MSI Toolkit

1. Evidence Assessment - an evaluation of the existing proof that supports the proposed solution as a viable and effective way to address the targeted problem.

2. Effectiveness Assessment - an analysis of how well the proposed solution works in solving the targeted problem, based on existing data and results.

3. Evidence Support - the amount and quality of proof that demonstrates the proposed solution is effective and feasible.

4. Evidence Establishment - the process of gathering and presenting proof to confirm that the proposed solution works and can be implemented successfully.

5. Relative Effectiveness Evidence - involves data and findings that compare the intervention's impact and outcomes against other existing approaches or the current standard practices. 

6. Relative Efficiency Evidence - involves data and findings that show the intervention's efficiency in terms of resource use compared to other approaches or the status quo.

7. Policymaker Relative Advantage To Status Quo - policymakers perceive the proposed solution as preferable to the status quo.

8. Practitioner Relative Advantage To Status Quo - practitioners perceive the proposed solution as preferable to the status quo.

9. Beneficiary Relative Advantage To Status Quo - beneficiaries perceive the proposed solution as preferable to the status quo.

10. Policymaker Relative Advantage To Alternative Approach - policymakers perceive the proposed solution as preferable to the alternative approaches.

11. Practitioner Relative Advantage To Alternative Approach - practitioners perceive the proposed solution as preferable to the alternative approaches.

12. Beneficiary Relative Advantage To Alternative Approach - beneficiaries perceive the proposed solution as preferable to the alternative approaches.

13. Feasibility Assessment - a process to determine if a proposed solution can be sustainably delivered at a larger scale, considering practicality and resources needed.

14. Population Adaptations - different or expanded populations.

15. Policy Adaptations - requirements of a larger policy environment.

16. Fidelity  - process of monitoring the adherence to the original design and protocols of an intervention during the scaling process.

17. Simplifiability - the intervention can be simplified without undermining its effectiveness.

18. Cost-Effectiveness Assessment  - evaluates the economic efficiency of an intervention by comparing its costs to its benefits.

19. Comparative Cost-Effectiveness  - involves evaluating an intervention's economic efficiency relative to other approaches.

20. Economies Of Scale  - cost advantages that arise with increased output of an intervention, where costs per unit decrease as scale increases.

21. Diseconomies Of Scale  - cost disadvantages that arise with increased output of an intervention, where costs per unit increase as scale increases.

22. Beneficiaries Significant Problem - a major issue that directly affects the people who will benefit from the proposed solution.

23. Beneficiary Persistent Problem - a long-standing issue that consistently impacts the people who will benefit from the proposed solution.

24. Practitioner Significant Problem - a major issue that directly affects the professionals who implement or work with the proposed solution.

25. Practitioner Persistent Problem - a long-standing issue that consistently impacts the professionals who implement or work with the proposed solution.

26. Geographies - refer to the specific locations or regions where the intervention is to be implemented and scaled.

27. Institutional Conditions - asset or challenge.

28. Political Conditions - asset or challenge.

29. Implementing Support Fit  - degree to which the systems, norms, incentives, and leadership style of the implementing organisation are aligned with the requirements for implementing the intervention at scale.

30. Voluntary Adoption  - process by which private and non-governmental organisations independently choose to implement an intervention without a formal mandate from the government.

31. Need For Intermediary Support - support when the scaling up process requires facilitation, coordination, or support services that the originating or adopting organisations cannot provide on their own.

32. Intermediary Support Identification - involves recognising and selecting suitable intermediary organisations that can provide the necessary support to facilitate the scaling up of an intervention.

33. Networks - refer to the interconnected group of organisations or individuals that can be leveraged to support the scaling and implementation of the intervention.

34. Alliances  - formal or informal partnerships between organisations or individuals working together to achieve common goals in the scaling process.

35. New Partnership Establishment  - refers to creating new collaborative relationships to support the scaling and implementation of an intervention.

36. Existing Change Coalitions - groups or alliances already formed that are working towards change and can support the proposed solution.

37. Potential Change Coalitions - groups or alliances that could be formed in the future to support the proposed solution and foster change.

38. Champions - asset or challenge.

39. Partnerships - asset or challenge.

40. Policy Change  - adoption of new policies or modification of existing ones by the government to support scaling up interventions.

