1. Application of IFAD Scaling up
Framework on the Development
Marketplace Projects and Selected
World Bank-supported Agriculture
and Rural Development Operations
Marketa Jonasova, John Mackedon and Sanjiva Cooke

2. Continuing commitment to scaling up
• 2003 Reaching the Rural Poor: A Renewed Strategy for Rural Development
(World Bank)
• 2003 Scaling-up the Impact of Good Practices in Rural Development
• 2008 World Development Report on Agriculture for Development (World Bank)
• 2009 Agriculture Action Plan 2010-12 (World Bank)
• Re-energized by 2010 Scaling Up the Fight Against Rural Poverty: an
institutional Review of IFAD’s Approach (IFAD/Brookings)
• 2011 Mapping the Roads from Development Marketplace Agriculture and Rural
Development Projects to Sustainable Practice (World Bank/Brandeis University)
• 2012 Thinking Systematically about Scaling up: Developing Upstream Guidance
for Scaling up World Bank-supported Agriculture and Rural Development
Operations (World Bank)
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3. Continuing commitment to scaling up – cont.
• Between 2005-2011,110 WB ARD
projects (34% of the total new ARD
project portfolio) were scaled up
• By transfer or geographical expansion
• Not clear whether scaling up is
occuring systematically
• A phased approach (series of
investments) was the dominant scaling
up instrument - 56% of new scaled up
agricultural projects
• Other instruments used for scaling up:
Additional Financing, Repeater
projects, and Adaptable Program
Loans
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4. ARD is focusing on both ends of the spectrum
State of Practice Classification System
Development
Marketplace
work with
Brandeis
University
ARD work on
scaling up
good practices
and beyond
4

5. At the innovation end of the spectrum ….
Assessing Scalability: Lessons from Practice
Mapping the Roads from Development Marketplace
Agriculture and Rural Development Projects to
Sustainable Practice
(World Bank/Brandeis University, 2011)
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6. At the innovations end of the spectrum ….
DM
About the Development Marketplace (DM)
Started in 2000 to provide early stage grant funding for testing and
developing innovative initiatives
 Awarded more than $46 million in grants
 From over 1,000 finalists, 220 winning projects over 10 years
 22 agriculture projects in 2008 (2008 WDR on Agriculture)
Past: Emphasis on projects that could achieve social scale, but less
emphasis on commercial scale or viability
New direction: More emphasis on scalability, financial sustainability and
connecting social enterprises with providers of growth finance
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7. At the innovations end of the spectrum ….
Applying scaling up framework to DM projects
 Objective: Develop a process to understand the “scalability” of
innovations and critical elements needed to scaling-up a selected number
of DM projects
 Methodology: Examine 22 winning ag. projects from the 2008
Development Market Place, using existing frameworks (IFAD,
Kohl/Cooley, Linn)
 Output: A series of products with findings and recommendations that
offer guidance on expansion/replication of innovations that can have large
impacts on agriculture and rural livelihoods
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8. At the innovations end of the spectrum ….
Final Products
Final report
4 ARD Notes
3 Videos
3 Case Studies
Literature Review
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9. At the innovations end of the spectrum ….
Lessons from Practice: Findings
 Paradox: Need evidence of success before information is available
 Scaling-up should start with the design of DM projects
 Simple
 Perceived as credible
 Endorsed by champions
 Capacity to learn
 Scaling up is an ongoing process
 Decisions made before information is available
 Constant assessment of effectiveness and efficiency
 Willingness to halt project if evidence exists that scaling-up is not
working
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10. At the innovations end of the spectrum ….
Drivers and Spaces
4 drivers and 5 spaces applicable for assessment of the scaling up potential
of projects at the innovation state-of-practice spectrum:
Drivers:
 Clarity about potential driving/implementing agencies for
replication/expansion
 Supporting organization is ready to support the transition to scaling up
 Champions
 Incentives for scaling up
Spaces:
 Management capacity of potential implementing organizations
(institutional space)
 Enabling policy and/or legal frameworks
 Constituencies (political incentives and policy space)
 Political and security issues
 Prospects for financial sustainability and stability in flow of resources
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11. At the innovations end of the spectrum ….
Lessons from Practice: Conclusions
Innovations need to be:
 Simple
 Strategic
 Monitorable
Scaling up needs:
 Local legitimacy and ownership, leadership, and an implementing
organization with capacity to learn and grow;
 Time to prove the effectiveness of implementation
 A champion
 Financial viability
 Incentives
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12. At the innovations end of the spectrum ….
DM
Recommendations
 Keep it simple
 Clarity on how the innovation can achieve the promised change
 The innovation should not require complex behavioral changes
 Recognize and plan for the number of decision-makers (internal and external)
needed to carry out activities
 Ensure the credibility and legitimacy with stakeholders
 Communities
 Markets
 Governments
 Create a foundation for credible capacity building at grassroots level
 Promote the role of champions
 Incorporate into thinking for new DM directions
12

13. At the innovations end of the spectrum ….
Case Study: Nigeria
 Background: Introduction of drying rack to remove arsenic from
cassava waste to feed goats
 Results
 New market linking cassava growers to goat herders
 Increases in income of up to $635
 Elimination of carbon monoxide in 28 processing centers
 Lessons for Scaling up
 Simple and dynamic Theory of Change (TOC)
 Scaling up as iterative process (increases in # of locations and # of
platforms
 Change in behavior through the creation of a new and viable
market
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14. At the innovations end of the spectrum ….
Case Study: India
 Background: Introduction of cold storage facilities to store goods on
location at local markets
 Results
 Introduction of facilities at five markets
 Reduction of post-harvest loss (up to $200,000/year)
 Increases in farmers income of 9-30%
 Lessons for Scaling up
 Effective champions (farmers, government officials, rural youth
entrepreneurs)
 Strong incentives (farmers want to reduce losses and increase
income; rural youth want employment; Government wants to
increase food security and rural employment)
 Simple and effective innovation with a simple Theory of Change
14

