Ninth Special Report
The International Development Committee published its Ninth Report of Session 2024–26, Future of UK aid and development assistance: interim report (HC 1330), on 5 February 2026. The Government Response was received on 2 April 2026 and is appended below.
Appendix: Government Response
Introduction
1. The Government is grateful to the International Development Committee for its interim report on the future of UK aid and development assistance.
2. The Government remains firmly committed to international development. Development is an essential part of our global objectives and the delivery of the Government’s missions: working with partners to strengthen and stabilise countries, to tackle poverty and support growth, and to make the world safer. The Government intends to return to spending 0.7% of GNI on ODA when fiscal circumstances allow and will continue to monitor forecasts closely.
Multilateral Development Review
Conclusion 1 (para 11) The Government plans to spend a greater proportion of its shrinking ODA pot through multilateral institutions. There is logic to this, but the Government is yet to set out how it will ensure that its multilateral programme spending is used in line with its principles for ODA spend.
Conclusion 2 (para 12) A multilateral development review is urgently needed to underpin the change in proportion of ODA spent through this channel. The Government needs a clear understanding of its current commitments and the performance of multilateral organisations it supports.
Recommendation 1 (para 13) The Government should commission a multilateral development review to consider and report on the performance of the organisations it supports, before the end of 2026.
Government response: Disagree.
1. The Government is increasing the share of FCDO ODA going to multilateral institutions. This investment will be targeted strategically to the most effective multilateral organisations in the areas partners consistently say matter most – humanitarian, health, climate & nature and economic development. This means we are increasing the FCDO’s contribution to World Bank IDA, which leverages £4 for every £1 that the UK provides. We are also protecting the FCDO’s allocations to Gavi, the Global Fund, and the African Development Bank.
2. The FCDO published the majority of its multilateral ODA programme allocations on 19 March. These allocations apply to fiscal years 2026–27, 2028–29, and 2029–30. As part of the Spending Review, the FCDO evaluates how well the multilateral portfolio aligns with UK objectives and reviews the performance and value for money of multilateral programmes. These considerations have informed the multi-year ODA programme allocations.
3. All FCDO ODA spend is in line with the Organisation for Economic Co-operation and Development (OECD) Development Assistance Committee (DAC) rules and Poverty reduction remains the foundation of our ODA spending, including through multilaterals.
4. FCDO does not agree that a multilateral development review is required to sufficiently evaluate the performance of the multilateral organisations that the UK provides funding to.
5. The FCDO’s funding to multilateral development organisations is scrutinised regularly in line with the Programme Operating Framework (PrOF). This specifies the rules which must be applied when delivering the FCDO’s policy and programmes. These include reviewing performance against objectives and alignment to UK priorities and conducting Central Assurance Assessments of each multilateral organisation that is given core funding.
6. As well as these internal tools, the Government uses external, independent assessments to evaluate the effectiveness of multilateral organisations. This includes those published by the Multilateral Organisation Performance Assessment Network, which carries out regular assessments of multilateral organisations that receive ODA, including UN entities, international financial institutions, and vertical funds.
Values, Transparency and Communication
Conclusion 3 (para 16) It is the responsibility of the Government to remain accountable to the public, principally through Parliament, on how ODA is spent. However, it is also morally obliged to be accountable to those receiving UK ODA and their governments. We agree with the development minister that ODA should not be seen as simply a tool for increasing the influence of the UK. However, in a contested world, the UK cannot allow any misunderstanding about its commitment to its bilateral partners which could give its adversaries a foothold. Moreover, as the Government recognises, the UK’s diplomatic capital allows it to affect changes that dramatically improve the lives of the poor. This leverage must not be diminished through weak communications over the UK’s financial commitments or lack of oversight over programmes it funds. The Committee see the value of UK soft power in promoting human rights, democracy and the rule-based international order. The UK can and should be unashamed to promote its values, language, and culture in a world where significant powers, who do not share our values, are expanding their influence.
