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Annex A: Implications and Anticipated impact
Risk implication and mitigation
Given the Gavi 6.0 Measurement Framework is comprised of a small number of
outcome -oriented indicators, it will not provide a complete picture of Gavi 6.0 strategy
implementation and results. To mitigate this, Gavi will monitor and report against a
broader set of operational metrics through the Gavi Leap Master Dashboard (GLMD),
with accountabilities for the Secretariat, partners and countries and complemented by
learning from evaluations, studies, and assessments (see Annex C).
A key risk to monitoring performance through the Gavi 6.0 Measurement Framework
and for the conduct of evaluations are gaps in data availability and quality, as recently
highlighted by a Gavi audit on immunisation data processes and the Evaluation
Function Review. This may be exacerbated by reductions in official development
assistance (ODA), which may affect routine health information systems and household
surveys. To support strengthened measurement, Gavi’s funding guidelines encourage
countries to invest in measurement activities to support their management of
programme performance. In addition, as previously discussed with the PPC, Gavi may
consider more regular use of lighter, cost -efficient measurement investments —
including potential use of the Solutio ns Fund — to strengthen measurement of key
immunisation programme outcomes and address critical data gaps in a subset of
countries and as a catalytic opportunity with other funders (e.g., Global Financing
Facility, Gates Foundation).
Targets are being proposed under uncertainty. The Gavi Leap places country
ownership at the centre of how Gavi resourcing is used, and thus country ambition will
be more fully understood once countries submit applications for support. As Gavi’s
support to countries is additive to country health budgets, broader fiscal constraints
and reductions in ODA could affect the systems needed to deliver and expand the
reach of immunisation services. Fragility and conflict are also increasing, and sudden
declines in i mmunisation coverage in one or two countries can materially affect
portfolio -level progress, as seen in Gavi 5.0. These risks are mitigated by linking
target -setting to operational considerations and the best available forecasts and
scenario analyses, and by maintaining transparency on key assumptions that need to
be realised in order to achieve targets, which the Secretariat will monitor and share
with the Board alongside the GLMD reporting. Key programmatic assumptions include:
• Additional country funding needs do not emerge that require shifting funding
away from currently anticipated programming.
• Country choices within vaccine budgets do not lead to cessation of existing
vaccine programmes or significantly diverge from forecasted demand for new
vaccine introductions and preventive campaigns.
• Countries, including those with pooled funding mechanisms, continue to
prioritise reaching zero -dose children despite reductions in their Gavi cash
grant ceilings.

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Annex B: Gavi 6.0 mission and strategy performance indicators and proposed targets



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Further rationale for the proposed targets

Note: It is proposed to use 2025 as the baseline for Gavi 6.0 mission and strategy targets, as it provides a reference point for
tracking progress across 2026 -2030. Coverage data to establish baselines for 2025 will not be available until the July 2026
rel ease of WHO/UNICEF estimates of national immunisation coverage (WUENIC), thus some baselines will be defined later
this year. For many indicators, 2025 baseline estimates may be revised as new data become available in future years; the
level of ambition wi ll be preserved as targets are expressed as relative improvements. See Annex A for assumptions that
must hold for the Alliance to meet its targets.

Indicator Baseline (2025) Target (2030) Rationale
Mission indicators
M1 Under -five child mortality
reduction
TBD 10%
reduction
Vaccine -preventable diseases now account for an estimated 14% of
under -five child deaths, so Alliance efforts to further reduce all -cause
child mortality may be modest. A target of a 10% reduction in U5MR is
proposed, aligned with ambition from Gavi 5.0.
M2 Future deaths averted N/A 8-9 million
deaths
averted
Target set as part of the commitments in the Gavi 2026 -2030
Investment Opportunity. The recommendation is to maintain this
ambition as fundraising continues, noting reaching the target could be
challenging at current funding levels.
M3 Future DALYs averted N/A 380 -420
million DALYs
averted
Target closely aligned with the target for future deaths averted,
calculated using similar methodology from the VIMC
M4 Additional zero -dose
children reached
N/A 4-5 million
children
The target of reaching an additional 4 -5 million children who would
other wise become zero -dose is commensurate with a 10% reduction in
the number of zero -dose children between 2025 and 2030 .

