• The previous CHS audit concluded in March 2025, and its findings were incorporated into the revised CHS Compliance Action Plan (2025-2027), overseen by the Steering Group. Regular monitoring and follow-up strengthened oversight of Corrective Action Requests (CARs) and improved tracking of CHS-related commitments across the Secretariat.
• The Governing Board revised and approved the ACT Quality and Accountability Framework, strengthening alignment between membership, Secretariat, and operational accountability requirements. The revised Gender Justice Policy was also approved and became mandatory for members, reinforcing ACT’s commitment to accountability, inclusion, and gender justice.
• The ACT Membership Portal continued to support organisational compliance by facilitating the submission and monitoring of mandatory policies and annual audit reports from members.
• Operational systems were further strengthened through revisions to the Humanitarian Operations Manual and associated monitoring tools. Structured monitoring plans continued to support oversight of Appeals and Rapid Response Fund (RRF) projects, while preparatory work advanced on a digital Project Management System to improve programme monitoring, reporting, and compliance oversight.

• The CHS Self-Assessment Pilot was completed with 14 local and national members, strengthening engagement with the CHS Alliance and promoting peer learning across the network. A Learning Review of the pilot generated recommendations that are now informing ACT’s harmonised Due Diligence Passporting Framework.
• The Due Diligence Working Group (DDWG) was established and became operational, working with existing ACT structures including the RRF Expansion Group and the Reference Group on Quality and Accountability. The group advanced its workplan and led development of the Due Diligence Tool and User Guide.
• ACT also strengthened collaboration with strategic partners, including CHS Alliance, Groupe URD, Sphere, and Fabo, reinforcing the Alliance’s commitment to humanitarian quality, continuous improvement, and internationally recognised standards.

• Capacity strengthening remained a priority throughout 2025. Learning initiatives were delivered across regions, including a Complaints Investigation Workshop in MENA, a Global Quality and Accountability Workshop in Asia, CHS Self-Assessment learning events in LAC, and a briefing on Q&A requirements at the Africa CEOs Conference.
• Progress was also made on safeguarding and organisational learning, including revisions to the Code of Conduct and Child Safeguarding e-learning courses, expanded promotion of ACT Learn (Fabo) courses, and engagement on emerging issues such as the responsible use of artificial intelligence through ACT’s Learning Community of Practice.
• The Quality, Accountability and Complaints Reference Group was further strengthened through the onboarding of new members and the start of its operational work, improving coordination across ACT governance structures and providing stronger strategic guidance to the Secretariat.

During 2026 and 2027, the Secretariat will roll out the Due Diligence Passporting framework in phases, beginning with a pilot in the LAC region in collaboration with Groupe URD, before expanding across all ACT regions. The framework will generate a due diligence scoring profile for members, informing tiering and targeting capacity strengthening and funding support according to identified risks and organisational needs.

The Secretariat will continue implementing the CHS Compliance Action Plan while advancing humanitarian reforms linked to the expansion of the RRF, including enhanced capacity support and a pilot on anticipatory action. Additional priorities include revising the Anti-Fraud and Corruption Policy, finalising the digital Project Management System, rolling out the revised Code of Conduct e-learning course, and continuing to use the Membership Portal to monitor compliance with mandatory policies.