GFO Issue 464, Article Number: 6
ABSTRACT
This article provides a brief summary of the Global Fund's strategic governance priorities for 2025–2028, as discussed during the Ethics and Governance Committee (EGC) meeting held this month in Geneva.
Introduction
As it begins a new three-year term, the Ethics and Governance Committee (EGC) of the Global Fund has unveiled a plan to strengthen and adapt its governance structures in response to an increasingly complex global health landscape. The proposed strategic governance priorities for 2025–2028 are anchored in lessons learned over the past decade. The new priorities outline a roadmap to guide the organization through complexity, leadership transitions, and evolving challenges.
According to the 2024 Governance Performance Assessment (GPA), the Global Fund’s governance has improved significantly and is now considered highly effective. The EGC, central to this progress, now faces the challenge of maintaining momentum amid high-profile leadership turnover, including the upcoming selection of the board chair, vice chair, executive director, and inspector general.
Progress made over the years
Over the past decade, the Global Fund has implemented a series of structured governance reforms, which are reflected in five key milestone initiatives:
- Governance plan for impact was launched in 2014 to initiate foundational reforms and improve governance effectiveness.
- Transitional governance committee work plan was launched in 2015 this focused on transitioning from foundational reforms to more operational governance structures.
- Governance action plan was put in action in 2018 to 2020 this introduced concrete actions to enhance the efficiency and strategic focus of the Board and Committees.
- Governance action plan 2.0 was put in action in 2021 to 2024 in order to build on earlier reforms, embedding good governance practices into regular operations and improving board functionality.
- Governance enhancement plan started in 2024 following the 2024 Governance Performance Assessment to sustain and deepen gains, adapt to evolving challenges, and support long-term governance resilience.
This timeline illustrates a decade-long journey of continuous governance strengthening at the Global Fund, moving from foundational change to consolidation and now towards long-term enhancement and adaptability.
Proposed strategic governance priorities (2025–2028)
The Global Fund’s Ethics and Governance Committee has identified key strategic governance priorities to guide its work from 2025 to 2028. These priorities aim to preserve the Global Fund’s high governance standards while enabling adaptability in an evolving global health context.
1. Ensuring effective and strategic governance
The overarching goal is to sustain a governance culture grounded in trust, accountability, collaboration, and duty of care. With governance already deemed effective, the EGC will focus on maintaining this progress amid growing complexity and global health uncertainties. Building on the 2024 Governance Enhancement Plan (GEP), emphasis will be placed on strengthening decision-making, managing trade-offs, and reinforcing core values through ongoing activities.
2. Adapting to an evolving global health landscape
As the Global Fund approaches the end of its current strategy in 2028, the EGC will advise on how governance structures can adapt to future needs and potential resource shifts. Agility, demonstrated during the COVID-19 response, will remain vital. Areas of focus may include streamlining governance processes, redefining partnerships (e.g., with Gavi), and exploring efficiencies in policy implementation.
3. Sustaining gains and driving progress
The EGC will work to both preserve recent improvements and push forward targeted reforms. This includes enhancing the strategic focus of the board, reducing duplications between committees and the board, and improving constituency engagement. Technologies and simplified reporting may also be explored to improve governance efficiency.
4. Overseeing leadership transitions
The 2025–2028 term will see an unprecedented number of high-level leadership selections, including the board chair, executive director, and inspector general. The EGC will oversee these processes to ensure they are transparent, well-planned, and aligned with governance principles. Managing overlapping transitions and associated risks will be a key challenge, requiring strong Nomination Committees, constituency coordination, and clear communication strategies.
In summary, the EGC’s strategic priorities balance continuity with forward-looking adaptation, aiming to keep Global Fund governance responsive, effective, and mission-aligned in a rapidly changing environment.
Facing governance challenges
The 2024 GPA has identified areas which need continued attention. These areas include:
- The balancing act of constituency representation versus collective fiduciary duty.
- Duplication between board and committee discussions.
- Varying practices across constituencies impacting board engagement quality.
- The need to build greater trust between the Board and Secretariat.
In response, the EGC has committed to sustaining cultural gains made in 2024, such as clearer communication, more focused Board agendas, and an increased capacity to make strategic trade-offs.
Embedding continuous improvement
Through its governance performance assessment framework (GPAF), the Global Fund is institutionalizing a culture of self-reflection. The EGC will continue to oversee comprehensive assessments every three years, committee self-evaluations, and leadership performance reviews to inform governance evolution.
A strategic compass for 2028 and beyond
As the global health landscape continues to evolve, the Global Fund’s governance must remain agile. The EGC's forward-looking approach, balancing continuity with innovation, positions the organization to stay mission-driven and effective through changing tides.
