Strengthening GAVI's Governance Processes and Structures in the Context of Convergence

1
Strengthening GAVI's Governance Processes and
Structures in the Context of Convergence
Presentation to the GAVI Board, Abuja December,
2004
2
Objectives and guiding questions
Key questions considered
General project objectives

• Is the current governance structure coherent and
  effective?
• Are roles and interactions of governance bodies
  clear and distinct?
• How should authority and decision-making be
  distributed across different bodies?
• Is the composition of governance bodies adequate?
• How can board processes be improved?
• What are the potential implications on governance
  of convergence and IFF?

1
Evaluate the current governance model of GAVI
2
Propose alternative governance models for GAVI
3
Governance sub-committee members
4
The process followed

• Interviewed around 15 people
• Surveyed around 40 people
• Conducted 2 workshops with sub-committee members

5
Summary of key recommendations

• Focus the Board on a limited number of issues,
  while delegating others
• Modify board representation for donor countries
• Drop the Vaccine Fund seat (at Board and EC
  levels)
• Combine the Research Institute and Technical
  Agency seats
• Continue with an EC, with broadly the same
  mandate and authority
• Add to the EC two seats for industry
  representatives from developed and developing
  countries
• Continue with a Working Group reporting to the
  GAVI Secretariat, changing its name to
  Secretariat Support Group (SSG)
• Use of a hybrid model for WG composition,
  primarily based on skill but reflecting the
  partner composition of the alliance. Eliminate
  the VF seat. Add seat for technical agency

Roles and composi-tion

• Strengthen the role of the Board Chair, and of
  the Executive Secretary as Board/EC secretary,
  and clarify the role of Board members
• Adopt explicit rules and procedures for
  decision-making, such as consensus agreement, no
  objection voting, and simple voting
• Reduce the use of Board Teleconferences
• Adopt an e-mail-based, no objection voting
  system for selected topics requiring Board or EC
  decisions

Processes
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Contents

• Roles and Composition
• Governance Processes

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Performance assessment of GAVI Board
Selected results from survey
Average response (1 poor, 4 distinctive)
Area
Response distribution
1
Strategic planning
2
Expertise and decision-making capacity
3
Partners objectives reflected in GAVIs plan
4
Support to fund raising
5
Monitor commitment and stimulate alignment
6
Board evaluation of own performance
Poor
Fair
Good
Distinc-tive
Number of answers in each category Source Gov
ernance survey, October 2004
8
Definition of GAVI's Board functions
Suggested Board functions
The Board is the governing body of the alliance
and expresses the highest political commitment of
partners
9
Monitoring commitment and stimulating alignment
among partners
Objective
Recommendation
Develop new "strategic framework" for the alliance

• Agree and specify the roles and responsibilities
  of the different partners and the scope of the
  workplan

• Reflect partner's commitments towards the
  objectives of the alliance
• Capture
• Secretariat's activities
• Administration and oversight of VF funded
  programs
• Value-added activities
• Activities that help partners work together
• Resource mobilization plans

Expand scope of the GAVI work-plan
10
Evolution of GAVI Board composition
Membership (number of seats)
The Vaccine Fund
19
18
1
Non-OECD countries
1
1
1
1
NGO
14
3
3
1
OECD countries
2
2
Developing countries
3
1
1
Foundation

• UNICEF (2 seats)
• WHO (2 seats)
• The World bank (2 seats)
• Gates Foundation
• OECD industry
• RD institute
• Technical agency

10
10
10
2000
2002
1999
One act as Board chair, rotating between
UNICEF and WHO. Includes ex officio seats of
UNICEF and the World Bank Source GAVI Board
minutes, team analysis
11
Proposed modifications to Board composition
12
Functions performed by EC are necessary, but
there are improvement opportunities
Selected results from survey
Average response (1 poor, 4 distinctive)
Questions
Response distribution
1
Is EC required

• Continue with EC, but
• Clarify respective functions

2
Assessment of EC's first year
2.4
3
Definition of EC's roles and respon-sibilities
2.0
Number of answers in each category Source Gov
ernance survey, October 2004
13
Sub-committee suggests to review and expand EC
composition
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Recommendation for Working Group - the
Secretariat Support Group

• Selection criteria primarily based on capacity to
  contribute given technical skill and knowledge
• Selection of members ensuring appropriate
  participation from GAVI partners

• Primary focus on supporting GAVI secretariat
• GAVI workplan
• Issue identification and preparation of EC and
  Board agendas
• Technical matters
• Country programs

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Contents

• Roles and Composition
• Governance Processes

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Timeline for Board meeting preparation
2 months
Time beforenext Board meeting
1 month
15 days
10 days
Mate-rials are sent to par-ticipants
Materi-als aresent to secretariat
Agenda draft dis-tributed
Agenda is set
Board meeting
Board meeting

• Circulate proposed agenda based on outstanding
  issues and proposals from partners

• Collect reactions and suggestions

• Set agenda
• Participants to develop materials to be discussed
• Submit materials to the secretariat

• Distribute Materials
• Prepare individual meetings

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Responsibilities of Board chair
Source Team analysis
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Responsibilities of Secretary of the Board
Source Team analysis
19
Responsibilities of Board/EC members
Source Team analysis
20
Rules and procedures for decision-making
Preference
Consensus agreement

Presence for discussion and decision-making
required
No objection voting
Simple majority voting

Alternative decision-making can be used
E-mail based voting
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END
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Back Up
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Summary of other proposals submitted for approval

• Ensure that vacant Board seats are filled on time
• Ensure true constituency representation by asking
  each constituency to provide periodical written
  reports
• Maintain the IRC mechanism as currently defined.
• Maintain and even strengthen ICCs.
• Continue the use of ad-hoc and temporary groups,
  when required, to handle specific topics

