BOARD WORK PLAN
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Board -2017 -Mtg -1-Doc 01 e
GAVI Alliance Board Agendas
FOR BOARD DECISION/INFORMATION/GUIDANCE
Board Chair or Vice Chair appointment (Consent Agenda)
Board/Cte member appointments (Consent Agenda)
Cte chair appointments (Consent Agenda)
Statutes and By-law changes (Consent Agenda)
Changes to Committee Charters (Consent Agenda)
Partners' Engagement Framework (incl. Secretariat and Partners Budget 2018-2019)
Country Engagement Framework
Vaccine Investment Strategy
[3 step process - (i) methodology; (ii) short list; (iii) final decision)]
Typhoid conjugate vaccine support window (TBC)
Tailored approaches for Nigeria and PNG
Engagement with countries post-transition
Update on India Strategy
Annual financial report
Chair rpt (Decl of Int, Mins, Acts, W kpl)
CEO report
2016-2020 Strategy: Implementation and progress
Committee chair reports
IFFIm report
Financial update and programme funding envelopes
Country Programmes: strategic issues
Risk update (incl. risk and assurance report)
Review of decisions and actions
Any other business
Report from Audit and Investigations
Resource mobilisation update
Discussion
Decision
Information/Decision
Information
Discussion
Information
Information
Information
Discussion
Discussion
Information
Information
Discussion
Information
N/A N/A
Discussion
Decision
Decision
Decision
Information
STANDING REPORTS AT EACH REGULAR MEETING
Decision
STANDING REPORTS ONCE PER YEAR
July-Aug 2017 Sept NoObj Oct 2017
Decision
Decision
Decision
Decision
Discussion
Discussion
Information
Discussion
June 2018 (TBD) April-May 2018
Decision
Information
Decision
Information
Guidance
28-29 Nov 2017 March 2018 Jan-Feb 2018
Decision
Decision
Decision

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Board -2017 -Mtg -1-Doc 02a
Report to the Board
14-15 June 2017

Section A: Summary
? The term of the current Board Vice Chair, Dr Flavia Bustreo, ends on
30 June 2017.
? At its meeting on 5 December 2016, the Governance Committee approved
the terms of reference for the positio n of Board Vice Chair and established
a Board Vice Chair Nominations Subcommit tee (Nominations
Subcommittee) chaired by Dr Ngozi Okonjo -Iweala, Board Chair.
? This paper outlines the process undertaken by the Nominations
Subcommittee to identify and nominate a candidate to fill the position of
Board Vice Chair starting 1 July 2017 . A recommendation was subsequently
made to the Governance Committee which during its meeting on 13 June
2017 approved a recommendation to the Board as outlined in this report .
Section B: Vice Chair Nomination
Introduction
1.1 Current Board Vice Chair, Dr Flavia B ustreo, has served on the Gavi
Alliance Board in this capacity since 1 January 2015 and her term ends on
30 June 2017.
1.2 At its meeting on 5 December 2016 , the Governance Committee approved
the terms of reference for the Board Vice Chair ( Annex B ) and establ ished
a Board Vice Chair Nominations Subcommittee (Nominations
Subcommittee) (Annex C ) to consider and institute an appropriate process
for the nomination of a suitable candidate to fill the position of Board Vice
Chair starting 1 July 2017.
1.3 The Nomination s Subcommittee was composed of Board Chair, Dr Ngozi
Okonjo -Iweala, as Chair of the subcommittee and Reina Buijs and Danny
Graymore from the Governance Committee.
Process
2.1 The Nominations Subcommittee met by teleconference on 7 March 2017
where it noted its terms of reference and mandate and reviewed the terms
of reference for the position of Board Vice Chair.
SUBJECT : BOARD LEADERSHIP: VICE CHAIR APPOINTMENT
Agenda item: 02 a
Category: For Decision

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Board -2017 -Mtg -1-Doc 02b
Report to the Board
14-15 June 2017

