The bill
A resolution supporting the goals and ideals of World Malaria Day.
SRES. 173, 119th Congress — read as touching Pharmaceuticals.
Sponsored by
Sen. Wicker, Roger F. [R-MS]
ID: W000437
Follow the money
The bill
SRES. 173, 119th Congress — read as touching Pharmaceuticals.
The sponsor
Every bill has someone who introduced it. That name is where the paper trail starts.
The money
25 itemised contributions to this sponsor, pulled from FEC filings.
The alignment
This bill's text tracks the "Agency for International Development" section, p. 297-299 of the Mandate for Leadership.
Track this bill's progress through the legislative process
Latest Action
Invalid Date
📍 Current Status
Next: The bill will be reviewed by relevant committees who will debate, amend, and vote on it.
1. Introduction: A member of Congress introduces a bill in either the House or Senate.
2. Committee Review: The bill is sent to relevant committees for study, hearings, and revisions.
3. Floor Action: If approved by committee, the bill goes to the full chamber for debate and voting.
4. Other Chamber: If passed, the bill moves to the other chamber (House or Senate) for the same process.
5. Conference: If both chambers pass different versions, a conference committee reconciles the differences.
6. Presidential Action: The President can sign the bill into law, veto it, or take no action.
7. Became Law: If signed (or if Congress overrides a veto), the bill becomes law!
(sigh) Oh joy, another meaningless resolution from our esteemed leaders in Congress. Let's dissect this farce.
**Main Purpose & Objectives:** The main purpose of SRES 173 is to pretend that the Senate cares about malaria, a disease that still kills hundreds of thousands of people worldwide every year. The objectives are to (1) support the goals and ideals of World Malaria Day, (2) declare it's in the national interest to fight malaria, and (3) pat themselves on the back for past progress.
**Key Provisions & Changes to Existing Law:** There are no actual provisions or changes to existing law. This is a non-binding resolution, which means it's nothing more than a feel-good statement with no teeth. It's like writing a strongly worded letter to the editor and expecting it to change the world.
**Affected Parties & Stakeholders:** The affected parties include (1) malaria victims worldwide, who will continue to suffer and die regardless of this resolution; (2) pharmaceutical companies, which might see increased funding for research and development of new malaria treatments; and (3) politicians, who get to pretend they care about global health issues.
**Potential Impact & Implications:** The potential impact is zero. This resolution won't save a single life or prevent one case of malaria. It's a PR stunt designed to make Congress look like it cares about global health. The implications are that our leaders will continue to prioritize empty rhetoric over actual action, and the public will continue to be duped into thinking something meaningful is being done.
Diagnosis: This resolution suffers from a severe case of "Congressional Malaria Fatigue Syndrome" (CMFS), characterized by symptoms such as:
* Empty rhetoric * Lack of concrete action * Prioritization of PR over policy * Failure to address root causes of the problem
Treatment: None. This disease is terminal, and the only cure is a complete overhaul of our dysfunctional political system.
Prognosis: Poor. We can expect more of the same empty resolutions and meaningless gestures from Congress, while malaria continues to ravage communities worldwide.
Sen. Wicker, Roger F. [R-MS]
Congress 119 • 2024 Election Cycle
No PAC contributions found
No committee contributions found
Hub layout: Politicians in center, donors arranged by type in rings around them.
Showing 37 nodes and 25 connections (40 secondary connections hidden)
Total contributions: $682,800
Showing top 21 donors by contribution amount
Which industries are materially affected by specific provisions in this bill. 4 helped.
The bill supports efforts to research and develop more effective and affordable tools for malaria prevention, diagnosis, and treatment (Section 7), which could benefit pharmaceutical companies involved in malaria vaccine development and treatment.
The bill welcomes public-private partnerships to research and develop more effective and affordable tools for malaria prevention, diagnosis, and treatment (Section 7), which could benefit biotechnology research firms working on malaria-related projects.
The bill aims to reduce malaria case incidence and mortality rates, which could lead to lower healthcare costs for insurance providers (Section 5).
The bill's goal of reducing malaria prevalence and deaths could lead to fewer hospitalizations and lower treatment costs for hospitals and health systems (Section 3).
For each industry this bill affects, here's what the sponsor (Sen. Wicker, Roger F. [R-MS])received from donors associated with that industry during the 2022–present cycles. Donations are not proof of intent — they are a record of who funds the people writing the law.
