Accountability is never a single dish. It’s a full meal, built course by course. This December, Community World Service Asia is serving three regional workshops centering on quality and accountability, in Bangkok, each one a complete tasting menu of its own:
🟡 Table One — People & Culture for Accountability 🟡 Table Two — Inclusive Humanitarian Action 🟡 Table Three — Solution Clinics: QAS Lab
Choose one table, or sample all three (as an organisation). Every seat sits under the same roof: quality and accountability to the people we serve.
📍 Bangkok, Thailand | 🗓️ 4–7 December 2026 Deadlines have been now extended to 30th October 📩 Reservations recommended, every table seats a limited number of guests.
For details or queries, please contact at: qa.support@communityworldservice.asia
The GHA Report 2026 highlights the unprecedented disruption facing humanitarian funding, offering critical insights for donors, practitioners, and decision-makers navigating a rapidly changing humanitarian landscape. As record-breaking funding cuts continue to strain the humanitarian system, millions of people are at risk of being left behind as aid organisations are increasingly forced to make difficult choices about who receives support.
Produced by ALNAP, this year’s report provides independent analysis of the impact of shrinking resources on people affected by crises. As the humanitarian sector grapples with one of the most severe funding downturns in its history, the report sheds light on the challenges, trade-offs, and implications for humanitarian action worldwide.
Over two weeks in Murree and Islamabad, ninety-five humanitarian practitioners from forty-two organisations gathered for a single purpose: to transform organisational accountability from an abstract concept into a lived practice.
Today’s humanitarian landscape presents steep challenges; shrinking budgets, growing needs, and aid workers stretched to their limits. But true accountability to communities cannot exist without accountability to the staff supporting them. When teams are well-managed, emotionally supported, and empowered within an ethical organisational culture, community trust naturally follows. Guided by CHS Commitment 8, these workshops focused on building the internal foundations that allow humanitarian workers and by extension, humanitarian and development programs to thrive.
Organised by Community World Service Asia (CWSA) and facilitated by organisational development expert Uma Narayanan, the five-workshop series pushed past standard compliance discussions, opening up honest conversations on leadership, workplace well-being, and practical culture change.
Building the People Culture (Murree, 1–3 July)
People and Culture opened the series with a simple but powerful premise: culture doesn’t happen by accident, it’s built through trust, communication, and shared accountability. Across three days, 28 participants (HR managers, programme leads, and safeguarding focal points) worked through translating policy into everyday practice, to building a feedback culture that improves rather than punishes.
Much of the discussion centred on how everyday systems: feedback mechanisms, appraisals, learning and development that quietly and powerfully shape organisational culture. And a shared worry surfaced early: workload, driven by shrinking funding. The room kept coming back to one question: how does a genuinely accountable culture help teams carry that weight? Team exercises throughout the workshop made the case in practice, not just theory.
“The workshop reinforced that a positive organisational culture doesn’t happen by chance, it is intentionally built through trust, respect, open communication, and shared accountability. When leaders create a safe and supportive environment, people naturally take greater ownership of their work.” – Sadia Usman, Head HR, Shakarganj Food Products Limited.
Three things that stuck:
An open feedback culture is harder to build than it sounds, but it’s the backbone of everything else.
Culture is shaped by systems, beliefs, and values, and when an individual’s values clash with the organisation’s, that tension is hard to sustain. Effective teams are built when values are understood, not assumed.
A culture of learning and development is easy to overlook, but it’s what keeps everything else alive.
One voice from the room summed it up best: accountability is a shared responsibility that has to run across the whole organisation.
Turning the Lens Inward: A Staff Capacity-Building Session (Murree, 4–5 July)
People Management and Collaborative Leadership brought humanitarian managers together for two intensive days of honest reflection on what it actually takes to lead a team, right now, under pressure. The question behind every session: what kind of manager do I want to become?
