Conference for Sudan : urgent need for action

Since April 15, 2023, Sudan has been plunged into civil war. At least 14,000 people have been killed – a figure that is almost certainly underestimated – and tens of thousands wounded. 25 million people – half the population – are in need of humanitarian assistance. Nearly 9 million people have already fled their homes as a result of the conflict, 1.8 million of whom have taken refuge in neighbouring countries. There are countless chilling accounts from displaced men, women and children of the appalling violence they have had to endure. Finally, far from being resolved, the conflict is sinking deeper and deeper into crisis, threatening the lives of hundreds of thousands of Sudanese.

On September 21, 2023 in Adré, eastern Chad, 7-year-old Hussam Ali drinks water while sitting on the belongings his family was able to take with them as they fled the town of Murnei in West Darfur.
CHAD – September 2023 – © Abdulmonam Eassa

An international conference to ring the alarm

At the initiative of France, Germany and the European Union, an International Humanitarian Conference for Sudan and neighboring countries was held in Paris on April 15, 2024. Bringing together 58 states, including countries from the region and donor countries, as well as the main regional organizations and the heads of several United Nations agencies, it raised only half of the $4.01 billion requested by the United Nations: $1.4 billion for a regional refugee response plan to help 2.7 million people in five neighboring countries, and $2.7 billion for a national humanitarian response plan targeting 14.7 million people in Sudan itself – a figure to be set against the 25 million people in need of aid.

Afraa (first name changed), armed men entered the family home and unleashed their fury on her and her loved ones.
CHAD – September 2023 – ©Abdulmonam Eassa

This conference comes after months of apathy and silence from the international community. At a time when more and more people are facing hunger, disease and forced displacement, and when the economy and basic services have collapsed, the humanitarian response plan has hitherto received only 5% funding. In this respect, the Conference is a welcome but belated wake-up call.

NGOs mobilize to counter looming famine

Speech by Kevin Goldberg, Executive Director of Solidarités International, at the International Humanitarian Conference for Sudan and neighboring countries.

Local and international NGOs, including Solidarités International, were invited as witnesses and direct players in the aid effort in Sudan and neighboring countries, and were able to stress the absolute necessity of speeding up financial commitments to avert a famine situation that unfortunately seems increasingly unavoidable, and which we must contain with all our might.

Indeed, the destruction of agricultural infrastructures, rising food prices and the impossibility of cultivating land due to the fighting mean that the lean season, from June to September, will be extremely difficult for the population. What’s more, the rainy season, which coincides with the lean season, will make many roads impassable due to flooding, limiting the delivery of aid. Already, an estimated 17.7 million people – more than the current population of the Netherlands – are facing high levels of acute food insecurity.

This crisis requires additional and immediately available resources. We need to increase the volume of emergency aid, but also pre-position massive food reserves in anticipation of the rainy season, deploy capacities to treat acute malnutrition, and ensure access to water and hygiene to prevent the water-borne diseases that accompany hunger from also wreaking havoc.

Furthermore, while emergency aid is vital, it cannot be the only response. Donors must also reinvest massively in longer-term aid for the region, to strengthen the resilience of communities hosting people fleeing conflict. Local food systems, put under even greater pressure by this protracted crisis, must also be widely supported.

Humanitarian aid extremely difficult to deliver

SUDAN – SIRBA clean-up campaigns – 01/02/2024 – Solidarités International

Through our speeches, we have also been able to underline how access to populations in need of aid remains extremely laborious in Sudan. Firstly, because of the prevailing security instability: aid delivery is possible but dangerous, and the safety of our humanitarian colleagues is not sufficiently guaranteed. Secondly, deteriorating infrastructure and limited access to conflict zones considerably increase the cost of transporting personnel and equipment. High inflation, currency depreciation and supply chain disruptions also contribute to the rising cost of essential goods, putting further pressure on our already limited resources. Finally, we face too many bureaucratic obstacles, from visa restrictions to an insufficient number of border crossings.

An effort to be maintained

Map of Sudan and surrounding countries.