41. Policy-Maker Urgent Problem - an issue that policymakers consider needing immediate attention and resolution.

42. Beneficiary Urgent Problem - an issue that the people who will benefit from the proposed solution see as needing immediate attention and resolution.

43. Fiscal Conditions - asset or challenge.

44. Community Demand - asset or challenge.

45. Market Demand - asset or challenge. 

46. Geographic Coverage - extending to new locations.

47. Breadth Of Services  - the scope of intended scale-up.

48. Depth Of Services  - the scope of intended scale-up.

49. Contextual Relevance - the extent to which the proposed solution is applicable and effective in various relevant situations or environments.

50. Legitimate Solution - a proposed answer to a problem that is recognised as valid and credible by stakeholders.

51. Government Scaling  - party responsible for scaling.

52. NGO Scaling  - party responsible for scaling.

53. Private Sector Scaling  - party responsible for scaling.

54. Combination Scaling  - party responsible for scaling.

55. Incentives - asset or challenge.

56. Organisational Desire - the organisation that developed the intervention or carried out the project has the organisational desire to expand its operations and deliver services on a substantially larger scale.

57. Organisational Capacity - the organisation that developed the intervention or carried out the project has the organisational capacity to expand its operations and deliver services on a substantially larger scale.

58. Implementing Organisation Fit - degree to which the adopting organisation's operational capacity, financial resources, systems, delivery agents, norms, incentives, leadership style, and support among staff align with the requirements for implementing the intervention at scale.

59. Implementing Organisation Motivation  - interest and commitment of the organisation's leadership to scaling up the intervention, including their view on the organisation's capacity to lead and implement the intervention at scale.

60. Vision Of Success - involves defining what successful scaling looks like.

61. Institutional Characteristic Replication  - involves duplicating the key institutional features that contributed to an intervention's success in its original context.

62. Social Context  - encompasses the social structures, relationships, and cultural norms that influence the implementation and scaling of an intervention.

63. Political Context - encompasses the social structures, relationships, and cultural norms that influence the implementation and scaling of an intervention.

64. Cultural Values  - refers to the political environment, including governance structures, political stability, and policy frameworks, that affects the scalability of an intervention.

65. Ethnic Values  - refer to the beliefs and practices that influence and prescribe the behaviour of individuals within a particular society.

66. Religious Values  - encompass the shared beliefs, traditions, and practices specific to a particular ethnic group.

67. Distribution Of Power - pertain to the beliefs and practices associated with a particular religion that influence behaviour and societal norms.

68. Homogeneity  - refers to how authority and influence are allocated among different individuals and groups within a society or organisation.

69. Economic Conditions  - refers to the extent to which a population or environment is uniform in terms of characteristics such as culture, ethnicity, or social norms.

70. Replication  - encompass the state of the economy in terms of factors like employment rates, income levels, and availability of financial resources.

71. Implementation Capacity  - almost always involves significant modifications to the original intervention to suit the various organisational cultures and capacities of the new adopters.

72. Organisational Culture Compatibility  - refers to the ability of an organisation or system to effectively execute and sustain an intervention at scale.

73. Values Compatibility  - refers to the extent to which the adopting organisation's mission, culture, and values align with those necessary for the successful adoption and implementation of an intervention.

74. Relinquishing Control  - refers to the alignment of the core beliefs and principles between organisations or stakeholders involved in the scaling process.

75. Successful Transfer Of Control  - encourage and assist the Originating organisation to relinquish control of the innovation.

76. Necessary Organisational Changes For Scale - involves the originating organisation relinquishing control and making necessary changes for the adopting organisation to take over the intervention.

77. Transfer Process Capacity  - changes made in the organisation expected to implement the intervention at scale structure, staffing or operations of the organisation responsible for the transfer process.

78. Government Delivery  - party responsible for delivery.

79. NGO Delivery  - party responsible for delivery.

80. Private Sector Delivery - party responsible for delivery.

81. Combination Delivery - party responsible for delivery.

82. Replication Funding  - involves securing the financial resources necessary to support the duplication and scaling of an intervention.

83. Funding Responsible Organisations  - refers to an organisation responsible for funding the transition to scale and for financing ongoing service delivery.

