Concept Note: Organisation Strategy for Denmark s engagement with the International AIDS Vaccine Initiative (IAVI)

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1 Concept Note: Organisation Strategy for Denmark s engagement with the International AIDS Vaccine Initiative (IAVI) Strategic Questions How can Denmark best assist in keeping momentum in favour of investing in AIDS vaccines research and development for the use of people in developing countries? - Is development of an AIDS vaccine a development policy issue or should it be left in the hands of the pharmaceutical industry? What is the role of Denmark/donors in ensuring that IAVI prioritises strengthening of partnerships and research capacity in developing countries? 1. Introduction This strategy for the cooperation between Denmark and the International AIDS Vaccine Initiative (IAVI) forms the basis for the Danish contribution to IAVI and is the central platform for dialogue and partnership with the organisation. It follows the guidelines for short organisation strategies for organisations receiving less than DKK 35 million in annual contribution from Denmark. It outlines the Danish priorities for IAVI s performance within the framework established by IAVI s own strategy for The Danish strategy for IAVI follows the duration of the Danish organisation strategy for the sister initiative, the International Partnership for Microbicides (IPM) covering The present organisation strategy will be revised, if warranted by IAVI s strategy covering 2016 onwards. 2. Relevance and Justification of Future Danish Support The International AIDS Vaccine Initiative (IAVI) is a non-profit product development partnership (PDP) with a mission to ensure the development of an effective preventive AIDS vaccine. The greatest challenge in developing an effective AIDS vaccine is that the HIV virus rapidly mutates, which has led to great regional diversity. Consequently, a vaccine developed for one region, for example North America and Europe, may not prove to be effective in Africa where the burden of disease is highest. IAVI s research focuses on a new generation of vaccine candidates that What is a Product Development Partnership (PDP)? PDPs are non-profit organisations which generate resources and forge partnerships across public, private and philanthropic sectors to accelerate the development of new health tools and technologies that target diseases which affect developing countries disproportionally, such as HIV/AIDS, tuberculosis and malaria. PDPs bring together public and private partners with experts from academia with an ambition to stimulate private investments. PDPs collaborate with pharmaceutical and biotech companies to develop critically needed, but often not profitable, medical products for resource poor settings. According to data from a study conducted in 2008 scrutinising pharmaceutical promotion expenditures in the US, the industry spends twice as much on product promotion than it does on research and development. would be effective against all types of HIV circulating globally, with a focus on vaccines suitable for developing countries and at a cost that is affordable in resource-constrained settings. Currently, industry research into an AIDS vaccine is limited due to perceived uncertain return on investment compared to research and development cost. Denmark acknowledges the partnership with IAVI as very strategic and with the possibility of achieving ground breaking results in the future. There is a strong correspondence between IAVI s mandate and Denmark s development priorities and the Danish approach to the control of the AIDS pandemic. The support to IAVI s research into preventing HIV complements the Danish support to organisations which are more directly involved in service provision, advocacy and civil society mobilisation, in particular the Global 1 IAVI has recently commenced initial development of a new strategy covering 2016 onwards. 1

