The Scaling Scan

Draft November 2017

The Scaling Scan

2

In the first step, you set the stage by providing a short description of your scaling ambition: the problem statement, the solution you propose, your key scaling mechanism, and a brief description of your scaling ambition.

The second step begins by determining the exact scaling ambition you want to look at: what is the timeline and what are the targets? Then, with help of the ten scaling ingredients (see the questions in Annex I), you will identify the strengths and weaknesses of your current or planned program and approach. This will lead to a summary in the form of a spider diagram, and a list of high and low scores describing certain elements of your approach.

In the third step, these scores - and particularly the lowest scores - are used to select key challenges and formulate underlying issues that need your attention. Having grouped and prioritized these, you are invited to determine what additional attention is needed in your program and to translate them into specific actions.

The Scaling Scan

1] To be published by the end of January 2018. 2] To be published by the end of November 2017. 3] See www.ppplab.org/publication/new-explorations-04-scaling-simple-models-rich-strategies. 4] See https://vimeo.com/242041685

STEP 1

STEP 2

STEP 3

ANNEX:

• INGREDIENTS

QUESTIONAIRE

• SPIDERWEB

Figure 1. Example of a spider diagram analysis of the scaling ingredientsThe Scaling Scan is a tool developed by PPPLab to help you to analyze, reflect on, and sharpen your scaling ambition and approach.

The tool helps you in identifying the key challenges for the specific scaling situation and phase you are in. A team version of this tool is also available1, allowing its use during joint team sessions to review and orient your scaling approach. The tool can be applied either a) when you have a proven solution and are ready to scale, or are already scaling; and b) when you are still working to get to the point where your proposition is ready to scale.

The scan uses the ten scaling ingredients as a central focus to open up a rich understanding of what scaling your solution may require. For a better understanding of the scaling concept, we invite you to explore PPPLab’s framework on scaling, which is described in several publications: the Insight Booklet #6 ‘Scaling through PPPs’,2 Explorations #4 ‘Scaling: from simple models to rich strategies’,3

and a two-minute animation4 that explains the scaling ingredients and related concepts.

The scan consists of three steps:

The Scaling Scan

3The problem, briefly touching on: • The systemic challenge • The specific problem you

want to address• The target group• Factors that cause the

problem

The solution you want to scale, including:• The essential solution • Its key features• How it addresses the

problem

The delivery mechanisms6 through which you scale:• The organizational

arrangement(s) though which the solution will be delivered

• Including the way that different arrangements and actors are coordinated

Summary of the scaling ambition, describing:• What systemic change you

want to achieve• Overall targets and milestones• Timeline and phases of the

scaling ambition

Key contextual factors, positive or negative, that are expected to directly impact the scaling process:

Scaling situation Description:

STEP 1 - Describing the scaling ambition

Here you make a brief sketch of the problem and of the solution that you seek to address. This outline should include:

• A description of the problem and the factors that cause it;

• A sketch of the proposed solution and its key features;

• A description of your key delivery mechanism;5

• A description of the planned scaling ambition (including key dimensions, such as targets, timeline, etc. to the extent that these are known);

• An initial indication of the key contextual challenges that are expected to impact the scaling process.

Before filling in the table, first decide to which PPP, or part of a PPP, you will be applying the scan. We encourage you to be explicit and precise about the program, the set of partners, and the level you do the analysis for. This could be a current PPP project (possibly

including a donor), but in many cases it will be more appropriate to focus on a local initiative (and key partners) that will continue scaling the solution beyond the present project (for example, the local firm that will continue to deliver a specific solution through a viable business case).

STEP 1

STEP 2

STEP 3

ANNEX:

• INGREDIENTS

QUESTIONAIRE

• SPIDERWEB

5] For further explanation of ‘delivery mechanisms’, see Insight Booklet #6 ‘Scaling through PPPs’. A strong and clear delivery mechanism is essential to any successful scaling strategy. 6] An essential choice in any scaling effort is the mechanisms through which the solution is delivered. Examples of mechanisms used in agriculture and WASH are commercial outlets, public infrastructure, producer organizations, and local government arrangements, such as extension services. A delivery mechanism can be a single point (a ‘one-stop shop’ kind of outfit), but it may also be a mutually coordinated set of arrangements with different actors.

