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: 2011 2012 2013 2014 2015
The overall goal of this activity is to strengthen and maintain a sustainable national blood transfusion service in order to provide adequate and accessible safe blood collected from Voluntary Non-Remunerated Blood Donors (VNRBDs). Areas of focus include Monitoring and Evaluation, quality systems, finance, and human resource management. The main objectives are to strengthen the coordination and management of NBTS, which includes operations in various zones with two sub partners to improve geographical and facility safe blood coverage.
Strategies to collect safe and adequate blood will rely on technical assistance, equitable distribution of funds to zones based on population and other parameters, establishment of more collection and distribution blood satellite sites, renovation of laboratory space, implementation of a blood computer system, and incinerator repairs to ensure quality blood products and safety. Management, organizational coordination and capacity will be strengthened through implementation of the human resource management manual. In order to improve efficiency, the procurement, logistic and supplies systems will be strengthened. Since 80% of blood collected in all zones is through mobile drives, the purchase of additional vehicles to stenghern recruitment and collection is planned.
Training and mentorship to develop excellence in safe blood operations will be conducted with an eye to program sustainability. Advocating for increased URT funding, developing and strengthening Public Private Partnerships, and linking to other programs to leverage other funding will be priorities in order to reduce dependency on USG.
For COP 2012, NBTS will implement activities to develop, review, produce, and disseminate various NBTS guidelines; strengthen infrastructure to ensure effective operation, transportation, and distribution of blood and blood products; work with relevant TA to implement mobilization of low risk donors; and strengthen recruitment strategies through implementation of a revised advocacy plan. COP 2012 funds will both establish new satellite sites and strengthen existing sites. Attracting more blood donors will be targeted through producing and disseminating effective IEC materials, and through the formation of donor clubs at schools and colleges. Investments will also go toward improving linkages with organizations supporting HIV counseling and testing for negative HIV donor referrals. Roll out of the blood computer system to remaining zones will help facilitate the tracking of donor information from donor to recipient.
In order to improve the provision of safe blood to health facilities, NBTS plans to increase blood components production to 40% of the total collection. This can be achieved after the renovation of adequate laboratory space and the installation of equipment. Hospital clinicians will also be trained to ensure rational blood usage and through the formation of hospital committees which will be supervised by zones.
This project will support the on-going strengthening of a quality system. Training and mentorship will expedite the accreditation process for two zones. Refresher training, mentorship and skills building in testing and processing through updated testing technologies will develop capacity in donor selection and counseling in order to reduce the prevalence of HIV and other TTIs in donated blood to less than 2%. This project will also review and implement the testing algorithm in blood group serology and TTIs testing. In order to have continued quality services in all zones, preventive maintenance of equipment and facilities will be scheduled on regular bases.
NBTS will undertake improvements in program finance to ensure sustainability by identifying other sources of funding. Revenue generation strategies will be developed along with finding creative ways to increase government funding. Regular internal and external audits will be conducted, thus strengthening the procurement system. The project will also advocate and develop related documents to establish NBTS as a semi-autonomous institution.
NBTS will implement a monitoring and evaluation plan by strengthening supervisory tools and conducting quarterly supportive supervision to the zonal centers and health facilities. It will conduct semi-annual zonal managers and stakeholders meeting to assess implementation of program activities; train staff on and implement monitoring and evaluation frameworks; develop and implement an operational research road map; create a clients services charter; and produce and disseminated statistical analysis on blood safety indicators on a quarterly, semi-annually, and annual basis.
