Coordinating field teams across several townships

Why is multi-township coordination hard?

When a project runs in several townships, each team sees a different reality: different roads, leaders, seasons and risks. Without coordination, teams repeat work, miss deadlines or give different messages to communities. Distance, access limits and low connectivity make it harder.

Good coordination is not more meetings. It is clear roles, a steady rhythm and shared information.

How do you set roles and reporting lines?

Start with a simple one-page structure.

1. Name a lead for each township. One person is the first contact for the project manager and for local stakeholders.
2. Draw reporting lines. Show who reports to whom, including finance, MEAL and logistics staff who may sit in a central office.
3. List what township teams can decide alone. For example: scheduling community meetings, small purchases below a set limit, adjusting daily routes.
4. List what must be escalated. For example: safety incidents, access closures, budget changes, partner issues, safeguarding concerns.
5. Write it in a table and share it. Use your RACI matrix if you have one.

The example table uses sample matters. Adjust it to your own agreement and policies.

What weekly rhythm works?

Keep it light. A steady, predictable pattern beats frequent unplanned calls.

• Weekly check-in. Thirty minutes by phone or video with each township lead, or one joint call. Use a short agenda: progress, problems, next week, support needed.
• Weekly written update. One page from each township, in a standard template, sent by a fixed day.
• Monthly joint review. All township leads and central staff compare progress against the plan.
• Immediate escalation for safety or access issues, outside the rhythm.

Run the calls using the method in how to run project meetings that end with decisions, and keep an action list that all teams can see.

How do you share one plan and one tracker?

Keep a single master work plan with a tab or filter for each township. Add a simple tracker:

• activities planned and done by township;
• targets and actual results;
• budget spent against plan;
• open issues and owners. See issue logs and action trackers for small teams.

Make one person responsible for keeping the master file current, and set a clear time each week when township updates are merged. Everyone sees the same numbers.

How do you cope with access and connectivity limits?

Plan for disruption rather than react to it.

• Choose low-data tools. Short voice messages and one-page forms often work when video does not.
• Agree a backup channel and who calls whom if the usual channel fails.
• Set check-in rules for safety. Teams in insecure areas should know the expected contact times and what to do if they miss one.
• Delegate in advance. If a township lead cannot be reached, a named deputy decides routine matters.
• Keep sensitive details out of group chats. Share security details only with those who need them. See duty of care for staff in insecure settings.

How do you link with wider coordination?

Your teams do not work alone. The OCHA standard terms of reference for inter-cluster coordination groups state that sub-national coordination exists to help operational agencies work together to meet needs in a designated area. Being close to operations allows more detailed coordination and helps turn national decisions into action. The document adds that the group brings relevant actors together so that there are no gaps or duplications in responding to needs, and that the links between sub-national and national bodies are critical.

For your project, this means:

• find out which coordination groups exist in each township or region, and which sector they cover;
• name one person per township to attend or follow them;
• share who is doing what, and where, and ask others for the same;
• report issues that need wider action to the project manager, who can raise them.

Coordination structures differ by area and change over time, so check what applies to you.

What mistakes should you avoid?

• Managing by phone calls alone. Without a shared plan, calls repeat the same questions.
• No authority for township leads. Every small decision then waits for the centre.
• One template per township. You cannot compare results.
• Neglecting remote teams. Visit when access allows, and recognise their work.
• Silence about problems. Make it safe to report bad news early.

How EMPO can help

EMPO is a trusted, Yangon-based training and consultancy provider and one of Myanmar's leading names in practical NGO training, with 1,200+ people trained and 15 partner organisations. Our Project Management and organisational development support, delivered online or in person across Myanmar in English and Burmese, can help your team set up coordination that works across townships. See our services or contact us.

Sources

• Standard Terms of Reference for Inter-Cluster (Sector) Coordination Groups — UN OCHA