For teams from the same organisation, it was valuable time and a space not crowded by worries about funding cuts and workload, where colleagues could sit together and simply reflect. The conversation went straight to the hard part: your team is overworked, how are you managing priorities? How do you build culture within your own team, and carry it back to the wider organisation, and vice versa?
One theme ran through it all: trust. Trust reaps ownership. Trust reaps results that go beyond numbers. And trust is what binds a team together when things get harsh.
Leading Under Pressure (Islamabad, 7–9 July)
The workshop series concluded with its most diverse gathering: a three-day training bringing together leaders from across Pakistan’s humanitarian sector. Titled Leading Under Pressure, the space was dedicated to exploring how leaders make ethical decisions, manage teams, and stay grounded when operating under constant strain.
Rather than relying on traditional lectures, the session embraced hands-on, interactive learning. Using experiential building exercises, participants worked through simple, complex, and chaotic decision-making scenarios, mirroring the real-world ambiguity aid leaders navigate daily. Playful exercises carried a serious message: solid organisational foundations and clear values are essential when leading through a crisis. Together, participants wrestled with systems thinking, negotiation, and ethical leadership, constantly pushing one another to move beyond immediate task management and lead with clear, long-term vision.
Yet, the true value of the three days lay in the rare, reflective space it offered. The room repeatedly returned to honest, essential questions: Do we sit with our teams to understand their daily realities? Are we creating environments where staff feel safe to speak up about hidden challenges? Do we pause long enough on major decisions to see the bigger picture?
As the workshop drew to a close, leaders agreed on a shared truth: an inspiring organisational vision is meaningless without supported, motivated people carrying it forward.
“The workshop on Leadership & Accountability was a great learning experience. It reinforced that effective leadership is rooted in accountability, to our teams, partners, and the communities we work with. The sessions helped me reflect on leading with integrity and clarity, even in complex humanitarian settings.” Farhan Razzaq, Project Coordinator, ToGETHER Program, Welthungerhilfe.
CHS Country Cooperative: From Shared Standards to Shared Action
Just a day after the leadership workshop wrapped, the momentum carried straight into the CHS Country Cooperative Pakistan’s first-ever face-to-face planning meeting. Fourteen member organisations sat down together, not as competitors chasing the same funding, but as a cooperative asking a harder question: what can we only achieve together?
The conversation did not shy away from uncomfortable truths. Pakistan hosts nearly 40 CHS Alliance member organisations, yet fewer than five have completed a CHS self-assessment, and the collective impact of that membership on accountability practice in the country is still, honestly, unclear. Rather than gloss over that, the Cooperative named it as its own starting point: a shared gap to close together.
Out of the discussion came three priority focus areas to drive forward over the coming year; a list every voice in the room agreed was doable and effective.
Key Areas:
Promote a Culture of Accountability, Reflection and Quality Improvement Across the Membership
Promote Localisation by Supporting National and Local Organisations to Take Leadership Roles in Decision-Making and Programme Delivery
Strengthen Accountability to Affected Populations by Improving Feedback and Complaint Mechanisms, Safeguarding Practices and Community Engagement Approaches
And one interest dominated the room above all others: how do we actually do a CHS self-assessment? An orientation session on exactly that was delivered shortly after by Community World Service Asia (CWSA).
The distinction that stuck: collective action is what members do together; collective accountability is what they are jointly answerable for.
The Path Ahead
What connected all four workshops was a clear, collective realisation: accountability is not about ticking boxes for donor requirements, but about cultivating a workplace culture of respect, safety, and care. When organisations support their own people, they build the trust and capability needed to serve crisis-affected communities with true dignity.
With the workshops now concluded, the focus shifts from discussion to daily implementation. The real journey begins now, translating every insight gained into the everyday habits that define how we work.
Gilgit, September 8, 2026 — In a major step toward strengthening climate resilience in high-mountain and severely climate impacted ecosystems, Karakoram International University (KIU), in partnership with Community World Service Asia (CWSA), hosted the International Conference on Nature-Based Solutions, Local Adaptation, and Global Commitments today at the KIU Gilgit Campus.
