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Turning accountability commitments into practice in sensitive contexts

At the heart of the project was a simple but careful premise: accountability is most effective when it is shaped by those closest to communities, while remaining sensitive to context and risk.

The camp provided a safe, and bilingual space for honest reflection and peer learning. The journey throughout the ALPC highlighted the remarkable dedication of humanitarian workers operating in Myanmar, despite the challenges they face. Participants engaged with the Core Humanitarian Standard (CHS), Sphere Standards, and Safeguarding principles, focusing on practical, context-sensitive application suited to a highly constrained emergency setting. The atmosphere of openness and shared experience also fostered deeper trust and solidarity among humanitarian workers from different geographical areas of Myanmar.

“This training has been an eye-opening experience and a turning point in my career. It has significantly enhanced my individual growth, especially in my role as a mentor for organisational development and as the safeguarding focal point in my organisation.” – a participant at the ALPC.

Tools, mentorship, and seed funding for locally led action

Learning did not stop at the camp. A core element of the project design was to ensure that knowledge, skills, and confidence could be cascaded within organisations.

Participants worked together to co-create a bilingual Quality and Accountability (QAS) toolkit in English and Burmese. The toolkit includes simplified training materials, safeguarding checklists, feedback tools, and contextualised guidance designed for low-connectivity and challenging environments.

To support practical application of skills once back in their own communities, some of the participating organisations received small-scale, seed funding to enable peer learning sessions and follow-up activities. These activities were intentionally designed to be adaptable, and responsive to each organisation’s operating context.

Throughout the rollout of these actions, participants received ongoing mentorship and technical accompaniment from CWSA, CHS Alliance, and Sphere. This included regular coordination, joint adaptation of session plans, and troubleshooting support, ensuring that accountability and safeguarding concepts are applied in practice.

This cascading model prioritised sustainable capacity transfer and local ownership, reaching frontline staff and volunteers, particularly those with limited prior exposure to quality, accountability, and safeguarding tools, while remaining sensitive to contextual considerations.

A follow-up review process allowed participating organisations to reflect on progress, exchange insights in a shared learning space, and further adapt their approaches based on experience and local realities.

“From the camp to funding and into our communities – this journey gave us hope, light, and trust in one another. After the coup, we felt broken and distracted. But the seed fund believed in us and by being trusted, we became trustworthy. This is more than awareness; it is accountability in action. It has shown us that when people are given even small opportunities, they can rise, heal, and bring real change to their communities.” – a participant at the ALPC.

Listening to communities to reveal unmet needs

A core objective of the project was to understand whether humanitarian action was truly meeting people’s expectations. To do this, the project supported a Community Perception Survey, refined collaboratively by participants to ensure cultural relevance and accessibility.

The survey reached over 750 community members across affected areas and generated quantitative and qualitative evidence on access to aid, information, participation, and accountability.

What the evidence shows

• Strong trust in accountability systems: Nearly 90% of respondents knew how to provide feedback or complaints, and over 80% reported trusting these mechanisms.
• High perceived fairness: Around 83% felt that aid distribution was fair, and an overwhelming majority said humanitarian staff took their concerns seriously.
• People-first communication matters: Frontline staff, volunteers, and community leaders were the most trusted sources of information, far outweighing mass media or digital channels.
• Clear gaps remain: Persons with disabilities and other vulnerable groups were still perceived as at risk of exclusion, and participation often stopped at being informed rather than actively involved in decision-making.

Community feedback consistently highlighted the importance of clear information, inclusive approaches, timely assistance, and aid delivered with compassion and respect.

“Hearing directly from communities opened my eyes – I realised how many needs are still unmet, and it challenged me to think about how we can respond better.” – a participant at the ALPC.

Beyond systems: Nurturing dignity, trust, and resilience

While the project delivered concrete tools and evidence, its deeper impact lay in shifting mindsets. Accountability was reframed not as a reporting requirement, but as a relationship built on trust.

Participants reported increased confidence to engage with communities in safer ways, handle sensitive feedback responsibly, and adapt programmes based on aggregated community feedback. Stress management and safeguarding discussions also highlighted the importance of supporting the emotional well-being of frontline responders themselves.

The result was stronger coordination among Myanmar-based organisations, greater ownership of humanitarian standards, and renewed commitment to principled action – even in an extremely constrained operating environment.

“This camp gave us the tools, but also the courage to lead accountability from the frontlines.” – a participant at the ALPC.

Accountability as an ongoing frontline movement

This experience shows that even in highly constrained environments, accountability can thrive when trust and dignity are prioritised. Continued solidarity and discreet, contextualised support remain essential to protect and empower frontline responders working under complex and sensitive conditions.

Although the project concluded in October 2025, its learning and tools continue to inform practice. Bilingual resources remain in use, organisations have strengthened their internal systems, and community expectations are now better documented and understood.

Importantly, the ALPC also revealed critical needs that extend beyond systems and tools. Participants highlighted the urgent need for greater psycho-social and mental health support for humanitarian workers and affected communities alike, as well as strengthened capacity for humanitarian negotiation in complex environments. While the project began addressing these areas, sustained investment and advocacy will be essential to ensure frontline responders are not only equipped with standards, but also supported to navigate the emotional and operational realities of their work.

With thanks to content courtesy of Sphere