Recommendation 2 (para 17) To improve communication and transparency around multilateral spend, we recommend that:
a. the Government works with the multilateral partners on a communication plan which will convey the bilateral partners and the UKL public the work UK Government supports;
b. the FCDO takes urgent steps to improve the accessibility of data on multilateral programming available to the aid sector and the public.
Government Response: Disagree
7. The Government is putting modern development partnerships at the heart of its new approach, reflecting the needs of the UK’s partners. Through our refreshed approach to partnerships, the FCDO will respond to the needs of our partners and be better placed to showcase the whole of the UK’s offer and support, and to work towards an end of reliance on aid. The UK will also continue to use our influence to push the big international institutions to solve global issues.
8. The Government regularly draws on the UK’s global soft power assets—including its leading soft power sectors, the British Council, BBC World Service, cultural cooperation agreements and major international platforms such as Expo 2025 Osaka—to promote UK values and strengthen trusted partnerships. This supports wider diplomatic and development engagement.
9. All UK ODA spending, including for multilaterals, is reported in the Statistics on International Development publication on a calendar year basis. The FCDO publishes up-to-date ODA programme information on Development Tracker on GOV.UK. The FCDO continues to evolve this site in response to user feedback. The FCDO also continues to encourage all implementing partners, including multilaterals, to publish to the International Aid Transparency Initiative (IATI) standard. This transparency ensures that the UK public and ODA recipients are informed about how FCDO ODA is spent.
10. The FCDO’s planned ODA programme allocations for the next three years were published on 19 March, including most of the allocations to multilateral organisations.
11. The Government is already shifting how it communicates to the UK public to better demonstrate the impact, value for money and mutual benefit of international development, focussing on issues that matter to the UK public: health, jobs and security.
12. As part of the Government’s communication approach, the FCDO is highlighting the UK’s contribution to multilateral organisations – the work that these organisations do and the multiplying effect and impact our contribution will have. For example, to promote our pledge to Gavi, we demonstrated how the investment would protect up to 500 million children and save up to 8 million more lives while also supporting UK science and British jobs. As co-host of the Global Fund’s Eighth Replenishment Summit, our communication activity highlighted how UK investment is helping save up to 1.3 million lives and strengthening shared health security – supporting partners to tackle AIDS, TB and malaria and build stronger health systems while protecting British people and the NHS. To promote our renewed support for the World Bank’s International Development Association Fund, our communications highlighted how investment will benefit 1.9 billion people and multiply every pound fourfold. A strategic investment that World Bank President Ajay Banga amplified further by stating how this multiplier effect strengthens global economic stability while also creating future economic opportunities for the UK.
13. The FCDO also partnered with Anoushka Sinha, the world’s youngest World Bank advisor and Forbes 30 Under 30 honouree, to highlight our partnership with the World Bank to younger audiences.
14. The Government incorporates collaboration with multilateral partners as part of our overarching proactive communication plan to highlight and promote the modern approach to development both to the UK public and international audiences.
Capability and Staffing
Conclusion 4 (para 19) To be effective, the Government’s aspiration to spend ODA more efficiently through a reformed multilateral system requires two things: influence and expertise. Both require money that is well targeted and accountable. The Government has not provided adequate reassurance that the internal resources needed to maintain this influence and expertise have been safeguarded.
Conclusion 8 (para 32) We reiterate our previous concerns around the sequencing and speed of the FCDO 2030 programme.
Recommendation 3 (para 20) We urge the Government to fully assess requirements for the staffing required to oversee and support reform of the UK’s multilateral partners by an upfront skills audit focused on what is needed to support a future aid landscape. Steps should be taken to ensure that this capacity is retained and built upon under the FCDO 2030 restructuring programme.
Recommendation 6 (para 30) We request that, in its response to this report, the Government provides details on how it intends to prioritise poverty reduction as it restructures the department.
