The enabling conditions for successful scaling: An overview

Transcription

1 The enabling conditions for successful scaling: An overview Presentation at Purdue University 27 September 2018 Johannes F. Linn Picture credit: IFAD

2 Scaling is part of an iterative process of innovation-learning-scaling up 10/4/2018 2

3 Six scaling stages help define a scaling pathway from idea to impact at scale How is this helpful? Links research with implementation/application Provides a common framework to map activities, deploy instruments, sequence interventions, and plan for systematic exit/hand-off Enhances communication and collaboration among potential partners 10/4/2018 jlinn@brookings.edu Source: IDIA 3

4 Scaling up pathway -- innovation, vision of scale and enabling conditions 10/4/2018 4

5 Six key questions 1. What s the problem to be solved, the vision and target of scale? 2. What ideas, innovations or models are to be scaled up? 3. What is the pathway to scale? commercial, public, hybrid horizontal, vertical, functional expansion, replication, diffusion 4. What about the enabling conditions? 5. How about the sequencing of key steps? 6. Does M&E support learning for scaling up? 10/4/2018 jlinn@brookings.edu 5

6 Drilling down deeper on enabling conditions Assessing the relevant enabling conditions is a key aspect of scaling up assessments. Continuum of drivers-barriers (spaces) _ Barrier Driver Internal (to innovator/implementer/funder) v. external (environment, ecosystem) Enabling conditions are context specific. Relevant enabling conditions and their impact may change over the course of the scaling pathway they have to be monitored and reevaluated continuously/intermittently throughout. Enabling conditions for sustainability and scalability are closely related, but need to be assessed separately. 10/4/2018 jlinn@brookings.edu 6 +

7 Drivers Idea that works + Vision of scale = Essential preconditions, but not sufficient Champions/leadership (Borlaug, Yunnus, Aga Khan, etc.) Weak leadership or a strong opponent can act as a barrier A champion s/leader s exit can cripple scaling (WB) Within funding institutions also (IFAD) Incentives and accountability (profits, taxes/subsidies, regulations, competitions, RBF) Negative incentives (taxes, regulations, etc.) can be a problem; short term positive incentives (subsidies) can be barrier in longer term External v. internal incentives (to innovators/implementers and funders) Incentives need to be matched by accountability (transparency, information, M&E) to be effective Link to policy space 10/4/2018 jlinn@brookings.edu 7

8 Drivers (ctd.) Market and/or community demand Demonstration effect at market or community level a powerful force Lack of demand can be a major barrier (cassava in W-Africa) Export demand a potential safety valve (but import competition a possible barrier) Link to policy space External Factors (crises, donors, EU accession) 10/4/2018 jlinn@brookings.edu 8

9 Spaces (or barriers to be removed) Political space Winners and losers supporters and opponents (stakeholder analysis) Changes over course of scaling process (SEWA, education in Kenya) Need to explicitly assess and address evidence and advocacy (Progresa- Oportunidades) Internal institutional politics matter (for innovators/implementers and funders) Policy space Legal/regulatory (dis)incentives (taxes, subsidies, etc.) Access to domestic and foreign markets for inputs and outputs in value chain Operational policies of implementing and funding institutions (link to institutional space) Policies can also be entry point for scaling, i.e., systems change, but policy reform needs continuity and monitoring in implementation 10/4/2018 9

10 Spaces (ctd.) Fiscal/financial space Financial sustainability and scalability of the business model Costs (down, up, steady) Revenues (internal v external fiscal/donor; predictability) For funders: How long to stay engaged and what happens after exit? How to tailor financing instruments to different scaling stages? Institutional space Institutional commitment and capacity to scale (vision and strategy, operational policies, staffing, incentives, training, etc. for implementors and funders) Institutional transitions from innovation to operating at scale Facilitating institutions (role of funders as facilitators) 10/4/2018 jlinn@brookings.edu 10

11 Spaces (ctd.) Partnership space Without partners, no scale Bring them in early (avoid NIH syndrome) But choose/manage them carefully partnerships aren t easy/costless Both implementers and funders have to partner Appropriate partners will change across the innovation-scaling stages Environmental space Interventions at scale may impact environment or run into natural resource constraints esp. in agriculture (water, soil) Scaling up climate smart interventions the environmental dimension is critical 10/4/2018 jlinn@brookings.edu 11

12 Spaces (ctd.) Cultural space Need to consider/address possible cultural constraints (including role of traditional practices and beliefs, risk aversion, gender roles, ethnic divisions, etc.) Information space Generating and using internal data through M&E Using IT tools, RCTs, etc. Not only on impact, but also on enabling conditions Accessing and sharing external data through information scanning, networking, etc. A scaling perspective provides greater incentives for effective information management (benefits of M&E are internalized) 10/4/2018 jlinn@brookings.edu 12

13 Use as a diagnostic tool: IFAD s Framing Questions IFAD developed (with Brookings) a systematic scaling approach, including Framing questions that focused on ideas, vision, drivers, spaces, pathways and IFAD s role Incorporated scaling systematically in its operational policies and M&E In 2017 carried out a corporate evaluation of progress with mainstreaming scaling up approach 10/4/2018 jlinn@brookings.edu 13

14 Use as a diagnostic tool: An example of a scaling up review of the UNDP country Program in Tajikistan Excellent Good Partial Not relevant/ No information Source: J.Linn for UNDP 10/4/2018 jlinn@brookings.edu 14

15 A diagnostic tool for assessing the scaling up content of UNDP projects and programs in four countries Legend : Excellent Good Partial Minimally considered 10/4/2018 jlinn@brookings.edu 15

16 Thank you! 10/4/