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Gavi 6.0 strategy one - pager (2026 – 2030)
1 Leaving no one behind with immunisation
EnablersMission 2030 Mission 2030 To save lives and protect
people’s health by
increasing equitable and
sustainable use of vaccines Mission indicators • Reduction in zero - dose children
• Children immunised
• Economic benefits unlocked tbc
tbc
tbc tbc
tbc
tbc
tbc • Under - five child mortality reduction
• Future deaths averted
(including disaggregated for climate - sensitive diseases)
• Future DALYs averted
• Country - led, sustainable: Bolster country leadership to sustainably finance and deliver
immunisation
• Community - owned, inclusive: Engage communities and civil society organisations in planning,
implementation and oversight of immunisation
• Zero - dose and missed communities, first priority : Prioritise children missing out on
vaccination, including among migrants, displaced and other vulnerable populations
• Gender - focused: Identify and address gender - related barriers to promote immunisation equity
• Differentiated, fragility - responsive: Target and tailor support to regional, national and subnational
needs, including fragile, conflict and humanitarian contexts • Integrated: Strengthen integration of immunisation and primary health care to reach missed
communities in support of U niversal H ealth Coverage
• Adaptive, resilient: Help countries leverage immunisation to address the challenges of global health
security , antimicrobial resistance and other major global issues
• Climate - sensitive : Support countries to adapt to the consequences of climate change and mitigate the
carbon footprint of the Alliance
• Innovative: Identify and scale up innovative products, practices and services to support Gavi’s goals
• Collaborative, accountable : Accelerate purposeful partnerships with regional and global health
institutions to collectively and efficiently respond to countries’ needs
Principles
IMPROVE PROGRAMMATIC AND
FINANCIAL SUSTAINABILITY OF
IMMUNISATION PROGRAMMES ENSURE HEALTHY MARKETS FOR
VACCINES AND RELATED PRODUCTSINTRODUCE AND SCALE UP
VACCINES
Goals1 3 4STRENGTHEN HEALTH SYSTEMS TO
INCREASE EQUITY IN IMMUNISATION2Goals
Objectives
Strengthen countries’ prioritisation and
optimisation of vaccine programmes,
appropriate to their context
Support countries to introduce and scale up
vaccines for prevention of endemic, epidemic
and pandemic diseases including beyond
infancy
Ensure equitable and timely access to
mechanisms to respond to outbreaks,
epidemics, and pandemics Strengthen regional, national and
subnational political and social commitment
to immunisation, including through increased
domestic public resources
Ensure sustainable transition through stronger
capacity of eligible countries to maintain
immunisation performance
Engage self - financing countries to maintain
performance and catalyse critical vaccine
introductions Drive healthy vaccine markets for Gavi -
supported and self - financing countries,
including acceleration of access to new high -
impact , affordable vaccines and delivery
innovations
Enhance regional vaccine supply security, in
support of regional manufacturing expansion
ambitions
Develop sustainable markets for vaccines
against outbreak, epidemic, and pandemic -
prone diseasesEnable countries to extend immunisation to
zero - dose children and missed communities,
integrated with primary health care, including
through addressing gender - related barriers and
building resilient demand
Ensure all children are fully immunised by
maintaining and strengthening routine
immunisation with vaccines required through
second year of life
Support countries to adapt systems to routinely
deliver vaccines to populations outside early
childhood through targeted and catalytic
interventionsObjectives
• Secure long - term predictable funding for Gavi programmes
• Deliver as one Alliance with strengthened accountability mechanisms
• Ensure global political commitment for immunisation and global health security • Ensure simple, efficient and agile Gavi operating model
• Drive digitalisation (including artificial intelligence), improved data and evidence
• Leverage the private sector and development finance institutions, including through innovative
finance mechanisms
Enablers A
B
CA
B
CA
B
CA
B
C
Doc 05 - Annex A

Board -2024 -Mtg -02 -Doc 11b -Annex D 1
Report to the Board
6-7 June 202 4
Annex D: Arrangements for the Governance of AVMA
Context and scope
As a Gavi program me , AVMA fully aligns with existing Gavi governance processes. This
extends to Monitoring, Evaluation and Learning and Risk Management, where normal Gavi
Secretariat standard operating procedures are applied. This paper does not seek to describe
these processes , where the AFC, PPC and Board will execute all normal functions in relation
to AVMA, as per their respective charters.
Implementation of AVMA will be managed via a cross -functional group within the Gavi
Secretariat. This group will collaborate closely with Operational Partners (esp. UNICEF and
WHO) who support the implementation of AVMA in various ways. The longstanding Market
Shaping “Square -Group” of WHO, UNICEF and the Bill and Melinda Gates Foundation , will
help facilitate this coordination on operational issues.
The new Alliance Risk Working Group will facilitate enhanced coordination on shared
operational risk management . Additional information will be brought back to the Board in end
of 2024 , as part of the updated Gavi Risk Policy .
Two advisory forums are to be established to assist with AVMA's implementation and ensure
the two -way information flow required for its smooth operation. Consultations with donors and
other stakeholders confirmed that this solution aligns with their expectations for a forum to
receive information and provide input , see Fig.1. Terms of Reference have been provided to
the Gavi Alliance Governance Committee for endorsement . At its meeting on 5 June 2024,
the Governance Committee will be invited to review and endo rse the Terms of Reference for
these fora.
AVMA Operational and Governance Structure











AVMA Investors Forum (IF)
The IF will ensure AVMA’s ongoing alignment with the numerous other donor investments in
the broader African vaccine manufacturing ecosystem, on which AVMA’s success depends.
The IF will help in identifying synergies and avoiding risks stemming from any emerging
misalignment with other initiatives over the ten -year lifecycle of AVMA. The Investors Forum
will invite stakeholders and subject matter experts to its meetings as required (e.g., Africa
CDC).
Figure 1 AVMA governance

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Board-2024-Mtg- 02-Doc 12

Report to the Board
6-7 June 2024

Subject Review of decisions
Agenda item 12
No paper

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Board -2024 -Mtg -02 -Doc 13

Report to the Board
6-7 June 202 4

Subject Any other business and Closing remarks
Agenda item 13
No paper