The IDCA journey has yielded several valuable learnings, which can be categorised into different aspects of the fellowship as outlined below:
Building Holistic Training Programmes for DSI
- Observation: Undergraduate students prioritise broader, high-demand skills that maximise career opportunities in lucrative industries. Programmes focusing on niche areas like climate and health may rank lower in preference unless their long-term career value is explicitly demonstrated.
- Actionable Insight: Highlight clear career pathways and future prospects, linking programme outcomes to emerging sectors and roles (e.g., sustainability consulting, AI for public health). For working professionals, emphasise practical, immediate benefits like skill upgrades and job relevance.
- Observation: Decentralised management across departments (e.g., BITS Pilani’s Minor) can lead to unclear ownership and logistical challenges.
- Actionable Insight: Adopt a hub-and-spoke model, designating a single department or entity to oversee programme implementation, with structured support from other stakeholders. This model ensures accountability, consistent communication, and better coordination across campuses or departments.
- Observation: Targeted social media campaigns and partnerships (e.g., Ashoka’s LinkedIn outreach and IIIT-D’s NGO collaborations) were effective in diversifying cohorts to ensure more women participants as well as balance rural versus urban applicants. However, business-focused outreach for BITS Pilani’s WILP programme underperformed.
- Actionable Insight: Develop marketing strategies tailored to each audience:
- For undergraduates: Showcase testimonials, career success stories, and interdisciplinary learning benefits.
- For professionals: Use case studies and practical project examples to demonstrate immediate application of skills to jobs.
- For diverse audiences: Emphasise financial aid, community impact, and accessibility.
- Observation: In a diverse cohort, a single-track curricula may not meet the varied technical and non-technical competencies of participants (e.g., Ashoka’s initial structure).
- Actionable Insight: Design multiple learning pathways to cater to diverse student profiles (e.g., technical and managerial streams). Incorporate bridge courses, modular learning options, and flexibility in course delivery to accommodate a wider range of participants.
- Observation: Programmes that embedded real-world case studies (e.g., IIIT-Delhi’s case study approach and Ashoka’s projects and datasets) enhanced learner engagement and connected technical skills with practical challenges.
- Actionable Insight: Integrate real-world datasets, collaborative projects, and experiential learning into the curriculum. Partner with external organisations (e.g., NGOs, industry) to co-develop case studies and offer practical applications of course content.
- Observation: Financial aid and scholarships alone were insufficient to drive diversity (e.g., BITS Pilani’s Minor programme). Proactive outreach at earlier educational stages is critical. People are motivated to join novel initiatives when they are able to identify with the ethos of those programmes.
- Actionable Insight: Engage underrepresented groups through partnerships with community organisations and NGOs. Create mentorship opportunities and early exposure programmes to cultivate interest before learners reach decision-making stages.
Fellowship Model
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- Initially, the IDCA Fellowship was designed to exclusively recruit fellows from the DSI courses offered by academic partners. However, a select few academic programmes faced challenges in contributing to the fellowship talent pipeline due to internal processes, as well as factors such as fellowship stipends, competitive opportunities, timelines involved, and location constraints. Further, the number of interested candidates meeting the fellowship requirements from these courses was also limited. To address this shortfall, a limited number of fellowship positions were opened to external candidates (those outside the DSI courses offered by academic partners). This approach has been instrumental in bridging the talent gap while providing valuable insights into the fellowship model’s supply-and-demand dynamics in an open market.
- The fellowship model serves as an excellent platform for candidates and academic programmes to inform the effectiveness of course offerings and training. By assessing the practical application and retention of knowledge from the training programme, valuable insights are gained into areas where courses can be redesigned or supplemental training introduced. These insights are shared with academic partners at the beginning of each new learning cohort to ensure continuous improvement and alignment with the programme’s objectives.
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- In crafting the fellow selection criteria, J-PAL SA employed a meticulous approach, blending insights received from semi-structured interviews with potential partner organisations, learnings from other successful fellowship programmes, and the unique demands of this programme. The learnings were used to create a detailed process document with the technical skills and behavioral attributes required for the fellowship programme.
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- Social impact organisations expect candidates to have some orientation towards social sciences, economics, and research methods in combination with data skills. Beyond technical and analytical skills, it is important that the selection process emphasises knowledge/skills in at least one of these areas.
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- The selected fellows brought a wide range of domain expertise and knowledge, including entrepreneurship, product management, bioinformatics, research, and policy implementation, among others. These additional capabilities effectively complemented the multifaceted projects curated with host organisations, enhancing the candidate’s ability to tackle complex problem statements and work with multiple stakeholders.
