gavi.org
06 -DEVELOPMENT AND INNOVATIVE FINANCE UPDATE
BOARD MEETING
Augustin Flory, Managing Director, Innovative Partnerships and Development Finance
1-2 July 2026, Geneva, Switzerland
Part A : Amendment
and utilisation of
the European
Investment Bank
(EIB) Frontloading
Facility

gavi.org
07 -FINANCIAL UPDATE, INCLUDING FORECAST
BOARD MEETING
David Sidwell, Chair, Audit and Finance Committee
François Note, Chief Financial Officer
1 -2 July 2026, Geneva, Switzerland
Classified as Internal
2
?Gavi 6.0 resource opportunities continue to be converted to Qualifying Resources
? Expenditure includes programmatic updates recommended by the PPC
? Drawdown on the First Response Fund to support the Ebola Bundibugyo Virus outbreak
Gavi 6.0 Resources US$10.2b
oAV M A forecast includes AVMA+
expenditure (funding Gavi 6.0
vaccine procurement for
qualifying programmes of up to
US$ 189 million)
o FRF forecast includes
US$ 50 million drawdown in
support of Ebola Bundibugyo
Virus outbreak
Gavi 6.0 Expenditure US$10.2b Other approved programmes
Key Forecast Highlights
o US$ 617 million Opportunities
converted into Qualifying
Resources, since December
o Opportunities to meet US$
10.2bn target are US$ 0.9 billion
o US$ 189 million AVMA+
resources available for
programming to fund eligible
Gavi 6.0 programmes upon board
approval o US$ 222 million additional
resources made available for
Vaccine Budgets
2, US$ 184 million
programmed for 2026- 2028
o US$ 80 million increase in Partner
support
1 including US$ 30 million
recommended by the partner R&R
review and US$ 50 million AVMA+
ecosystem support
o Key uncertainties highlighted
include unfunded vaccine demand
for 2029- 30 and the risk of higher
validated country needs
Board meeting, 1- 2 July 2026
1 subject to Board decision 2 AVMA+ US$ 139m 1 and US$ 83m from contingency

gavi.org
08 -GAVI RISK APPETITE STATEMENT
BOARD MEETING
Kelly Pendergrass
1-2 July 2026, Geneva, Switzerland
Risk Appetite Statement: Purpose and Background
2 Board Meeting, 1-2 July 2026
•The Risk Appetite Statement (RAS) is a key element of
Ga vi’s Risk Framework , reflecting the Board -approved
expression of the aggregate amount of risk exposure that the
Alliance is willing to accept in pursuit of objectives and
strategic goals
• It reflects the risk philosophy of the organisation and is at
the heart of its business model
• It guides strategy development and related investments in
risk mitigation processes
• A defined risk appetite statement helps to align people and
processes in pursuing organisational goals within
acceptable ranges of risk
• AFC has the responsibility to review the RAS and
recommend it for approval to the Board Gavi Alliance Risk Framework
Departmental Operational Risk Register - DTSS.xlsm

Board -202 6-Mtg -02 -Doc 11 1
Report to the Board
1-2 July 2026

Subject Strategic Approach on Campaign Optimisation
Agenda item 11
Category For Decision

