institutionalizing ie in the mcc franck wiebe chief economist, mcc [email protected] april 2, 2009
TRANSCRIPT
MCC was created 5 years ago and modeled on generally accepted “best practices” in aid
Growth matters for poverty alleviation Policies matter … Country ownership matters … Results matter …
MCC has a public-private Board of Directors:
Chaired by Secretary of State Includes four from private/nonprofit sector Staff of 250-300
MCC has signed 18 country programs (more than $6 billion) and about 20 Threshold Programs
MCC Background Information
MCC’s Framework for Results(available online at www.mcc.gov)
Cost-Benefit Analysis Pre-decision estimate of expected impact Monetary benefits makes possible comparison across sectors 90% of funded activities in first 16 have formal quantitative model
Monitoring and Evaluation Baseline surveys Implementation performance against expectations, during and after Independent completion review of every program, every activity
Rigorous Impact Evaluations (with formal counterfactual) Strategy based on feasibility, need, and learning potential Designed and contracted before implementation begins International IE expertise, local collaboration → capacity building 47% of activities, 58% of funds under independent IE
Critical Institutional Elements
IE decisions structured to be made earlyAlways before implementationSometimes even as part of the
funding decision
IE managed separate from implementationCentral budget allows for priority
settingAnnual budget line item provides
flexibility
Public commitment to full transparencyExplanation of decisionsDocumentation of plans, progressFull disclosure of results, data