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
COP 2010 Overview Narrative
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 dispensedto-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.
Provide technical assistance and transfer capacity to the Community-Based Health Care (CBHC) program for logistics and supplies for home based care kits and coordinate reporting with GFATM.
Continuing Activity
Estimated Budget = $109,000
Provide TA to Food and Nutrition Subdivision in MOHSS on logistics management for supplies and commodities for Nutrition Assessment Counseling and Support Program (NACS) especially food by prescription.
Estimated Budget = $56,000
ADDITIONAL DETAIL:
For CBHC:
Institutionalize the HBC kit system as integrated into the routine medicines and supply delivery system, participate in supportive supervision visits (SSV) and assist in the development of program indicators and support the collection of program-level data.
For NACS:
Continue to assist in quantifying commodities for therapeutic and supplemental food and build this capacity in the program. Assist in developing sustainable solutions for warehousing and distribution of food, building capacity of the Nigerian Red cross in handling this activity for MOHSS and assist in roll-out of therapeutic and supplemental food to additional sites.
Build capacity of IntraHealth to manage VCT commodities and utilization data from VCT sites.
Estimated Budget = $50,000
Procure rapid test kits on behalf of New Start and PharmAccess.
Estimated Budget = $40,000
Build capacity in the MoHSS VCT program to quantify and distribute RTKs, especially for GFATM funding and national testing day/week.
Estimated Budget = $102,973
For IntraHealth:
For the remaining sites of IntraHealth, SCMS will assist in building capacity of IntraHealth to receive and analyze site-level data and continue to provide technical assistance in distribution.
For procurement:
SCMS has previously procured 100% of IntraHealth's RTKs and related supplies and procured an additional quantity for PharmAccess to support outreach.
For MoHSS:
SCMS will build capacity in MoHSS to quantify needs without assistance for GFATM funding and to assist in national testing day/week activities.
Develop system for mobile testing commodities.
Provide technical assistance and transfer capacity to the Community-Based Health Care (CBHC) program for logistics and supplies for home based care kits and coordinate reporting with GFATM
Estimated Budget = $22,000
Build capacity in the Nutrition Assessment Counseling and Support Program (NACS) in the management of therapeutic and supplemental food.
Estimated Budget = $11,000
All activities are repeated from HBHC since all HBC kits are estimated to contain 10-20% of items for pediatric patients. For simplicity, the ratio of activities was applied to the funding for PDCS.
Build capacity in National Medicines Policy Council (NMPC) in the Division: Pharmaceutical Services to provide overall supervision of the pharmaceutical sector.
Estimated Budget = $200,000
Build capacity in Central Medical Stores to provide high level of service in pharmaceutical and related medical supplies procurement, warehousing, and distribution to support treatment services.
Estimated Budget = $850,000
Build capacity in the 2 Regional Medical Stores to provide high level of service in pharmaceutical and related medical supplies procurement, warehousing, and distribution.
Estimated Budget = $125,000
Build capacity in the Department of Logistics in the Directorate of Finance in procurement, warehousing, and distribution of non-pharmaceutical medical commodities.
Estimated Budget = $33,623
Build capacity at NIP to quantify, forecast, procure, warehouse, and distribute lab commodities.
For NMPC:
Build capacity and institutionalize data-gathering from the EDT tool for all ART sites on ARV supply chain data. Assist in the expanded use of EDT for other programs for supply chain. Assist NMPC in quantification of ARVs and related medicines, particularly for GFATM funding in collaboration with the Directorate of Special Programs (DSP). Continue to build capacity in ART sites for inventory control and good storage practices.
For CMS:
Continue to support implementation of recommendations for improving procurement activities. Institutionalize standard operating procedures for the current facility. Assist in the design of the new CMS. Continue to sustain capacity in the full use of Syspro as the facilities main database. Implement an improved warehouse management system (WMS) if appropriate. Train upper management in advanced principles of warehouse management. Develop mechanisms to maintain stock levels in the stores during construction of the new warehouse. Continue to improve inventory control processes for additional products. Institutionalize use of the vendor performance monitoring tool. Includes cost of technical assistance.
For RMS:
Continue to integrate sharing of data between the RMSs and CMS. Finalize infrastructure improvements. Institutionalize SOPs developed in FY11. Finalize improved inventory control procedures.
For Department of Logistics: Build capacity in management of non-pharmaceutical medical supplies. Continue to build capacity in out-sourced transport management, especially monitoring vendor performance.
For NIP:
Build capacity in forecasting commodity needs and provide training to staff. Continue to provide technical assistance in improving procurement by finalizing SOPs and addressing additional components of the procurement process. Continue to assist in warehouse practices and re-organization, particularly the use of Meditech's materials management module to minimize stock-outs and improve inventory control. Support minor additions to Meditech's database. As possible, assist larger labs in the similar activities.