Two points in conclusion. Firstly, while the many statements made by government representatives were encouraging, global efforts must continue after the conference. Our task will be to ensure that the funding announced materializes very quickly, and that it is additional to previous commitments. Let’s not forget the domino effect of this crisis: instability in Sudan threatens the entire region, and in particular already fragile countries facing their own humanitarian and economic challenges – Chad, South Sudan, Egypt, Ethiopia and the Central African Republic. This is why a more coordinated international response is needed at regional level.

Secondly, while securing funding to get aid to the people as quickly as possible is crucial, it is not enough. It must be repeated again and again: all players in the conflict must respect international humanitarian law and protect civilians and humanitarian workers. And we need diplomatic pressure from all stakeholders to achieve this. In the meantime, we await a peace agreement that will finally enable us to break the vicious cycle of violence in which Sudan is currently locked.

 

Click here to access the YouTube replay of the Conference and listen to Kevin Goldberg’s speech.

You will find here the official press release from the Ministry of Europe and Foreign Affairs on the Conference.

 

Kevin Goldberg
Chief Executive Officer, Solidarités International 

Resolutely focused on the general interest and improving the living conditions of the most disadvantaged populations, Kevin Goldberg began his career working with members of parliament and local elected representatives, first in Brussels and then in Paris. In 2013, he joined the Cabinet of the Chairman of the Management Board of GROUPE SOS, a major player in social cohesion in France and worldwide, as Head of Development and Partnerships. In 2017, he became head of the Group’s international sector, where he and his teams developed projects on the themes of access to primary healthcare in the Sahel, the protection of forest cover in Southeast Asia, and the development of social entrepreneurship in southern Africa, the Maghreb and the Balkans. In January 2021, Kevin will join the humanitarian NGO SOLIDARITÉS INTERNATIONAL as CEO, whose 3,000 employees work in over 25 countries facing the most severe crises. A graduate of Sciences Po Grenoble, the College of Europe and Université Paris Dauphine-PSL, Kevin is also a member of the Board of Coordination SUD.

Generosity in France

State of play between 2019 and 2022 [1]

Viatique for association leaders and fund raisers.

An article by Antoine Vaccaro

Action de Solidarités international in partnership with ECHO (European Civil Protection and Humanitarian Aid Operations) in Ukraine. February, 2024. © Solidarités International

In recent years, we have had an aggregate for total generosity in France, which for 2019 amounts to 8.5 billion euros. This amount is divided between individuals (59%) and businesses (41%). This aggregate includes individual philanthropy, which includes declared donations, undeclared donations and bequests, as well as corporate generosity, which is manifested through both declared and undeclared philanthropy.

The annual evolution of generosity shows a significant increase in 2020, marked by exceptional momentum related to the Covid-19 crisis, with an increase in donations of 13.7% compared to 2019. In 2021, there was an increase in donations of 4.5%, in contrast to a very small increase in 2022 that does not offset the effect of inflation.

Donor behaviours reveal a concentration of generosity among donors supporting multiple organizations, an economic concentration where a small fraction of donors contribute a significant portion of the collection, and a marked geographical disparity.

Medical research and the fight against diseases remain the preferred causes of the French (39%), ahead of the protection of children (35%) and animals (31%)[2]

The digitization of donations has been accelerating since 2020, with an increasing share of online donations, representing a significant increase in digital collection.

On the balance sheet, what are the main trends and points of attention?

  • Growth of middle and large donors. In 2021, 1% of the most generous donors represent 22% of the collection, while half of the donors contribute only 12% of the annual collection. Highlight: low arrival of new donors and especially drop-out from low-income households.
  • The number of direct debit (PAD) donors stabilized at a high level, with 41.5% of donations in 2022 (compared to 34.7% in 2013). The conquest and/or transformation of one-time donors into AP becomes increasingly difficult with a longer ROI to obtain, but AP remains a strategic resource for NPOs (Non-profit Organization).
  • Donations and legacies are the logical outcome of a strategy of conquest and loyalty of regular or punctual donors. They are the most promising and robust growth resource. Today, 2/3 of the major advertising campaigns of non-profit organizations: TV, radio, press, even display, are oriented liberalities. It is a medium and long term resource that requires a quality fiduciary offer, because the very large legacies and donations are increasingly accompanied by requests for the creation of funds or sheltered foundations.
  • Corporate philanthropy in France It represents a relatively high share of overall generosity, compared to other countries with a strong philanthropic tradition. Competition is fierce on this target, with a top three in assignments: Sport at 46% in 2021 (-10 points compared to 2019), Culture/Wealth at 37% (+ 11 points) and Social at 32% (+10 points). With a characteristic of territorial decentralization more marked.
  • Rise of the digital collection of a multitude of donors unified by the NTIC (New Information and Communication Technology) according to the topics that mobilize them.
Logo of the fundraising agency Force for Good, directed by Antoine Vaccaro

