With an unwavering commitment to fostering intelligent strategies, the Managing Director of the Center for Evaluation and Development brings a wealth of experience in finding innovative solutions to complex challenges. Driven by a desire to not just accumulate knowledge but actively effect change, Ravi Baghel leads impactful projects that shape the future.
Explore Ravi’s insights and his perspective on the world’s most pressing challenges in our “Hero Stories” interview. Discover the innovative approaches he and his team employ. The Germany-headquartered Center for Evaluation and Development Group (C4ED) promotes smart development solutions by incorporating existing evidence to improve the effectiveness of its programs and help people in need through development initiatives in over 50 countries around the world.
DevelopmentAid: How would you define the C4ED Group’s mission and its influence on smart development solutions?
Ravi: The C4ED Group was founded with a clear vision: to champion intelligent development strategies by seamlessly integrating scientific evidence and policy expertise. At the heart of our operations lie randomized control trials (RCTs) that are particularly important in pivotal areas such as vaccination and poverty alleviation. These trials, a significant Nobel Prize-winning innovation during their time, remain at the core of our operations.
DevelopmentAid: How does the C4ED Group utilize RCTs and other methodologies to measure the impact of development projects, and how have these approaches evolved to meet client demands?
Ravi: Let’s consider a scenario: a development project operates across five villages. After about five years, we observe the changes within these villages. Such changes could arise from governmental policies or even be circumstantial. Thus, it’s crucial to ensure accurate comparisons for authentic outcomes. While we employ various techniques to formulate these experiments, RCTs represent the gold standard. In such trials, projects are assigned to locations at random. For instance, one state might implement a project, whereas its neighboring state doesn’t. Consequently, neighboring villages can have distinct policies, enabling us to assess and quantify the impact in a specific setting.
This approach has proven beneficial in areas such as health and social insurance. We’ve also engaged in qualitative studies, involving direct interactions with communities. It’s worth noting that while RCTs are the gold standard, they’re cost-intensive. Recognizing this, we also cater to clients seeking qualitative or mixed-methods research. Although RCTs initially dominated our focus, representing roughly 50% of our approach, we’ve evolved based on our clients’ demands for faster, more efficient, and cost-effective solutions.
DevelopmentAid: What type of projects have you been involved in, particularly those related to smart development solutions?
Ravi: Let me share a couple of examples.
One project focused on the sewerage system in Vietnam, funded by the German development bank, KfW. When we became involved, the system had been set up for a 10-year period but much of the construction remained incomplete. What we discovered was that, while the infrastructure was in place, people were not connecting to it. To address this issue, we had to examine the policies of KfW. It was unable to cover the ‘last meter connection’ which had to be paid for by homeowners. We studied how things were done in Vietnam to encourage people to connect to the sewage network. Additionally, we conducted interviews with both those who had connected and those who hadn’t. We also utilized GIS technology because sometimes the connection issues were not visible until we physically visited the location. The impact of our efforts was significant; once people started using the system, it improved hygiene, water, sanitation, and city planning while reducing environmental pollution.
Another project involved a multi-country evaluation focusing on migration in European countries. The goal was to reduce migration rates while ensuring that those in need of asylum received it. These projects operated in Iraq, Afghanistan, and Nigeria, each with unique challenges. We studied why people were leaving and what would encourage them to stay. Our research emphasized that not everyone leaving was impoverished, not everyone aiming to leave ended up in Europe, and not everyone seeking asylum in Europe succeeded. We aimed to identify where and how changes could be made to assist people. We interviewed local communities to gather insights and facilitate learning between projects. Afghanistan presented a unique challenge when the Taliban took over, rendering some efforts invisible. However, we continued to explore historical data to identify potential strategies applicable to other regions.
There was a project focused on adolescent education in Afghanistan, led by UNICEF. Through qualitative interviews across various provinces, we found that adolescents faced a range of challenges, from becoming caught in conflicts to learning essential life skills. The project empowered adolescents to address issues like child marriage and the education of girls within their communities. Unfortunately, when the Taliban came into power, they disrupted the educational landscape. Nevertheless, the project’s achievements remain valuable, serving as lessons for similar initiatives in the future.
DevelopmentAid: When considering the various projects you’ve covered, can you pinpoint some of the world’s most pressing issues from your viewpoint? Perhaps you could also mention those you are directly involved with.
