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 2012 2013 2014
CNTS strives to collect, analyze, and distribute safe blood in adequate quantities and quality to 100% of patients. The Regional Blood Transfusion of Rusizi is under rehabilitation by the Global Fund. In COP12, CNTS plans to equip and staff the center to become operational. New medical equipment will be purchased.
During COP12, CNTS will support quality assessments to define and document critical control points of blood collection, testing, component production, storage and distribution, and develop tools for quality improvement and corrective actions. These tools will capture deviations, non-conformances and adverse events. In addition, CNTS will implement quality system essentials, documents and SOPs. CNTS will continue external quality assurance for serology and blood grouping with external laboratories. Quality assurance officers will be trained to ensure efficacy and effectiveness, and quality management systems will be reviewed and updated. CNTS will strengthen a haemovigilance system to ensure the reporting of adverse reactions.
The CNTS is in the process of accreditation in order to ensure the highest standard of care for both patients and donors in blood banking, transfusion medicine and testing. AABB will provide quality TA through onsite mentorship for the implementation of a QA system. The documentation structure is being defined and put in place. Among other activities to be performed sooner is the identification of good manufacturing practice requirements adapted and implemented.
Finally, CNTS will pursue alternative financing mechanisms to establish sustainable blood collection and banking, including: determining the cost/ unit of the blood, and implementing charges for blood products.
No vehicles have been purchased, leased or planned under t
In COP12, the CNTS will support infrastructure, blood collection, blood testing, quality management, accreditation and cost recovery. Infrastructure support will include the purchase of replacement medical equipment. Blood collection activities will be strengthened in order to meet the increasing demand for blood products in hospitals. In addition, the CNTS will continue to strengthen screening for HIV, HBV, HCV and Syphilis markers using automated machine and purchase of reagents; strengthen component preparation (red cells, plasma and platelets).
In the area of quality, CNTS will support quality assessments to define and document critical control points of blood collection, testing, component production, storage and distribution. Based on these assessments, quality improvements and corrective actions will be taken. In addition, CNTS will carry out regularly scheduled quality control for blood components (platelets) and statistically analyze results. Staff will be trained in good manufacturing principles and quality management principles. The Blood Establishment Computer System (BECS) will also be fully implemented.
The American Association of Blood Banks (AABB) will provide technical assistance to CNTS to implement comprehensive quality management systems to prepare CNTS for the accreditation process. The CNTS quality officers and other key CNTS management and staff will be trained, including subsequent on-site mentoring, in the implementation of quality systems across all areas of the CNTS operation and facilities nationwide.
Cost recovery system: AABBs activities will include determining the cost per unit of the blood bag; exploring other examples of cost recovery systems; supporting blood donor education and implementing cost recovery for blood products to hospitals.
