<![CDATA[Diaspora organizations are not tourism institutions, yet they form part of the social infrastructure through which migrants maintain cross-border relationships, organize cultural activities, exchange information, and host visiting friends and relatives (VFR). Their ability to sustain these functions depends on governance continuity, administrative routines, and leadership regeneration. This article documents a participatory organizational capacity-building workshop delivered by Universitas Muhammadiyah Bengkulu with the Muhammadiyah Special Branch in Taiwan (PCIM Taiwan) and the Aisyiyah Special Branch in Malaysia (PCIA Malaysia) from July to November 2025. The intervention integrated organizational diagnostics, governance and accountability training, succession planning, mentoring design, and collaborative action planning. Thirty-two participants registered, 30 completed governance self-assessments, and the reported mean governance knowledge score increased from 68 before training to 86 afterward. The workshop generated eight draft governance instruments, two organizational action plans, a pipeline of 12 prospective cadres, 10 mentoring pairs, and a cross-national peer-learning mechanism. Six instruments were reported as adopted or scheduled for adoption, while mean participant satisfaction reached 4.6 on a five-point scale. These results demonstrate immediate learning and organizational-readiness outcomes rather than verified long-term governance effects or tourism impacts. The study argues that stronger diaspora organizational capacity can provide enabling conditions for sustained transnational community engagement, cultural exchange, and VFR-related information networks, while direct effects on visitor mobility or destination development require separate longitudinal assessment. ]]>