Scaling ambition to look at: timeline and specific targets

The Scaling Scan

4

STEP 2 - Mapping the situation to reach your scaling ambition

2A. In the previous table, you were asked to roughly define the timeline and phases of your scaling ambition. To answer the questions in Step 2, you need to define what specific phase of the scaling ambition you now want to look at, and to come up with an initial idea for specific ambitions for that phase, in terms of the number of people (or organizations, villages, firms, etc.) your initiative seeks to reach, as well as any other essential steps or results you want to realize. In many cases, an outlook of about 2–3 years is suitable, but you may also choose a different time frame.

In the introduction, we mentioned that the tool can be used both for a) initiatives that have a proven solution and are ready to scale (or are already scaling) as well as b) initiatives that are still getting things in place to reach the point where they are ready to scale. Being aware and specific about the situation you are currently in will help you use the tool in a more deliberate manner.

2B. Review your scaling ambition by looking at it from the perspective of all ten ingredients. The guiding question here is:

“�How�confident�are�you�that�you�will�reach�your�scaling�ambition,�considering�the�current�status�and�planned�activities�regarding�this�particular�ingredient?”�

This is done by going through all the questions in the table in Annex I and by answering each question in view of your scaling ambition (timeline and numbers) with a score of 1 to 5. The meaning of the scores are given in Annex I.

2C. The average of the sub-questions’ scores gives the final score for each ingredient, which can then be used to draw up a spider diagram indicating the strengths and weaknesses of your present scaling approach.7

Also make a list of the ten or so sub-questions with the lowest scores (the highest scores may be interesting to know, too). The lowest scoring ingredients, and the list of low-scoring questions, are the starting point for Step 3.

7] It may be handy to change the scale on the axis of the spider diagram by using a scale that ranges from your lowest to your highest score. This will help you to show the differences in a more pronounced way.

STEP 1

STEP 2

STEP 3

ANNEX:

• INGREDIENTS

QUESTIONAIRE

• SPIDERWEB

The Scaling Scan

5

STEP 3 - Identifying key challenges for your scaling ambition and follow-up actions

3A. Now use the ten lowest scoring sub-questions to identify key challenges.8 The overarching question is:

�“�What�is�the�essential�challenge�or�issue�that�this�low�score�reveals,�and�which�needs�to�be�addressed�in�view�of�my�scaling�ambition,�described�in�2A?”

If you look at the lowest scoring sub-questions (identified in 2C), you formulate the related challenges that you feel contribute to these low scores. Normally, these challenges have some overlap, as the same challenge may lead to low scores for different ingredients. In addition, not every challenge may be equally important to you. So now, from this list of challenges derived from the low scores, select about 3–7 main issues, which we will now call the ‘key challenges’. Note that these key challenges may fit within ingredients, but could also reflect other (cross-cutting) themes. In formulating the key challenges, keep the above question in mind and simply seek to formulate the

most significant 3–7 challenges emerging from the full list.

3B. List the key challenges in the table on the next page. For each, state what approach or actions are needed, allocate responsibility for follow-up, and add a provisional timeline for these initial steps.9

It may also be the case that the challenges and actions you formulate will have implications for the scaling approach as a whole. It is then important to conclude this step of the Scaling Scan with a clear formulation of these overall implications or shifts in your scaling approach.

3C. Optional: the above step can also be expanded into more of a real planning exercise. To do this, first define key success factors:

How�do�you�know�when�the�challenge�has�been�resolved�or�mitigated?�What�will�you�be�working�towards?�

You can also translate the results of Steps 2 and 3 into more concrete contours of the present or upcoming phase of your scaling strategy, by describing the (internal and external) organizational arrangements that will be needed to address the challenges, by roughly allocating resources and by setting more specific targets and timelines to solving these challenges.

You may then consider to add more detail to or replace the columns of the table on the next page, using some of the following elements.

Organization:

• Key organizational capacities to be developed

• Internal staffing and management needed

• Collaboration and partners required

Allocation of resources:

• Budget and allocation of financial resources

• Manpower• Other resources

Targets and timeline:

• Targets in addressing the challenge

• Indicative milestones• Success indicators

The Scaling Scan can be repeated at later moments to reassess where you stand, what new challenges have arisen, and how this may require redirecting your scaling approach.

