This document discusses applying a scaling up framework to analyze innovations projects and good practice projects in agriculture and rural development. For innovations projects, like those funded through the Development Marketplace, the framework was used to assess the scalability of 22 agriculture projects. Key findings showed that for innovations to scale up, they need to be simple, strategic, and monitorable, and scaling up requires local ownership and champions. For good practice projects, the framework was tested on 5 World Bank agriculture projects to develop guidance for systematically scaling up practices. Pathways, drivers, and spaces were identified and the guidance aims to open opportunities for interventions to grow at scale.

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
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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
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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
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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
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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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