Country Ownership in Program Design
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Transcript of Country Ownership in Program Design
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Country Ownership in Program Design
From Principles to Practice
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What is MCC?• Established in 2004, a USG Corporation• Mandate: reduce poverty through growth• Programs: large-scale five-year grants• Partners: well governed, investing in their
people, providing economic freedoms• Independence: executive board• Principles: country ownership,
accountability for results
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MCC partnersAfrica (14)BeninBurkina FasoCape VerdeGhanaLesotho MadagascarMalawiMaliMoroccoMozambiqueNamibia SenegalTanzaniaZambia
Latin America (4)El Salvador HondurasNicaragua*
Europe/Asia (8)ArmeniaGeorgiaJordan IndonesiaMongoliaMoldovaPhilippinesVanuatu
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MCC Programs by Sector
Monitoring and Evaluation 2%
Transportation 34%
Agriculture 21%
Finance and En-terprise Devel-
opment 9%
Water Supply & Sanitation 8%
Health, Educ. & Comm. Services
7%
Governance 5%
Energy; 5%
Program Admin. & Oversight, 9%
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The Principles
• Local solutions, not imposed• Better governed are better bets• More willing to pursue and be accountable
for programs of their own making• More willing to undertake difficult reforms• Sustainability
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The Early Years• MCC’s pure approach – hands off!
Really?• Nationwide consultations = nationwide
expectations• Partner countries’ time and political capital • Is the oatmeal too hot or too cold?• Program redesign – abandonment of
principle?• Response: early engagement on a vision
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Bounding the Universe
• Constraints analysis - finding a shared vision
• Defining the world of the possible• Political economy of proposals• Defense against “pet” projects, but not
enough to indentify good projects• Response: meaningful consultations
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So who is the “Country”?• It matters who you ask• Elite capture• Stakeholders or the usual suspects?• Meaningful consultations: from
information to partnership• Country, culture and political contexts• Role of Constraints Analysis in framing
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Results Focused Project Design
• The real stakeholders• Do they agree on the problem?• What does the ideal state look like?• What’s holding us back?• Oops, what if the problem isn’t money
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A more realistic ownership?
• Attributes not project guidance– Sound program rationale from activities to
outcomes that can be measured– Capacity – existing and opportunities– Policy environment and sustainability– Implementation risks of all types– Crowd in other actors– The list goes on…
• Communication and misunderstandings
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CAN BE COMPLETEDIN FIVE YEARS
HIGH POTENTIAL
RETURNS (ERR)
WITHIN CAPACITY OF SPONSOR
PRO POOR
MANAGABLEENVIRONMENT
AND SOCIAL RISKS
SUPPORTIVEPOLICY
ENVIRONMENT
IS THERE A PROJECT ?
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Getting to yes• Concept papers – early heart to heart• Peer review• Grants for project development• Appraisal of findings• Negotiating compact scope
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Lessons along the continuum
• Strong appreciation for the principle• Some frustration with the practice• Wide variety of experiences• Tensions between ownership and
stewardship• Owning policies more important than
programs• Ownership of implementation
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15
MCC Program Development Cycle
Implementation Preparation
Development and Appraisal
Concept Assessment
Concept Papers
Project Identification – Stakeholder Analysis
Initial Consultations
Constraints Analysis
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THANK YOU