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Phase II (2006-10)

GAVI’s first strategy (2006-2010) covered a period of significant innovation and changes


Detailed review

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:

On 1 January 2009, GAVI was established as an autonomous international organisation in Switzerland with privileges and immunities under a new Swiss Host State Act.
  • 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 Alliance extending its support to health systems strengthening and civil society organisations.
  • Several fundamental policies and programmes were introduced, including co-financing, gender, and eligibility as well as innovative financing mechanisms such as the Innovative Finance Facility for Immunisation (IFFIm) and the Advance Market Commitment (AMC).

Strategic goals

Four strategic goals (SG) underpinned Phase II:
SG1: contribute to strengthening the capacity of the health system to deliver immunisation and other health services in a sustainable manner.

SG2: accelerate the uptake and use of underused and new vaccines and associated technologies and improve vaccine supply security.

SG3: increase the predictability and sustainability of long-term financing for national immunisation programmes.

SG4: increase and assess the added value of GAVI as a public-private global health partnership through improved efficiency, increased advocacy and continued innovation

Workplan, activities, outputs

To keep the 2006-2010 strategic plan on track, the Alliance developed a work plan listing activities for 2007, 2008 and 2009-10. 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.