Board -2020 -Mtg-4-Doc 00b -REVISED
G avi Alliance Board Meeting
30 July 2020 , Virtual Meeting
Thursday 30 July : 14.00 -18.00 Geneva Time
Quorum: 14
R EVISED Agenda
Item Sub ject Action Schedule
1 Chair?s report
? Declarations of interest
Ngozi Okonjo -Iweala, Board Chair
DECISIO N 14.00 -14. 05
3 Financial Forecast
David Sidwell , Chair, Audit and Finance Committee
DECISION 14. 05-14.35
4 Gavi ?s role in COVAX Facility and COVAX AMC
Seth Berkley, CEO
DECISION 14. 35-17.10
The two separate papers listed below will be taken as one
discus sion:
4a Gavi COVAX AMC
4b COVAX Facility Structure and Governance
2 Gavi 5.0 : Measurement Framework /S trategy indicator s
Daniel Hogan , Head , Corporate Per form anc e Monitoring &
Measur ement, Monitor ing & Evalua tion
GUIDANCE 17.10-17.55
5 Review o f d ecis io ns
Brenda Killen , Director, Governanc e
17.55-18. 00
6 Closing remarks
Ngozi O kon jo-Iwea la, Board C hair
18.00
Ne xt Board Meeting s: 29 September 2020, Virtual
16-17 December 2020, TBD
17 -18 Marc h 202 1, TBD (Board Retreat)
23 -24 June 202 1, Geneva
1-2 December 202 1, Geneva ---
Brenda Kille n, Director, Governance and Secretary t o the Board, + 41 22 9 09 6 680, bkillen @gavi.org
Jo anne Goetz , Head, Governance, + 41 22 909 6544, jgoetz@gavi.org
Please note that the Board meeting will be recorded. This recording will be use d as an aid to minute the meeting .
A transcr iptio n of the full proceedings will not normally be made. Shou ld a transcription be made it wil l be us ed
only as an aid to minute the meeting .
01a Board Declarations of Interest pdf
02 Gavi 5.0 Measurement Framework Strategy Indicators pdf
1
Board -2020 -Mtg -4-Doc 02
Section A: Executive Summary
Purpose of the report
Following discussion s at the October 2019 and May 2020 Programme and Policy
Committee (PPC) meetings , the Board is requested to provide guidance on the
Gavi 5.0 measurement framework. An Alliance Technical Working Group (TWG)
is advising on development of the framework and ens uring alignment with
Immunization Agenda 2030 (IA2030). An iterative process with broad consultations
to vet indicators has included consultations with countries, partners, Civil Society
Organisations and other Alliance stakeholders at the Gavi 5.0 Countri es and
Partners Retreat.
Questions this paper addresses
? How is the 5.0 measurement framework being developed?
? Which indicators are currently suggested for 5.0 strategy performance
monitoring, at which levels, and which require further development?
? How does the COVID -19 pandemic affect finalisation of the 5.0
measurement framework?
The COVID -19 pandemic will delay finalisation of the 5.0 measurement framework,
largely due to the challenge of setting targets given uncertain 2020 baselines .
Section B: Gavi 5.0 : Measurement Framework/Strategy Indicators
Facts and Data
1.1 Proposed Gavi 5.0 mission and strategy indicators are intended to measure
progress towards the goals and objectives as described in the Gavi 5.0
strategy framework ?one -pager? (Annex A), approved by the Board in June
2019 . They focus on key portfolio -level impacts, outcomes or outputs , with
shared accountability across the Alliance . They represent a subset of the
metrics to be used for monitoring progress along Gavi?s result chain.
1.2 The following principles guide the development of Strategy Performance
Monitoring (details provided in Doc 06 to the October 2019 PPC meeting):
SUBJECT : GAVI 5.0: MEASUREMENT FRAMEWORK/STRATEGY
INDICATORS
Agenda item: 02
Category: For Guidance
Report to the Board
30 July 2020
02 Annex A Gavi 5.0 one pager pdf
Report to the Board
Board -2020 -Mtg -4-Doc 02-Annex A
Annex A: Gavi 2021 ?2025 Strategy Fr amework
02 Annex B Draft Gavi 5.0 Indicator Dashboard pdf
Report to the Board
Board -2020 -Mtg -4-Doc 02-Annex B
Annex B: Draft Gavi 5.0 Indicator Dashboard
02 Annex C Summary of Gavi 5.0 Indicator Definitions pdf
Report to the Board
Board -2020 -Mtg -4-Doc 02-Annex C
Annex C : Summary of Indicator Definitions 1
Table 1: Summary Descriptions and Use Cases for Mission Indicators
ID Indicator What would be measured How it would be used
M.1 Under -5 mortality rate
Average probability of a child
born in any of the Gavi -
supported countries dying
before they reach the age of
five.
