Yearly Archives: 2020

Dear Partners & Friends,

We all are facing difficult times due to the COVID 19 pandemic. The COVID 19 presents unique challenges in relation to understanding of the humanitarian organization and their capacity to respond. In the current situation, our collective commitment to accountability to affected people will be more important than ever.

Both the Sphere and Core Humanitarian Standard Alliance (CHSA) have come up with important information for strengthening principled humanitarian action for responding to the current crises. Community World Service Asia (CWSA) is organizing a Webinar: Q&A Standards in COVID19 Response on April 9 at 11 am, to provide an opportunity to humanitarian professionals to learn about using Quality and Accountability approaches while responding to emergencies like COVID-19.

The webinar will guide humanitarian practitioners on using Q&A tools in their response and will help develop key messages to raise awareness for the most vulnerable populations affected by the COVID-19.

We look forward to your Registration for this webinar. Please find attached more details on the webinar.

Click here to download Brochure

Thank you,
Best Regards,


‘Theory of Change’ (ToC) has emerged as an important planning tool for development projects in the last decade. With its application not limited to technical use, it provides users guidance to analyze and develop political and management choices. Experts recommend ToC as a tool for political literacy that supports organizations with adopting a reflexive approach towards development.

The ToC facilitates organizations with effective project implementation and with mapping its change processes and its expected outcomes. It is often used in conjunction with the log frame approach as it forecasts expected processes and outcomes that can be reviewed over the time. This allows organizations to assess their contributions to change and accordingly revisit the theory of change. It also helps staff in clarifying and developing the theory as per the needs of the organization or its projects.

Community World Service Asia organized a four-day residential training on ‘Building blocks of Theory of Change’ which was participated by twenty-one humanitarian and development practitioners from eight national organizations. The training was led by Harris Khalique, who is a leading practitioner, advisor, speaker and trainer in the area of social development and human rights. He is the Secretary General of the Human Rights Commission of Pakistan (HRCP) and a senior fellow with Revets Learning Inc. The training was co-facilitated by Zeeshan Novel, who is also a development professional and rights campaigner with specific expertise in project management, capacity building, emergency response planning, policy research and advocacy.

Held in Murree, the training adopted an interactive methodology, based on practical exercises to achieve effective learning. The initial sessions focused on the basic concepts of ToC, why organizations need it and introducing its essential components. Participants understood the concepts of Result Chain Logic, Developing Impact, Output and Impact Statements and Situation Analysis, its causes and effects.

In a group activity, participants were sensitized about cause and effect through the problem tree exercise where they were asked to identify the problem statement and its results through the result chain concept. Through this exercise, participants learnt to identify the impact of the problems and how to overcome them. The ToC as a strategic planning tool was put forward where its implementation mechanism and monitoring and evaluation (M&E) systems were studied in detail.

Participants’ Learning:

“The training was very informative and relevant to our needs and expectations. The basics of ToC were thoroughly covered in the training and we, as participants, were able to learn each step to create a theory of change in detail through the participatory approach adopted by the trainers. The group activities helped us get a firm grip on the ToC as per our organizational needs. The management team was cooperative and helpful throughout the four days in Murree.

The training has enabled me to develop a beneficial and convincing ToC for Read foundation which I will construct on my return.”

Zain-ul-Abideen (Deputy Manager) Read Foundation -Islamabad

“As an M&E Manager, I am leading the M&E and program development activities of the organization.  In this regard, the training was much needed to enhance my learnings.  I was confident to develop the ToC plan for our organization when we were asked to on the last day of the training.

The training involved the participants in practical activities which made learning successful in terms of knowledge building.”

Shah Fahad, M&E Manager in Center for Electronics Research & Development (CERD)

“I aim at developing a ToC for my organization when I join back. The training has provided us with relevant guidance on developing an effective ToC to make the activities of the project productive and make change a reality.

The sessions were highly interactive for which I would like to appreciate the CWSA Team. The most interesting aspect of the training were the live discussions between the groups. In conclusion, the workshop was very conductive with excellent and well-designed presentations and discussions.”

Sadia Yousafzai, Project Coordinator in Center for Electronics Research & Development (CERD)

“The practical work and exploration of new things along with developing discussions were all really useful and effective. I believe that the ToC will benefit us by exploring organizational projects and other development initiatives. The guidelines and templates shared in the workshop were efficient and helpful in our field of work.”

