Editor’s Note: We are excited to share this article co-authored by Carrie Oppenheimer and newly published in the peer-reviewed Journal of Development in Practice. Based on our work in Tanzania—with partners Institute of Development Studies, Overseas Development Institute, and Feedback Labs—Carrie and her co-authors detail our research into how development program managers are successfully using real-time data to improve results (or not!).
The use of RTD for AM is not, paradoxically, about technology—it is about the strategic and cultural environment that enables RTD to be utilised as a driver of organisational decision-making and of institutional transformation. While RTD can certainly raise the questions and highlight opportunities, it cannot open the door to this kind of transformation either within programmes or more broadly in organisations. As with other forms of evidence utilisation, the key factor is political, institutional, and individual will.
Read the full article at the Journal of Development in Practice: