1

Board -2022 -Mtg -02-Doc 07


Section A: Executive Summary
Gavi?s Fragility, Emergencies, Refugees (FER) Policy , approved in 2017, provides
programmatic flexibilities and higher funding to cater for the unique challenges that
a growing number of countries in Gavi?s portfolio are facing . This includ es
protracted conflict, exacerbated impact of climate change , health emergencies,
and large influx of refugees.
Informed by an external evaluation and extensive consultations , t he policy has
been revised to align with the goals of Gavi 5.0 , focusing on sustainably reaching
zero -dose and under -immunised childre n. Th is paper present s the updated
Fragility, Emergencies and Displaced Populations (FED) Policy for the Board?s
approval , highlighting the key changes in the revised policy .
While the external evaluation found the current policy was largely relevant, the
revi sed FED policy addresses the policy issues identified in the evaluation . In
particular, t he revised policy has adapted the methodology to identify the list of
countries experiencing chronic fragility and highlight ed a long -term bespoke
approach , using all Gavi?s funding, programmes, and processes, to maintain and
strengthen immunisation coverage in these countries. Gavi?s role and ambition in
acute emergencies is better articulated and support has been expanded from
refugees to ensure provision of immunisation for displaced populations. As a result,
the name of the policy is now changed to Fragility, Emergencies and Displaced
Populations Policy .
At its meeting in May 2022, the Programme and Policy Committee ( PPC ) reviewed
the proposed new policy , highlighti ng it provides better clarity, address es issues
that were previously missing, and strengthen s the ability to be responsive in volatile
contexts. The PPC commended the consultative process followed to review the
policy , particularly the external, independen t evaluation and comprehensive
stakeholder engagement.
With 40% of zero dose children concentrated in fragile settings, the FED policy is
one part of Gavi?s broader organisational response to cater for the unique
challenges brought about by fragility and conflict. Operationally, a dedicated team
focusing on fragile and conflict -affected countries has been created, with increased
prioritisation , higher risk appetite and differentiated engagement. Efforts are also
underway to cement partnership s with key humanitarian, civil society , and local
actors, enabling integrated delivery of services to the most vulnerable populations.
SUBJECT : REVIEW OF FRAGILITY , E MERGENCIES , R EFUGEES
POLICY
Agenda item: 07
Category: For Decision
Report to the Board
22 -23 June 2022

1



Board -2022 -Mtg -02-Doc 04


Section A: Executive Summary
At its December 2021 meeting, the Gavi Alliance Board reviewed and approved
the Financial Forecasts for (i) Gavi (excluding COVAX) for the Strategic Period
2021 -2025 ( Gavi 5.0 ) and (ii) COVAX Advance Market Commitment ( COVAX
AMC ).
This paper presents the updated Financial Forecasts for Gavi 5.0 and COVAX
AMC (2020 -2023) including the impact of the additional Gavi 5.0 investment priorit y
presented for decision at this Board meeting and the outcome of the April 2022
Break COVID Now Summit . Further, solely for compl iance with the Programme
Funding Policy and to enable the Secretariat to allot funding , an initial financial
forecast for the 2026 -2030 Strategic Period (Gavi 6.0) is presented for the first time
based on existing programmes .
While many risks remain elevated and this uncertain environment continues to
require close monitoring of assumptions and frequent updates to the forecast as
risks may evolve and materiali se, at this point there are no material changes to
the approved expenditure s in the Gavi 5.0 financial forecast although certain
activities have been rephased to reflect 2021 performance . The consequences of
implementing key strategic initiatives during a global pandemic may continue to
impact 2022 disbursement levels and the pha sing of this financial forecast, which
the Secretariat considers ambitious but achievable, has been carefully considered
as part of the reforecast. The key assumptions underpinning the financial forecast
reflect the Secretariat?s continued assessment that while routine immunisation
programmes are at risk of disruption from the pandemic and implementation of
COVID -19 immunisation programmes, implementing countries continue to
demonstrate resilience and strong commitment to these programmes .
The future direct ion of the C OVID -19 pandemic is uncertain. While COVAX? s
challenge is to ensure it is ready should any of the WHO pandemic scenarios come
to pass, we are at a new juncture in that vaccine supply is readily available. COVAX
is adapting and providing differentiated support in line with the national plans,
priorities and coverage targets of each AMC country. The COVAX AMC forecast
has been updated to reflect the new commitments made at the April 2022 Break
COVID Now Summi t that will enable COVAX to provide urgent delivery support for
lower -income countries , ensure dose donations can be shipped and administered ,
and enable Gavi to launch the Pandemic Vaccine Pool. COVAX is currently
?resizing and rephasing? its portfolio to meet the latest demand context from
countries (working closely with the Market -Sensitive Decision s Committee (MSDC)
SUBJECT : FINANCIAL UPDATE, INCLUDING FORECAST
Agenda item: 04
Category: For Decision
Report to the Board
22 -23 June 2022

