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  • Congressional Budget Justification (CBJ):  Congressional Budget Justification, FY 2024
  • March 2023

Appendix: Annual Performance Report

Compact Amounts at Signing and Key Dates*

Compact Amounts at Signing and Key Dates
Partner Country Compact Amount (in millions) Signed Entry Into Force Compact End Date
Madagascar $109.8 04/18/2005 07/27/2005 08/31/2009
Honduras $215.0 06/14/2005 09/30/2005 09/30/2010
Cabo Verde $110.1 07/05/2005 10/18/2005 10/18/2010
Nicaragua $175.0 07/15/2005 05/26/2006 05/26/2011
Georgia $395.3 09/12/2005 04/07/2006 04/07/2011
Benin $307.3 02/22/2006 10/06/2006 10/06/2011
Vanuatu $65.7 03/02/2006 04/28/2006 04/28/2011
Armenia $235.7 03/27/2006 09/29/2006 09/29/2011
Ghana $547.0 08/01/2006 02/16/2007 02/16/2012
Mali $460.8 11/13/2006 09/18/2007 08/24/2012
El Salvador $460.9 11/29/2006 09/20/2007 09/20/2012
Mozambique $506.9 07/13/2007 09/22/2008 09/22/2013
Lesotho $362.6 07/23/2007 09/17/2008 09/17/2013
Morocco $697.5 08/31/2007 09/15/2008 09/15/2013
Mongolia $284.9 10/22/2007 09/17/2008 09/17/2013
Tanzania $698.1 02/17/2008 09/17/2008 09/17/2013
Burkina Faso $480.9 07/14/2008 07/31/2009 07/31/2014
Namibia $304.5 07/28/2008 09/16/2009 09/16/2014
Senegal $540.0 09/16/2009 09/23/2010 09/23/2015
Moldova $262.0 01/22/2010 09/01/2010 09/01/2015
Philippines $433.9 09/23/2010 05/25/2011 05/25/2016
Jordan $275.1 10/25/2010 12/13/2011 12/13/2016
Cabo Verde $66.2 02/10/2012 11/30/2012 11/30/2017
Indonesia $600.0 11/19/2011 04/02/2013 04/02/2018
Malawi $350.7 04/07/2011 09/20/2013 09/20/2018
Zambia $354.8 05/10/2012 11/15/2013 11/15/2018
Georgia $140.0 07/26/2013 07/01/2014 07/01/2019
El Salvador $277.0 09/30/2014 09/09/2015 09/09/2020
Ghana $315.9 08/05/2014 09/06/2016 06/06/2022
Benin $391.0 09/09/2015 06/22/2017  
Liberia $256.7 10/02/2015 01/20/2016 01/20/2021
Morocco $460.5 11/30/2015 06/30/2017  
Niger $442.6 07/29/2016 01/26/2018  
Côte d’Ivoire $536.7 11/07/2017 08/05/2019  
Mongolia $350.0 07/27/2018 03/31/2021  
Senegal $550.0 12/10/2018 09/09/2021  
Nepal $500.0 09/14/2017    
Lesotho $300.0 05/12/2022    
Kosovo $202.0 07/15/2022    
Timor-Leste $420.0 07/18/2022    
Malawi $350.0 09/28/2022    
Regional Transport Benin $202.0 12/14/2022    
Regional Transport Niger $302.0 12/14/2022    

* The values above are the signed compact amounts, except for the compacts that were extended in 2020-2021, which reflect the revised amounts. They do not reflect lower actual expenditures due to early terminations or funds not being fully spent.

Compact Commitments, Obligations, and Plan by Fiscal Year of Appropriation

As of First Quarter FY 2023 ($ in millions)

Compact Commitments, Obligations, and Plan by Fiscal Year of Appropriation as of First Quarter FY 2023 ($ in millions)
Country Program Fiscal Year of Appropriation
2012 & Prior 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Total
Morocco 114 1 169 166         11     461
Benin 16 207   168               391
Niger 58       379       6     443
Cote d'Ivoire 53 9 272 10 26 167           537
Mongolia 100     1   95 154         350
Senegal 21   1       447 81       550
Nepal 108 10 - 69 107 129 77         500
Lesotho     145         113 43     300
Timor-Leste                 330   90 420
Kosovo               50   76 76 202
Malawi                 27 243 80 350
Regional Transport Benin                     202 202
Regional Transport Niger                   300 2 302
Committed & Obligated 469 227 586 414 512 391 678 244 416 619 450 5,007
Country Program Fiscal Year of Appropriation
2012 & Prior 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Total
Tunisia               115 44     340   499
Indonesia 127   3   135     113 136 35 81 20   64
Mozambique               92     117 291   500
Regional Energy Cote d'Ivoire     2       2 55 42       200 300
Sierra Leone                         450 450
Belize                         110 110
Zambia                           -
Togo                           -
The Gambia                           -
Regional Senegal                           -
Planned 127 - 5 - 135 - 2 375 222 35 197 651 760 2,508

