I want to sustain and implement while exploring different ways of increasing the scale of my work.

Scaling Plan


INSPIRED BY : Ali R., Mulgan G., Halkett R., Sanders B. (2007) In and out of sync: The challenge of growing social innovations. London, Nesta.

Level of Involvement

More complex tool that should ideally be done over a few days. Given the strategic nature of the inputs/outputs, this needs consultations with seniors, peers and ideally needs to be revised after a first pass.

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What is it & why should I do it?


Once a project or pilot has been successfully implemented, the next step is to build upon this success by sustaining and growing it further. Essentially this means extending the reach of your work to a bigger population. There are many ways of scaling up – from replicating the project across geographies, to collaborating with different organisations towards a shared vision, or even expanding upon the problem your work addresses.


Social organisations can face quite a few challenges in scaling up their work: Keeping a clear focus (e.g. strategic spread rather than just sprawling out); negotiating cost structures and revenues (e.g. sustainable income rather than one-off grants or capital); handling effective supply and demand (e.g. demonstrable results, at the right costs, for a receptive audience); leading organisational change (e.g. founders are replaced by managers); choosing the right organisational form (e.g. grow the organisation, partner, merge, take over, license, franchise).


There are several resources that need to be in place for a pilot project to be scaled without compromising the necessary impact it must have. Regardless of how and when you decide to scale, it is key to first build a shared vision for scaling within your organisation. The Scaling Plan aims to stimulate serious dialogue about this with key internal and external stakeholders.

How do I use it?

Scaling Plan-htu

The worksheet helps developing a shared vision on scaling up, while assessing your resources and whether your organisation is ready to take the next step. Based on the assessment of the situation, you can decide your readiness to scale, what aspects need strengthening and what aspects need more work.


The worksheet can be used in a workshop with team members from your organisation, potential donors or even the intended beneficiaries and other stakeholders. It shows five key areas which you should consider to analyse whether your organisation is ready to scale. Use the questions on the worksheet as prompts to have a critical in-depth conversation on what you are certain about and what needs further investigation.


While filling out the worksheet, try to give evidence in the form of factual data, rather than just anecdotes. It often helps to collect some of this evidence in advance of the meeting.


Try to be as open, thorough and self-critical as possible. The more detailed answers you give, the deeper your understanding of the situation will be.


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Latest User Experience

  1. Abdullahi Sh. Abukar

    Somali Human Rights Association(SOHRA)

    User Rating: 5

    The Tool of scaling Plan gear ups the smooth running of the work: in strategically and participatory based negotiating cost of structures and . sustainable developments infinitives


  2. Nqobile Nkiwane

    User Rating: 5

    Clear cut means to build upon success and sustain growth.


  3. Vani Purohit


    User Rating: 4

    It gives an idea how to break each project differently when it comes to scaling. In an organization like us where we work for rehabitation for women in difficulty – relating scaling and sustaining is very thin line, but couple of our projects we can bring in to this.

    Thank you


  4. Shana Greene

    Village Volunteers

    User Rating: 5

    The opportunity to scale for us will mean assisting more people to earn a living and become completely self-sufficient. Scaling will provide horizontal leadership to women who have been disenfranchised and abused. To take out the complication of too many moving parts, we want to empower the workers to have ownership and will provide a strategic approach that is not hierarchal. Replicating and partnering with other NGO’s that work with women in red light districts to provide them with jobs in making sanitary pads is a woman’s domain and they seem to understand that this is their domain where men are not as knowledgeable..
    Everything is replicated however the most important factors will be visionary leadership within a cooperative. This network of partners will use a strategic model that can be adjusted to the location and workforce.