Welcome Seth Berkley - a new CEO for vaccine Alliance
Seth Berkley will soon take up his position as the new CEO of the GAVI Alliance. A US national who is not short on charisma, Seth’s career is predominantly based on epidemiology of single diseases. His appointment is a major coup for those whose reputations rely on ‘upstream’ research and policy for the discovery, development and introduction of disease specific new technologies.
The Gates Foundation, US-based institutions and Global Fund to fight AIDS, TB and malaria (GFATM) blogs are already celebrating. Expectations are high for vaccines against Human Papilloma Virus (HPV), HIV and malaria - little is mentioned of rubella, Japanese encephalitis and typhoid or rabies vaccines.
Without access to Seth’s ears or new email address, here are five not-so-diplomatic reflections, which may not otherwise reach him before he takes up his post:
1. New technology introduction is context specific and needs strong systems
An immunisation system (if there is such a thing!) does not deliver a new vaccine in isolation to appear miraculously in the hands of a nurse midwife! Sound decisions to introduce and deliver require careful reviews of regional and national disease burdens, socio-economic contexts, cost effectiveness, human rights and strong health systems to absorb and deliver increasingly expensive new technologies. GAVI Alliance board documents suggest that 20- 50% of overall new vaccine introduction costs are health systems related. Sustainable introduction includes recurrent costs and investing in cold chain upgrades: these are serious undertakings for resource constrained countries. Most vaccines are delivered through routine immunisation with other MNCH interventions. Unfortunately the links between new vaccine and health systems and upstream policy and downstream delivery work remain fragmented at best.
Along with certain GAVI Alliance constituencies, the previous GAVI CEO and newly appointed head of the Partnership for Maternal, Neonatal and Child Health (PMNCH) provided leadership for the Health Systems Strengthening (HSS) and harmonisation and alignment agendas. This helped increase the awareness (often controversially) within the vaccine community of the need for harmonised and aligned planning based on national priority with stronger systems links to the delivery of other MNCH packages. Unfortunately, the debate between disease specific and HSS issues is as polarised as ever. It is divided geographically between groups residing on each side of the Atlantic Ocean. It revolves around tensions between the need for attribution focusing on specific results and the need to reduce application and monitoring transaction costs on countries by improving harmonisation and alignment.
There is a leadership vacuum in the GAVI secretariat and Alliance on these two issues. Some disease specific groups may hope HSS and harmonisation would disappear quietly - they will not. They need to be addressed urgently. There is considerable support for the joint World Bank – Global Fund – GAVI HSS platform. Mainly due to institutional politics, this has faltered, despite considerable funding being earmarked for countries. Seth will need to urgently show leadership to build common ground on these two issues by accessing good quality advisors from outside the vaccine community> the ultimate aim should be to reduce the transaction costs of application and monitoring processes inflicted on countries by GAVI and other global health initiatives.
The last thing the world needs is yet another new vaccine specific initiative. Separate ‘project management units’ for each individual new vaccine tend to grow lives of their own, want to survive forever and are resource intensive. Consider herding the cats holistically and look at allocating resources equally for exploring innovative delivery mechanisms!
2. Listen to and understand GAVI’s customers - find the truth, not the ‘spin'
Both GAVI and GFATM’s powerful advocacy machines play important roles prioritising institutional agendas and raising issue-specific funding. ‘Never let the truth get in the way of a good story’ was a recurrent quote in this area of work. Seth has the kudos and sound epidemiology training to look past the ‘feel good’ stories, advocacy machines, glitzy secretariats and cocktail parties that he will be invited to.
He has the stature to get closer to the ‘truth’; the ‘truth’ is based on reality; reality is where the action is. Regular exposure to implementation issues helps keep things in perspective. GAVI’s direct customers are Ministries of Health and indirect customers are women and children living in hard to reach areas. Understanding their daily needs and the environmental complexity facing country decision makers needs prioritised if GAVI is to remain responsive and relevant.
Progress is measured by numbers of countries introducing GAVI supported new vaccines. Yet there are very good reasons why some countries cannot (and should not for the foreseeable future) introduce vaccines offered on the GAVI menu. Supporting an ‘informed decision’ strategy and not pushing an ‘introduction agenda’ on countries requires large doses of humbleness and humility to understand. Seth will need to stand up to some key donors and manufacturers who lobby for ‘introduction’ rather than ‘informed decision making’.