Closed Compacts by Fiscal Year of Appropriation

As of First Quarter FY 2023 ($ in millions)

Closed Compacts by Fiscal Year of Appropriation as of First Quarter FY 2023 ($ in millions)
Country Program Fiscal Year of Appropriation
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total
Armenia 177 177
Benin 302 302
Burkina Faso 475 475
Burkina Faso II 2 3 5
Cabo Verde 109 109
Cabo Verde II 66 66
El Salvador 362 88 450
El Salvador II 8 105 158 271
Georgia 290 24 17 56 387
Georgia II 139 139
Ghana 536 536
Ghana II 24 273 14 311
Honduras 204 204
Indonesia 49 425 474
Jordan 55 218 273
Lesotho 358 358
Liberia 238 238
Madagascar 86 86
Malawi 208 137 345
Mali 434 434
Moldova 90 16 8 1 9 86 49 259
Mongolia 269 269
Morocco 72 578 650
Mozambique 448 448
Namibia 219 76 296
Nicaragua 113 113
Philippines 385 385
Senegal 433 433
Tanzania 695 695
Vanuatu 65 65
Zambia 332 332
Total Closed Compacts 891 1,242 1,407 1,400 1,318 574 860 561 642 430 14 238 - - - 2 3 9,583

Threshold Program Amounts at Signing and Key Dates*

Threshold Program Amounts at Signing and Key Dates
Partner Country Threshold Program Amount (in millions) Signed End Date
Burkina Faso $12.9 07/22/2005 09/30/2008
Malawi $20.9 09/29/2005 09/30/2008
Albania $13.9 04/03/2006 11/15/2008
Tanzania $11.2 05/03/2006 12/30/2008
Paraguay $34.6 05/08/2006 08/31/2009
Zambia $22.7 05/22/2006 02/28/2009
Philippines $20.7 07/26/2006 05/29/2009
Jordan $25.0 10/17/2006 08/29/2009
Indonesia $55.0 11/17/2006 12/31/2010
Ukraine $45.0 12/04/2006 12/31/2009
Moldova $24.7 12/15/2006 02/28/2010
Kenya $12.7 03/23/2007 12/31/2010
Uganda $10.4 03/29/2007 12/31/2009
Guyana $6.7 08/23/2007 02/23/2010
São Tomé & Principe $8.7 11/09/2007 04/15/2011
Kyrgyz Republic $16.0 03/14/2008 06/30/2010
Niger $23.1 03/17/2008 12/31/2015
Peru $35.6 06/09/2008 09/30/2012
Rwanda $24.7 09/24/2008 12/31/2011
Albania $15.7 09/29/2008 07/31/2011
Paraguay $30.3 04/13/2009 07/31/2012
Liberia $15.1 07/06/2010 12/15/2013
Timor-Leste $10.5 09/22/2010 03/31/2014
Honduras $15.7 08/28/2013 05/31/2019
Guatemala $28.0 04/08/2015 10/31/2021
Sierra Leone $44.4 11/17/2015 03/31/2021
Kosovo $49.0 09/12/2017 09/30/2022
Togo $35.0 02/14/2019  
The Gambia $25.0 11/16/2021  
Solomon Islands $20.0 01/22/2022  

* Please note that the values above are the signed threshold program amounts and do not reflect lower actual expenditures due to early terminations or funds for a threshold program not being fully spent.

Results of Recently-Closed Compacts and Threshold Programs

Ghana Compact Program

MCC marked the end of the Ghana Power Compact on June 6, 2022, with final disbursements of $311 million. The compact focused on strengthening the operation of the Electricity Company of Ghana (ECG) to address key challenges in the distribution of power and to support economic growth. The total estimated beneficiaries are 7.8 million over 20 years.

The compact comprised interrelated projects to help improve the quality and reliability of electricity, increase access to electricity among micro and small enterprises, and reduce energy costs. Technical assistance to ECG included installing a Geographic Information System (GIS) based distribution management system, grid digitization, and customer census to record and store basic data. Under the compact, ECG institutionalized gender responsiveness to support gender auditing, developed a gender policy, and increased its institutional capacity to implement its gender policy and enhance the capacity of female employee associations.

