In 2010, the GAVI Alliance Board approved a second five-year strategy to support its mission and a business plan to guide implementation
GAVI's second five year strategy (2011-2015), approved by the GAVI Board in June 2010, draws on lessons from the previous 10 years and sets the roadmap for the next stage of the Alliance's mission: completing the introduction of pentavalent vaccines and accelerating the delivery of a new generation of life-saving vaccines, in particular rotavirus and pneumococcal, to developing countries.
It also lays the groundwork for the achievement of GAVI's objectives beyond 2015.
The 2011-15 strategy has four goals, each supporting GAVI's overall mission:
The 2011-2015 strategy also includes two cross-cutting areas: Monitoring and Evaluation, and Advocacy, Communication and Public Policy.
Stepping stones to a strategyDevelopment of the new strategy kicked-off at the 2009 GAVI Partners' Forum in Hanoi, Vietnam. From November 2009 through to April 2010, GAVI's Executive Office conducted a series of one-on-one and group interviews with all Board constituencies. To ensure maximum transparency: - an internal Secretariat task team and external advisory group were appointed;
- input was received from the Executive Committee of the Board, while consultations were held with the Programme and Policy Committee and the Audit and Finance Committee;
- feedback was requested from all Ministers of Health of GAVI-eligible countries;
- a web-based questionnaire was run from February to March 2010;
- consultations held at WHO/UNICEF regional meetings, with civil society organisations and with Expanded Program on Immunization managers from the Eastern Mediterranean region.
In reviewing the mission and strategic goals, the Board found that they were still largely valid and valuable. However, it decided to shift the goal on 'added value' to an operating principle and lift market shaping to the level of a strategic goal, providing a renewed focus to this key area of GAVI's work. |
Monitoring and evaluation
Monitoring and evaluation (M&E) is essential for improving performance and ensuring the Alliance is using its resources effectively.
M&E is a cross-cutting function and activities are conducted by the Secretariat, Alliance partners and countries themselves. GAVI has developed a Monitoring and Evaluation Framework and Strategy, which is intended to guide GAVI's work in M&E for the period 2011-2015.
As part of the Health Systems Funding Platform, a working group has developed a framework for the monitoring and evaluation of health system strengthening investments and a joint work plan for operationalising this framework in countries receiving support.
Advocacy, communications and public policy
Scaled-up communications and advocacy efforts are critical for engaging stakeholders. GAVI's advocacy, communications and public policy has three priorities:
- raise understanding of the value of health, immunisation and GAVI through enhanced communications and targeted media relations;
- mobilise and empower new networks of advocates to inform GAVI's policies, support fundraising and help achieve its strategic goals;
- engage in development aid policy settings to ensure endorsement of GAVI, immunisation and health.
Business plan
In November 2010, the GAVI Board approved a business plan designed to implement the strategy and ensure that GAVI's day-to-day activities deliver on its overall mission. The 2011-15 business plan includes:
