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
Full Implementation of Blood Establishment Computer System (BECS): Continued implementation of BECS, with functionality supporting donor blood, blood product testing, and patient management; supporting quality management systems; and reporting and compliance for accreditation. BECS will be extended beyond Kigali headquarters center to regional centers in Karongi and Rwamagana. Implementation requires following stringent quality management system requirements for validation, ensuring backup systems and training of users and management staff. BECS Project will bring together NCBT Computerized system to a multisite computer system with a single data center to manage blood bank activities nationally and improve management and reporting, quality systems compliance, and improvement of operations.International Accreditation of NCBT; AABB will continue to support the implementation of robust quality management systems and standard operating procedures according to the Road Map for NCBT to achieve accreditation developed in response to 2009 gap analysis performed against international blood bank standards. A critical finding of the assessment was the need for additional policies, procedures and training for NCBT quality officers and other key NCBT management and staff, with need for on-site mentoring in the implementation of quality systems across all areas of operation and facilities nationwide.Alternative Financing Mechanisms: NCBT, MOH and CDC have initiated discussion to pursue alternative financing mechanisms to establish NCBT as a self-supporting department.No vehicles have been or will be purchased under this mechanism.
Full Implementation of Blood Establishment Computer System (BECS): Continued implementation of BECS, with functionality supporting donor blood, blood product testing, and patient management; supporting quality management systems; and reporting and compliance for accreditation. BECS will be extended beyond Kigali headquarters center to regional centers in Karongi and Rwamagana. Implementation requires following stringent quality management system requirements for validation, ensuring backup systems and training of users and management staff. BECS Project will bring together NCBT Computerized system to a multisite computer system with a single data center to manage blood bank activities nationally and improve management and reporting, quality systems compliance, and improvement of operations.International Accreditation of NCBT; AABB will continue to support the implementation of robust quality management systems and standard operating procedures according to the Road Map for NCBT to achieve accreditation developed in response to 2009 gap analysis performed against international blood bank standards. A critical finding of the assessment was the need for additional policies, procedures and training for NCBT quality officers and other key NCBT management and staff, with need for on-site mentoring in the implementation of quality systems across all areas of operation and facilities nationwide.Alternative Financing Mechanisms: NCBT, MOH and CDC have initiated discussion to pursue alternative financing mechanisms to establish NCBT as a self-supporting department.