Recommendation 7 (para 33) We call on the Government to pause the processes currently underway until the following actions have been completed:
a. a structured assessment of staffing required to deliver the Government’s priorities both in the UK and in countries with a diplomatic mission, to be presented in a Workforce Plan for this spending review period;
b. a thorough skills audit and an equalities impact assessment to support and inform the Workforce Plan;
c. an assessment of the impact of the ODA programming decisions on the extreme poor, as well as the UK’s ability to lead diplomatically on key issues impacting them.
Government response: Partially agree (Recommendation 3) Disagree (Recommendation 6) Disagree (Recommendation 7)
15. The FCDO is committed to ensuring that it has the development capability and technical expertise needed to deliver this government’s ambition on development, even as the ODA budget is reduced.
16. The FCDO is implementing a new Capability Framework which will allow the organisation to strategically manage its workforce, ensuring the right people, with the right skills and expertise, are in the right places.
17. As the Foreign Secretary outlined in her letter of 9th February 2026, the FCDO is developing a Workforce Strategy for the Spending Review period. This will ensure the FCDO has a skilled, motivated, and empowered workforce for the future.
18. The FCDO is working through a detailed design process to ensure that the future FCDO workforce is sufficiently skilled to deliver Ministerial priorities within the agreed Spending Review settlement. This is not being rushed, but is moving at pace to both offer staff certainty as quickly as possible and to ensure that budget obligations are met. The FCDO has been open with the workforce about the challenges we will need to meet, including regular engagement with recognised trade unions who have been consulted on our proposals and approach to managing the restructure and other aspects of workforce reform throughout.
19. The Minister for Development has been clear with the IDC that poverty reduction remains the foundation of everything the FCDO does and has set out our priorities to parliament. Our commitment to tackling global challenges, like hunger, disease, insecurity, and international development is steadfast. While others are turning away, the UK is committed to international development. The Government firmly believes that development makes the world a richer, stronger and safer place – something which is the UK’s national interest and our global responsibility.
20. The FCDO’s modern partnerships reflect the new approach our partners and the UK public want. An approach focused on impact, and using the full breadth of the UK’s strengths to drive sustainable growth and progress more than ODA alone ever could, to help end reliance on aid. The Equalities Impact Assessment of the FCDO’s multi-year ODA allocations concludes that reductions to bilateral allocations are not assessed to disproportionately fall on least developed countries.
21. Directorates in the UK are currently redesigning their structures to ensure that work is conducted in the most efficient manner possible to meet the Government’s priorities. A similar review of the overseas network is being conducted in parallel. This redesign process will result in a workforce plan which will be assured against Spending Review budgets.
Bilateral Spend and Partnerships
Conclusion 5 (para 24): The FCDO has an impressive and nuanced understanding of situations on-the-ground through its overseas network and local staff. As part of the next round of spending decisions, in-country missions must have the autonomy needed to spend ODA within the Government’s wider development policy framework.
Conclusion 6 (para 26) Where missions across a region, or a thematic area, have identified shared opportunities and solutions, collaboration should be encouraged. Supporting such initiatives will be an efficient use of limited funds as well as a good utilisation of expertise, whether in the region or in the UK.
Conclusion 7 (para 27) Badly designed and delivered development and humanitarian assistance is bad for the UK. It carries risks to those it is designed to serve and reputational risks to the UK Government.
Recommendation 4 (para 25): To enable the FCDO to provide relevant and impactful support in its bilateral partner countries:
a. sufficient levels of bilateral ODA must be earmarked for programmes, the design and delivery of which would be overseen by the FCDO (and other delivery departments) in-country;
b. Centrally Managed Programmes (CMPs) need to undergo a thorough review to ensure that central oversight is providing the best value for money. Missions must have the structures and independence to approve CMPs based on their own strategic priorities and understanding of the local development context. They must also have the freedom and expertise to assess the impact of CMPs, requiring intentional communication with the programme managers.
Recommendation 5 (para 28) Missions must, therefore, have access to in-house expertise both on the ground and in the UK. This expertise needs to cover both thematic issues relating to poverty alleviation, as well as the geographic knowledge of specific contexts. Local staff are absolutely vital for achieving effective projects that represent value for money.