The compact supported activities to reduce electricity demand and increase energy efficiency that included the development of new energy efficiency standards that were approved by the Ghanian Parliament; the construction and installation of a new Air Conditioner and Refrigerator Test Laboratory, the first of its kind in West Africa, that aims to curtail the country’s importation of low-quality14,000 new, energy efficient LED streetlights; and, the retrofitting of government buildings with high energy efficiency appliances.

The compact supported construction of two bulk substations with feeders to existing primary substations serving over 600,000 utility customers, and two primary substations, the largest in the country, with interconnecting sub-transmission links and medium voltage offloading circuits serving over 800,000 utility customers. These were expected to ease overloading, help reduce technical losses and avoid extended power outages. In addition, infrastructure improvements were made to the distribution network by installing new distribution transformers and new conductors to improve the current-carrying capacity in communities and 10 markets.

Efforts to reduce commercial losses at ECG included the creation of service connection standards and normalization of existing services, strengthening the loss control program and installation of automated meter readers in the ECG target regions as well as installation of metering at critical nodes of the distribution system to provide ECG the ability to identify and monitor where technical and commercial losses are occurring.

Preliminary Results (as of Compact End Date)

Electricity Company of Ghana Financial and Operational Turnaround Project:

  • 1,160 kilometers of distribution lines upgraded or built, exceeding the target of 717 kilometers
  • 1,350 MVA of distribution substation capacity added, exceeding the target of 1,323 MVA
  • 2 bulk supply points established, meeting the target
  • 29.5 kilometers of interconnecting sub-transmission lines (33kV) added, exceeding the target of 27 kilometers
  • 39.28 kilometers of medium voltage offloading lines (11kV and/or 33kV) added, exceeding the target of 22.45 kilometers
  • GIS-based distribution management system in place on March 30, 2022
  • 756 females participated in STEM Internship and Mentoring Program, exceeding the target of 600

Energy Efficiency and Demand Side Management Project:

  • $6,046,576 of $30,000,000 targeted energy savings achieved from upgraded streetlights
  • $1,650,699 of $6,000,000 targeted energy savings achieved from “race to retrofit”
  • 20 products with standards developed and legislative instruments drafted, meeting the target
  • 0 products (out of 20 targeted products) with legislative instruments on standards passed in Parliament
  • 1 appliance test labs established, meeting the target
  • 89 teachers trained on energy efficiency and conservation curriculum, exceeding the target of 84
  • 9,416 out of 9,575 targeted students reached through energy efficiency and conservation curriculum

Regulatory Strengthening and Capacity Building Project:

  • Capacity needs assessment completed August 23, 2017
  • Tariff Plan adopted September 5, 2017

Evaluations

Electricity of Ghana (ECG) Financial and Operational Turnaround Project:

MCC’s Ghana Power Compact funded the $220 million Electricity Company of Ghana Financial and Operational Turnaround Project to improve the quality and reliability of electricity through reduced outages and cost-effective service delivery by ECG, reduce aggregate technical, commercial and collections losses, and ensure ECG can serve as a creditworthy and credible offtaker under power purchase agreements. The project supported a Private Sector Partnership and provided infrastructure investments and a number of activities focused on management systems. These activities supported the theory that introducing a private sector concessionaire and technical assistance would lead to improved management of the utility and improved power quality in Ghana.

MCC commissioned an independent performance evaluation of the project, using pre-post methodology. An evaluation design report and baseline report are available here. Final evaluation results will be available in 2025.

Line Bifurcation (Part of the Technical Loss Reduction Activity):

MCC’s Ghana Power Compact funded the $220 million Electricity Company of Ghana (ECG) Financial and Operational Turnaround Project to improve the quality and reliability of electricity through reduced outages and cost-effective service delivery by ECG. The Technical Loss Reduction Activity includes investments in low voltage line bifurcation and network improvements in Accra, Ghana to reduce low voltage circuit lengths and ensure length does not impact quality of service or exceed a technical loss threshold.

MCC commissioned an independent impact evaluation of the Line Bifurcation intervention within the project, using a difference-in-differences with matching methodology. An evaluation design report and baseline report are available here. Final evaluation results will be available in 2024.

