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Health financing and payment, results-based financing, social protection, conditional cash transfer programs, noncommunicable disease, maternal and child health
Amanda Glassman is chief operating officer and senior fellow at the Center for Global Development and also serves as secretary of the board. Her research focuses on priority-setting, resource allocation and value for money in global health, as well as data for development. Prior to her current position, she served as director for global health policy at the Center from 2010 to 2016, and has more than 25 years of experience working on health and social protection policy and programs in Latin America and elsewhere in the developing world.
Prior to joining CGD, Glassman was principal technical lead for health at the Inter-American Development Bank, where she led policy dialogue with member countries, designed the results-based grant program Salud Mesoamerica 2015 and served as team leader for conditional cash transfer programs such as Mexico’s Oportunidades and Colombia’s Familias en Accion. From 2005-2007, Glassman was deputy director of the Global Health Financing Initiative at Brookings and carried out policy research on aid effectiveness and domestic financing issues in the health sector in low-income countries. Before joining the Brookings Institution, Glassman designed, supervised and evaluated health and social protection loans at the Inter-American Development Bank and worked as a Population Reference Bureau Fellow at the US Agency for International Development. Glassman holds a MSc from the Harvard School of Public Health and a BA from Brown University, has published on a wide range of health and social protection finance and policy topics, and is editor and coauthor of the books Millions Saved: New Cases of Proven Success in Global Health (Center for Global Development 2016), From Few to Many: A Decade of Health Insurance Expansion in Colombia (IDB and Brookings 2010), and The Health of Women in Latin America and the Caribbean (World Bank 2001).
Cost-effectiveness analysis (CEA) can help countries attain and sustain universal health coverage (UHC), as long as it is context-specific and considered within deliberative processes at the country level. Institutionalising robust deliberative processes requires significant time and resources, however, and countries often begin by demanding evidence (including local CEA evidence as well as evidence about local values), whilst striving to strengthen the governance structures and technical capacities with which to generate, consider and act on such evidence. In low- and middle-income countries (LMICs), such capacities could be developed initially around a small technical unit in the health ministry or health insurer. The role of networks, development partners, and global norm setting organisations is crucial in supporting the necessary capacities.
Though the US contribution to global health is small in absolute terms, it has an outsize influence on peoples’ lives. What would happen if the rumored steep cuts to foreign aid are applied to USG global health spending?
This week, the Board of the Global Fund to Fight AIDS, Tuberculosis, and Malaria was set to name the organization’s new executive director. Instead, after the shortlist of candidates appeared in the New York Times, some in the global health community anonymously expressed concerns about the selection process and its results—and the Board abruptly announced it would restart the process from scratch. As the executive director search reboots, I am looking for candidates that have clarity, concrete plans, and capacity to make progress in three areas—the big 3—that are essential to the Fund’s survival: results, efficiency, and money.
In the current political and economic climate, donor governments are under pressure to reduce and spend foreign aid budgets as efficiently and effectively as possible. Aid remains a critical driver of progress. Yet at the same time, aid is increasingly NOT how the world pays for development; even the annual total of around $160 billion in overseas development assistance (ODA) represents a small and declining share of all global development finance. Private investment flows and developing countries' own public resources dwarf ODA. And while organizations like the World Bank and the UN still have top billing, commitment to their core missions appears to be weakening and regional alternatives are on the rise. Given these considerations, what is the future of development finance?
Can cash transfers increase women’s modern contraceptive use? This was the question that researchers recently set out to answer through a systematic review of existing studies on conditional and unconditional cash transfers published in Studies in Family Planning.
In 2006, CGD released a working group report titled “When Will We Ever Learn? Improving Lives Through Impact Evaluation.” It described an evaluation gap and proposed an international effort to systematically build evidence on “what works” in development with the aim of improving the effectiveness of social programs. Ten years later, we will reflect on progress toward these goals. Despite a host of challenges, hundreds of millions of people across the world have benefited from programs that have been rigorously evaluated and scaled up. Impact evaluation has generated knowledge about poverty and public policy leading to better programs.
This paper examines opportunities for improved efficiency in malaria control, analyzing the effectiveness of interventions and current trends in spending. Overall, it appears that resources for malaria control are well spent—however, there remain areas for improved efficiency, including (i) improving procurement procedures for bed nets, (ii) developing efficient ways to replace bed nets as they wear out, (iii) reducing overlap of spraying and bed net programs, (iv) expanding the use of rapid diagnostics, and (v) scaling up intermittent presumptive treatment for pregnant women and infants.