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: 2010 2011 2012 2013 2014 2015 2016
The Supply Chain Management System (SCMS) project is a centrally-funded indefinite quantity contract (IQC) managed by USAID/Washington, awarded to the Partnership for Supply Chain Management (PSCM) in October 2005. This is a continuing (third task order) implementing mechanism with three primary objectives under the award, reflecting the project's breadth across technical areas in supply chain management: (1) procurement of HIV and AIDS-related commodities under USAID procurement regulations with a focus on large volumes of antiretroviral drugs and HIV tests delivered at regular intervals, and also including opportunistic infection (OI) drugs, lab consumables, reagents, equipment, and other goods and services in support of HIV and AIDS programs, (2) capacity-building, technical assistance activities aimed at improving the availability of drugs and related medical supplies to patients and clients, and (3) gathering, analyzing, and reporting supply-chain information to inform decision- making, especially in preparation of forecasts for annual budgeting and procurement purposes. In COP09, this IM funded activities under HBHC, PDCS, HVCT, HLAB, HVSI and OHSS. In COP10, HLAB and HVSI are no longer being funded.
The objectives of SCMS are related to all Partnership Framework (PF) goals and benchmarks that include aspects of commodity supplies. Under "Objective 2: Community Home Based Care," SCMS continues to assist the Primary Health Care Directorate (PHC) of the Ministry of Health and Social Services (MOHSS) develop and implement a system for efficient delivery and replenishment of community health based care (CHBC) kits. Under "Objective 3: ART Services", SCMS will assist the MoHSS to "develop short- and long-term plans in view of the integration of ART into primary health care" by helping design and implement supply systems that maximize the use of existing drug delivery systems and processes for the delivery of ARVs and OI drugs, particularly through capacity building of the Central Medical Stores (CMS) and regional medical stores (RMSs).
SCMS will continue to assist the National Institute of Pathology (NIP) to improve quality services for laboratory testing for patients under care and treatment. SCMS also provides support to the national Quality Surveillance Laboratory (QSL) to improve the lab's ability to ensure drug quality in Namibia through both technical assistance and procurement of supplies and equipment. Under the PF focus area of "Coordination and Management," SCMS broadly supports "Objective 1: Leadership and Governance" by providing data-collection systems that support data-based (evidence-based) decision-making.
SCMS is prepared to strengthen quantification and logistics support of the CMS on commodities related to male circumcision, and food security and nutrition.
SCMS works with several PEPFAR partners to support home-based care and VCT commodities. Cost efficiencies are built in the program and commodity procurement will gradually be transitioned to the MOHSS, and procurement of rapid tests kits (RTKs) will be reduced proportionally to align with the reduction in the number of sites.
SCMS' support to human resources and logistics contributes significantly to MOHSS health system strengthening. SCMS strengthens the selection of appropriate forecasting and budgeting of commodity needs, procurement of commodities, storage and distribution systems, and the collection and analysis of dispensed-to-user data. In line with the PFA, SCMS will work with its stakeholders to develop a transition plan that will ensure gradual take over by MoHSS and NIP as resources declines.
SCMS' coverage is national and contribution is wholly cross-cutting, affecting all programs that rely on continuous supplies of drugs and other commodities.
SCMS will continue to work with MOHSS in the reduction cost in the delivery of goods locally through better long-term planning, permitting the use of less costly transportation and through appropriate local procurement. Success in Namibia's logistics systems will effectively be measured by the reduction in the incidence of stock-outs and through procuring commodities that provide the best value for money. SCMS is well-positioned to further strengthen the CMS to receive the best value on commodities tenders. Where programs are not as fully developed, input indicators such as percentage of sites reporting on time and accurately can track movement towards greater efficacy and efficiency.
None
This is a continuing activity from FY09.
SCMS works with all IntraHealth and I-Tech VCT (Volunteer Counseling and Testing) sites in its work. The 4 main components are: (1) continued implementation of the VCT systems for the USAID-supported sites of IntraHealth and the DoD/I-Tech-supported Namibian Ministry of Defense (NMoD), (2) procurement of HIV rapid test kits (RTKs) in support of the same sites, (3) improvement of site-level storage for RTKs, and (4) automation of data-collection from VCT sites for IntraHealth.
(1) Continued implementation and support of the VCT systems for the USAID-supported sites of IntraHealth New Start standalone and integrated sites, and the DoD/I-Tech -supported Namibian Ministry of Defense sites.
In COP07 and COP08, SCMS designed and implemented a system for collecting monthly data on stock levels and consumption of RTKs used at IntraHealth's VCT network sites. The data has been used to
replenish the entire network (except facility based sites), from small stores to the Council of Churches of Namibia (CCN). This site is managed directly by IntraHealth Windhoek office. SCMS replenishes test kits for DoD/I-Tech, but these sites did not have a regular system for ordering the RTKs until FY09. During FY09, SCMS continued to support IntraHealth's data collection (see activity 4 below) and formalized data collection at NMoD sites. During COP10, SCMS proposes training these organizations to collect and analyze their data and to replenish their sites without assistance from SCMS. SCMS also proposes to roll-out a similar logistics system to MOHSS VCT sites as appropriate.
(2) Procurement of HIV rapid test kits (RTKs). In FY09, PEPFAR funding enabled SCMS to procure RTKs to support testing for 105,964 clients in IntraHealth's 18 fixed and 16 mobile/outreach sites and DOD/I-Tech's 4,000 clients in 4 fixed and 4 mobile/outreach sites using the national testing algorithm. As per the VCT portfolio review recommendations, a number of standalone sites with high costs and low volume and where mobile or facility-based service alternatives are available, might be closing. As a result, the RTKs procured during COP10 will decline.
(3) Improvement of site-level storage for RTKs. During COP08 and COP09, SCMS provided support for improving site-level storage of RTKs. During COP09, SCMS procured cool boxes to support VCT outreach. During COP10, SCMS will continue to provide this support as appropriate.
(4) Automation of data-collection for IntraHealth VCT sites. During COP07 and COP08, SCMS initiated development of computer software to automate the collection of consumption data from IntraHealth VCT sites, piloting it at three sites. Although the first pilot was successful, SCMS had to convert its data collection from MS Access to the Filemaker database software and retest its functionality since IntraHealth was also separately developing a database for collection of patient data and outcomes. During COP10, SCMS proposes to introduce the stock management module to all IntraHealth sites. Supportive supervision and QA is measured by the completeness and timeliness of reporting from VCT sites. SCMS will continue to track this as an indicator of the quality of the function of the system.
SCMS' activities contribute to sustainability by building the capacity of each VCT site to manage its stock accurately and ensure routine re-supply of VCT-related commodities. Systematic ordering of routinely used commodities improves use of storage and transportation resources. This more efficient and strengthened system will continue beyond the end of funding.
During COP10, SCMS will measure reporting by sites, timeliness, and accuracy. SCMS will work with IntraHealth to conduct an annual review of actual stock on hand, incidence of over- or under-stocking, stock-out and accuracy of site-level stock management records.
