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.
COP 2010 Overview Narrative
NEW/REPLACEMENT NARRATIVE WITH SUBSTANTIAL CHANGES The International Laboratory Branch (ILB) consortium partners' main goal is to strengthen laboratory systems through technical assistance to the Namibia Institute of Pathology (NIP). NIP, in turn, provides quality laboratory services to MOHSS HIV, TB and OIs programs.
To achieve this goal each of the four ILB consortium members provides technical assistance in specific areas. For the Clinical and Laboratory Standards Institute (CSLI), those objectives include:
1) Conduct gap analyses to evaluate existing laboratory operations against South African National Accreditation System (SANAS) accreditation requirements.
2) Train NIP staff on Quality Management Systems.
3) Assist NIP in developing a quality improvement implementation plan.
4) Provide onsite technical assistance for monitoring the progress of the plan.
How the Implementing Mechanism is linked to the Partnership Framework (PF) goals and benchmarks over the life of its agreement/award:
Through support for quality laboratory services, this implementing mechanism is key to the USG commitments related to the PF goal of "scaling up and enhancing antiretroviral treatment services & [and] reducing TB/HIV co-infection." The technical assistance delivered through this IM will specifically aid the GRN and the USG to meet the following PF objectives:
1) Enhance the quality of ART care through quality assured bio-clinical monitoring.
2) Expand coverage of screening for TB/HIV co-infection.
3) Improve surveillance for drug resistance.
The implementing Mechanism's geographic coverage and target population:
This mechanism is designed to provide national coverage through the NIP network of laboratories. CLSI will work with NIP and other partners to cover all laboratories in Namibia. Quality Management Systems training will target all laboratories. The gap analyses and mentoring assistance will be rolled out in a targeted manner, depending on identified needs.
Key contributions to Health System Strengthening:
The CLSI technical approach is built on the results of continuous situation assessments. These are followed by training on quality management and the development of implementation plans. Emphasis is placed on Train-the-Trainer (TOT) courses, which produce local trainers. These individuals represent a growing core of local expertise to provide on-going supervision, mentoring and additional training. Through this system, CLSI helps build capacity at the systems level and at each facility. This local capacity will sustain the national laboratory system over the long-term and gradually reduce NIP's dependence on external TA.
Implementing Mechanism's cross-cutting programs and key issues:
As noted above, technical assistance from CLSI contributes to a strengthening of local expertise. NIP laboratory staff trained to conduct trainings and supportive supervision represent a strong foundation on which future human resources for health may be built within the public healthcare sector.
The Implementing Mechanism's strategy to become more cost efficient over time:
All ILB consortium partners provide short-term technical trainings. NIP manages the logistics of the trainings to be conducted, and, increasingly, provides trainers from its own staff to conduct follow-up mentoring and monitoring. NIP is also responsible for procuring equipment and reagents for the trainings. These procurements, including stock management and delivery, are done through NIP's local ordering system. As indicated above, the training of trainers as instructors and mentors will, over time, reduce CLSI's role in Namibia. On that note, CSLI's role is already 100% technical assistance. NIP is solely responsible for laboratory service delivery. A USG objective for the next five years is to develop NIP's administrative capacity to allow NIP to contract and fund its own technical relationships, as needed, with IDP consortium members.
Monitoring and evaluation plans for included activities:
All CDC cooperative agreement grantees must submit a detailed work plan with their annual continuation application. This work plan must be based on PEPFAR indicators and aligned with targets set for each country. All IDP consortium members must also submit bi-annual status reports to the IDP program manager in Atlanta. These reports are shared with CDC program managers in Namibia and used to inform any year-on-year changes to the work plan. All trainees are required to develop an individual work plan. These are followed up by NIP and CSLI mentors during supportive visits. Other keys indicators including the monitoring of results for quality and progress made toward accreditation by SANAS.
Technical assistance from the Clinical Laboratory Standards Institute (CLSI) to the Namibia Institute of Pathology (NIP) for quality management system and SANAS accreditation.
Continuing Activity
Estimated Budget = $222,672
ADDITIONAL DETAIL:
PEPFAR Namibia will support CLSI through a cooperative agreement managed by the CDC Global AIDS Program International Laboratory Branch (ILB) in Atlanta. Other partners supported through this mechanism include: the American Society of Clinical Pathology (ASCP), the American Society for Microbiology (ASM), and the Association of Public Health Laboratories (APHL). ASM's work is described in the HVTB technical area. APHL and ASCP are described in separate narratives under HLAB.
In COP11, CLSI technical assistance to NIP will include support for quality management systems as NIP prepares for laboratory accreditation through the South African National Accreditation System (SANAS). CLSI will support a thorough assessment of NIP's quality management system and practices, conduct an active gap analysis, and an assessment of overall program effectiveness and provide mentorship. Based on these assessments and reviews, CLSI will help NIP to produce standardized laboratory methodologies.
All ILB consortium partners provide short-term technical trainings. NIP manages the logistics of the trainings to be conducted, and, increasingly, provides trainers from its own staff to conduct follow-up mentoring and monitoring. NIP is also responsible for procuring equipment and reagents for the trainings. These procurements, including stock management and delivery, are done through NIP's local ordering system. The use of training of trainers (TOT) methods will, over time, reduce CLSI's role in Namibia. On that note, CLSI's role is already 100% technical assistance. NIP is solely responsible for laboratory service delivery. A USG objective for the next five years is to develop NIP's administrative capacity to allow NIP to contract and fund its own technical relationships, as needed, with ILB consortium members.