Regulatory Strengthening Project:

MCC’s Ghana Power Compact funded the $2.8 million Regulatory Strengthening and Capacity Building Project to ensure the sustainability of compact investments by supporting electricity sector regulatory reform, particularly tariff reform. The project provided tariff studies, technical assistance, and capacity building for Ghana’s electricity sector regulators. These activities supported the theory that an improved regulatory environment would lead to improved electricity quality and sector financial health, ensuring the sustainability of the power sector.

MCC commissioned an independent performance evaluation of the Regulatory Strengthening Project, using pre-post methodology. An evaluation design report and final evaluation report are available here; key evaluation findings include:

Regulatory Capacity Building

  • The project successfully completed a sector capacity scan and delivered training activities to 89 regulatory personnel.
  • Limited and sometimes inaccurate data, along with competing stakeholder. interests, hampered the regulator’s ability to set tariffs. However, the regulator’s primary challenge is to maintain independence in the face of political pressure.

Tariff Reform Challenges

  • Stakeholders are pessimistic that the regulator will prioritize cost-recovery and cost-reflective tariffs in the foreseeable future, given political pressures.

Tariff Structure and Rates

  • The project delivered high-quality tariff studies and a tariff model.
  • Leadership at the regulator did not actively engage with the study activities and recommendations, likely because of political pressures.
  • The regulator has not changed the tariff structure or rates in accordance with the tariff plan funded by the compact.
  • Recent tariff adjustments have not moved toward cost-reflective tariffs, and the average tariff is not sufficient to cover utility operating costs.

Energy Efficiency and Demand-Side Management Project:

MCC’s Ghana Power Compact funded the $22 million dollar Energy Efficiency and Demand-side Management Project aimed to achieve greater energy efficiency and minimize power waste. The project funded the development of energy standards and labels, energy auditing, public information, and constructed energy-efficient streetlights in Accra East and West. These activities supported the theory that energy savings would reduce peak load on the electricity network.

MCC commissioned an independent performance evaluation of the Energy Efficiency and Demand-side Management Project, using pre-post methodology. An evaluation design report and baseline report are available here. Final evaluation results will be available in 2025.

Kosovo Threshold Program

MCC’s $49 million Kosovo Threshold Program, which closed in 2022, sought to address two key constraints to Kosovo’s economic growth: an unreliable supply of electricity; and real and perceived weakness in rule of law, government accountability, and transparency. MCC’s investments were designed to strengthen the power sector by fostering a market-driven approach to lowering energy costs for households and businesses, encouraging energy efficiency, and developing new sources of electricity generation. The program also supported the Government of Kosovo’s efforts to improve decision-making and accountability by increasing the accessibility and use of judicial, environmental, and labor force data.

MCC in partnership with Kosovo designed the SEEK program (Subsidies for Energy Efficiency in Kosovo), which incentivized people across the country to reduce household energy consumption and lower energy costs by subsidizing the cost of retrofitting houses and apartment buildings with energy efficiency measures, such as improving thermal insulation of walls and roofs and installing energy-efficient water heaters and furnaces. As a result, approximately 1,700 families in different municipalities across the country saved on their monthly energy bills by retrofitting their homes and apartment buildings to achieve greater energy efficiency. This pilot was an effective proof of concept for how families can be more comfortable in their homes during the wintertime, while also reducing their energy consumption. The government now has data that they can use for the scaling of similar investments going forward.

Additionally, the program worked with the Municipality of Pristina and Termokos, the utility, to install metering systems for 10,500 Termokos customers in support of the process to convert from area-based billing to consumption-based billing. This change gave residents control over their own energy bills, incentivizing them to only use what they need. The savings from household behavior change can be used to further expand the district heating system to new customers.

The Women in Energy Program took a holistic approach to address the barriers preventing women from engaging more fully in their nation’s economy. The Women in Energy Entrepreneurs (WEE) activity engaged academic institutions, the private sector, and local governments to promote greater opportunities for employment of women in Kosovo’s energy sector. WEE supported over 400 women entrepreneurs to invest in energy efficiency machinery, equipment, renewable energy technology, and building-related energy saving measures. Investments supporting women entrepreneurs have encouraged them to grow and expand their businesses locally and internationally. The Women in Energy Program also established a pipeline for future generations of women leaders in science, technology, engineering, art and math (STEAM) by giving 200 young women internships in the energy sector as well as awarding fully funded scholarships to study in STEAM related fields in the United States. The partnership between MCC and Kosovo also resulted in awareness campaigns designed to encourage women’s economic participation in the energy sector that reached more than 20,000 people in the span of eight days in 2022.