Executive Summary
Preventive campaigns remain a critical vaccine delivery strategy under Gavi
6.0 . Depending on country choices, Gavi is set to invest up to US$ 99 7 million in
support of an estimated 12 7 preventive campaigns accounting for ~20% of the total
lives saved in the strategic period .1 However, persistent challenges continue to
limit campaign effectiveness and sustainability , especially in settings with
frequent campaign cycles. In that context, the Programme and Policy Committee
(PPC) requested in October 2025 that the Secretariat and partners develop a
broader strategic approach to improve campaign effectiveness for
consideration in H1 2026 that also defines and incentivises sustainable
alternatives to campaigns and recalibrates the campaign co -financing policy
approved by the Board in July 2025. At its 12 -13 May 2026 meeting, the PPC
supported the proposed approach , while emphasising the need to account for
different levels of system maturity across countries .
The new campaign approach aims to support a more optim ised and efficient
use of preventive campaigns to maximise impact within constrained resources.
The intent is that preventive campaigns adopt a more effective and efficient design
and delivery, relying less on standalone 2 and nationwide campaigns except when
appropriate, and contribute to strengthening immunisation systems, including
routine immunisation. The approach includes limited targeted investments
(estimated US $ 14-24 million ) to be absorbed within Gavi’s funding levers. It will be
iterative , capturing the learnings and emerging evidence , for continued optimisation
throughout Gavi 6.0 and beyond.
The approach has five focus areas, embedded in a Theory of Change:
• Efficient campaign design : promoting more efficient alternatives to
nationwide unintegrated campaigns through the consolidated funding
architecture, funding guidelines and single application process
• Campaign co -financing : adjusting co -financing rates for preventive
campaigns for more sustainable and integrated planning and delivery
• Digital solutions and electronic payments: accelerating transition to digital
payment s, making these the norm for stronger accountability and timeliness

1Vaccine procurement cost only, excluding operational cash support which is consolidated in the cash budget.
Based v23. 2 vaccine forecast. 2 Single intervention campaign focused on the delivery of a single Gavi -funded vaccine .

1


Board -202 6-Mtg -02 -Doc 12
Report to the Board
1-2 July 2026


Executive Summary
In July 2025, t he Board approved a new Fragile & Humanitarian (F&H)
Approach for Gavi 6.0 , anchored in seven key shifts . The new approach was
initially costed at an incremental US$ 530 million for the Gavi 6.0 period in addition
to investments of US$ 3.3 billion already planned in fragile and conflict countries in
Gavi 6.0 through vaccine support and the cash budget . The F&H approach entails
creation of a dedicated ‘Gavi Resilience Mechanism’ (GRM) to swiftly respond to
unforeseen, time -bound needs arising during the strategic period.
As part of the Gavi 6.0 recalibration, the Board reduced the incremental
funding to US$ 380 millio n in July 2025 , along with reductions to vaccine support
and the cash budget, bringing the total investments planned in fragile and
humanitarian settings in Gavi 6.0 to US$ 3 billion . The Board decided in December
2025 that ~US$ 100 million in co -financing waivers for countries affected by conflict
or humanitarian crises be accommodated within the US $ 380 m illion envelope . The
Board asked the F&H Alliance Advisory Group (AAG) to develop a proposal to
prioritise use cases covered under the F&H Approach ’s incremental funding .
The AAG assessed the use cases of the incremental funding against their
contribution to the F&H Theory of Change, alignment with the Gavi mandate , and
potential duplication with other funding channels . While AAG members expressed
broad alignment on the prioritisation across use cases, views were not unanimous.
Th e AAG engagement resulted in the following proposed adjustments :
• Retain six out of seven use cases with some adjustments to indicative
allocations , namely
o Catch up of missed communities (reduction from US$ 40 million to
US$ 30 million )
o Settings that require humanitarian programming (retained at
US$ 70 million) – part of the GRM
o Newly arising needs in chronically fragile settings and sub -national
pockets (reduction from US$ 35 million to US$ 15 million ) – part of the
GRM
o Middle Income Countries in the catalytic phase facing fragility or
emergencies (reduction from US$ 80 million to US$ 55 million) – part
of the GRM
o Emergencies including outbreaks not covered through existing
mechanisms (retained at US$ 110 million) – part of the GRM
o Provision for co -financing waivers ( retained at US$ 100 m illion )
Subject Prioritisation of use cases under the Fragile and Humanitarian
Approach for Gavi 6.0
Agenda item 12
Category For Decision

1


Board-2026-Mtg- 02-Doc 13

Report to the Board
1-2 July 2026

Subject Ukraine Fragility Support
Agenda item 13
Category For Decision

Executive Summary
This paper proposes to the Gavi Board that it exceptionally extend the support
for Ukraine across 2026-2027 under the Gavi Resilience Mechanism (GRM).
Following Ukraine’s classification as an upper middle -income country in 2025, the
Gavi Board approved an exceptional extension of fragility support to Ukraine through
June 2026, endorsing up to US$ 10 million (18 % of middle -income countries (MICs)
use case allocation under GRM funds ). While Gavi support in 2025 and early 2026
stabilised vaccine supply and prevented coverage declines amid conflict and
infrastructure damage, these gains are fragile. Ongoing war related disruptions ,
constrained financing, energy system attacks, and rising zero -dose prevalence
persist , and 2024 WHO/UNICEF estimates of national immuni s ation coverage
(WUENIC) indicate coverage remains insufficient to fully protect the population.
Without continued support, immunisation coverage is likely to decline, increasing
outbreak risks and potential regional health security implications.

