Re port to the Report to the Board
Board -2020 -Mtg -6-Doc 05a -Annex A

Annex A : Updated Alliance KPI Dashboard
BOARD & COM M ITTEE ATTENDANCE
GENDER BALANCE
Partners3
1
2
3
4
5
6
7
SFA/PEF ACHIEVEM ENTS
CSO ENGAGEM ENT
PLEDGE CONVERSION
DONOR ENGAGEM ENT IN COUNTRY
END 2019TARGET: N/A EVALUATION ALIGNM ENT
END 2019TARGET: N/A COUNTRY REPORTING
END 2015TARGET: 85%
55%
END 2019TARGET: 50%
END 2019TARGET: 100%
END 2019TARGET: N/A
END 2019TARGET: 95%
Governance4
1
Secretariat & partners1
2
4
5
6
VACCINE INTRODUCTIONS
END 2019TARGET: 56 NEW VACCINE COVERAGE
END 2019TARGET: 90%
END 2019TARGET: 90% HSS PROPOSAL QUALITY
END 2019TARGET: 100% HSS FUND UTILISATION
END 2019TARGET: 75% HSS GRANT TARGETS
END 2019TARGET: 50% 34%
Secretariat
OPERATIONAL DEM AND FORECAST
PROGRAM M E FINANCE FORECAST
SPEED OF CASH GRANT DISBURSEM ENTS
END 2019 TARGET: 9 months AUDITS ON TRACK
END 2019TARGET: 80% RISK M ANAGEM ENT PLAN PROGRESS
END 2019TARGET: 60% OPERATING EFFICIENCY
TARGET: N/A?
END 2019 TARGET: +/-10%
END 2019TARGET: +/-10%
1
2
2016 ?2020 INDICATORS ALLIANCE PROGRESS
4
Gavi BoardUPDATED: 29 April 2020
PARTNER GROUP PEF
PEF
CSO
DONORS
DONORS
COUNTRIES
TCA ACTIVITIES ON TRACK
0 EVALUATIONS
Health system strengtheningTargeted country assistanceStrategic focus areaPartners' engagement frameworkCivil society organization
HSSTCASFAPEFCSO
END 2019TARGET: 90% 88%
END 2019TARGET: 40%
71%
82%
END 2018BASELINE: 25
END 2018BASELINE: 96%
END 2018BASELINE : 10%
END 2018BASELINE: 50%
END 2018BASELINE: 58%
2018BASELINE : 50%
END 2018BASELINE: 11.5 months
END 2018BASELINE :18 %
END 2018BASELINE : 87%
2017BASELINE $283k:
END 2018BASELINE : -10%
END 2018BASELINE : -19%
END 201 8 BASELINE: 32 %
END 2018BASELINE :89 %
END 2018BASELINE : 59%
END 2018BASELINE : 95%
END 2018BASELINE : 94%
END 2018BASELINE : 5
2017BASELINE : 92%
END 2018BASELINE : 87%
END 201 8 BASELINE : 42%
ON TRACKMODERATE DELAYS / CHALLENGESSIGNIFICANT DELAYS / CHALLENGES
11
TRACKING TREND ONLY
50%
95%
313
94% 61%
88%
96%
-6%
14%
278K
NO UPDATE AT THIS REPORTING PERIOD
3M EASLES CAM PAIGN COVERAGE
10.5months
4
5
6
3
2
1
2
45%
59
86%
No update
+17%
99% No update
NB: Graphics not drawn to scale