84. Funding Responsible Organisational Units - refers to an organisational units responsible for funding the transition to scale and for financing ongoing service delivery.

85. Funding Responsible Individuals - entails providing financial resources to specific persons accountable for managing and implementing the intervention.

86. Financial Resources  - monetary assets required to support the scaling and implementation of an intervention.

87. Resource Availability  - involves ensuring that the necessary human, institutional, and financial resources are accessible for the scaling process.

88. Implementation Budgets - refer to the financial plans that allocate resources for the various activities involved in scaling the intervention.

89. Transition Funding  - money needed to support the move to scaling an innovation.

90. Financing Ongoing Service Delivery  - money needed to support the sustainability of scaling an innovation.

91. Initial Funding - the initial financial support or resources provided to kickstart the implementation of the proposed solution.

92. Additional Resource Mobilisation - the process of gathering or acquiring extra financial, material or human capacity beyond the initial funding to sustain and expand the implementation of the proposed solution.

93. Breadth Of Coverage - extending to more people in currently served categories and localities.

94. Depth Of Services - extending additional services to current clients.

95. Support Opportunities - chances to gain backing or assistance for the proposed solution from stakeholders or interested parties.

96. Institutional Resources  - physical infrastructure, such as buildings and equipment, as well as intangible assets like organisational culture, policies, procedures, and expertise.

97. Available Additional Human Resources - extra personnel or workforce that can be accessed or recruited to support the implementation of the proposed solution.

98. Available Additional Institutional Resources - additional assets, such as infrastructure, equipment, or facilities, that can be utilised to support the implementation of the proposed solution.

99. Leadership Buy-In - commitment and support from top leaders and decision-makers within an organisation for the intervention.

100. Impactful Spokespersons  - individuals who can effectively advocate for the intervention, leveraging their credibility and influence.

101. Impactful Conveners  - individuals or organisations that can bring together key stakeholders to support and advance the intervention.

102. Staff Buy-In  - refers to the support and commitment from employees at all levels within an organisation for the implementation of the intervention.

103. Practitioner Acceptance - the degree to which professionals and those implementing the solution approve and support its use.

104. Academic Acceptance - the extent to which scholars and researchers recognise and endorse the proposed solution based on evidence and research findings.

105. Beneficiary Acceptance - the level of approval and support for the proposed solution among those who will directly benefit from its implementation.

106. Client Type - extending to new categories of clients.

107. Stakeholder Perception Of Need - refers to the extent to which relevant stakeholders recognise and agree on the necessity of the intervention.

108. Potential Partners Perception Of Need  - refers to the extent to which organisations that might adopt or support the intervention recognise the necessity and value of the intervention.

109. Intended Beneficiaries Perceived Need - refers to the issue or challenge that the intervention aims to address.

110. Problem - refers to the extent to which the target population for an intervention recognises its necessity and potential benefit.

111. Need - refers to the necessity or demand for the intervention to address a specific problem or gap.

112. Audience - refers to the target group or population that the intervention is designed to benefit or impact. 

113. Client Type  - the scope of intended scale-up.

114. Expected Benefits  - refer to the anticipated positive outcomes and advantages of implementing the intervention at scale.

115. Human Resources  - refer to the personnel needed to support the scaling and implementation of an intervention, including their skills and capacities.

116. Adaptation Approach - refers to the strategies and methods used to modify the intervention to suit different or expanded populations and policy environments.

117. Coordination Mechanisms - processes and structures put in place to ensure that all stakeholders work together effectively and efficiently during the scaling process.

118. Mutual Accountability  - involves establishing processes where all parties involved in the scaling effort are held accountable for their roles and contributions.

119. Conflict Resolution  - refers to the methods and processes used to address and resolve disputes and disagreements that arise during the scaling process.

120. Pilot Organisational Factors - elements related to the characteristics and capacities of the organisation that developed and piloted the intervention. These factors include the organisation's vision and mission, values and culture, management and decision-making style, governance structure, staffing, funding, human resources, and core competencies.

121. Pilot Process Factors - critical structural, institutional, cultural/social, and individual elements that contributed to the success of a pilot intervention and must be considered for scaling.

122. Pilot Technical Factors - elements related to the technology, tools, methodologies, and technical processes utilised in the pilot intervention. These include the specific technical requirements, resources, and procedures that were critical to the success of the pilot and need to be replicated or adapted for scaling.

