Introduction to myself:

My name is Allan Saldanha, I am writing this submission because I am keen to improve the effectiveness of UK Aid. I am a big believer in the importance of UK Aid and believe that the decision to increase the UK Aid budget to 0.7% of GDP was transformative and was deeply saddened that this was reduced to 0.5% of GDP by the last government. I have donated significant amounts to global health and development charities such as AMF (Against Malaria Foundation) and Unlimit Health (formerly SCI- Schistosomiasis Control Initiative) having taken the giving what we can 10% pledge in 2014 and donated over £600,000 to effective charities since then.

Submission

I would like to suggest the below to strengthen value-for-money (VFM) evidence and to increase impact by partnering with high-performing multilateral institutions.

1. Prioritize the Regular Collection and Publication of Unit Cost Data

To strengthen VFM evidence, it's essential to implement robust systems for regularly collecting and publishing unit cost data. Access to reliable, comparable cost information is critical for making well-informed decisions. By making this data publicly available, we can empower organizations to adopt evidence-based approaches and improve their resource management.

A systematic approach to collecting and sharing this data is vital. For example, creating a cross-agency community dedicated to data-sharing and utilizing tools like Dioptra can streamline the process. Moreover, FCDO partners, including nonprofit organizations, should be required to collect and report unit cost data as a condition of collaboration. This data can then be integrated into cost-effectiveness models to identify the most efficient investments within specific sectors, as well as across all sectors. However, simply gathering cost data is not enough—it must be used meaningfully to evaluate and improve program impact.

Such transparency not only holds programs accountable to taxpayers but also allows for more accurate benchmarking of performance. Rigorous analysis of top-tier development programs has shown that benchmarking against proven interventions can boost cost-effectiveness by 40-60% on average.

By establishing a global cost-effectiveness standard and creating a comprehensive, publicly accessible database of evidence-based interventions, the FCDO could set a powerful example. This initiative would not only enhance FCDO’s own resource allocation but could also inspire a broader shift toward evidence-driven programming throughout the development sector.

2. Harnessing Strategic Partnerships for Transformative Impact

To maximize its influence, the FCDO should focus on strategically amplifying its impact through partnerships with high-performing multilateral institutions. A key opportunity lies in pioneering a Best Buys Alliance, aimed at scaling transformative development projects. Evidence consistently highlights that multilateral institutions like Gavi and the Global Fund deliver extraordinary value for money. Through economies of scale, some programs show benefit-cost ratios exceeding 20:1, a performance backed by independent evaluations from sources like the Center for Global Development and the Multilateral Organisation Performance Assessment Network (MOPAN).

When multiple donors align around proven "best buy" interventions—such as structured pedagogy in education or immunization programs in health—coordinating their resources can lead to substantial savings. By pooling funding and sharing implementation infrastructure, these partnerships can reduce per-beneficiary costs by 40-60% compared to traditional bilateral approaches.

Given this, I strongly recommend that FCDO initiate a Best Buys Alliance, systematically pairing co-financing partners for the most cost-effective interventions, particularly in least developed countries. This alliance would act as a force multiplier, allowing FCDO to leverage its funding many times over through matched contributions, while also promoting the adoption of rigorously proven, high-impact solutions across the development sector.

A model similar to the Global Education Evidence Advisory Panel could be a starting point, focusing on sectors like education and health—where the evidence base is already robust. As early pilots of this matching model have already attracted significant interest from major development agencies, there's strong potential for catalytic, transformative impact. By joining forces and investing in solutions with a proven track record, the FCDO can not only stretch its resources but also help lead the charge for more effective, evidence-driven development worldwide.