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Two key factors set the Vaccine Alliance apart from other actors in the field of international health aid:
In this section, we explain Gavi’s unique business model and the six ways it delivers "added value".
Donor and developing countries need to see proof of the value of new vaccines before investing.
Immunisation is a commitment for life that requires guaranteed, long-term funding.
Developing countries decide for themselves how best to use Gavi support for immunisation.
It's not enough to buy new vaccines. They have to safely reach every child.
Manufacturers will only make vaccines for poor countries if they know they can sell them .
National immunisation programes must survive long after Gavi support stops.
Investing in Gavi’s 2016-2020 strategy has the potential to deliver US$ 80-100 billion in costs averted related to illness, such as productivity loss due to death/disability, treatment costs, caretaker productivity loss and transport costs.
24 July 2015
Malaria vaccine: How good is good enough?
23 July 2015
Sudan's other crisis
03 July 2015
Investment in child health in world's poorest countries saves 34m lives
01 May 2015
Immunisation gives children chance to live life to full potential
22 April 2015
The imperative of closing the immunization gap
24 March 2015
Be Bold: How Gavi Will Immunise Another 300 Million Children
18 March 2015
How to Fight the Next Epidemic
The New York Times
Share the risks of Ebola vaccine development
06 March 2015
Bill Gates: Why I'm betting on the Gulf to help fight extreme poverty and disease
02 October 2013
Laos becomes first South East Asian nation to introduce pneumococcal vaccine
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© Gavi 2015
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