Re port to the Report to the Board
Board - 2020 - Mtg - 6-Doc 05a -Annex B

Annex B: 2016 -2020 Strategy progress dashboard with original indicator
definitions
2
3
Improve sustainability3 Market shaping4 Accelerate vaccines1 Strengthen capacity2
2016 ?2020 INDICATORS STRATEGY PROGRESS
5
Gavi BoardUPDATED: 28 September 2020
1
EQUITY: GEOGRAPHIC DISTRIBUTION
ROUTINE IM M UNISATION COVERAGE 1
2
3
4
5
EFFECTIVE VACCINE M ANAGEM ENT
DATA QUALITY
PENTA1 COVERAGE & DROP -OUT
INTEGRATED HEALTH SERVICE DELIVERY
CIVIL SOCIETY ENGAGEM ENT
2
3
4
1
COUNTRY INVESTM ENT IN VACCINES
COUNTRIES ON TRACK TO TRANSITION
INSTITUTIONAL CAPACITY
CO-FINANCING COM M ITMENTS
2
3
4
1
VACCINE PRICE REDUCTION
VACCINE INNOVATION
HEALTHY M ARKET DYNAM ICS
SUPPLY SECURITY
Measles -containing vaccine 1 stdose Percentage pointPentavalent 1 stdose Pentavalent 3 rddose
MCV1
PPPenta1Penta3
CURRENT: + 1PP 2020 TARGETPENTA3 84%MCV1:83% 2015 BASELINEPENTA3: 79% MCV1:78%
CURRENT: + 1PP 2020 TARGET 26% 2015 BASELINE16%
2020 TARGET43%** 2015 BASELINE16%
2020 TARGET 39% 2015 BASELINE29%
2020 TARGETPENTA1: 88% DROP-OUT: 3% 2015 BASELINEPENTA1: 84% DROP-OUT: 6%
2020 TARGET100% 2015 BASELINEN/A 2020 TARGET55%
2020 TARGET100% 2020 TARGET11/11
$15.57 2020 TARGET N/A1
2020 TARGET 10
2020 TARGET 6/11
55%2020 TARGET43%**
2020 TARGET **
2015 BASELINE45%
2020 TARGET 75% 2015 BASELINE63%
2015 BASELINEN/A
2015 BASELINEN/A
2015 BASELINE85% 2015 BASELINE7/11
2015 BASELINE$20
2015 BASELINE0
2015 BASELINE1/11
BREADTH OF PROTECTION
PENTA381%
CURRENT: + 1PP 2020 TARGET 63% 2015 BASELINE30%
24% MCV181%
45%
21%
8/11
10
3/11 4EQUITY: WEALTH
CURRENT: + 1PP 2020 TARGET 45% 2015 BASELINE35%5EQUITY: M ATERNAL EDUCATION
CURRENT: + 1PP 2020 TARGET 40% 2015 BASELINE30%
ON TRACKMODERATE DELAYS / CHALLENGESSIGNIFICANT DELAYS / CHALLENGES
7
NO UPDATE AT THIS REPORTING PERIOD
29
35%
32%
44%
1Not published due to commercial sensitivity** Revised baselines and targets Approved by the Board in November 2018 NB: Graphics not drawn to scale
Indicators reported as originally defined
16%
TRACKING TREND ONLY/ DATA INCONCLUSIVE2
67%
65%
98%
56%
87% 7PP

