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Health Care Management Organization Design and Behavior
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The Global Alliance for Vaccines and Immunization (GAVI) was launched at the World Economic Forum on January 31, 2000. GAVI was a partnership of developing countries, organizations involved in international development and finance, the pharmaceutical industry, and philanthropic organizations. The Bill and Melinda Gates Foundation provided seed funding of $750 million for GAVI, followed by funding from several countries. GAVI was established to improve the distribution of new and underused vaccines to low-income countries and thereby reduce childhood mortality and morbidity, and increase the health status of these populations (Martin and Marshall, 2003; Milstien et al., 2008; GAVI Alliance, 2010).
A number of managerial challenges faced the GAVI Alliance in achieving its goals. First, the vision of the GAVI Alliance had to motivate local countries to participate in this vaccination program and gradually increase their own funding for it. Second, local countries needed to accept the responsibility to deliver the vaccine programs and the attendant results. Third, these countries had to help develop and manage local infrastructure to deliver the vaccines to rural populations—often referred to as the last hundred yards or miles of the supply chain. This meant the countries needed not only transportation and distribution networks but also a cadre of local health care workers with training in vaccine storage and administration. Fourth, the GAVI Alliance had to manage diverse stakeholders including the World Health Organization (WHO), the World Bank, UNICEF, large pharmaceutical firms that manufactured the vaccines, and the Gates Foundation. Fifth, the GAVI Alliance had to operate with a lean structure such that bureaucracy did not slow its progress. Sixth, the alliance had to develop leverage over pharmaceutical firms to purchase the needed drugs at a lower cost which local countries could afford. Last, the GAVI Alliance needed a clear governance structure with defined responsibilities for partners.
Between 2000 and 2009, GAVI directly supported the immunization of 256.7 million children for Hepatitis B, Haemophilus influenzae type B (Hib), and yellow fever. GAVI also speeded up population access to underused vaccines, strengthened health and immunization systems, and helped spawn innovative public-private partnerships (PPPs) in fi nancing to expand vaccine coverage in 72 developing countries (GAVI Alliance, 2010). In January 2010, 10 years after the initiation of the GAVI Alliance, The Gates Foundation committed an additional $10 billion over the next 10 years.
Lawton Robert Burns, Elizabeth H. Bradley and Bryan J. W - Personal Name
978-1-4354-8818-2
NONE
Healthcare Management
English
2012
1-33
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