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.
This activity will be related to the newly awarded program for Basic Care and Support that will be
implemented by a consortium led by Deloitte Touche Tohmatsu (#8706), and also the AED T-Marc Social
Marketing Program (#7667).
The duka la dawa baridis (DLDBs) outlets provide an essential service in Tanzania. They are small outlets,
originally set up to provide non-prescription drugs in the private sector. DLDBs constitute the largest
network of licensed retail outlets for basic essential drugs in Tanzania. They are found in all districts in the
country. For many common medical problems, such as diarrhea, fungal infections, malaria, etc., a variety of
factors encourage people to self-diagnose and medicate before going to a health facility. Because nearly
80% of the population of Tanzania is rural, DLDBs are often the most convenient retail outlet from which to
buy drugs.
Evidence has demonstrated that DLDBs are not operating as had been originally intended. Prescription
drugs that are prohibited for sale by the Tanzania Food and Drug Authority (TFDA) are invariably for sale,
quality cannot be assured, and the majority of dispensing staff lack basic qualifications, training, and skills.
Regulation and supervision are also poor. To address this, Management Sciences for Health (MSH)
initiated a program (originally funded under the Gates funded SEAM program) to build the skills of the
DLDBs and transform them into Accredited Drug Dispensing Outlets (ADDOs).
In the past two years, MSH's Rational Pharmaceutical Plus program has laid the groundwork in Morogoro to
develop ADDOs and prepare them to support palliative care programs for HIV/AIDS. Elements of their work
to date have included accreditation based on Ministry of Health and Social Welfare/TFDA-instituted
standards and regulations governing ADDOs; business skills training, pharmaceutical training, education,
and supervision; commercial assistance; marketing and public education; and regulation and inspection.
The work done to date has been primarily focused on ensuring accreditation, but has not yet been linked
with home-based care activities. Beginning in FY07, the ADDO work will be linked with the newly awarded
Tunajali home-basesd care/orphan and vulnerable children activity in Morogoro, Iringa, and Dodoma.
ADDOs, in collaboration with community-based organizations and NGOs, may provide HBC services to
remote and rural areas through the provision of HBC kits and services that might no otherwise be available
in rural areas. Selected ADDOs would be assigned a catchment area where they could provide HBC
services to volunteers and possibly HIV patients identified by local NGOs and/or clinical facilities. If this
linkage works well, the USG would propose the expansion of the network of ADDOS to another region
covered by Tunajali, e.g., Iringa. The ADDOS could also support referrals of patients for counseling/testing
and for clinical services at the closest HIV/AIDS Care and Treatment Clinic.
The proposed role of ADDOs in community-based HIV/AIDS prevention and care would also include
dissemination of HIV/AIDS information whereby ADDOs would become centers for providing basic
HIV/AIDS information to the public. This way, information on HIV prevention, treatment, and the fight
against stigma can be provided using available IEC materials and social marketing techniques in
collaboration with other partners (e.g. PSI, T-Marc) would reach groups and areas that might not otherwise
be reached.
It is expected that through this program, additional beficiaries will be reached, but the first focus will be on
providing quality and accessible goods to existing NGOs whose beneficiaries are counted under the
Tunajali program. In future years, the program could reach more persons in remote areas who are
unduplicated. Consequently, no targets are set.
