by: Kaitlynn Pimentel
Kaitlynn Pimentel (IEM/MPA ’25) writes about her experience with the Suwandi Foundation in rural Bali.
This past summer, I had the opportunity to work with a small community-led organization called Yayasan Loka Mawa Upadhi in rural Eastern Bali. Although they are relatively new—just over a year old—they have already been running impactful projects aimed at addressing the needs of their community. My role in the organization was to help refine and strengthen their mission, programs, and strategic plan so they could continue making a meaningful difference. The goal was to transition from a reactive approach to a more focused and efficient model, as their previous strategy was entirely based on responding to community needs without a structured project planning or evaluation system.
Yayasan Loka Mawa Upadhi serves low-income communities that face numerous challenges, including limited access to clean water, inadequate road infrastructure, generational debt, and a lack of quality education. The nonprofit leaders, who are deeply connected to these communities, struggled to draw the line on what services to offer. They wanted to address all these issues at once, but as a new and relatively small nonprofit, they didn’t have the resources to tackle everything simultaneously. After weeks of in-depth conversations with stakeholders, local government officials, families, neighbors, and the dedicated staff at the organization, we revised their focus to center on educational initiatives.
My biggest insight from this experience was realizing the importance of developing a nonprofit’s expertise. In a region where there is so much need, it’s easy to spread yourself thin across multiple issues—water, food, conservation, and local financing—but without a clear focus, even the most passionate organizations can become inefficient. Specializing in a few key areas allows a nonprofit to make a deeper impact and manage its resources effectively.
One of my personal highlights was seeing the tangible impact of the strategic plan we developed. Watching the team confidently shift towards a more data-driven decision-making process that aligned with their mission and vision was incredibly rewarding. It was fulfilling to know that the changes we made would empower them to create even more significant outcomes for their community.
I found myself continuously drawing on my education at the Middlebury Institute of International Studies, particularly the principles from my classes on international development, monitoring and evaluation, and nonprofit management. The skills I gained in creating logic models and using evaluation techniques were directly applicable in guiding Yayasan Loka Mawa Upadhi towards a clearer and more sustainable strategy.
For students interested in similar experiences, I recommend leveraging networks at MIIS, reaching out to local nonprofits directly, or seeking internship programs focused on international development. Connecting with community leaders and building genuine relationships can open doors to meaningful and impactful projects. My biggest piece of advice is to stay adaptable and open to learning from the communities you serve. Balancing your professional expertise with cultural sensitivity and a willingness to listen and understand local perspectives is key to making a positive impact.