Progress is facilitated when there are data that describe the situation, what is being done, and what is being accomplished. The following graphic shows two approaches to collecting and handling data. In one case there is a local capacity for data store and data analysis ... in the other case the various data elements flow directly into a widely accessible database that functions over a broader area. In both cases the data flow into the widely accessible database for global analysis.

In both cases, simple data are collected and used to build the data foundation for analysis. The dataflows are organized so that there is feedback rapidly to where it is most needed for performance improvement and problem solving.

Local Dataflow

The most important use of data is use locally to improve something that is local and important.

Multiple use data flow

The following schematic shows how data originating in a community may be used many times: (1) for local community level analysis; (2) for cross community and cross country analysis using the Tr-Ac-Net database; (3) global analysis (as for example using the NCSA systems; and (4) a variety of research modalities at universities, in official organizations and in private centers.

The fall back system is for a piece of paper to move from a source location to a central place. But this can also be done using electronic means, including a mobile phone, an Internet message, floppy disks and CDs.

The key to use of technology is to ensure that the costs are low relative to the value of the data. Paper has been an effective way of recording and moving data, but modern electornic ways have the potential to to be many thousands times more cost effective.

The deployment of TVM Value Accountancy requires the collaboration of many to facilitate cost effective reliable movements of data to the TVM Value Accountancy datastore ... and central to this are organizations that have low cost access and use of the Internet.

This is a variant of these same dataflows highlighting the role of surveillance and data collection for all aspects of the process so that these date may be used for local, area, international and global analysis.

Systemic dataflows

There is no systemic dataflow from community up ... and for all practical purposes the system of management in the relief and development industry has all the power of “pushing on a piece of string”.

The following shows something of how dataflows were described by the Transparency and Accountability Network (Tr-Ac-Net) team. A similar dataflow architecture might serve as the catalyst for the widespread deployment of TVM Value Accountancy.

TVM Value Accountancy has the metrics to put all the dimensions of socio-economic progress “on the record”. There needs to be a functional structure so that data may be collected and put into a system where the data can be used. With this, where results are good, there can be replication ... where the results are poor, changes can be made and the responsible organizations and people held to account. TVM Value Accountancy provides some of the essential checks and balances so that resources are not lost or wasted.

In order for the TVM strategy to work, there has to be system management. Accordingly, this system needs to operate independent of the entities needing measurement. The basic framework provides for the following:

• Independence
• Reliability
• Objectivity
• Neutrality
• Low cost
• Timeliness

The following is an example developed in connection with malaria.

A lot of data are collected and used locally to plan anti-malaria interventions. The data are updated ... and progress is measured. The process goes on for ever. In the following example local data are collected about malaria ... and local decisions are made about how to treat the malaria situation in the community based on these local data and local analysis.

The data used in the above example have local value ... but they also have additional value when they are included in a broader database. In a broader database, it becomes possible to compare a lot more variables and to gain a better understanding of what interventions work best and what should be done to use resources most effectively. There is a need to go beyond merely knowing what was done and how much it cost to being able to know also what things should have cost and what results should have been achieved. This is a norm of good management practice in the corporate organization, but is not a part of the modus operandi of the relief and development sector organizations.

This shows how the local dataflow for malaria data should be integrated into a multi-use data system. In the following graphic data collected in connection with a local malaria initiative are shared into a larger database that enables broader analysis of performance.