The landmark gathering brought together over 200 youth leaders, climate affected communities, researchers, environmental practitioners, and global humanitarians to advance practical, community-centered responses to the climate crisis in mountain regions.
Marking a major milestone for climate science in the region, the conference opened with the inauguration of the Centre for Cryosphere Studies, a specialised research hub at KIU dedicated to studying glacier dynamics, climate impacts, and high-altitude environmental changes in Gilgit-Baltistan.
This Centre will focus on disaster and flood modelling, hazard and vulnerability risk assessment, climate-adaptive agriculture and livelihoods glacial mass balancing, and glacial lake outburst flood modelling, using modern tools such as GIS, remote sensing, and AI. The Centre was jointly inaugurated by Takeshi Komino, Chairperson of the Asian Disaster Reduction and Response Network (ADRRN), and Prof. Dr. Abdul Razaq, Vice Chancellor of KIU.
Delivering the opening remarks on behalf of CWSA, Danish Batool emphasised the essential role of intergenerational partnership and community leadership in climate adaptation. She reminded the audience saying, “This conference is a powerful reflection of how education, partnerships, and collective action can drive us towards a more resilient and sustainable future.”
Connecting Global Commitments to Mountain Realities
During the technical session, “Climate Resilience and Sustainability in Global Practices,” international humanitarian leaders explored how local environmental stewardship reinforces global climate commitments.
William Anderson, Executive Director of Sphere, emphasised the vital role of humanitarian standards and nature-based solutions.He said, “We shouldn’t be paralysed by the scale of the challenge. Change doesn’t have to start with something huge. Each of us can take small steps. And those small steps, taken together, can put us on a very different path towards positive change for the world around us.”
Nishanie Jayamaha from the Climate & Environment Charter Secretariat highlighted the operationalisation of global pledges and the need for organisations to adapt. She stated, “We need to rethink our programmes and ask ourselves: are we supporting communities to adapt, or are we unintentionally causing more harm?” Nishanie further added, “Nature-based solutions are part of adaptation. Before we build, we need to think about how we can work with the ecosystem.” While, Takeshi Komino, Chairperson of ADRRN, addressed the intersection of disaster risk reduction and climate adaptation. “We need to put communities at the centre of our decisions. We may talk about mapping, technology and technical expertise, but we always need to think about the community first. Communities are ultimately the ones who sustain resilience.”
Local Leadership, Storytelling, and Youth Innovation
A multi-sectoral panel titled “Local Climate Adaptation in Gilgit-Baltistan: Opportunities and Solutions” featured prominent regional voices, including Shehzad Hasan Shigri (Director, Gilgit-Baltistan Environmental Protection Agency), Haider Raza (Director North/Nature-based Solutions, WWF-Pakistan), and Murtaza Ansari (renowned filmmaker and digital storyteller). Together, they examined resilient infrastructure, local ecosystem conservation, and the power of digital narrative in mobilizing community action.
Complementing this, Zarmast Khan Sherazi (Environmental Specialist, P&D Department, GB), Dr. Shaukat Ali (Associate Professor, KIU), and Mujeeb Sardar (Coordinator REDD+, Forest Department, GB) explored strategies to mainstream indigenous knowledge and local forestry into formal development planning.
Reflecting the regional government’s active support for locally led adaptation, Muhammad Ali Akhtar, Minister Finance of Gilgit-Baltistan, attended the conference alongside international guests Laura Jensen, Regional Representative Asia from Act CoS and Rania Salameh, Method Advisor on Locally Led Approaches from ACT CoS.
Highlighting the agency of the next generation, the conference featured a vibrant youth exhibition where students presented grassroots research and innovative climate solutions through poster presentations.
Concluding the event, Tooba Siddiqi, Associate Regional Director at CWSA, stated that “every framework, every policy, and every research paper only matters if it reaches the communities we work with and benefits them. That is the measure I would ask you to carry out of this room.”
When crisis strikes, inclusion cannot be an afterthought.