Erum Baloch, Country Program Coordinator in Secours Islamique France (SIF)

Sixteen years old Dhelan Kumari, is the only girl of her age in village Khunhar, who continues to attain education and attend school to seek higher education. She is currently in 11th grade.

I got engaged when I was only 15 months old. My fiancé is from a different village but is of an equal status as my own family so our parents planned to wed us when we would turn 12 years.

Dhelan’s parents have six children and she is one among their five daughters.

My husband, Jumoon, is a farmer and earns a small income of PKR 300 daily. All my daughters are married except Dhelan. She is the youngest of all. Dhelan has always been enthusiastic about going to school and bringing more meaning to her life,

said Dhelan’s mother, Lakshmi.

During one of her school activities, Dhelan got the opportunity to attend and watch a theater play organized by one of the local landlords in Kunhar.

It was a play by a local theatre group called Purbhat[1], on early child marriages. It was my first experience attending a play and I got to learn so much about the prevailing issues that were never discussed with us before. I learned the challenges a girl faces when she is married at a very early age. She is unable to complete her studies; she is unable to cope up with the new family which results in a lot of challenges for young girls and their families. Moreover, she is never happy that way.

After attending the theatre play in early 2019, Dhelan’s drive to prioritize her education grew even more and she wanted the same for all the other girls in her village.  One day, Dhelan grew the courage to talk to her brother and mother on the issue and they both supported her with this cause and helped her spread awareness on the importance of education for girls and the disadvantages of early marriages.

Dhelan’s dedication and energy motivated me to support my daughter and help her in achieving her dreams,

shared Lakshmi.

Although she faced a lot of retaliation from the village community, Dhelan was determined and committed to work for her cause. She wanted to create awareness among young girls and highlight the adverse consequences of early child marriages. She wanted to emphasize on the importance of education for girls and prove that girls are no less; they have equal rights as men and should not be suppressed.

To Dhelan’s advantage, a theater group was formed in Khunhar village and was named ‘Khunhar’. Everyone from the village was encouraged to join the group, especially young girls and boys. Dhelan showed her interest in joining the group. Ashok, the president of Khunhar’s Steering Committee came to Dhelan’s family and recommended Dhelan and Lakshmi to join the theater group to inspire other women and girls of the community.

My uncle discouraged us and tried to stop me from joining and participating in the theater plays. He said this will bring disgrace to the family and my in-laws will not approve of it as well. However, the support of my family made me strong and gave me the courage to take the step of joining the Khunhar Theater Group,

 shared Dhelan.

Dhelan was relentless. Her mother Lakshmi and she joined the Khunhar Theater Group along with eight other members from the village. This theater group is the first ever to be formed at a community level along with three others in Umerkot. As part of the group, each member is paid a stipend of PKR 1000 for every play they perform.

Dhelan’s education expense is covered by the stipend we earn through the theater group.

said Lakshmi.

Dhelan wanted to continue her studies and did not want to be wedded off soon. She was lucky to have a family that supposed her. Her mother stood by her side,

Education is very important whether it is for a girl or a boy. It teaches you the difference between right and wrong and not the difference between a man and woman. No one can take away the knowledge you gain in your lifetime and that can be your highest achievement in life. I wanted Dhelan to be an educated girl and lead a better life. Dhelan shared with her brother that she did not want to get married and continue her studies instead. I want to see Dhelan in a better position as well, rather than just being a housewife and a labor worker in the fields. We talked to her in-laws and insisted on postponing the marriage. Dhelan’s brother also encouraged her fiancé to continue with his studies so that they could build a better future for themselves together. As a result, the marriage was postponed and no date for the wedding is decided as yet. Dhelan continued her studies and is now in 11th grade,

 shared Lakshmi happily.

My college is in the city which is a twenty minute walk from home. I am also taking computer classes in the evenings. I topped the board exams of standard eight, nine and ten in Umerkot. I aim to top again in standard 11. On the weekends, I give free tuitions to young girls in the village. I want to do as much as I can for women and children, not only in the village, but in all of rural Sindh. The plays we perform are aimed at ending child marriages and encouraging girls’ education. Many people in the community have become aware of the negative consequences of early marriages. They put an end at child marriage when they witness any,

firmly concluded Dhelan.

