27 – 28 June 2024

Get in touch on cdf.upp@iihs.ac.in or 9611911169

There is an increasing realisation that understanding human behaviours at an individual level, and how it impacts the institutions and societies they are situated within, is key to influencing them in ways that are crucial to achieving larger objectives. For employees and officials, both private and public, workplace behaviour and competencies influence performance and productivity that determines the value they can deliver to society. For citizens, it is not enough to just provide the necessary infrastructure and services, but it is also important to ensure their optimal uptake. Often, the right nudges and incentives influence the choices and behaviours that individuals make and display at any given time. In fact, governments across the world have established ‘Behavioural Insights Units’ and ‘Nudge Units’ to provide information and intelligence on how policies and programmes can be better designed, formulated, and implemented for them to be more effective.   

 

Recognising the immense potential of Behavioural Science (BeSci), all UN Entities have actively begun applying its principles in their areas of work, with an aim to improve policy and programme effectiveness, and to improve administrative support systems, policies and processes. 

 

In India, missions such as the Swachh Bharat Mission (sanitation and municipal solid waste management) and the Jal Jeevan Mission (water) adopt behaviour change communication on a large scale. A few other examples of sectors that need to influence behaviour for tangible and lasting change are public health, social welfare, urban transit, and energy sectors. Behaviour change is a critical component of Mission Karmayogi which seeks to change the workplace behaviour of bureaucrats and public servants from ‘Karmachari’ to ‘Karmayogi’. In addition, policy objectives are achieved not just by the public, but more so by the private sector. For example, climate change adaptation and mitigation goals, and sustainable development goals need a ‘whole of society’ approach where everyone is involved, right from the government i.e., the law and policy makers, the public sector, the private sector, the NGO, and not-for-profit sectors, as well as citizens. This means that the role, and therefore behaviour of intermediaries in infrastructure and service provision (e.g. doctors and ASHA workers in public health and nutrition, real estate developers in climate change and sustainability, private sanitation service providers in WASH, cab and auto drivers in urban transit) also becomes crucial. 

 

Effecting changes in behaviour requires sustained capacity development of everyone involved, right from policy makers to intermediaries and the on-ground implementation staff. Do we have the expertise to incorporate behavioural insights into our policies and programmes? What capacities are required, and how do we build them across sectors, and at which levels? Are there any frameworks that can guide our approach to incorporating behavioural insights? What kinds of pedagogical approaches are most suitable to affect changes in behaviour? Are there any pointers for effective behaviour change communication? What auxiliary efforts should accompany behaviour change communication to establish the desired behaviours and cause the requisite changes? What is the role of leadership in effecting behaviour change in cadre and organisations? What can we learn from international perspectives on efforts to institutionalise  behavioural insights?

The IIHS Capacity Development Forum (CDF) 2024 will take place from 27-28 June 2024 in a hybrid format, at the IIHS, Bengaluru City Campus, and online, on Zoom.

 

CDF 2024 will see participants from training entities engaged in capacity building in the urban development sector, especially those empanelled by MoHUA, Ministry of Jal Shakti, and NIUA; representatives of international funding organisations; policy research experts; and academics. 

 

DAY 1

The first day will include three panel discussions on various topics along the theme of capacity development and behaviour insights.

 

Panel 1: Policy capacity and incorporating behavioural insights

Panel 2: International perspectives : Role of CB agencies in developing (Behavioural Science) BeSci capacities of public officials

Panel 3: Role of leadership in driving behaviour change

 

The evening will begin with a performance showcasing IEC activities for behaviour change among the community. A networking dinner will be hosted as part of CDF’s Community of Practice in Capacity Development, with representatives from training entities and knowledge institutions participating. 

 

DAY 2

The second day focuses on peer learning and collaboration among capacity development practitioners, starting with a learning hub for ideas exchange and case discussions. The event will culminate with a workshop on the second day on pedagogical tools for enabling capacity development for behaviour change. The IIHS Library will host an exhibition on capacity development and the strengthening of public institutions.

DAY 1 – THURSDAY, 27 JUNE, 2024
10:00 am – 10:30 amWelcome Address
10:30 am – 11:20 amKeynote Address
11:20 am – 11:45 amTEA BREAK
11:45 am – 01:00 pmPanel 1 – Policy capacity and incorporating behavioural insights
01:00 pm – 02:00 pmLUNCH BREAK
02:00 pm – 03:15 pmPanel 2 – International perspectives : Role of CB agencies in developing BeSci capacities of public officials
03:15 pm – 03:45 pmTEA BREAK
03:45 pm – 05:00 pmPanel 3 – Role of Leadership in organisational behaviour change
05:00 pm – 05:15 pmClosing Remarks
06:30 pm onwardsBehaviour Change Communication – performance and networking dinner
DAY 2 – FRIDAY, 28 JUNE, 2024
10:30 am – 12:30 pmLearning Exchange Hub: Cases from Practice 
12:30 pm – 01:00 pmLibrary Exhibition – Behavioural Economics and Behaviour Change
01:00 pm – 02:00 pmLUNCH BREAK
02:00 pm – 04:30 pmLearning Workshop

DAY 1

 

Keynote Speaker

 

Dr. Gayathri Vasudevan
Chief Impact Officer
Sambhav Foundation

 

Dr. Gayathri Vasudevan has a doctorate in Development Studies with more than 23 years of consistent work for the underprivileged in India.  A research scholar on gender issues, she has spent the initial years of her career in rural India, working at the grass root levels, during which time she consulted with international developmental organisations such as UNDP, UNICEF, NORAD, and the World Bank, among others, working on development initiatives.

