Building organisational capacity for UNDP partners in Rakhine
The context and the challenge
Five civil society organisations in Rakhine State were implementing development programmes on behalf of UNDP, but their internal systems and management practices had not kept pace with the demands of the work. Gaps in governance, strategic planning, programme management, financial management, human resource management and operations were affecting their ability to deliver effectively and demonstrate accountability.
Despite the challenges posed by Covid-19, limited internet connectivity and the changing political context in Myanmar, UNDP sought to strengthen the long-term capacity of these organisations through a tailored organisational development programme.
The approach and what changed
The programme started with a participatory gap analysis for each organisation, covering all key organisational areas. These findings informed a customised development plan and set of capacity building interventions for each partner, alongside a review and update of each organisation’s existing development plan.
Delivery combined tailored training workshops, joint learning sessions and follow-up coaching, so participants could apply new knowledge directly in their work. MDF monitored progress throughout through training evaluations, coaching sessions, coordination meetings and a participatory evaluation process.
Participating organisations developed or updated their strategic plans, governance structures, financial procedures, human resource systems, monitoring and evaluation frameworks and operational policies. Participants also strengthened their leadership, project management and organisational management skills.
The participatory approach gave organisations a direct role in shaping their own development and embedding practical improvements into their daily work, contributing to stronger systems and improved readiness for implementing programmes in a complex operating environment.