Finally, the MCC-Kosovo partnership has increased the amount of available data to promote government transparency, accountability, and data-driven decision making at all levels of government. DigData Kosovo—a program focused on four open data initiatives in the areas of energy, employment, air quality, and judicial data—crowdsourced solutions on how open data can better inform government policies. Through open data competitions, the Government of Kosovo welcomed collaboration among the public, civil society, the media, academia, think tanks, the private sector, and civil servants to promote data-driven government policies that align with the needs of the public.

Preliminary Results (as of Threshold End Date)

Reliable Energy Landscape Project:

  • 26 apartment buildings retrofitted, exceeding the target of 25
  • 962 out of 2,600 targeted households investing in energy efficiency
  • 3,200 walk-through energy audits conducted, exceeding the target of 2,002
  • $8,391,486 of incentives deployed to households, exceeding the target of $8,000,000
  • Cost-effective energy efficiency model and best practices identified iteratively in September 2022 and transferred to the Government of Kosovo to inform design of future energy efficiency schemes
  • 283 qualified installers, auditors and contractors from private firms, and public institutions trained, exceeding the target of 250
  • 383 women entrepreneurs invested in Energy Efficiency, exceeding the target of 150
  • 237 women received scholarships and internships to join the energy sector workforce, exceeding the target of 228
  • 112 women employed through RELP, exceeding the target of 100
  • 10,500 of 17,500 efficient district heating metering systems installed in households
  • 26 trained staff from municipal utility (Termokos) and national regulatory (Energy Regulatory Office) agencies, exceeding the target of 10
  • 90 out of 100 targeted renewable energy and energy efficiency projects are considered “bankable” and ready to apply for commercial loans
  • 2 out of 8 targeted commercial banks offered technical assistance regarding renewable energy market standards and project finance preparation
  • 11 Kosovo Credit Guarantee Fund staff or supporting consultants trained on renewable energy market standards and project finance preparation, exceeding the target of 7

Transparent and Accountable Governance Project:

  • Online platform for individual case tracking and statistical data generated launched October 19, 2022
  • 28 out of 120 targeted Kosovo Judicial Council, Kosovo Prosecutorial Council, and Ministry of Justice officials trained through the Public Access to Judicial Information activity
  • 40,850 out of 50,000 targeted citizens interested and/or informed regarding air quality health impacts
  • 13 air quality monitoring stations functional and communicating data automatically, meeting the target
  • 13 out of 20 targeted partnerships formed between Government of Kosovo, civil society organizations, and the private sector
  • $1,130,943 of Open Data Challenge grants awarded, exceeding the target of $834,878
  • 4 datasets prepared by Millennium Foundation of Kosovo for Kosovo Open Data Challenge

Evaluations

Transparent and Accountable Governance Project:

MCC’s Kosovo Threshold Program funded the $7.2 million Transparent and Accountable Governance Project to support the Government of Kosovo’s efforts to improve decision-making and accountability by increasing the accessibility and use of judicial, environmental, and labor force data. The project supported the implementation of a case management information system to make judicial information publicly available, improvements to the collection and reporting of environmental data to the public and open data innovation competition. These activities supported the theory that public access to data will lead to more productive partnerships between government and civil society.

MCC commissioned an independent performance evaluation of the Transparent and Accountable Governance Project using contribution analysis and political economy analysis methodologies. An evaluation design report and baseline report are available here. Final evaluation results will be available in June 2024.

Reliable Energy Landscape Project:

MCC’s Kosovo Threshold Program funded the $35.5 million Reliable Energy Landscape Project to reduce the gap between energy supply and demand in Kosovo. The project provided incentives to encourage household energy efficiency and facilitate the switch to non-electric sources of heating through a pilot activity. The project also supported private-sector participation in the power sector and created opportunities for women to participate in the energy sector through both employment and entrepreneurship. The program was designed to strengthen the power sector by fostering a market-driven approach to lowering energy costs for households and businesses, encouraging energy efficiency, and developing new sources of electricity generation.

MCC commissioned an independent mixed-methods impact evaluation of the Reliable Energy Landscape Project, using interrupted time series and pre-post methodologies. An evaluation design report and baseline report are available here. Final evaluation results will be available in December 2024.

Compact Modifications

MCC employs a risk-based approach to the management of its portfolio and uses a number of mechanisms to manage projects that face potential major modifications, including the following:

  • Quarterly portfolio reviews of all compacts, with a focus on high-risk projects and activities.
  • Early identification of high-risk projects.
  • Close collaboration with partner countries to develop plans to prevent, mitigate and manage project restructuring.
  • Approval of modifications at the appropriate level.