STEP 1

STEP 2

STEP 3

ANNEX:

• INGREDIENTS

QUESTIONAIRE

• SPIDERWEB

8] The exact number may depend on the spread of the scores. 9]When formulating actions, you can look at the highest scoring sub-questions of the Step 2 analysis; these are your strengths, and perhaps they might help you in addressing the key challenges.

1.

2.

3.

4.

5.

6.

7.

The Scaling Scan

6

STEP 3B - List the key challenges in the table below

Key challenge Actions Who will pick up and explore further?

Timeline

STEP 1

STEP 2

STEP 3

ANNEX:

• INGREDIENTS

QUESTIONAIRE

• SPIDERWEB

Business case

Finance

Value chain development

Platforms and collaboration

Public sector governance

Leadership andmanagement

Awareness and demand

Knowledge and Skills

Data and ICT

Technology

The Scaling Scan

7

ANNEX - The ingredients table for step 2B

Instructions

The table below helps you to scan your situation in light of your scaling ambition. As indicated in Step 2A, it is important that you are clear and specific about the scaling timeline/phase and targets you have in mind when doing this scan.

Three to five questions are provided to help you reflect more concretely on each scaling ingredient. These are meant to help you understand the degree to which you have already mastered certain ingredients and where there are still challenges. For each question, some sample considerations and sub-questions are provided; you are encouraged to use these for reflection. However, not all of them will be applicable to your specific scaling ambition: they are meant as optional considerations that can feed your thinking, but do not need to be strictly followed. You may also tailor them to your specific situation.

In the third column, space is provided to write down your answers to the questions and considerations. In the fourth column, you can then give each question a score from 1 to 5 on basis of those answers. As it will be difficult to make quantitative, hard statements here, this score is meant to be indicative, based on your own perception and self-assessment. The guiding question here is:

“�How�confident�are�you�that�you�will�reach�your�scaling�ambition�considering�the�current�status�and�planned�activities�regarding�this�particular�question?”

In general, the scores can be interpreted as follows:

1 = An area not mastered and with high and unknown risks

2 = Initial approach, with major challenges or risks

3 = Some grip, but significant improvements needed

4 = Good grip, some improvements desirable

5 = More or less under control or up to standard

The scores for each sub-question are now used to calculate the overall score for each ingredient, which is determined as the average and can be put in the first column; you can also give more weight to certain sub-questions or elements based on how important you consider them. In this way, the overall ingredient receives a score that is somewhat higher or lower than the average of the sub-questions that make it up.10

STEP 1

STEP 2

STEP 3

ANNEX:

• INGREDIENTS

QUESTIONAIRE

• SPIDERWEB

10] In the team application of this tool, an average of the sub-scores is automatically provided, and can serve as the subject of discussion.

Indicative score:

Indicative score:

Indicative score:

Indicative score:

1:

2:

3:

4:

Overall score:

TO SPIDERWEBThe Scaling Scan

8

1. Technology Questions

1. Is your solution an answer to a well-defined problem of a specific target group?

Considerations: - Is the problem well-defined? - Is the target group clear? - Does the solution directly address the problem?

2. Is the solution really competitive: does it have observable, significant, and credible advantages over existing alternatives?

Considerations: - Do alternatives exist? - Are there clear technical advantages compared to

existing alternatives? - Is the target group convinced of the advantages of the

solution?

3. Is the solution easy to adopt (available, accessible and affordable)?

Considerations: - Is the solution available? - Is the solution accessible? - Is the solution affordable?

4. Is the solution compatible with local circumstances (norms, values, facilities) or can it be sufficiently adjusted to these local circumstances and preferences?

Considerations: - Has evidence been collected on local perceptions of the

solution? - Can the solution easily be modified to local

circumstances?

