Table 4 Themes and subthemes identified from interviews with example quotes
Themes | Master themes | Subthemes | Example quotes |
|---|---|---|---|
1. Staffing | Team structure | Incident Management Structure (IMS) | “I did not feel it was a hierarchical environment” “There are communication gaps within the IMS, both horizontally and vertically” “Some people from partnerships are trained and well versed in how WHO works and the IMS” |
Lead roles/team positions | “Leadership should be taken on by more experienced deployees… if they are here long enough” “It is better to give specific technical functions to deployees, rather than lead positions or management responsibility, as these roles should be given to people who are present for a longer period of time” | ||
Continuity and transition | Duration of deployment | “There should be a minimum deployment length of three months” “The same time is spent on recruitment regardless of how long they stay for, but the deliverables are very different” “Those who contributed the most were those who stayed for more than 3 months” “GOARN deployees are usually only for six weeks, it would be good if this could be extended” | |
Long-term staffing plans | “[Operational partnerships] should be used [only] for deployment acutely” “We are moving towards recruiting longer term staff, especially national staff. It would work well if experienced deployees train the national staff” | ||
Role of deployees | Terms of reference (ToR) | “Terms of reference need to be clear, both for the receiving office and the deployee” “[unclear terms of reference] results in time not being properly utilized” “Terms of reference are very broad.” “Contributions were greater when there was a clear ToR with tasks that could be achieved in the short space of time”. | |
Handover | “Deployments should be staggered, with no gaps” “There should always be handovers” | ||
Debriefing | “There should be a debriefing at the end of each deployment with a focal point from the organization” “[Deployees] would find ways of handing over what was left and gave ideas on how it could be continued. They were mature, highly qualified, and concerned about handover” | ||
Quality of deployee performance | Performance Evaluation Report (PER) | “(The PER) is a very rigid evaluation structure [it] needs to include softer skills as well as the technical skills” “An alternative to the PER could be a structured conversation” “There is a need for an internal record that is distinct from the PER” | |
Roster | “A roster should be formed of individuals who have been to CXB and performed well, who we could ask to return” | ||
Performance review | “There should be a performance review process and an early evaluation” “More feedback to deployees and deploying organizations is needed” “An early assessment should be undertaken after two weeks” | ||
2. Deployment process | Preparation and arrival | Preparation | “Before initiating the deployment, you should receive letters, documents, and in good time… you need some internal documents and information” “Deployees are usually informed about procedures for payment, leave etc by their deploying organization before leaving, so usually this is straightforward” “Personnel deployed through GOARN have been briefed by GOARN, and there is a GOARN focal point” |
SBP/GOARN deployment | “Deployments from GOARN/SBP were a life-saver when we needed one” “Deployments need to be more timely and reliable” “GOARN personnel deployed were highly trained and deployed quickly” | ||
Organizational structure | “Administrative questions at times must pass through 3-4 layers: field office administration, country-office, regional office and at times headquarters/global service center… which introduces a delay” | ||
Training | “Training needs to be provided on the systems required” “Different SBPs may offer different training, but all will receive a degree of mandatory training on operations, finance, security” “In every position there are some particular training needs” | ||
Orientation/briefing | “It would be good to have a briefing for deployed personnel in a more structured way” | ||
Recruitment | SBP/GOARN recruitment and selection | “Technical area experts should advise the GOARN/SBP partners to recruit deployees/technical experts with the required skillsets” “Generally there has been appropriate matching between expertise, experience and local context” “[An] advantage of using SBPs to deploy staff is that often staff know each other through being deployed with the same people previously” | |
Telephone call/Skype | “Although deployees are pre-selected through rosters, would still recommend having an interview or call on Skype before agreeing to deployment to discuss expectations” | ||
3. Office | Environment | Office environment | “There were no set seating arrangements… members of the same team were at time distributed across different rooms” “We now pay more attention to staff wellbeing” “We have a staff wellbeing team trying to enhance team spirit and have everyone working as one” “The SBPs brought diversity to the office – they were from Kenya, Somalia, Afghanistan, Australia, Sudan” |
Wider environment | “Individuals can have cultural sensitivity and be adaptable but it depends on the person and their experience” “Generally, staff were experienced in working in different cultures and did not have trouble adjusting” “There are less complex security issues than in other contexts where I have worked” | ||
Policies and procedures | Rest and recuperation (R&R) | “A clear [standard operating procedure] is needed to ensure there is no confusion over R&R policies applicable to different contract types and situations” | |
Research | “A mechanism is needed which makes it easy to do research” | ||
Equipment/emails | “My official email came only half-way through my deployment. Some deployees were temporarily using their personal email. Official email accounts should be assigned as a matter of routine” | ||
Support | Supervision | “Supervision is key for less experienced staff” | |
Relationship with SBP/ institution | “There should be stronger communication between [operational partners] and WHO at field level to better meet needs” | ||
4. Capacity building | Sharing experiences | Mentoring | “[An operational partner] has a buddy system where more junior staff are linked with seniors who have 5-10 years’ experience. This works well” |
Building collaborations | “No single institution has all the capacity and so we need to use surge capacity from other institutions” | ||
Increase of SEARO participation | Pool of institutions | “We want to build capacity… institutions from SE Asia are not yet as active/engaged as from other regions” “The response from Western institutions is disproportionate” | |
Regional focus | “It can be useful to use regional [operational partners] due to culture and regional solidarity” “We should have a regionally focussed GOARN mechanism for this WHO region. This way the experience can be used in the region and we build local capacity” “If people are from the region or have experience in the region, they find it easier and blend in well” |