European Humanitarian Forum 2024: calm before the storm?

Despite a rather busy geopolitical context at the beginning of the year, it is difficult to miss the 3rd edition of the FHE held in Brussels on 18 and 19 March. The opportunity for the European Union to reaffirm its ambition of major humanitarian power. Successful bet? Thierry Benlahsen gives us his reading elements.

“Make no mistake, the humanitarian lifeboat is sinking.”

It is through this resolutely sinister observation that the European Commissioner for Crisis Management, Janez Lenarčič, decided to open the third edition of the European Humanitarian Forum (EHF) on 18 and 19 March.

It must be admitted that the international context of the beginning of 2024 lends itself particularly well to this introductory tone. The number of active conflicts around the world has reached an all-time high since the end of the Second World War. Added to this is the palpable mistrust of a growing number of countries vis-à-vis the global multilateral order, recently characterized by the geopolitical schism around the conflict in Ukraine or by the accusations, words used by Josep Borell[1] itself, of a policy of double standards of the members of the UN Security Council around the question of Gaza. The world is becoming more dangerous, civilians are paying a high price, and the ability of the humanitarian sector to respond to the explosion of needs is being questioned.

This state of affairs was also relayed by the two main themes of this 3rd EHF. The humanitarian funding gap, while far from being a new topic, took on a whole new meaning in 2023 following the announcement of drastic budget cuts by several major aid contributors (United States, Germany, Sweden, and France more recently). Neglected crises, supposedly victims of the agglomeration of these funds around contexts with greater media and political coverage, were a priority for the Belgian Presidency of the EU – which co-hosted the event with DG ECHO – with the aim of maintaining a strong response to chronic crises, notably in the DRC, but also in Yemen, Nigeria and CAR.

After a 2nd edition (2023) marked by the presence of many Foreign Ministers of the EU Member States, this third occurrence was expected by many as an opportunity to see the European Union mark its position as ahumanitarian flag in an increasingly polarized world.

European Humanitarian Forum, 2024 © European Comission

The right size?

What about the event and its highlights?

A slightly too cynical observer would probably conclude with “not much”. After passing the first introductory words, some brilliant, others very agreed, the forum took again a structure already well known. Between a dozen sessions of contextual illustration focusing this year on forgotten crises were inserted numerous thematic panels covering almost all current issues. These panels, some of which decried the more descriptive vocation (of the problems) than prescriptive (of solutions or recommendations) were for the most part persistent of the program of the previous year and that of most events in the sector (HNPW, etc.), all in a rather technical language and in a certain inter-self.

These are the main criticisms of this type of event format at the mixed audience. Humanitarian professionals will inevitably deplore the lack of results, commitments and concrete action points for the sector. The political and institutional profiles, who have secured agreements and levers on the margins of the forum, will regret the lack of scope – precisely – the latter and the absence of government representatives sufficiently calibrated to allow direct negotiation on pressing issues (Gaza, commitments on the level of financial contributions to aid, etc.).

These frustrations are legitimate: the magnitude of the challenges ahead for the sector, coupled with the role of the EU – and often complacently endorsed by the EU – as a global humanitarian power, obviously leads to high expectations in terms of deliverables around the “hard” issues of the humanitarian system: sector reform, political and institutional changes, strong consensus.

But is this really the issue of this forum? The ambition of Commissioner Lenarčič’s office has always been to raise the visibility and brand of the EU’s humanitarian response. This is first of all with the other Directorates-General of the Commission – regularly annoyed by the administrative exception granted to DG ECHO in terms of flexibility vis-à-vis the EU’s usually very rigid administrative rules – but also Member States whose support is key to securing its budget in the long term.

A year 2024 with very high stakes for European humanitarian aid.

In fact, the immediate stakes within the European Commission are already high enough to justify the need for a humanitarian spotlight as the forum’s sole purpose.

In June, the European elections will lead to the renewal of a large number of EU institutions, including the Commission, in which Ursula Von der Leyen will run for a second term. There is no doubt that this next round will prioritise a realignment around issues of defence and protection of the European space. The question of linking civil protection files to this component could have major consequences for the DG ECHO portfolio.

Greece’s aid to Moldova through the EU Civil Protection Mechanism © European Union, 2022

The other issue of interest – echoing the EU’s stated desire to develop its own capacity for international influence – is the operationalisation of the Global Gateway, this new external aid paradigm often described as the European response to the Road and Belt initiative[2] of the Chinese government. This mechanism, supported directly by President Von der Leyen, and housed within DG INTPA, intends to gradually deploy development resources hitherto unmatched with partners in the South considered strategic. In the background, many are already worried that European ODA will turn drastically away from the traditional Sustainable Development Goals, or SDGs, in favour of a primary principle of protecting the economic, geopolitical and security interests of the Union.

These two dynamics, if they do not openly threaten the humanitarian space stricto sensu at this stage, however, testify to a growing appetite within the EU, for a form of decompiled realgeopolitik. The latter would be open to power relations and would be ready to question certain privileges of multilateralism, particularly the United Nations, when deemed inappropriate. Without prejudging the appropriateness of this reorientation of the European narrative in a changing world or the scale of this transition, we can only understand the stake of this forum for DG ECHO: demonstrate to its Member States the importance of the European humanitarian citadel” for the sector and the human cost of its disengagement, even minimal.

American and British organizations have understood this by reinvesting quite massively this year. One example is the IRC and the publication of a report dedicated to the rather ambiguous name: «Raising the bar: recommendations for European leadership in a world of growing crises».

Aid convoys enter Gaza through Rafah crossing © UNICEF / Eyad El Baba

What real progress can we expect?

It is always difficult to anticipate the impact of this type of event, for the reasons explained above. However, it would be dishonest to ignore them completely and thereby overlook the potential of this annual event as a catalyst for institutional solutions.

Let’s take the example of the humanitarian funding gap, one of the key themes of this forum for the second consecutive year. A few months after EHF 2023, the European Council – bringing together the governments of all Member States – issued a series of conclusions on «the measures to be taken to fill the humanitarian funding gap» in which it reaffirmed the commitment of its members to devote 0.07% of their gross national income to humanitarian aid. It is likely that this year will first be devoted to monitoring this collective commitment, despite unexpected announcements of cuts by some members, including France. The enlargement of the base of contributing States, beyond the EU, to the major alternative economies (BRICS, Gulf countries, Southeast and South Asian countries) will probably become one of the new work axes, even if discussions about how to approach these emerging or non-aligned donors remain embryonic. The institutional considerations related to the mobilization of the private sector seem to reach a glass ceiling, once the perspective of a taxation or a dedicated taxation is removed as it seems to be clearly the case.

In counterpoint to the funding gap, the humanitarian aid prioritization agenda, announced ahead of the publication of the latest UN Overview of the World Humanitarian Situation as an absolute imperative and included in the agenda of this forum, For its part, it will undoubtedly follow a fairly predictable course: imposed by financial realities, not really framed by institutional decision-makers, and almost entirely assumed by aid operators and coordinators. As such, we can already deplore that the issue of neglected crises, yet the other key theme of this forum, has not benefited from any tangible progress in the latter allowing a fairer rebalancing of funding channels, whether through a dedicated global fund or through an objective targeting mechanism.

The protection of space and humanitarian workers is potentially the most optimistic topic. Consensus, expressed during this forum by all parties, on the importance of maintaining and developing the achievements of UNSCR 2664[3], was an important step as it must be renewed – or not – at the end of the year. The presence of Olivier Vandecasteele, released in May 2023 after 455 days of arbitrary detention in Iran, and the launch of his platform «Protect Humanitarians», was able to revitalize the subject around concrete proposals. A little optimism, from an institutional point of view, but to be put into perspective in view of the number of workers and humanitarian facilities targeted in 2023, including by UN Member States.

Solidarités International helps collective centres to house people displaced by the war in Ukraine. © SOLIDARITÉS INTERNATIONAL

What does this mean for NGOs?

“Make no mistake, the humanitarian lifeboat is sinking.” The message is clearly intended to be frightening and to alert the sector to ethical pitfalls.

Faced with increasingly uninhibited narratives from European parliamentarians, government representatives or stakeholders outside the sector on aid restructuring ambitions, NGO representatives remained – with some notable exceptions – relatively discreet and cooperative during this forum.

This wait-and-see attitude can easily be explained by the lack of visibility on the directions that the next elected commission will take and by the uncertainty around the major electoral stakes of 2024 around the world. It is certainly motivated also by the desire to maintain a constructive approach with institutional partners – donors, delegations of foreign ministries – always seen as allies with their respective governments and regional organizations, and trying themselves to promote the interests of the sector in a changing political context.

That the institutional and governmental interlocutors of NGOs are revising their partition, considering new acceptable compromises and anchoring their aid strategy in new geopolitical realities is largely understandable, if only to maintain their budgetary appropriations.

On the other hand, one can seriously wonder whether NGOs would not win – even if it were to be considered retrograde – to show a little more teeth now in order to create a counterbalance to some of these dynamics, when the latter are likely to undermine in medium-The European Union has a long history of supporting the development of the European Union. A «humanitarian consciousness» which today is finally carried by very few voices audible within this type of event.

In 2025, the EHF will be co-organised by the Polish Presidency, which has already confirmed its interest in humanitarian issues. If the election of Donald Tusk, pro-European, as Prime Minister makes this government respectable for many interlocutors, it is very likely that the priorities for the EHF of this new presidency differ strongly from previous ones. More than ever, the position of NGOs vis-à-vis the strong stakes of the sector will be decisive and cannot suffer from a contrite silence… if not forced.

 

[1] Vice President of the European Commission: “We must take action now on what is happening (in Gaza). Complaining is no longer enough.” (opening of EHF2024).

[2] The Belt and Road Initiative (BRI), or New Silk Road, is the development assistance strategy of the Chinese government, anchored on the promotion of economic and structural partnerships.

[3] This November 2022 resolution formalizes the exemption of humanitarian actors and aid facilitators from the risks of sanctions – past and future – from the United Nations.

 

Thierry-Mehdi Benlahsen

Thierry-Mehdi Benlahsen has been working in the humanitarian and emergency response sector for 20 years. Formerly Director of Operations for SOLIDARITÉS INTERNATIONAL, he has multiplied deployments in several crisis contexts such as the Democratic Republic of Congo, Mali, Libya and the Middle East, before assuming more global functions. He is now an independent consultant for the sector and actively contributes to several projects on the humanitarian system, including with the Royal Egmont Institute of International Relations.

HULO, The Humanitarian Cooperative: Deserved recognition for measurable impact.

An article by Pierre Brunet

Janez Lenarcic, Commissioner for Humanitarian Affairs (ECHO) presents the 2023 Humanitarian Innovation Award at the European Humanitarian Forum 2024 to Jean-Baptiste Lamarche, Director General of Hulo. © Photo Serena Vittorini and Geert Vanden Wijngaert

In a previous edition of Humanitarian Challenges, we mentioned the birth of hulo (HUmanitarian LOgistics), this humanitarian cooperative created in June 2021 in the wake of the RLH (Humanitarian Logistics Network), which today brings together 13 humanitarian organizations and is established in 6 countries in 2023. Born out of awareness of “urgent need to do more with less”[1] » as expressed by hulo, it remained to measure the performance of this initiative, based on the hulo impact report dated January 2024, and based mainly on 2023 data. This is what we want to do now, especially through an exchange with Jean Baptiste Lamarche, CEO of hulo, who played a major role, from the origin of the RLH to this cooperative.