This bill shows semantic similarity to the following sections of the Project 2025 policy document.AI-enhanced analysis provides detailed alignment ratings.
AI Analysis:
"The bill supports the President's Malaria Initiative and global malaria reduction goals, aligning with Project 2025's emphasis on effective global health funding, local capacity building, and updating USAID's portfolio to prioritize outcomes and innovation in disease prevention."
— 264 — Mandate for Leadership: The Conservative Promise mission a minimum percentage of its portfolio that must go to new, underutilized, and local partners. Crucial to the strategy will be increasing the use of open com- petition that lowers barriers to entry and fixed-amount awards that carry less of a compliance burden along with eliminating cost-plus reimbursement contracts that favor large companies. Before advancing a new program, the agency should be required to assess existing local activities to avoid undercutting or duplicating them. At every opportunity, USAID should build on existing local initiatives. Global Health. The United States is the world’s largest funder of global health initiatives. For more than 60 years, the American people have offered health assis- tance to the world and saved millions of lives. The USAID Bureau for Global Health (GH), the second largest within USAID, oversees a multibillion-dollar operation to support maternal and child health; voluntary family planning; PEPFAR and the President’s Malaria Initiative (PMI) (both started under President George W. Bush); and other initiatives against other infectious and neglected tropical diseases. Effective use of funds is essential to maximize care for the world’s neediest people. Countries with strong health institutions and sound public health practices responded quickly to and recovered more rapidly from the COVID-19 pandemic. This demonstrates the importance of “localization,” by which USAID helps gov- ernments and the private sector in developing countries to strengthen their own ability to address needed training, services, accountability, and organiza- tional capacity. Unfortunately, many USAID-funded global health activities remain rooted in patterns that began decades ago and measure improvements in terms of inputs— money spent—instead of outcomes achieved. From the 1950s to 1970s, the major recognized threats to human health were infectious diseases such as polio and smallpox, and USAID funded programs “in” a country, not “with” a country. Mater- nal and child health, food, water, and sanitation programs were often intermittent. USAID consistently financed population control, contraception, and abortion as essential to “development.” Most programs focused on one disease or condition but had little integration with other global health activities. Chronic diseases were ignored. Consequently, the next conservative Administration should focus on updating the Global Health Bureau’s portfolio, emphasizing a comprehensive approach to supporting women, children, and families; building host-country institutional capacity; increasing awards to local and faith-based partners (expanding what occurred during the Trump Administration with the NPI); and improving USAID’s ability to coordinate with local partners. Updating Funding Priorities. The Bureau should identify and eliminate out- dated and ineffective concepts and focus on funding innovation. A rigorous review is necessary to ensure that current programs and funding streams avoid wasting taxpayer dollars and prioritize what is needed now and what works.
AI Analysis:
"The bill supports malaria eradication and praises the President's Malaria Initiative, which aligns with Project 2025's emphasis on leveraging PMI and strengthening global health efforts. However, it does not address the policy's specific reforms such as localization, competition, faith-based partnerships, or data improvements."
— 264 — Mandate for Leadership: The Conservative Promise mission a minimum percentage of its portfolio that must go to new, underutilized, and local partners. Crucial to the strategy will be increasing the use of open com- petition that lowers barriers to entry and fixed-amount awards that carry less of a compliance burden along with eliminating cost-plus reimbursement contracts that favor large companies. Before advancing a new program, the agency should be required to assess existing local activities to avoid undercutting or duplicating them. At every opportunity, USAID should build on existing local initiatives. Global Health. The United States is the world’s largest funder of global health initiatives. For more than 60 years, the American people have offered health assis- tance to the world and saved millions of lives. The USAID Bureau for Global Health (GH), the second largest within USAID, oversees a multibillion-dollar operation to support maternal and child health; voluntary family planning; PEPFAR and the President’s Malaria Initiative (PMI) (both started under President George W. Bush); and other initiatives against other infectious and neglected tropical diseases. Effective use of funds is essential to maximize care for the world’s neediest people. Countries with strong health institutions and sound public