Report to the Board
Board -2022 -Mtg -02-Doc 05 -Annex A

Annex A: Interim Approach to Paediatric Support

This section provides an update on the interim, time -bound, policy approach on
paediatric vaccination support for children aged 5 -11 valid until June 2022.

The Office of the COVAX Facility, in close consultation with other COVAX partners,
established an interim, time -bound, approach to allocate paediatric vaccines for
children aged 5 -11 fro m April to June 2022 in response to several time -sensitive
demand and supply considerations. Several AMC participants that had achieved high
coverage or demonstrated high absorptive capacity requested paediatric doses from
COVAX and signaled that if COVAX was not able to meet this demand they would
consider buying paediatric doses through bilateral deals at their own expense
(potentially incurring health expenditures in the order of ~US$ 1-1.5 billion 1). In
aggregate, the initial expressed demand was equiv alent to approximately 150 million
doses. In view of the potential availability of Pfizer donated doses that may otherwise
have gone to waste, a decision was taken for COVAX to facilitate access of paediatric
doses for the sub -set of AMC participants expre ssing demand by requesting donors
convert commitments for adult doses to paediatric formulation to meet this demand on
a short -term basis, pending formal governance review and approval of a longer -term
approach. Given the urgent need to respond to particip ants? requests, this approach
was discussed and endorsed by the Chairs of the PPC, Board, and AFC as well as
the Vice Chair of the Board in late March 2022. Separate from this interim approach,
if there is demand from SFPs for paediatric doses and supply f rom donations that are
eligible to go to SFPs, COVAX intends to serve as a channel to allocate these
donations.

Based on feedback from the Chairs and partner consultations, the interim approach
included defined guardrails in terms of timing (until Jun e 2022), supply (meeting
whatever demand there was through donated Pfizer doses ? the only vaccine currently
with EUL and a SAGE recommendation for this age group), and demand, namely
1) Pfizer -eligible participants with >40% primary series coverage; 2) pa rticipants
proactively expressing demand; 3) participants making progress towards vaccinating
(with primary series and boosters) higher priority groups in the WHO prioritisation
roadmap; and 4) participants with demonstrated capacity to continue delivering EPI
vaccines through routine immunisation. It was also agreed that participants would not
be able to use COVID delivery support (CDS) funding to support the administration of
these paediatric doses. Syringes suitable for the paediatric formulation would b e
substituted for the adult formulation syringes that would otherwise have been
purchased for this volume of doses, and in principle, donors would cover the syringe
and other ancillary costs.??

To formali se demand requests for the interim approach, Expression of Interest forms
were sent to 26 participants in early April 2022 , all of whom had previously proactively
requested paediatric doses from COVAX and had already achieved or were expected
to achieve greater than 40% primary series cover age of their total population by
mid - May 2022 . Of those, 23 responded and 18 requested approximately 120 million
doses to be delivered between May and December 2022, although it should be noted
that demand is skewed heavily toward a few participants. Base d on a review of the
demand in the context of implementation feasibility as well as status of higher priority

Report to the Board
Board -2022 -Mtg -02-Doc 05 -Annex B

Annex B: Supporting Considerations for a Future COVAX -Supported Paediatrics
Program me and Risks and Trade -offs

Supporting considerations related to Option 2 ?

Paediatric vaccine supply : At present, there is one vaccine product (Pfizer) which has
received WHO EUL and SAGE recommendation for administration to children aged 5 -
?11 and which could be readily available through COVAX; currently there are no
vaccines with WHO EUL or SAGE recomm endation for administration in children
under 5. In addition, although the Moderna vaccine has not yet received EUL or SAGE
recommendation for use in under 12s, the EMA has approved a 6 -11 year paediatric
indication that is the same formulation as the boos ter already available through the
COVAX Facility. Subject to national policy, it is possible that countries could decide to
use Moderna booster doses they have received through COVAX for a paediatric
vaccination program me. The products available and expect ed over the next months
come with program matic challenges including UCC requirements (Pfizer), the
management of paediatric vs. adult formulations, and the availability of syringes.
Regarding devices, Pfizer requires a 0.2ml and Moderna a 0.25ml dose ? vol umes
without readily available supply of AD devices - and will require COVAX to provide 1ml
RUPs as an alternative (in line with WHO guidance). Several other products across
different platforms (mRNA, inactivated, ad -based, protein subunit) are undergoing
regulatory review and awaiting SRA, WHO EUL or SAGE recommendation in the short
and medium term (i.e. mid 2022 and 2023), broadening the supply options to meet
existing and future demand.