123. Problem Definition - extending current methods to new problems.

124. Core Components - ensuring that interventions can be delivered and sustained at scale requires a realistic assessment of the prospects and parameters for scaling, the changes needed to implement the intervention at scale, and the challenges that stand in the way.

125. Implementation Action Plans  - detailed plans outlining the steps and activities required to carry out the scaling of the intervention.

126. Actions  - refer to the specific steps or activities planned to achieve the objectives of scaling the intervention.

127. Timetables - schedules outlining when each step or activity in the scaling process will take place.

128. Roles - define the specific responsibilities and functions of individuals or organisations involved in the scaling process.

129. Responsibilities  - refer to the duties and obligations assigned to individuals or groups to ensure the successful implementation.

130. Resources  - encompass the financial, human, and material assets needed to support the scaling of an intervention.

131. Implementation Responsible Organisations  - refers to organisation responsible for taking the intervention to scale, delivering it at scale.

132. Implementation Responsible Organisational Units - refer to specific departments or units within organisations that are tasked with carrying out the intervention to scale, delivering it at scale.

133. Implementation Responsible Individuals - specific persons who are tasked with executing and managing the intervention.

134. Ease Of Mobilisation  - refers to how quickly and effectively resources, stakeholders, and support can be gathered to advance the scaling of the intervention.

135. Ease Of organisation  - involves how efficiently and effectively stakeholders and resources can be coordinated and structured to support the intervention.

136. Responsibility Allocation  - involves assigning specific duties and tasks to individuals or organisations to ensure the effective implementation of the scaling plan.

137. Result - refers to the expected outcome or impact of the intervention once it is implemented at scale.

138. Scaling Phases  - the distinct stages involved in expanding an intervention from a smaller or pilot implementation to a broader, more widespread application.

139. Scaling Timelines - the specific schedule and sequence of events planned for expanding an intervention from its initial implementation to a broader, sustained application.

140. Organisational Implementation Capacity - current or future capacity

141. Implementer Implementation Capacity - current or future capacity.

142. Outputs - tangible results or products produced by the implementation of the proposed solution.

143. Intermediate Outcomes - the initial or intermediate changes or impacts observed as a result of implementing the proposed solution, which contribute to achieving the ultimate goals.

144. Scaling Timetable - a schedule or plan outlining the key targets, benchmarks, and intended timeline for expanding and scaling up the implementation of the proposed solution to reach a larger scale over time.

145. Monitoring Actions - specific tasks or activities carried out to observe, assess, and track the progress and performance of the proposed solution's implementation.

146. Monitoring Resources - the tools, equipment, personnel, or other assets allocated or utilised to conduct monitoring activities effectively.

147. Scaling Progress Monitoring - the ongoing assessment and tracking of the advancement and expansion of the proposed solution towards reaching a larger scale.

148. Reflection On Actions - a process of reviewing and analysing the actions taken during the implementation of the proposed solution, identifying successes, challenges, and areas for improvement.

149. Reflection On Resources - a process of evaluating and assessing the adequacy, efficiency, and effectiveness of the resources allocated or utilised during the implementation of the proposed solution.

150. Scaling Progress Reflections - deliberate reviews and analyses of the progress made in scaling up the implementation of the proposed solution, identifying achievements, setbacks, and opportunities for adjustment.

151. Assumptions Monitoring - observing and evaluating the validity and accuracy of the assumptions made about the proposed solution's implementation and its expected outcomes.

152. Assumptions Reflections - thoughtful consideration and analysis of the assumptions underlying the proposed solution, reflecting on whether they hold true or need adjustment based on observed outcomes.

153. Plans Monitoring - tracking and assessing the implementation of the planned activities and strategies outlined to achieve the goals of the proposed solution.

154. Plans Reflection - engaging in critical examination and review of the plans developed for the implementation of the proposed solution, identifying strengths, weaknesses, and areas for refinement or adaptation.

155. Monitoring Activities Time Table - a schedule or plan outlining when monitoring activities will be conducted to track progress, assess performance, and gather data related to the implementation of the proposed solution.

