> For the complete documentation index, see [llms.txt](https://oecd-media-support-principles.gfmd.info/llms.txt). Markdown versions of documentation pages are available by appending `.md` to page URLs; this page is available as [Markdown](https://oecd-media-support-principles.gfmd.info/toolkit/case-studies-and-field-insights/case-study-3-operational-risk-linked-to-donor-visibility-and-safety.md).

# Case Study 3: Operational risk linked to donor visibility and safety

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### **Core issue**

Standard donor visibility requirements can increase legal, reputational, and physical risks for media actors operating in restrictive or politically sensitive environments.
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### **Context**

Donor visibility and branding requirements are standard features of development cooperation, intended to ensure transparency, accountability, and public recognition of funding.

However, in restrictive or politically sensitive environments, visible association with external donors can expose media actors to heightened scrutiny, legal restrictions, or security risks.

### **What happened**

Consultations indicate that in several contexts, donors have adapted or waived standard visibility requirements for media support projects where public attribution was assessed to increase risk.

These adaptations have included:

* removing or reducing donor logos and public branding
* limiting public disclosure of funding relationships
* adjusting communication outputs to avoid exposing partners

These decisions were typically made on a case-by-case basis, informed by risk assessments and partner consultations.

Where such flexibility was applied:

* partners reported reduced exposure to legal and political pressure
* risks linked to “foreign agent” narratives and regulatory targeting were mitigated
* operational space for independent reporting was preserved

Where flexibility was not applied, or where guidance was unclear:

* partners faced increased scrutiny or reputational attacks
* compliance requirements conflicted with safety considerations
* decision-making became inconsistent across programmes and contexts

### **Why this matters**

This case illustrates how administrative and compliance requirements can create operational risks if applied without contextual adaptation.

Consultations and sector evidence highlight that:

* visibility decisions can directly affect the safety and operational viability of media actors
* risk levels vary significantly across contexts and cannot be standardised
* partners are often best placed to assess their own exposure

Balancing transparency and accountability with safety and independence is therefore a core operational challenge in media support.

### **Implications for practice**

* Integrate **context-specific risk assessments** into visibility and communication requirements
* Allow for **flexibility or waivers** where visibility requirements increases risk
* Recognise that **partners are best placed to assess exposure and safety risks**
* Avoid reliance on **ad hoc decision-making** by providing clear internal guidance
* Align communication practices with broader **“do no harm” approaches**, including legal, physical, and reputational risk

### **Most relevant for**

* [**Heads of Mission / Ambassadors**:](/toolkit/role/heads-of-mission-ambassadors.md) Setting the tone on balancing visibility with political and security risks
* [**Programme and project managers**:](/toolkit/role/programme-and-project-managers.md) Designing flexible visibility clauses and managing compliance requirements
* [**Policy officers / thematic specialists**:](/toolkit/role/policy-officers-thematic-specialists.md) Ensuring guidance reflects context-sensitive approaches to visibility
* [**Communications teams**:](/toolkit/role/communications-teams.md) Adapting branding and messaging to minimise risk while maintaining accountability

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### **Linked principles**

* [**Principle 1**](/toolkit/principle/1-do-no-harm.md) **– Ensure support does no harm**
* [**Principle 4**](/toolkit/principle/4-support-local-leadership-and-ownership.md) **– Strengthen local leadership and ownership**
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> **Evidence base (to be added)**
>
> * Consultation inputs from EU Delegations, implementing partners, and media organisations on visibility-related risks
> * Donor guidance and practices on visibility waivers and risk-based adaptations (e.g. EU, Sida)
> * Sector experience in restrictive environments where public attribution increases exposure to legal or political pressure

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**Key lesson**\
Visibility requirements should not be treated as fixed rules. In certain contexts, adapting or waiving them is necessary to ensure that support does not unintentionally increase risk for partners.
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