Frontline workforce: challenges, contributions and the path forward

Humanitarian workers’ invaluable contributions are increasingly recognised as they strive to meet the diverse needs of affected populations worldwide. These dedicated individuals serve as the backbone of response efforts. However, the fast-paced nature of the humanitarian response, along with project-centred funding and a lack of awareness about first responders’ needs, can lead to their unintentional oversight. The hierarchical structure of partnership management often results in a lower percentage of overhead and management costs allocated to local and national partners, which can compromise the safety and security of those actively involved in the response efforts.

The concept of localisation is essential to acknowledging and honouring local actors, who shoulder significant responsibilities in partnership management while often receiving limited recognition for their vital roles. The World Humanitarian Summit held in 2016 played a pivotal role in opening a dialogue on enhancing the conditions for local actors and organisations. It set forth the important aspiration to progressing towards 25% of funding going directly to local and national actors. Nonetheless, this objective raises pertinent considerations, as ‘Grand Bargain signatories only provided 4.4% of their total funding to local and national actors in 2023, and only provided 0.6% directly’.

This significant gap undermines frontline workers’ ability to access essential resources like safety equipment and capacity-building programmes, leaving them vulnerable in crisis situations. Systemic donor biases and inefficient funding mechanisms often perpetuate this disparity.

A noteworthy report, The status of frontline humanitarian workers, commissioned by Humanitarian Aid International (HAI), a New Delhi-based non-profit organisation, seeks to provide a comprehensive overview of the status of frontline workers across the region. One of the report’s significant features is its extensive sample of more than 734 humanitarian workers, covering 60 countries and six regions. It aims to illuminate the conditions and challenges faced by local and national actors operating in humanitarian contexts. Participants responded to research questions on topics including environmental and working conditions, access to resource training and support systems, contractual terms and conditions, and factors like wellness and resilience.

Implications for the humanitarian system

The report highlights systemic issues within the humanitarian sector that exacerbate the challenges faced by frontline workers. These include a lack of alignment between international agencies and local organisations, resulting in inefficiencies and the duplication of efforts. Additionally, the over-centralisation of decision-making often marginalises the insights and needs of frontline workers, hindering responsive action. Furthermore, funding mechanisms are frequently short-term and inflexible, limiting the ability to invest in long-term solutions such as capacity-building and mental health support for workers. Some of the critical issues flagged by the report are:

• Workload and burnout: Humanitarian crises often demand long hours and intense effort, leading to chronic stress and burnout among workers. As per the report, 34% of frontline workers experience symptoms of stress, significantly impacting their mental health and productivity. The report also indicated that ‘the ethical dilemmas they face in their work have a negative (48%) or very negative (15%) effect on their mental health’.
• Safety and security: Operating in volatile environments exposes frontline workers to risks, including physical violence, harassment and, in extreme cases, death. For instance, in 2023 alone, over 200 frontline workers lost their lives while delivering aid in conflict zones. According to the report, less than 50% of local and national non-governmental organisations (NGOs) have evacuation plans, insurance, security infrastructure, or risk monitoring resources for their staff members. Furthermore, 31% of female workers say they faced harassment and 17% reported that they were at risk of sexual violence.
• Inadequate compensation and support: Frontline workers frequently earn wages that do not reflect their contributions or the risks involved. The report highlights that 45% of workers earn below the minimum wage in their respective regions, undermining their morale and retention. Short-term contracts dominate; it was found that ‘47% of frontline workers were in a contract of less than one year and a further 19% had no contract at all’. It was also reported that pay varied widely, with non-national workers earning four times more than the national workers.
• Limited training and capacity-building: Many workers lack access to adequate training and support, particularly in health, logistics and psychosocial care, which are critical for effectively managing crises. Over 50% of respondents in the study indicated they had not received formal training in the past year.
• Policy and structural barriers: Institutional inefficiencies, including rigid hierarchies and poor coordination, impede local workers’ ability to respond swiftly and effectively. Frontline humanitarian workers face numerous policy and structural barriers that hinder their effectiveness, safety and wellbeing. A significant issue is the lack of coherent national and international frameworks, leading to inconsistent policies regarding recruitment, employment terms, and duty of care obligations. Without clear guidelines, many workers lack protection, mental health support, and access to necessary resources such as safety equipment, communication tools and funding. Resource allocation is often inadequate, with underfunding blocking access to essential services and training opportunities, particularly for local workers who are often marginalised compared to international staff.

Recommendations for enhancing frontline work

To address these challenges, the report emphasises a series of recommendations aimed at creating an enabling environment for frontline workers:

• Bill of rights for frontline workers: It is imperative to develop a detailed bill of rights that articulates a comprehensive minimum standard of treatment for frontline workers. This document should address critical areas such as compensation, wellbeing and safety, ensuring that all frontline workers receive fair and respectful treatment in their professional roles.
• Enhanced compensation and benefits: Employer organisations should prioritise the financial wellbeing of frontline workers by providing competitive salaries and a comprehensive benefits package. This package should include not only standard benefits such as health insurance and retirement plans but also additional compensation like hazard pay for those exposed to dangerous working conditions. This recognition of the risks associated with their work would serve to enhance job satisfaction and retention among frontline staff.
• Comprehensive training programmes: It is essential to invest in the professional development of frontline workers through comprehensive training programmes. These programmes should focus not only on technical skills relevant to their specific roles but also on critical leadership abilities and mental health support. Training should be ongoing and adaptive so that workers can stay abreast of best practices and emerging challenges, ensuring a consistent investment in the development of frontline personnel.
• Robust safety protocols and support mechanisms: The safety of frontline workers must be a top priority. Organisations should implement rigorous safety protocols, including comprehensive training on emergency response, personal safety, and access to legal protections. Additionally, it is crucial to specifically address gender-based risks; with such a large proportion of female workers having reported experiencing harassment during frontline work (as stated above), tailored measures should be instituted to create a safer working environment for all employees.
• Opportunities for recognition and career advancement: Frontline workers should have clear pathways for career advancement and skill development. Implementing formal recognition programmes could help acknowledge their hard work and contributions. These might include annual awards, public recognition at organisational events, and opportunities to participate in leadership training or mentorship programmes, thus fostering a sense of value and belonging within the organisation.
• Promotion of localisation and inclusion: To ensure that humanitarian responses are both effective and culturally appropriate, international NGOs should prioritise local involvement in interventions. Empowering community-based workers allows organisations to tailor their strategies to fit the unique needs of the community, enhancing sustainability. A case study of the Philippines illustrates that localised responses not only facilitate faster recovery but also strengthen community trust in organisations and their efforts, leading to more successful outcomes in humanitarian work.

Conclusion

The status of frontline humanitarian workers highlights the significant challenges faced by local and national actors within the humanitarian system. There is an increasing call within the international community to recognise their critical contributions and develop policies that are better suited to their needs. However, the process of localisation (often characterised by the transfer of resources) can sometimes fall short of achieving genuine empowerment, inadvertently reinforcing systemic inequalities. While frontline workers play a vital role in humanitarian efforts, the challenges they encounter often hinder their effectiveness. These issues require a thoughtful and collaborative approach that prioritises their wellbeing and professional development. Investing in frontline workers not only strengthens immediate crisis response but also supports the development of resilient communities and sustainable growth. By addressing these structural barriers, the humanitarian sector can ensure that the contributions of local and national actors are meaningfully recognised, leading to more equitable and effective humanitarian responses.

Rajeev Jha is Director, Disaster Risk Reduction and Climate Change Adaptation, at Humanitarian Aid International.