Report to the Board

Board -2020 -Mtg -6-Doc 05a -Annex C 1
Annex C: Annual rep ort on implementation of the gender policy
Section A: Introduction
This report is an update on progress made in 20 20 on imp lementing Gavi?s new
programm e focused gender policy , as well as providing updates on advancing gender
equality in Gavi?s broader work .
Gavi?s Gender Policy seeks to identify and overcome gender related barriers to reach
zero -dose and under immunised communities with the full range of vaccines. This
encompasses: 1) Identifying and addressing underlying gender -related barriers faced
specifically by caregivers, adolescents , and health workers 2) In the specific pockets
where they exist, overcoming diffe rences in immunisation coverage between girls and
boys. 3 ) Encouraging and advocating for women?s and girls? full and equal participation
in decision -making related to health and health programmes.
Given the immense challenges of the COVID -19 pandemic , ine quities in vulnerable
communities, including gender related barriers, have in many settings been
exacerbated making implementation of the gender policy even more relevant. As such,
gender equality is a high priority area for Gavi , with the significant milestone of
updating the gender policy , coming into force on 1 July 2020 . Building on existing
collaboration with partners at global, regional , and country levels, the Secretariat has
begun sociali sing the updated Gender Policy . By the beginning of the fourth quarter ,
the new Demand, Communities & Gender team was up to strength , and with the roll
out of new guidance and the development of capacity building activities , the
Secretariat and Alliance capacity will rapidly grow . This report highlights progress
made towards achieving Gavi?s gender goals in 2020.
Section B: Gender Policy at a glance
1. Gender Policy at a glance
1.1 Gavi has had a Gender policy since 2008 . Following an external evaluat ion in
2018 -2019 and a highly consultative policy review process , the approved and
updated policy came into effect on 1 July 2020 .
1.2 Gavi?s new gender strategy recognises that overcoming gender related barriers
is an essential step in reaching zero dose and under immuni sed children . A
strong gender focus is now a guiding principle of the Gavi 5.0 strategy with an
Alliance -wide principle to be ?gender focused? and a specific objective within
Goal 2 on strengthening health systems , to identify and address gender -related
barrie rs to immunisation.
1.3 The policy provides the framework and principles for Gavi?s programmatic
engagement on gender, including support for vaccines, health systems and
technical assistance. It is underpinned by a theory of change and a
monitoring framework (See Annex 1 ), that highlights the importance of
overcoming gender related barriers t hrough the ? Understand, advocate,
identify, reach, learn, partner ? framework.

1



Board -2020 -Mtg -6-Doc 05a

Section A: Executive Summary
This is the tenth report to the Board on progress in implementing the Gavi
4.0 strategy and associated risks 1. Data for most of the strategic indicators is
available up to 2019, i.e. until just before the COVID -19 pandemic started. As such,
currently available data provides the best possible picture of the Alliance?s
progress over the 2016 -2020 strategic period pr ior to the impact of the
pandemic. In addition, this paper also addresses the key shifts in Gavi 5.0
priorities in the context of COVID -19 and the successful replenishment, and
implications on the operationalisation of Gavi 5.0.
Gavi 4.0 has seen more chil dren protected against vaccine -preventable
diseases than ever before. In the first four years of Gavi 4.0, countries have
immunised 259 million unique children with Gavi support. The number of zero -dose
children in Gavi -eligible countries decreased by 14% since 2015 and under -five
mortality has dropped to an all -time low of 55/1,000 live births in 2019.
However, in 2020, the last year of Gavi 4.0, COVID -19 has caused large -scale
disruption of immunisation services , health systems and economies, putting
yea rs of progress at risk and affecting marginalised populations disproportionately.
Evidently, we expect COVID -19 to have strong implications on performance in
the last year of the current strategy and on Gavi 5.0 .
Gavi has been reflecting on the recalibration of its strategic priorities for the
coming strategic period in light of the pandemic and the successful
replenishment. Acknowledging that leaving no one behind with immunisation and
Gavi?s strategic goals and objectives for the next strategic period are more relevant
than ever, the Board at its September meeting and the PPC at its subsequent
meeting confirmed the following recalibrated priorities for Gavi 5.0:
? Maintaining, restoring and strengthening immunisation , including
catching up on chi ldren who missed their timely vaccinations because of
disrupted services ,
? Reaching zero -dose children and missed communities to advance
Gavi?s ambitious equity agenda, rendered even more urgent by COVID -19
which has thrust millions more into deep poverty, exacerbating inequities
and gender disparities ,

1 Associated risks refer to top risks described in the 2020 Risk & Assurance Report (See Doc 06).
SUBJECT : STRATEGY, PROGRAMME S AND PARTNERSHIPS:
PROGRESS, RISKS AND CHALLENGES
Agenda item: 05a
Category: For Guidance
Report to the Board
15-17 December 2020

 

 