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- Before expanding a fellowship programme, it could be valuable to plan a pilot phase with placement of approximately three to five fellows. IDCA’s pilot phase was crucial to fine-tune processes, such as our criteria for project and fellow selection, in the case of IDCA Fellowship. Learnings from these pilots allowed J-PAL SA to iteratively develop a more effective model in alignment with the programme’s intended goals.
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- Initially, the IDCA Fellowship was designed to exclusively recruit fellows from the DSI courses offered by academic partners. However, a select few academic programmes faced challenges in contributing to the fellowship talent pipeline due to internal processes, as well as factors such as fellowship stipends, competitive opportunities, timelines involved, and location constraints. Further, the number of interested candidates meeting the fellowship requirements from these courses was also limited. To address this shortfall, a limited number of fellowship positions were opened to external candidates (those outside the DSI courses offered by academic partners). This approach has been instrumental in bridging the talent gap while providing valuable insights into the fellowship model’s supply-and-demand dynamics in an open market.
- The fellowship model serves as an excellent platform for candidates and academic programmes to inform the effectiveness of course offerings and training. By assessing the practical application and retention of knowledge from the training programme, valuable insights are gained into areas where courses can be redesigned or supplemental training introduced. These insights are shared with academic partners at the beginning of each new learning cohort to ensure continuous improvement and alignment with the programme’s objectives.
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- J-PAL SA’s regular one-on-one check-ins with fellows proved crucial to supporting their learning goals and professional development, while also gathering feedback on how the fellowship can offer a more conducive environment for their growth.
- J-PAL South Asia has formalised a Risk Mitigation Plan to address potential disruptions in fellowship projects that may arise due to host organisation budgetary constraints or individual’s personal circumstances causing fellows to leave projects mid-way. In such cases, the J-PAL SA team works closely with both the host organisation and the fellows to realign the fellowship journey. This approach ensures that the programme remains aligned with its mission, incorporating necessary adjustments to adapt to the evolving circumstances.
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- It is important to make diversity a fundamental element of the programme in driving innovation, broadening perspectives, and ensuring a well-rounded exploration of the intersection of data, climate change, and public health.
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- Cross-learning among fellows and peer-to-peer exchanges through semi-structured sessions can be planned in collaboration with mentors and experienced fellows who might bring a particular functional or domain expertise that is relevant across projects. Conducting routine feedback check-ins with fellows can provide inputs on what topics can be prioritised as part of these sessions.
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- J-PAL SA’s regular one-on-one check-ins with fellows proved crucial to supporting their learning goals and professional development, while also gathering feedback on how the fellowship can offer a more conducive environment for their growth.
- J-PAL South Asia has formalised a Risk Mitigation Plan to address potential disruptions in fellowship projects that may arise due to host organisation budgetary constraints or individual’s personal circumstances causing fellows to leave projects mid-way. In such cases, the J-PAL SA team works closely with both the host organisation and the fellows to realign the fellowship journey. This approach ensures that the programme remains aligned with its mission, incorporating necessary adjustments to adapt to the evolving circumstances.
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- The mentorship programme has been instrumental in equipping fellows with additional guidance required to address technical challenges or resolve domain-specific queries related to their projects. Mentors are thoughtfully assigned after a thorough understanding of each fellow’s project and their unique learning needs. Careful pairing of mentors and fellows, and setting clear expectations, is essential to achieve the desired outcomes from the mentorship programme.
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- The upskilling journey for selected fellows begins with the orientation. In addition to offering an overview of the fellowship year, the orientation serves as a platform for fellows to define their learning objectives and map out their development journey. It also facilitates meaningful connections with fellows from other cohorts, alumni, mentors, and other key stakeholders.
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- Each fellowship project is unique and demands a specific set of skills. To address the diverse learning goals of fellows and enhance their overall fellowship experience, the Continuous Development Plan integration (CDP) has proven highly effective in facilitating upskilling. The CDP integrates multiple learning pathways, including curated courses, regular mentoring sessions, workshops, guest lectures, and need-based topical sessions, engaging both internal and external stakeholders to deliver a holistic learning experience.
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- The IDCA Continuous Development Plan was underpinned by a robust competency framework focused on development of technical skills, domain-specific knowledge, and behavioural aspects. In particular, four competency areas were identified as pivotal to the professional development of fellows, in terms of delivering on the expectations of the fellowship, as well as pursuing a successful career in the field of social impact:
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- Application of data science in climate change and health: ability to proficiently apply concepts to real-world datasets and systems.
