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Flexible, product-based work environment; Effective working in virtual and distance mode; Timely, flexible and science driven health leadership for healthy world

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Creating environments where working remotely addresses needs of remote workers and the organisation

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Finding more flexible ways of working that accommodate distance and allow staff and consultants to have a healthy work/life balance.

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Supporting team members to manage these professional challenges will be essential to continuing the work in 2021, and I’d like to look at more flexible and supportive ways to support the team, so we can continue to contribute to the WHO response

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•Organizations and people could be more receptive to the disruptions taking place in the world around them. This pandemic has reminded us that we need to make strides towards a flexible working modality which would be more cost-effective and sustainable in the future, without lowering a presumed productivity.

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•We need to re-think the business model and function of the RO in order to effectively support WCOs aligned to the member states’ needs in world where working in partnership across UN agencies is an imperative, flexible and adaptive decisions and across 3 levels of organization collaboration key to make an impact.

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It could mean adopting to better ways of delivering the organization’s vision, objectives, values. Perhaps to further reflect or dig down on which specific areas of work that efficiently delivered remotely vs face to face

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Our vision, objectives, values should remain the same, but the way of working needs deeper analysis. Even after the COVID-19 situation, we need to closely assess the outputs and outcomes during the time of remote working and develop a more efficient and productive way of working.

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This virtual working environment forced us to think more how we can support the member states remotely;
Need to develop virtual means to deliver WHO’s work and monitor countries progress; engage more frequent update and follow up as opposed to deliver them as part of one event.

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WHO WPRO would need to rethink its way of delivering to Member States amidst the challenges of not being able to bring people together during regional meetings, but also for staff not being able to go to the field and support key activities in-person. In addition, Perhaps the notion of one physical regional office where all staff are located is becoming obsolete. There might be opportunities to attract a new and talented pool of people who continue to work from their home countries, but perhaps physically travel to Manila 3x a year for nudge hub meetings where they discuss strategy, key activities, etc

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Because of the forced need to practice social distancing during meetings and conduct meetings virtually, we have quickly gotten very good at running them well.  Team members have figured out to how to mute their audio and phones, everyone speaks clearly and loudly into their microphones, and the process of screen sharing has turned out to be straightforward.  We now routinely videoconference with anywhere from few to more people and team meetings are effective and efficient.

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Greater occurrence of adhoc cross-team and cross division work groups, which hopefully will translate into more collaborative working.

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“Telecommuting is here to stay and to not have a robust policy for such that includes extensive consultation with all staff members (by an external party) to develop a “real” telecommute policy is sorely needed. Denying such is like denying the benefits that fire or heat bring to cooking. Relatedly, teleworking is effective and can generate a lot of savings as it reduces the need for face-to-face meetings, (duty) travels, and general operations costs in the office (since electricity, water, equipment and others are already borne by staff who WFH).”