[1]  A local theater group in Umerkot

Community World Service Asia (CWSA) is providing Maternal, Newborn and Child Health (MNCH) services, under its Health program, in collaboration with the district health department at two Taluka Hospitals (THQs) in Umerkot and one Mother Neonatal Child Health Centre in Sujawal district. The MNCH caters to thirty surrounding villages in the two districts.

CWSA implements long-term health programs for vulnerable and marginalized communities in the region. The projects under this program operate through static health units within the provincial health structures, Preventive and curative health services, vaccination campaigns, mother and child health, and health education are some of the key components of these projects.

In most remote areas of Pakistan, cultural barriers prevent women from seeking medical treatment from male nurses and doctors and as a result prolong their illnesses or leave themselves undiagnosed. The health centers set up by CWSA are equipped with women medical staff to ensure that women and girls in the communities have equal and easy access to health services.

These rural health centers employ women medical staff that provide vaccinations, pre and postnatal care, education and awareness on sexual reproductive health and family planning, and delivery services to women and young girls in the villages.

Since January 2020, the health team has organized and facilitated eleven awareness sessions on polio eradication, HIV/AIDS, Acute Respiratory Infection (ARI), hepatitis, family planning, antenatal and postnatal check-ups, breast-feeding benefits and healthy nutrition for pregnant women in the catchment areas of both THQs, namely Samaro and Pithoro. In addition, the health team participated in a ‘Family Mela’ organized by the Population Welfare Department in Umerkot.  Through the awareness activities, communities, Health Management Committees, local schools and children were sensitized on the major causes of epidemic diseases and their signs and symptoms and precautionary measures. Information, Education and Communication (IEC) material was also distributed and displayed among communities on related topics during the sessions. Baby kits were also distributed for the mothers of newborns and pregnant women. Whereas, Hygiene Kits were distributed among school children and wheel-chairs among disable persons in the community.

Moreover, the health teams collaborated and supported a government lead polio vaccination program in Yousaf Bhatti village to help them mobilize communities and convince them to take the vaccinations as many local communities were against the campaigns. The medical staff sensitized the community members on severe effects of polio and how it could lead to permanent disabilities, with vaccination being the best prevention. The community was convinced and agreed for their children to get vaccinated.

Rural communities facing poverty, food insecurity, malnutrition, and inaccessibility to basic services, often put health-care as their last priority. Community World Service Asia is committed to helping such communities access their health rights, find sustainable solutions and reduce disaster risks as they survive and find ways to earn livelihoods.


Sajida Qamar, Project Manager at Sojhla for Social Change has been working in the development sector since 2010.

With five years of experience in Sojhla, I have been working on various programs through monitoring, evaluation and managing of field activities. I am responsible for grant management and handling, along with coordination and networking with external stakeholders. The thematic areas on which our organization works are Gender & Development, Health, Education and Good Governance.

Sajida is also involved in Sojhla’s program staff recruitment processes.

I felt the need of having more knowledge on the essential tools of Human Resource Management. When I heard about the training to be held on Competency Based HR Practices, I immediately showed interest in attending the workshop.

The training, titled “Competency Based HR Practices”, organized by Community World Service Asia, was held in mid-July, 2019, with a participation of nineteen humanitarian practitioners from sixteen national and local organizations working in Pakistan. Uma Narayanan, an expert consultant on human resources, organizational development and system development and with facilitation experience of over 200 international trainings, conducted the training as a lead trainer.

Throughout the four-day training, participants were engaged in interactive sessions, learning new approaches for selection and recruitment of suitable and competent staff for their organizations.

It is vital to know the competencies of the candidates required to fill vacant positions which will eventually help in the achievement of project and organizational goals. The trainer’s extensive profile in the field of HR inspired me to participate in the training as her diverse experience of over fifty countries helped us learn international practices and standards required to retain staff and maintain work performances.

According to Sajida, the training provided sufficient information on HR standards and techniques to align HR strategy with the organizational strategy and goals. The tools and methods on adopting the Core Humanitarian Competency Framework (CHCF) were underlined and participants were made familiar with competency-based approaches to promote organizational and individual development.

One of the most interesting tools we learnt during the training was the Blended Learning Approach and Toolkit on CHCF. Such tools enable HR and relevant hiring staff to select competent candidates to fill vacant positions in the organization. Uma highlighted the effectiveness of hiring competent staff because they are a long-term asset to the organization. The CHCF applies to arranging job interviews, developing job descriptions, managing aptitudes and performing appraisals and assessments. It provides efficient guidelines to perform these functions and attain productive outcomes.