Community World Service Asia, in partnership with HelpAge International, ADRRN’s Q&A Hub, Sphere, and CHS Alliance, invites humanitarian professionals across the Asia-Pacific to a regional training on making inclusion central to humanitarian response, not an add-on to it.
Older people and persons with disabilities are too often overlooked in emergencies, despite the disproportionate risks they face and the valuable knowledge they bring. This training puts a practical framework in your hands, the Humanitarian Inclusion Standards (HIS), aligned with the Core Humanitarian Standard and the Sphere Handbook , to turn “leave no one behind” from principle into practice.
By the end, you’ll be able to: ✔ Make the case for age, disability and gender inclusion in humanitarian response ✔ Recognise how intersecting identities shape people’s experience of crisis ✔ Apply all nine HIS standards across the programme cycle ✔ Identify concrete steps to strengthen participation and accountability ✔ Assess and improve inclusive practice within your own organisation
Who should join: Local and national NGOs, CSOs and CBOs, Older People Associations (OPOs) and Organisations of Persons with Disabilities (OPDs), INGOs, UN agencies, and government stakeholders, including Inclusion Advisors, Programme Managers, Technical Coordinators, and MEAL staff.
Facilitated by inclusion experts Shahzado Khaskheli (Foundation for Ageing and Inclusive Development) and Benil Thavarasa (HelpAge International), each bringing over 20 years of experience in inclusive humanitarian programming.
A dedicated fourth day (7 December) is set aside for the Sphere Regional Consultation.
If we already have the policies and systems in place, why are accountable behaviours still inconsistent?
Community World Service Asia, invites aid and civil society organisations to a regional workshop that looks at accountability from the inside out, through People and Culture practice.
This is where policy alone runs out of answers. How are people managed? How are decisions made? How is feedback handled? How is power used and checked? Because when there’s a gap between an organisation’s stated values and its everyday behaviour, that’s where accountability quietly breaks down.
Over four days, participants will examine workplace culture, staff wellbeing, leadership, fairness, inclusion, safeguarding, and performance management, not as separate boxes to tick, but as connected parts of one system. Expect honest peer exchange, practical tools, and real organisational scenarios, not abstract theory.
Key topics include: ✔ Organisational culture as everyday practice ✔ From policy to practice: safeguarding, complaints and staff voice ✔ Change, workload and wellbeing ✔ Performance, feedback and growth ✔ Managing up and responsible challenge ✔ DEI in practice
Who should join: HR/People and Culture staff, QAS focal points, senior managers, and MEAL professionals. We recommend organisations send at least two participants — reflection and change go further when colleagues can apply what they’ve learned together.
Facilitated by Uma Narayanan, an independent consultant and evaluator with extensive experience in accountability, organisational development, and workplace culture across Asia, Africa and the Pacific.
We know the standards. We have the policies. Now what?
Community World Service Asia, together with its key quality and accountability partners, invites humanitarian and development practitioners to a new kind of learning experience, one built not around another training, but around real problem-solving.
The QAS Lab’s Solution Clinics bring together humanitarian and development practitioners and standards specialists, from across the region to tackle the everyday dilemmas of Quality, Accountability and Safeguarding from “policies without implementation” to “collective accountability to affected populations” and “exit without harm.”
This isn’t a one-off event. It’s a continuous learning journey, from coaching and needs-mapping (Sept–Dec 2026), through four days of hands-on, expert-facilitated Solution Clinics in Bangkok, to sustained mentoring and community-building through mid-2027.
What you’ll gain: ✔ Practical tools to move from compliance to real-world implementation ✔ Confidential coaching on your toughest QAS challenges ✔ A growing QAS Toolbox of job aids, SoPs and checklists ✔ A regional community of practice that lasts beyond the event
Facilitated by Sylvie Robert, a certified trainer and workplace misconduct investigator with 30+ years of experience across the humanitarian-development-peace nexus.
