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is compounded in multi-sectoral programs, where all sectors need to harmonize with
common basic rules and procedures while using sectoral best practice and norms. A
field tested operational manual is often missing or incomplete
i.e. does not contain
sub-manuals and tools critical functions or levels. Operational manuals are too often
designed in an office, not the field.
Incompatible incentives of co-producers.
Co-producers lacking compatible incen-
tives will either produce low-priority outputs that bring them rewards (such as
reports or workshops) or obstruct the program. Public sector workers, such as
teachers or extension agents, may not gain from the program. Technical specialists
may lack incentives to produce the specific inputs required. Communities may lack
incentives to co-finance the program. The central bureaucrat or sector manager may
lose budgets and staff by devolving power. Field-tested roll-out logistics in a single
district would unearth all these incentives issues, and help design an incentive-
compatible operational manual.
4.2
Adaptation to the Local Context May Be Missing
What looks like best practice in some contexts may fail in others. Pilots may
succeed because of special circumstances relating to geography or the socio-
political context. Scaling up should be adapted each context. Ideally, process
monitoring should provide continuous feedback that enables the scaling-up process
to constantly be improved.
4.3
Lack of Scaling-Up Logistics
Scaling up can cover tens of thousands of widely-dispersed communities. So logis-
tics must be designed to train hundreds or even thousands of program participants
and disburse resources to numerous communities, an issue that does not arise in
successful pilots. Scaling-up logistics must control costs, otherwise fleets of jeeps,
enormous travel allowances, and expensive training equipment can make national
scaling up fiscally impossible. Not enough scaling-up programs design and field-
test logistics carefully and cost-effectively.
When programs are approved without resolving these five issues, the newly
appointed program managers bear the consequences. They rarely understand fully
the need for a detailed design and testing phase. Such programs quickly run
into bottlenecks. Typically, the donor sends out a supervision mission to fix that
bottleneck, rather than operate at a more strategic level. The program cranks up
but quickly runs into more bottlenecks, more missions come to the rescue, and the
vicious cycle continues. Fatigue sets in, lack of capacity is blamed for the failure to
reach cruising speed, and willingness to pay for scaling up fades away.
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