2 Fund to Fight AIDS, Tuberculosis and Malaria (GFATM) and UNAIDS. It also supplements the Danish assistance to the non-profit PDP, the International Partnership for Microbicides (IPM) 2 which develops HIV preventive methods that can also protect against other sexually transmitted infections and unwanted pregnancies Relevance to the international HIV/AIDS response With an estimated 35.5 million people living with HIV (2013), the AIDS pandemic remains a global health challenge in spite of remarkable increase in access to treatment, unprecedented international political commitment, resource mobilisation and civil society engagement. Every day 6,300 people become infected, and the daily death toll of AIDS is estimated at 4,300. With the advent of antiretroviral therapy (ARVs), an AIDS diagnosis is no longer a death sentence but rather a chronic condition. However, in a situation where more people become infected with HIV than the number of people eligible (and able) to access medicines, it is not possible to treat our way out of the pandemic. In addition, treatment is costly, particularly as patients move from the cheaper first line ARV treatment to more expensive second line treatment. However, current estimates show that even with the full scale up of existing HIV prevention tools, which include not only access to ARVs but also education, condom provision and adult circumcision, we will still not be able to truly end the pandemic. Only with a vaccine will we be able to Get to Zero, with even a modestly effective vaccine having a significant impact on the number of HIV infections over time 3. Is AIDS vaccine development cost effective? Vaccine development is by all standards a long-haul and costly endeavour. The discovery of the smallpox vaccine took 50 years. However, all infectious diseases which have been successfully eradicated have been so because of vaccine discovery. Vaccine development is estimated to be a much more cost-effective investment compared to expanding already existing technologies. According to conservative IAVI modelling projections, an AIDS vaccine with only 50% efficacy, which would reach as few as 30% of the population, would still avert 5.6 million new infections in low and middle income countries between 2015 and In an analysis of the benefits compared to the cost conducted by the Copenhagen Consensus Centre (2011) the authors conclude that AIDS vaccine development is cost-effective. The delivery of an AIDS vaccine is expected to have a significant positive impact on economic growth at regional level. The international community is firm in its support to the need for investment in vaccine development. Investing in AIDS vaccines as well as research in other health priority areas is essential to reduce poverty and inequality and thus for achieving the MDGs, in particularly MDG 6 (combatting HIV/AIDS, Malaria and TB) and MDG 5 (maternal mortality) but also to promote social justice. In 2011, world leaders gathered at the UN High Level Meeting on HIV/AIDS where they urged the General Assembly to accelerate research and development for a safe, affordable, effective and accessible vaccine and for a cure for HIV, while ensuring that sustainable systems for vaccine procurement and equitable distribution are also developed 4. In 2013, the joint UNAIDS and Lancet Commission: Defeating AIDS/Advancing global health emphasised that research towards an effective HIV vaccine and cure needs to continue apace 5. As IAVI is the only non-profit organisation devoted solely to AIDS vaccine research and development, it is the best placed partner for Denmark to respond to this call. 2 Microbicides are preventive technologies which are being developed to protect healthy people from becoming infected with HIV during sex. Some are being designed for women as a silicone ring, a gel or a foam to be inserted in the vagina, others for rectal use. 3 Modeling project UNAIDS, Futures Institute, IAVI, AVAC. 4 Gagnon M-A & Lexchin J (2008). The Cost of Pushing Pills: A New Estimate of Pharmaceutical Promotion Expenditure in the United States in PLOS Medicine 5 2

3 IAVI has a promising scientific track record: Since 2000, it has tested 15 new vaccine candidates in 26 clinical trials and has built strong clinical and laboratory networks in Africa and India. IAVI works with its partners in developed and developing countries to design, prioritise and prepare infrastructure for clinical testing of AIDS vaccine candidates. In 2013, IAVI and partners demonstrated cutting-edge progress in two priority areas of AIDS vaccine science 6. The new scientific knowledge generated from the testing of IAVI candidates will be used in vaccine design and creates a space for optimism. The work of IAVI has a positive add-on effect, beyond the immediate scope of IAVI. IAVI makes its research findings and results available to other research groups, thereby contributing to potentially faster development of a vaccine Synergy with Danish Priorities within the HIV/AIDS Response There is a solid concord between Danish priorities and IAVI s objectives. As expressed in The Right to a Better Life: Strategy for Denmark s Development Cooperation (2012), Denmark is determined to be at the forefront of international efforts to promote sexual and reproductive health and rights (SRHR), and in the response to HIV/AIDS. In the Strategy for Denmark s Support to the International Fight against HIV/AIDS (2005) emphasis is put on a comprehensive, evidence-based and balanced prevention-treatment response. An effective vaccine would be the optimal way to provide protection to people at risk of being infected with an incurable disease and thereby prevent a huge amount of human suffering and reduce the costs and burden on health systems and budgets. Another advantage of a vaccine is that it would free women (and men) from the difficulty of negotiating consistent condom use with a sex partner 7. A vaccine could protect them without exposing them to the risk of gender-based violence that often follows such intimate talks. This is particularly relevant for the most vulnerable population groups including sex workers and men who have sex with men (MSM). The Review of Denmark s Support to the Response to HIV/AIDS (2011) assessed IAVI positively and concluded that investment in vaccines was a strategically sound way for Denmark to contribute to preventing HIV and AIDS. Another priority of the Danish strategy is to reach vulnerable population groups through a rights-based approach. While first and foremost a research and advocacy organisation, IAVI also provides health services to the volunteering trial participants (more than 16,000 individuals since 2004). In line with the rigorous ethical standards that such bio-medical trials must adhere to, the participants are offered counselling, health information, HIV testing and referral to national treatment programmes in case of a positive test result. In addition, IAVI supported projects have tested more than 300,000 individuals for HIV. IAVI is engaged in identifying and reaching out to under-served population groups with services and advocating for their right to health care. These efforts are in direct alignment with the priority that Denmark assigns to gender equality and human rights in its development corporation. Denmark prioritises the need to address stigma and discrimination of vulnerable groups such as MSM, male and female sex workers and injecting drug users. IAVI s open and evidence-based work with these groups is of strong symbolic, political and health related value. This is exemplified through a new consortium to develop a network of research centres in Kenya and South Africa aiming to identify, follow and treat MSM. Furthermore, IAVI s research centre in Uganda covers a large cohort from the fishing communities; a group identified as highly underserved by HIV/AIDS and broader health care services in the 2013 evaluation of Danish, Irish and USAID support to HIV/AIDS in Uganda. 6 Those areas being broadly neutralising antibodies and replicating viral vectors. 7 Acknowledging that a condom provides protection against a wider range of sexually transmitted diseases. 3