• Limit and frame agenda points to prevent
  excessively broad and diverse agendas
• Distribute materials with sufficient time in
  advance
• Provide selected staff support to some Board
  members that might require this service,
  especially developing countries
• Provide an introductory Board book to new Board
  members, for quick reference and understanding of
  GAVI issues
• Adopt a formal process of recapitulation of
  decisions taken at the end of each Board and EC
  meetings
• Improve meeting reporting, still focusing on
  board decisions, but providing more detail on the
  discussions
• Adopt a performance evaluation system for
  governance bodies, with the help of periodical
  internal/external reviews

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Current definition of role of executive committee

• GAVI EC functions
• Report on proposed strategic priorities to the
  full Board and make recommendations regarding
  their adoption
• Based on approved priorities, guide and oversee
  the process of strategic planning and the
  development of the GAVI work plan
• Report to the full Board on key ongoing strategic
  and operational issues facing the Alliance
• Report to the full Board on progress and
  outcomes, ensuring alignment with strategic
  objectives and values in a transparent manner
• Review and act on recommendations of the IRC on
  country proposals, and request payments from The
  Vaccine Fund between full Board meetings
• Report to the full Board on any major issues or
  conflicts arising from a systematic review of
  Alliance strategies and plans vis à vis the
  strategies and plans of The Vaccine Fund
• Be responsible for any other functions delegated
  to it by the full Board

As included in the proposal presented and
approved by the Board Source Proposal for
improved GAVI Board operations. Annex 3, 11th
GAVI Board meeting, July 2003
25
Executive committee alternative 1 more
detailed mandate
Functions
Composition

• Bill and Melinda Gates Foundation

1

• Richard Klausner

• Support the Board in setting strategic vision and
  direction trough its own discussions and the
  generation of recommendations to the Board
• Guide and oversee the strategic planning process
  through the definition of objectives and
  milestones and the development of the GAVI
  workplan together with the GAVI secretariat
• Support the Board in alliance coordination and
  conflict resolution
• Monitor and report to the Board on key ongoing
  strategic and operational iss-ues in the
  Alliance and on the progress and outcomes of the
  alliance workplan
• Review and act on recommendations of the IRC on
  country proposals, and request payments to the
  Vaccine Fund between full Board meetings
• Execute other tasks related to the functions
  listed above delegated to it by the full Board.

Functions are those currently defined for the EC
(some wording modifi-cations)
Only VF seat eli-minated due to conver-gence

• Carol Bellamy/
• Kul C. Gautam

2

• UNICEF

• The World Bank Group

• James Wolfensohn/
• Jean-Louis Sarbib

3

• Lee Jong-Wook (Chair)

4

• WHO

• Government of developing countries

• Francisco F Son-gane(Mozambique)

5

• Government of industri-alized countries

6

• Montasser Kamal
• (Canada)

• Tore Godal

• GAVI Secretariat

26
Executive committee alternative 3 replace EC
by two permanent sub-committees
Functions
Composition (illustrative)

• World Bank
• UNICEF
• WHO
• OECD country
• Developing country
• Technical/RD institute

• Review and act on recommendations of the IRC on
  country proposals, and request payments to the
  Vaccine Fund between full Board meetings

Country program sub-committee
Total 6
Composition (illustrative)
Functions

• Support the Board in setting strategic vision
  and direction trough its own discussions and the
  generation of recommendations to the Board
• Guide and oversee the strategic planning process
  through the definition of objectives and
  milestones and the development of the GAVI
  workplan together with the GAVI secretariat
• Monitor and report to the Board on key ongoing
  strategic and operational issues in the Alliance
  and on the progress and outcomes of the alliance
  workplan
• Support the Board in alliance coordination and
  conflict resolution

• World Bank
• UNICEF
• WHO
• OECD country
• Developed country industry
• Developing country industry
• Gates Foundation

Opera-tions sub-committee
Total 7
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Alternatives for working group role and
composition
Make WG purely skill-based
Make WG Representation-based
Continue with Hybrid model

• Set pre-allocation to GAVI partners is dropped
• GAVI secretary names WG members, requesting
  Board approval
• Selection criteria should be based on capacity to
  contribute given technical skill and knowledge

• Enforce today's allocation of seats
• Add two more seats
• Additional developing country
• Developing country industry

• Selection criteria primarily based on capacity to
  contribute given technical skill and knowledge
• Selection of members ensuring appropriate
  participation from GAVI partners

• Primary focus on
• GAVI workplan
• Issue identification and preparation of EC and
  Board agendas
• Technical matters
• Country programs

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Scope of governance survey and interviews
Governance survey
In-depth interviews

• Aimed at collecting opinions and views on GAVI
  governance and reform opportunities

• Aimed at assessing governance performance and
  identifying opportunities
• Administered to Board, EC and Working Group
  members of GAVI, as well as to a selected group
  of current and former GAVI collaborators

People Interviewed

• Kul C. Gautam
• Pascal Villeneuve
• Joy Phumaphi
• Michel Zaffran
• Jean-Louis Sarbib
• Montasser Kamal
• Bruno Floury
• Sigrun Mogedal
• Richard Klausner
• John Lambert
• Suresh Jadhav
• Jean Stephenne
• Dave Williams

UNICEF UNICEF WHO WHO World Bank Canada France
NORAD Gates Foundation Chiron Serum institute
India Gskbio Aventis Pasteur GAVI
secretariat GAVI secretariat GAVI secretariat
Details of respondents Percent
100 28
Permanent Board Member
EC Member
Working Group Member
Former Board Member/GAVIcollaborator
Others
Rotating Board Member
Some respondents have multiple roles, which
are accounted for in the distribution. Not all
questions answered by all participants Others
include IRC members, Former WG members, others