Before starting this conversation, it is useful to clarify that the “flagship” of hulo’s activities and engagement, although we will cover the others, is the “Joint Procurement Initiative” (JPI), which bring together through hulo the needs of aid organizations in the purchase of food and products, in order to achieve economies of scale (15.03% in 2023 according to the impact report), product quality improvements benefiting all, and greater administrative fluidity in purchasing procedures. Within hulo, there are currently 7 JPI operational, and soon 8 more to come.

Discussion with Jean-Baptiste Lamarche, CEO of HULO:

– PB: hulo participated in the European Humanitarian Forum (EHF) on 18 and 19 March, where you took part in the session “Improving the efficiency of humanitarian aid delivery”[2] ». On this occasion, hulo received the InnovAid Innovation Award. Is it for you a form of recognition, an encouragement?

– JBL: For us, this 2023 Humanitarian Innovation Award is indeed a sign of strong recognition, because of the quality of the selection (among 58 candidates), but also of confidence and encouragement, because now that the pilot phases are validated, we are entering the expansion phase of our solution, which still represents many new challenges.

Fabrice Perrot, Cécile Terraz and Jean Baptiste Lamarche at the European Humanitarian Forum 2024. © Photo Cécile Terraz

– PB: It seems to me that the essential information of the 2024 impact report of hulo is that this cooperative has allowed its members to realize savings in terms of purchase of 15.03% on average, with an improvement, often, in the quality of the products, streamlining and simplifying purchasing procedures and reducing fraud. Do you think there is still room for improvement in this already remarkable result?

– JBL: Yes, we now need to institutionalize these new ways of working in the internal workings of organizations. This represents a major challenge in driving change in highly structured practices (notably through donor rules), and for which considerable efforts remain to be made by all stakeholders (participating NGOs, donors, hulo, etc.).

– PB: In the impact report, we read that you analysed 208,000 purchasing lines for a value of about 300 million euros, which seems like a huge task. What role do you see in streamlining these analyses for the LINK software, which we discussed in our first article on hulo, and for artificial intelligence (AI)?

– JBL: The use of the LINK software allows, thanks to its catalogue of more than 4,000 articles, to structure the data from the start of a command line. The LINK software therefore provides quality data, which makes it possible to speed up and streamline data analyses to identify possible efficiency gains, and to define operational priorities. With a growing number of participating organizations, the volume of data is also growing and so we are building Machin Learning tools[3] and Artificial Intelligence, to automate data processing tasks.

– PB: Beyond that, you say in the impact report that hulo wants to be “data driven”, that is, driven by data analysis, within the framework of the operational choices of its members. Can you tell us more about this, and in particular about the role of the BAR (Business Analytics & Research) department within hulo?

– JBL: BAR’s role is to collect, structure, harmonise and analyse logistics data from member organisations. It provides methodological support and decision support for the pooling of resources between organizations.

– PB: In the impact report, you address the notion of «New way of working» for member or partner humanitarian organizations, and also sometimes a form of misunderstanding of the principle of mutualization, as well as forms of «passive resistance» and “self-training” internally in some humanitarian organizations. Can you elaborate on this and explain how the “JPI Toolkit” (Joint Procurement Initiative toolkit) you are implementing can address these challenges?

– JBL: Working across organizations can add a layer of complexity to processes and often overwhelmed teams. It is therefore not surprising that some actors are not the most proactive on collaboration. The gains being nevertheless significant, the NGOs decided to overcome this barrier by creating hulo, to have a dedicated team that structures, equips and professionalizes these modes of collaboration. The JPI toolkit contains the tools for making shared purchases that must be used by all participating organizations. Once this toolkit is integrated into the internal toolbox of each organization, teams will be trained and will only have to apply this new standard. This action will be fundamental to trigger the transition on a large scale.

– PB: You also mention in the impact report the «risk of sharing washing»; can you explain this notion?

– JBL: This risk illustrates the potential abuse of language that some can do using buzzwords such as pooling, joint initiatives, sharing resources, etc. We observed that some companies used these terms to sell their services. At hulo, we specialize in facilitating collaborative activities between organizations. We consider that this is a real know-how, which cannot be improvised, and we therefore alert on this risk of misuse of the very definition of mutualization in our humanitarian ecosystem.

