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: 2007 2008 2009
This activity relates to HMLB AABB 8223, CDCBase 7837/9473 CT 7776, 7781, PMI, 8233, 7712; SI 7773, 7761;Track 1 ART CU7697/7698, EGPAF7705/7706, HARVARD7719/7722, AIDS Relief7692/7694, DoD7747 HLAB APHL7676
This activity program works to assist the Ministry of Health and Social Welfare (MOHSW) establish a national blood transfusion service in Tanzania from a pool of voluntary non renumerated voluntary repeat blood donors. The key operational areas of the program are to strengthen the infrastructure of the National Blood Transfusion Service (NBTS), assist the establishment of the legal framework for the NBTS, define and strengthen the management structure of the NBTS, develop/adopt appropriate National Standards to guide blood bank operations, strengthen the local networks and ensure sustainability of the blood transfusion services. It relates to Prevention of Medical Transmission/ Injection Safety, Counselling and Testing and Strategic Information Program Areas. In FY 2006, technical assistance and consultancy services to MOHSW and the NBTS was provided by the American Association of Blood Banks (AABB). In FY 2007 AABB will continue to provide the technical assistance and assist in the implimentation of activities for the NBTS.
The Government of the United Stated of America ( USG) support has included the renovation, staffing and equipping of seven zonal blood transfusion centers. The provision of blood in Tanzania had been totally dependent on replacement donation from families and friends. In their areas of operation, the centres have provided greater than 80% of units transfused from non renumerated voluntary blood donors. The NBTS showed a significant increase in blood collection from voluntary non remunerated blood donors,from 5,000in FY 2005 to 70,000 units at the end of FY2006. This target is increased to 120,000 units by the end of FY 2007. In FY 2007 efforts will focus on renovation of hospital based facilities in the hard to reach areas which will function as hospital based NBTS outlets. This is necessitated by the challenges in recruitment of staff to adequately run the services and the poor communication infrastructure to the areas.
With Techical Assitance from AABB, the USG has assisted MOHSW in the formulation of policy and technical guidelines, protocols and manuals for the NBTS and the training of 340 health workers in blood donor recruitment counseling, blood processing and storage using in country developed modules. In FY 2007 the program will embark on recruiting and training of staff to meet the human capacity requirements within the NBTS, increasing institutional capacity to manage resources effectively and expand coverage for blood collection in order to reach at least 50% of the National requirements from Voluntary non renumerated blood donors. The staffing requirements are standardized for all the zonal centers for sustainability.
In FY 2007 the Ministry of Health and Social Welfare (MOHSW) through the NBTS aims at strengthening of cold chain maintenance in seven regional and municipal hospitals. These hospitals had been included in the planning of the NBTS since inception (2001) and were earmarked to become regional blood centers whose function is to store and process blood for use within tht hospitala and also to receive processed blood from the zonal centers and distribute to neighboring facilities such as the District Hospitals, Faith Based Hospitals and Private Hospitals. As a beginning, the NBTS aims at equipping the regional blood centers with ideal refrigeration for blood storage. This will be a collaborative effort between USG and the Government of Tanzania (GOT). This collaboration will also apply to the supplies which NBTS requires for its services to run.
The FY 2007 NBTS activities in collaboration with AABB technical assistance and consultation will focus on implementing a monitoring and evaluation (M&E) system to maintain quality, efficiency and effectiveness of the NBTS. An effective M&E system will include the updating, printing and dissemination of M&E tools for blood transfusion services, developing monitoring tools for blood donor clubs, conducting field supervisory visits and carry out biannual progress reviews of the implementation plan for FY 2007. NBTS will undertake to train two individuals to carry out the M&E activities. An External Quality Assurance Assessment will be implimented by a contracted agency to complement the internal quality assurance.
In 2007 NBTS will collaborate with the Presidential Malaria Initiative to ensure a malaria free pool of voluntary blood donors and to reduce the need for transfusion due to malaria
related anaemia.. These measures include collaboration with other stakeholders in delivering prevention messages and the distribution of Insecticide Treated bed Nets (ITN) to voluntary non-remunerated repeating blood donors. The program will also collaborate with the prevention programs to enhance the stay safe messages of HIV/AIDS through abstinence and be faithful, injection safety and post exposure care.
Community mobilization supported by the USG has complemented development of NBTS capacity and significant gains have been made in the establishment of blood donor clubs for youth (Club 25) in 12 out of the 21 regions. Activities in FY 2007 will be expanded in coordination with the NBTS to a total of 120 clubs in these 12 regions surrounding the seven zonal blood transfusion centers. These community efforts will support the collection of 52,000 additional blood units. Emphasis will be placed on strategies to reduce the dependence on family replacement blood donors by creating a pool of young voluntary, repeat non-remunerated donors
The MOHSW / NBTS will collaborate with the USG and AABB towards the establishment of the NBTS as an executive agency for oversight of the national blood transfusion services. Initially key staff for fiscal management and M&E will be hired on a contract basis with Emergency Plan funds with the executive agency taking over personnel costs upon budget approval by Parliament.
The USG to date has been the major collaborator supporting the GOT's efforts for the strengthening of the blood transfusion services. This effort has been complemented by the Norwegian Agency for Development Cooperation which supports the establishment of a national training centre in Dodoma through a technical assistance from University of Bergen in Norway. In collaboration with the Japanese International Cooperation Agency supplements safe blood screening by providing test kits for HIV, hepatitis and syphilis.
Combined, these efforts will support USG strategic goals of safe blood provided to all health facilities by 2008.
