Gyaviira Luwaga and Nakimera Catherine
This article was initially published on Research Gate and is available for download here
Funding is a crucial aspect of the functioning of international humanitarian agencies. As such, funding agencies have an immense influence on the communication strategies of these organizations. This article will explore the extent to which funding agencies’ expectations influence the communication strategies of international humanitarian agencies and what humanitarian agencies can do to remain both relevant and functional to their funders but ultimately to their beneficiaries.
Funding agencies’ expectations:
Funding agencies have expectations for the organizations they fund. These expectations include programmatic and financial accountability, efficiency, and effectiveness in delivering aid (Molenaers & Renard, 2008). In addition, funding agencies may have specific goals and priorities that they want the organizations they fund to achieve. For instance, a funding agency may want an organization to focus on improving health outcomes in a particular region or providing education opportunities to refugees. The World Health Organization (WHO) has specific funding priorities aimed at improving health outcomes in low-income countries (WHO, 2020).Similarly, the United Nations High Commissioner for Refugees (UNHCR) funds organizations that provide educational opportunities to refugees (UNHCR, n.d.). These funding priorities influence the goals and objectives of the organizations they fund, which in turn shapes their communication strategies.
Influence on communication strategies:
Funding agencies significantly influence international humanitarian agencies’ communication strategies, shaping them in several ways. One of the most noticeable ways is through the content of communication strategies (Bauer & Knill, 2014). In order to secure continued funding, organizations may highlight the activities that align with the funding agency’s priorities, emphasizing the importance of these activities and their impact on achieving the organization’s goals (Chambers & Greenaway, 2013). This approach aims to convince the funding agency that the organization is delivering value for money and to maintain financial support.
Secondly, the tone and style of communication employed by international humanitarian agencies are also influenced by the expectations of funding agencies (Bastian & Heymann, 2014). To match the expectations of the funding agency, organizations may choose to adopt a more formal tone of communication. This may involve the use of technical language or jargon when communicating with a funding agency that has a focus on health outcomes (Birkmann et al., 2017). Technical language is used to convey specific information, which can be useful when communicating with funding agencies that have expertise in a particular area. However, the use of technical language can also create a barrier between the organization and other stakeholders who may not understand the language used. This highlights the need for organizations to strike a balance between technical language and plain language, depending on the audience they are addressing.
Thirdly, the expectations of funding agencies also have an impact on the frequency and type of communication used by international humanitarian agencies (Jenny & Harrison, 2018). Organizations are required to provide regular updates to the funding agency to meet their accountability requirements (Rao et al., 2018). This may involve producing progress reports, financial statements, and other documents that provide evidence of the organization’s activities and achievements. In addition, organizations may need to tailor the type of communication they use to the preferences of the funding agency. For example, if the funding agency prefers visual communication, the organization may produce more infographics and videos to showcase their work (Bastiaens et al., 2018). This approach can help organizations engage with the funding agency more effectively and to demonstrate the impact of their work in a way that resonates with the funding agency’s goals.
Examples of this approach can be seen in the work of organizations like UNICEF, which produces regular reports and updates on their programs, including infographics and videos that showcase their impact (UNICEF, 2021). Similarly, the International Rescue Committee uses visual communication to highlight their work in conflict zones and to engage with their supporters and funders (International Rescue Committee, 2021).
Examples of funding agencies’ expectations:
Several funding agencies have specific expectations that influence the communication strategies of international humanitarian agencies. The following are some examples:
The United Nations High Commissioner for Refugees (UNHCR) expects organizations to provide regular updates on their activities, including their impact on refugees’ lives.
The United States Agency for International Development (USAID) expects organizations to prioritize gender equality and the empowerment of women and girls.
The Bill and Melinda Gates Foundation expects organizations to use innovative solutions to address global health challenges.
What should humanitarian Agencies do to improve their positioning for funding but also to produce engaging content that appeals to stakeholders and beneficiaries?
Humanitarian agencies can take several steps to improve their positioning for funding while also producing engaging communication content that appeals to stakeholders and beneficiaries.
Firstly, organizations should conduct research to understand the priorities and preferences of their target audience. This can involve consulting with stakeholders, conducting surveys, and analyzing feedback from beneficiaries. By understanding the needs and expectations of their audience, organizations can tailor their communication strategies to be more effective and engaging (Bond et al., 2020).
Why is it important to do both organisational and cultural research before developing communication strategies
It is important for humanitarian organizations to conduct both organizational and cultural research before developing communication strategies. Organizational research helps organizations to understand their internal structures, processes, and resources, which can inform the development of effective communication strategies. For example, in their study of communication strategies in international non-governmental organizations (INGOs), Reuter and colleagues (2018) found that organizations that had well-established communication departments with dedicated staff were more likely to have effective communication strategies.
Cultural research helps organizations to understand the cultural context in which they operate and to tailor their communication strategies to be more effective and appropriate. For example, in their study of communication challenges faced by humanitarian organizations working in Syria, Lang and colleagues (2019) found that organizations needed to understand the political and cultural sensitivities of the local context in order to communicate effectively with stakeholders and beneficiaries.