On my return from the training, I planned a session with the staff of Sojhla, including the Executive Director and the HR department, to share the new concepts and toolkits for effective HR practices.

In August 2019, Sojhla initiated a new project on community peace building, for which new staff had to be hired.

During the hiring process, I assisted the HR team in developing competency-based job descriptions for the vacant positions. Keeping the CHFC in mind, we composed relevant questions for the interviews. The questions focused on specific experience with relevance to the nature of the job. Scenario-based questions were included which aimed at assessing the capacity to handle different situations and provide new ideas for quality implementation. Moreover, we are planning to develop and conduct biannual appraisal systems which will include self-assessment as per CHCF.

However, one of the challenges we faced during the implementation of the learning was that the CHCF processes are lengthy. This makes them more effective for long-term projects but time-consuming for staff. In Sojhla, we are working on short-term projects and therefore, these lengthy processes are not fully applied and adopted within the short period of time. For this reason, I would recommend that a training is provided on implementing the CHCF in short-term processes as well to adopt maximum guidelines of the framework in our field of work.


The Alliance for Empowering Partnership (A4EP) is a network of organisations committed to strengthen the humanitarian architecture and locally led response. On 21st of March A4EP held a meeting with Directors of 14 local/ national organisations from 11 countries, some of whom are part of larger networks in country and representatives on the national, regional and international coordination mechanisms. This position paper contributes to the discussions and decision making on COVID-19 at international, regional, national and local level. It is aimed at the governments, their international development partners, aid donors, INGOs, the private sector and citizens.

Most countries of A4EP members have reported only a limited number of confirmed COVID-19 cases and deaths. We recognise, that this may be the result of lack of testing rather than reflect the real epidemiological situation. The measures taken so far, to control gatherings of people and restrict mobility, tend to be less drastic than in China, South Korea or Europe for example, but this may change rapidly. While the message on hand washing is already circulating more widely, maintaining physical distance is lagging. Some of our CSO members are already limited to working from home. Overall, our populations, and our own staff, are deeply concerned. Many people in our society are not digitally well connected, and do not receive the health messages already circulating. Partial and often uncoordinated messaging adds to rather than reduces the confusion, stress and anxiety. Also for us this is an unprecedented situation, for which we have no standard operating procedures – so far.

Local and national civil society organisations have a critical role to play in the response to this pandemic. This all the more so because drastically reduced international travel and supply lines make large scale international mobilization impossible. Many international actors are also dealing with their own operational disruptions and domestic COVID-19 crisis.

We know that this will be not only a public health, but also an economic and social crisis. It may also lead to a rise in ethnic, gender based and domestic violence, and may cause social unrest among daily wage earners and people working in informal sector faced with loss of jobs, income and food security. All local and national capacities need to be mobilized to mitigate these impacts as much as possible.

  1. We urge for clear, coordinated and understandable communications and protection for health care personnel and humanitarian workers and uninterrupted supplies

The most visible and immediately concerning impact of COVID-19 is on public health. We can learn from other countries about where major stresses in the health response will occur: effective testing on a large scale; expanded intensive care capacities with specialized equipment (ventilators); protective equipment for frontline medical staff; support for stressed and exhausted medical staff, several of whom will be infected and some of whom may die. In-country manufacturers who can, should switch production temporarily to the production of much needed supplies such as hand sanitizers, soap, ventilators to support patients developing severe symptoms, protective clothes, gloves, masks and goggles etc.

A significant capacity lies in the private health care system, that is inaccessible for much of our populations. This is not the time for socio-economic discrimination: all health services’ capacities, including that of the security forces, must be mobilized in a coherent effort to control the situation and limit the mortality rates. All means of mobile communications and internet services must be functioning and accessible at subsidised cost to all during this crisis.

A very vital component at this juncture is a psychosocial programme. A large number of the population is fearful in the face of such unprecedented crisis. That emotional unrest will contribute to other socioeconomic problems. Tailored psychosocial activities ought to be launched through mainstream and social media.