156. Monitoring Activities Responsible Person - the individual or team designated to oversee and carry out the monitoring activities, ensuring that they are conducted effectively and according to the established timetable.

157. Coverage - the extent to which the proposed solution reaches and benefits the target population or areas.

158. Reflection Activities Time Table - a schedule or plan outlining when reflection activities will be conducted to review and analyse the results, assumptions, and plans related to the scaling progress of the proposed solution.

159. Reflection Activities Responsible Person - the individual or team responsible for facilitating and leading reflection activities, ensuring that lessons learned are captured, insights are shared, and adjustments are made as needed to support the scaling process effectively.

160. Intervention Documentation  - involves recording all aspects of the intervention, including processes, methodologies, and outcomes, to provide a comprehensive reference for scalability.

161. Additional Information Needs - involve identifying and acquiring any extra data required to support planning and address stakeholder concerns.

162. Additional Documentation Needs - refer to the specific records or documents required to support the planning and implementation of scaling an intervention.

163. Summary Of Need - involves providing a concise description of why scaling the intervention is necessary.

164. Summary Of Vision  - outlines the desired future state or goal of scaling up the intervention.

165. Summary Of Evidence  - includes the relevant data and findings that support the effectiveness and feasibility of scaling the intervention.

166. Persuasion Of Necessity   - involves convincing stakeholders that the intervention is essential to address a critical issue or need.

167. Persuasion Of Desirability   - entails convincing stakeholders that the intervention is not only necessary but also desirable and beneficial.

168. Persuasion Of Success - involves demonstrating and convincing stakeholders that the solution represents a feasible and effective approach to solving the targeted problem.

169. Persuasion Cost-Effectiveness - involves demonstrating that the intervention is economically efficient than other approaches, offering the best value for the resources invested.

170. Persuasion Of Feasibility - involves convincing stakeholders that the intervention can be realistically implemented and sustained.

171. Impactful Messages  - communications that effectively convey the importance and benefits of the intervention to stakeholders.

172. Impactful Methods - strategies and techniques that effectively promote the intervention and engage stakeholders.

173. Persuasive Arguments  - arguments presented to convince stakeholders of the value and necessity of the intervention.

174. Persuasive Appeals  - value-based statements aimed at convincing stakeholders by aligning the intervention with their beliefs or interests.

175. Persuasive Advocacy Strategies - methods and approaches designed to influence stakeholders and gain their support for the intervention.

176. Documentation  - procedures for recording the progress, lessons learned and impact of the scaling up effort.

177. Feedback Dissemination  - mechanisms to effectively ensure that information is fed back to key stakeholders and the broader public and used to make necessary course correction.

178. Evaluations - systematic assessments of the proposed solution to determine its impact, applicability, and acceptance in relevant contexts.

179. Studies - research investigations that provide data and insights on the proposed solution's performance, context, and outcomes.

180. Impact Research - studies focused on measuring the effects and long-term outcomes of the proposed solution on the targeted problem.

What evidence about your innovation have you assessed?

What is the evidence for your innovation's effectiveness?

How does evidence support your innovation?

What do you do to collect evidence that supports your innovation?

What evidence demonstrates that your innovation is more effective than other similar innovations?

What evidence demonstrates that your innovation is more efficient than other similar innovations?

How do policy makers view your innovation compared to the current situation?

How do practitioners view your innovation compared to the current situation?

How do beneficiaries view your innovation compared to the current situation?

How do policy makers view your innovation compared to other similar innovations?

How do practitioners view your innovation compared to other similar innovations?

How do beneficiaries view your innovation compared to other similar innovations?

What is the evidence for your innovation's feasibility

What is the most challenging adaptation that needs to be made for different populations?

What is the most challenging policy adaptation that needs to be made?

When you take this innovation to more people, do you need to replicate all the elements again?

What are the core parts of your program? What can't you live without? 

How much does your intervention cost per child and per programme? how does this compare to other similar interventions? ?

how do funders and governments percieve these costs

Do you see your cost per child and cost per programme being lower as you scale-up your intervention? if so tell us why?

Do you see your cost per child and cost per programme being higher as you scale-up your intervention? if so tell us why?

What is the perceived significant problem that beneficiaries of the innovation have?

What is the persistent significant problem that beneficiaries of the innovation have?

