Key Takeways
Myanmar’s civic space has shrunk. It has affected the everyday operations of civil society organisations (CSOs) and led many to develop new strategies for achieving change. This report is based on the insights of active CSO leaders.
Through the lens of their experiences, this study uncovers the direct impacts they bear, and challenges unfold, trends that have emerged, and the coping mechanisms adopted in the civil society arena. Here are some key takeaways from this study.
In terms of IMMEDIATE IMPACTS:
Almost all operations and implementations by local CSOs have got to stand still for an unforeseeable future.
The rule of law fails to safeguard the existence and operations of CSOs. Offices and staff members had to relocate for security reasons.
The banking crisis disrupted the financial flows of local civil society when the military has launched investigations into the finances of some international and local CSOs.
Local organisations have struggled to conduct donor relations urgently. They require a timely and clear response from donors or intermediary organisations about coordination to prevent pressures and conflict of interests.
Moreover, there discussed significant POTENTIAL CHALLENGES on the legal environment, operations and implementations, financial viability, stakeholder engagement, and accountability:
Since the military junta single-handedly amends laws, limit freedoms, and commit human rights violations by justifying the state of emergency, staying recognised legally by the state becomes a dilemma for local CSOs. In the long term, they may face “State Harassment”.
Local CSOs’ key activities to influence key decision-makers, raising public awareness, constituency mobilising, and public relations may face intimidation and scrutiny by local authorities. Some CSO leaders and key actors had fled to remote areas, neighbouring or third countries for security reasons, while activities and projects are suspended or postponed.
Most local CSOs faced rigid funding resources, lacking contingency reserves or flexible expenditure when receiving international financial support. Adding to the fragile financial transfers, these challenges in accessing financial resources get more difficult within the current political instability.
Although the role of independent advocacy organisations will continue to be vital, either in cooperation or stakeholder engagement, the CSOs face the dilemma in the medium-term or long term. While engaging in the military junta can seriously harm the organisational reputation, working openly with the National Unity Government (NUG) can jeopardise the organisation’s security.
The backlash of democracy silenced debates on the civil society sector’s multiple dynamic accountabilities and produced challenges instead. The coup has undermined an excellent practice for accountability and transparency endeavoured by international partners and local CSOs.
Organisational strategy in many CSOs has become an issue to reconsider and realign for the current situations. Most organisations decided to work in low profile, sometimes in individual approaches, responding to emergency demands with available resources. There are a few visible trends local organisations consider:
Policy advocacy to public awareness
Revising stakeholders
(More) Humanitarian than development
Downsizing, relocation or less visibility
The study provided below some critical RECOMMENDATIONS for international actors to sustain a space for civil society in Myanmar:
Formulate comprehensive strategies for the changing times.
Consult with local civil society organisations.
Listen to CSO accountability advocates and political actors.
Make flexible, long-term (and sufficient) financial supports available.
Support and coordinate responsively.
Stand in solidarity with Myanmar’s ongoing and now longer-term struggle for democracy.
Recognise the role of local actors.
Address local actor’s capacity issues as needed.
Provide local partners with fair and equitable power and resources.
Most importantly, the international community needs not only to focus on the coup’s impacts – i.e., the humanitarian and socio-economic fallout. It is also essential to continue investing in organisational development and sustainability of local organisations, which are striving to deal with the root cause – i.e., the political situation.
Last updated
Was this helpful?