Geoscience Reference
In-Depth Information
To overcome these problems, (Binswanger and Aiyar 2003 ) recommend that
main analytical focus should be on five classes of remedies.
1. Reducing economic and/or fiscal costs
2. Overcoming adverse institutional barriers
3. Overcoming problems associated with co-production by (a) fostering a common
culture and vision among program participants; (b) assigning and describing
program functions and tasks to different actors and levels; and (c) providing
incentives compatible with program objectives
4. Using pilots to test what works in which context, adapting best practice to local
conditions, using process monitoring and constant feedback to keep adapting and
improving programs.
5. Designing and field-testing the operational manuals, toolkits and scaling-up
logistics
Box 21.2: The Many Facets of Success in Scaling Up
Drawing on case studies, an ARD paper by Jim Hancock “Scaling up Issues
and Options” identifies a wide range of reasons that facilitate success in
scaling up. Some key reasons:
Strong political commitment was vital for success, helping overcome
resistance to change and facilitating the transfer of funds and technology to
communities.
Strong NGOs and a lively civil society helped greatly.
All successful scale-ups created sophisticated, context-specific procedures,
incorporated in manuals with simple transparent messages. These manu-
als/procedures were, however, living documents that were constantly adapted
in the light of new experiences and contexts.
All successful cases had detailed planning from the micro to macro
dimension. They benefited from a realistic assessment of financial resources,
needs, and institutional realities.
Successful cases had good systems for sharing and spreading knowledge.
These helped ensure that different stakeholders knew precisely what their
roles were, and helped provide incentives compatible with roles. No-till
farming and microcredit spread fast by person-to person and community-to-
community contact.
Appropriate incentives for different stakeholders proved important. Man-
agerial incentives were aimed at getting the right outcomes rather than rapid
disbursement. Establishing the right processes took time and effort. Once the
processes were well established, disbursement picked up.
Some projects succeeded because they built on many years of past experi-
ence and utilized institutions already created, in part or full. Best practice from
(continued)
Search WWH ::




Custom Search