health practices responded quickly to and recovered more rapidly from the COVID-19 pandemic. This demonstrates the importance of “localization,” by which USAID helps gov- ernments and the private sector in developing countries to strengthen their own ability to address needed training, services, accountability, and organiza- tional capacity. Unfortunately, many USAID-funded global health activities remain rooted in patterns that began decades ago and measure improvements in terms of inputs— money spent—instead of outcomes achieved. From the 1950s to 1970s, the major recognized threats to human health were infectious diseases such as polio and smallpox, and USAID funded programs “in” a country, not “with” a country. Mater- nal and child health, food, water, and sanitation programs were often intermittent. USAID consistently financed population control, contraception, and abortion as essential to “development.” Most programs focused on one disease or condition but had little integration with other global health activities. Chronic diseases were ignored. Consequently, the next conservative Administration should focus on updating the Global Health Bureau’s portfolio, emphasizing a comprehensive approach to supporting women, children, and families; building host-country institutional capacity; increasing awards to local and faith-based partners (expanding what occurred during the Trump Administration with the NPI); and improving USAID’s ability to coordinate with local partners. Updating Funding Priorities. The Bureau should identify and eliminate out- dated and ineffective concepts and focus on funding innovation. A rigorous review is necessary to ensure that current programs and funding streams avoid wasting taxpayer dollars and prioritize what is needed now and what works. — 265 — Agency for International Development Focusing on Holistic Health Care and Support for Women, Children, and Families. The continued high rate of maternal and infant mortality is a persistent global tragedy. Contrary to current publicity, this problem is not solved by abortion. Families genuinely cherish children. The next leadership at USAID must focus attention on women and children’s health (including unborn children) as well as health risks across life spans, including childhood infections, cervical cancer, adolescent risks, and family stability, by utilizing a coordinated approach. The Bureau should implement a “Request for Application for Resilient Families” that harvests collaborative funds from siloed programs and makes individuals and the family, not diseases or conditions, the true focus of intervention. Increasing USAID Collaboration with Faith-Based Organizations. FBOs historically have been much more successful in outreach to remote and vulnerable populations, based on trust built through decades of service. The value of collab- orating with FBOs was demonstrated in the October 2020 Evidence Summit on Religious Engagement. In sub-Saharan Africa, FBOs often provide more than 80 percent of health care, especially to the extremely poor. In contrast, the Global Health Bureau historically has provided 85 percent of its funding to large U.S. NGOs with significant overhead costs, as a result of which only 20 percent–30 percent of funding reaches people in need.15 Leveraging the Strength and Experience of Presidential Initiatives. Mil- lions of people are alive today because of the American people’s investment in PEPFAR and PMI. The training, laboratory, clinical intervention, health educa- tion, data collection, and organizational platforms of these programs became the bedrock for responding to the COVID pandemic. It is time for these programs to become part of an integrated, strong, and sustainable network of health care and public health in developing countries. A smooth transition to national ownership and funding, however, will require better coordination of USAID’s own stovepiped programs with PEPFAR and PMI. Strengthening the Collection and Use of Data. Good decisions are based on accurate data. For decades, global health programs have relied mostly on statis- tical modeling (rather than actual data) or survey data (the weakest type of data). Poor data quality undermines both the evaluation and improvement of desired outcomes achieved by our global health programs. The Trump Administration implemented critical updates of PEPFAR’s systems for the collection and reporting of data to increase transparency and hold funded partners and overseas missions accountable. The next conservative Administration should apply these reforms to all of USAID’s global health programs. Strengthening Private-Sector Engagement. The Bureau’s Center for Inno- vation and Impact (CII) should be empowered to expand networks of private and faith-based health organizations that can develop projects using develop- ment-impact bonds, capital funds, and innovative technologies, including with the
AI Analysis:
"The bill shares the Project 2025 focus on global health, leveraging PMI/Pepfar, and reducing disease burden (including childhood infections like malaria), but does not address the policy’s specific emphases on women’s/children’s holistic care, faith‑based collaboration, data reforms, or private‑sector engagement mechanisms."