Paediatric vaccine demand from COVAX AMC participants: The AMC pa rticipants that
sought COVAX support for paediatric vaccination in the first few months of 2022 would
be covered by the interim policy approach. While there are no specific estimates,
additional demand from COVAX participants is expected to materialise in the coming
months as participants follow the policies and practices of high -income -countries
(HICs), countries in their respective region, and highly absorptive countries, to direct
resources to vaccinate children in parallel with their continued efforts t o reach their
higher priority populations. This trend will accelerate as additional vaccines for 5 -11
and as vaccines for younger age groups (under 5 -year -olds) receive WHO EUL and
are recommended by SAGE. Option 2 would seek to meet demand whilst also put ting
in place limited guardrails to ensure focus on higher priority population groups is
reinforced and avoid displacing routine immunisation .

Public health impact of paediatric vaccination: The WHO SAGE roadmap for
prioritising use of COVID -19 vaccines advises the administration of primary series and
boosters to higher priority groups, such as older adults, immunocompromised persons
or health care workers, before reaching medium and lower pr iority groups, such as
children and adolescents. The rationale for this is that globally, there are fewer
symptomatic infections and cases of severe disease and death in children than in older
adult age groups; the burden of long COVID also appears lower a mong children
compared to adults. However, benefits of vaccinating children go beyond direct health
benefits, such as positive psychosocial benefits and minimising school disruptions and
consequently disruptions to parents and society at large. 22 Paediatri c vaccine
effectiveness data in the context of Omicron indicates that immunity against infection
wanes rapidly but, as for adults, protection against severe disease is

Report to the Board

Board -2022 -Mtg -02-Doc 05 -Annex C

Annex C : COVAX Reporting Framework
Section A: Update on Gavi?s COVAX Facility and COVAX AMC Monitoring,
Evaluation and Learning (MEL) strategy

The table below provides some of the key highlights and updates on progress against
the core elements of Gavi?s COVAX Facility and COVAX AMC MEL Strategy since the
December 2021 Gavi Board.

MEL
strategy
component
Key activity Highlights / update ( June 2022)
Cross -
cutting
COVAX Theory of
Change
Refined and updated core theory of
change reflecting 2022 strategy developed.
Nested theories of change will also be
utilized by the independent evaluators as
part of their theory -based evaluation.
Monitoring COVAX Reporting
Framework
Reporting against COVAX Reporting
Framework made available for PPC and
Board.
Refined COVAX Reporting Framework to
reflect strategic shifts for 2022. The
framework may be further refined over the
course of 2022 to reflect further evolutions
in programming / strategy.
Complementary
monitoring to
COVAX Reporting
Framework
COVAX Facility, Gavi Secretariat teams
and core COVAX partners continue to
monitor aspects of the Facility and AMC to
a much greater extent beyond the metrics
currently captured in the topline Reporting
Framework. E xamples include:
? Vaccine Delivery Partnership outputs
focusing on absorption rates and other key
delivery metrics;
? Monitoring of operational progress
across subgrants funded through COVID19
Delivery Support;
? Other operational metrics and
analyses across supply, allocation,
deliveries and in -country implementation
gathered internally.
Core country
monitoring and
re porting on
COVID -19 /
COVAX
COVAX continues to utilise the WHO -
UNICEF electronic Joint Reporting Form
COVID -19 module (monthly reporting)
launched in March 2021 to gather core
reporting from COVAX participants.
Despite improvements over time, reporting
completeness continues to be an issue.

