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The first leadership session of the CHS Country Cooperative in Pakistan, hosted by Community World Service Asia (CWSA) in early 2026, marked an important step in building a strong foundation for collective accountability and collaboration among CHS Alliance members in the country.

Envisioned as an autonomous, member-led initiative, the cooperative places CHS members in a unique position to shape its direction in ways that add meaningful value.

CHS Country Cooperative Pakistan meet for the first time

Capacity Sharing and Peer Learning

We started with discussing our shared vision – moving beyond compliance and ‘box-checking’ towards cultural change, peer learning, and strengthening institutional capacities, all while deepening commitment to the communities we serve.

It was heartening to see participants emphasising the importance of breaking silos and exchanging capacities and skills. Mapping organisational strengths, documenting best practices, and conducting exchange visits were highlighted as practical steps forward. One participant noted that joint CHS self-assessments could serve as a powerful tool for collective learning.

“Most members already have good capacity; we just need a clear and simple framework to use and identify pilot areas to learn from one another’s experiences,”   Daud Saqlain, Country Director, Human Appeal.

We then reflected on recent experiences where organisations conducted CHS self-assessments together, sharing verification results and promising practices. These experiences reinforced the principle that accountability is best advanced collectively, rather than imposed externally.

Engaging External Stakeholders

A key element to effective collaboration is looking externally: and this prompted a fruitful discussion on how we engage collectively with government bodies and networks such as the Pakistan Humanitarian Forum (PHF) and others. We were in agreement that identifying synergies and pooling resources would strengthen humanitarian action and amplify the voice of CHS members in Pakistan.

Diaries are busy, but we decided as a group that the Cooperative should meet regularly –  virtually, in person, or in hybrid formats, to ensure inclusive participation. These meetings will help advance agreed priorities, track progress, and maintain coordination.

Shared Resource Centre

One area that was raised was around sharing of resources, and we are looking toward creating a centre which could showcase case studies, contextual adaptations, and practical tools to promote sector-wide learning.

Anchored in the Nine Commitments

The session concluded with a strong reminder that the cooperative must remain simple, practical, and anchored in the Nine Commitments of the CHS. Most importantly, the initiative is member-owned, context-driven, and dependent on long-term leadership commitment, aligning with CHS Alliance’s strategy and values. The Pakistan CHS Cooperative, along with those being established in other contexts, serves as a bridge between global standards and local realities. It has the potential to become a strong, democratic structure that ensures these realities and member priorities shape the agenda,  rather than external donor or Secretariat priorities.

Way Forward

Upon closing, each organisation was requested to nominate a CHS Country Cooperative Focal Point to carry the discussion forward. The next meeting will bring these focal points together to develop a concrete work plan.

Highlighting the importance of sustained engagement, one participant concluded: “Sustained leadership is the heartbeat of these cooperatives. It is critical for their long-term success.”

We look forward to the next steps, and to see where this exciting new venture takes us.

Find out more about CHS Country Cooperatives and please email bsokhop@chsalliance.org for any further information.