— 265 — Agency for International Development Focusing on Holistic Health Care and Support for Women, Children, and Families. The continued high rate of maternal and infant mortality is a persistent global tragedy. Contrary to current publicity, this problem is not solved by abortion. Families genuinely cherish children. The next leadership at USAID must focus attention on women and children’s health (including unborn children) as well as health risks across life spans, including childhood infections, cervical cancer, adolescent risks, and family stability, by utilizing a coordinated approach. The Bureau should implement a “Request for Application for Resilient Families” that harvests collaborative funds from siloed programs and makes individuals and the family, not diseases or conditions, the true focus of intervention. Increasing USAID Collaboration with Faith-Based Organizations. FBOs historically have been much more successful in outreach to remote and vulnerable populations, based on trust built through decades of service. The value of collab- orating with FBOs was demonstrated in the October 2020 Evidence Summit on Religious Engagement. In sub-Saharan Africa, FBOs often provide more than 80 percent of health care, especially to the extremely poor. In contrast, the Global Health Bureau historically has provided 85 percent of its funding to large U.S. NGOs with significant overhead costs, as a result of which only 20 percent–30 percent of funding reaches people in need.15 Leveraging the Strength and Experience of Presidential Initiatives. Mil- lions of people are alive today because of the American people’s investment in PEPFAR and PMI. The training, laboratory, clinical intervention, health educa- tion, data collection, and organizational platforms of these programs became the bedrock for responding to the COVID pandemic. It is time for these programs to become part of an integrated, strong, and sustainable network of health care and public health in developing countries. A smooth transition to national ownership and funding, however, will require better coordination of USAID’s own stovepiped programs with PEPFAR and PMI. Strengthening the Collection and Use of Data. Good decisions are based on accurate data. For decades, global health programs have relied mostly on statis- tical modeling (rather than actual data) or survey data (the weakest type of data). Poor data quality undermines both the evaluation and improvement of desired outcomes achieved by our global health programs. The Trump Administration implemented critical updates of PEPFAR’s systems for the collection and reporting of data to increase transparency and hold funded partners and overseas missions accountable. The next conservative Administration should apply these reforms to all of USAID’s global health programs. Strengthening Private-Sector Engagement. The Bureau’s Center for Inno- vation and Impact (CII) should be empowered to expand networks of private and faith-based health organizations that can develop projects using develop- ment-impact bonds, capital funds, and innovative technologies, including with the — 266 — Mandate for Leadership: The Conservative Promise Millennium Challenge Corporation and the new U.S. International Development Finance Corporation. More flexible and agile CII funding will spur innovation within the Bureau and help to enhance countries’ self-reliance in the provision of health care. Improving Bureau Hiring, Staffing, and Recruitment Practices. The Global Health Bureau should address its own management challenges by modifying the high ratio of contractors to direct hires, holding career leadership accountable for effective management, and building more flexibility in emergency responses. Bureau personnel suffer from “mission drift,” burnout, and a lack of vision. New directives, social agendas, and extra layers of review have obscured core activities and caused talent to leave the agency. Conservative leadership must return the focus to development and improved workforce morale and focus on global out- comes and the efficient use of taxpayer dollars. Holding the U.N., the World Health Organization (WHO), and Other Mul- tilateral Organizations Accountable. Leadership should designate a political appointee to help coordinate cross-agency efforts to hold the U.S. government’s multilateral partners (U.N. and WHO agencies and other international organiza- tions) to a higher level of financial and programmatic accountability, including assurances that language promoting abortion will be removed from U.N. docu- ments, policy statements, and technical literature. The United States must have more prominent representation in international technical committees and regu- lation-setting organizations to ensure the proper execution of American resources, the preservation of our values, the protection of innovation, and the vitality of our biomedical sector. Global Humanitarian Assistance. The U.S. government is the world’s largest humanitarian actor, annually disbursing billions of dollars in lifesaving assistance— food, water, shelter, emergency health care, and related protection support—to tens of millions of vulnerable people. Funded by the U.S. Congress through the International Disaster Assistance (IDA) account, USAID pays for nearly half of the budget of the Nobel Prize–winning U.N. World Food Programme (WFP) as well as dozens of simultaneous operations that range from responses to hurricanes in Central America to tackling outbreaks of Ebola in Central Africa and caring for millions of people displaced by ongoing conflicts. USAID’s emergency responses once were focused primarily on natural cata- clysms such as hurricanes, floods, and earthquakes. Today, the agency spends more than 80 percent of its humanitarian budget on chronic man-made crises. Most of these “emergency responses” began years ago and absorb billions of dollars annu- ally with no end in sight. Every year sees financial demands grow in response to new conflicts, most recently Ukraine. The budget of the Bureau for Humanitarian Assistance (BHA) has doubled compared to just a few years ago, and BHA can no longer manage its funds responsibly. A politically powerful foreign aid industry that
Showing 3 of 5 policy matches
Policy matches are calculated using a hybrid approach: initial candidates are found using semantic similarity between bill summaries and Project 2025 policy text, then an AI model (Llama 3.1 70B) provides detailed alignment ratings and analysis. Ratings range from 1 (minimal alignment) to 5 (very strong alignment). This analysis does not imply direct causation or intent.