11 Scaling Concepts Taking Action for the World’s Poor and Hungry People October 09, 2007 PRELIMINARY DRAFT

22 Why Scaling Rarely Happens  Lack of accountability (lots of pilots... no real measurement)  Dependence on individual leaders, contexts  Lack of adaptive management approaches and scaling mechanisms  Lack of resources, short project cycles  Lack of coordination, buy in from all players needed to scale  Missing elements (low social capital or enabling environment etc.)

33 Our Boss

44 Scaling: Essential Investment Elements Enabling Environment  Markets  Regulations, Institutions  Financing mechanisms  Risk mitigation mechanisms DisruptiveSupportive People Smallholder Communities and Organization (Social Capital)  Social cohesion  Education, ability to learn WeakStrong Management and Distribution Networks  Adaptive management systems  Good quality management skills Weak Strong Improved Technology / Intervention  Product  Process Simple Complex Scaling strategy depends on Overall value created and captured by small holder (know our customer) Size of market – extent of relevance (agro-climatic zones etc)

55 Scaling Phase Definition DescriptionExperimentation with hypothesis/key ideas  Test the idea in multiple cases  Prove with rigorous M&E  Demonstrate at enough scale to be convincing »Different contexts »Not dependent on individual founder  Take proven intervention to maximum scale and ensure sustainability through system shift Key question“Does this idea work?” (What is the DNA?) “Can this idea be replicated?” (Can DNA be duplicated?)  Does this idea work in multiple diverse contexts? Do we have scaling mechanism partner? Is there a learning process in place for adaptation  Is this sustainability through private sector or government?  Self-reinforcing?  Self-regeneration? Phase 0 Idea development “Pilot” Phase 1 Proof of concept “Model” Phase 2 Scaling Phase 3 System shift Number beneficiaries 100s1,000s100,000s1,000,000s Idea experimentation Core principles, core concept identified Adaptive management approach Scaling partner Sustainable system transformation Theme

66 AG Development Phase Examples Rainforest Alliance Farm Radio IDE I (micro irrigation) IDE II India micro irrigation Coffee Dairy UNDP GAVI Global Fund AGRA Phase 0 “Pilot” Phase 1 “Model” Phase 2 “Scaling” Phase 3 “System change”

77 Global Alliance for Vaccines and Immunisation Impact Over 100 million children immunized 2.3 million adult deaths prevented New financing mechanisms in place IFFM, advanced contracting Evaluating health outcomes instead of financial expenditures,

88 Lessons Learned  Resources matter – may need to be the first in with $  Long term commitment – a sustained effort with clear path to ownership by government and/or private sector  Adaptive skilled management with clear feedback metrics/measure  Clear goal and proven value from intervention – all actors must have this shared vision.  Leadership matters. It’s not everything but without it there is little.  Advocacy and promotion early in process-scientific and policy maker acceptance key  Investment in underlying systems (training, impact assessment and technical support)

99 BUILDING LASTING AND SCALABLE SOLUTIONS WITH PARTNERS TO ENSURE SUSTAINABILITY Horizon 1 (Yr 1-3) Horizon 2 (Yr 4-6) Horizon 3 (Yr 7-10) Scaling Successes (Seeds, Soils, Markets, Water, Extension etc) Shift to Integrated Geographic Programs Scaling Partners Take the Lead