Board -2020 -Mtg -6-Doc 02a 1


Section A: Executive Summary
At its July meeting, the Gavi Alliance Board reviewed the latest forecasts reflecting
the successful outcome of the Global Vaccine Summit and Gavi?s immediate three
pillared response to the COVID -19 pandemic : (a) providing immediate support to
help countri es respond to the pandemic; (b) maintaining, restoring and
strengthening immunisation services; and (c) responding to the fiscal impact on
immunisation services .
For its 5.0 strategy ( 2021 -2025 ), the Alliance has made equity the organising
principle in order to ensure zero -dose children and missed communities are
reached with a full course of vaccines . As detailed in Paper 5b , zero -dose children
in Gavi -supported countries have far worse health outcomes - they account for
nearly 50% of deaths from vac cine preventable diseases (VPDs) despite being
only 13% of the population 1. With C OVID -19 exacerbating inequities , the Alliance
hopes to accelerate early progress from Gavi 4.0 in reaching zero -dose children
and missed communities, build a foundation for equitable primary healthcare
(PHC), and prevent avoidable child deaths and disease outbreaks that entail
reactive investments. This is a critical step towards achieving the vision of the
Sustainable Development Goals to Leave No One Behind and achieve univ ersal
health coverage .
In September 2020, the forecasts indicated a net available for future investments
of US$ 1 ,662 million for the strategic period 2021 -2025. Based on the latest
estimates, the net available resources have been re -assessed at US$ 1 ,167
million , following the consideration of September Board decisions on COVID -19
delivery cost , updated projections of programmatic expenditures and re allocation
of some pledge s to the COVAX facility in line with donor?s indications. The
forecasts process ha s been significantly impacted by the uncertainty and the
complexity created by COVID -19 . Programmatic expenditures are likely to vary as
the situation evolves and more accura te data is collected. At US$ 1,167 million,
the projected net available resource s for 2021 -2025 are sufficient to fund the
investments presented to the Board for approval at this meeting (US$ 743 million
as detailed below ), leaving an envelope of US$ 424 million available for future
Board decisions .
The successful replenishment has meant the Alliance has more resources to invest
in its goal to leave no one behind with immunisation. As a result, the forecast has

1 Gavi internal analysis based on immunisation coverage and burden of disease estimates from WHO, IHME
and other sources .
SUBJECT : FINANCIAL UPDATE, INCLUDING FORECAST
Agenda item: 02a
Category: For Decision
Report to the Board
15-17 December 2020

 

 

1

Report to the Board
Board -2020 -Mtg -6-Doc 02b -Annex A
Annex A : Implications/Anticipated impact

1. Impact on countries

1.1 Overall, the Ministry of Health in Gavi countries have the primary responsibility
for delivering on Gavi programmes. The GEF deliverables and associated
activities are intended to support this implementation and delivery on the goals.

1.2 Through the Joint Appraisal process, countries identify their technical
assistance needs, which form the basis of the partner proposals for activities
to be funded through the PEF component of the GEF. This creates more
country ownership and visibility for countries on the work -streams being
implemented, allowing better coordination of activities and better alignment
with Gavi funded programmes.

2. Impact on the Alliance

2.1 WHO and UNICEF will remain core partners of the Alliance, continue to
provide substantial assistance funded by Gavi and engage with Gavi as true
partners. However, as the PEF TCA intends to leverage the capacity of a
broader set of partner institutions, the Alliance model which at Gavi?s inception
relied solely on WHO and UNICEF as implementing partners is de facto
evolving towards a broader diversity of partners providing assistance to
countries.

3. Risk implication and mitigation, includin g information on the risks of
inaction

3.1. PEF: the 2021 and 2022 PEF budget is dependent on countries demand for
technical assistance as well as partners? capacity to provide the required
technical support to sustainably address coverage and equity challenges and
support the strengthening of immunisation programmes. Partner capacity is
recognised as a top risk for the Alliance due to Covid -19 impact and is being
actively monitored.

3.2. Secretariat: the 2021 and 2022 Secretariat budget includes the cost of
the additional resources as per the result of the organi sational review and
associated one -off expenditure as well as additional one -off expenditure
related to the Covid -19 impact based on best estimates available at the time
of the preparation of the 2 021 and 2022 budget. The Secretariat will continue
to monitor the situation and reflect an updated estimate in the upcoming
updates.