Action Requested of the Board
The Gavi Alliance Programme and Policy Committee recommends to the Gavi
Alliance Board that it:
a) Approve, exceptionally: (1) a no cost extension of Ukraine’s US$ 10 million
fragility support as approved by the Gavi Board in December 2025, from
1 July 2026 until 30 June 2027; and (2) a costed extension of US$ 6 million
until 31 December 2027 contingent on additional funds being available
through a special programme to support Ukraine.

b) Request that the Secretariat explores alternative funding mechanisms to
finance the Gavi Board approved US$ 10 million fragility support to release
pressure from the funds in the Gavi Resilience Mechanism.

Next steps/timeline
The Secretariat will:
a) Work with the Government of Ukraine to develop proposals for: i) the no cost
extension period ending 30 June 2027; and ii) the costed extension to 31
December 2027, contingent on additional funds being available .

Board -202 6-Mtg -02 -Doc 14 1
Report to the Board
1-2 July 2026

Subject Gavi 6.0 Measurement Framework Targets
Agenda item 14
Category For Decision

Executive Summary
The 2026 -2030 strategic period entails operationalisation of Gavi’s most significant
reforms and the Gavi 6.0 Measurement, Evaluation and Learning (MEL) approach
is designed to systematically integrate the planning, implementation and use of MEL
activities to ensure that key decisions are evidence -based, and to provide timely and
flexible learning alongside implementation to course correct and adapt more quickly
and at scale. This paper provides updates on key elements of the Gavi 6.0 MEL
approach, includin g proposed topline targets for the Gavi 6.0 strategy, evidence
prioritisation process, and evaluation workplan and function reform.
Building on prior guidance provided by the Programme and Policy Committee (PPC)
and the Board’s approval of the proposed Gavi 6.0 mission and strategy
performance indicators at its meeting in July 2025, this paper proposes targets for
these indicators for Board decision in July 2026. An Alliance Technical Working
Group (TWG) comprised of representatives from Alliance constituencies advised on
target development. The proposed targets include relevant commitments made in
the Gavi 6.0 Investment Opportunity and an ambition consistent with a reduc tion the
number of zero -dose children by 10% during Gavi 6.0 . The proposed targets were
recommended for approval by the PPC in May 2026 , subject to final alignment
on targets for zero -dose children and inactivated poliovirus vaccine w ith the
TWG .
Closeout of Gavi 5.1 studies and evaluation activities is in finalisation and five priority
learning areas will be detailed out and prioritised as part of the Gavi 6.0 evidence
prioritisation approach . The Gavi 6.0 Evaluation workplan was approved by the
Board in December 2025 with two evaluations currently underway (i.e. Big Catchup,
Private Sector Innovation). With conclusion of the evaluation function component of
the Gavi –Global Fund Task Force on collab oration, the evaluation function reform
process for revising the Evaluation Policy for Gavi 6.0 is now underway . Gavi and
The Global Fund are sharing learning on recent independent assessments of their
evaluation functions and areas of convergence and divergence is provided.
Action Requested of the Board

