The results of this particular workstream (beyond results achieved by individual utility-level FLL projects such as Beira), are that CEC – the team that has designed and so far implemented/co implemented all FLL work – has agreed to actively consider working with organizations and groups other than themselves on models for collaboration that would allow for broad scale-up of FLL interventions. A jointly conducted design process – that involved both CEC and the World Bank as the main sponsor for many FLL interventions, as well as design consultants from Aalborg University and CreativeShifts.org, has resulted in an agreement that in order to adequately respond to the growing (actual and potential) demand a systematic operation would need to be set up, involving coordinated business development, orderly planning and precise targeting, timely provision of training services, quality assurance interventions, and learning from experiences. Most
of all, responding to growing demand will require the ability to deliver FLL workshops to utilities around the world, in multiple countries, cultural contexts and languages, with teams of about 5-10 trained facilitators deployed for 14 days per intervention, followed by backstopping support throughout the implementation process. An operational and business model was developed that will involve CEC as a “knowledge owner”, delivery partner (“Peer Learning Institutions”) and an “Anchor Organization” to handle all back-office functions, coordinate between partners and facilitate leadership decisions.