The strategic governance roadmap finalized at the EGC’s 28th meeting will guide its work through 2028, shaping not just how the Global Fund governs, but how it leads the global fight against HIV, tuberculosis, and malaria in the years ahead.
Introduction
As it begins a new three-year term, the Ethics and Governance Committee (EGC) of the Global Fund has unveiled a plan to strengthen and adapt its governance structures in response to an increasingly complex global health landscape. The proposed strategic governance priorities for 2025–2028 are anchored in lessons learned over the past decade. The new priorities outline a roadmap to guide the organization through complexity, leadership transitions, and evolving challenges.
According to the 2024 Governance Performance Assessment (GPA), the Global Fund’s governance has improved significantly and is now considered highly effective. The EGC, central to this progress, now faces the challenge of maintaining momentum amid high-profile leadership turnover, including the upcoming selection of the board chair, vice chair, executive director, and inspector general.
Progress made over the years
Over the past decade, the Global Fund has implemented a series of structured governance reforms, which are reflected in five key milestone initiatives:
- Governance plan for impact was launched in 2014 to initiate foundational reforms and improve governance effectiveness.
- Transitional governance committee work plan was launched in 2015 this focused on transitioning from foundational reforms to more operational governance structures.
- Governance action plan was put in action in 2018 to 2020 this introduced concrete actions to enhance the efficiency and strategic focus of the Board and Committees.
- Governance action plan 2.0 was put in action in 2021 to 2024 in order to build on earlier reforms, embedding good governance practices into regular operations and improving board functionality.
- Governance enhancement plan started in 2024 following the 2024 Governance Performance Assessment to sustain and deepen gains, adapt to evolving challenges, and support long-term governance resilience.
This timeline illustrates a decade-long journey of continuous governance strengthening at the Global Fund, moving from foundational change to consolidation and now towards long-term enhancement and adaptability.
Proposed strategic governance priorities (2025–2028)
The Global Fund’s Ethics and Governance Committee has identified key strategic governance priorities to guide its work from 2025 to 2028. These priorities aim to preserve the Global Fund’s high governance standards while enabling adaptability in an evolving global health context.
1. Ensuring effective and strategic governance
The overarching goal is to sustain a governance culture grounded in trust, accountability, collaboration, and duty of care. With governance already deemed effective, the EGC will focus on maintaining this progress amid growing complexity and global health uncertainties. Building on the 2024 Governance Enhancement Plan (GEP), emphasis will be placed on strengthening decision-making, managing trade-offs, and reinforcing core values through ongoing activities.
2. Adapting to an evolving global health landscape
As the Global Fund approaches the end of its current strategy in 2028, the EGC will advise on how governance structures can adapt to future needs and potential resource shifts. Agility, demonstrated during the COVID-19 response, will remain vital. Areas of focus may include streamlining governance processes, redefining partnerships (e.g., with Gavi), and exploring efficiencies in policy implementation.
3. Sustaining gains and driving progress
The EGC will work to both preserve recent improvements and push forward targeted reforms. This includes enhancing the strategic focus of the board, reducing duplications between committees and the board, and improving constituency engagement. Technologies and simplified reporting may also be explored to improve governance efficiency.
4. Overseeing leadership transitions
The 2025–2028 term will see an unprecedented number of high-level leadership selections, including the board chair, executive director, and inspector general. The EGC will oversee these processes to ensure they are transparent, well-planned, and aligned with governance principles. Managing overlapping transitions and associated risks will be a key challenge, requiring strong Nomination Committees, constituency coordination, and clear communication strategies.
In summary, the EGC’s strategic priorities balance continuity with forward-looking adaptation, aiming to keep Global Fund governance responsive, effective, and mission-aligned in a rapidly changing environment.
Facing governance challenges
The 2024 GPA has identified areas which need continued attention. These areas include:
- The balancing act of constituency representation versus collective fiduciary duty.
- Duplication between board and committee discussions.
- Varying practices across constituencies impacting board engagement quality.
- The need to build greater trust between the Board and Secretariat.
In response, the EGC has committed to sustaining cultural gains made in 2024, such as clearer communication, more focused Board agendas, and an increased capacity to make strategic trade-offs.
Embedding continuous improvement
Through its governance performance assessment framework (GPAF), the Global Fund is institutionalizing a culture of self-reflection. The EGC will continue to oversee comprehensive assessments every three years, committee self-evaluations, and leadership performance reviews to inform governance evolution.
A strategic compass for 2028 and beyond
As the global health landscape continues to evolve, the Global Fund’s governance must remain agile. The EGC's forward-looking approach, balancing continuity with innovation, positions the organization to stay mission-driven and effective through changing tides.
The strategic governance roadmap finalized at the EGC’s 28th meeting will guide its work through 2028, shaping not just how the Global Fund governs, but how it leads the global fight against HIV, tuberculosis, and malaria in the years ahead.