MCC also conducts due diligence on programs in advance of compact signing to increase the reliability of technical, cost, and other estimates. During compact development, MCC makes project design modifications to mitigate potential completion risk, currency fluctuations and the potential for construction cost overruns.

Compact Modifications
Program Project/Activity Programmatic Change Description
Niger Irrigation and Market Access Project/Irrigation Perimeter Development Activity, Roads for Market Access Activity, Policy Reform Activity, Climate Resilient Communities Project/Climate Resilient Agriculture Activity $14,511,927.05 million was reallocated within the Irrigation and Market Access Project, $9.4444,976.47 million was reallocated within the Climate Resilient Communities Project, $534,420.00 was reallocated out of the Monitoring and Evaluation budget to the Program Administration budget, and $4,070,618.00 was reallocated within the Program Administration budget. The reallocations provide funding for critical works and resettlement contracts that saw delays and cost increases due to COVID-19. They also increase funds for the fertilizer reform to scale up a successful pilot and further engage the private sector. The funds will cover newly vetted costs for constructing livestock markets and small-scale irrigation under the Climate Resilient Agriculture Activity. Finally, the reallocations move excess funds from other Program Administration line items and from the M&E budget to cover the extension of the Procurement Agent contract through the end of the program.

Projected Beneficiaries and Income Benefits by Compact

Under MCC’s results framework, beneficiaries are defined as an individual and all members of his or her household who will experience an income gain as a result of MCC’s interventions. MCC considers that the entire household will benefit from the income gain and counts are multiplied by the average household size in the area or country. The beneficiary standard makes a distinction between individuals participating in a project and individuals expected to increase their income as a result of the project. Before signing a compact, MCC estimates the expected long-term income gains through a rigorous benefit-cost analysis. MCC may reassess and modify its beneficiary estimates and/or the present value of benefits when project designs change during implementation.

Projected Beneficiaries and Income Benefits by Compact
Compact Estimated Number of Beneficiaries Estimated Net Benefits over the Life of the Project (Present Value)3
Armenia 428,000 $150,400,000
Benin 14,059,000 $140,400,000
Benin Power 10,600,000 $24,800,000
Benin-Niger Regional 1,600,000 $28,040,000
Burkina Faso 1,181,000 ($123,300,000)
Cape Verde 385,000 $84,600,000
Cape Verde II 604,000 $72,000,000
Cote d’Ivoire 11,300,000 $493,100,000
El Salvador 706,000 $262,100,000
El Salvador Investment 6,446,000 N/A
Georgia 143,000 $166,000,000
Georgia II 1,770,000 $18,200,000
Ghana 1,217,000 $520,400,000
Ghana Power 7,800,000 ($31,000,000)
Honduras 1,705,000 $252,500,000
Indonesia 1,700,000 $5,500,000
Jordan 3,000,000 $89,300,000
Kosovo 1,800,000 N/A
Lesotho 1,041,000 $75,500,000
Lesotho Health and Horticulture 2,500,000 ($17,404,051)
Liberia 528,000 $8,000,000
Madagascar 480,000 $46,800,000
Malawi 983,000 $234,100,000
Malawi Transport and Land 5,394,000 N/A
Mali 2,837,000 $136,300,000
Moldova 414,000 ($66,700,000)
Mongolia 2,058,000 $54,500,000
Mongolia Water 2,430,000 N/A
Morocco 1,695,000 $610,200,000
Morocco Employability and Land 1,020,131 $844,221,542
Mozambique 2,685,000 $120,900,000
Namibia 1,063,000 $133,800,000
Nepal 22,659,000 N/A
Nicaragua 119,000 $11,500,000
Niger 3,888,000 $238,700,000
Philippines 125,822,000 $159,700,000
Senegal 1,550,000 $110,600,000
Senegal Power 12,800,000 $741,503,703
Tanzania 5,425,000 $775,400,000
Timor-Leste 957,721 $81,263,971
Vanuatu 14,783 $83,500,000
Zambia 1,200,000 $62,200,000
Total for All Compacts 266,007,635 $6,597,625,165

Notes:

  1. The table includes estimates for compacts that have been signed and have economic rates of returns (ERRs) from which income benefit calculations can be drawn. The estimates are calculated using information available at the time of publication and may not capture the full count of beneficiaries and net benefits. As such, these estimates are subject to change as the compact is further developed and/or implemented and new information is available.
  2. These estimates do not include the projected beneficiaries of projects or activities that have been terminated or suspended by MCC (Madagascar, Honduras, Nicaragua, Mongolia, Armenia, and Burkina Faso). In the case of Madagascar, the estimates account for the compact’s early termination.
  3. The Present Value (PV) of Benefits is the sum of all projected benefits accruing over the life of the project, typically 20 years, evaluated at a 10% discount rate. Estimates are reported in millions of US$ in the year that the ERR analysis was completed. Because the PV of benefits uses a discount rate, these figures cannot be compared directly to the undiscounted financial costs of MCC compacts but must be compared to the PV of costs instead.

Evaluation-Based Economic Rates of Return

All MCC projects are independently evaluated, and these independent evaluations increasingly allow MCC to generate estimates of economic rates of return (ERRs) based on evaluations. Independently calculated ERRs complement the closeout ERRs that MCC calculates at the end of the compact. Because independent evaluations occur two to five years after compact closure, evaluation-based ERRs offer an updated assessment of a project’s costs and benefits post-compact. These ERRs still rely in part on forecasted benefits, given the 20-year time span over which MCC investments are assessed. Nonetheless, independent evaluation-based ERRs complete the accountability loop in a way that is rare among donors. MCC expects to have completed 50 evaluation-based ERRs by the end of FY 2023. Five examples are included in the table below.

Evaluation-Based Economic Rates of Return
Country Project Year Final Evaluation Report Published Original ERR Independent Evaluation-Based ERR Explanation
Indonesia Green Prosperity: On-Grid Renewable Energy Grant Portfolio 2019 Between 27-30% over 20 years Between 13-42% over 20 years The original ERR for the three biogas grants was an average of 27%, while the average ERR for the hydro grant was 30%. The independent evaluation of the three biogas grants found ERRs of 42%, 30%, and 37%, while the ERR for the hydro grant was estimated at 13%. The main driver of the lower ERR for the hydro grant was a policy shift that reduced the amount of power that could be purchased from the grantees.
Ghana Community Services - WASH 2017 20.5% over 20 years 6.6% over 20 years The updated model used for the Evaluation-Based Cost Benefit Analysis (CBA) was refined to include more up-to-date estimates of disease reduction, time savings, deterioration rates, inflation, population growth, and spillover effects. The model was also modified to assume that some benefits only affect water collectors, rather than the whole population. This, in turn, lowered the overall calculated ERR.
Ghana Community Services - Education 2015 12.1% over 35 years Between 9.1-11% over 20 years The updated CBA model used adjusted assumptions around incorporating the costs of preventative maintenance at schools, as well as external factors that adversely affect school facilities (such as break-ins). These adjustments resulted in a lower overall ERR.
Philippines KALAHI-CIDSS Community Development Grants 2018 12.6% over 20 years 3% over 20 years While program investments in roads, water, and education produced large gains, these gains were offset by very large losses in rice productivity. If these rice losses are excluded, the project’s ERR rises to 28%.
Mozambique Farmer Income Support 2016 25.1% over 20 years 16.8% over 20 years The ex-post ERR was lower than was originally assumed due to higher observed disease prevalence rates in 2014 between treatment and comparison areas surveyed and a more aggressive disease spread than originally calculated. In addition, the model was updated due to lower-than-expected survival rates of seedlings from 71 percent in year 3 to 60 percent (epidemic) and 43 percent (endemic) in year 5.

Compact Portfolio Investments by Sector

Cumulative, as of First Quarter FY 2023

MCC Results

Implementation Results by Sector

MCC and its country partners develop and tailor monitoring and evaluation plans for each program and country. Within these country-specific plans, MCC uses common indicators to standardize measurement and reporting within key investment sectors. See below for a subset of common indicators that summarize implementation achievements across all programs in MCC’s key investment sectors as of December 2022.