Answers/analysis

INGREDIENTS

1. TECHNOLOGY

2. BUSINESS CASE

3. AWARENESS

4. FINANCE

5. VALUE CHAIN

6. PLATFORMS

7. GOVERNANCE

8. LEADERSHIP

9. KNOWLEDGE

10. DATA AND ICT

An effective and efficient solution for the issue at stake

Score referrals: 1 = Very poor, uncertain, unknown2 = Major challenges, major risk for failure

3 = Some grip, significant improvements needed4 = Good grip, some improvements desirable 5 = More or less under control / up to standards

Indicative score:

Indicative score:

Indicative score:

Indicative score:

1:

2:

3:

4:

Overall score:

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2. Business case Questions

1. Is there a business case for the use and supply (including continuous improvement) of the solution?

Considerations: - Is the business case profitable for all involved? - Is the business case realistic and viable enough to grow

and continue supply and use of the solution? - Does the business case allow for continuous

improvement of the solution?

2. Is the business case effective for all relevant players in the value chain (users, suppliers, back-up and support services, and others)?

Considerations: - To what degree does the solution provide a business

model that is clearly and significantly attractive for users (financially, economically, socially, environmental)?

- To what degree is this the case for suppliers? - To what degree is this the case for essential support

services?

3. Is the business model inclusive for all actors?

Considerations: - Does the business model include the BoP as users/

producers/employees? - Does the BoP have influence on how they are involved? - Does it provide users with more choice and freedom?

4. Does the business model recognize more than just profits?

Considerations: - Does the business model take economic value into

account? - Does the business model take social value into

account? - Does the business model take environmental value into

account?

Answers/analysis

INGREDIENTS

1. TECHNOLOGY

2. BUSINESS CASE

3. AWARENESS

4. FINANCE

5. VALUE CHAIN

6. PLATFORMS

7. GOVERNANCE

8. LEADERSHIP

9. KNOWLEDGE

10. DATA AND ICT

An attractive financial and economic proposition for users and others

Score referrals: 1 = Very poor, uncertain, unknown2 = Major challenges, major risk for failure

3 = Some grip, significant improvements needed4 = Good grip, some improvements desirable 5 = More or less under control / up to standards

Indicative score:

Indicative score:

Indicative score:

Indicative score:

1:

2:

3:

4:

Overall score:

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3. Awareness and demand Questions

1. Do important stakeholders, such as the target group, service providers and decision makers recognize that a new solution is necessary and desirable?

Considerations: - Does the target group recognize that a new solution is

necessary? - Do other relevant stakeholders recognize that the new

solution is necessary?

2. Is the target group aware of the new solution: do they have access to information and are there effective communication channels?

Considerations: - Is the target group aware of the new solution? - Does the target group have access to relevant

information regarding the solution? - Are there effective communication channels that can

reach the target group?

3. Are there local opinion leaders who support and promote the solution?

Considerations: - Are local opinion leaders convinced of and supportive

of the solution? - Are local opinion leaders promoting the solution

among their constituency, such as community members?

4. Can the solution be experienced, tested, and discussed with other users so that it obtains (social) credibility?

Considerations: - Can the solution be tested by the target group? - Does some form of peer-to-peer system exist through

which the solution can gain credibility?

Answers/analysis

INGREDIENTS

1. TECHNOLOGY

2. BUSINESS CASE

3. AWARENESS

4. FINANCE

5. VALUE CHAIN

6. PLATFORMS

7. GOVERNANCE

8. LEADERSHIP

9. KNOWLEDGE

10. DATA AND ICT

A wish and readiness for the consumer or producer to use the solution

Score referrals: 1 = Very poor, uncertain, unknown2 = Major challenges, major risk for failure

3 = Some grip, significant improvements needed4 = Good grip, some improvements desirable 5 = More or less under control / up to standards

Indicative score:

Indicative score:

Indicative score:

1:

2:

3:

Overall score:

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4. Finance Questions

1. Can users finance all components of the solution (and related services) at acceptable rates?

Considerations: - Is the solution affordable for users? - Are related services affordable for users? - Are users willing to pay?

2. Are relevant financial mechanisms available, accessible, and affordable for all stakeholders (users, suppliers, and support services)?

Considerations: - Are relevant financial products available? - Are relevant financial products accessible? - Are relevant financial products affordable?

3. Are risk levels acceptable? Are they allocated in reasonable and effective manners?

Considerations: - Are risks recognized and allocated? - Can they be managed, and are relevant mitigating

measures in place? - Are relevant insurance products available, accessible,

and affordable?