Clear, coordinated and understandable communications to the public and all responders is vital. This should be in all languages and dialects spoken in our territory and disseminated not only via the Internet but also the relevant social media networks, and -for those without smart phones, computers or electricity- via phone calls and community workers. Younger people, the overwhelming majority of our populations, need to be told – in a messaging that resonates with them- that they can be spreading the virus but are also themselves at risk.

While restricting people’s mobility, ‘key personnel’, necessary to maintain essential services, needs to be designated. This obviously includes pharmacies, bakeries, grocery stores, but also drivers of water trucks, garbage collectors, banking and insurance company staff, fuel station personnel and humanitarian and social workers.

We are a key capacity: Local and national civil society organisations, not only those with health expertise, should be considered an as important ‘auxiliary’ to the governmental efforts as our national Red Cross or Red Crescent societies and civil protection units. Our staff should be classified as ‘key personnel’ with the permission to move about and assist.

  1. We urge support to maintain or restore our operational continuity through technical support and funding

To be able to play our part, we need to maintain or restore our operational continuity. We must be able to continue paying our staff, provide them with protective equipment, and – in line with the benefits enjoyed by staff of international organisations- with a robust health and life insurance. We need to maintain access to finance: ATMs must be kept supplied and accessible and/ or all employees need to be able to have a digitized account. As organisations, we need to be quickly set up with e-banking where this is not yet the case, and the issue of multiple signatures resolved within days.

When requested, aid donors should quickly agree to an extension of all ongoing projects/programmes with additional operational and overhead costs, given current circumstances. Especially now, no staff of a local/national organization should lose her or his job, due to suspension of projects or delay in the approval of new grants.

Volunteers will be coming forward in our societies once we have the capacity to safeguard, train, guide and accompany them, and cover their operational and living costs, they become part the much-needed surge in response capacity in the country.

Where there are country-based pooled funds, they should now be made easier and quicker for local and national agencies to access. CBPF exist however only in a minority of COVID-19 affected countries. Setting them up typically takes much time: where they don’t exist other modalities to make funding rapidly available, need to be created quickly.

Start Network, with its capacity of rapid financing, leverage of anticipation funding and strategy of national/regional hubs is in a good position to widen its outreach by looking beyond its existing members to reach out to more locally rooted organisations, particularly in the countries where it has incubated national hub formation. This will offset the lack of CBPFs in a given country.

We are a key capacity: From our international partners, we need an urgent and clear message that delays and interruptions in ongoing projects (and their reporting requirements) are inevitable and accepted. We need to be able to switch the funding that may have been allocated for other purposes, to deal with COVID-19, until other funding becomes available. We need access to reliable information and solid and practical technical advice – which can be offered remotely.

We now need, more than ever, upfront and flexible funding – writing elaborate project proposals and waiting weeks for a decision is not -currently- an option. We need to remove bureaucratic hurdles, introduce quicker decision making. Financial reporting requirements need to be adapted so that we can maintain our cash flow. As the international crisis-response system is not able to be present in these many countries as it may wish to, this is the time to put Agenda for Humanity commitment 4A and Grand Bargain commitment 2 in practice: “reinforce rather than replace local and national capacities”, “in a spirit of partnership (…) where we all meet as equals”. New partnerships modalities might be needed. Instead of going through repeat due diligence processes that all of us have undergone multiple times already, we ask donors to adhere to commitment 4 of the Grand Bargain, i.e. reduce duplication and management costs. Women led organisation can play an important role in the response and need specific support.

  1. We urge for social welfare and protection for economically vulnerable

Reduced mobility within our countries, closure of all non-essential services, and interrupted import and export flows, will have a major economic impact. This will follow fast in the wake of, and may even temporarily outpace, the public health impact of COVID-19. Casual labourers, street vendors, small shop owners, small producers, private urban transport providers, small- and medium enterprises, in short, the hundreds of millions who are already economically more vulnerable, will be first and hardest hit. The widening gap between demand-supply due to hoarding and disrupted supply chain is likely to cause inflation in the prices of essential commodities. The result will be increased household debts and poverty.

Our governments do not have the billions of dollars to mitigate the economic impacts, in loans or grants, that the richer nations have. Our countries may need a moratorium on national debt interest repayments, debt rescheduling and debt cancellations. We may need very soft loans and grants for social welfare protection. The international financial institutions, and private sector lenders, have a significant responsibility to mitigate a possible global depression. Our governments on the other hand have the ability to provide policy guidance and legislate to mitigate this impact. We also ask the corporate sector to demonstrate more social responsibility at this critical time, by working for the common good.

