1. Scaling up in development
cooperation
GIZ experiences
by
Frauke Neumann-Silkow,
Senior Policy Advisor
IFAD – Joint Learning and Partnership Building Events
October, 26th 2011
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2. GIZ internal processes
Phase I (2010)
 Analysis of best practices
 Product: Practical Guidelines
 Screening of planning and evaluation processes and
integration of „scaling-up“ in guiding documents
 Communication, awareness raising & qualification
Phase II (2011/2012)
 Strategic evaluation of projects with regard to scaling-up:
 To improve effectiveness, impact and quality of our
approaches and instruments
To further develop strategies and policies
 To strengthen GIZ profile on scaling up
 Learning events
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3. Increasing scale  more outreach + impact
Macro-Level
Policy development
vertical
Micro – Level
Pilot projects horizontal
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4. Lessons learned: success factors (1)
 THINK BIG: the vision of scaling up as an integral part of
programme planning
 A long-term vision and a scaling up road map will facilitate the early
identification of risks and opportunities.
 Ownership and involvement of key stakeholders
 Strong support and ownership of national decision makers and
influential persons/organisations is a major condition for success
 Multi-level approach
 Projects should work on several levels to facilitate the interplay
between pilot projects and policy development
 Good evaluation of pilot projects‘ results
 Only if projects bring about a genuine and visible contribution to
resolving the problem, there is a chance that they will be rolled out
swiftly.
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5. Lessons learned: success factors (2)
 Standards and manuals
 Guidelines and standards ensure the quality of scaling-up
processes.
 Effective scaling up structures and incentive mechanisms
 Change processes must be scaled up by professional institutions.
Incentive mechanisms are needed that go beyond traditional
regulatory systems ( financial and commercial incentives,
competitions etc.)
 Communication and networking
 Communication, awareness programmes and networking are key to
informing, convincing and involving major stakeholders.
 Generous timescale and budget
 Scaling up demands a long-term financing concept and patience on
both the partner and the donor side. Appropriate financing
strategies should be drawn up at an early stage.
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6. Owner- Financing
ship mechanism &
develop- institutional
Vision ment structures
1,6 Mio. poor Networking:
• Integration in policy documents donors,
people in • Establishment of Water Services
urban slums NGO,
Trust Fund decision
get access to
clean drinking makers
water
dialogue
Multi-
level
approach
Result after 4 years:
675.000 people have
new access to water
Development and evaluation of
Pilot the pilot concept „Water Kiosk“
project (technical and management
concept)
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7. Pro Poor Approach in the Kenyan water sector
Donors, Water
GoK Services
Trust ADVISE & MONEY
Fund
MONEY
Water
Services
Providers
CONTROL
IMPLEMENTATION
Water
kiosk
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8. Extras
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9. 2007: BMZ-Project (3 m)
Management of Natural
Resources in the Coastal Zone
of Soc Trang Province
Pilot-project
2008: BMZ/AusAid-Project (5 m)
First step towards horizontal
scaling-up by expanding the pilot
project to a second province with a
second donor.
2010: BMU-Project (3.5 m)
Adaptation to climate change by
promoting the biodiversity in
province Bac Lieu
Horizontal scaling-up together
Mekong Delta
with a diversification of the
Source: Wikimedia Commons contracting bodies
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10. Rural development
2010: Climate Change and Coastal
Ecosystems Program
• BMZ/AusAid Cooperation: 21.6 m
• Horizontal and vertical scaling-up
• Multi-level approach
 Combination of experiences from
the current decentralized projects
 Support of the creation of a
coherent national policy and procedure
for the management of coastal
ecosystems
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