Informing decision makers: Experience and process of 15 National Immunization Technical Advisory Groups

Gessner, Bradford D.; Duclos, Philippe; DeRoeck, Denise; Nelson, E. A. S.

doi:10.1016/j.vaccine.2010.02.025

Cited by 39 publications

(33 citation statements)

References 10 publications

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“…New vaccines to be introduced as per national technical advisory group on immunization (NTAGI) recommendation. 15 …”

Section: National Technical Advisory Group On Immunization (Ntagi)mentioning

confidence: 99%

A review on Indian national vaccine policy

Sontakke

Nagaraj

Kumawat

et al. 2016

Int J Community Med Public Health

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“…New vaccines to be introduced as per national technical advisory group on immunization (NTAGI) recommendation. 15 …”

Section: National Technical Advisory Group On Immunization (Ntagi)mentioning

confidence: 99%

A review on Indian national vaccine policy

Sontakke

Nagaraj

Kumawat

et al. 2016

Int J Community Med Public Health

View full text Add to dashboard Cite

“…NITAGs are committees which develop recommendations on new vaccine introduction and vaccination schedules to national governments (Gessner et al 2010 ). 13 The NITAG in the United States is the ACIP.…”

Section: National Technical Advisory Groupsmentioning

confidence: 99%

“…14 In an international survey (Bryson et al 2010 ), the presence of a NITAG was reported in 61 % 13 Some NITAGs have broader mandates to work in other areas of communicable disease control (Gessner et al 2010 ). 14 For example, the NITAG in the UK is the Joint Committee on Vaccination and Immunisation (JCVI) (Hall 2010 ).…”

Section: National Technical Advisory Groupsmentioning

confidence: 99%

“…Budget limitations were the most common reason for lack of implementation of NITAG recommendations reported in a study of 15 NITAGs (Gessner et al 2010 ). The decision by a public purchaser to purchase a new vaccine essentially implies a commitment to endless funding, since (save for smallpox) infectious diseases are never fully eradicated.…”

Section: The Decision To Purchase a Vaccinementioning

confidence: 99%

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Vaccine Marketing

Angelmar¹,

Morgon²

2013

International Series in Quantitative Marketing

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Long perceived as an unattractive segment of the pharmaceutical industry, most of the leading fi rms have stepped up vaccine investments in recent years. Unlike mainstream pharmaceuticals, vaccines generally treat healthy individuals, most are administered only once or very infrequently during a life time, and they engender positive externalities, because vaccinated individuals reduce the risk of transmission to unvaccinated persons, leading authorities to mandate some vaccinations. Resistance to vaccination may lead to immunization failure and disease resurgence.The public and private market each account for about one-half of the global vaccine market in value. Bringing new vaccines to market requires carefully orchestrated programs targeting the multiple types of customers. For example, in parallel with the clinical development program designed to obtain FDA approval for its HPV vaccine Gardasil, Merck developed health-economic evidence to obtain a positive recommendation for vaccination and public fi nancing. Physician educational programs and unbranded DTC campaigns were started many months prior to launch. Following FDA approval and positive vaccination and public fi nancing recommendations, Merck developed market access programs targeted at states and private insurers, and launched branded physician and DTC campaigns.Successful global diffusion of a vaccine generally requires the development of a tiered pricing policy which takes country differences in per capita income into account.A successful launch often creates new problems for vaccine marketers. They must maintain the motivation to engage in and pay for vaccination despite the quasi-disappearance of the disease. And they must combat anti-vaccination information claiming that the vaccine is the cause of serious side effects.

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“…Substantial efforts have been made to understand and therefore improve decision-making processes (e.g. DeRoeck 2004; DeRoeck 2005; Gericke et al 2005; Bryson et al 2010; Gessner et al 2010; Grundy 2010; Levine et al 2010a; Victora 2010) and to generate the data needed by countries to facilitate decision-making, including data on burden of disease and on cost-effectiveness of interventions (e.g. Hutubessy et al 2003; WHO 2004; La Force et al 2007; Hajjeh et al 2010; Kim et al 2010; Levine et al 2010b).…”

Section: Introductionmentioning

confidence: 99%

Country planning for health interventions under development: lessons from the malaria vaccine decision-making framework and implications for other new interventions

Brooks

Ba-Nguz

2012

Health Policy and Planning

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Traditionally it has taken years or decades for new public health interventions targeting diseases found in developing countries to be accessible to those most in need. One reason for the delay has been insufficient anticipation of the eventual processes and evidence required for decision making by countries. This paper describes research into the anticipated processes and data needed to inform decision making on malaria vaccines, the most advanced of which is still in phase 3 trials. From 2006 to 2008, a series of country consultations in Africa led to the development of a guide to assist countries in preparing their malaria vaccine decision-making frameworks. The guide builds upon the World Health Organization’s Vaccine Introduction Guidelines. It identifies the processes and data for decisions, when they would be needed relative to the development timelines of the intervention, and where they will come from. Policy development will be supported by data (e.g. malaria disease burden; roles of other malaria interventions; malaria vaccine impact; economic and financial issues; malaria vaccine efficacy, quality and safety) as will implementation decisions (e.g. programmatic issues and socio-cultural environment). This generic guide can now be applied to any future malaria vaccine. The paper discusses the opportunities and challenges to early planning for country decision-making—from the potential for timely, evidence-informed decisions to the risks of over-promising around an intervention still under development. Careful and well-structured planning by countries is an important way to ensure that new interventions do not remain unused for years or decades after they become available.

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Informing decision makers: Experience and process of 15 National Immunization Technical Advisory Groups

Cited by 39 publications

References 10 publications

A review on Indian national vaccine policy

A review on Indian national vaccine policy

Vaccine Marketing

Country planning for health interventions under development: lessons from the malaria vaccine decision-making framework and implications for other new interventions

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