From experience, we know that in times of economic and social stress, domestic violence, often directed at women and children, increases. Women, and women’s rights organisations, have a particular role and contribution to make here, also providing support to men who have difficulty coping with much bigger challenges. Ensuring enabling conditions for women’s rights organisations, as well as those focusing on the elderly and the disabled, must be an explicit objective for our governments and international partners.

We are a key capacity: Local and national civil society organisations have important roles to play here e.g. to identify which households to prioritise, in distributing cash grants, and helping small, indebted producers and workers renegotiate their debt with lenders, and where needed, provide legal assistance.

  1. We urge our Governments, fellow citizens and fellow humans to treat everyone with dignity and respect during this crisis

The COVID-19 pandemic can become a social crisis: Faced with this unprecedented and rapid onsetthreat, it is normal to feel fear and to think about our own physical and economic survival. We may be tempted to look for a scapegoat to blame, or to argue that the limited resources should be available to ‘us’ and not to ‘them’. ‘Them’ may be the poor, slum dwellers, ‘tribals’, domestic workers, migrant workers, religious or ethnic minorities, IDPs, asylum-seekers, refugees and others who usually are already in a weaker economic, social and legal position. That would be a mistake: Like climate change impacts, this is not a national, class, majority-minority or citizen-foreigner crisis: This pandemic threatens all human beings, and our global economy. Political and business leaders, as we have seen, are not immune or able to effectively protect themselves. It is humanity’s challenge, that we must confront together.

We are a key capacity: Local and national civil society organisations are at the forefront of the fight against discrimination, injustice, exploitation and exclusion in their own countries. They have a vital role to play in ensuring that the tone of public discourse and practice is and remains one of empathy and inclusion, not blame, discrimination and exclusion.

Localization is inevitable now, also due of the travel restriction. However, this localization should reflect the real spirit of partnership and complementarity instead of transferring the risk to local humanitarian workers.

COVID-19 with its public health, economic and social impacts is a major threat. It is also a major opportunity for experiencing our shared humanity, expanding our empathy and solidarity, and finally investing seriously in local and national capacities.

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The Coronavirus is spreading globally. How can individuals, communities and humanitarian actors best respond to the COVID-19 outbreak? How can the Sphere Handbook guide our response? Let’s share lessons learned Sphere collates and disseminates emerging practice and evidence in the Coronavirus response.

Sphere معیار اور کورونا وائرس کے سلسلے میں کارروائی

دنیا بھر میں کورونا وائرس پھیل رہا ہے۔ افراد، کمیونیٹیز اور انسانی امداد دینے والے کارکن COVID-19 کی وبا پر بہترین ردِعمل کیسے دے سکتے ہیں؟ Sphere ہینڈ بُک کس طرح ہماری امدادی کارروائی کی راہنمائی کرتی ہے؟

Click here to download Coronavirus guidance English version

Click here to download Coronavirus guidance Urdu version


The Grand Bargain (GB) is coming to an end in 2021 without achieving much on the 51 commitments made in 2016. The GB commitments largely remained confined to the headquarters of the signatories without proper dissemination to humanitarian actors on the ground. The Agenda for Humanity aimed at shrinking the humanitarian needs, but the humanitarian needs have continued to grow, as also highlighted in the most recent Global Humanitarian Overview (GHO2020). In absence of further extension of the Grand Bargain, or lack of a long-term humanitarian framework, it is challenging to seek sustainable reform of the humanitarian architecture. This is why, it is recommended to modify the GB commitments into humanitarian goals and align them with Sustainable Development Goals (SDGs), Sendai Framework for Disaster Risk Reduction (SFDRR) and Paris Agreement on Climate Change. Therefore, it is necessary that GB gets extended up to 2030 to have the same timeline as the three most endorsed global frameworks. The humanitarian architecture also ought to be more inclusive of emerging donors, Southern governments and CSOs to create wider ownership and have more informed discussion that would usher more efficient, effective and impactful humanitarian action on ground.

The Alliance for Empowering Partnerships (A4EP) is a network of organisations committed to rebalancing the humanitarian architecture and practices to enable locally-led responses. Considering the discussion above, this paper asks for “A Grander Bargain 2030”, reducing the commitments so they are practically achievable.

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