Replication and Scaling Up: Where to from Here? - Combating Desertification in Asia, Africa and the Middle East - page 428

Table 21.1 Scaling-up processes (After Gillespie 2004 )
Quantitative scaling up
Spread Increasing numbers of people spontaneously adhere to the

organization and its programs, perceiving them to serve their
interest/preferences

Replication A success program (methodology and organizational mode) is

repeated elsewhere

Nurture A well-staffed and well-funded outside agency, using a specific

incentive-based methodology, nurtures local initiatives on an
increasingly large scale

Integration/mainstreaming A program is integrated into existing structures and systems) in

particular government structures after it has demonstrated its
potential

Functional scaling-up
Horizontal Unrelated new activities are added to existing programs, or new

initiatives are adopted in the same organization

Vertical Other activities related to the same chain of activities as the original

one are added to an existing program (upward or downward
linkages are made)

Political scaling-up
First generation Essentially service delivery

Second generation Community capacity development for self-reliant action. Through

better information and mobilization, an organization's members
of a local community are stimulated to participate in the body
politic

Third Beyond the community influence policy reform to foster an

enabling environment. This may involve networking and
aggregation of organizations into federative structures designed
to influence policy

Beyond specific policies, catalyze social movements a , and/or direct
entry of grassroots organization (or their leaders) into politics
(either through creating or joining a political party)

Fourth

Organizational scaling up
Internal management Increasing organizational capacity and improved management
processes (links to effectiveness and efficiency)
Financial viability Increasing financial viability/autonomy including self financing
through sub-contracting consultancy fees for service
Institutional diversification Both internally and externally (including diversification of donors)
and linkages with other actors/organizations. Institutional
diversification
a In Australia and elsewhere now (through replication) the LANDCARE movement is an example

• Political , involving increases in political power and engagement with wider

political processes;

• Organizational , involving increases in organizational strength

The underlying assumption in this taxonomy is that there are external drivers, and
support, for scaling up development at the local level, with the core recommendation
that this development be anchored within existing contextual systems, processes and