For most global development and humanitarian agencies, data has historically been either a niche activity or fragmented task. But in the era of a ‘data revolution for sustainable development’ – and in a time of increasing financial scrutiny – institutions increasingly consider data and digital to be a strategic asset. This paper aims to provide a structured overview of lessons learned that may be used by those seeking to develop and implement a data strategy within international development and humanitarian organizations.
DG and the Global Digital Marketplace Programme partnered to identify ways to improve government digital procurement effectiveness, efficiency, and transparency. When Covid-19 flipped the world on its head, we developed this roadmap for smarter emergency public procurement. We also provide an indicator framework that governments can use to assess current readiness for purchasing during an emergency, identify focus areas for improvement, and monitor progress.
Based on case studies that document drivers and the value of subnational data programming, DG and DCLI have developed a set of principles for subnational data use. These principles – and the collection of case studies – are a living document
In 2017, Canada rolled out the world's first Feminist International Assistance Policy (FIAP). Through the Results Data Initiative (RDI), we worked with Global Affairs Canada - International Assistance (GAC-IA) to develop its FIAP M&E work plan, design a comprehensive FIAP M&E system to fit within its existing frameworks, and calculate pre-FIAP baseline values for all 26 indicators identified. This paper outlines the challenges and opportunities that development agencies may face when adopting new and/or feminist policies, and provides an overview of how other development agencies can integrate a feminist lens into their M&E frameworks.
Since 2017, DG has worked across seven countries and two regions to support the roll-out of UNICEF’s Data for Children Strategic Framework. This included developing country ecosystem diagnostics and strategic action plans for UNICEF Country Offices in Myanmar, Papua New Guinea, Philippines, Thailand, Viet Nam, Lesotho, and Ethiopia; and for the UNICEF East Asia and Pacific Regional Office.
This work examines the role that data plays in supporting key decisions taken by DFID at the strategy, portfolio (sector or country), and program level.
Understanding Data Use: Building M&E Systems that Empower Users, emphasizes how critical it is for decision-makers to consider users’ decision space – from the institutional all the way to technical levels – in achieving data uptake.
In partnership with Development Initiatives (DI), DG supported UNICEF’s goal of helping their Country Offices use data published to the International Aid Transparency Initiative (IATI) for reporting to government Aid Information Management Systems (AIMS).
Governments, development partners, and implementers spend millions of dollars every year collecting data on results. How do we make these investments most effective? Studied how results data is collected, shared, and used in three countries: Ghana, Tanzania, and Sri Lanka, across the health and agriculture sectors.
In 2016, with our partners at the AidData Center for Development Policy, DG undertook three country studies exploring how development data influence decision-making in Timor-Leste, Honduras, and Senegal. The "Avoiding Data Graveyards" report details the findings of those studies.