Embedded Files
Implementing and delivering the innovation is in line with the overarching commitment, purpose, or goals in the Inner Setting
Common Domain: The Inner setting
Transversal Domain: Scale Readiness & Tipping Point
Ask yourself...
How does the innovation fit the mission of the implementation environment? (CFIR)
Is your organisation motivated to take this to a larger scale? (MSI)
Does your organisation have the capacity to take this to scale? (MSI)
Who would be the right organisation take this to scale? (MSI)
What would scaling up look like if it were successful? (MSI)
Are there environmental features that have been important for scale that are easily replicated in new contexts into which you want to scale? (MSI)
Is there something specific about the social context that would be needed to enable the innovation to be replicated successfully elsewhere? (MSI)
Is there anything specific about the political context that would be needed to enable the innovation to be replicated successfully elsewhere? (MSI)
Are there any specific socio-cultural values (eg. cultural norms, ethnic or religious values) in the setting in which the innovation is taking place that would be needed to enable the innovation to be replicated successfully elsewhere? (MSI)
Are there any specific socio-cultural values (eg. cultural norms, ethnic or religious values) in the setting in which the innovation is taking place that would be needed to enable the innovation to be replicated successfully elsewhere? (MSI)
Are there any specific socio-cultural values (eg. cultural norms, ethnic 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? (MSI)
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?(MSI)
How homogenous is the context in which your innovation operates?(MSI)
How important a role does the economic condition of your context play in the success of the innovation?(MSI)
Is there sufficient capacity in the organisation to replicate the innovation?(MSI)
Is there sufficient capacity in the organisation to implement the innovation?(MSI)
Is the organisation culture of the doers at scale aligned to implement this at scale?(MSI)
Are the mission and values of the doers at scale aligned to implement this at scale?(MSI)
What will make the transition easier for the organisation that developed the innovation to give control to the adopting org?(MSI)
What needs to be done to transfer implementation to the doer(s) at scale?(MSI)
What organisational changes are needed for the doer at scale to implement this intervention?(MSI)
Who is responsible for transferring this to the doer at scale? What capacity do they need to do this?(MSI)
To what extent will government entities be involved in the delivery of your innovation?(MSI)
To what extent will NGOs be involved in the delivery of your innovation?(MSI)
To what extent with the private sector be invovled in delivering your innovation?(MSI)
What combination of actors will be responsible for delivering your innovation?(MSI)
How many decision makers need to be involved in agreeing to the adoption of your innovation?(VVOB)
How much experience do the adopting and intermediary orgs have in scaling similar interventions?(VVOB)
What is the plan for making this idea bigger with the Ministry of Education?(Brookings)
How long can your innovation continue to make the impacts that it is making? (IDRC)
Who are the different stakeholders in your business model? (DVF)
What is the main goal you want this project to achieve? (IDIA)
How can we work together to create a vision for scaling up this project?(IDIA)
What are your main ideas for making your project bigger and better? (WHO)
How can we make sure everyone on the team is focussed on the same goals? (Schools2030)
See also
Terms
Enabling Environments - Mission Alignment
organisational desire
organisational capacity
implementing organisation fit
implementing organisation motivation
vision of success
insitutional characteristic replication
social context
political context
cultural values
ethnic values
religious values
distribution of power
homogeneity
economic conditions
replication
implementation capactiy
organizational culture compatability
values compatability
relinquishing control
successful transfer of control
necessary organisational changes for scale
transfer process capacity
government delivery
NGO delivery
private sector delivery
combination delivery
visibility
decision maker involvement
experience scaling
Standards
Vision
Sustainability
Sustainability
Vision of desired development impact
Vision for achieving desired impact at scale
Co-create vision of scale
Finalizing Strategy
organizational value
organizational principles
alignment
Definitions
Implementing and delivering the innovation is in line with the overarching commitment, purpose, or goals in the Inner Setting
The organization 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
The organization 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
degree to which the adopting organization'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.
interest and commitment of the organization's leadership to scaling up the intervention, including their view on the organization's capacity to lead and implement the intervention at scale.
involves defining what successful scaling looks like
involves duplicating the key institutional features that contributed to an intervention's success in its original context.
encompasses the social structures, relationships, and cultural norms that influence the implementation and scaling of an intervention.
refers to the political environment, including governance structures, political stability, and policy frameworks, that affects the scalability of an intervention.
refer to the beliefs and practices that influence and prescribe the behavior of individuals within a particular society.
encompass the shared beliefs, traditions, and practices specific to a particular ethnic group.
pertain to the beliefs and practices associated with a particular religion that influence behavior and societal norms.
refers to how authority and influence are allocated among different individuals and groups within a society or organization.
refers to the extent to which a population or environment is uniform in terms of characteristics such as culture, ethnicity, or social norms.
encompass the state of the economy in terms of factors like employment rates, income levels, and availability of financial resources.
almost always involves significant modifications to the original intervention to suit the various organizational cultures and capacities of the new adopters.
refers to the ability of an organization or system to effectively execute and sustain an intervention at scale.
refers to the extent to which the adopting organization's mission, culture, and values align with those necessary for the successful adoption and implementation of an intervention.
refers to the alignment of the core beliefs and principles between organizations or stakeholders involved in the scaling process.
encourage and assist the Originating Organization to relinquish control of the innovation
involves the originating organization relinquishing control and making necessary changes for the adopting organization to take over the intervention.
changes made in the organization expected to implement the intervention at scale
structure, staffing or operations of the organisation responsible for the transfer process
party responsble for delivery
party responsble for delivery
party responsble for delivery
party responsble for delivery
The extent to which the impact of an educational initiative is noticeable and recognizable
The participation of key decision-makers in the process of agreeing to adopt and implement an initiative.
The prior experience of the adopting and intermediary organizations in scaling similar interventions
The official benchmarks set by the MoE that define the expected educational outcomes and practices
The strategic long-term goal or aspiration for the initiative
How long impacts last, which may include the duration of impacts experienced by people, places, or things; the length of time over which an effort to create impact can be continued; and the period in which countervailing forces (resistance to antibiotics, market forces, and social norms) have yet to render an innovation ineffective.
Clear business and revenue model. Determine payers, doers and buyers at scale
The ultimate long-term changes and benefits that an initiative aims to achieve within a community or sector.
A strategic plan outlining how to expand a successful intervention to reach a larger population or region.
Working collaboratively with stakeholders to define the scope and approach to scaling.
Creating environments where experimentation and failure are accepted as part of the innovation process.
the principles and standards that guide the behavior and decisions of an organization
the foundational beliefs and rules that underpin an organization's operations and strategies
ensuring all team members and stakeholders are in agreement and working towards the same goals
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