1



Board -2022 -Mtg -02-Doc 03


Section A: Executive Summary
This is the second report to the Board on progress in implementing Gavi?s
2021 -2025 strategy and associated risks 1, and the first update reporting
against the new Gavi 5.0 measurement framework. This report provides
quantitative updates on a limited numbe r of strategy indicators for which new data
is available 2 as well as a more qualitative perspective of progress across the four
Strategic Goals.
2021 was the first year of the new Gavi 5.0 strategic period and focused on
preventing backsliding of routine immunisation in light of the COVID -19
pandemic, as well as establishing strategic and operational alignment
towards achieving Gavi 5.0 goals 3. As discussed by the Board at its retreat in
April 2022, the pandemic has placed an incredible strain on immunisa tion
programmes, contributing to a 2.7 million 4 increase in the number of zero -dose
children across Gavi -57 eligible countries in 2020 . Routine immunisation has
continued to show some level of disruption in 2021 as countries have tried to ramp
up COVID -19 vaccinations, particularly in the second half of the year. Equity gaps
are widening, reversing the pre -pandemic hard won gains. As a result, Gavi?s
mission i s both more important and more challenging than ever.
As the Alliance enters the second year of Gavi 5.0, focus is shifting to
?executing for impact? against the backdrop of continued COVID -19 related
disruptions. In 2022 the focus is on supporting in -coun try programming to both
sustain coverage and stretch to reach zero -dose children. For example, India and
Pakistan are going through their Full Portfolio Planning (FPP) process, putting
unprecedented efforts on identifying zero -dose children and missed comm unities
and developing targeted strategies to reach them. In addition, up to 40 countries
are expected to apply for the Equity Accelerator Funding (EAF) to help reach zero -

1 Associated risks refer to the top risks described in the 2021 Risk & Assurance Report . The AFC
update on risk management provides a more detailed update on majo r changes in Gavi?s risk profile
since the Risk & Assurance Report was discussed in December. 2 Noting that the WUENIC coverage data for 2021 will not be released until July 2022, and therefore
a more comprehensive update on Strategic Goals 1 and 2 will be provided at the next Board
meeting 3 For example, through the development of new guidelines and application materials to help
strengthen country programming, the realignment of existing funding streams, and the creation of
a new dedicated funding stream targeting zero -dose children and missed communities (the Equity
Accelerator Fund (EAF)) 4 Coverage across Gavi -57 eligible countries, WUENIC, July 2021
SUBJECT : STRATEGY, PROGRAMMES AND PARTNERSHIPS:
PROGRESS , RISKS AND CHALLENGES
Agenda item: 03
Category: For Guidance
Report to the Board
22 -23 June 2022

Report to the Board
Board -2022 -Mtg -02-Doc 04 -Annex A

Annex A: Implications/Anticipated Impact
General Overview: Forecast Process and Governance including anticipated
impact

Impact on countries
Approval of the Financial Forecast enables funding to be allotted to programmes in
accordance with the Programme Funding Policy.

Risk implication and mitigation, including information on the risks of inaction
Determination of Gavi?s financial capacity to approve the recommended decisions
relies on the Financial Forecast.
Risks that may impact the reliability of the financial forecast are described below, as
well as the mitigation strategies in place to address these risks.
One of those risks arises from exposure to foreign currency exchange rate
fluctuations. In the forecast, non -USD pledges are valued at their USD equivalents
using the Bloomberg spot exchange rates when compiling the forecast (consistent with
the approach agreed with donors) or, where hedged, at the hedge rate. Pledges are
hedged progressively.
Gavi?s Cash and Investments Reserve provides a cushion for adverse fluctuations in
resources and expenditures. Gavi can also decline or defer funding re quests based
on resource availability.
Risks associated with the financial forecast and mitigation
Factors that may impact the expenditure forecast include:
Demand volumes can vary significantly based on small changes in country
introduction assumptions . While the introduction assumptions made in the current
forecasts leverage the information readily available, there remains an inherent high
degree of uncertainty on these assumptions. In addition, the assumptions on
introduction timing are often dependen t on projections of when a country will no longer
be eligible for new Gavi support. This forecast represents the application of the current
Board approved Eligibility and Transition Policy. Changes or exceptions to this policy
could vary demand significant ly.
Price forecasts reflect expected market dynamics specific to each vaccine. The point
forecast represents a moderate most likely scenario estimate among a range of
possible estimates and reflects information available at the time of preparation.
The forecast includes assumptions for supply availability as currently anticipated and
assumes no widespread or macro impact to supplier capacity or pricing, based on the
outcome of recent tenders and no indications to date of any widespread disruption to
suppliers which could impact Gavi?s core vaccine programmes . The impact of long
term disruption to supply or input prices from the Ukraine/Russia?s conflict is currently
assessed as low and the Secretariat is actively working with partners to mitigate risk