Section A: Summary
? At its meeting s on 4 April 2017 and 13 June 2017 , the Governance
Committee considered a number of nominations for Board and Committee
membership and subsequently agreed on a set of recommendations which
are being s ubmitted to the Board for approval at its meeting on 14 -15 June
2017.
Sec tion B: Board and Committee Nominations
Constituency processes for Board and Committee nominations
1.1 Nominations from donor country governments were submitted following
consultative processes within the relevant group s.
1.2 Nominations from the vaccine industry industrialised countries and the
vaccine industry developing countries were submitted following
consultative processes within the International Federation of
Pharmaceutical Manufacturers & Associations (IF PMA) and the
Developing Countries Vaccine Manufacturers Network (DCVMN)
respectively.
1.3 Nominations from the civil society organisations constituency were
submitted following a consultative process whereby the Gavi CSO
Steering Committee issued an open call for nominations for the Alternate
Board member seat. Four individuals were nominated. The Steering
Committee agreed on a short list of two candidates and Steering
Committee members eligible to vote were invited to vote for their preferred
candidate. In line with the CSO constitu ency charter , the incumbent
Alternate Board member is nominated to take up the Board member seat.
1.4 It should be noted that in line with the Board Committee Charters which
stipulate that ?all members shall be appointed once every two years?, all
appointment s to the Board?s Committees will be reviewed and refreshed
at 31 December 2017 as appropriate.
SUBJECT : BOARD AND COMMITTEE NOMINATIONS
Agenda item: 02b
Category: For Decision

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Board -2017 -Mtg -1-Doc 02c
Report to the Board
14-15 June 2017

Section A: Summary
? This paper presents a number of recommendations to the Board which the
Governance Committee agreed on during its meeting on 13 June 2017. The
recommendations relate to actions arising in response to the
recommendations of the Board and Committee self -evalu ation presented to
the Board in December 2016 .
? Some additional actions will be further discussed by the Governance
Committee during the second half of 2017 and presented to the Board in
November 2017 to conclude the process.
Section B: Review of Committee Charters
Background
1.1 The Board and Committee self -evaluation in 2016 was undertaken with two
principal objectives:
(a) Evaluate alignment of governance system established in 2008 with the
2016 -2020 strategy and whether it remains fit for purpose or requires
en hancements that will support the current strategy.
(b) New Board Chair wanting to take stock and assess effectiveness and
efficiency of the current governance system.


SUBJECT : REVIEW OF COMMITTEE CHARTERS
Agenda item: 02c
Category: For Decision

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Board -2017 -Mtg -1-Doc 02d
Report to the Board
14-15 2017

Section A: Summary
? Given the revisions to the Board Committee structure of the Gavi Alliance
more fully described in Doc 02c , this has necessitated some consequential
revisions to the Statutes and By -Laws.
? The Governance Committee considered these during its meeting on 13
June 2017 and agreed to make a recommendatio n to the Board to approve
the revisions to the Sta tutes and By -Laws as outlined in this report .
? It should be noted that the changes are subject to confirmation and
registration with the Swiss Supervisory Board for Foundations (Supervisory
Authority) and th e Registry of Commerce of the Canton of Geneva .
Section B: Review of Statutes and By -Laws
Background
1.1 Following the recommendations of the Board and Committee self -evaluation
presented to the Board in December 2016, a number of revisions to the
Committee st ructure of the Board of the Gavi Alliance are being
recommended to the Board at its meeting on 14 -15 June 2017.
1.2 This is more fully set out under Doc 02c and accompanying Annexes B
through F .
Board and Com mittee self -evaluation: Recommendation to retire the
Executive Committee
2.1 One of the consequences of the Board and Committee self -evaluation has
been the recommendation to retire the Executive Committee as at
31 August 2017.
2.2 If approved by the Board, this will require a number o f consequential
modifications to the Sta tutes and By -Laws.
2.3 Annex B sets out the specific changes to the Statutes and By -Laws
throughout that will be required in relation to the Executive Committee .
SUBJECT : Review of Statutes and By -Laws
Agenda item: 02d
Category: For Decision

Gavi, the Vaccine Alliance
Fragility, Emergencies,
Refugees Policy
Version 2.0

DOCUMENT ADMINISTRATION

VERSION
NUMBER APPROVAL PROCESS DATE
2 .0 Prepared by: Aur?lia Nguyen

Reviewed by: Programme and
Policy Committee 1.0 - 17 October 2012
2.0 - 12 May 2017
Approv ed by: Gavi Alliance Board 1.0 - 5 December 2012
Effective from: 1 January 2013
2.0 - 15 June 2017
Effective from: 1 July 2017
Next review: At the request of the Board
Annex A