In 1999, Gayathri joined the ILO, a UN agency dealing with labour issues, with the mission to make a difference in poverty-stricken nations of the world.  Later, she co-founded Sambhav Foundation in 2006, with a vision to enable livelihoods of people working in the informal sector through Education, Employability and Entrepreneurship programs.  So far, her work has impacted the lives of more than half a million in India.

 

Panel 1: Policy capacity and incorporating behavioural insights

The use of behavioural insights to effect desired changes has gained popularity in public policy in recent years, and it is now a major subject that informs government interventions. Among other things, they can assist in the diagnosis of citizens’ psychological barriers and examine how they interact with conventional practices, the provision of government services, and the social environment in which individuals make decisions. What kind of policy capacity needs to be developed in order to incorporate behavioural insights into public policy?

 

Policy capacity includes skills and competencies that address operational, analytical and political dimensions. Policymakers use data and evidence to make programmes and policies more effective. A substantial level of policy capacity is required of government organisations tasked with creating and carrying out public policy in order to guarantee its success. However, policy capacity is not uniform across all sectors / departments of the government. This primary shortfall of capacity is exacerbated by the fact that not every stakeholder involved in the design and implementation of policy is equally motivated, skilled or enabled to use data and evidence for policy making. In such a situation, the use of behavioural insights to inform policy becomes an additional challenge.

 

This panel will aim to address the importance of policy capacity and its role in promoting policy actors’ abilities and motivation for effective policy implementation; the role of behaviour science in the process of creating, implementing, and assessing effective policies and other key questions.

 

Apoorve Khandelwal
Senior Programme Lead
Council on Energy, Environment and Water

 

Apoorve leads the Sustainable Food Systems program at the Council on Energy, Environment and Water. He has invested almost a decade working on different sustainability challenges in the arena of bioeconomy (food, feed, fibre, and fuel), approaching them from different angles. While Apoorve has developed advanced biofuel and biomaterial technologies for a Fortune 500 and developed policy recommendations as part of satellite policy-research teams set up by Govt. of India, he has also led strategy consulting projects to advise agro-food organisations in Europe, North America, Africa, and Asia on a variety of sustainability issues. However, the consistent theme throughout this journey has been systems thinking, interdisciplinarity, and collaborative action.

 

Nila Mohanan
Joint Secretary
Department of Personnel & Training

 

Nila is a civil servant in the Indian Administrative Services (IAS) with over 16 years of experience as a public policy practitioner in governance and strategic management. Her core competencies are in public advocacy, public policy formulation and implementation, budget planning, innovative public service delivery, multi-stakeholder policy modelling, and building cross-sectoral partnerships. Nila’s areas of specific expertise in public policy formulation and implementation include human resource management, healthcare, education, industry and commerce, citizen service delivery and change management. Nila holds an MPhil in International Politics (CIPOD, SIS, JNU). 

 

Dr. Shagata Mukherjee
Deputy Director, Centre for Social and Behavioral Change (CSBC), Ashoka University
Academic Lead of Behavioural Insights Unit (BIU) of India, NITI Aayog

 

Prior to this position, Shagata was an Associate Professor of Economics and Public Policy at the Meghnad Desai Academy of Economics. He was also a Visiting Fellow at the Mumbai School of Economics and Public Policy at the University of Mumbai and an Affiliated Faculty at the Centre for Experimental Social Sciences (CESS) Nuffield -FLAME. He received the Vernon L. Smith Young Talent Award in Experimental Finance for his research on gender and microfinance. He is a co-founder of the Mumbai Behavioural Network.

Shagata holds a PhD in Behavioural and Experimental Economics from the Andrew Young School of Policy Studies at Georgia State University, a master’s degree in Economics from Jawaharlal Nehru University and a B.Sc. in Economics from Presidency College.

 

 

Panel 2: International perspectives : Role of CB agencies in developing BeSci capacities of public officials

Nations around the world have set up Nudge Units and Behavioural Insights Units to identify the barriers and enablers to policy interventions through BeSci approaches and facilitate implementation. Alongside these, there are training institutes that focus on the implementation of existing and new policies and run training programmes for public administrators and policy makers. Both borrow insights from disciplines such as psychology, economics, anthropology, sociology, neuroscience and cognitive science as well as the professional disciplines of public administration and planning (collectively referred to as BeSci). The CB agencies play an  important role in developing policy capacity as well as the capacity to deal with challenges during the implementation of BI+EI informed policies and programmes including their assessment.

