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SVEA CLOSSER: In
this section, we'll

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go over the key actors in
the Global Polio Eradication

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Initiative.

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And stick with me for this.

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I know that describing
bureaucratic actors

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may not sound like the most
exciting thing for you to do,

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but understanding who
these different actors are

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will actually turn out to
be key in understanding

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why polio elimination
has worked in some areas

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and not in others.

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When the Eradication
Initiative began,

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the partnership was between
CDC and the United States,

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Rotary, WHO, and UNICEF.

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The same partners who had been
involved in the Eradication

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Initiative in the Americas.

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The Pan American Health
Organization, mentioned before,

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falls under the WHO.

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So Rotary was involved in
advocacy with governments,

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including the US government.

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They pushed very hard
and lobbied very hard

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for the US government to
donate to the project.

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They had some
support in the field

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and with volunteer recruitment
among their membership

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during campaigns.

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And they're a major
private sector donor.

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The CDC, or the US Centers for
Disease Control and Prevention,

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provided mostly scientific
and technical expertise

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and set up a global laboratory
network to test for polio.

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The World Health
Organization took

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responsibility for the
surveillance project globally,

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as well as some of the
planning and management

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of the actual
immunization campaigns.

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And finally, UNICEF
took responsibility

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for procuring and
distributing polio vaccines,

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as well as developing
communication strategies

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aimed at getting parents
to enthusiastically accept

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vaccination of their children.

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So take a minute and think
about why the initiative was

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organized in this way and
whether that kind of division

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of labor is something
that you might

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choose if you were starting
an initiative like this.

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So there could
certainly be differences

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of opinion on this
one, but the idea

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was that they split
up responsibilities

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so that each of them was
responsible for a different

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piece of what needed to happen.

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And that working together,
they could cover everything

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that needed managing.

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But, of course, WHO,
UNICEF, the American CDC,

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and Rotary
International could not

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achieve this in every country
of the world by themselves.

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Governments of the majority
of the world's countries

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were key critical partners in
pursuing the eradication goal.

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But let's take a
minute and think

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about this language of
partnership that I just used.

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I just called them
critical partners.

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This partnership was
sometimes complicated.

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Officially, UN agencies
like WHO and UNICEF

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were in these
countries to support

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those countries' local
polio elimination programs.

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But in reality,
not all countries

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were equally committed
to polio eradication.

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While it wasn't usually the
case that any governments really

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opposed it, some had other
interests or other priorities.

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Some countries
enthusiastically embraced

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and owned polio eradication.

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In other places, they didn't.

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And when they didn't, these
international partners,

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WHO, UNICEF, CDC,
and Rotary, ended up

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running the show
in practice, a role

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that many were not
completely comfortable with.

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Governments are
critically important.

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And we will have
much, much more to say

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about them in this course.

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At the moment,
though, let's focus

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on the global alliance,
which has been made up

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of international organizations.

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And this is not at all to
dismiss the critical role

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governments have played.

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We'll shift our focus to
governments in the next module.

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So beyond those four
partners and most

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of the governments of the
world, other collaborators

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in the Global Polio
Eradication Initiative

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include USAID, the CORE Group,
World Vision, military actors,

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development banks, donor
governments, the European

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Commission, humanitarian
organization,

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corporate partners,
you get the idea.

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It's a very large, very
complex collaboration.

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And not only is there a large
and complex constellation

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of people implementing
the project,

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there's also a huge number
of different donors.

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From the Bill and
Melinda Gates Foundation,

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Rotary International, the
United States government,

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and private philanthropies,
the biggest donors,

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to a number of other
bilateral country donors,

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relationships with
all of these donors

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have to be cultivated
and managed.

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So when one thinks about
actually implementing something

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like a polio campaign, which
is fairly simple in practice,

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the number of actors
involved and the number

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of agendas involved can
make things quite complex,

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in reality.

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As a global-level
policymaker commented, quote,

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"There's often disagreement
in what strategy to apply,

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so building consensus--

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because every partner
comes to the table

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with their own pressures,
with their own priorities

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in a partnership--
so accommodating

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them in the program
in a way that

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contributes positively
and doesn't actually

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detract from the program
is an important leadership

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and management challenge."

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So how these challenges
were met and how

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the initiative has
been reorganized

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is the focus of
the next lecture.

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