Political Will and the Global Implementation of Unitaid and the Airline Ticket Tax
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Partnership Profile: Unitaid
PARTNERSHIP PROFILE: UNITAID About UNITAID UNITAID aims to achieve its mission by: UNITAID is an innovative financing mechanism that raises • Providing incentives to manufacturers to produce other- new funds for global health and complements existing initia- wise commercially unattractive products at lower prices. tives targeting HIV/AIDS, tuberculosis (TB), and malaria. Almost UNITAID provides funding to its partners to purchase exist- two-thirds of its funding (US$1.2 billion out of US$1.9 billion in ing medicines and diagnostics. This provides them with the the period 2007–2012) is mobilized through a mandatory tax, “purchasing power” to negotiate reduced prices with manu- known as the “air ticket levy’—a contribution that passengers facturers and to pool many low-volume orders to reach sup- make when they purchase their airline ticket. pliers’ minimum production volumes (“batch sizes”). Through UNITAID was officially launched at the United Nations General long-term orders, UNITAID also encourages more producers Assembly meeting in September 2006 by the governments of to enter the market to increase competition. France, Brazil, Chile, Norway, and the United Kingdom. Since • Accelerating the pace at which new drugs and diagnos- its launch, 24 other countries and the Bill & Melinda Gates tics are developed through long-term purchase commit- Foundation have become UNITAID members. ments to its partners. These help to encourage the develop- ment of new drugs better adapted to the needs of patients UNITAID’s mission is to contribute to increasing access to drug in developing countries, for example spurring the manu- treatments and diagnostics for HIV/AIDS, TB, and malaria, pri- facture of fixed-dose antiretroviral (ARV) drug combination marily in low-income countries (see UNITAID’s strategic objec- therapies, and of pediatric ARV formulations. -
Intensified Multilateral Cooperation on Global Public Goods for Health: Three Opportunities for Collective Action
Intensified multilateral cooperation on global public goods for health: three opportunities for collective action POLICY PAPER NOVEMBER 2018 KEY MESSAGES • Global public goods (GPGs) for health are essential to achieving global health goals. “GPGs for health” is shorthand for a set of collective action activities that address transnational health challenges. These activities are categorized as (i) traditional GPGs (e.g., global health research and development [R&D]), (ii) control of negative regional and global externalities (e.g., pandemic preparedness), and (iii) global health leadership and stewardship (e.g., global convening to build consensus). Our definition thus encompasses a broader set of investments that goes beyond the purely economic definition of a GPG.¹ • There is substantial underinvestment in this critical area, with only about one-fifth of all donor financing for health directed at GPGs. The lack of investment was starkly exposed by the 2014-2016 Ebola outbreak in West Africa where underfunding of global health R&D meant that there was no Ebola vaccine, therapeutic, or rapid diagnostic test; in addition, outbreak surveillance and preparedness systems performed poorly. • Multilaterals are well placed to deliver support for GPGs given their clear global or regional mandates. To examine this potential role, we conducted a new analysis based on (i) a review of strategic and financing documents produced by the four multilaterals that provide the most development assistance for health (DAH): Gavi, the Vaccine Alliance (Gavi), the Global Fund to Fight AIDS, Tuberculosis and Malaria (Global Fund), the World Bank, and the World Health Organization (WHO), and (ii) 42 key informant interviews with senior leadership in these and other organizations.² The analysis shows that multilateral health agencies have all signaled their intention to step up investment in support of GPGs and intensify their cooperative activities to collaborate more closely. -
Unitaid Impact
UNITAID’S KEY PERFORMANCE INDICATORS 2014 UNITAID IMPACT 2014 © World Health Organization (Acting as the host Organization for the Secretariat of UNITAID) The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of the World Health Organization concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. The mention of specific companies or of certain manufacturers’ products does not imply that they are endorsed or recommended by the World Health Organization in preference to others of a similar nature that are not mentioned. All reasonable precautions have been taken by the World Health Organization to verify the information contained in this publication. However, the published material is being distributed without warranty of any kind, either expressed or implied. The responsibility for the interpretation and use of the material lies with the reader. In no event shall the World Health Organization be liable for damages arising from its use. Design and layout: blossoming.it 2 | UNITAID KPI Report 2014 Table of Contents 6 List of acronyms and abbreviations 8 Introduction 10 UNITAID Top Achievements in 2014 by Strategic objective and grantee 18 Background 19 Measuring UNITAID’s performance in 2014 21 Structure of this report 21 Using the UNITAID web-based results 22 KPI 1: Monitoring performance towards Public Health outcomes 22 1.1. Per cent coverage of UNITAID supported products by strategic objective 28 1.2. Number of people on treatment/tested for HIV, TB and malaria by strategic objective 29 1.3. -
Finding Its Niche? Rethinking UNITAID's Raison D'être
CONSULTATIVE DRAFT – PLEASE DO NOT QUOTE Finding its Niche? Rethinking UNITAID’s Raison d’Être Victoria Y. Fan and Rachel Silverman* September 12, 2012 Summary: UNITAID is a relatively new global-health agency with the mission of contributing to the scale- up of “access to treatment for HIV/AIDS, malaria and tuberculosis for the people in developing countries by leveraging price reductions of quality drugs and diagnostics.” In this essay we examine the appropriateness and relevance of UNITAID’s mandate. Is UNITAID’s mandate still appropriate in light of recent global-health trends and priorities, including country ownership, health-systems strengthening, and sustainability? Or has UNITAID’s approach of using “innovation [to] make markets work for the neediest” devolved into a hammer in search of an innovative, market-based nail? We recommend that UNITAID rethink its mission, and in particular examine whether the goal of scaling up access to treatment is necessarily achieved through price reduction of commodities. Moreover, UNITAID should choose arguments of fairness and justice rather than arguments of “the market” in deciding to pursue an intervention. Introduction Launched in 2006 by the governments of Brazil, Chile, France, Norway, and the United Kingdom,1 UNITAID arrived fashionably late to the turn-of-the-millennium global-health boom. Perhaps in part due to its late entry, UNITAID is among the less well-known global-health agencies, living in the shadow of its older, more prominent siblings – UNAIDS (1996), the GAVI Alliance (2000), the Global Fund to Fight AIDS, Tuberculosis and Malaria (2002), the President’s Emergency Plan for AIDS Relief (2003), and the President’s Malaria Initiative (2005).