From reporting to decision-making: turning data into action

Before completing UNSSC’s UN Data Analytics Professional Certificate, Dr. Omer Elfaroug’s team could report on their work, but struggled to turn data into a message that reliably helped donors and managers make clear choices about where to allocate limited resources. Their reports captured outputs, such as activities delivered, people reached and funds spent, but they often stopped short of making the “so what” obvious: where needs were greatest, which groups were being missed, and what additional investment would change in practical terms.

“We often say that we are a results-based management organization,” Dr. Omer reflects, referring to the basic structure many UN programmes use to link activities to intended outcomes. “But simply developing a results framework is not enough. The gap is that a framework on paper doesn’t automatically translate into persuasive evidence in front of a donor. To influence decision-making, data has to be compelling. It needs to speak to people.” 

That exact gap, between possessing data and using it strategically, was the reason he enrolled in the data analytics professional certificate programme. Working with UNFPA in Libya, Dr. Omer wanted to move “beyond basic reporting and into advanced analysis,” and turn complex datasets into clear, evidence-based stories that support programme decisions and resource mobilization.

What changed

It was exactly that for this challenge, the gap between having data and using it strategically was the reason that UNSSC designed the certificate as a practical learning pathway. Through modules on analysis, visualization and data storytelling, the programme strengthened how participants frame an evidence question, explore patterns, and communicate findings in a way decision-makers can absorb quickly

“It’s not only enough to say that we trained 200 staff. So what? … Does this mean there really was a change?” Dr. Omer asks.

In practical terms, his team began asking sharper questions of their numbers: what outcome are we trying to achieve, what indicator would show progress toward it, and does the data demonstrate that progress clearly enough to persuade a decision-maker? Reporting became more than compliance; it became a way to clarify priorities, strengthen accountability, and support advocacy.

The proof moment: a donor pitch built on data

The clearest evidence of transformation came during a critical funding pitch for reproductive health projects in Libya.

As Dr. Omer described it:

In simple terms, this meant interrogating the dataset interactively: slicing it by region and age to identify patterns, gaps and underserved groups that weren’t visible in a single aggregated total. Instead of presenting needs in broad terms, Dr. Omer translated the data into visuals that made the decision obvious:

“I created visuals that pinpointed service gaps by region and age, showing the donor exactly where their money would make a difference and enabling them to visually grasp which communities were being left behind and who exactly we needed to reach.”

The shift challenged the logic of traditional resource mobilization, from “here is why we need funding” to “here is precisely what the funding will change, where it will change it, and who it will reach.”

“We moved from simple and traditional methods of resource mobilization to proving exactly what those funds would achieve,” he added, “and we are confident this approach will unlock the additional budget we asked for.”

Why it matters

In an era where the UN is expected to deliver more with fewer resources, the ability to convert data into clear, outcome-focused evidence is not a technical nice-to-have. It is a strategic capability that can shape budgets, improve targeting, and strengthen credibility with partners.

Dr. Omer summarizes the practical value simply: “It’s about using data to drive action, whether that means convincing a line manager to allocate a certain budget, encouraging communities to adopt a particular behaviour, or inspiring donors to support our mandate.”

For Dr.r Omer and his team, the “after” is already tangible: clearer donor communication, stronger evidence in pitches and reporting, and a concrete next step to embed this approach further: developing a dynamic dashboard that allows the unit to track key indicators over time and make decisions with up-to-date, meaningful visuals.

In many ways, it’s the difference between training and transformation: learning that doesn’t stay in a certificate, but shows up in better decisions, stronger advocacy, and more effective delivery. Exactly where it matters most.