The Gavi Alliance Programme and Policy Committee (PPC) re commends to the
Gavi Alliance Board that it :

a) Approve the Gavi 6.0 mission and strategy measurement framework targets ,
as amended by the PPC and subject to alignment on targets for the indicators

gavi.org
09 –VACCINE BUDGET POLICY
BOARD MEETING
Johannes Ahrendts
1-2 July 2026, Geneva, Switzerland
One Vaccine Budget for the entire 6.0 Strategic period
Countryobtains vaccines
within a set budget amount
at the start of the strategic
period
From:
Country applied for as
many vaccine programmes
as needed (if they had
capacity & could co-
finance) at any time
To :
Vaccine budgets make planning and budgeting more predictable and help guide countries to prioritise
US$ million
Country X
Gavi 5.0/5.1 Country X
Gavi 6.0
2
Board approved design in December 2025. Now hardcoding decision into policy and adding approach for annual review and update of Vaccine Budgets.
Board Meeting, 1- 2 July 2026

gavi.org
10 –HEALTH SYSTEMS
AND IMMUNISATION
STRENGTHENING POLICY
BOARD MEETING
Ombline Richard
1 -2 July 2026, Geneva, Switzerland
Updating the Health Systems and Immunisation
Strengthening (HSIS) Policy to align with the Gavi Leap
and introduction of Vaccine Budgets
2 Gavi Board Meeting 1-2 July 2026
Focus of
policy
update
Approach to
allocation of
Vaccine
Implementation
Support Follow
-up on
open items
from July 2025
Board Approval A B

gavi.org
11 –STRATEGIC APPROACH
ON CAMPAIGN OPTIMISATION
BOARD MEETING
Johannes Ahrendts,
Emanuele Capobianco
1 -2 July 2026, Geneva, Switzerland
Campaigns are essential to close immunity gaps, but
persistent challenges continue to limit their optimal use
2
Campaign monitoring tends to beweak, fragmented from routine immunisation and not
systematically used to inform corrective actions
Reliance on analogue systems for payments and campaign planning and implementation
contributes to implementation delays, loss and misuse of funds and security risks
Nationwide standalone campaigns are still predominant even where more efficient alternative
designs would be appropriate
Coordination among Alliance global, regional and country level partners needs improvements to
drive integrated campaign delivery strategies up to the last mile
Campaigns are often not integrated with other campaigns and withroutine immunisation
Countries have faced limited exposure to campaign vaccine costs
NON-EXHAUSTIVE, FOCUS ON CHALLENGES GAVI CAN ACT ON AMID FUNDING CONSTRAINTS
Board Meeting, 1- 2 July 2026

gavi.org
12 –FRAGILE AND
HUMANITARIAN APPROACH
BOARD MEETING
Alex de Jonquières , Alex Beecher
1 -2 July 2026, Geneva, Switzerland
Seven strategic shifts tailor Gavi’s delivery model to improve
effectiveness in Fragile & Humanitarian (F&H) settings
Strengthen and increase coverage with context-appropriate vaccines
Differentiate health systems support to missed communities and zero- dose children
aged 1- 5 years old
Institute new ways to direct vaccines and cash to missed communities
Support subnational settings and F&H settings in catalytic phase countries
Establish immunisation as a humanitarian health practice
Ensure a better equipped Gavi Secretariat
1
2
3
4
5
7
Create a dedicated ‘Gavi Resilience Mechanism’ 6
Board Meeting, 1- 2 July 2026 2

gavi.org
13 -UKRAINE FRAGILITY SUPPORT
BOARD MEETING
Thabani Maphosa
1-2 July 2026, Geneva, Switzerland
2 Board Meeting, 1-2 July 2026
2003
Gavi Support to Ukraine
HepB vaccine
6.9 million doses. US$ 3.5 million
Vaccine Introduction Grant (VIG)
CDS
US$ 9.4 million
C19 Programme 959,520 doses
(US$ 6.5 million)
C O VAX
13.2 million doses
US$ 99 million (vaccines +
Cold Chain Equipment -CCE)
MICs Fragility Support
US$ 8 million (US$ 6.5 million vaccine + US$ 1.5 million
Technical Assistance -TA
1)
Board Approved
GRM Fragility Support
US$ 5.8 million (US$ 4.9 million vaccine + US$ 888,000
Technical Assistance -TA )
2009 2021 2025 2024 2023 M AR
2026 JUN
2026
MICS NVI Support
US$ 950,000 HPV
Technical Assistance (TA)
Post Conflict Support 2022 - 2026
2022
1 – MICS TA grants end 30/06/2026