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Dr. Vijay Pingale is the Chief Executive Officer at CEGIS. He has two and a half decades of diverse experience spanning government and private sectors. After serving as an Indian Administrative Service (IAS) officer at central, state, and local bodies, as well as PSU levels for over 14 years, Vijay worked with EY India LLP as a Partner, leading various projects in urban infrastructure and health sectors. He has also worked with various media organisations of the Government of India as an Indian Information Service (IIS) officer. Vijay is a medical doctor by training. He studied at the Government B J Medical College, Pune.
Tell us about your role
My role encompasses setting the vision and strategy for teams that are dispersed across various geographical locations. A critical aspect of my responsibilities involves building salience with key stakeholders, navigating diverse political and social landscapes to enhance service delivery, and ultimately realising the larger goals of our organization. We utilise a diverse array of evidence types, including quantitative data, qualitative insights, case studies, and policy analysis. Case studies highlight best practices and innovative solutions, and policy analysis informs our state capacity strengthening efforts. A significant part of our mission is to build the capacity of local organizations and governments. We provide training, resources, and technical assistance to enhance their ability to deliver services and implement policies effectively.
Can you give an example of a key recent policy debate in your sector, something you were involved in? (What role did evidence play in that debate? What type of evidence/who provided it?)
India’s current data-driven government regime relies heavily on administrative data collected to steer decisions and evaluate outcomes. A key debate currently in the sector is whether India’s Data Driven Governance regime meets standards of accuracy and quality. The dangers and vulnerabilities of data, when deployed without adequate investments in quality, objectivity, right periodicity, and credibility, have far-reaching implications, and the present challenge for the governments in India is to get this right. With conceptualization support from CEGIS, the Planning Department in one of the state governments in India commissioned a household survey of ~60,000 households covering Health, Nutrition, Education and Livelihood sectors to generate estimates at the level of State, all 33 districts, with 2 blocks per district for 2 rounds (~6 months apart). This is a massive push by the State to enhance its capacity and a flagship win for CEGIS in pushing forth evidence-based governance to accelerate development outcomes, as this is also the first such large-scale initiative fully funded by a state government.
What are the main challenges and opportunities you see for embedding evidence systematically into the policymaking process?
Embedding evidence systematically into the policymaking process presents a unique set of challenges and opportunities. Some key challenges and opportunities are:
Long Gestation Periods: Systems change work often involves long gestation periods. The impact of evidence-based interventions might not be immediately visible, which can deter policymakers seeking quick results. Patience and perseverance are required to see through the long-term benefits of these initiatives. With constant documentation of learnings and the creation of knowledge products and templates, we keep ourselves abreast of milestones and share small wins among stakeholders in this long journey. Engaging in long-term partnerships with government agencies, academic institutions, and civil society organizations helps sustain efforts over time.
Scaling solutions across different contexts: States across India vary significantly in their socio-cultural and political economy fabric. Hence, while scaling evidence-based solutions, it is crucial that a deep understanding of local contexts is factored into last-mile interventions. It’s also an opportunity to engage in real-time with local stakeholders and data users from the first mile to the last to factor in their inputs for sustained intervention adoption.
Frequent transfers amidst the bureaucracy and challenges in achieving political salience: In India, frequent transfers of bureaucrats pose significant challenges to institutionalizing evidence-based interventions. Ensuring continuity and maintaining momentum in the face of such changes is a constant challenge. Achieving political acceptability and securing buy-in at all levels of leadership is critical. By staying adaptable and ready to present evidence-based solutions, we can influence new policies and practices from the outset.
Are there any current/recent crises or transitions that you feel have affected/changed the discussion around how research and evidence feed into policy in your country?
In recent years, there has been a notable shift in how research and evidence are utilized in policymaking within India. One of CEGIS’ key interventions, co-conceptualised with the state governments, is the institutionalisation of a Key Performance Indicator Survey (KPI) state-wide that indicates a significant positive shift in policymaking. Traditionally, India has relied on several national surveys conducted every three to five years to assess various socio-economic parameters. These surveys, while comprehensive, often reveal that the actual performance outcomes differ markedly from how states perceive their performance based on administrative data. One major drawback of these national surveys is the publication lag, which delays the availability of critical data, leading to retrospective decision-making. By obtaining more frequent and reliable data, states can track their progress and make informed decisions to drive future improvements.
The NFHS (National Family Health Survey), particularly in its fourth and fifth rounds, has revealed alarming data on child nutrition, indicating severe malnutrition issues that need to be addressed. While national and state governments are investing resources to improve these outcomes, the quality of administrative data has often been unreliable. KPI surveys can bridge this gap by providing accurate and actionable data. Similar trends are observed in education, where ASER (Annual Status of Education Report) reports have highlighted gaps in learning outcomes. The data from KPI surveys can help formulate better educational policies and interventions.
In summary, KPI surveys can fundamentally alter the policymaking landscape in India. This shift is crucial for addressing the ongoing crises in sectors like education and nutrition and fostering a more effective governance framework.
What advice would you give researchers hoping to see their work inform policy? (follow up Q: what mechanisms does your department have to gather evidence or link with evidence producers—looking for, e.g. working groups or other opportunities for researchers to engage, existing structures/budget lines)
My suggestions for researchers would be for us to position our work and our organisations as ecosystem players so that we can collaborate and share knowledge that can help address a mammoth challenge, such as building state capacity for governments. We should be conscious of contextualising our solutions to local needs with all stakeholders’ input. As we are working towards a long-term vision, we should also learn to pause and celebrate the small wins in this long journey – so that we can encourage each other to keep up the momentum.
What advice would you have for policymakers wanting to improve the use of evidence?
Investing in strengthening state planning departments, particularly the Economic and Statistics Departments. This involves building their capacity to collect, analyse, and utilise data effectively. Establish systems and processes that can sustain the use of data regardless of personnel changes. This includes having capable functionaries in place who are well-versed in data utilization.
Whenever possible, engage third-party organisations such as academic institutions or independent survey agencies to collect evidence. For instance, the Key Performance Indicators Survey is an excellent example of how independent agencies can provide unbiased and accurate data.
Improving data collection mechanisms by incorporating advanced technology and updated sampling techniques and establishing committees for data security and Data Analysis Units (DAUs) to safeguard data integrity and ensure that data is used effectively for decision-making.
Focusing on Training and Competency Development by conducting regular assessments to identify the competencies and gaps in the current workforce. Provide ongoing customised training for staff on data collection methods, analysis, and utilisation.