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 2014
The mandate of the Securing Uganda's Right to Essential Medicines (SURE) project is to ensure that the population of Uganda has access to adequate quantities of good quality essential medicines and health supplies (EMHS) by strengthening the national essential medicines and health commodities supply system. The SURE team of Management Sciences for Health (MSH), Euro Health Group (EHG), Fuel Group/Pharmaceutical Healthcare Distributors (PHD), and Makerere University has designed a technical approach to transform Uganda's pharmaceutical supply system by clarifying and harmonizing pharmaceutical policy, finance and regulatory frameworks, strengthening financial and performance management at all levels, and strengthening the capacity of National Medical Stores (NMS) to serve as the hub of a newly effective and revitalized supply chain for EMHS. SURE will also develop a strategy for selecting the best alternative options in case policy reform fails to produce an environment conducive to long-term success, particularly in the case of NMS.
The SURE project will expand upon the progress made over the past five years by working with all key stakeholders to build capacity from the top of the health system to the bottom, integrate the government's vertical program supply systems from side to side, and establish a logistics management information system (LMIS) that provides full transparency at all system levels. To tackle the policy, finance, supply chain, and capacity building issues key to achieving project goals and objectives, the SURE team will use a combination of technical approaches and tools, all grounded in decades of experience, to strengthen pharmaceutical management, supply chain/logistics, and financial systems in Uganda. By the project's end, SURE will leave a functional supply chain system at central and district levels with the necessary tools, approaches, skills and coordinating mechanisms that will allow the GOU to maintain and expand on these investments.
During the planning and development process in Year 1, SURE will ensure that existing services and programs, such as logistics data reporting for HIV/AIDS commodities, will be maintained so that there are no disruptions to supply.
In Year 1, SURE will work with all key stakeholders to develop a master supply chain management implementation plan. The consultative process includes an initial Policy Options Analysis (POA) to identify specific reforms needed in policies affecting the supply chain (e.g. financing and cash flow, product selection, procurement, distribution, HR, three-year rolling procurement plan), define the specific changes needed to remove roadblocks, determine the feasibility of proposed changes, and obtain necessary commitments for change. The POA combines political mapping, indicator-based measurement of system performance and analysis of operating costs and efficiency of the supply chain. The outcome of the process will be stakeholder consensus and memoranda of understanding with key GoU agencies and donor partners that clearly define each relevant agency's role, responsibilities, milestones and timelines which correspond with the master implementation plan.
Also in Year 1, SURE will design and pilot an integrated supply chain and logistics management information system in selected districts. The integrated supply chain model will feature cost-effective innovative solutions to minimize stock-outs and leakage, information on district-level baseline indicators to track performance, and stronger linkages between the central level, the district, health sub-districts, and facilities. SURE will support NMS to improve procurement practices, central warehousing, transport and distribution. In year 1, GOU/MOH stakeholders will be trained on quantification procedures and NMS and MOH managers at central level will receive training on financial management and leadership and management. For capacity building, a key focus will be on developing standard operating procedures for supply chain functions, including financial management and procurement. In Year 2, SURE will develop and implement appropriate curricula for pre- and in-service training in priority areas such as procurement, procurement management, warehouse management, distribution/transport management at the NMS, financial management skills, use of management information systems, quantification skills at the national and district levels, and organizational management and strategic planning for senior managers in the MoH and NMS.
All MOH health services, including malaria and FP/RH services, will benefit from SURE's supply chain system strengthening activities by increasing the availability and accessibility of essential medicines and health supplies to clients of government and non-governmental health facilities. The MOH and World Bank have proposed that funds from the WB health sector loan (scheduled to be available next year) be used to roll-out SURE's district-level interventions in districts not included in the program.
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