Government response: Partially agree
22. The FCDO is taking a partnership-led approach to development. As part of this, our country network will have the flexibility to deliver the development our partners want and the FCDO is also changing the way Ministers approve bilateral programming, through a portfolio strategy that takes the country context as its starting point.
23. The multiyear allocations include specific allocations for geographic areas and countries. As set out above, our country network will have the flexibility and autonomy to deliver the programmes our partners want and need.
24. The FCDO’s CMPs have undergone a thorough review as part of resource allocation processes to improve value for money and impact.
25. As stated in the Written Ministerial Statement on 19 March under our modernised approach, Posts will be able to draw on central Communities of Expertise. These are designed to respond to opportunities identified by Posts, to provide a coherent, joined up support to our country partners. They will focus on the policy issues that our partners most want to work with the UK on, bringing together multidisciplinary capabilities to address shared challenges. By pooling and simplifying access to expertise, they can drive efficiency and coherence.
26. In-country missions will have more control over how central expertise is deployed, ensuring development assistance is demand-led and tailored to the local context.
27. The FCDO recognises the importance of having sufficient capability overseas so that Posts can be intelligent customers of the central offer and provide oversight of the overall UK programmatic footprint in country.
28. The FCDO also remains committed to programme management as a core capability, essential to delivering impact, managing risk and translating policy into results across our programmes.
29. Good programme design is guided by evidence on the context and the need, and is done in consultation with a range of relevant stakeholders. The FCDO recognises the importance of having sufficient capacity and capability overseas to ensure that both of these things happen when development programming and humanitarian responses are being designed.
30. As part of the four shifts, the FCDO will work increasingly in partnership with local actors rather than through internationally driven interventions. The FCDO agrees that local staff and regionally based staff are a vital asset in delivering our priorities and maintaining diplomatic relationships with host governments.
31. The UK’s development expertise will form a core pillar of our longer-term country partnerships with communities of Expertise giving Posts access to world-class expertise across HMG and beyond, including in civil society, academia, and consultancy.
Independent Scrutiny of ODA
Cnclusion 9 (para 35) The existence and adequate resourcing of the Independent Commission on Aid Impact sends a powerful message to all stakeholders that the UK takes transparency and value for money seriously. We are alarmed by apparent misunderstanding of the ICAI’s distinct role by the development minister.
Recommendation 8 (para 36) Whilst we agree that the value for money of every aspect of Government spending must be assessed, we caution against any rapid decision-making with regards to the ICAI’s future. Full funding should remain in place until a final decision made—a decision based on an assessment of the existing arrangements compared against other options.
Recommendation 9 (para 37) As its Parliamentary oversight body, this Committee must be kept fully appraised of the Government’s work and decision-making around ICAI’s future.
Government Response: Agree
32. The UK takes transparency and value for money in its Official Development Assistance (ODA) spending very seriously as illustrated by a range of mechanisms we draw on including National Audit Office (NAO) reports, Aid Transparency Indices (ATI), internal audits, regular programme reviews and evaluations. We are clear about ICAI’s role and take ICAI reports seriously, respond to them and adapt work accordingly. We remain committed to supporting ICAI for at least the next 3 years.
33. The Government remains committed to meeting our statutory obligations on the independent evaluation of our ODA spend and full funding has remained in place while a decision was made. As stated in the Written Ministerial Statement of 19 March, funding to ICAI will remain for the next three years. ICAI’s programme allocation for each of the three years will average £1.68m and its operating costs £685,000, with exact profiling by year subject to further discussions with ICAI.
Priorities for the multi-year spending allocations
Conclusion 10 (para 39) In the coming years, the greatest need will be in fragile and conflict-affected states, and states most vulnerable to climate change. Working in partnership to address these needs mutually benefits the affected countries and the UK. The empowerment and equipping of these states, and their civil society organisations, should be central to the FCDO’s approach. Resourcing decisions for ODA by the Government in the coming weeks and months need to accurately reflect where the greatest need is. They also need to reflect where preventative action is likely to have the greatest impact.