What is the perceived significant problem that practitioners of the innovation have?

What is the persistent significant problem that practitioners of the innovation have?

To where do you want to scale your innovation?

What are the institutional conditions that support scale of your innovation?

What are the political conditions that support scale of your innovation?

Who would be the right actors to support scaling?

Can a teacher just decide to implement your innovation?

Do you need support to facilitate scaling-up?

What kinds of organisations could facilitate your scaling-up? 

How can networks be used to advocate for the innovation?

How can alliances be used to advocate for the innovation?

What new partnerships need to be established?

How will your innovation use existing coalitions to foster change?

How will your innovation use potential coalitions to foster change?

Who are your innovation's champions?

What existing partnerships are significant?

Is the purpose of scaling your innovation to influence policy change?

What is the perceived urgent problem that policy-makers have that the innovation will address?

What is the perceived urgent problem that beneficiaries have that the innovation addresses?

What are the financial conditions supporting scale of your innovation?

What is the community demand for scaling your innovation?

What is the market demand for scaling your innovation?

Are you trying your program out in new locations? 

How widely do you want to scale the services of your innovation?

How deeply do you want to scale the services of your innovation?

In what way does the innovation demonstrate contextual relevance?

How can you present opportunities to beneficiaries, practitioners, and policymakers to legitimise your innovation?

To what extent will governmental entities be invovled in scaling your innovation?

To what extent will NGOs be involved in the scaling of your innovation?

To what extent will the private sector be involved in the scaling of your innovation?

What combination of actors will be responsible for scaling your innovation?

What are incentives to scaling your innovation?

Is your organisation motivated to take this to a larger scale? 

Does your organisation have the capacity to take this to scale?

Who would be the right organisation take this to scale? 

Who would be motivated to take this to scale?

What would scaling up look like if it were successful?

Are there environmental features that have been important for scale that are easily replicated in new context into which you want to scale?

Is there something specific about the social context that would be needed to enable the innovation to be replicated successfully elsewhere?

Is there anything specific about the political context that would be needed to enable the innovation to be replicated successfully elsewhere?

Are there any specific socio-cultural values (eg. cultural norms, ethinic or relgious values) in the setting in which the innovation is taking place that would be needed to enable the innovation to be replicated successfully elsewhere?

Are there any specific socio-cultural values (eg. cultural norms, ethinic or relgious values) in the setting in which the innovation is taking place that would be needed to enable the innovation to be replicated successfully elsewhere?

Are there any specific socio-cultural values (eg. cultural norms, ethinic or relgious values) in the setting in which the innovation is taking place that would be needed to enable the innovation to be replicated successfully elsewhere?

Is there something specific about the way the education system functions and how power is distributed that enables the innovation and would be needed to replicate it successfully? Eg. this could be how much agency teachers/school leaders have to try new innovations 

How homogenous society is?? not sure about this one

Do the economic conditions of the context play an important role in ensuring the success of the innovation? Are these conditions needed in order to replicate the innovation?

Is there sufficient capacity in the organisation to replicate the innovation? If not, are they able to develop their capacity?

Is there sufficient capacity in the organisation to implement the innovation? If not, are they able to develop their capacity?

Is the organisation culture of the doers at scale aligned to implement this at scale?

Are the mission and values of the doers at scale aligned to implement this at scale?

What will make the transition easier for the organisataion that developed the innovation to give control to the adopting org?

What needs to be done to transfer implementation to the doer(s) at scale?

What organisational changes are needed for the doer at scale to implement this intervention?

Who is responsible for transfering this to the doer at scale? What capacity do they need to do this?

To what extent will government entities be involved in the delivery of your innovation?

To what extent will NGOs be involved in the delivery of your innovation?

To what extent with the private sector be invovled in delivering your innovation?

What combination of actors will be responsible for delivering your innovation?

Is there funding available to pay for this at scale?

Which oganizations decide on funding?

Which units within that oganization decide on funding?

Which people decide on funding? 

What financial resources are needed for scaling?

What resources are available for scaling?

Is there a budget for scale up?

Which actor(s) will have the responsibility for funding transition to scale?

Which actor(s) will have the responsibility for financing ongoing delivery of your innovation?

To what extent can initial funding support scaling your innovation?

How will you secure sustainable funding for scaling?

