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Global Health Watch 1 in one file

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<strong>Health</strong> care systems | B1<br />

Box B1.7 <strong>Global</strong> Public Private Initiatives (GPPIs)<br />

There are currently about 80 GPPIs, the overwhelm<strong>in</strong>g number of which<br />

are l<strong>in</strong>ked to a specific disease or to the development of a new drug or<br />

vacc<strong>in</strong>e. Examples <strong>in</strong>clude the <strong>Global</strong> Fund for HIV/AIDS, TB and Malaria;<br />

Roll Back Malaria; Stop TB; <strong>Global</strong> Alliance for Vacc<strong>in</strong>es and Immunization;<br />

<strong>Global</strong> Polio Eradication Initiative; and the <strong>Global</strong> Alliance for the<br />

Elim<strong>in</strong>ation of Lymphatic Filariasis. WHO and UNICEF are the pr<strong>in</strong>cipal<br />

<strong>in</strong>ternational governmental or multilateral actors <strong>in</strong>volved, but the World<br />

Bank also plays a prom<strong>in</strong>ent role. On the private side, the Bill and Mel<strong>in</strong>da<br />

Gates and Rockefeller Foundations are prom<strong>in</strong>ent, as are several for-profit<br />

pharmaceutical companies. Some NGOs are also <strong>in</strong>volved, particularly with<br />

GPPIs they have helped to launch. However, certa<strong>in</strong> groups are systematically<br />

under-represented, particularly poorer countries’ governments and<br />

civil society organizations. On the whole, decision-mak<strong>in</strong>g power sits <strong>in</strong><br />

the hands of multilateral <strong>in</strong>stitutions and the commercial sector. (Source:<br />

Wemos 2004)<br />

of vectors for <strong>in</strong>fectious diseases such as mosquitoes, or those related to the<br />

control of acute disease outbreaks, a vertical and centralized approach may<br />

be entirely appropriate. Today, however, there is a grow<strong>in</strong>g proliferation of<br />

<strong>in</strong>itiatives and programmes that collectively underm<strong>in</strong>e national plann<strong>in</strong>g and<br />

coord<strong>in</strong>ation; a biomedical, technological bias towards health improvement;<br />

<strong>in</strong>appropriate public-private ‘partnerships’; and the lack of more long-term<br />

and susta<strong>in</strong>able approaches to health systems development.<br />

The rise of selective and efficiency-driven cost effectiveness analysis Cost<br />

effectiveness analysis (CEA) is a tool designed to rank the relative worth of different<br />

health care <strong>in</strong>terventions. In 1993, the World Bank published a rank<strong>in</strong>g<br />

of common health care <strong>in</strong>terventions accord<strong>in</strong>g to their cost effectiveness and<br />

used it to propose a m<strong>in</strong>imum package of services for use <strong>in</strong> low- and middle<strong>in</strong>come<br />

countries (World Bank 1993). Its proposal appears rational at <strong>one</strong> level,<br />

but re<strong>in</strong>forced a selective approach to health care and underm<strong>in</strong>ed equity.<br />

First, the Bank proposed that only this package should qualify for public<br />

fund<strong>in</strong>g – services outside the package that it deemed were not cost effective<br />

were considered discretionary and would have to be funded by <strong>in</strong>dividuals<br />

out-of-pocket or through <strong>in</strong>surance. Middle-<strong>in</strong>come countries could be less<br />

restrictive than low-<strong>in</strong>come <strong>one</strong>s <strong>in</strong> determ<strong>in</strong><strong>in</strong>g the content of a m<strong>in</strong>imum<br />

74

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