GAVI ALLIANCE Reviews

- Leader of Country Delivery Department Organisational restructuring (Gavi 6.0) was poorly managed at team level. Staff were reduced significantly, survivors were given inadequate onboarding into new responsibilities, and handovers between roles were not enforced or quality-checked. ∙ Management appointments were made based on internal politics rather than demonstrated competence in the relevant role. Some managers lack operational knowledge of the teams they oversee. ∙ Employee contributions — are systematically undervalued. Initiative and evidence-based proposals are ignored when they challenge a manager’s preferred narrative. ∙ Decisions affecting Directors and staff are made without consulting the people directly impacted, then presented as done deals. ∙ There is a significant gap between Gavi’s stated values (collaboration, transparency, evidence-based decisions) and how these are applied internally at team level. ∙ Workload during high-intensity periods (e.g. World Health Assembly) is poorly planned and falls disproportionately on a small number of people. ∙ Duty of care for employees experiencing health difficulties is inconsistent. Verbal support is offered but not followed through in practice. ∙ HR processes exist but are slow to respond when employees raise concerns informally before a crisis occurs.

Some incompetent uncaring leaders there