3.3. Foreign exchange risk: a large portion of the Secretariat expenditure is
incurred in CHF. The foreign exchange rate assumptions used to develop the
2021 and 2022 budget is USD/CHF 1.1 (informed by the current rate) which
can of course change and would have a corresponding impact on this
expenditure. The Secretariat will monitor the situation and include the impact
in fu ture updates.

1



Board -2020 -Mtg -6-Doc 02b
Report to the Board
15-17 December 2020

Section A: Executive Summary

Context

This paper requests the Gavi Alliance Board to approve the bi -annual budget
related to the Partners? Engagement Framework (PEF) and the Secretariat
Resources for the fiscal years 2021 and 2022 , subsequent to the Audit and
Finance Committee (AFC) recommendation .

In light of the COVID -19 pandemic, t he Board has reinforced the priorities for Gavi
5.0 to ensure that we leave no one behind with immunisation and address the
country challenges brought about by the pandemic. Therefore, recalibrated
priorities include m aintaining, restoring and strengthening immunisation reaching
zero -dose children and missed communities , and s upporting the timely delivery of
COVID -19 vaccines .

Safeguarding domestic financing for immunisation in a fiscally constrained
environment to achieve these strategic priorities, all of Gavi?s levers will have to be
used, including additional investments in Health Systems Strengthening (as per
Doc 05b) , Partners Engagement Framework (PEF), and Secretariat Resources.
This paper specifically addresses the additional resources requested for PEF and
the Secretariat .

To deliver this ambitious agenda will require new skills, new capabilities, new
partnership s and new resources, therefore, t he budget for PEF and the Secretariat
over the 5 years of the next strategic periodic will increase by 19 % (variance
between Gavi 5.0 and Gavi 4.0 budgeted expenditure - excluding Post Tran sition
Support ).

PEF: total budgeted amount for Gavi 5.0 stands at US$ 1,231 million, a 14%
increase compared to Gavi 4.0 budgeted expenditure . (When excluding Post
Transition Support, which is getting phased out - the underlined growth is 19%).
An additional US$ 60 million is being proposed for partners to support delivery of
COVID -19 vaccines in Gavi AMC 92 economies outside PEF as part of the
US$ 150 million COVID delivery cost approved by the Board .

Secretariat: total budgeted amount for Gavi 5.0 stands at US$ 648 million , also a
19% increase compared to Gavi 4.0 budgeted expenditure.
SUBJECT : PARTNERS? ENGAGEMENT FRAMEWORK &
SECRETARIAT BUDGET 2021 -2020
Agenda item: 02 b
Category: For Decision

1




Board -2020 -Mtg -4-Doc 04
Rapport au Conseil
d?administration
15 -17 d?cembre 2020


Le 8 d?cembre 2020

Chers membres du Conseil d'administration,
J'ai h?te de vous retrouver tous sur Zoom la semaine prochaine. Le programme
de cette r?union est particuli?rement charg? , et notre t?che sera d?autant plus
difficile sachant qu?il s?agira la derni?re r?union officielle du Conseil
d?administration sous la direction de notre merveilleuse Pr?sidente. Je regretterai
donc encore plus que cette r?union ne puisse avoir lieu en pr?sentiel ; je
regretterai de ne pouvoir passer du temps pour des ?changes informels dans la
salle de r?union, au cours des pauses et des repas. Mais nous devons nous
adapter compte tenu de la gravit? de la situation ?pid?miologique de la COVID -
19 .
Progr?s r?alis?s dans le cadre de Gavi 4.0
Nous arrivons maintenant au terme de cinq ann?es de travail intensif dans le
cadre de la strat?gie 4.0 de Gavi . Lorsque nous avons lanc? cette strat?gie, il
s'agissait de l'entreprise la plus ambitieuse de l'histoire de l'Alliance. Je suis
heureux de vous annoncer que, sur la base des donn?es de 2019 ? les plus
pertinentes pour ?valuer les r?sultats de notre strat?gie 4.0 - nous avons d?j?
attei nt ou sommes en passe d'atteindre tous les indicateurs de performance
relatifs ? notre mission. 1 Je suis fier de partager cette information , mais nous
devons toutefois attendre de voir les cons?quences ? long terme de la COVID -19
sur ces gains durement ac quis.