 

This panel will aim to address if these agencies design their course offerings and curricula, and if  there are state policies in place to direct the capacity building of public administrators as well as the courses they offer. Many organisations like the UN agencies, various NGOs and civil society organisations around the globe are putting out free asynchronous course content. In this situation, what value do these institutions bring to the capacity building ecosystem?

 

Christopher Ng
Managing Director
Civil Service College (CSC)

 

At CSC, Chris has overall responsibility for training operations, partnerships, finance and communications. He works closely with the Chief Executive in the strategic development of the college to ensure CSC’s learning solutions reflect the changing demands of the public sector in the UK and abroad. With extensive experience in collaborating with both UK and international public bodies, Chris specialises in designing and managing the delivery of capacity- and capability- building programmes.  

 

Since joining CSC in 2013, Chris has partnered with over 15 governments across the Commonwealth and several non-Commonwealth countries. He has established a strong working relationship with Asian governments, particularly with India and Taiwan’s government training institutions, maintaining these partnerships since 2016 and 2018 respectively. Chris has organised training programmes for delegations from Bangladesh, China, India, Indonesia, Malaysia, Mauritius, Pakistan, Singapore, South Korea, Sri Lanka, Taiwan, UAE and Vietnam. Leading the International team, he has successfully delivered training to groups exceeding 100 delegates in a single cohort.  

 

Chris holds a bachelor’s degree from the University of Warwick and a master’s degree from the London School of Economics.

 

Voravate Chonlasin
Executive Director, AIT Extension, Asian Institute of Technology
Director, United Nations Institute for Training and Research (UNITAR), International Training Centre for Authorities and Leaders (CIFAL) Bangkok

 

Voravate leads the AIT Extension of the Asian Institute of Technology, Thailand, to provide academic service on executive education, organisation development and capacity enhancement in the recent development areas, such as climate change, SDGs, financial risk management, green and circular economy, municipality development, etc. He also serves as Senior Program Specialist in which he takes a leading role in the design and development of capacity building programmes to enhance the capacity of public sector organisations in developing countries. 

 

Voravate manages and directs programmatic teams to implement capacity development and training activities in the areas of performance-based management, public policy and administration, monitoring and evaluation and human resources development (HRD). 

 

Voravate earned his B.Sc. in Soil Science from King’s Mongkut Institute of Technology Lad Krabang (KMITL) in 1989 and M.Sc. in Regional and Rural Development Planning of AIT School of Environment, Resources and Development (SERD) in 1994.

 

 

Panel 3: Role of leadership in driving behaviour change

Leaders succeed by influencing others – their team members, organisational colleagues, other internal and external stakeholders, and the community at large – to do better and do differently. In other words, the primary role of a leader is to change the behaviour of the people in their ecosystem. On the one hand, leaders will have to drive behaviour change within their own teams, getting them to challenge their existing norms, attitudes, and ways of working, and respond to the ever-evolving needs of the constituencies they serve. On the other hand, leaders in the public sphere will also have to influence external stakeholders and the community at large, and in areas like sustainability and climate action, urban transformation, inequality, and others, topics that are fraught with multiple ideologies and conflicting perspectives.

 

This panel will aim to address imperative questions like what characteristics / attributes do leaders need to possess to drive behaviour change and how can these characteristics / attributes be built in potential leaders? How to measure behaviour change and what are some in-process measures we can use to measure behaviour change?

 


 

DAY 2

 

Learning Exchange Hub: Cases from Practice

The ‘Learning Exchange Hub: Cases from Practice’ is an interactive platform, curated to inspire dialogues and action-oriented learning among the community of practice on designing behaviourally-informed interventions in the development sector. In this session, Social and Behaviour Change (SBC) experts, sectoral practitioners, and Capacity Development practitioners are invited to present cases and provide insights into the design and implementation aspects of programmes, policies, and communication campaigns in their respective sectors of work. 

 

This session also offers an opportunity for all participants to reflect on their own practice and share their experiences and innovative efforts in this direction with the experts and starters alike. This allows for creative brainstorming among practitioners from different disciplines, co-creating ideas for more effective capacity development, and exploring avenues for collaboration.

 

Learning Workshop

The practice of capacity development has evolved beyond traditional classroom models of training in the development sector. More and more practitioners and projects seek to address the full cycle of capacity building – from training needs assessment, to curating learning journeys incorporating adult learning theories and instructional design, backed by theory of change, to monitoring and evaluation, to impact assessment. As development sector policies, schemes, and projects are increasingly designed to include behavioural insights and seek sustained institutionalisation through capacity building, it becomes important to explore relevant pedagogical/andragogical methods of effecting changes in behaviour and attitudes. 

 

This workshop will delve into capacity development models and methods for behaviour change, particularly focusing on how we can effectively equip institutional stakeholders with the tools and strategies needed to drive positive change within their respective spheres. This workshop will bring together capacity development practitioners from various sectors and academia, to share their observations from curating and delivering different learning experiences for stakeholders.