To establish this target, s tructured conversations with Gavi country
teams supporting 18 countries with the highest numbers of zero -dose
children suggested a target of a 2 -8% reduction in the number of zero -
dose children would be realistic given operational realities. To ensure
ambi tion remains high but operationally achievable, an overarching

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Annex C: Gavi Leap Master Dashboard Indicators

1. Introduction
The Gavi Leap Master Dashboard (GLMD) Indicators are the key set of ‘operationally
focused’ (inputs, implementation, outputs) indicators from the Gavi 6.0 Execution
Framework which will help Gavi monitor whether it is on the right path to achieve the
Gavi 6.0 strategy targets. These indicators are tied to key Gavi Leap and strategic
interventions and have either Secretariat, partner or country accountability. These
indicators are a sub -set of the broader Gavi 6.0 Execution Framework, which is the
full set o f all indicators monitored by Gavi Alliance for the new strategy period. The
indicators in the GLMD will provide more timely information on progress arising from
actions taken by the Secretariat, partners or countries, while the Gavi 6.0
Measurement Framew ork indicators reflect longer -term programmatic results and the
impact of Alliance efforts. Most partner indicators have been brought in from the
Partner Accountability Framework (PAF), and similarly Country Indicators often reflect
indicators aligned with the Grant Accountability Frameworks (GAF) where relevant,
these indicators are noted as PAF or GAF in the list below.
The draft list of indicators may evolve as indicators are operationalised and any further
feedback is received from the Alliance. Calculation methodologies, data sources,
reporting frequencies and targets are currently being defined. It is also expected t hat
some indicators may evolve as Gavi moves through the Strategy and Grant lifecycles.
Some indicators will be monitored throughout the full strategic period and others at
specific phases of grant cycle. For example, in first 1 -2 years of the strategy
pro gramme design and grant application related indicators will be monitored, whereas
from 2028 onward grant implementation and programme results related indicators will
be monitored.
An interactive dashboard allowing for deep dives and trends of results is currently
under development to display GLMD indicators. As mentioned in Annex A, key
contextual factors that impact programmatic assumptions (e.g. country demand for
Gavi supported v accines, fragility & conflict, and health expenditure) will be
transparently tracked and shared alongside the Gavi Leap Master Dashboard. Results
of the Gavi Leap Master Dashboard indicators will be shared regularly with leadership
and governance committee s (replacing Gavi 5.0 Balanced Scorecard) and reporting
to the committees and Board an initial set these indicators will occur in the Fall 2026
governance cycle.

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Annex D: Early identified Gavi 6.0 learning areas (non -exhaustive)


Timeline for evidence needs
scoping and implementation
Programme / Policy / Learning area 2026 2027 2028 2029 2030
A. Gavi 5.1 learning activities close out x
B. Statutory measurement activities (e.g. vaccines
impact modelling) x x x x x
C. Board -linked decisions and approved learning agendas
a. Commencing 2026 -2027
1. Grant Management Reform (GMR),
including progress on implementation of key
strategies and policies and early lessons
learned (e.g. VPOP, funding architecture ,
partnership )
x x x x x
2. Optimising vaccine delivery strategies and
platforms (incl. campaigns, integration and
life course)
x x x x x
3. AVMA evaluability x x x
4. Vaccine -specific (including VIS 2018, 2024
programme decision -making and
optimisation):
x x x x x
- Tuberculosis vaccine x x
- Measles -rubella vaccine x x
- Mpox vaccine x x
- Malaria vaccine x x x x
- Diphtheria vaccine x x
5. Incorporation and optimisation of AI for real -
time assessment x x x x x
b. Commenc ing 2028 -2030 (TBC through annual
prioritisation)
Grant Management Reform implementation and
effectiveness: x x x
- Health Systems Strategy, MDB Multiplier x x x
- Fragile & Humanitarian approach x x x
- Eligibility, Transition and Co -financing policy x x x
- Cash grant / HSIS policy x x x
- Country Vaccine Budgets and policy x x x
- Programmatic prioritisation (VPOP/cash) x x x
Vaccine -specific (including VIS 2018, 2024
programme decision -making and optimisation):
e.g. tuberculosis vaccine, dengue vaccine
x x x

