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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).
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.
Kellyanne Conway called him a “man of action” after a whirlwind first week in which President Trump signed 14 Executive Orders and presidential memoranda, covering most of his key campaign issue areas from health to immigration to trade. In a series of blogs, CGD experts have been examining how some of these specific policy intentions could impact development progress. As you would expect from a group of economists, we believe in—and encourage—evidence-based policymaking, and here we look at what the existing evidence and research tell us about how likely these Executive Orders are to achieve the president’s stated goals.
In 2007, the World Bank established the multi-donor Health Results Innovation Trust Fund (HRITF) to support and evaluate low-income country government efforts to pay providers based on their results in health care, with a focus on reproductive, maternal, newborn, child and adolescent health and nutrition. A decade later, the HRITF has had substantial impact on how governments and aid partners think and talk about health care financing, and the term “results-based financing” or RBF is now well-established in the policy vernacular.
The scale of the turnout at the Women’s Marches across the world recently, along with President Trump’s early reinstatement of a ban on US funding for organizations that offer family planning services in foreign countries, seem to suggest an administration already at odds with an entire gender. On this week’s podcast, three CGD senior fellows weigh in on the evidence that engaging and empowering women—both at home and overseas—makes good sense, especially in an America-First strategy.
On his first day in the office, President Trump signed an executive order reinstating a 30-year-old political hot potato, the “Mexico City Policy." Like many, I will point out that reinstating the global gag rule does not reduce abortion.
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.