Conclusion 11 (para 41) Upholding the rights of marginalised groups, as well as realising the potential of women and girls in both achieving societal resilience and poverty reduction, should be strategic priorities for UK ODA. This must be reflected in the spending allocations.
Conclusion 12 (para 43) The Government’s focusses on global health, and climate and nature are welcome. However, the Government must maintain the flexibility within these priorities to accommodate the interconnectedness of development challenges. It also needs the flexibility to be able to respond to needs expressed by its bilateral partners in governments and civil society. This is particularly important in fragile and conflict-affected states.
Recommendation 10 (para 42) The FCDO must have the expertise and resources required to empower marginalised groups in decision-making forums, as well as the ability to equip them in their efforts to bring about lasting change in their communities. The FCDO will need to ensure that, through its spending allocations, it retains centralised and local gender expertise. It will also need gender-specific bilateral funding to achieve its aims.
Government Response: Partially Agree
34. The FCDO is transitioning to differentiated development partnerships based on mutual benefit – taking account of country need and long term UK interest. The UK will prioritise our geographic ODA where humanitarian needs are most acute – to reach those in greatest need and address underlying causes of conflict and fragility.
35. Local civil society is an essential partner as they bring qualities which allow them to support sustainable solutions over the long-term due to their understanding of local contexts and needs. The UK is focusing on locally led approaches that allow governments and civil society to anticipate, manage and reduce risks, strengthen resilience and bring long-term mutual benefits for partner countries and the UK.
36. The UK’s International Strategic Framework on Women and Girls reaffirms our enduring commitment to advancing the rights, safety and opportunities of women and girls worldwide. The Framework sets out a clear and ambitious agenda for action, recognising that women’s and girls’ rights, while important in their own right, are also essential to global stability, prosperity and sustainable development.
37. It outlines four priorities: tackling violence and abuse, driving growth and shared prosperity, advancing women’s political and civic participation, and access to essential health and education, including sexual and reproductive health and rights.
38. In launching this Framework, the Government is setting out how advancing women’s and girls’ rights will be ingrained across all work, bilaterally and multilaterally and across diplomacy, security, development and trade.
39. Funding towards ending violence against women and girls has been protected in the allocations. The Foreign Secretary has called violence against women and girls a global emergency and has pledged to ensure women and girls around the world can thrive and flourish – free from violence and free from fear.
40. The FCDO has raised our ambition, committing that at least 90% of FCDO bilateral ODA programmes will have a focus on gender equality by 2030. Our approach is grounded in evidence driven policy and programming, improved transparency, and a commitment to ensure women and girls—particularly the most marginalised—are at the centre of our priorities across every context.
41. The FCDO has Social Development Advisers (SDAs) who are deep experts accredited against technical competencies, including gender equality and the rights and empowerment of women and girls, and empowerment and accountability.
42. In addition, the FCDO also has Regional Gender and Equalities Advisers and a network affiliates engaged in issues to do with gender—and wider—equalities and social inclusion. The FCDO will continue to monitor staffing decisions and provide support across the Department to enable sufficient technical capability to deliver on objectives.
43. Equality Impact Assessments (EIAs) which consider impacts on people with relevant and protected characteristics – are an essential part of how the Government makes decisions on ODA allocations. As set out in the EIA, the UK has protected bilateral spending on violence against women and girls, and relatively protected sexual and reproductive health and rights programming and funding for Education Cannot Wait.
44. The UK is prioritising ODA where it can have the greatest impact, including in the areas partners consistently say matter most – humanitarian, health, climate & nature and economic development. Meanwhile, the UK’s bilateral partnerships are being transformed to be more responsive to partner needs. Our missions abroad will have the flexibility to deliver the most effective programming, informed by bilateral partners and experts on the ground, including in fragile and conflict-affected states.