With a growing range of new vaccines coming on to the market and evidence that some countries simply could not sustain the significant increases in funding required to maintain immunisation programmes, Gavi's first-ever strategy incorporated a detailed review of how best to deploy its growing resources:

• Gavi added two new vaccines to its portfolio: pneumococcal and rotavirus
• A new vaccine investment strategy and a platform for accelerating the introduction of new vaccines in developing countries (Accelerated Vaccine Introduction) were developed
• It became increasingly clear that parallel investment was needed in health systems and delivery systems, with the Vaccine Alliance extending its support to health system strengthening and civil society organisations
• Several fundamental policies and programmes were developed and reviewed, including co-financing, gender, and eligibility as well as innovative financing mechanisms such as the Innovative Finance Facility for Immunisation (IFFIm) in 2005 and the Advance Market Commitment (AMC) 

STRATEGIC GOALS

Four strategic goals underpinned Phase II

WORKPLAN, ACTIVITIES, OUTPUTS

With a total budget of US$ 297 million available for the strategy's four-year life cycle, any given year in the Gavi strategy contained up to 100 activities. To help measure progress, these activities are reported against 17 outputs.

The 2010 Work Plan Report highlights the 2010 progress under each output. It is based on the reporting provided by WHO, UNICEF, World Bank, AVI TAC and the Gavi Secretariat. The paper includes an annex table summarising the progress per output against the 2010 work plan targets.