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- Familiarity with research methodologies and ethical considerations.
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- Domain knowledge: a nuanced understanding of complex interlinkages between climate change and public health areas.
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- Project management and behavioural skills: Ability to work with different stakeholders, strong organisational and time management skills, prioritisation skills, and willingness to continuously learn.
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- The IDCA Continuous Development Plan was underpinned by a robust competency framework focused on development of technical skills, domain-specific knowledge, and behavioural aspects. In particular, four competency areas were identified as pivotal to the professional development of fellows, in terms of delivering on the expectations of the fellowship, as well as pursuing a successful career in the field of social impact:
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- The mentorship programme has been instrumental in equipping fellows with additional guidance required to address technical challenges or resolve domain-specific queries related to their projects. Mentors are thoughtfully assigned after a thorough understanding of each fellow’s project and their unique learning needs. Careful pairing of mentors and fellows, and setting clear expectations, is essential to achieve the desired outcomes from the mentorship programme.
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- There is also a growing inclination towards interdisciplinary problem solving with organisations setting up cross-functional teams composed of data scientists, domain experts, development sector professionals, and software engineers, among others. Given these trends, fellowships can offer valuable exposure to young data professionals that allow them to work with practitioners from various fields and sectors.
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- The demand surveys helped J-PAL SA meticulously examine the nature and nuances of the demand for data for impact projects, including the data maturity and capabilities of various organisations and the types of skills that are required. These surveys helped gather the essential insights to make informed decisions on selection criteria for both projects and fellows.
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- Engagement with diverse categories of partners revealed that several nonprofits, especially those working on themes related to climate change and health, are prioritising data-driven strategies as part of their organisational vision. There is a growing willingness to engage in strategic investments such as hiring of data experts, adoption of AI technologies, and working with people who have experience and expertise in managing and analysing big datasets.
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- There is also a growing inclination towards interdisciplinary problem solving with organisations setting up cross-functional teams composed of data scientists, domain experts, development sector professionals, and software engineers, among others. Given these trends, fellowships can offer valuable exposure to young data professionals that allow them to work with practitioners from various fields and sectors.
Field Building in Action
The network model has proven to be a cornerstone for the successful delivery of Climate x Health data science for impact programmes to ensure the building of a new field. By pooling together the complementary strengths of diverse academic institutions, the model goes beyond traditional siloed approaches to education. It facilitates the co-creation of interdisciplinary curricula, enables tailored outreach to varied learner groups, and fosters continuous improvement through shared knowledge. This collaborative infrastructure not only enhances the quality and relevance of each programme but also creates a robust ecosystem where learners, faculty, and industry partners engage meaningfully. Below are the key lessons learned from implementing this network model.
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- While the programmes at BITS Pilani targeted more technical learners, Ashoka leveraged its expertise in delivering programmes for less technical learners from the social impact sector.
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- As a whole, programmes operated in online, offline, and hybrid formats, catering to full-time students and working professionals across geographies.
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- While the programmes at BITS Pilani targeted more technical learners, Ashoka leveraged its expertise in delivering programmes for less technical learners from the social impact sector.
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- Ashoka University’s learner assessment framework inspired IIIT-Delhi and BITS Pilani in designing fellowship shortlisting mechanisms.
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- Project problem statements and datasets focused on climate change’s impact on health, contributed by J-PAL SA, were used across institutions.
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- Guest lectures and orientation sessions organised by J-PAL SA and data.org provided a shared platform for learners across institutions.
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- Ashoka University’s learner assessment framework inspired IIIT-Delhi and BITS Pilani in designing fellowship shortlisting mechanisms.
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- Regular partner convenings aligned training materials with industry needs. J-PAL SA provided feedback to the university partners in aligning the curriculum more to the requirements proposed by the fellowship host organisations.
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- Regular bi-monthly convenings fostered an iterative culture, allowing feedback from one programme to influence improvements across others. For example, Ashoka University benefited from IIIT-Delhi’s insights on keeping learners engaged throughout the programme. BITS Pilani adopted insights from Ashoka and IIIT-Delhi’s programmes to shape the design of its postgraduate programme.
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- Regular partner convenings aligned training materials with industry needs. J-PAL SA provided feedback to the university partners in aligning the curriculum more to the requirements proposed by the fellowship host organisations.