Are you trying your program out with more people in the places you are already working? 

Are you adding new elements to your program? 

How can you present opportunities to beneficiaries, practitioners, and policymakers to support your innovation?

What institutional resources are needed for scaling?

What are the additional available human resources for supporting scaling?

What are the additional available institutional resources for supporting scaling?

How can leadership be convinced to support implementation?

Which spokesperson/people will be most effective in reaching your innovation's audience?

Which conveners will have the biggest impact on pursuading others to use your innovation?

How can staff be convinced to participate in implementation?

How is the innovation accepted by its practitioners?

How is the innovation accepted by academics?

How is the innovation accepted by its beneficiaries?

Are you spreading your program to reach different groups?

Have you asked others if they see the need for this program? 

Have you asked potential partners if they see the need for this program? 

Have you asked students if they see the need for this program?

What is the problem being solved by scaling your innovation?

What is the need addressed by scaling your innovation?

Who is the intended audience for your innovation?

To which types of clients do you want to scale your innovation?

What do you expect the benefits of scaling to be?

What additional staff do you need to go to scale? 

What is the approach you take towards adapting your innovation to different contexts?

What methods do you use to coordinate scaling up?

How will you establish mutual accountability between responsible actors during the scaling up effort?

How will you resolve conflicts that occur during the scaling up process?

What factors were critical to the success of the pilot? 

What factors were critical to the success of the pilot? 

What factors were critical to the success of the pilot? 

Are you using your programme in new ways?

What exactly are you scaling?

Is there an action plan for scale up?

Does your plan have clear actions?

Does your plan have a clear timetable?

What roles have you clearly defined?

What responsibilities have you clearly defined?

What resources have you clearly defined?

What organisations are responsible for implementation? 

What units within an organisations are responsible for implementation? 

Who are the specific people responsible for implementation? 

How can the networks/alliances be mobilised most easily?

How can the networks/alliances be organised most easily?

What responsibilities have been assigned in the scaling up coordination?

What is the expected result of scaling your innovation?

What are the phases of scaling your innovation?

What are the timelines for scaling your innovation?

What is your organisation's capacity for impementation?

What is the implementer's capacity for implementation?

How will you measure the reach of your innovation?

What are the output benchmarks for scaling?

What are the intermediate outcomes for scaling?

What is the timetable for scaling your innovation?

How will you observe the progress of your innovation's performance?

What do you need to help you observe the progress of your innovation's performance?

What steps can we take to track how well our project is growing?

How will you review the process of observing your innovation's performance?

What do you need to help you review the observation process?

How do you think our project is growing so far?

What assumptions are we making about our project's success?

Have any of our assumptions about the project turned out to be wrong?

How do we ensure that we are following our plan correctly?

How well do you think our current plan is working?

What is the timetable for monitoring activities?

Who is responsible for monitoring activities

What is the timetable for reflection activities?

Who is responsible for reflection activities?

Have you documented the value of your intervention and how it works somewhere? how and where?

Do you have information about your intervention to address any concerns from stakeholders?

Do you have documentation about your intervention to address any concerns from stakeholders?

Does your plan summarise the need for scaling your intervention?

Does your plan summarise the vision for scaling your intervention?

Does your plan summarise the evidence for scaling your intervention?

What more can be done to persuade decision-makers, funders and opinion leaders that your innovation is necessary?

What more can be done to persuade decision-makers, funders and opinion leaders that your innovation is desirable?

What more can be done to persuade decision-makers, funders and opinion leaders  that your innovation can be or is successful?

What more can be done to persuade decision-makers, funders and opinion leaders  that your innovation can be or is cost-effective?

What more can be done to persuade decision-makers, funders and opinion leaders  that your innovation can be or is feasible?

Which messages will have the biggest impact on pursuading others to use your innovation?

Which communication methods will have the biggest impact on convincing people to use your innovation?

What arguments pursuade decision-makers to implement your innovation?

What appeals pursuade decision-makers to implement your innovation?

What advocacy strategies pursuade decision-makers to implement your innovation?

What documentation procedures are in place during the scaling up effort?

How will you let stakeholders know about feedback received?

Which evaluative tools do you use to collect evidence?

What studies have been done about your innovation?

What impact research about your innovation exists?