Promoting best buys in development spending

A new organisation working with governments and aid agencies to shift international development funding toward the most cost-effective programs — making “best buys” the default and improving how aid decisions are made.

Idea Summary

Promoting best buys in development spending focuses on improving how government aid is allocated, rather than increasing overall budgets. Governments already spend large sums on development, but not all programs deliver the same results. By prioritizing interventions with strong evidence and high cost-effectiveness, relatively small changes in spending decisions can lead to much greater impact.

The approach is pragmatic and evidence-driven. It involves working with aid agencies and policymakers to make effective options the default choice in funding decisions. This can include highlighting proven “best buys,” comparing alternatives using clear cost-effectiveness analysis, and helping protect high-impact programs during periods of budget pressure.

This work operates inside government systems and unfolds over time. Progress typically comes through a small number of high-leverage decisions rather than frequent public wins. When successful, it quietly redirects large amounts of public funding toward programs that do more to improve lives with the resources already available.

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Founder Profile

Ideal founder profile

A pair of co‑founders where one person has significant experience inside an aid agency (or a major NGO) and maintains a strong network across development ministries, budget committees and possibly conservative policymakers. The other founder is a talented generalist with strong analytical and advocacy skills who brings fresh perspectives. Both are committed to international development, resilient in the face of slow progress, and skilled at relationship‑building and policy influence.

Key traits and experience

Insider experience in aid agencies or NGOs: The 2024 update stresses that the organisation should not be run by two generalists; at least one co‑founder needs to have worked at the aid agency they are targeting or at a trusted NGO. This insider experience gives them a realistic sense of what is feasible and helps them relate to the civil servants whose decisions they want to influence.
Established network in development and policy circles: Success depends on being perceived as an insider; founders must have an existing network of contacts within government aid agencies and possibly parliament. For right‑wing advocacy in particular, one co‑founder should bring a network of right‑leaning policymakers to mobilise as champions.
Complementary backgrounds: Experts recommend pairing one experienced insider with a co‑founder who is newer to the space. This “fresh eyes + insider” combination encourages innovation and avoids defaulting to traditional policy lobbying.
Passion and resilience: The work is slow and success is long‑tailed. Founders must be passionate about international development, willing to work through long feedback loops and comfortable with a significant risk of failure.
Policy‑advocacy skills: They should be adept at building and leveraging relationships, influencing policymakers, and adapting strategies based on country context. Experts caution that co‑founders need to identify specific policy “asks” themselves and be willing to experiment rather than follow desk research blindly.