4 Strengthening national health systems is another key component in the Danish HIV/AIDS strategy as well as in Addressing Capacity Development in Danish Development Cooperation (2011). IAVI builds clinical research capacity across Africa through the establishment of national research centres with highly skilled staff. These centres are learning environments for the national partners. More than 1,600 clinicians and laboratory staff have received training in good clinical practice and South-based junior investigators are increasingly being promoted to principal investigators or trial directors. This contributes to the retention of talented African researchers and clinicians. The creation of local academic opportunities through the global and regional research consortia is in line with Danish wishes to strengthen South-driven research. In a situation where most global health research including priority setting, management and first authorship is dominated by the North, there is a need to build capacity in the South. 3. Background and Lessons Learned 3.1. The Organisation Organisational background facts Headquarters New York, USA Regional offices Amsterdam, The Netherlands; Nairobi, Kenya; Johannesburg, South Africa; New Delhi, India Collaborations More than 100 in Europe, Japan, India, (academia, industry, Africa and the US governments) CEO Margaret G. McGlynn Human resources 155 employees located in the US, Europe, Africa, and India locations. Previous Danish funding : 15 M DKK : 7.5 M DKK 2010: 10 M DKK : 65 M DKK IAVI was established in 1996 as a not-forprofit PDP. In its early days, IAVI in line with the broader research community believed that the scientific challenges surrounding the development of a vaccine would be solved rather quickly. It therefore saw the main obstacle as how to get the required infrastructure ready for rolling out a vaccine in developing countries. As the optimism of a quick discovery weaned, IAVI shifted its focus towards identifying the gaps in existing commercial and non-commercial research, proposing to fill out those gaps and a focus on advocacy and establishment of new research partnerships. In IAVI s strategic plan covering three objectives are outlined: Accelerating the development of HIV/AIDS vaccines by identifying opportunities and gaps in the field and ensuring that IAVI invests its resources in areas that add most value; Harness partnerships to expand the diversity and number of novel AIDS vaccine candidates; and Building support for AIDS vaccine development. In the short term, IAVI is preparing a combination of novel vaccine candidates for efficacy trials. In the medium-term (5 years) it hopes to launch a new vaccine approach into clinical efficacy trials. IAVI also works to diversify and leverage its donor base, and seeks to broaden its collaborations with industry. Due to a generalised economic downturn and a certain inclination toward donor fatigue with respect to AIDS vaccine discovery, IAVI s financial prospects became uncertain and dropped around The senior management therefore initiated a restructuring process to create a slimmer and more cost-effective organisation. This change process was completed in The main components were: a reduction of spending by more than 20%; streamlining of programmes including the introduction of new portfolio management systems and more focused objectives in line with its IAVI Strategic Plan ; stronger financial controls to better track expenditures and grants management, and a new resource mobilisation 4