Gavi and Global Fund evaluation team proposed activities
Activity Description Tentative Timeline
1. Coordinated work planning (evaluations and
function -strengthening activities)
Continue to coordinate across evaluation workplan development and
implementation and explore opportunities to strengthen the evaluation
functions. This includes shared Work Plans (WPs) and indicating
opportunities for joint/collaborative evaluation, strengthening functions
aligned with common themes identified in Evaluation Function Review/audit
etc.
• Ongoing –quarterly check -ins + ad
hoc updates when WPs updated;
• Q3 -Eval. Function strengthening
touch base post Gavi and the
Global Fund Programme and Policy
Committee/Strategy Committee
2. Explore possible shared quality assurance
mechanism
Explore if and where there is mutual benefit to a shared External Quality
Assurance (EQA) pool of providers.
• Ongoing –quarterly check -ins
• Q3 – update per EQA Request for
Proposals outcome
3. Shared learning on evidence, data,
evaluation methods, actions
Continue to share learnings across the evaluation cycle, including aligning
on methods/approaches, processes, implementation opportunities and
challenges, and insights applicable to cross -organisational learning.
• Ongoing –planned 3x per annum
• Use of AI in evaluation –learning
exchange session in Q2
4. Collaboration on specific evaluations ( Note:
requires relevant committee approval of
workplans)
As the Malaria evaluation is scoped, consult with the Global Fund to explore
opportunities for collaboration given scope, questions, timing, use cases.
When the Global Fund WP is developed further collaboration will be
considered.
Ongoing –next touch point late Q2
5. Supplier ecosystem reform with increased
shared Service providers
To resume in 2027 in light of the shifting supplier landscape and will focus on
relevant evaluations from 2027 onwards.
Pending –Q1 2027
Board Meeting, 1 -2 July 2026

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Annex F : Mapping of key issues and response to Gavi and Global Fund
assessments
This document presents a comparative summary of key issues emerging from Gavi’s
Evaluation Function Review (EFR) and MOPAN assessment (2024) and the 2026
Global Fund Office of the Inspector General (OIG) audit of the Evaluation and Learning
Office (ELO). See Table 1. below for a detailed analysis of convergence/divergence
across issues identified and Gavi’s response.
Many of the issues identified in the Global Fund OIG audit align with those identified
through Gavi’s 2024 Evaluation Function Review (EFR), and noted to some extent in
the 2024 Gavi MOPAN report, including:
• Evaluation function’s mandate and purpose lack sufficient clarity and need
sharpening to better guide the functions.
• Current oversight arrangements are inadequate , requiring more fit -for -
purpose governance.
• Balance between independence and usefulness needs consideration , with
more emphasis needed on elevating utility.
• Operating model needs consideration (i.e. use of external suppliers,
Quality Assurance) , as external supplier model does not fully support
high -quality, value for money or timely evaluations and Quality Assurance (QA)
can be fragmented and inconsistent.
• Opportunities to strengthen learning , with insufficient utilisation of findings
and limited senior engagement ( TGF absence/delay in learning; Gavi exists but
needs strengthening).
• Evaluations miss key decision windows and require better alignment with
organisational cycles (although Gavi’s period of review was significantly
impacted by C19).
• Systematic tracking of evaluation management responses should be
strengthened , as at the time of the OIG report, systematic tracking at the
Global Fund on management responses had just started and will be reported
to the Strategy Committee in 2026, whereas Gavi notes tracking exists but
needs strengthening.
Three critical success factors identified for an effective evaluation function in the
Global Fund ELO Audit, aligned with key findings in the Gavi EFR and some of the
2024 MOPAN Assessment were: i) a clear mandate is essential, ii) a robust operating
model , and iii) appropriate oversight framework, are needed.

