Table 3 Summary of remote operation modalities (Hansen 2008b; Oxfam International and Merlin 2009; Stoddard et al. 2006; Zyck 2012)
| Â | Remote control | Remote management | Remote support | Remote partnership |
|---|---|---|---|---|
Nature | Reactive | Reactive | Proactive | Proactive |
International staff authority | High/complete | Moderate | Low | Low/none |
National staff authority | Low/none | Moderate | High | High/complete |
National staff capacity development | Little | Moderate | Full | Unnecessary |
Longitudinal monitoring | Little | Some | Full | Full |
Flexibility | Little | Some | Very | Very |
Quality | Low | Moderate | High | High |
Sustainability | Low | Moderate | High | High |
Time-line | Short term | Medium term | Long term | Long term |
Vulnerable to staff turnover | High | High | Low (investment in local staff capacity development limits turnover) | Low (highly developed local organizations limits turnover) |
(Minimal local capacity development increases vulnerability to turnover) | ||||
Required experience in context and infrastructure by local organization | Minimal | Some | Yes | Yes |
Potential benefits | - Continuity of program - Better initial oversight given primarily controlled by international organization | - Continuity of program - Better initial oversight given primarily controlled by international organization - Capacity building | - Continuation of program long term, sustainable - Tailored to changing context | - Continuation of program long term, sustainable - Tailored to changing context |
Potential weaknesses | - Communication problems - National staff bear much of responsibility and risk with little authority - Unsustainable | - Communication problems - National staff bear much of responsibility and risk with little authority | - Corruption risk - Lack of oversight - Scarcity of experienced national staff | - Corruption risk - Lack of oversight - Scarcity of experienced national staff - Reduced funding due to donor reluctance |