The generous crowd prefers to finance projects that institutions and supports all kinds of beneficiaries who carry these projects: large, medium and small structures, even organizations in the making. Various French and English studies predict a multitude of donors mobilized thanks to Artificial Intelligence tools made available to organizations that will solicit them: data, targeted messages, design, etc., with donor rates, not more than 40% but 70% or 80% of the population.

Generous crowds, both donors, but also collectors, mobilizers or even operatives, eager to co-construct with their peers, but also with non-profits solutions to the societal problems they are tackling.

1- FOCUS COLLECTION DEVELOPMENT STRATEGIES ON DIVERSIFICATION AND DECENTRALIZATION

  • Major Philanthropy Target:
    • Propose, when the statutes of the organization allow it (RUP Foundations and Endowment Funds), to shelter philanthropic wishes in foundations or funds under the aegis of «sheltering» to attract individuals with high philanthropic potential who do not wish to take over all the support functions offered by a “shelter” and want to devote themselves, above all, to the cause that mobilizes them.
    • Launch tri-annual campaigns of ambitious major donors backed by a powerful support committee (Cf. Capital Campaign)
Flour is distributed by UNRWA in Gaza. © UNRWA
  • Consumer target:
    • Digital collection. Even if the grammar of online fundraising is still to be written, it is foreseeable that the majority of fundraising will go through digital. Non-profit organizations must allocate financial resources and human resources to acquire skills, know-how and progress on an experience curve to take the wave that will outperform offline collection. Develop, in particular, peer to peer: propose to online communities to make collections for the benefit of associations and foundations during personal events (marriage, communion, death).
    • Direct Marketing: Retain existing donors via direct marketing: maintain the same level of investment. Retain middle donors through a circle of benefactors.
    • Direct Debit. Even if this form of donations is in a mature phase with longer and longer ROIs, it remains a strategic resource to retain donors, obtain high ROIs in the medium term and above all ensure a cash buffer.
    • Involve local actors, make them “ambassadors” of the collection:
  • Sensitize them to the sponsorship process in order to be able to escalate their needs and create a catalogue of projects
  • The «equip» a minimum, to be able to communicate and collect in patronage. Depending on their location, they may have more or less a target audience in families.
  • Working with them a concept of territorial solidarity campaigns: how could this work? between which actors? on what type of project? in what time scale?
  • Engaging SMEs through the development of sponsorship, as seen above, the share of corporate sponsorship in private financing in France is significant. The fabric of SME-SMIs is obviously locally established and represents a privileged target to create real business clubs for the benefit of programs of this or that organization.
  • Develop legacy campaigns in general public prospecting. Amplify fiduciary communications on its own donors but also in prospecting, to raise legacies and donations, including life insurance. Eventually, a majority of the private resources of some NPOs will come from donations.
  • On the balance sheet, when we talk about private philanthropic resources and fund-raising, we have to make fire with everything, but strategically in the allocation of resources.

 

[1] Sources : France Générosité-Fondation de France-Amical

[2] Odoxa, october 2023.

 

Antoine Vaccaro

Antoine Vaccaro holds a PhD in Organizational Science – Management of Non-Executive Economies, Paris-Dauphine, 1985.

After a professional career in large non-governmental organizations and communication group: Fondation de France, Médecins du Monde, TBWA; he chairs the CerPhi and Force for Good. Director within associations and foundations.Co-Founder of several professional organizations: Association Française des Fundraisers, Committee of the Charter of ethics of organizations calling on public generosity, Euconsult, The Chair of Philanthropy at Essec. Heoh Investor, What Works? My Quick Win. He has published various books and articles on philanthropy and fund-raising.

 

Check out Force For Good: https://forceforgood.eu/agence/