5 strategy to diversify its donor base. IAVI renewed its Board of Directors and its independent Scientific Advisory Committee in IAVI receives financial support from 12 government and multilateral agencies, including Denmark, the Netherlands, Norway, United States, United Kingdom, Ireland, Japan as well as private foundations, particularly the Bill & Melinda Gates Foundation. In-kind support is received from private sector companies including GlaxoSmithKline, Google and Bristol-Myers Squibb (see Annex 4 for details on funding) Denmark s Cooperation with IAVI The Danish Organisation Strategy for IAVI guides the cooperation between Denmark and IAVI. IAVI is a strategically important partner for Denmark in the HIV/AIDS response. However, IAVI is a relatively small partner for Denmark (in terms of annual Danish contribution) and Denmark is an important, yet smaller partner for IAVI in view of its overall budget and donor base. Denmark s engagement in terms of dialogue mechanisms reflects the size and scope of the Danish investment. Denmark is not represented on the IAVI Board or in other decision making bodies of the organisation. The Danish dialogue with IAVI s senior management takes place at the annual IAVI donor meeting, which provides a forum for up-date on progress and where Denmark is represented at technical level from the Ministry of Foreign Affairs. In addition, IAVI submits an annual PDP Funders Report to the donors along with its annual financial accounts. A meeting among the donors to IAVI is held back-to-back with the IAVI annual donor meeting, providing a forum for donors to share information and discuss views and positions. Bilateral meetings between the Ministry of Foreign Affairs and IAVI are held at a minimum every second year. IAVI meets regularly with the Danish resource base (NGOs such as the AIDS Foundation/AIDS-Fondet and researchers involved in HIV/AIDS and SRHR) Results of recent independent evaluations and assessments Several independent reviews of IAVI have been conducted over the recent years, including the Irish Aid Review of Support to Product Development Partnerships and the Review of Denmark s Support to the Response to HIV/AIDS (both 2011). The Danish review was in favour of the PDP modality and noted that vaccine development is a high-risk but high-return investment which only public sector institutions are willing to finance and recommended that the Ministry of Foreign Affairs considered increasing its funding to this purpose 8. The Irish review noted that IAVI continues to provide value for money. IAVI is contributing to building scientific and regulatory capacity and infrastructure in developing countries which should foster economic growth. The main problem raised in the Irish review was IAVI s funding gap. This was addressed in the subsequent strategic plan in which administrative costs were downsized. In an independent Evaluation of the International AIDS Vaccine Initiative , initiated by the World Bank, the conclusion was positive acknowledging that IAVI has been a leader in developing capacity in the developing world for clinical trials, and for helping to enable trials to be carried out effectively, efficiently, and to high ethical standards. The evaluation noted, however, that there was room for improvement with regards to benchmarks to measure how IAVI compares to other organisations and to the relatively high turnover among key personnel. The organisational reform which was concluded in 2012 addressed these issues by establishing measurable benchmarks and by developing and investing in standardised recruitment policies and retention strategies. 8 This was done through an extraordinary grant of 7.5 million DKK in

6 3.4. Priority Areas and Intended Results of Danish Support Denmark s assistance to IAVI will be part of the ambition to control the AIDS pandemic and to promote a human rights-based approach towards groups who are most vulnerable to HIV infection. The Danish Organisation Strategy proposes to focus on IAVI s contribution to The Right to a Better Life and to the Danish HIV/AIDS strategy. It is proposed to build on the following three Danish priority areas (the last two being the mandatory focus areas): Priority Area 1: Support the research in and development of AIDS vaccine candidates to be used in developing countries. Objectives include: Continued progress in the clinical pipeline of AIDS vaccines relevant for parts of the world with the highest burden of HIV and strengthening of research capacity in developing countries and of South-driven research capacity. Priority Area 2: Efficiency, effectiveness and added value of IAVI including institution reform process (mandatory). Objectives include: Promotion of the optimisation of IAVI s systems and resources; support to IAVI s own capacity to respond timely to and to continue to work in partnership with academia, industry, civil society as well as a diversified group of donors. Priority Area 3: Efforts to combat corruption and misuse of funds (mandatory). Objectives include: To ensure increased rigour and transparency in the management of funds through the consistent implementation of the quality management system and standard operating procedures in accordance with the organisation s Code of Conduct, Conflict of Interest Policy and Whistle-blower Policy Preliminary Budget Overview 9 The budget for the Danish contribution to IAVI for the coming four years is shown in the below tables showing scheduling of commitments and annual releases. Commitment in DKK millions Total 15 Annual releases in DKK millions Core funds 5* Earmarked funds Total 5* * Committed in 2012 (15 million DKK for ). Denmark provides un-earmarked, core funding to IAVI. As indicated in annex 3, IAVI currently has a strong and diversified donor base but most of the donors offer earmarked funding. Only 25% of funding is unearmarked. It is the un-earmarked, core support which provides flexibility, enabling IAVI to make databased decisions and to follow science quickly in new directions Monitoring and evaluation (M&E) Following the organisational restructuring process, IAVI has adopted a centralised M&E system that includes a performance framework and performance targets, which are mapped to IAVI s strategic goals and annual work plans. The adjunct indicators have also been revised in order to measure annual 9 The numbers for are subject to parliamentary approval. 6