Communicate Gavi?s
contribution to child mortality
reduction
M.2 Future deaths averted 2
Number of anticipated future
deaths prevented as a result of
vaccination with Gavi -funded
vaccines in the countries we
support
Demonstrate Gavi impact on
vaccine preventable disease
(VPD) mortality.
M.3 Future DALYs averted
Number of disability -adjusted
life years (DALYs) averted as a
result of vaccination with Gavi -
supported vaccines.
Demonstrate Gavi impact on
VPD mortality and morbidity.
M.4 Zero -dose children
(Equity indicator)
Reduction in number of zero -
dose children
Measure of extending routine
immunisation services to
missed communities. An
equity measure.
M.5
Unique children
immunised with Gavi
support
Number of children immunised
with the last recommended
dose of a Gavi -supported
vaccine delivered through
routine systems
Demonstrate reach of Gavi
support.
M. 6 Economic benefits
unlocked
Calculated as cost -of-illness
(COI) averted. COI includes
treatment and transport costs,
caretaker wages and
productivity loss due to
disability and premature death.
Demonstrate Gavi impact on
economic productivity.
1 Indicators for strategy goal 3 have yet to be defined. Measurement of SG3 pending Alliance
discussions on financing and Board decision on the updated eligibility, transition and co -financing policy. 2 Indicators underlined are included in the 2020 -2025 I nvestment Opportunity and will be used, in part,
to report on progress towards meeting commitments made in 2021 -2025 Investment opportunity.
1
Board -2020 -Mtg -4-Doc 04a
Classified as Internal
Section A: Context and summary
The COVID -19 pandemic is spreading rapidly in low income economies 1 (LI Es)
and lower m iddle income economies (LMI Es), with South Asia so far most affected .
The pandemic has put an immediate brake on progress towards the Sustainable
Development Goals . For vaccine programmes in particular, the pandemic has
meant that campaigns against highly infectious disease s like polio and measles
have been paused ? though are now slowly resuming ? routine immunisation
systems are running at far lower levels of capacity, and healthcare workers
normally engaged in immunisation services have been diverted tow ards COVID -
19 response. 45 out of 68 planned vaccine introductions have been impacted in
Gavi -eligible countries. As a result, there is an increasing risk of other disease
outbreaks particularly among children , further encumbering stretched health
services.
Following a call by the G20 under the Saudi Presidency , at an event in April 2020
co -hosted by the President of France, the President of the European Commission,
the Director General of the World Health Organization, and the Bill and Melinda
Gate s Foundation, the Access to COVID -19 Tools (ACT) Accelerator was
launched. This initiative brings together a range of partners to a chieve equitable
access to COVID -19 therapeutics, diagnostics and vaccines.
Gavi and the Coalition for Epidemic Preparedness Innovations (CEPI) were
charged to co -lead the Vaccines Pillar of the ACT -Accelerator. Within th is Pillar,
CEPI , as lead for the Development and Manufacturing Workstream , is making
direct financial investments to support R&D and manufacturing expansion of
promising COVID -19 candidates. WHO , as lead for the Policy and Allocation
Workstream , is developing global policy recommendations and an Allocation
Framework on use of v accines , including via the Strategic Advisory Group of
Experts (SAGE) on Immuni zation. Gavi , as lead for the Vaccine Procurement and
Delivery at Scale Workstream , is with partners developing the COVAX Facility (the
?Facility ?), a global mechanism to pool r esources and demand for COVID -19
vaccine s with the goal of accelerating the availability of and access to safe and
efficacious vaccines , and the COVAX AMC (the ? AMC ?), a financing mechanism
to ensure that low income and lower middle -income economies , as well as other
1 Terminology a s per World Bank income groups:
https://datahelpdesk.worldbank.org/knowledgebase/articles/906519 -world -bank -country -and -lending -groups .
Accessed 23 July 2 020.