Report to the Board
Board -2022 -Mtg -02-Doc 04 -Annex B

Annex B: Financial Forecast Detail Gavi 5.0
1. Expenditure to meet country demand
1.1 The expenditure estimates in this June 2022 (v19.1) forecast are based on the
latest vaccine cost forecast (version 19.0), issued in August 2021, adjusted as
of March 2022. The forecast reflects all previous funding decisions of the Board.
It incorporates updated implementation assumptions bas ed on latest
information regarding country readiness and vaccine supply availability.
1.2 The overview of projected expenditures (below) illustrates the scale -up of
country demand, with Gavi -funded expenditure having reached an average
level of US$ 1.9 billion per year in 2016 -2020. Based on the current vaccine
investment strategy and approved Gavi 5.0 expenditure forecast, this will
increase to US$ 2.1 billion per year in the 2021 -2025 period.
Figure 1: Evolution of expenditure

The increase of expenditures from the last strategic period (2016 -2020) to the
current (2021 -2025) results primarily from expanded programmatic support 1,
partially offset by the impact of countries that will transition out of Gavi support.
1.3 Country co -fina nced & self -financed amounts are shown at the top of each bar.
Total co -financed and self -financed amounts for 2016 -2020 amounted to
US$ 0.7 billion and US$ 0.9 billion, respectively (with a yearly average of
US$ 0.3 billion, per year, including both amounts). These amounts are
estimated to increase to approximately US$ 1.1 billion, US$ 2.3 billion and
1 YF EYE strategy, extension of IPV support across Gavi 5.0 (including rollout of IPV 2 nd dose),
expansion of HPV program and increase in cash -based support ( including Equity Accelerator Funding ,
increases in PEF -related expenditure and institutionali sing post -transition support & exploring MICs )
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
2,200
2,400
2,600
2,800
3,000
3,200
3,400
3,600
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Expenditure Estimates 2016 - 2025 (US$ millions)
Secretariat Partners Cash Based Programmes
Vaccine Programmes Other Programmatic New Investments (for decision)
Country co-financing Transitioned country Total GAVI funded
2021 -25 average per year
$2.1 bn Gavi
Country (co -financed + self -financed) $0.7bn
Gavi funding
Co -financing
2016 -20 average per year
Gavi $1.9 bn
Country (co -financed + self -financed) $0.3 bn
Countries s elf -financing*
*Country self -financing includes India

Report to the Board
Board -2022 -Mtg -02-Doc 04 -Annex C

Annex C: Financial Forecast Detail Gavi 6.0
The Gavi Programme Funding Policy requires that :
a) As a prerequisite to the approval or endorsement of any new programme, an
amount of Qualifying Resources shall be set aside to fully cover all commitments
arising in the period from the start of the then current year through the next two
calendar years (th e Defined Period): 2022 -2024;
b) The Secretariat shall also provide the Board with a projection of commitments
arising and Qualifying Resources in the three years subsequent to the Defined
Period, so that the Board can take into account the longer -term implications when
considering the funding of new programmes: 2025 -2027
c) The Board or EC may from time -to -time approve a financial forecast for a period of
between five and ten year s within the limits of which the Secretariat is authorised
to allot funding to programmes for up to a 5-year period at the time of allotment or
other period as the Board or EC may specify for the continuation and adjustment
of funding for existing programm es and for new programmes
1. To ensure compliance with the requirements of the Programme Funding Policy
and enable the Secretariat to allot funding in accordance with the Multi -Year
Approvals for up to a 5 year period the table below provides a year -by -year view
of the cash outflows to meet the needs of existing and future programmes, and
the resource inflows t o meet those needs, highlighting the two 3 -year periods
relevant to the Funding Policy: 2022 -2024 and 2025 -2027.
Figure 1: Projected Expenditure (2022 -2027)

2. The outer years of the rolling six -year period includes the first two years of the
next strategic period. Therefore, the Secretariat has prepared a draft high -level
estimate of the next strategic period forecast expenditure incorporating the
continuation of existing programmes only to enable the Secretariat to provide
Multi -Year Approvals to existing programmes and not prejudge future Board
considerations of Gavi 6.0 strategic investments.
Cash flow basis, US$ millions 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Total Expenditure to meet demand* 1,892 1,915 2,155 2,143 2,329 1,759 1,662 1,484 1,416 1,489
Qualifying Resources available 1,622 2,108 2,170 1,984 2,437 1,727 1,802 1,723 1,615 1,690
Additional available / (required) - for year (270) 193 15 (159) 108 (32) 141 239 200 201
Additional available / (required) - cumulative 90 284 298 139 247 215 356 594 794 995
2024 2027
Six-year period
* Expendi ture from 2026 onwa rds i s ba s ed on conti nua ti on of exi s ti ng progra mmes onl y