15. At the innovations end of the spectrum ….
Case Study: Mongolia
 Background: Improving the value chain in textiles with the introduction of a local
grading laboratory, improved market information and capacity building along the
value chain
 Results
 Increased incomes and more secure, stable livelihoods for herders
 Retention of more value added from the cashmere and wool industry
 Increased incomes and a more stable market system
 Manufacturers benefit from reduced transportation costs, increased supply of
high quality fiber, lower transactions costs, better design and increased
international sales
 Lessons for Scaling up
 Learning took root among beneficiaries
 Buy-in by locals ensures legitimacy and sustainability
 Proven financial viability
15

16. At the good practice end of the spectrum ….
Thinking Systematically about Scaling up: Developing
Upstream Guidance for Scaling up World Bank-
supported Agriculture and Rural Development
Operations
(World Bank, 2012)
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17. Thinking Systematically about Scaling up: Developing Upstream Guidance for Scaling
up World Bank-supported Agriculture and Rural Development Operations
• Objective: Test prospects and usefulness of a guidance for scaling up good
practices in core ARD business lines
• Methodology:
1. Overview of scaling up concepts and approaches
2. Selection of one sub-area within a core ARD business line – Competitive Grant Schemes
(CGS) for agricultural research and extension
3. Application of the IFAD/Brookings framing questions on scaling up to five Regional Bank
projects addressing this business line - populated by Task Team Leaders or team
members
4. Development of a sub-area specific guidance (living document) for a systematic discussion
on scaling up based on findings from case studies
5. Validation of the scaling up guidance for CGSs for agricultural research and extension by
World Bank practitioners
• Steps 2 through 5 can be emulated in developing scaling up guidance for
other business lines
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18. IFAD/Brookings scaling up framework at-a-glance
Pathways – appropriate actions and steps that should be taken in order to ensure that a project is taken to an appropriate scale.
They can follow different “dimensions”:
• Expand services to more clients in a given geographical space
• Involve “horizontal” replication, from one geographic area to another
• “Functional” expansion, by adding additional areas of engagement, and
• “Vertical” up-scaling, i.e., moving from a local or provincial engagement to a national-wide engagement
Drivers – forces pushing the scaling up process forward
• Ideas and models
• Vision and leadership
• External catalysts
• Incentives and accountability
Spaces – opportunities that can be created or obstacles that need to be removed to open up the space for interventions to grow
• Fiscal/financial
• Natural resource/environmental
• Policy
• Institutional/organizational/staff capacity
• Political
• Cultural
• Partnership
• Learning
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19. Three scaling up PATHWAY typologies were identified
• Deliberate efforts via phasing through Adaptable Program Loans
(APLs) – Peru, Azerbaijan
• Piloting, testing and replicating – China
• Non-deliberate evolutionary approach by building on previous
institutional reforms and lessons – India, Uganda
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20. DRIVERS were relevant and useful – the right questions to ask
• Ideas and models: Transfer of CGS models for ag. research and
extension with successful outcomes from other countries
• Vision and leadership: Government commitment and leadership in ag.
research and extension institutions
• External catalysts: Ag. technology generation and transfer formulated in
government strategy
• Incentives and accountability: Need for institutional change (CGSs
„jumpstart‟ the reform), Adaptable Program Loan triggers, and ag.
innovation as a prerequisite for donor funding
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21. SPACES – useful application with one addition
• Fiscal space: Projects embedded in CAS and MTEF (if significant fiscal
impact )
• NRM space: Value-added of the GEF component (competitive window for
NRM)
• Policy and institutional space: Legal framework established in Phase 1
• Institutional/organizational/staff capacity space: Strong institutions
(integrated PIU in a government agency and established regional offices) for
managing CGSs
• Political space: No obstacles for expansion of CGSs; in particular,
competitive matching grants politically important
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22. SPACES – useful application with one addition – cont.
• Cultural space: CGS design adapted for prevailing cultural norms of the
targeted areas
• Partnership space: Collaboration with other in-country partners, value-added
of partnership with IDA and GEF
• Learning space: An effective, integrated M&E system; IT/communications
platforms for documenting lessons; and a help desk
• Social space (added by the WB – a critical base on which interventions can
get scaled up is the social capital created and nurtured): All projects
incorporated gender and marginalized groups in their design
• Role of the World Bank: Value-added of Adaptable Program Loan instrument
for scaling up; expertise and funding, Technical Assistance
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23. Emerging findings
• IFAD/Brookings scaling up framing questions:
• Applicable to any ARD sub-sector
• Constructive for bringing out tacit knowledge
• First step towards general agreement on terms
• To be complemented by relevant analytical tools (e.g.
economic analysis, PER, PSIA)
• Not all will be applicable or sufficient for the different
institutions and typologies of projects (WB, Development
Marketplace, GIZ)
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24. Emerging findings – cont.
• Consider applying “importance weights” to drivers,
spaces, and pathways.
• Develop a flowchart to ease the project designer‟s use of
the scaling up guideline.
• A focus on learning during scaling-up process is important
as interventions evolve during implementation. The
lessons learned through M&E, along with external
knowledge should act as a feedback loop for the next
design.
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25. Thank You
www.worldbank.org/ard
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