SUBJECT : GAVI COVAX AMC
Agenda item: 04a
Category: For Decision
Report to the Board
30 Ju ly 2020
04a Annex A Terms of the COVAX AMC pdf
Report to the Board
Board -2020 -Mtg -4-Doc 04a -Annex A
Annex A : Terms of the COVAX AMC
This document sets out the main terms of the Gavi COVAX Advance Market
Commitment (? COVAX AMC ? or ? AMC ?).
Objectives and Eligibility
The objective of the COVAX AMC is to reduce the impact of COVID -19 in eligible
economies by accelerating the introduction and scale up of vaccines that protect
against COVID -19 (? Objective ?). Economies eligible to benefit from the COVAX AMC
will be [insert Gavi board decision] (? Eligible Economies ?). Eligible Economies which
are approved by the Gavi board shall be able to benefit from the COVAX AMC as
?Funded Economies ?.
Governments and other organisations (? AMC Donors ?) commit funds to the COVAX
AMC which will be made available to Gavi to support the Objective.
Role of Gavi under the COVAX AMC
Gavi policies shall apply to the COVAX AMC except where otherwise specified by the
Gavi Board.
The Gavi Secretariat shall administer the COVAX AMC. The Secretariat will enter into
Grant Agreements with AMC Dono rs, engage with Funded Economies, and enter into
agreements with vaccine manufacturers.
Engaging with Funded Economies
The engagement with Funded Economies will include:
? Discussions about economies? interest in applying for support for COVID -19
vaccines, and readiness to introduce these vaccines
? Development of and applications for COVID -19 vaccine programmes as
approved by the Gavi Board
Engaging with manufacturers
The Secretariat will negotiate and enter into agreements (such as advance purchas e
commitments) with manufacturers which commit to procurement of vaccines that meet
the WHO TPP on behalf of Funded Economies.
The Pharmaceutical Manufacturers will be expected to:
1. Use any payment advances towards the production of its COVID -19 vaccine
pro gramme;
2. Inform Gavi periodically of its progress in its COVID -19 vaccine programme(s);
3. Deliver its production of its COVID -19 vaccine programme to Eligible
Economies in the terms and conditions defined in the Vaccine Purchase
Commitment Agreement; and
4. In t he event of not being able to comply with the Vaccine Purchase Commitment
Agreement, inform the Gavi opportunely to negotiate its termination and settle
the applicable penalties and/or compensations to the Facility as determined by
the contract.
04a Annex B COVAX AMC Group Proposed eligible economies pdf
04a Annex C Lessons from Gavi s AMC for PCV pdf
04b COVAX Facility Structure and Governance pdf
1
Board -2020 -Mtg -4-Doc 04b
Classified as Internal
Section A: Summary
Context
Following the launch of the ACT Accelerator with the goal of achieving equitable
access to new COVID -19 therapeutics, diagnostics and vaccines , Gavi has led on
the preliminary technical design of the COVAX Facility (the ?Facility ?), a global
mechanism to pool resources and demand for a COVID -19 vaccine with the goal
of accelerat ing the availability of and access to safe and efficacious vaccine s, and
on the design of the COVAX A dvance Market Commitment (the ? COVAX AMC ?),
a financing mechanism to ensure access to COVID -19 vaccines .
To realise the objectives of the Facility, a legal entity is required to enter into
agreements with high income economies and upper middle -income economies
wishing to participate in the Facility and potential manufacturers of a COVID -19
vaccine . A number of legal options for the Facility were explored ; however, g iven
the urg en cy for the Facility to be ope rational quickly in order to enter into advance
purchase contracts with manufacturers and considering Gavi?s unique experience
in accelerating access to vaccines in low income economies and credibility with
high income economies as well as manufacturers, it is proposed that Gavi
administer the Facility . Administrative costs, including resourcing needs, would be
covered by incremental funding . If the Board approves Gavi as administrator of the
Facility, a governance mechanism is p roposed that builds on Gavi?s existing
structures as much as possible , while recogni sing the need for certain new bodies
and advisory functions .
Questions this paper addresses
1) Given the urgency to operationalise the Facility, should Gavi serve as the
administrator of the Facility?
2) What are the risks and challenges of Gavi serving as administrator for the
Facility and how can the se risks and challenges be managed ?
3) What governan ce arrangements sh ould be in place to ensure that
responsibilities to oversee the Facility and decision -making sit with the
appropriate governing bodies , for example, should the MSDC be expanded to
included representatives of self -financing countries for the purpose of reviewing
the business terms of COVAX agreements with manufacturers ?
