The international development sector is feeling the pressure. Official development assistance dropped by 7% in 2024 and further drops are announced. But it is not just falling budgets. Development organisations also need to contend with unprecedented public criticism and doubts about their legitimacy and value. And, despite all of this, the list of problems they are called on to help solve gets ever longer.
Last month, the OECD gathered over 50 development advocates from government and civil society to share ideas on how to work together and respond to this situation.
To begin, participants were asked to describe, in one word, what life is like for them right now. You won’t be surprised to read what their most popular answer was: “challenging”. Other answers – like “ambiguous”, “confusing” and “changing” – reveal the uncertainty that development communicators face right now.
Yet, other answers gave reasons for hope. Some participants talked about being “resilient” and “tenacious”. And some even found current times to be “exciting” and “interesting”.
In this more forward-looking spirit, here are some takeaways from the discussion: five ways to rebuild hope in an unfavourable media landscape.
Takeaway 1: Clarifying what we want to say
There is a consensus emerging that the traditional “aid” vocabulary has lost traction with the public. In times of economic uncertainty, many taxpayers are reluctant to see public funds spent abroad: “charity begins at home”. In this context, nationalist attacks on development co-operation, often including disinformation, fall on fruitful ground. Earlier this year, the French Development Agency (AFD), for example, had to respond to an orchestrated, disinformation-fuelled campaign against development spending.
In response to nationalist criticisms, many organisations have begun to focus their development narratives on the national interests of countries where they are headquartered and funded. This is risky. The rules say that development assistance needs to “specifically target the economic development and welfare of developing countries”. What’s more, there is little evidence to show that national-interest arguments will increase public support. Most people are still inspired by value-driven messaging!
Communicators must find narratives that stress values like shared humanity and that highlight global interdependence. We are all connected, and development co-operation contributes to progress, prosperity and stability abroad and at home.
In some (but not all) countries, the concept of “international solidarity” can work for many target audiences. For some organisations, the concept of “investing” in development can work well, though others, including civil society organisations, may be reluctant to suggest that development funds require a “return”.
Takeaway 2: Combining emotions and accuracy in communicating about results
In a bid to demonstrate value and impact, many organisations produce refined numbers and results. But to convince audiences, development communicators need to connect emotionally. They need to be creative and surprising, speaking like humans, not bureaucrats or technicians, and telling engaging stories that speak to people’s values and concerns.
These stories must build hope, focusing not just on what we do, but why it matters, and show how development co-operation relates to people’s everyday lives.
Whether on- or offline, most people today consume information on screens. What if the way partner countries are portrayed on screen could be reimagined — not portrayed through outdated stereotypes, but through real, contemporary content and context focusing on what connects people at home and abroad?
In line with Takeaway #1, technical or obscure jargon needs to be avoided in public communications. The term “ODA” is not well known, and phrases like “international partnerships” are too opaque to connect with most audiences.
Takeaway 3: Be proactive and communicate early
By the time a crisis hits, it is too late. Disinformation spreads quickly — and in the absence of proactive communication, false narratives will fill information gaps.
Participants in the discussion were asked how well prepared their organisations were for a hypothetical mis- and disinformation campaign. Their responses were mixed. Most feel only partially ready — or not at all.
Development organisations need to communicate early, often, and with purpose — before a crisis hits and not just to defend themselves. The German Ministry for Development and Co-operation (BMZ) has published a “frequently asked questions” page to address recent controversies and fake news, sharing information on budget allocated, policy goals and outcomes.
Takeaway 4: Build communities instead of just “broadcasting”
The deeper goal is not to “push out” content and raise awareness, but to build relationships and encourage people to exercise agency. It is about facilitating conversations rather than crafting a perfect institutional narrative.
This means providing audiences with specific guidance and tools to participate in the conversation about development co-operation, and to speak out on social media and in public spaces.
This also means thinking twice about who speaks on behalf of development organisations. Individuals are often more trusted than corporate accounts or organisation’s leaders. Audiences want to hear real stories from real people.
Diversifying spokespersons and partnering with third parties in communications can be helpful. The French Development Agency has launched a program called “Vox” aimed at equipping their employees and stakeholders with tools and resources to effectively respond to skeptical voices.
Takeaway 5: Tailor communications to audiences
No one message fits all, and different audiences seek out news in different places. Audience segmentation is essential fort communications to have an impact. For example, time and energy may be lost preaching to the converted or seeking to sway people who will never change their minds. Instead, communications could focus on citizens who are more marginally engaged, and who could be convinced to engage more deeply with development issues.
One useful approach to better target audiences is to develop audience personas — turning abstract audience categories into real people who driven by diverse values, priorities and interests. Understanding these values can make messages more persuasive.
Conclusion and next steps: CSOs and DAC communicators working together
If there is one thing this moment demands, it is collaboration. Development advocates from government and civil society face shared challenges. And both bring distinct strengths to the table. CSOs are closer to communities, speak with authenticity, and have access to citizens in donor and developing countries that public development institutions cannot reach easily. Government institutions, meanwhile, can offer policy frameworks, data, and legitimacy.
But working together means doing things differently. Governments must be willing to move beyond traditional, institutional communications, supporting CSOs in speaking boldly and visibly. Both can work together to identify powerful stories and development messages.
Participants in our dialogue event agreed that there were many opportunities to work together to anticipate challenges, share insights, coordinate responses to disinformation, and cross-amplify one another’s messages.
One opportunity for them to do so is at the 2025 OECD DAC Civil Society Days on 18 to 19 June under the theme “Protecting Civic Space in a Turbulent World”.
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