For four years, Community World Service Asia (CWSA), with the support of Act for Peace and the Department of Foreign Affairs and Trade (DFAT) – AusAid, worked alongside the District Health Department, Umerkot, to improve access to healthcare in some of the district’s most remote and migration-prone communities. Between 2022 and 2026, the Improving Health and Education Services in Migration-Prone Union Councils of Umerkot project reached more than 200,000 people, strengthening primary healthcare and maternal, newborn and child health (MNCH) services while laying the foundation for a stronger local health system.
At the centre of this effort were four government dispensaries in the Sekhro and Kaplore Union Councils. Once non-functional, these facilities were renovated, equipped and transformed into fully operational primary healthcare centres, bringing essential services closer to communities that previously had limited access to essential care. The dispensaries provided free outpatient consultations, essential medicines, antenatal and postnatal care, family planning, child deworming, health counselling and nutrition screening. Services were accessible to all community members, including pregnant and lactating women, children, older persons and persons with disabilities.
Beyond the health facilities, the project invested in the community. Through health awareness sessions, community mobilisation, Village Management Committees (VMCs) and the observance of national and intentional health days, local communities became active partners in improving health outcomes. Working closely with community members also enabled CWSA to build trust, strengthen local ownership and better understand the healthcare challenges faced by families living in remote desert areas.
With the project now complete, the four dispensaries in Cheelband, Jhamrari, Ramsar and Kaplore have been formally handed over to the District Health Department. The department has committed to sustaining services by deploying government health staff, allocating resources and fully integrating the facilities into the public health system.
Reflecting on the handover, Dr. Irum Shehzadi, Women Medical Officer with CWSA, said:
“Today we hand over not just a building, but a promise of healthier lives for the people of Kaplore. It has been an honour to serve this community through the challenges of the harsh desert. As a female doctor, it was especially meaningful to provide women with a safe and comfortable space to seek healthcare with dignity. The successful completion of this journey reflects our shared commitment to care and I hope this facility continues to serve the community for many years to come.”
Formal handover ceremonies were held at each dispensary, bringing together Village Management Committee members, healthcare providers, local government officials and other stakeholders. During the ceremonies, CWSA and the District Health Department signed a Memorandum of Understanding (MoU), officially transferring responsibilities for managing and operating the facilities to the Government.
For community members, the handover represents the continuation of services that have become an essential part of daily life.
Deen Muhammad, Government Vaccinator and Village Focal Person from Jhamrari, reflected on the transformation:
“Before CWSA’s support, very few patients visited our dispensary. After the facility was renovated, health staff were deployed and community health awareness sessions began, more people started coming for treatment, including families from neighbouring villages. Vaccination coverage also improved because mothers could access multiple health services during the same visit. The dispensary has become a trusted health facility and we remain committed to ensuring these services continue to benefit our community.”
The handover marks more than the conclusion of a four-years project. It represents a transition from project support to long-term public ownership, ensuring that communities continue to benefit from quality healthcare services long after the project’s completion. Through collaboration, local leadership and government commitment, the foundations have been laid for healthier and more resilient communities across Umerkot.
On June 30, 2026, Community World Service Asia (CWSA) hosted a Project Completion Ceremony in Umerkot, celebrating more than a decade of impactful community transformation under the project “Improving Health and Education Services in Migration-Prone Union Councils.”
Implemented from 2015 to 2026 in close partnership with Act for Peace (AFP), DFAT–AusAid, and local district authorities, the initiative significantly expanded access to quality healthcare and basic education for highly vulnerable, climate-and economic-migration-affected communities. By institutionalising systemic support alongside the District Health, Education, and Administrative departments of Umerkot, the project built resilient, community-led foundations for long-term, sustainable service delivery.
Health Project Implementation Phases
The project was implemented in three phases:
Phase I (2015–2018) Support was provided in three Rural Health Centres (RHCs)
Phase II (2018–2021) Support was provided to two Taluka Hospitals (THQs) Pithoro and Samaro
Phase III (2022–2026) Four Government Dispensaries (GDs) were strengthened in three union councils Kaplore, Sekhro and Faqeer Abdullah
Government Dispensary Ramsar
Government Dispensary Jhamrari
Government Dispensary Cheelband
Government Dispensary Kaplore
Following the project’s completion, all four Government Dispensaries were formally handed over to the District Health Department to ensure their continued management and sustainability.