7 organisational achievements as well as broader impact against the strategic plan and to support its Value for Money proposition. IAVI collects project progress data on a quarterly basis and reports to donors on an annual basis through its Annual Funders Report. All financial records are audited annually by a certified public accountancy firm to ensure compliance with US Generally Accepted Accounting Principles. IAVI also conducts an annual risk assessment for all of its partner grants Monitoring of Danish Priorities Denmark will not develop a new set of M&E indicators but will align to IAVI s own strategic framework. Based on the existing framework, an outline of a Danish monitoring framework is attached in Annex 2. Referring to this framework the Ministry of Foreign Affairs will report on the present Organisation Strategy. Reporting will draw on IAVI s annual report and the indicators listed herein as well as the on-going dialogue between the Ministry of Foreign Affairs and IAVI s senior management Risks The following risks of relevance for the Danish support have been identified and will be monitored: Lack of success in identifying effective AIDS vaccines: Failure is always a possibly outcome in research and development and roll-out of an effective vaccine is not around the corner. But it is closer than it has ever been and significant scientific progress has been made over the past couple of years. Denmark believes in the need to invest and engage on this matter with a long-term and risk willing perspective. Sustaining momentum for investment in AIDS vaccines: If we are to end AIDS and the human suffering induced by the AIDS epidemic in developing countries, it is critical that the momentum for investing in vaccines relevant to developing countries is maintained. Denmark s partnership with IAVI takes point of departure in the recognition that identifying an AIDS vaccine is a long and risky haul. Denmark will remain a partner in this journey and support the on-going efforts of IAVI and other partners to advocate for sustained resource flows, including by facilitating communication to/with a broader, non-technical audience. Financial management: The high number of collaborating and implementing partners plus the procurements required to set up research infrastructure in low-income settings expose IAVI s operations to risks, including attempted financial fraud or funds not being used for their intended purposes. This risk is being mitigated by rigorous procedures where all clinical trials and, as a new measure, development sites have to report to the Global Quality Assurance Unit. This procedure is backed up by systematic internal safety audits, and by reviews conducted by external regulatory and ethics bodies. 7

8 Annex 1: Overview of IAVI Financial expenses in US$ Research and Development Expenses 2012 Expenses As % of total Applied research 24,525,940 Preclinical development 8,833,142 Clinical trials 14,942,097 Cohort and site development 4,153,763 Research and Development 52,454,942 52,454, Fundraising 2,878,942 Vaccine advocacy, education 6,766,992 and policy/access General and administrative* 9,825,676 Other Expenses 19,470, Total Expenses 71,925, * 13% of total expenses. G&A costs cover indirect costs applied to support the entire organisation i.e. expenditures incurred in the day-to-day operations of IAVI which are not directly related to specific projects or programmes. This includes contributions to rent, utilities, insurance, office supplies, legal and management costs represents the latest audited financial accounts for IAVI. 8

9 Annex 2: Draft. Results matrix to monitor implementation of the Danish Organisation Strategy Framework based on IAVI s own M&E system. Goal Priority Area 1: Support the research in and development of AIDS vaccine candidates to be used in developing countries Objective 1: To expand the pipeline of AIDS vaccine candidates Objective 2: To strengthen the research capacity in developing countries and of South-driven research capacity Objective 3: Ensure that momentum remains high for financial support to investing in AIDS vaccines Intended Results (selected from IAVI s own monitoring framework) To develop AIDS vaccine(s) meeting the needs of the most vulnerable to HIV and AIDS, with partners across the world. Clinical pipeline of AIDS vaccine candidates expanded. Clinical and behavioural science research capacity in developing countries sustained and strengthened. Global investment in AIDS vaccines research and development and to the future accessibility of key populations to these vaccines is sustained. Indicators (selected from IAVI s own monitoring framework) 1) Number of active Phase I and II clinical trials; 2) Number of active AIDS vaccine efficacy trials. 1) % of clinical research centres and key staff meet necessary qualification standards to conduct clinical trials and relevant behavioural studies among key populations; 2) Number of active epidemiology, clinical research studies and relevant behavioural studies among key populations conducted. 1) Number of documented instances in which stakeholders, including national as well as international commitments, publicly endorse efforts to develop AIDS vaccines and to ensure access to them; 2) Number of documented instances in which stakeholders utilise IAVI policy outputs in support of sustained investments in AIDS vaccine research and development; Priority Area 2: Efficiency, effectiveness and added value of IAVI including institution reform process Objective 4: To assist IAVI in its efforts of adopting a leaner organisation structure IAVI s systems and resources optimised with regards to efficiency, effectiveness and added value. 3) Number of instances in which IAVI s voice and messages in support of AIDS vaccines research and development is reflected in international media. 1) Number of business improvements implemented to optimise IAVI s performance; 2) % of spending on general and administrative expenses of IAVI s annual expenses; 9