2
Gavi , the Vaccine Alliance
Fragility, Emergencies, Refugees Policy
1.
Policy p urpose
1.1. This policy contains prioritisation criteria for identifying a sub -set of Gavi countries
affected by fragility as per international standards. It provides guidance on
flexibilities in applying certain Board -approved policies and processes to adapt to
the local context , in order to increase the effectiveness of support towards
equitable access to immunisa tion.
1.2. This policy also details flexibilities that can be extended in the case of an
emergency and for Gavi -supported countries hosting refugees .
2. Key principles
2.1. Gavi?s approach in these settings is guided by the following principles:
? Transparency : Gavi applies objective and transparent criteria to identify
countries facing fragility as defined in section 5, while assessing emergencies
and situations of refugees on a case- by-case basis, acknowledging that any
categorisation must be treated flexibly.
? Prioritisation: countries that face fragility are prioritised for Alliance-wide
engagement recognising that these countries need stronger and more
sustained dialogue, increased planning and implementation support and
regular review and monitoring.
? Flexibility : Gavi recognises that its standard policies and processes may need
adaptation to effectively and swiftly respond to special needs in these settings.
Such flexibilities are adapted to the local context and may sometimes involve
a temporary departure from the principles underpinning Gavi?s general
approach.
? Resilience : while recognising the need to adjust support and support
modalities to respond to an emergency, where feasible, Gavi seeks to maintain
a longer -term perspective and focus on building resilience of systems and,
ultimately, transition readiness, in line with its comparative advantage.
? Complementarit y: Gavi funding and activities are intended to complement ?
and not replace or duplicate ? the funding and activities of individual Alliance
partners an d other actors operating in these settings.
? Coordinatio n: the Alliance seeks to coordinate, consult and share information
with the nation al government, other in -country partners and international
partners including humanitarian actors.
? A higher risk appeti te: Gavi recognises and accepts that its engagement in
fragile settings, emergencies and situations involving refugees, exposes the
Alliance to higher levels of risk, including fiduciary risk, operational risk (e.g.
security of personnel), and programmatic risk (e.g. value for money and
sustainability). Operating in such environments may therefore come with
increased cost of risk management and mitigation and may also require a
higher risk appetite where it may not be possible to fully mitigate the risks
re quired to engage in these settings.
? Humanitarian principles : Gavi recognises the importance of the neutrality,
independence and impartiality of humanitarian actors operating in conflict
situations.
? Gender lens: cognizant that gender inequities can be exacerbated in fragile
and emergency settings, and that gender-sensitive approaches are expected
Annex A

Annex B : Overview of decision process for exceptions and flexibilities in Gavi policies and guidelines
- Flexibilities in categories B and C (orange shading) are subject to the Fragility, Emergencies, Refugees Policy
- All flexibilities granted will be documented by the Secretariat in a ? Flexibilities Tracker ?
- Twice per year an update on CEO -approved flexibilities will be included in the C ountry Programmes update to the PPC and Board
- This list is not exhaustive; other similar flexibilities as in categories B and C may be identified and will be documented and reported as per the policy
Exceptions/flexibilities
Relevant
Policy/Board
decision
Decision -making Authority 1
Countries
facing
fragility 2
Countries
with an
emergency
Country
hosting
refugees
A. Material Exceptions to the Board -approved Eligibility & Transition, and Co -Financing policies
Waiving of co-financing requirement (with
supplemental provision of vaccines if there is a
risk of supply shortages) , repeated as needed in
case of extended emergency
Co -financing
Policy PPC/ Board N/A 3 N/A N/A
B. Exceptions to Board -approved policies and/or with financial implications
Bridge grant in between two HSS grants HSIS Framework IRC /HLRP/ CEF mechanism recommendation
to CEO ? ?
Flexible use of Performance based funding
component of HSS grant HSIS Framework HLRP recommendation to CEO ? ?
Additional HSIS support beyond the country
allocation to support recovery/rebuilding of
systems post -emergency
HSIS Framework IRC /HLRP recommendation to CEO ?
Additional support for operational costs of
campaign delivery of routine vaccines in hard to
reach areas, or for refugees
HSIS Framework IRC /HLRP/CEF mechanism recommendation
to CEO ? ? ?
Additional vaccines to cover a broader age o r
antigen range in vaccination of refugees and for
unreached populations
Board decisions
on Gavi -funded
vaccine
programmes
IRC /HLRP/ Alliance coordination body
recommendation to CEO ? ? ?
1 Detailed decision -making process for flexibilities in categories C and D to be finalised and confirmed as part of the development of operationa l guidelines 2 Gavi classification 3 May be decided for any country regardless of classifications under the Fragility, Emergencies, Refugees Policy

Annex C :
Gavi Policy : Fragility , Emergencies , Refugees
Monitoring Framework
DRAFT

Implementation of the Gavi Policy on Fragility, Emergencies and Refugees will be monitored by the Secretariat

This framework is a first attempt to outline outcomes and outputs that the Alliance will monitor throughout the
implementation of the policy. This framework would not represent an additional reporting burden to countries
and Alliance partners as it leverages existing processes and data sources. Where relevant, A lliance Key
Performance Indicators (KPIs) are used. The monitoring would by and large be ann ual whilst the tracking of
flexibilities would be done on a quarterly basis.