Report to the Board
Board -2022 -Mtg -02-Doc 04 -Annex D

Annex D: Financial Forecast Detail COVAX AMC
Figure 1: COVAX AMC Resources

Qualifying Resources Overall cash Qualifying Resources are US$ 12.3 billion . This
reflects the new US$ 1.7 billion pledges from the April 2022 Break C OVID Now
Summit . There was a US$ 253 million decrease to the past resources primarily due to
IFFIm?s Gearing Ratio drawdown l imit and adverse foreign exchange impact . Of the
US$ 12.3 billion pledged, US$ 10.2 billion has been received, US$ 9.4 billion relating
to vaccine procurement and ancillary costs and US $0. 8 billion relating to delivery
support.
IFFIm Proceed s have come down by US$ 69 million to reflect the COVAX portion of
the gearing ratio drawdown li mit (currently 73%) across both Gavi 5.0 and COVAX
resources (US$ 144 million) despite a US$ 75 million increase from two direct pledges
that were converted to IFFIm pledges after December 2021.
The European Investment Bank ( EIB ) Loan has been hedged and will be swapped
on a quarterly basis . The proceeds and repayment now reflect the hedged rate, which
results in a US$ 40 million lower value than the rate used in the previous forecast. This
is a frontloading capacity consideration only, and does not impac t total Qualifying
Resources. The COVAX AMC Financial Forecast only considers the EUR 440 million
AMC portion of the loan, as the balance relates to SFPs.
Dose -sharing and cost -sharing initiatives are key factors in COVAX achieving
vaccine coverage targets . While both initiatives are excluded from the Gavi financial US$ million, cash-flow basis 2020-2023
Prior
Forecast
Dec 2021 Board
Change
upon updating
estimates
Phase III
Investments
New
Forecast
June 2022 Board
Resources Available
New contributions - Phase III - - 1,690 1,690
Direct contributions - Vaccines 8,875 (216) - 8,659
IFFIm Proceeds (projected) 1,153 (69) - 1,084
Subtotal Vaccines (projected) 10,028 (285) - 9,743
Direct contributions - Delivery 799 32 - 831
Subtotal Delivery (projected) 799 32 - 831
EIB Loan Proceeds 537 (40) - 497
BMGF Loan Proceeds 300 - - 300
Investment Income, etc. 1 - - 1
Total Inflows 11,665 (293) 1,690 13,062
EIB Loan Repayment (537) 40 - (497)
BMGF Loan Repayment (300) - - (300)
Qualifying Resources (US$) 10,828 (253) 1,690 12,265
$10.8 bn ($0.3 bn) $1.7 bn $12.3 bn

1



Board -2022 -Mtg -02-Doc 01e


Section A: Introduction
Nine recommendations are being presented to the Board under the Consent
Agenda for consideration. Detailed information on the items can be found in the
relevant Committee paper s in a dedicated folder on BoardEffect at:
https://gavi.boardeffect.co.uk/workrooms/6459/resources/190583
Section B: Actions requested of the Board
The Gavi Alliance Board is requested to consider the following recommendat ion s
from the Gavi Alliance Governance Committee , Audit and Finance Committee and
Programme and Policy Committee.
Decision One ? Board Committee Chair Appointments

The Gavi Alliance Governance Committee recommend s to the Gavi Alliance
Board that it:

Appo int Anne Schuchat as Chair of the Programme and Policy Committee
effective 1 July 2022 and until 31 December 2023.
Decision Two ? Board and Committee Member Appointments

The Gavi Alliance Governance Committee recommend s to the Gavi Alliance
Board that it:

a) Appoint Deena Schiff as an Unaffiliated Board Member in the seat currently
held by Helen Rees effective 1 July 2022 and until 30 June 2025 ;

b) Appoint Aamer Ikram of Pakistan as Board Member representing the
implementing country constituency in the seat currently held by Faisal Sultan
of Pakistan, effective immediately and until 31 December 2023 ;

c) Appoint Won Do -yeon as Alternate Board Member representing the Republic
of Korea on the donor constituency anchored by the United States in the seat
currently held by Takeshi Akahori of Japan, effective immediately and until 31
December 2023 ;

SUBJECT : CONSENT AGENDA ? UPDATED AS AT 20 JUNE 2022
Agenda item: 01 e
Category: For Decision
Report to the Board
22 -23 June 2022