Key Health Achievements
From 2015 to 2026, through the project, Community World Service Asia (CWSA), expanded community-based health and resilience programming positively impacting over 700,000 people across underserved areas in District Umerkot.
To ensure equitable access to dignified healthcare and strengthen Maternal, Newborn, and Child Health (MNCH) outcomes, the project focused on system strengthening and community empowerment by:
Delivering Comprehensive Primary Healthcare: Providing essential preventive and curative services, including free medicines via multi-disciplinary teams of Medical Officers, Lady Health Visitors, Medical Technicians, and Social Mobilisers.
Strengthening Local Health Systems: Upgrading and renovating government health facilities while building the technical capacities of local healthcare providers.
Fostering Local Ownership: Establishing and mentoring village-level Health Management Committees (HMCs) to promote community-led health governance.
Expanding Immunisation & Prevention: Mobilising local communities to support routine immunisations and district-wide polio campaigns in close coordination with the District Health Department.
Reaching the Most Remote Communities
In parallel, CWSA partnered with Presbyterian Disaster Assistance (PDA) to deploy Mobile Health Units (MHUs) across the drought-affected Union Councils of Kaplore, Sekhro, and Faqeer Abdullah. By taking primary healthcare, MNCH care, health education, and referral pathways directly to remote and isolated settlements, these mobile teams bridged critical gaps where static health infrastructure was unavailable.
Education Achievements
Alongside its healthcare interventions, the project made a significant contribution to improving access to quality education in District Umerkot through a comprehensive approach that strengthened enrolment, teaching quality, school governance and the learning environment.
The project supported 350 government primary schools, benefiting approximately 70,000 students across the district. School enrolment campaigns encouraged out-of-school children to enrol and attend classes regularly, while community awareness sessions promoted girls’ education by engaging parents, teachers and local leaders to address barriers to education.
To enhance students’ overall development, the project organised extracurricular activities that promoted confidence and active participation in school life.
In collaboration with the District Education Department, approximately 4,000 government primary school teachers received training in inclusive education and multi-grade teaching methodologies. The training equipped teachers with practical skills to manage diverse classrooms and adopt more interactive, child-centred teaching approaches, contributing to improved engagement and learning outcomes.
The project also strengthened school governance by building the capacity of 200 School Management Committee (SMC) representatives. Training focused on governance, monitoring, community mobilisation and effective resources management, enabling SMCs to play a more active role in improving school performance and accountability.
To improve the learning environment, Community World Service Asia provided participating schools with essential teaching and learning resources, including whiteboards, shelves, seating mats, chairs, water coolers, stationary, multi-grade teaching kits, school bags, water bottles, sports equipment, swings and audio-learning devices.
These resources enhanced classroom conditions by equipping teachers and students with the tools needed for effective teaching and learning. Recreational facilities, including swings and sports equipment, also helped create more child-friendly learning spaces that support students’ well-being. Together, these interventions have contributed to safer, more inclusive and better-equipped schools across District Umerkot.
Marking a Milestone in Sustainable Community Transformation: Project Handover in Umerkot
The Project Completion Ceremony in Umerkot served as a pivotal platform to reflect on a decade of community-led achievements, honour local partnerships, and solidify commitments toward sustaining essential services across District Umerkot.
The gathering brought together a broad coalition of local stakeholders, including representatives from the District Administration, District Health and Education Departments, the Immunisation Department, the Community Midwife School Umerkot, the Department of Empowerment of Persons with Disabilities, civil society partners, educators, and community leaders.
A Decade of Impact and Transition
The ceremony opened with reflections from CWSA representatives and a retrospective presentation highlighting ten years of integrated health and education progress. A featured documentary illustrated the project’s journey, demonstrating how localised interventions have built lasting community resilience and institutional strength.
