A steadfast presence in turbulent times
For more than two decades, Ms Rajiah Abu Sway, Mental Health Lead for the World Health Organization (WHO) in the Occupied Palestinian Territory (oPt), has worked at the intersection of health, gender, and protection. Since joining WHO in 2003, she has built trust across ministries, humanitarian actors, and communities—ensuring that mental health, protection from sexual exploitation and harassment, and gender-based violence are integrated into emergency responses.
Her work is marked by a careful balance: responding to acute emergencies while laying the foundations for a long-term, resilient system of care.
The urgency of that balance could not be clearer. More than 85% of Gaza’s population—around 1.9 million people—has been displaced in the past two years. Gender-based violence is rising. More than 76 000 students have been unable to sit for their secondary school exams. In the face of overlapping crises, Abu Sway remains steady.
“The most important thing for us is to try to have long-term projects and funding,” she explains. “That’s how you build activities, systems, and sustain emergency responses. oPt is a protracted emergency. We must remain flexible to respond when needed, but always with a long-term vision.”
Building systems amid emergencies
Under Abu Sway’s leadership, WHO’s country office has supported the Ministries of Health and non-governmental organizations (NGOs) in both Gaza and the West Bank to:
- integrate mental health into general hospitals and primary care.
- strengthen community-based services and rehabilitation programs.
- provide Psychological First Aid (PFA) and “helping the helpers” support for humanitarian workers.
- develop national strategies on mental health, suicide prevention, and human resources.
- train education emergency teams to deliver school-based psychosocial support—a lifeline for children and adolescents living through instability.
This dual focus—responding to immediate emergencies while steadily reinforcing national systems—has enabled a kind of resilience unique to oPt.
“When I started, stigma around mental health was overwhelming,” Abu Sway recalls. “Communities were struggling, and it was important to create spaces where people could be heard. Now I see younger generations, especially young women, asking questions and actively seeking support. That openness has changed the landscape.”
Holding space for colleagues and communities
Beyond systems-building, Abu Sway’s passion lies in supporting those most at risk, particularly girls and women affected by gender-based violence or exploitation. She supervises a team of nine, co-chairs the MHPSS Working Group in the West Bank, and advises the Ministry of Health’s mental health thematic group.
When war broke out in 2023, her focus shifted to colleagues in Gaza.
“I was really focused on our staff,” she remembers. “It was about being there for them—listening, witnessing, validating what they were saying. They were in survival mode. They needed water, food, security, transportation—but also a safe place. That’s what I was providing.”
Her leadership reflects her personal values: connection, presence, and support. “This work is very close to me,” she says. “Providing support is rewarding—it is my passion. With all my years at WHO, what matters most is always the people.”
Investing for the future
The oPt illustrates a broader truth: decades of investment in mental health systems create the scaffolding for emergency response. The WHO supported integration of mental health into hospitals and primary care means that services exist even in times of disruption. Community-based models and trained education teams provide continuity for young people when schools are shuttered.
WHO published Building Back Better, a report that showed how countries recovering from crisis can use that moment to strengthen mental health services in lasting ways. The approach is simple but powerful: invest during emergencies not only to respond, but to leave behind stronger, more resilient systems.
The oPt experience shows how those principles work in practice: system building makes response possible, and crisis response, in turn, accelerates system change.