Scaling Up the Fight Against Rural Poverty - FIDAfrique

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Delivering intermediate results: Along the scaling up pathway it is important that the program produces intermediate results. This is necessary to allow for the testing and, where needed, adaptation of the approach. But it also helps with ensuring the buy-in of community, government and other stakeholders. 7 Selecting IFAD’s operational modalities for scaling up: IFAD has various options for applying its operational modalities in supporting the pathways for scaling up: • IFAD can use its own resources for scaling up (top-up, repeater projects, programmatic approaches, etc.), work in partnership with other agencies (co-financing, sector-wide approaches, etc.) or hand-off to other donors, the government or non-governmental partners. • IFAD can finance investments, provide technical assistance or engage in policy dialogue. • IFAD can scale up an intervention within a country or across countries. Putting in place monitoring and evaluation (M&E): M&E are key ingredients of a successful scaling up strategy: First, during the implementation of the pilot or experimental stage, the intervention needs to be monitored to learn what are the drivers and spaces (opportunities and constraints) that may affect an eventual scaling up process, and the impact of the pilot in terms on the lives of the rural poor need to be evaluation (preferably against a control group). Second, during the scaling up process monitoring will provide important feedback on any unforeseen aspects of the scaling up pathway and permit the adapting the pathway as needed. Intermittent evaluation of the impact of the scaled up program during implementation and after completion is needed to ensure that the expected results actually materialize and to learn lessons for the next steps of the scaling up pathway. Risks of inadequate attention to scaling up pathways: A number of problems can result from not paying due attention to scaling up pathways, including the following: • opportunities for scaling up may be missed (“Type 1 error”) or scaling up may be done badly (“Type 2 error”); • not paying attention to costs risks creating “boutique” approaches that only work in the small; • setting up special purpose entities (e.g., PIUs) rather than working through ministries may limit institutional options later; • working with limited financing mechanisms, not identifying policy constraints and working with small implementing partners (such as NGOs) may limit the potential for scaling up later; and • lack of effective, timely M&E may lead to poor decisions in scaling up. D. Key steps in the scaling up process In conclusion, in exploring and implementing a scaling up agenda, IFAD needs to pursue the following key steps: Step 1: Define the scale of the issue to be addressed and the appropriate scale of intervention up front along with a suitable time horizon. Step 2: Define suitable pathways of scaling up by identifying the drivers and spaces for scaling up, including the costs of project implementation (or service delivery, etc.). Step 3: Explore the institutional, organizational and policy context that allows scaling up. 7 See Schaffer and Ashkenas (2005) 13
Step 4: Define the partners who can assist with or take over the scaling up process and what needs to be done to bring them on board. Step 5: Define the appropriate operational instruments (loans, grants, technical assistance, policy dialogue, etc.) for IFAD to support the scaling up process. Step 6: Monitor and evaluate the pilot or experimental project as well as the scaling up process in terms of the suitability of the pathway and impact on the rural poor. 14
Page 1 and 2: Abstract Scaling Up the Fight Again
Page 3 and 4: Table of Contents Foreword 1 Table
Page 5 and 6: Chapter 1 Introduction: Setting the
Page 7 and 8: first laid out in 1978 and as subse
Page 9 and 10: Since the team started its work in
Page 11 and 12: • policies, as in assuring approp
Page 13: Box 1: Drivers of scaling up A few
Page 17 and 18: • focusing on management of produ
Page 19 and 20: of a overarching institutional umbr
Page 21 and 22: of implementation yet and are limit
Page 23 and 24: Moldova, IFAD could explore ways to
Page 25 and 26: Other examples of scaling up includ
Page 27 and 28: Moreover, IFAD has had some success
Page 29 and 30: facilitating management for results
Page 31 and 32: preparation, implementation and com
Page 33 and 34: In comparison to other internationa
Page 35 and 36: E. The Portfolio Review IFAD’s ma
Page 37 and 38: For COSOPs: Current COSOP guidelin
Page 39 and 40: Chapter 5 IFAD’s Instruments, Kno
Page 41 and 42: In smaller countries IFAD has been
Page 43 and 44: B. Knowledge management and scaling
Page 45 and 46: facilitate key aspects of scaling u
Page 47 and 48: D. Conclusions In this concluding s
Page 49 and 50: individual project; success is the
Page 51: IFAD (2008). “Enhancing the quali

Scaling Up the Fight Against Rural Poverty - FIDAfrique

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