The MCC model requires:• Choosing the right partners

• Strong country ownership and accountability

• Evidence-driven approaches and directly engaging

beneficiaries

• Integrating social and gender considerations into

problem diagnosis, program design and

implementation

• A focus on service delivery outcomes, not just inputs

• Fighting corruption through programming, as well as

the scorecard

• Building sustainable country systems

For all these reasons, MCC NEXT—our new strategic

plan—commits to enhancing our local governance

toolkit2

Elements of local

governance in many MCC

investments:• Infrastructure services—electricity, irrigation,

water and sanitation

• Social service delivery—health, education

• Rural governance—e.g., farmer cooperatives,

savings groups, community-based land titling

• Fiscal decentralization

• Sustainable cities

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Case 1: The Philippines

The Kalahi-CIDSS program is a $132 million project

that targets rural communities for small-scale

development projects

Problem: How can fiscal transfers from central

governments be effectively targeted and spent to meet

local community needs?

Solution: Empower local communities to develop a

process for choosing, overseeing, and managing

projects

• To date, 3642 community projects have been

completed or are underway

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1) Villages determine development needs

and prioritize the most pressing need

2) Villages develop project proposals to

meet that need

3) Villages compete within their

municipality for DSWD project funding

4) Winning villages implement the project, including managing all

procurement and finance

5) This process is repeated in three or

four cycles

6) Empowerment of villages toward their own development

The Kalahi-CIDSS Project

Villages are offered block grants for infrastructure projects and other

services with national funds from the Department of Social Welfare

and Development (DSWD) and donor funds. Here’s how villages take

part:

Case 1: The Philippines

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A $131.5 million health and nutrition project

targeted stunting and low birth weight in

children under two years old

Problem: How can a program empower 7,000

villages to reduce and prevent stunting?

Solution: Give those communities the tools to

choose combinations of interventions that meet

their needs and incentivize strong implementation

through bonus payments when agreed outcomes

are achieved

Case 2: Indonesia

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Case 2: Indonesia

1

Socialization

Introduce villages to program incentive scheme

2

Planning

Village determines development needs and

develops project proposal to

address prioritized needs.

3

Implementation

Village implements the project and monitors incentive indicators

4

Performance Measurement

Village receives incentives if indicators reached

PNPM

Generasi

Implementation

Cycle

Communities allocate

incentivized block grants for

health, nutrition, and

education projects, such as:

• Community gardens

• Maternal infant and

young child feeding

and education

• School feeding

• School and daycare

teacher training

• Community health and

sanitation volunteer

training

The PNPM Generasi Program

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Case 3: Senegal

A $171.7 million irrigation and water resource

management project aimed to unlock the

country’s agricultural productivity. MCC

anticipated a dramatic increase in land values as

a result of the improved irrigation infrastructure in

a region with a history of land-related conflict.

Problem: How can project beneficiaries be assured rights to their land,

and how will those rights be protected?

Solution: A Land Tenure Security Activity looked to the community to

facilitate:

• Community-led design of locally-specific land allocation policies and

procedures

• Transparency in community implementation of the land allocation

process8

Steps taken to assure a socially-acceptable and economically-

efficient allocation process that included women and the

previously landless in the benefits:

1) Exhaustive inventory of existing property rights information

through extensive field surveys

2) Community-driven development of locally-specific land allocation principles and criteria

3) Community-driven development of rules

and responsibilities for operations within

irrigated perimeters

4) Development of land-use plans, a

recordkeeping system, and other land tenure

management tools

5) Establishment of technical committee for each local gov’t to apply land allocation principles and provide assistance

6) Application of the allocation process and documentation of rights

Case 3: Senegal

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In all these cases:

• Communities drive and are accountable for key

decisions—resource and asset allocation, running

programs, and behavioral change.

• Communities own results and are responsible for

ensuring that benefits are fairly distributed, including to

women and marginalized populations.

• The end state should be a stronger citizen-state contract

and sustainable local governance systems, empowering

citizens to improve their own lives long after compacts end.

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For more information, visit www.mcc.gov.