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Subject Collaboration with the Global Fund
Agenda item 15
Category For Information

Following the Joint Technical Briefing on 30 June, the Gavi and Global Fund
Secretariats will provide a debrief at their respective Board meetings in early July,
summari sing the feedback received to date, and outlining proposed next steps.
The purpose of each individual Board session is not to revisit the detailed content
covered during the Joint Technical Briefing, but rather to build on that discussion and
support alignment. This session will provide Board members with an opportunity
for a forward -looking exchange and to share any additional guidance that may
be valuable as the collaboration moves into implementation.
For detailed materials related to the Gavi –Global Fund collaboration, Board members
are invited to refer to the documentation shared in advance for the Joint Technical
Briefing .
Additional information available on BoardEffect

Appendix 1: Gavi-Global Fund Taskforce Roadmaps

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Subject Review of Decisions
Agenda item 16
No paper

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Subject Closing Remarks
Agenda item 17
No paper

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Report of the Chief Executive Officer

24 June 2026

Dear Members of the Board,

The past two years have been among the most challenging in global health in recent
memory, and Gavi has not been immune to these pressures. Throughout this period,
we have responded with urgency, discipline, and a clear focus on adapting to a rapidly
changing environment.

In 2025, we advanced an ambitious agenda across multiple fronts: recalibrating our
Gavi 6.0 strategy, delivering a successful replenishment, reforming our country
operating model, reshaping and streamlining the Secretariat, and strengthening our
external e ngagement. I am pleased to report that, six months into 2026, these efforts
are translating into tangible implementation and results.

This report provides an overview of our progress over the past 12 months, the
challenges that remain, and the priorities ahead. It also marks the first Board report
following the conclusion of the Gavi 5.0/5.1 strategy period and therefore includes a
revie w of our performance against those strategic objectives. The report is structured
around four areas:

• Delivery against Gavi 5.0/5.1 strategic goals.
• Status of the Gavi 6.0 replenishment .
• Progress on the Gavi Leap transformation, 6.0 execution and reform agenda.
• Key challenges and matters for Board consideration.

As we look ahead, there is renewed cause for confidence. A leaner, more agile
Secretariat is bringing the Gavi Leap reforms to life, an Alliance that has reset and
renewed its roles and responsibilities will help to focus our collective efforts, while our
reformed country operating model is accelerating delivery of the recalibrated Gavi 6.0
strategy. We enter this next phase with strong momentum, grounded in the
achievements of the Gavi 5.1 period and focused on delivering greater impact for the
countries and communities we serve.

This progress is a testament to the dedication of Secretariat staff and the leadership
of my Executive Leadership Team and of course the Gavi Alliance partners . I am
deeply grateful for their commitment to Gavi's mission and to making the Gavi Leap a
success. I also thank the Board for your guidance and stewardship during a period of
significant change.

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Subject Strategy, Programmes and Partnerships
Agenda item 02b
Category For Information