Answers/analysis

INGREDIENTS

1. TECHNOLOGY

2. BUSINESS CASE

3. AWARENESS

4. FINANCE

5. VALUE CHAIN

6. PLATFORMS

7. GOVERNANCE

8. LEADERSHIP

9. KNOWLEDGE

10. DATA AND ICT

Effective financing options for users and providers

Score referrals: 1 = Very poor, uncertain, unknown2 = Major challenges, major risk for failure

3 = Some grip, significant improvements needed4 = Good grip, some improvements desirable 5 = More or less under control / up to standards

Indicative score:

Indicative score:

Indicative score:

Indicative score:

1:

2:

3:

4:

Overall score:

TO SPIDERWEBThe Scaling Scan

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5. Value chain development Questions

1. Can the value chain provide the solution in the right quality, quantity and in a timely manner?

Considerations: - Does (or can) the value chain provide the solution with

the right quality? - Does (or can) the value chain provide the solution in

the right quantity? - Does (or can) the value chain provide the solution in a

timely manner?

2. Are necessary complementary services available (repair/maintenance, training, marketing, inputs, etc.)?

Considerations: - Are the necessary complementary services available,

including beyond the scaling initiative or project? - Are they accessible? - Are they affordable?

3. Are business relations between the various actors in the chain adequately developed?

Considerations: - Are all relevant actors (from input providers to

retailers) well connected to the value chain? - Are there adequate business relations between all

actors in the value chain? - Is there an adequate power balance between all actors

in the value chain?

4. Is there an accepted form of overarching governance of the value chain, such as a (sub)sector platform?

Considerations: - Is there some form of a national (sub-)sector platform

in which relevant stakeholders unite and discuss issues and progress?

- And is there locally/regionally? - And is there internationally (if relevant)?

Answers/analysis

INGREDIENTS

1. TECHNOLOGY

2. BUSINESS CASE

3. AWARENESS

4. FINANCE

5. VALUE CHAIN

6. PLATFORMS

7. GOVERNANCE

8. LEADERSHIP

9. KNOWLEDGE

10. DATA AND ICT

Effective supply provision and other support services

Score referrals: 1 = Very poor, uncertain, unknown2 = Major challenges, major risk for failure

3 = Some grip, significant improvements needed4 = Good grip, some improvements desirable 5 = More or less under control / up to standards

Overall score:

TO SPIDERWEB

Indicative score:

Indicative score:

Indicative score:

Indicative score:

Indicative score:

1:

2:

3:

4:

5:

The Scaling Scan

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6. Platforms and collaboration Questions

1. Are all key actors engaged?

Considerations: - Are all key actors engaged to scaling the solution? - Are all relevant stakeholders engaged to scaling?

2. Does the objective of scaling fit with the values, interests and objectives of all key actors?

Considerations: - Does the scaling objective fit with the values, interests

and objectives of each individual actor?

3. Are roles and responsibilities clear, accepted, and divided between key actors?

Considerations: - Are roles of all actors clear? - Are responsibilities of all actors clear? - Are these roles and responsibilities sufficiently

established, agreed, or formalized to allow adequate progress?

4. Are the different types of expertise necessary for scaling provided by the key actors?

Considerations: - Are the different types of expertise needed for the

scaling strategy covered by the actors involved? - Are the different types of expertise of the different

actors involved complementary?

5. Are there effective networks or plat-forms for joint strategic direction-setting, advocacy, and creation of buy-in?

Considerations: - Are there relevant networks and platforms within the

(sub)sector through which buy-in for the solution can be increased?

- Are there other relevant (business) platforms through which buy-in for the solution can be increased?

- Are there mechanisms through which lobbying for the solution with politicians can easily take place?

Answers/analysis

INGREDIENTS

1. TECHNOLOGY

2. BUSINESS CASE

3. AWARENESS

4. FINANCE

5. VALUE CHAIN

6. PLATFORMS

7. GOVERNANCE

8. LEADERSHIP

9. KNOWLEDGE

10. DATA AND ICT

Strategic collaboration between key stakeholders

Score referrals: 1 = Very poor, uncertain, unknown2 = Major challenges, major risk for failure

3 = Some grip, significant improvements needed4 = Good grip, some improvements desirable 5 = More or less under control / up to standards

Indicative score:

Indicative score:

Indicative score:

Indicative score:

1:

2:

3:

4:

Overall score:

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7. Public sector governance Questions

1. Are local and national strategies and policies (including alignment with other programs) conducive to scaling the solution?