In addition, the Secretariat would include regular (qualitative) updates on the implementation of this policy in the
Country Programmes Update to the PPC and Board.

An external evaluation of the policy is planned for 2019 as part of a broader evaluation of Gavi?s Country
Engagement Framework (CEF) in order to assess i ts effectiveness, efficiency, and results.

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Re port to the Board

Annex D - Illustrative financial implications
1.1 The application of certain flexibilities could have financial implications, for
example additional HSS support in the case of an emergency, waiving of
co -financing requirements for refugees or additional technical support under
the Partners? Engagement Framework (PEF) as illustrated below. Overall,
the financial implications of the policy are expected to be limited.
1.2 Experience has shown that in most cases of fragility or emergencies,
countries have reduced capacity to absorb grants and need more time to
spend existing support rather than additional funding. To date, the only case
where an emergency resulted in an immediate need for additional Gavi
resources was the Ebola outbreak, when increased HSS support was
approved by the Board for the affected countries. Other responses to
emergencies or to fragility situations have to date been catered for through
reprogramming of existing grants. If in the future an emergency situation
arises where additional HSS sup port by Gavi would be needed to address
an urgent need, up to 50% of the HSS ceiling may be granted in additional
funding (within the Board -approve d envelope). The median HSS ceiling for
Gavi countries is US$ 14 million. If a country with this ceiling expe rienced a
major emergency requiring rapid rebuilding of destroyed health systems as
was the case in the Ebola -affected countries, a proposal for additional
support of up to US$ 7 million could be submitted for review by the IRC or
HLRP. Any amount above 50 % of the ceiling would require a Board
decision.
1.3 Three Gavi countries host more than 500,000 refugees, 13 countries host
between 100,000 -500,000 refugees, while the remainder (48) host fewer
than 100,000 refugees. By default, Gavi would promote and encour age
integration of refugees into regular programmes by the host government in
line with the Refugee Convention. If Gavi were to waive co -financing for a
medium -sized, preparatory -transition country with a refugee population of
500,000, this could amount to US$ 50,000 for a full schedule of Gavi -
supported vaccines for children.
1.4 Countries identified as facing fragility for the purpose of this policy would be
added to PEF Tier 2, enabling access to additional Target ed Country
Assistance if there was a need fo r such additional support. Based on current
projections of countries to be identified as facing fragility and of utilisation
rates of PEF TCA funding, it is foreseen that such additional costs could be
absorbed within the PEF budget.
1.5 Implementation of thi s policy will be mainstreamed in existing country
engagement processes and no additional costs for human resourcing in the
Secretariat is foreseen.

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Board -2017 -Mtg -1-Doc 02e

Section A: Introduction
? In December 2016, the Board approved a set of principles to form the basis
for a Gavi Policy on Fragility, Emergencies and Refugees . It also approved
immediate operationalisation of these principles pending a formal policy
document that would replace the previous Fragility and Immunisation Policy.
? The PPC has now reviewed the revised policy enshrining the principles
approved by the Board in December 2016 . It noted the complexity of the
topic and welcomed the extensive consultations undertaken by the
Secr etariat to guide the finalisation of th is policy. It suggested that the
Secretariat provide some illustration of the potential financial implications .
Annex D includes several examples of how the policy might be applied and
the resulting financial implications (which are expected to be relatively
limited) . The civil society constituency also expressed their interest in
providing input into the operational guidelines being developed by the
Secretariat to implement the policy , especially on engagement with non -
state actors. Following their discussion, t he PPC recommended the policy
attached as Annex A for approval by the Board through the consent agenda .
Section B: Gavi Policy: Fragility, Emergencies, Refugees
1.1 The policy takes into account the followi ng key principles approved by the
Board (summarised below based on the December Board paper )1:
(a) The policy should distinguish between (1) fragility (2) emergencies and
(3) refugees. The criteria for classification of countries facing fragility
should be obj ective and transparent. For emergencies Gavi should
use WHO and UN classifications as reference points.
(b) The policy should allow sufficient flexibility to enable a swift and
effective response in each of these circumstances. Flexibilities applied
should be reported regularly to the PPC and Board.