Traditionally cost effectiveness studies compared vaccines costing several cents a dose with other MNCH interventions. New vaccines now cost several dollars per dose and impact more on systems (e.g. cold chain consequences). When compared to breast feeding or ORS interventions for example, new vaccines may not be seen as favourable an option from a cost effectiveness paradigm. Seth should not shy away from this and promote better information for national policy makers to make informed decisions. Rights based approaches for new vaccine introduction should be considered - so effectively used for ART introduction.
3. Partnerships with implementers and strengthen ownership of monitoring
The impact of the GAVI Alliance depends on activities implemented predominantly by ministries of health and advice given by technical partners. Strengthening relationships with constituents involved with other MNCH initiatives (such as UNFPA and the PMNCH) and those with daily in-country presence will be crucial.
Measuring the impact of the GAVI Alliance’s work will depend not on other global institutions funded by the Gates foundation, using postdoctoral students to hoover and analyse data to publish in journals. Impact measurement will need to be generated from and used by countries through partnerships that build national capacities to measure and use reported and survey data at all levels – not just global.
In-country private and civil society sectors can do half the job: in some African countries over 50% of vaccines are delivered by NGOs. There are also some good examples of civil society helping to increase accountability of Government and bi- and multi-lateral institutions. Compared to the GFATM, GAVI has only 1 civil society board member and struggles to engage civil society at sub global level beyond the advocacy cocktail circuit. The constituency needs listened to, supported and nurtured.
4. Industry: influence the price and encourage ethical marketing processe
Some would argue that the GAVI Alliance is one of the best marketing machines ever devised by industry and partners. The GAVI business model has helped increase numbers of vaccine manufacturers in the market and there has been a (small) price reduction of tetravalent (DTP-HepB) vaccine over time. However, the business model that promised so much price reduction for other new vaccines seems to be stuck. Pentavalent (DTP-HepB – Hib) vaccine prices remain static or have increased slightly and there are major supply issues. Who knows what lies ahead for behind-the-scenes pneumococcal and rotavirus vaccine price negotiations?
As part of their sales strategies, manufacturers have made ‘donations’ of new vaccines (such as HPV) to countries. They have also, together with some key donors, stimulated creation of NGOs focussed on lobbying influential individuals to speed up Government introduction decisions. This brings into question the issue of ethics of big pharma’s market penetration processes. Challenging industry publicly or privately seems off limits - adding to the perceived ‘smoke and mirrors’ relationship that GAVI has with pharma. The new CEO will need put pricing, transparency and ethics on the table for frank discussion.
5. Recruit and reward the ‘right’ skills to stimulate creativity based on substance
The GAVI and GFATM secretariats and Gates foundation currently have staff of approximately 120, 600 and 600 respectively. Recent staff increases are predominantly armed with MBAs, experience in academia, private sector or communications and advocacy. These, debatably, are the skill sets for well-oiled advocacy, communication and fund raising machines. But there appears to be little value placed on experience in actually understanding and implementing global health policy at sub global levels or those who can straddle both policy and implementation. These skills, together with large doses of common sense can provide developmental substance (the ‘truth’) and an important dose of field reality. Groups with these skills sets are rare - find them and nurture them!
Newly qualified master’s graduates can command monthly salaries of up to $8,000 - $10,000, tax free plus benefits from several Geneva based global health initiatives. This is obviously very attractive, but tends to favour certain nationalities and cultural backgrounds, which can be embarrassing when compared to terms and conditions of bilateral donor, developing country or multi-lateral colleagues.
As a self-proclaimed maverick and creative thinker, Seth will need to encourage creative and innovative thinking that actively challenges ‘group think’ that so often creeps into organisational strategy making and senior management. Strong leadership is needed to allow reduce exclusion and increase open dialogue to explore new R+D delivery ideas, which may run contrary to senior management thinking. Does Seth have the courage to informally walk around the secretariat and partner ‘shop floors’ to feel the pulse and get closer to reality? Free dialogue and innovation is urgently needed between GAVI, Gates Foundation and GFATM if new vaccines are actually to be delivered and not just ‘introduced’ to a store in a country’s capital.
Seth: enjoy the GAVI Alliance; take care of it - it is special, needs holistic oversight based on integrity and willingness to explore the ‘truth’ with different Alliance stakeholders. Good luck!
Conflict of interest and disclaimer: I am an advocate for the introduction of disease specific interventions for middle and low income countries, where introduction considers national priorities with long term financial consequences and a primary healthcare philosophy. I am an ex- GAVI secretariat employee with previous multilateral and NGO experience. I wrote this myself, without the screening of an advocacy or communications department. These views are my own and do not reflect those of my current or previous employers. I realise that by contributing to blog sites may adversely affect career progression that are the consequence of not using appropriate protocol or diplomatic channels! :)