Considerations: - Are national and local policies conducive to scaling of

the solution? - Are there relevant (government) programs which can

be used for scaling the solution?

2. Are rules and regulations conducive to scaling the solution?

Considerations: - Are there subsidies or tariffs in place that affect scaling

the solution (whether positively or negatively)? - Are there technical regulations and prescriptions in

place that affect the scaling of the solution (whether positively or negatively)?

- Are there other relevant forms of regulation affecting the scaling of the solution?

3. Are the relevant political agendas and dynamics conducive to scaling the solution?

Considerations: - Are national and local political actors supportive of

scaling the solution? - Is the solutions a priority on the political agenda? - Is the political situation conducive to scaling the

solution?

4. Are government agencies and programs enabling and supporting scaling?

Considerations: - Are there positions and programs of relevant line

departments enabling scaling? - Are there positions and program of local governments

enabling scaling? - Are there existing government programs in the (sub)

sector which could enable scaling?

Answers/analysis

INGREDIENTS

1. TECHNOLOGY

2. BUSINESS CASE

3. AWARENESS

4. FINANCE

5. VALUE CHAIN

6. PLATFORMS

7. GOVERNANCE

8. LEADERSHIP

9. KNOWLEDGE

10. DATA AND ICT

Enabling policies, regulations and mechanisms

Score referrals: 1 = Very poor, uncertain, unknown2 = Major challenges, major risk for failure

3 = Some grip, significant improvements needed4 = Good grip, some improvements desirable 5 = More or less under control / up to standards

Indicative score:

Indicative score:

Indicative score:

Indicative score:

Indicative score:

1:

2:

3:

4:

5:

Overall score:

TO SPIDERWEBThe Scaling Scan

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8. Leadership and management Questions

1. Is day-to-day leadership adequately established, recognized, and connected to relevant actors?

Considerations: - Has leadership of the scaling strategy been established? - Does the leadership have the mandate to make important and

strategic decisions? - Is the leadership recognized by all actors involved?

2. Are decentral (field) experiences capable of sufficiently affecting the larger process and decision-making?

Considerations: - Is there an organizational structure in place that facilitates

feedback and input from the field? - Does the feedback and input from the field actually influencing

(strategic) decision-making in practice? - Is there sufficient transparency regarding changes in course?

3. Is there a strong and persuasive narrative about the solution and the scaling process?

Considerations: - Has a strong, convincing story—one that could lead to buy-in

from relevant actors—been developed about the solution? - Is this story tailored to different target groups?

4. Are there adequate, influential, and compelling spokespersons, messengers, conveners, and powerbrokers for the solution?

Considerations: - Are there influential actors within (or related to) the

partnership that have networks capable of promoting the solution externally?

- Are there influential people outside the partnership (‘ambassadors’) who can promote the solution?

5. Is there an adequate coordination mechanism on operational collaboration?

Considerations: - Are the actors involved meeting in an appropriate (formal or

informal) way and on a regular basis? - Are the basis, roles, and rules for collaboration established

sufficiently clearly (for example in some form of agreement)? - Is there a mechanism in place for settling dispute?

Answers/analysis

INGREDIENTS

1. TECHNOLOGY

2. BUSINESS CASE

3. AWARENESS

4. FINANCE

5. VALUE CHAIN

6. PLATFORMS

7. GOVERNANCE

8. LEADERSHIP

9. KNOWLEDGE

10. DATA AND ICT

Strong leadership guiding the scaling process

Score referrals: 1 = Very poor, uncertain, unknown2 = Major challenges, major risk for failure

3 = Some grip, significant improvements needed4 = Good grip, some improvements desirable 5 = More or less under control / up to standards

Indicative score:

Indicative score:

Indicative score:

Indicative score:

1:

2:

3:

4:

Overall score:

TO SPIDERWEBThe Scaling Scan

16

9. Knowledge and skills Questions

1. Do users have the necessary knowledge and skills to use the solution in the intended way?

Considerations: - Do users know what the solution should be used for? - Do users know how the solution should be used? - Do users have the necessary skills to use the solution?