1 These can found in sections 4.5, 5.3 and 6.4 of the Board document available at
http://www.gavi.org/about/ governance/gavi -board/minutes/2016/7 -dec/minutes/08a --- fragile -
settings, -emergencies -and -displaced -people/
SUBJECT : CONSENT AGENDA: GAVI POLICY: FRAGILITY,
EMERGENCIES AND REFUGEES
Agenda item: 02e
Category: For Decision
Report to the Board
14 -15 June 2017

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Board -2017 -Mtg -1-Doc 02

Section A: Introduction
? In June 2015 the Gavi Board approved the creation of the cold chain
equipment optimisation platform ( CC EOP ) with an initial amount of
US$ 50 million to launch its implementation and fund the first applications.
The CCEOP was launched in 2016 and 24 countries submitted applications
between January 2016 and March 2017. This is ~20% higher than the
number of applications that had been projected in 2015 and likely reflects
pent -up demand from previous underinvestment in cold chain equipment
(CCE) . Recognising the high level of country demand, the Board agreed in
December 2016 to expand its investment in the CCE OP, while also
requesting that ?the total multi -year commitments of grants for the CCEOP
should not exceed US$ 250 million in the period up to the Board meeting in
June 2017 ?. The Board also requested that the Secretariat develop
strategies for the equitab le allocation of CCEOP funding .
? This report asks that the Board approve the proposed approach for the
equitable allocation of existing CCEOP resources to countries, as described
in Section 2.2 . This approach was recommended by the Programme and
Policy Com mittee (PPC). It also provides an update on the initial
implementation of the CCEOP and lessons learned to date .
Section B: Review of Cold Chain Equipment Opt imisation Platform
Purpose of the CCEOP
1.1 The CCEOP is a catalytic investment that helps countries t o modernise and
extend the cold chain with reliable and high -perform ing equipment at an
accelerated pace. As discussed in the June 2015 and December 2016
Reports to the Board , the CCEOP :
(a) Safeguards the potency of vaccine stocks , thereby mitigat ing risk s to
the ~US$ 1 billion investment in vaccines that the Alliance mak es each
year 1.

1 A refrigerator supported by the CCEOP can have a lifetime cost of between US$ 4,000 and
US$ 10,000 and it could be storing on the order of US$ 180,000 worth of vaccines over its lifetime.
SUBJECT : CONSENT AGENDA: REVIEW OF COLD CHAIN
EQUIPMENT OPTIMISATION PLA TFORM
Agenda item: 02f
Category: For Decision
Report to the Board
14 -15 June 2017

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Board -2017 -Mtg -1-Doc 02g

Section A: Introduction
? This report proposes changes to the Programme Funding Policy to further
simplify and streamline processes.
? The Audit and Finance Committee (?AFC?) recommends that the Board
approves these changes.
Section B: Programme Funding Policy revision
1. How programme funding is a pproved
1.1 The Gavi Board established the Programme Funding Policy in 2010, to
ensure the prudent management of Gavi resources and commitments. In
2012, the Board modified the Policy to include a Programme Funding
Envelope mechanism to streamline and accelera te funding decisions at
country level. This delegates to the Secretariat the authority to allot funding
? up to a particular total monetary limi t (?E nvelope?) ? to individual country
programmes, following the approval processes established by the Board. 1
1.2 The Envelope mechanism has yielded significant acceleration and
efficiency as country -specific funding decisions are now made on a
continuous basis, instead of awaiting meetings of the Executive Committee
or the Board.
1.3 Since 2012, the Board has progressiv ely increased the scope of the
Envelope mechanism as a result of the satisfact ory experience of its
functioning , efficiency and effectiveness . In December 2016, the Board
extended the scope further, expanding the mechanism to all 2 programme
funding allotme nts to individual country programmes. This means that the
mechanism now applies to all components of programme expenditure
included in the Financial Forecast, removing the need to establish a


1 The Board continues to decide on the overall programmes that Gavi will support, by approving
the Vaccine Introduction Strategy, eligibility policy and other specific policies such as the Measles -
Rubella strategy, Stockpiles strategy, etc. 2 Country -specific funding allotments encompass those for Vaccines, HSIS, and CCEOP. Funding
is allotted at the time of initial approval and upon subsequent extension of each country -specific
programme.
SUBJECT : PROGRAMME FUNDING POLICY REVISION
Agenda item: 02g
Category: For Decision
Report to the Board
14 -15 June 2017