Multilateral Aid Review summary - Global Alliance for Vaccines and Immunisation (GAVI)

The GAVI Alliance was launched in 2000 to save children’s lives by scaling up immunisation in the poorest countries. GAVI is a public-private partnership that brings together governments, vaccine manufacturers, non governmental organisations, the Gates Foundation and other multilaterals.

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Contribution to UK development objectives	Strong
	+	GAVI plays a critical role in the delivery of MDG 4. It has significantly increased finance for vaccinations and substantially improved vaccination coverage of new and underused vaccines above bilateral/WHO and UNICEF efforts.
	+	Leading role in innovative financing
	+	Significant results. Immunisation coverage at the highest level ever in GAVI eligible countries.
	+	Management committed to delivery of results, some evidence of a gap between policy and implementation, but significant response to evaluation findings.
	+	Health systems strengthening support has delivered less well, but steps to improve delivery are taking place.
	+	GAVI works in high number of fragile states and adapts it policies and programme implementation to deliver appropriate support
	_	Does not have a specific fragile state policy.
Organisational strengths	Strong
	+	Highly cost effective health intervention. Appropriate administration costs (4%) and evidence of pro-actively seeking and achieving a reduction in partners’ costs.
	+	Significant declines in vaccine prices have been achieved by aggregating demand. Vaccines are prioritised and selected on strict criteria for health impact and cost effectiveness.
	_	Procurement could be further strengthened and prices could have been brought lower earlier by more deliberate supply strategies.
	+	GAVI has an inclusive partnership structure involving governments, civil society organisations, private sector partners both at the Board and country level.
	+	GAVI’s leadership is strong; good HR policies in place. Evaluation and lesson learning is a core strength of GAVI.
	+	Strong financial oversight including a proactive Finance and Audit Committee, an internal  Auditor appointment and a robust Transparency and Accountability Policy
	_	Weaker performance on monitoring and tracking of cash based programme financial resource management.
Capacity for positive change	Very likely
	+	Evidence from past reforms is that GAVI is a highly responsive, innovative and lesson learning organisation and scope for future reform is judged to be high.