Key stakeholders highlighted the transformative shifts achieved over the past decade:
Strengthened Primary Healthcare: Systematic support to public health facilities expanded Maternal, Newborn, and Child Health (MNCH) care, routine immunisations, and emergency responses to climate shocks like floods and heatwaves.
Equitable, Quality Education: Teacher training and interactive learning methodologies improved classroom standards, boosted overall student enrollment, and significantly increased girls’ access to education.
Institutional Sustainability: Local governance mechanisms, such as village-level committees and school management structures, were established to ensure communities remain active stewards of their own development.
Voices on Sustainability and System Integration
“Sustaining these achievements relies on the continued, shared commitment of government departments and local communities to ensure no child or family is left behind.”
Event Panelists
Strengthening Public Health Infrastructure: Dr. Mohammed Ali Nohri, District Health Officer (DHO) Umerkot, emphasised how a decade of collaboration bolstered the capacity of government health facilities, frontline medical staff, and mobile health outreach in remote, underserved areas.
Expanding Educational Equity: Mr. Mir Hasan Arisar, District Education Officer (ES&HS), noted that teacher capacity strengthening and community-school engagement have set a high benchmark for quality education, offering a sustainable model for broader district-wide replication.
Fostering Transparent Partnerships: District Leadership and Education Focal Persons acknowledged the value of transparent, accountable collaboration between civil society and local government in delivering essential public services.
Grassroots Transformation: Mr. Abdul Karim, a schoolteacher from Viklokar Village, shared how practical pedagogical training revolutionised classroom environments, increased girls’ retention, and fostered stronger trust between schools and rural families.
A Shared Commitment to the Future
The event concluded with symbolic handovers and mutual recognition between CWSA, local government authorities, educators, and community focal points, underscoring a shared journey of localised leadership and mutual trust.
As the project transitions fully into local hands, CWSA extends its deep gratitude to Act for Peace (AFP), the Australian Government (DFAT-AusAid), Presbyterian Disaster Assistance (PDA), local government line departments, educators, and community volunteers. Their unwavering solidarity over the last eleven years has ensured that quality healthcare and education remain lasting rights for the communities of Umerkot.
The Regional Humanitarian Partnership Week (RHPW)Asia and the Pacific is officially returning for 2026! On behalf of the co-organisers ADRRN, CWSA, ICVA, and UN OCHA, we invite you to save the date for the region’s premier collaborative humanitarian gathering.
📅 Dates: December 8–10, 2026 📍 Location: Bangkok, Thailand (In-person at the Rembrandt Hotel)
Key Theme:
As the Asia-Pacific sits at the absolute cutting edge of climate risk, geopolitical shifting, and local humanitarian innovation, RHPW 2026 will serve as a dynamic launchpad. We are moving beyond passive discussions to position our region as a primary driver of a completely reimagined, equitable, and locally-led global aid system.
Our strategic dialogue this year centers on three interconnected pillars:
A Changing Landscape: Navigating shifting geopolitics, resource constraints, and new operational realities.
The Climate-Humanitarian-Development-Peace Nexus: Scaling up anticipatory action, local adaptation, and direct-to-local financing.
Shifting Power, Shaping Futures: Ensuring local actors, women, youth, and marginalised groups genuinely lead responses.
Call for EOIs & Registrations: The Call for Expressions of Interest (EOIs) to host sessions is now open! Official registration will launch on Monday, July 20, 2026. Keep a close eye on your inbox, bookmark our website, and follow our social media channels for the registration and application links.
Registration Fee: Historically, RHPW has been fully subsidised. To ensure financial viability and equitable regional execution in a shrinking funding landscape, a nominal registration fee of USD 30 (inclusive of all processing and bank charges) will be introduced per participant for the full three days.
Process Note: Registration serves as an initial expression of interest and does not guarantee a slot. Official confirmation is strictly contingent upon successful verification and receipt of the fee to ensure fair delegation representation.
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