SUBJECT : COVAX FACILITY STRUCTURE AND GOVERNANCE
Agenda item: 04b
Category: For Decision
Report to the Board
30 July 2020
04b Annex A Table options admin COVAX Facility pdf
04b Annex C Market Sensitive Decisions Committee Charter pdf
SEPTEMBER 2017 JULY 2020
MARKET -SENSITIVE DECISIONS COMMITTEE CHARTER V9
TRACKED
1. P U RP O S E
The Market -Sensitive Decisions Committee (?Committee? or ?the MSDC ?) is
established by the Board (?Board?) of the Gavi Alliance (?Gavi ?) to support the Board
in fulfilling its oversight responsibilities .
The Committee will make decisions which are market and/or commercially sensitive,
subject to powers reserved specifically to the Board in Article 13 of the Statutes.
Words and expressions used in this Charter shall, unless the context requires
otherwise, have the meaning attributed to them in the Gavi By -laws Board and
Committee Operating Procedures (?Operating Procedures?) .
2. C O V A X
Additionally, with Gavi having assumed the administration of the COVAX Facility 1, and
es tablished the COVAX AMC 2, the Committee will undertake any decisions associated
with transactions effected through the COVAX Facility (hereinafter shall be take n to
include both the COVAX Facility and the COVAX AMC unless express ly stated
otherwise , as described ).
2. 3. M E M B E RS H I P
The membership , resources, responsibilities and authorities of the Committee to
perform its role effectively is are stipulated in this Charter, which may be amended by
the Board as and when required or deemed necessary and is are specifically governed
by Article 18 of the Statutes and Section 18 of the Operating Procedures Gavi ?s By -laws ,
Article 4 which govern s Committee member appointment , including relevant
1 COVID -19 Vaccines Global Access (COVAX) Facility ? a time -limited mechanism designed to
pool global COVID -19 vaccine demand and country resources toward incentivising
manufacturers to expand production capacity so that a large number of vaccine doses are
available rapidly to deploy globally in a n equitable manner. 2 The COVAX AMC is a finance mechanism supported by ODA funding to ensure that
implementing countries have equitable access to vaccines made available through the COVAX
Facility .
04b Annex D Facility resourcing needs over time pdf
Report to the Board
Board -2020 -Mtg -4-Doc 04b -Annex D
Annex D : Facility resourcing needs over time
4 This document reflects ongoing work and discussions within the Gavi Secretariat to propose aglobal COVID-19 vaccine coordination mechanism. The design of the mechanism and Gavi's rolemay evolve based on consultations outcome and Gavi Board review.Its contents are confidential and should not bedisclosed to any unauthorised persons.
R e s o u rc in g n e e d s a re e x p e c te d to v a ry s h o rt- v s . lo n g -te rm
Resourcing
im plications
?S urge period? (next 3-6 m onths)
Extra / ?surge? resource need to absorb the bolus of work for the
Facility design, deal making, engagem ent with countries and fund
raising
Com plete design (incl. coordination with CEPI and W HO)
Identify candidates, structure and finalize deals with m anufacturers
(partly in collaboration with CEPI)
Conduct pipeline analytics / forecasting
Engage countries to finalize EOI/sign term sheets
Set up IT systems, monitoring & evaluation tools, fram eworks
Drive legal agreem ents with manufacturers and countries
Support recruitment of Facility staff
Identify and ?attract donors?
Define financing mechanism s for new countries for GAVI
S teady state (im plem entation m ode)
Refine design as situation evolves (country participation, evolution of
pandemic & pipeline) & continue coordination
Core team of fully dedicated professionals to drive the
im plem entation of the Facility
Manage deals with m anufacturers and continue to ?enrich? portfolio
(as function of the pandemic) -coordinate procurement activities
Continue analytics / forecasting
Drive continued country and other stakeholder engagement (incl.
advocacy)
Drive monitoring & evaluation
Continue resource mobilization & advocacy work
Design &
coordination
Deal making &
Vaccines
portfolio
management
Country
engagement
Resource
Mobilisation
Selected
enabling
functions
DETAILS IN BACKUP
05 Review of decisions No paper pdf
1
Board -2020 -Mtg -4-Doc 05
Report to the Board
30 Ju ly 20 20
SUBJECT: REVIEW OF DECISIONS
Agenda item: 05
No paper