What we learned from using data to improve gender equality, fight climate change, and tackle corruption in public procurement

Public procurement, a cornerstone of government spending, presents transformative opportunities to address systemic challenges. With support from the International Development Research Centre (IDRC), OCP documented six case studies over the past two years about how leveraging data-driven strategies can advance gender equality, climate resilience, and integrity in procurement systems. These diverse initiatives demonstrate the power of open data and collaboration to deliver cross-cutting impacts. Here is what we learned.

Lesson 1: Data makes the invisible visible

Across Uganda, Nigeria’s Ekiti State, and Colombia’s Palmira municipality, data was key to uncovering inequities and building the case for change.

In Uganda, just 1% of public contracts went to women-led businesses, despite women owning nearly 40% of businesses. Systemic reforms, including digitally collecting gender-disaggregated data, exposed this gap and empowered stakeholders to take action. Similarly, in Ekiti State, mapping women’s participation in procurement revealed barriers, including perceptions of bias and complex bureaucratic requirements. Through targeted outreach and capacity building, the state increased women-led business registrations by 43%, with women businesses winning 47 contracts in just two years.

In Palmira, Colombia, government data showed that local farmers – including women – were excluded from food procurement systems, even as imported lentils displaced local produce. By engaging with the local market, tracking participation and simplifying tender requirements, Palmira integrated rural producers into the supply chain, with 30% of school meal contracts awarded to local agricultural cooperatives.

Key takeaway: Open data shines a light on disparities and catalyzes action, whether addressing gender imbalances or empowering local economies.

Lesson 2: Simplifying systems boosts inclusion

Complex requirements in procurement systems often disproportionately exclude marginalized groups. Addressing this issue requires a combination of simplified processes and targeted training.

In Uganda, improving the legal framework simplified procedures, reduced bidding times, and eliminated fees for women-led businesses under the government’s reservation schemes. Similarly, Ekiti State streamlined supplier registration and digitized processes, cutting down on unnecessary paperwork and enabling women entrepreneurs to participate more easily.

Key takeaway: Lowering technical and financial barriers is essential for creating fairer and more inclusive procurement systems.

Lesson 3: Open data can enable climate action

In Assam, India, a flood-prone state, public procurement has become a lever for increasing climate resilience. The introduction of a green budgeting system, combined with procurement data tagged for climate relevance, helped triple the share of green procurement in the first year and quadruple it in the second. Projects like water harvesting and solar energy are now prioritized, with significant increases in spending on mitigation and adaptation projects.

Key takeaway: Integrating environmental metrics into procurement processes institutionalizes climate-conscious governance and enhances long-term resilience.

Lesson 4: Transparency drives integrity

In the Dominican Republic, real-time monitoring systems built on open procurement data have transformed the fight against corruption. By implementing 21 red flags – such as detecting collusion and conflicts of interest – the system debarred 60 suppliers, reduced single-bid tenders, and increased supplier diversity by 27% within the first year. These changes restored trust and competition, with over 20,000 new suppliers joining the system.

Similarly, in Assam, the digitization of flood-related procurement data allowed authorities to identify inefficiencies and allocate funds to high-risk districts, benefiting 6.5 million people through targeted investments in disaster recovery.

Key takeaway: Transparency and real-time analytics prevent misconduct, improve efficiency, and build public trust in government spending.

Lesson 5: Collaboration multiplies impact

From Uganda’s partnership between government agencies and civil society to the Dominican Republic’s alliances with academia and watchdog organizations, collaboration emerged as a cornerstone of success. These efforts brought together diverse expertise, built buy-in, and ensured reforms were not only implemented but sustained.

In Assam, working with CivicDataLab allowed the government to institutionalize green budgeting and disaster-resilient procurement practices. Similarly, Palmira’s multidisciplinary team—comprising procurement experts, agricultural officials, and communications specialists—ensured that reforms were both well-designed and inclusive.

Key takeaway: Effective collaboration amplifies the impact of procurement reforms by pooling resources and fostering shared accountability.

Intersectional insights

These case studies underscore that using data in procurement can drive progress on multiple fronts simultaneously. Efforts to improve gender equality, tackle corruption, and promote sustainability are not siloed, but interconnected. For instance:

• Tracking women’s participation in procurement exposed broader systemic inefficiencies that benefited all suppliers.
• Climate-related data initiatives enhanced disaster preparedness while improving accountability for public spending.
• Transparent, data-driven reforms boosted participation from marginalized groups, whether women entrepreneurs in Ekiti or local farmers in Palmira.

The way forward

These experiences affirm that public procurement is not just an administrative process but a strategic tool to drive equity, sustainability and integrity. By making data open and actionable, governments can build more inclusive and resilient systems that benefit everyone.

As we continue this journey, the challenge is to scale these insights globally, enabling more governments to use procurement as a force for good.