Case studies also demonstrate the importance of conducting both organizational and cultural research before developing communication strategies. For example, the International Rescue Committee (IRC) conducted a study of the communication preferences of Syrian refugees in Lebanon, Jordan, and Turkey in order to develop more effective communication strategies (IRC, 2018). The study found that refugees preferred to receive information through word-of-mouth, social media, and messaging apps, and that they wanted more information about the services available to them. The IRC used this information to develop more targeted and effective communication strategies that were tailored to the cultural context and the preferences of the target audience.
In this regard, both organizational and cultural research are important for humanitarian organizations when developing communication strategies. Organizational research helps organizations to understand their internal structures and resources, while cultural research helps organizations to tailor their communication strategies to be more effective and appropriate in the local context.
Secondly, organizations should use storytelling to communicate the impact of their work. By telling stories that illustrate the challenges faced by beneficiaries and the solutions provided by the organization, humanitarian agencies can create a more emotional connection with their audience and inspire support for their cause (Aronczyk & Powers, 2018). For example, the International Committee of the Red Cross (ICRC) has produced a series of short films that tell the stories of individuals affected by conflict and the work of the ICRC to provide assistance and protection (ICRC, 2021). Whilst approaching this strategy, organisations should be cautious of over-victimisation and usage of people as objects rather than conveyors of social issues.
While storytelling can be a powerful tool for humanitarian agencies to communicate the impact of their work, it is not without its potential drawbacks. As explained by Ongenaert (2018), storytelling can sometimes oversimplify complex issues and perpetuate stereotypes, which can be harmful to the individuals or communities being portrayed. In addition, storytelling can be selective in the stories it chooses to tell, leading to a skewed portrayal of the overall impact of an organization’s work.
Aronczyk and Powers (2018) also notes that storytelling can sometimes be seen as a superficial or manipulative tactic, particularly if it is used solely for fundraising purposes. This can lead to skepticism or mistrust from audiences, particularly if they feel that the stories being told are not genuine or do not accurately reflect the realities of the situation.
Therefore, while storytelling can be a valuable tool for humanitarian agencies, it is important for organizations to approach it with care and to ensure that the stories they tell are accurate, representative, and sensitive to the individuals and communities being portrayed
Thirdly, organizations should use digital channels to reach a wider audience and to engage with stakeholders and beneficiaries in a more interactive way. This can involve using social media to share updates and stories, creating interactive websites that allow visitors to explore the organization’s work in more detail, and producing multimedia content that can be shared widely online (Reuter, 2018). For example, Médecins Sans Frontières (MSF) has produced an interactive website that allows visitors to explore the challenges faced by refugees and the work of MSF in providing medical care and assistance (MSF, 2021).
While using digital channels can have many benefits for humanitarian organizations, there are also potential downsides that should be considered. One major downside is the potential for digital communication to exacerbate existing power imbalances and inequalities. As noted by Reuter (2018), digital communication can sometimes reinforce dominant narratives or perspectives, while silencing the voices of marginalized or vulnerable communities. This can be particularly problematic in humanitarian contexts, where issues of power and representation are already complex and sensitive.
In addition, digital communication can sometimes be seen as impersonal or superficial, particularly if organizations rely too heavily on social media or other digital platforms to communicate with their audiences. This can lead to a lack of trust or engagement from stakeholders and beneficiaries, particularly if they feel that the organization is not genuinely interested in their perspectives or experiences.
Similarly, digital communication channels have several downsides in humanitarian communication in Africa, particularly in countries with limited internet access and low digital literacy rates (D’Auria & Pennington, 2017).
For example, in Uganda, where internet penetration is only around 22%, digital communication may not be the most effective way to reach beneficiaries and stakeholders (GSMA, 2020). In addition, the low digital literacy rates among the population may make it challenging for organizations to effectively communicate their message through digital channels (Brendan, 2020).Furthermore, some of the content produced by international organizations for their digital communication strategies may not be relevant to local contexts or may not resonate with the cultural norms and beliefs of the target audience (D’Auria & Pennington, 2017).
Therefore, while digital communication channels can be a useful tool in humanitarian communication, organizations need to consider the local context and the target audience’s needs and preferences before developing their communication strategies. In summary, by conducting research, using storytelling, and leveraging digital channels, humanitarian agencies can improve their positioning for funding while also producing engaging communication content that appeals to stakeholders and beneficiaries.
Conclusion:
The article explores the influence of funding agencies’ expectations on the communication strategies of international humanitarian agencies. Funding agencies have specific expectations for the organizations they fund, which include programmatic and financial accountability, efficiency, and effectiveness in delivering aid. These expectations also shape the goals and objectives of the organizations they fund, influencing their communication strategies. The expectations of funding agencies have an impact on the content, tone and style, and the type and frequency of communication used by international humanitarian agencies. Humanitarian agencies can improve their positioning for funding while producing engaging communication content by conducting research to understand the priorities and preferences of their target audience. It is important to conduct both organizational and cultural research before developing communication strategies to ensure they are effective and appropriate.
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