Depuis 2015, l'Alliance du Vaccin a aid? les pays ? vacciner syst?matiquement
259 millions d'enfants avec les vaccins soutenus par Gavi, ce qui a permis de
r?duire de 1,7 million (14%) le nombre d'enfants "z?ro dose", et d'?viter ? terme
5,4 millions de d?c?s et la perte de 255 millions d?ann?es de vie en bonne sant?
(mesur?e en DALY) . Dans les pays b?n?ficiant du soutien de Gavi , le taux de
1 Indicateurs relatifs ? notre mission : (1) Taux de mortalit? chez les enfants de moins de cinq ans : ATTEINT ;
(2) Nombre de d?c?s ?vit?s ? terme : ATTEINT ; (3) Nombre d?ann?es de vie en bonne sant? gagn?es :
ATTEINT ; (4) Nom bre d?enfants vaccin ?s : EN BONNE VOIE ; (5) Vaccinations maintenues apr?s l?arr?t du
soutien de Gavi : EN BONNE VOIE . Les donn?es d?finitives pour 2020 ne seront pas disponibles avant ao?t
2021.
Rapport du Directeur ex?cutif

1



Board -2020 -Mtg -6-Doc 04

Report to the Board
15 -17 December 2020


8 December 2020

Dear Board members ,
I look forward to seeing you all by Zoom next week. We have a particularly full
agenda, and we will also have the difficult task of seeing off our wonderful Board
Chair during her last formal Board meeting. As a result, this is a meeting where I
will particularly miss the in -person time ? in the room, and during breaks and
meals ? more than ever. But given the con tinued severe epidemiologic state of
affairs with COVID -19, we will have to do the best with the situation we have.
Progress under Gavi 4.0
We are now finishing five years of intensive work on Gavi 4.0. When we first
launched the 4.0 strategy, it was the most ambitious undertaking in the Alliance?s
history. I am pleased to share that based on 2019 data ? the most valid measure
of our 4.0 performance ? we have already met or are on a glide path to meet all
of our mission indicators. 1 While I am proud to sh are this news, we must also
recognise that the real and lasting implications of COVID -19 on these hard -fought
gains are yet to be seen.
Since 2015, the Vaccine Alliance has helped countries reach 259 million children
through routine immunisation with Gavi -supported vaccines, inherently
decreasing the number of ?zero -dose? children by 1.7 million (14%), and averting
5.4 million future deaths and 255 million future DALYs. The under -five mortality
rate in Gavi -supported countries has fallen below 55 per 1,000 live births, already
exceeding our 2020 target. Breadth of protection has nearly doubled since 2015,
and inactivated polio vaccine (IPV) coverage has ramped up significantly
following improved vaccine supply; countries are now preparing to introduce a
sec ond dose. Economic situations in particular countries and then the global
economic downturn due to COVID -19 led us to lower our target for the number of
1 Mission indicators: (1) Under -five mortality rate: MET; (2) Future deaths prevented: MET; (3) Future DALYs
averted: MET; (4) Unique children immunised: ON TRACK; (5) Vaccines sustained after Gavi support ends:
ON TRACK. Final data for 2020 will not be ava ilable until August 2021.
Report of the Chief Executive Officer

