Recommendations

Anti-coup schoolteachers in their uniforms and traditional hats participate in a demonstration in Mandalay on 3 March 2021. (Associated Press)

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.

This section focuses on some critical recommendations developed from the arguments among the participants. Each recommendation below is believed to be a ground for standing in solidarity with Myanmar’s people and civil society.

1. FORMULATE COMPREHENSIVE STRATEGIES FOR THE CHANGING TIMES.

In the last decade, local CSOs in Myanmar are on the front line in providing social services, promoting human rights, democracy and good governance, and shaping policies and sustainable development. When democratic institutions and the rule of law become threatened these days, local CSOs were the first to witness impacts and hardship and the key actors to find ways to contribute to constructive interventions and open peaceful participation means for active citizens.

To keep civil society in Myanmar alive with continued coordination, formulating comprehensive strategies is essential for all stakeholders involving:

Consult with local civil society organisations.

From the inception of a theory of change to finalising a comprehensive strategy, close consulting with local CSOs is vital. Facilitating, updating, and consultations with local actors will produce clear and transparent outlines for supporting civil society and contribute to predictable, relevant, and effective support and partnerships.

Listen to CSO accountability advocates and political actors.

Reaching out to CSO accountability advocates and political actors is indispensable in listening to their different perspectives on the comprehensive strategy for the changing times. Understanding their perspectives will rationalise the theory of change; smoothen implementations and adaptations, and convey achievable and realistic goals for the strategy.

2. MAKE FLEXIBLE, LONG-TERM, (AND SUFFICIENT) FINANCIAL SUPPORTS AVAILABLE.

For a long time, most of the local CSOs in Myanmar operates on rigid and short-termed project fundings rather than flexible and long-term financial supports to be invested in organisational development and sustainability. However, after the coup, the changing demands of the local constituencies challenge local CSOs to initiate their strategic priorities and approaches.

It is the most suitable time for the international partners and organisations to make un-earmarked financial supports available for their local partners in a flexible and long-term fashion, i.e., showing their respect and commitment to independence and local ownership of their partners. It also requires responsiveness in providing such supports and coordination.

Support and coordinate responsively.

In the mid of rapid changes, new challenges and possible risks, responsive support and coordination are necessarily unavoidable. International and local partners must find a balance of responsive support and coordination — by taking calculated risks and establishing mutual accountability — until a future when shared and comprehensive strategic approaches are developed.

3. STAND IN SOLIDARITY WITH MYANMAR’S ONGOING AND NOW LONGER-TERM STRUGGLE FOR DEMOCRACY.

Coups have no space in the modern world, said Antonio Guterres, the Secretary-General of United Nations on 22nd February. Myanmar’s struggle for democracy has become part of the global movement for defending democracy where international solidarity work and cooperation are essential.

Standing in solidarity with the civil society in Myanmar requires stronger bonds and unity between local and international partners together in driving a democratic change. It needs more coordinated and harmonised support mechanisms to strengthen local ownership and effectiveness. Some fundamental steps are discussed below for consideration:

Recognise the role of local actors.

At times, international experts and organisations prepared backpacks to return to their safe homes. As for actors in local CSOs, they had to remain unprotected but passionately continuing their missions and serve their beneficiaries. They analyse their situation within their capacities and resources and speak out for rights and justice to make every possible progress. Considering local ownership for them is one of the most critical steps in recognising their role.

Address local actor’s capacity issues as needed.

In a fragile environment, local CSO’s human, organisational, structural and material capacities define how these organisations play their roles effectively. The modest investment in organisational development and sustainability creates limitations in strengthening, adapting and maintaining the capacity of local organisations over time. Such limitations in those capacities should be aligned and adequately facilitated to unlash their contribution to Myanmar’s positive changes.

Provide local partners with fair and equitable power and resources.

While international and local organisations are tackling challenges and striving for global goals together, they differ in access to resources, authority and legitimacy, which forges them into conventional donor-recipient relationships. To help reduce such imbalances, acknowledging disproportionate funding distribution globally, international partners should explore ways to ensure fair and equitable power and resources for their local partners delivering accountable and effective performance.