP, AZT, cotrimoxazole, and DBS-supplies) that are followed. The TBD partner will report regularly to the MoH, USG, and implementing partners on the status of the supply chain for the PMTCT commodities is and provide specific support to remedy gaps as they may arise. These efforts will complement activities being funded through the same partner related to artemisin-based combination therapies for malaria and family planning commodities, which will be two other sets of tracer commodities that are closely monitored and also being provided to MCH sites.