Report to the Board
Board -2020 -Mtg -6-Doc 01g -Annex E

Annex E: Draft Gavi 5.0 Theory of Change and Learning Priorities
The overarching Gavi 5.0 Theory of Change (TOC) shows the causal pathways
activated by the key intervention areas that drive the overall strategy. This key tool will
be used to guide measurement, programmatic activities, and Alliance -wide
understanding of Gavi.
On the far left of the TOC, seven key levers are shown. These are the domains in
which the Alliance can influence shifts and outcomes across the program cycle. These
levers are operationalized through two key intervention areas at country level. Health
System and Immunization Strengthening (HSIS) grants and vaccine supply
investments are supported by program support (including technical assist ance), as
well as through advocacy, coordination, and accountability. The levers and
intervention areas are the key link between the Alliance and country -level outcomes.
The causal pathways are articulated through the inputs, outputs/intermediate
outcomes , and outcomes columns. The boxes marked with the green 5.0 circle
represent the key shifts involved with Gavi 5.0. The arrows along the causal pathways
represent the points of evaluability along the causal pathway.
Element Definition
Levers Alliance Voice, Resource Mobilization, Learning, Programmatic
and Policy Alignment, Differentiated Engagement, Partnerships,
and Innovation
These are the areas and mechanisms through which the
Alliance can operate to catalyse and deliver support to achieve
Gavi?s objectives. Any of these levers can be pulled alone or in
combination to operationalize activities under the intervention
areas and at both the secretariat and country levels.
Intervention
Areas
Country Engagement & Dialogue, TCA, Financial Support,
Advocacy, SFA Initiatives
Everything done by the alliance should be visible in these broad
intervention areas, and within the vaccines and HSIS domains
? Country Engagement & Dialogue includes coordination
of core partners (WHO, World Bank, CDC) and
expanded partners to help country efforts to improve
immunization coverage. Activities in this area focus on
transparent processes, facilitation, convening, and
information sharing.
? Programme Support (TCA and Financial Support)
includes bot h the direct funding provided to countries as
well as targeted country assistance to meet specific
country needs
? Advocacy includes building and sustaining global
political commitment for immuni sation

1



Board -2020 -Mtg -6-Doc 01g


Section A: Executive Summary
Context
Building on discussions at the October 2019 , May 2020 and October 2020
Programme and Policy Committee (PPC) and July 2020 Board meetings 1, the
Board is requested to approve proposed mission and strategy performance
monitoring indicators for the 2021 -2025 strategy. An Alliance Technical Working
Group (TWG) h as advised on the indicators, with many developed jointly with the
Immunization Agenda 2030 (IA2030) Monitoring & Evaluation (M&E) Taskforce.
An iterative process with consultations to vet indicators has included consultations
with countries, partners, Civ il Society Organisations and other Alliance
stakeholders at the Gavi 5.0 Countries and Partners Retreat .
Questions this paper addresses
What mission and strategy indicators are proposed for monitoring Gavi Alliance
performance on the 2021 -2025 strategy , and how do they fit within the broader
Gavi 5.0 learning system ?
Section B: Facts and Data
Facts and Data
1.1 Proposed Gavi 5.0 mission and strategy performance indicators are
intended to measure progress towards the goals and objectives as
described in the Gavi 5.0 strategy framework ?one -pager? (Annex B),
approved by the Board in June 2019. They focus on key portfolio -level
impacts, outcomes or outputs , with shared Alliance accountability .
1.2 Indicator development emphasised connecting indicators to th e design of
the Gavi 2021 -2025 strategy. The Monitoring & Evaluation (M&E) team has
worked with Secretariat programme teams, in consultation with Alliance
stakeholders, to think through the Gavi 5.0 Theory of Change (TOC) (Annex
E) to identify the outputs or outcomes that must be measured to understand
progress towards the Strategy Goals. Consultations during the Gavi 5.0
Countries and Partners Retreat on 25 -27 February 2020 provided useful

1 Doc 06 October 2019 PPC ; Doc 07 May 2020 PPC; Doc 05 October 2020 PPC; and Doc 02 July
2020 Board meetings.
SUBJECT : GAVI 5.0: MEASUREMENT FRAMEWORK
Agenda item: 01g
Category: For Decision
Report to the Board
15-17 December 2020

