Too often, communications is an afterthought in development programs — reducing impact, visibility and funding potential. Here’s why it needs to be part of the plan from the start.
This article was written by Vannette Tolbert, Senior Manager, Communications at Plan International USA. For more information on Plan’s work, please reach out to Vannette at [email protected].
If you work in development communications, you’ve likely experienced this: A program team or proposal lead rushes in as a project is ending with an urgent request:
— “Can we post something about this on LinkedIn?”
— “Can we get this published in local news?”
— “Can you format this report and make it look polished for donors?”
By then, it’s too late. The program is ending, impact stories weren’t collected, the media strategy wasn’t planned and no budget remains for content creation or dissemination.
The irony? Communications teams are there from day one — we’re just not looped in early enough.
As Paolo Mefalopulos, a development communication expert and former World Bank specialist, explains:
“Communication succeeds when it is an integral part, from the very beginning, of a development programme, playing a full role during the identification of the problems and priorities, as well as during the detailed planning, implementation, and evaluation.”
The quote, from Communicating for Development: Human Change for Survival by Colin Fraser and Sonia Restrepo-Estrada (Tauris, 1998), reinforces a critical point: communications must be integrated from the start to effectively capture and showcase impact. Without a strategy in place, programs miss opportunities to document real change.
This is especially true for before-and-after storytelling, one of the most compelling ways to illustrate impact. When we track progress over time — showing where a person, community or initiative started, how the program helped and what changed — we create powerful narratives that resonate with funders and stakeholders. Without early documentation, these stories are lost, along with the ability to inspire action and investment.
But too often, this opportunity slips away because communications is brought in too late. This reactive approach doesn’t just make our jobs harder — it costs funding, credibility and influence.
The problem: Why communications gets left behind
Too often, communications is seen as a “nice-to-have” rather than a core part of impact and sustainability. The focus is on execution, but without visibility, even the best programs struggle to gain recognition — and future funding.
The result?
— Last-minute scrambling for media coverage, often with poor results.
— Storytelling that feels inauthentic — more about checking donor reporting boxes than showcasing real impact.
— Missed funding and partnership opportunities because success stories weren’t shared effectively.
When communications isn’t built in from the start, organizations lose the chance to engage stakeholders, funders and communities in real time — weakening long-term impact and funding.
Lessons from the field: The cost of leaving comms out
When I worked in the humanitarian sector in Liberia, I made a point of tagging along with program staff, executives and even drivers whenever I could. I wanted to see the fieldwork firsthand and capture the full story — not just isolated snapshots.
I saw women launch businesses, children thrive with school meals and entire communities transform.
But too often, these powerful stories weren’t documented until donors asked for them. By then, it was too late to capture the most meaningful moments.
One example stands out: A women’s savings group in a rural village grew from eight to nearly 100 members, helping women start businesses and send their children to school. But because no one had collected photos, interviews or qualitative data over time, we had no way to showcase the program’s impact when donors requested an update.
After COVID-19 hit, we faced a funding crisis. I pushed to be involved earlier in program planning and proposal writing. That way, we weren’t scrambling for stories at the end — we had a strategy from the start. Not only did it work, but donors were thrilled to have so much visibility across multiple channels. Once the creative momentum built, they even suggested additional outlets within their networks, helping us amplify the reach even further
That’s why communications should be part of program design from the beginning.
The missed opportunity: Storytelling as a driver of impact and investment
Storytelling isn’t just about visibility — it’s about impact. It connects programs with the people who can support and sustain them. And it doesn’t have to be expensive. A thoughtful, low-cost strategy can make all the difference.
Research backs it up:
— Stories are 22 times more memorable than facts.
— They increase audience engagement and retention.
— Neuroscience shows storytelling triggers emotional connections and generosity.
The takeaway? Stories don’t just inform — they inspire action.
The fix: A smarter approach to communications strategy
To make the most of communications, we need to integrate it into program design from the start. Here’s how:
1. Embed communications in the budget and proposals:
— Communications isn’t just “marketing” — it’s part of program impact.
— Donors want to see results, and visibility helps attract more funding.
— Include line items for content creation, media engagement and dissemination in proposals.
Example: Instead of scrambling at the end of a project to compile a polished impact report, imagine if a small portion of the budget had been allocated from the start for storytelling. That means dedicated time for gathering stories, taking photos and sharing updates throughout implementation — not just when the final report is due.
2. Plan content and media strategy early:
— Authentic storytelling takes time. Last minute efforts fall flat.
— Plan media outreach alongside program milestones to capture impact as it happens.
— Use a mix of formats — video, photography, social media and traditional media — to ensure reach.
Example: Imagine you’re running a youth employment program. If storytelling is built in from the start, you can follow a few participants over time — documenting their challenges, wins and progress. By the time you report to donors or pitch to media, you have a full, before-and-after story that paints a vivid picture of real impact — not just scattered data points.
3. Use professional creatives:
— Development organizations already have skilled content creators — engage them from the start.
— Maintain consistency in storytelling across channels and materials.
— Invest in high-quality visuals and writing that reflect the program’s impact.
Example: Think about the last time you saw a rushed slideshow with hazy photos and dense text. Now picture a short, well-shot video of a farmer explaining how a climate resilience program changed their livelihood. Which one sticks with you?
4. Think both local and global
— Strong storytelling builds local trust and global investment.
— Center local voices — not just donor-driven narratives.
— Partner with community-based media to expand reach and engagement.
Example: A maternal health program might share real-life birth stories on community radio, making the project feel real and relevant locally. At the same time, digital stories featuring midwives and mothers can be packaged for international donors and policymakers — ensuring visibility at multiple levels.
Bottom line: Make communications an asset, not an afterthought
We can’t just talk about programs — we need to design them with communications in mind.
Investing in storytelling and media strategy amplifies impact, attracts funding and builds long-term success.
It’s time to rethink how we integrate communications into development — starting now.
How is your organization approaching communications in development programs? Let’s continue the conversation.
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