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.
The goal of this implementing mechanism is to construct pharmaceutical warehouses at the provincial and district levels. This activity links to Partnership Framework objective 3.5 for improving and expanding the public health infrastructure. The USG program has already made a considerable contribution to infrastructure development in Mozambique. By July 2008, it had supported the renovation or construction, and equipment, of 15 laboratories, 48 health centers and maternity units, 25 hospital consulting rooms, 3 staff houses, and 23 administrative offices. In addition, 34 transportable pre-fabricated laboratories and diagnostic facilities had been deployed and equipped. A further 15 houses, 7 maternity units, 5 health centers and 1 rural hospital are scheduled for completion by the end of 2009. This work was implemented through USG's clinical and laboratory partners.
The public works sector in Mozambique is strictly regulated. Technical standards ensure that buildings are properly designed and fit for purpose, and materials meet minimum standards. Engineers and supervisors must be appropriately qualified and registered. The procedures for awarding contracts through public tender, aimed at ensuring transparency, are rigorous. PEPFAR-funded building projects are also subject to USG legislation, such as the Foreign Assistance Act, and environmental scrutiny.
FY 2009, for the first time, treated infrastructure development as a discrete rather than embedded program area, with appropriate budgetary provision, and a program structure designed to improve the speed, quality and cost-effectiveness of implementation. These arrangements relieved USG's clinical and laboratory partners of the burden of managing major construction activities, although they will continue to receive funding to make necessary repairs and carry out routine rehabilitation at facilities.
Currently, the country is facing significant warehousing and distribution challenges, for which the USG through Supply Chain Management System (SCMS) is providing technical assistance and financial support. A September 2008 warehousing and distribution needs assessment conducted by SCMS identified a series of steps leading up to the preparation of the 5-year Pharmaceutical Logistics Master Plan (PLMP), which was published and approved by the MOH in 2009. The PLMP covers the policy, infrastructure, supply chain, and financial needs of Central Medical Stores (CMAM) to achieve lasting improvements in HIV commodity security. Support for building and expanding warehouses links to the Partnership Framework objective 3.3 for improving commodity procurement and distribution systems at all levels, as well as to objective 3.5 for improving and expanding the public health infrastructure.
Geographic focus will be Nampula in Nampula Province, Beira in Sofala Province, and Zimpeto in Maputo Province, but they will target the whole population. The key cross-cutting program is construction.
These new or improved warehouses will reduce the MOH cost burden of renting and securing store facilities lessen wastage by improving commodities security, thus ensuring cost-efficiency gains.
USG will also support CMAM's endeavors to improve capacity and efficiency by constructing several modern, efficient, and relatively low-cost pre-engineered warehouses at provincial and district levels. USG will determine a single design-and-build contract through a Request for Proposals (RFP) process, based upon outline designs and specifications furnished by SCMS warehouse consultants. Contract terms and conditions will ensure smooth implementation of this activity, including day-to-day monitoring by an independent construction overseer.
Quality HIV services demand a good supply chain system. The focus of this activity is on developing commodities warehouse capacity in select locations: Beira, Nampula, and Zimpeto. Also included is building of a 5 district warehouse network around an existing provincial warehouse.
An assessment identified the poor physical state of Beira warehouse and its limited capacity as major constraints to the efficient distribution and conservation of pharmaceuticals within the central provinces. It recommended that the existing Beira warehouse be repaired or replaced, and a new extension built and fitted out. This activity covers the construction of the new extension, with FY 2009 funding and is a
leveraging activity with UNFPA procuring racking and equipment.
The northern provinces are currently served by warehouses in Nampula. The MOH facilities are too small and in poor condition, so additional warehouse space is rented from a private company. The Ministry intends to transfer operations to a new, purpose designed facility. This activity covers the construction and fit-out of the new warehouse, with FY 2009 funding.
CMAM is transferring its southern provinces distribution operations to a single new warehouse complex at Zimpeto, near Maputo. The design of this new warehouse is dated, and makes poor use of the building's extensive floor area. SCMS warehousing consultants have introduced improvements to space usage, but capacity is insufficient for immediate requirements, and seriously inadequate to meet medium and long-term projections. This activity covers the construction and basic fit-out of a new warehouse within the Zimpeto compound, providing sufficient capacity to meet CMAM's projected needs for ten years with FY 2010 funds.
The assessment and subsequent PLMP determined that many of the district pharmaceutical warehouses are in a decrepit state and unfit for purpose. While some may be rehabilitated, the most economical solution in many cases is to replace them with new, low-cost, purpose-designed structures. This activity covers the construction of an initial five small district warehouses with FY 2010 funds.