10 Priority Area 3: Effort to combat corruption and misuse of funds Objective 5: Continued improvement with regards to preventing financial fraud and to ensure that funds are appropriately utilised for their defined purposes To ensure increased rigour and transparency in the management of funds through the consistent implementation of the quality management system & standard operating procedures under the direction of the Global Quality Assurance Unit. 3) % of staff turnover on an annual basis; 4) IAVI maintains stable funding. 1) Results of internal controls conducted; 2) Results of quarterly reviews of clinical trial centre spending and on-site audits; 3) Results of annual financial audits. 10

11 Annex 3: IAVI Current Funding & Funding Forecast $ USD 000's Government & Multilateral 2014 Current Funding 2015 Forecast 2016 Forecast 2017 Forecast United States Agency for International Development $27,270 $27,270 $27,270 $27,270 Product Development Partnership Fund (Dutch PDP) 4,900 2,000 2,000 2,000 US National Institute of Health 3, The World Bank (Japan) 1,850 1,850 1,100 1,100 UK Department For International Development 1,600 1,600 1,600 1,600 Irish Aid 1,300 1,300 1,300 1,300 Norwegian Agency for Development Cooperation 1,010 1,010 1,010 1,010 Ministry of Foreign Affairs of Denmark 920 1,040 1,040 1,040 Other Government and Multilateral 800 2,800 5,400 5,400 Government & Multilateral Total $43,150 $39,530 $41,380 $41,410 Corporate & Foundation Bill and Melinda Gates Foundation $16,750 $16,570 $15,000 $15,000 Other Corporate & Foundation Corporate & Foundation Total $16,850 $16,670 $15,100 $15,100 Individual $210 $260 $210 $210 Fee for Service $410 $250 $250 $250 Other Income $400 $400 $400 $400 Other High Risk Funding $3,770 $7,870 $7,980 $8,540 Grand Total Funding (A) $64,800 $64,980 $65,320 $65,880 Unrestricted / Restricted Restricted 75% 75% 75% 75% Unrestricted 25% 25% 25% 25% Grand Total 100% 100% 100% 100% $ USD 000's Expenses Expense Forecast 2014 Budget 2015 Forecast 2016 Forecast 2017 Forecast Personnel $23,960 $25,160 $26,410 $27,730 Awards and Contracts 23,550 23,550 23,550 23,550 Lab Supplies 3,540 3,540 3,540 3,540 Consultants 2,580 2,580 2,580 2,580 Travel and Workshop 2,400 2,400 2,400 2,400 Professional Fees Communication Materials Subtotal: Programmatic Expenses $57,080 $58,280 $59,540 $60,860 Operational and Depreciation 9,600 8,710 7,900 7,170 Total Expenses (B) $66,680 $66,990 $67,440 $68,030 Additional Funding Needed (A-B) $1,880 $2,010 $2,120 $2,150 11

12 Annex 4: IAVI s projected funding 2014 BMGF; $15,8 ; 26% USAID; $26,5 ; 44% Private Sector & Other; $2,7 ; 4% Ireland; $1,3 ; 2% Norway; $1,0 ; 2% UK DFID; $1,6 ; 3% Japan; $1,9 ; 3% Denmark; $0,9 ; 2% US NIH; $3,7 ; 6% Netherlands; $4,9 ; 8% 12

13 Annex 5: Updated Process Action Plan Process Action Plan (PAP) Development of Organisation Strategy (short version)for International AIDS Vaccine Initiative (IAVI) Deadline Action Comments March/April 2014 Elaboration of draft concept note Done Request to KVA for agenda item for PC-meeting Done Send draft concept note to management for discussion Done Send draft to relevant MFA units for input and comments Done Approval UGS-head Done (COB) Concept note forwarded to KVA Done KVA publication for public hearing Presentation of concept note in PC June-July 2014 Elaboration of full strategy Circulate final draft to relevant units within MFA and to IPM Full strategy circulated to management Organisation strategy sent to HUM for approval Ult. September 2014 Deadline for release of funds 13