Classified as Internal #
Gavi Alliance Board Workplan
Gavi Board Paper Type Mar/Apr June Nov/Dec Mar/Apr June Nov/Dec Mar/Apr June Nov/Dec Mar/Apr June Nov/Dec Mar/Apr June Nov/Dec
A.Strategy/Performance/Risk/MELCEO's Report CEO's Report Discussion 2021-2025 Strategy 2021-2025 Strategy, Partnerships and Programmes Discussion Discussion Discussion Discussion Discussion Discussion Discussion Discussion Discussion Discussion Discussion 2021-2025 Strategy Gavi 5.0 Decision Measurement Framework (Targets & Indicators) Measurement Framework Decision Decision Decision Funding Policies* Gavi 5.0: Operationalisation Decision Decision Decision Innovation (including private sector partnerships) TBD TBD Middle Income Countries (MICs) TBD Decision Decision Civil Society and Community Engagement Approach TBD TBD TBD VPD Surveillance TBD Decision Decision Risk and Asurance Report Risk and Assurance Report Decision Decision Decision Decision Decision Decision B.Vaccines & SustainablityTyphoid TBD Information Information Pneumococcal AMC (Advance Market Commitment) TBD Information Inactivated Polio Vaccine (IPV) co-financing approach TBD TBD TBD Malaria TBD Information Information Guidance Update on vaccines for epidemic preparedness and response TBD Discussion Discussion Vaccine Investment Strategy TBD Decision Decision Decision Decision COVAX Development (details TBC) TBD Decision Decision Decision C.PolicyFragility, Emergencies, Refugees Policy TBD Decision Decision Supply & Procurement Strategy Review of Gavi's Supply and Procurement Strategy Decision Decision Transparency and Accountability Policy Decision D.Country ProgrammesNigeria TBD Information Information Information Information Information Information PNG TBD Information Information Strategic Partnership with India TBD Decision Guidance Decision Post-Transition Support (e.g. Angola, Timor-Leste) TBD Information Fiduciary risk assurance and financial management capacity building TBD Decision Decision E.Finance/Audit & Investigations Annual Accounts Annual Financial Report Decision Decision Decision Decision Decision Decision Financial Forecast Financial Update, including forecast Decision Decision Decision Decision Decision Decision Budget Financial Update, including forecast Decision Decision Decision Decision Decision Decision Audit & Investigations Report Audit & Investigations Report Information Information Information Information Information Information F.GovernanceBoard Chair Appointment Board Chair Appointment Decision Board Vice Chair Appointment Consent Agenda Decision Decision Decision Decision Committee Chair Appointments Consent Agenda Decision Decision Decision Decision Decision Decision Board and Committee Appointments Consent Agenda Decision Decision Decision Decision Decision IRC Appointments Consent Agenda Decision CEO Appointment Consent Agenda Decision Decision Secretary Appointment Consent Agenda Decision Treasurer Appointment Consent Agenda Decision Amendments to Governance Documents (Statutes, By-Laws, Committee Charters) Consent Agenda Decision IRC Terms of Reference TBD Decision Audit & Investigations Terms of Reference TBD Decision G.ReportingCommittee Chair Reports Committee Chair and IFFIm Board reports Information Information Information Information Information Information Information Information Information Information Information IFFIm Chair Reports Committee Chair and IFFIm Board reports Information Information Information Information Information Information Information Information Information Information Information Replenishment/Resource Mobilisaton TBD Discussion HR Report Closed Session Information Information Information Information Information Information Annual Report on Implementation of the Gender Policy TBD Information Information Information Information Information Information CEPI Progress Report Annex to Board pack/On BE as additional materials Information Information Information Information Information Information Information Information Information Information Information Board and Committee minutes Annex to Board pack/On BE as additional materials Information Information Information Information Information Information Information Information Information Information Information H. Pre-Board Technical Briefing SessionsTBCTBC
*Includes Eligiblity & Transition Policy, Co-Financing Policy, HSIS Support Framework, CCEOP
Last updated - 2 December 2020
Next Board Meetings : March/April 2021, TBD (Board Retreat) 23-24 June 2021, Geneva 1-2 December 2021, Geneva
2021 2022 2023 2024 2025 Gavi 5.0
Board-2020-Mtg-6-Doc 01h