Ravi: My background is deeply rooted in climate change and environmental issues. From my perspective, challenges can be categorized based on their urgency and duration:
- 300-year problems: These are long-term issues that might require around 300 years to fully address. Climate change is a primary example. It’s not something we can simply switch off overnight.
- 100-year problems: These include challenges like poverty which, in my opinion, are 100-year problems.
- 10-year problems: These are problems that can potentially be resolved in a decade, given adequate effort and resources. Issues like access to clean water, electricity, and basic services fall into this category. The funds and expertise to tackle these exist; what’s required is the will to implement the solutions.
It’s worth noting that what were once termed the ‘Millennial Development Goals’ have evolved to become Sustainable Development Goals (SDGs). It’s now 23 years since their inception, and while we’ve made significant strides, much work remains. Immediate issues, like empowering women, children, and adolescents, can have profound implications for the next few decades. For instance, the youth in places like Afghanistan are those who will devise solutions for tomorrow. By intervening today, we pave the way for future resolutions. However, we must acknowledge that not every problem has a clear-cut solution but, by assisting others, imparting knowledge, and training individuals, we shape the answers to the challenges we face.
DevelopmentAid: Let’s elaborate on each category of problems.
Ravi: It’s crucial to understand that we need to address all these categories simultaneously. If we neglect climate change and delay action by 50 years, it will no longer be a 300-year problem but a thousand-year one. We must act on all fronts but also temper our expectations. Some challenges are inherently long-term, lacking immediate solutions. For pressing issues like poverty and malnutrition, our path is clear. We already have the knowledge; it’s a matter of taking action. Conversely, climate change requires both knowledge and action. Poverty, while complex, can be addressed, but not as swiftly as issues like malnutrition or water access. The essence is to attend to immediate threats while not sidelining the long-term challenges.
DevelopmentAid: Can you speculate on the potential shifts or developments in these challenges in the coming years?
Ravi: There was a phase when climate change consumed a lion’s share of resources. I anticipate that, in the next 30 years, the focus will gradually shift towards more immediate issues. I speculate that disaster recovery and humanitarian efforts will start commanding more resources. This is due to the escalating number of crises; for example, when a wildfire erupts, immediate response becomes the priority. Consequently, other initiatives might temporarily recede into the background.
DevelopmentAid: How are you addressing these challenges, and what do you believe is the key to delivering impactful solutions?
Ravi: What excites me about our work is its life-changing impact. What we do not only transforms lives but also equips us with the insights to touch even more lives in the future. In my earlier roles, being part of the academic and research arena, I was primarily amassing knowledge without directly effecting change. But now, we’re actively part of the solutions and constantly working on refining these. This, I believe, is the optimal blend of action and learning. There are many who focus only on implementing solutions but, by coupling that with a continuous learning process, we can support and intensify the efforts of those dedicated to creating change.
DevelopmentAid: In your view, what’s necessary to both sustain and create a genuine difference?
Ravi: I would say that we need more evaluations. When you consider the vast amounts that have historically been spent in the development sector, there were instances where if you had a budget of $100,000 and spent it all, the project was labelled successful. That was the assessment metric back then. However, over time, a deeper understanding of efficiency came into play. Now, it’s not just about spending but what we actually achieve with that spend. Today, we’re trying to illustrate not only how funds are used, but also the efficiency and effectiveness of that spend. For instance, comparing two approaches – one entity undertaking a costly project such as building schools versus another one providing meals – which is more impactful? The key is to identify what works best in a given context. Many are investing efforts in these initiatives and, if we can guide them correctly, we can truly improve overall effectiveness. If we can guide them to ensure their efforts are on the right track, then we increase the effectiveness of our interventions.
DevelopmentAid: Can one drive effectiveness, even when working with fewer resources?
Ravi: We are committed to ensuring that the money is used prudently. It’s not just about the financial allocation; it’s also about the effort, the time invested. As I pointed out using the climate change example, it involves time, resources, and people all aligned in their efforts. With proper evaluations, we can then formulate evidence-based policies to aim for.
DevelopmentAid: Which part of your work really excites you and keeps you going?
Ravi: Without a doubt, the people. Around two-thirds of our staff have PhDs and come from incredibly diverse backgrounds. We’ve got team members from countless countries, and our offices are spread all over the globe. What excites me the most is their unwavering commitment, the depth of their knowledge, and their boundless creativity. Every day, I’m introduced to fresh ideas and perspectives, things I was not familiar with. It challenges me in the best way possible. And for us, it’s not just about doing a good job; it’s about doing the right thing. This is very important.
