Purdue Scale-Up Conference USAIDs Toolkit for Assessing Scalability: - - PowerPoint PPT Presentation

Purdue Scale-Up Conference

USAID’s Toolkit for Assessing Scalability: Lessons from Development & Application

Scaling Up to Reach Millions!

Presentation by Richard Kohl & Mark Huisenga September 26, 2018

Ag Scalability Assessment Toolkit Background

• Scaling case study series:

– Zambia hybrid maize – Senegal irrigated rice – Kenya Purdue Improved Crop Storage bags – Bangladesh ag equipment – Uganda Kuroiler improved chicken breed

• Early Generation Seed Studies (11 countries,

15 crops) on commercialization pathways

• ASAT trials of 5 Innovation Lab technologies

Ag Scalability Assessment Tool

Scaling Categories Number of Criteria in this Category Section Score A. The innovation addresses issues important to Development Objectives, National and Local policy priorities, and the needs of Potential Adopters 4 0.0% B. The innovation is credible to Key Leaders and Institutions in target systems 6 0.0% C. The innovation is relatively easy for target populations to adopt 5 0.0% D. There is a strong business case for potential users of the innovation 10 0.0% E. There is a strong business case for benefiting the market system and institutions 7 0.0% F. The needed public sector enabling environment is in place 7 0.0% A-F GRAND TOTAL 39 100.0%

Scaling Up Is Harder (Score = 1) Neutral Factor (Score = 2) Scaling Up Is Easier (Score = 3) C.5 Requires initial large scale and investment of over $200 Can be tried by potential adopters at small scale (under a hectare) with significant investment ($25-200) Can be tried by potential adopters at (very) small scale (e.g. a few hundred square meters) with minimal initial investment (under $25)

• D. 10 The innovation must be renewed or

purchased every season or at least annually The innovation lasts 1-3 years after which it must be repurchased or refurbished The innovation lasts for more than 3 years

Scoring Factor Examples

Assessment Finding Samples

Rift Valley Fever Vaccine Moisture Meter

88.9% 55.6% 90.0% 63.3% 83.3% 78.6% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% Addresses Important Issues Innovation is Credible Easy to Adopt Business Case for Adopters Market Systems Public Sector Environment

Agriculture Scaling Assessment by Factor Category

0.0% 20.0% 40.0% 60.0% 80.0% 100.0% Addresses important issues Innovation is credible Easy to adopt User business case Market systems in place Enabling environment

Agriculture Scaling Assessment by Factor Category

Draft Common Good A good that cannot be excluded, but cannot be used or accessed simultaneously by multiple consumers (e.g., range land, open-pollinated variety) Private Good A good that can be excluded and cannot be used or accessed simultaneously by multiple consumers (e.g., food, fertilizer) Public Good A good that cannot be excluded and can be accessed simultaneously by multiple consumers (e.g. road, public radio) Club Good A good that can be excluded, but can be used or accessed simultaneously by multiple consumers until congestion

• ccurs (e.g., irrigation system, warehouse)

1 2 3 4 Private Sector Dominant Public-Private Collaboration Niche Private Sector Public Sector Dominant Su Supply Pu Push Dema mand Pu Pull

Scaling framework potential delivery pathways Scaling pathways depend on economic characteristics of a good or

• service. Public sector investment can enable or crowd out scaling of

private goods.

EXCLUDABILITY

Potential for ‘pay to consume’ indicating marginal economic value

RIVALRY

Potential for competition in relation to marginal demand

Uncertain market demand Costly / complex production

COMMERCIAL SECTOR (Strong Business Case for Adopter) PUBLIC SECTOR (Conditional or Weak Business Case for Adopter)

YES NO

Is there a Business Case for Commercial Upstream Production & Distribution? Can the Public Sector Meet Upstream Production & Distribution Needs? Are direct Public Sector Subsidies for Producers Possible? Manufacturers? Bundling or as a Service?

NO NO NO NO

Does the Public Sector have Motivation & Incentives to Drive Scaling? Does the Commercial Sector have Incentives to Drive Scaling?

NO

With Donor Support and/or Capacity Building?

YES NO

Is Public or Donor Support Feasible & Sufficient to Change the Business Case?

YES NO

Does the Public Sector have Capability & Resources to Provide Training & Tech Support? Is there a Business Case for the Commercial Sector to Provide Training & Tech Support? Is there a Business Case for the Commercial Sector to Create Demand? Does the Public Sector have Capability & Resources to Create Demand?

NO

Does Bundling or Converting to a Service Change the Business Case?

NO YES YES YES YES YES

PRIVATE Sector Pathway Plausible NO VIABLE PATHWAYS for Scaling PUBLIC Sector Pathway Plausible

YES

Is there a Business Case for the Adopter (Producer/ Service Provider)?

YES YES YES

PUBLIC-PRIVATE Sector PATHWAY Plausible NO

YES YES YES NO YES *If yes, return to beginning and analyze innovation package.

Scalability Decision Tree

7

• 1. Binding and possible constraints
• 2. Special issues (not among criteria)
• 3. Recommended pathways
• 4. High-level scaling strategy
• 5. Current status and to-be-done

Missing Information

OUTCOMES & DASHBOARD

Additional Resources

Early Generation Seed Studies

• https://www.agrilinks.org/events/strengthening-early-generation-

seed-systems-africa-and-beyond

• https://www.africaleadftf.org/2016/09/05/early-generation-seed-

studies-rwanda-zambia-kenya-nigeria/ Scaling Ag Case Studies (synopsis)

• https://www.agrilinks.org/library/synthesis-report-review-

successful-scaling-agricultural-technologies Partnering for Innovation Reports

• Success Factors for Commercializing Agricultural Research: Geared

towards researchers and donors.

• Companion Guide for the Private Sector: Geared towards private

sector businesses of all sizes.

• Companion Guide for Project Managers: Geared towards

managers of projects that involve commercialization of publicly- funded research.