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 is linked with P0301 & P0303
The NBTS, by using FY05 and FY06 EP funds, is completing the following activities 1) renovations of the NBTC in Gaborone, 2) purchase of equipment and 6 specialized vehicles, 3) recruitment of National Blood Transfusion Service Staff, 4) training of 124 individuals in blood safety, 5) training of 30 hospital blood bank staff, 6) establishment of hospital transfusion committees in 11 hospitals, 7) establishment of a call center, 8) development of IEC materials (information leaflets, bill boards), 9) development of a television advertisement, 10) conduct of 14 in-school Pledge 25 workshops, 11) raising of public awareness on blood donation in 16 villages, and 12) development of 2 newsletters to promote safe blood transfusion practices.
In FY07, the activities will build on activities from FY05 & FY06 to further strengthen blood safety in Botswana, in line with the 5-year strategic plan. Donor recruitment and retention will be achieved through community mobilization/participation. In collaboration with SBFA, the NBTS will develop and implement a national advertising campaign to create community awareness of blood transfusion and its importance, and recruit low risk members of the community to enroll as blood donors. Additional work will include building community awareness and blood donor recruitment and selection skills at schools and NGOs.
The blood donor recruitment section will conduct community-based workshops to promote awareness of importance of blood donation and blood safety, and to extend the establishment of "Pledge 25 Clubs" in order to recruit and retain youth as regular, safe blood donors. This will be achieved through 8 public meetings at 8 villages, introducing in-school "Pledge 25 Clubs in 14 schools, and canvassing the support of 4 NGOs in 8 districts to promote out-of-school "Pledge 25 Clubs". The advertising campaign will promote a culture of safe blood donation through education of the general public using TV, radio, billboards and other IEC material. To address donor retention, NBTS will award blood donors small tokens of appreciation by giving them donor recognition items like certificates, caps, pins and t-shirts after giving a certain number of blood donations.
Commodity procurement is directly related to adequate safety in blood centers and hospital blood banks through the purchase of standard reagents and supplies. At present, the NBTS infrastructure is inadequate, and to address this in FY07, there are plans to construct a blood transfusion center in Francistown, in collaboration with the Regional Procurement Service Office (RPSO), Department of State based in Frankfurt Germany. In the interim, the NBTS will continue to rent premises in Francistown and Gaborone until the new centers can be occupied. NBTS will relocate the Gaborone laboratory and blood collection centre to the renovated NBTC when it is complete. NBTS will purchase 4 additional vehicles, recruit 4 drivers, and continue to pay the salaries of 32 Blood Safety project staff.
In collaboration with SBFA, comprehensive training will be provided in blood donor recruitment, donor counseling, blood collection, testing systems, component production, labeling, storage, distribution, hospital blood banking, and quality assurance. The aim is to train 60 laboratory personnel, 16 blood donor counselors, 3 blood donor recruiters, 32 nurses and 32 doctors. Training will focus mainly on aligning the quality system to meet accreditation requirements set by the Quality Unit. Quality assurance and supportive supervision form an important part in strengthening the NBTS. The quality officer will conduct supervisory visits to 28 hospital blood banks once a year, and quarterly visits to the regional transfusion center. These are essential to ensuring blood safety and effective implementation of the quality management system. The blood transfusion policy and guidelines will be reviewed in collaboration with all the stakeholders, and the development and effectiveness of hospital transfusion committees will be assessed to promote the rationale use of blood.
The monitoring and evaluation (M&E) plan will be updated to cover activities for FY07. Technical and stakeholder meetings will be conducted regularly to monitor and evaluate the progress of the planned activities.