Burkina Faso: a win-win mutual purchase, thanks to hulo. 

In Burkina Faso, a shared purchase of RRM (Rapid Response Mechanism) emergency kits was facilitated by hulo for 9 organizations with a total estimated market of €2,200,000. At the end of 2023, 33 orders were placed, for a total amount of € 452,611 generating € 93,200 in savings, or 17.09% of the initial amount. As a rapid humanitarian response mechanism to cover urgent needs as quickly, efficiently and appropriately, in a country affected by violence, mass displacement and food insecurity, we see here how mutualization makes it possible to do quickly, better, cheaper, for a maximum of beneficiaries, when the situation so requires.

– PB: Can you explain the role played by the Hulo Country Coordinators?

– JBL: The role of the Hulo Country Coordinators present in each country of intervention is to structure and facilitate pooling activities. Through regular exchanges with each participating organization and with the support of the BAR hulo team, they collectively identify opportunities for pooling (purchasing, transport, human resources, environment, etc.). The final selection of opportunities is made during meetings organized with the Country Management of the participating organizations, to ensure a good mobilization of the necessary resources. Then, they support the operational implementation of the pooling projects selected with the participating logistics teams.

– PB: Can you tell us about the initiatives on reducing the environmental impact of humanitarian organisations and promoting localisation, in which hulo is involved?

– JBL: At this stage, hulo is still in a pilot phase, with a view to defining its environmental strategy. We provide expertise on shared purchases, to ensure that environmental criteria are taken into account in the selection of suppliers. We also carry out actions on the identification of recycling and waste recovery sectors, then we test shared waste collection methods. We also participate in many working groups between actors to allow us to identify the topics on which we will be able to create value, which also includes localization issues. Our goal is to have an environmental strategy to present at the next general meeting scheduled for the end of May.

– PB: Finally, what message do you want to convey to humanitarian organisations?

– JBL: The creation of value from pooling is now demonstrated, with up to 15% savings and an increase in the quality of the humanitarian response, the implementation of new ways of working between organizations is becoming essential. The challenge now is to integrate and institutionalize these practices so that the benefits can really increase the impact of aid and cushion the lack of funding.

– PB: Thank you very much, Jean-Baptiste, and we wish hulo the greatest possible success for your development and the accomplishment of your projects. And beyond that, let’s hope for an increasingly mutualized and efficient “humanitarian world”…*

 

[1] “Urgent need to do more with less.”

[2] “Improving the efficiency of delivering humanitarian assistance”.

[3] Machine Learning is an artificial intelligence technology that allows machines to learn without first being specifically programmed for this purpose.

 

Pierre Brunet

Writer and Humanitarian

Pierre Brunet is a novelist and member of the Board of Directors of the NGO SOLIDARITES INTERNATIONAL. He became involved in humanitarian work in Rwanda in 1994, then in 1995 in Bosnia, and has since returned to the field (Afghanistan in 2003, Calais jungle in 2016, migrant camps in Greece and Macedonia in 2016, Iraq and North-East Syria in 2019, Ukraine in 2023). Pierre Brunet’s novels are published by Calmann-Lévy: «Barnum» in 2006, «JAB» in 2008, «Fenicia» in 2014 and «The triangle of uncertainty» in 2017. Former journalist, Pierre Brunet regularly publishes articles of analysis, opinion, or chronicles.

 

Jean-Baptiste Lamarche

Jean-Baptiste Lamarche is Managing Director and Co-founder of Hulo, the first humanitarian cooperative that connects actors and innovates in the pooling and optimization of resources in supply chains.  He holds an Executive MBA International from HEC Paris and has devoted most of his career to humanitarian logistics.  Before founding hulo, Jean-Baptiste held management positions in several international NGOs, including as Director of Logistics and Information Systems for Action Against Hunger.  Leader and committed collaborator, Jean-Baptiste is passionate about innovation as a lever to increase the impact of humanitarian aid.