2. Have appropriate training methods been developed to allow users to adopt the solution in reasonable ways and timeframes?

Considerations: - Have appropriate training methods been developed to

help users to adopt the solution? - Can these training methods be tailored to specific

target groups?

3. Are there organizations that support users in developing the necessary skills to use the solution?

Considerations: - Is this technology/knowledge incorporated in programs

of knowledge/educational institutes? - Do such programs support practical application?

4. Is there an institutional environment in which actors (such as knowledge institutes) develop and improve the technology within the national and local system?

Considerations: - Are there local knowledge institutes specialized in

the technology concerned that can continue the development of the solution?

- Are there local knowledge institutes specialized in the technology concerned that can tailor the solution to the local context?

- Are there interests and means (including from government) available for the continued development of the solution in the local context?

Answers/analysis

INGREDIENTS

1. TECHNOLOGY

2. BUSINESS CASE

3. AWARENESS

4. FINANCE

5. VALUE CHAIN

6. PLATFORMS

7. GOVERNANCE

8. LEADERSHIP

9. KNOWLEDGE

10. DATA AND ICT

The knowledge, professional capacity, and recognition required

Score referrals: 1 = Very poor, uncertain, unknown2 = Major challenges, major risk for failure

3 = Some grip, significant improvements needed4 = Good grip, some improvements desirable 5 = More or less under control / up to standards

Indicative score:

Indicative score:

Indicative score:

1:

2:

3:

Overall score:

TO SPIDERWEBThe Scaling Scan

17

10. Data and ICT Questions

1. Is there useful and credible data available on the impact and other parameters, which could help in understanding the scaling process?

Considerations: - Is there hard or quantitative evidence on the impact of

the solution? - Is the development of the scaling strategy based on

adequate information, data, or evidence? - Are there clear indicators defined that can measure the

progress of the scaling process?

2. Is effective use being made of modern data and ICT tools to support, analyze, share, and promote the solution and to drive the change process?

Considerations: - Are evidence and data being used to promote the

solution? - Is evidence and experience being used to directly

convince stakeholders and to drive the change process? - Are effective (IT) tools being used to promote the

solution?

3. Are data and monitoring (including bottom-up/field data) being used effectively to steer the scaling process and change course, where needed?

Considerations: - Are the strategic decisions being made based on data? - Does monitoring and field data actually influence or

lead to changes in the overall scaling strategy?

Answers/analysis

INGREDIENTS

1. TECHNOLOGY

2. BUSINESS CASE

3. AWARENESS

4. FINANCE

5. VALUE CHAIN

6. PLATFORMS

7. GOVERNANCE

8. LEADERSHIP

9. KNOWLEDGE

10. DATA AND ICT

Evidence and facts that underpin and communicate the scaling ambition

Score referrals: 1 = Very poor, uncertain, unknown2 = Major challenges, major risk for failure

3 = Some grip, significant improvements needed4 = Good grip, some improvements desirable 5 = More or less under control / up to standards

The Scaling Scan

18

Analysis of scaling ingredients

STEP 1

STEP 2

STEP 3

ANNEX:

• INGREDIENTS

QUESTIONAIRE

• SPIDERWEB

5

4

3

2

1

Technology

Platforms and collaboration

Business case

Value chain development

Awareness and demand

Finance

Data and ICT

Public sectorgovernance

Knowledge and Skills

Leadership and management

Current situation:

The Scaling Scan

19Colophon PPPLab Food & Water is a four-year action research and joint learning initiative (2014-2018) to explore the relevance, effectiveness, and quality of Dutch supported public-private partnerships (PPPs). PPPLab is commissioned by the Dutch Ministry of Foreign Affairs and is driven and implemented by a consortium of the Partnerships Resource Centre, Aqua for All, the Centre for Development Innovation at Wageningen UR and the Netherlands Development Organization (SNV). Comments and questions about this document are welcome. Please send them to: info@ppplab.org For more information, please visit our website: www.ppplab.orgAny part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form and by any means, electronic, mechanical, photocopying, recording or otherwise, with proper referencing © 2017, PPPLab Food & Water

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