Executive Summary
This paper provides an update on the clos e of Gavi 5.0/5.1, as the Alliance
transition s into the Gavi 6.0 strategy period (2026 – 2030) . Future editions of the
Strategy, Programmes, and Partnerships paper will focus on the rollout and
implementation of Gavi 6.0 with a few additional updates on Gavi 5.0/5.1 where new
data and additional information become available (such as WHO and UNICEF
Estimates of National Immuni sation Coverage for 2025) , combined with updates on
the Gavi Leap reforms .
Across the strategic goals (SGs) , th e Alliance remains largely on track against
Gavi 5.0/5.1 targets. In SG1 , t he cumulative target of 82 routine introductions for
5.1 is significantly surpassed , with 110 introductions over the period . The
revitalisation of the human papillomavir us (HPV) vaccine programme and the rollout
of malaria vaccines , both programmatic ‘must wins’ for Gavi 5.0/5.1 , have also
surpassed targets. Vaccine preventable outbreaks remain a risk for the Alliance
with 2025 witnessing 66 outbreaks, a record number. In comparison, 2024 saw 48
outbreaks. Following the Board decision to ramp down IPV support to former Gavi
eligible countries, a few countries have signalled a need for time -bound extensions.
While many SG2 indicators will only become available with the release of WUENIC
in June 2026, the reduction in zero -dose children target is unlikely to be met ,
as previously reported to the PPC and Board . Another Gavi ‘must win’, t he Big
Catch -Up , delivered its strongest quarter to date to close out 2025 . As of 31 March ,
20.98 million children aged 1 -5 years have been reached with at least one catch -up
dose , representing 99.9% of overall programme target .
In SG3 , e xcept for six countries receiving waivers, all countries met their co -
financing obligations despite increased obligations in 2025 . In Gavi 6.0,
countries will continue to contribute increasingly larger shares of the financing
needed to sustain immunisation programmes and will require support in increasing
their domestic financing for immunisation.
In SG4, t he number of vaccine markets with acceptable levels of healthy
market dynamics increased to 11 in 2025, surpassing the target of ten . However,
demand uncertainties created by Vaccine Budgets and revised co ‑financing policies
may pose new market risks. Through an accelerated hexavalent switch
scenario , th e Alliance has an opportunity to signal a more ambitious demand
outlook , incentivising manufacturers to offer hexavalent vaccine at more accessible
prices while maintaining market health and supply security.

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Subject Financial update, including forecast
Agenda item 07
Category For Decision

Executive Summary
This paper presents the updated Financial Forecasts for Gavi 6.0, and Other Board -
approved funded programmes , for Board approval based on recommendation from
the Audit and Finance Committee (AFC) . S ince the December 2025 Board meeting,
the Secretariat has continued to operationalise Gavi 6.0 , including the ongoing
fina lisation of replenishment pledges ( resulting in a US$ 617 million increase to
Qualifying Resources), the communication of preliminary Vaccine and Cash
Budgets to countries , and aligning on Partner roles and responsibilities. In addition,
resources from the First Response Fund are being mobilised in response to the
Ebola Bundibugyo Virus (BVD) outbreak .
T he forecast also reflects t he outcome of the 12-13 May Programme and Policy
Committee (P PC) meeting , including the programming of US$ 189 million AVMA+
resources available to Gavi 6.0 programmes (subject to Board decision and subject
to meeting programme requirements, AMVA+ funding will free up resources for use
in vaccine procurement ) and the implementation of the Vaccine Budget policy and
prioritisation framework.
Gavi 6.0 forecast changes (2026- 2030): F ollowing the communication of the initial
Vaccine Budgets to countries in March 2026, support needs have been re-assessed,
and countries have had the opportunit y to request updates to their population and
coverage assumptions . Initial country requests for increases up to US$ 880 million
have been assessed via a cross-partner technical review process , benchmarking
requests against standard references for population, coverage, wasted and stock
buffer estimates . This, alongside other forecast changes (e.g. vaccine price
variance, vaccine dose needs for refugee populations) has resulted in a n increase
in validated Vaccine Budgets demand of US $ 333 million .
As available new resources for Vaccine Budgets are US$ 222 million
(US$ 139 million vaccine funding from AVMA+ and US$ 83 million from supply
credits held in a vaccine contingency ) there is a funding gap of US$ 1 11 million 1.
The prioritisation framework from the new Vaccine Budgets policy ( see Doc 09 ) has
been applied in accordance with the PPC guidance, resulting in US$ 1 84 million
allocated to new programme demand for 2026-2028. US$ 38 million remains
available to be allocate d to 2029- 2030 needs (estimated at US$ 14 9 million ) or other
urgent demand in Vaccine Budgets . The AFC noted the PPC recommendation that,
if a funding gap in guaranteed budgets and the Initial Self Financing (ISF) floor

1 Within guaranteed budgets and the floor for Initial Self-Financing (ISF) countries in discretionary budgets.