Spotlight on Field Offices
Field offices at the Asian Development Bank are integral in bringing the institution closer to the countries it serves and in ensuring projects are well contextualized to local realities. Working at a field office, however, presents its own unique set of challenges that may differ from those experienced by staff at the headquarters.
At the outset, it is essential to emphasize that many of the case studies and Odibles presented in our annual reports so far may appear to be focused on the headquarters. However, field offices often encounter similar dynamics, albeit, framed by their distinctive contextual or cultural nuances.
To share the unique perspectives of field office staff, the OOMP incorporated a dedicated section into our annual report. As we move toward a New Operating Model, it becomes even more crucial to reduce gaps or barriers to understanding and collaboration across regions, while increasing knowledge sharing and innovation for successful project implementation and, ultimately, organizational effectiveness.
One of the key concerns for field office staff is their perception of being disconnected from project development processes at the headquarters.
While projects are often designed at the headquarters, field office staff find themselves in the role of implementers only. Their limited involvement during the project design stage can feel disheartening to some. Field office staff possess invaluable knowledge of national culture and can offer insightful perspectives on project design and implementation. In addition, engaging field office staff during the project planning and design stage is crucial to building trust and ensuring projects align better with the local context. Trust (or being trustworthy) is one of ADB’s core values.
Building trust becomes paramount, especially when staff need to address concerns about feasibility or other potential issues.
Communicating their doubts or suggesting alternatives to headquarters-originated ideas can feel daunting, requiring a delicate balance between respect for superiors and the need to contribute valuable insights. Recognizing this nuance and investing in field office staff capacity-building initiatives may lead to enhanced project design and implementation and stronger relationships with local governments and project stakeholders. This is an opportunity for ADB to capitalize on the expertise of field office staff, both national and international, and empower them to contribute in more meaningful ways.
National cultures, cultural norms, and values are firmly rooted in people’s daily lives and can be fairly resistant to change. Therefore, other invisible cultural or social dynamics may also significantly influence interactions and decision-making within the field offices.
One of the other challenges of staff at field offices is that they represent ADB members while navigating ADB directives and processes and, at the same time, safeguarding the interests of their homeland.
In addition, field office staff face the additional layer of complexity of collaborating with ADB colleagues at the headquarters who are not only geographically distant but are also from different cultural backgrounds.
The distance from headquarters can add to real and perceived challenges in communication and trust-building between colleagues at different locations. The combined intricate dynamics can create pressure on staff members to navigate expectations from both the headquarters and the government, leading to complex situations requiring careful handling.
We often need to acknowledge that many field office staff members are deeply committed to the development of their countries and may struggle to strike a balance between their roles at ADB and their commitment to their home nation.
As we highlighted in our 2018 Annual Report, field office staff can sometimes be questioned regarding their allegiance or loyalty. In some cases, personal relationships between field office staff and government officials may lead to more favorable responses from local authorities than visitors from the headquarters. While these relationships are crucial for effective project implementation, they may also be misconstrued and may raise questions about staff members’ commitments to the ADB mission. Staff members’ patriotism, commitment to their home country, or their intentions may also be questioned by their local government or other stakeholders.
Concerns may be valid in certain instances, but it should be recognized that split loyalties may be inevitable, especially in cases where staff members are facing considerable pressure from local governments. These can range from persuasive calls advocating for specific interests to more intimidating warnings.
Additionally, the dynamics of international politics may also be at play.
Sometimes, colleagues from the same regional department may be from places experiencing strained relations. Consequently, even though they are supposed to remain apolitical, this may represent a challenge for some. Mirroring what is happening in the political arena, staff in affected regions may inevitably struggle with social interactions and collaborations.
Management should remain mindful and consider providing constructive support to staff navigating these unique challenges of being caught between ADB and their local governments or facing other cultural or ethnic challenges. Providing adequate support can help foster a trusting work environment.
During the Ombudsperson’s visits to the field offices, a significant concern emerged among staff related to anticipated changes in staff roles and responsibilities following the implementation of the New Operating Model.
One of the most frequent worries was that the field offices would be given greater responsibility but not additional staffing to balance it out. Some staff members expressed how their field offices are already working beyond capacity and feared they would be stretched thin following the changes. Some also expressed concerns about existing salary gaps compared to headquarters staff and commented on this perceived lack of fairness, especially considering field office staff’s lower access to professional development opportunities.
In conclusion, ADB’s field offices play a crucial role in translating the organization’s vision into action. By understanding and appreciating their unique perspectives and challenges and fostering a culture of appreciation and support, ADB can move toward a more inclusive and effective operating model and can further strengthen its impact on regional development.