Agriculture and Irrigation
Common Indicator Achievements since 2005 Active and Closed Programs Measured
Farmers trained 426,495 Armenia, Burkina Faso, Cabo Verde I, El Salvador I, Ghana I, Honduras, Indonesia, Madagascar, Mali, Moldova, Morocco I, Morocco II, Mozambique, Namibia, Nicaragua, Niger
Farmers who have applied improved practices as a result of training 127,112 Armenia, Burkina Faso, Cabo Verde I, El Salvador I, Ghana I, Honduras, Madagascar, Mali, Moldova, Nicaragua, Niger
Enterprises that have applied improved techniques 1,016 Armenia, Burkina Faso, El Salvador I, Ghana I, Madagascar, Moldova, Morocco I
Hectares under improved irrigation 203,963 Burkina Faso, Cabo Verde I, Ghana I, Honduras, Mali, Moldova, Morocco I, Senegal I
Education
Common Indicator Achievements since 2005 Active and Closed Programs Measured
Educational facilities constructed or rehabilitated 873 Burkina Faso, El Salvador I, El Salvador II, Georgia II, Ghana I, Mongolia I, Namibia
Instructors trained 10,621 Burkina Faso, El Salvador I, El Salvador II, Georgia II, Mongolia I, Morocco I
Students participating in MCC-supported education activities 394,840 Burkina Faso, Cote d’Ivoire, El Salvador I, El Salvador II, Georgia II, Ghana I, Guatemala, Mongolia I, Morocco I, Namibia
Graduates from MCC-supported education activities 62,938 BBurkina Faso, El Salvador I, Georgia II, Mongolia I, Morocco I, Namibia
Energy
Common Indicator Achievements since 2005 Active and Closed Programs Measured
Megawatts of generation capacity added 113 Indonesia, Liberia, Malawi
Megavolt amps of substation capacity added 2,756 Ghana II, Liberia, Malawi, Tanzania
Kilometers of electricity lines upgraded or built 6,083
(3,780 miles)		 El Salvador I, Ghana I, Ghana II, Indonesia, Liberia, Malawi, Tanzania
Customer connections added by project 44,507 El Salvador I, Indonesia
Land
Common Indicator Achievements since 2005 Active and Closed Programs Measured
Legal and regulatory reforms adopted 135 Burkina Faso, Cabo Verde II, Ghana I, Lesotho, Madagascar, Mongolia I, Morocco II, Namibia
Land administration offices established or upgraded 399 Burkina Faso, Cabo Verde II, Ghana I, Lesotho, Madagascar, Mali, Mongolia I, Mozambique
Land rights formalized 320,722 Burkina Faso, Cabo Verde II, Lesotho, Mongolia I, Mozambique, Namibia, Senegal I
Parcels corrected or incorporated in land system 361,634 Burkina Faso, Cabo Verde II, Ghana I, Lesotho, Mongolia I, Morocco II, Mozambique, Namibia, Niger, Senegal I
Transportation
Common Indicator Achievements since 2005 Active and Closed Programs Measured
Kilometers of roads under design 4,773
(2,966 miles)		 Burkina Faso, Cabo Verde I, Cote d’Ivoire, El Salvador I, El Salvador II, Ghana I, Honduras, Moldova, Mongolia, Mozambique, Nicaragua, Niger, Philippines, Senegal, Tanzania, Vanuatu
Kilometers of roads under works contracts 4,260
(2,647 miles)		 Burkina Faso, Cabo Verde I, El Salvador I, El Salvador II, Georgia I, Ghana I, Honduras, Mali, Moldova, Mongolia, Mozambique, Nicaragua, Niger, Philippines, Senegal, Tanzania, Vanuatu
Kilometers of roads completed 3,563
(2,214 miles)		 Armenia, Burkina Faso, Cabo Verde I, El Salvador I, Georgia I, Ghana I, Honduras, Mali, Moldova, Mongolia I, Mozambique, Nicaragua, Philippines, Senegal, Tanzania, Vanuatu
Water, Sanitation, and Hygiene
Common Indicator Achievements since 2005 Active and Closed Programs Measured
Individuals trained in social and behavior change 73,116 Cabo Verde II, El Salvador I, Ghana I, Indonesia, Mozambique, Zambia
Sanitation facilities constructed 32,831 Cabo Verde II, Indonesia, Lesotho, Mozambique
Kilometers of water pipelines constructed or replaced 1,661
(1,032 miles)		 Cabo Verde II, Jordan, Lesotho, Sierra Leone THP, Zambia
Millions of liters per day of water production capacity added 220 Liberia, Tanzania

Independent Evaluations

MCC commissions independent evaluations, conducted by third-party evaluators, for every project it funds. These evaluations hold MCC and country partners accountable for the achievement of intended results and produce evidence and learning to inform future programming. They investigate the quality of project implementation, the achievement of the project objective and other targeted outcomes, and the cost-effectiveness of the project.

As of January 2023, MCC has published 46 interim and 128 final independent evaluation reports. The graphs below present the number of interim and final reports that MCC has published, by sector and evaluation type. Impact evaluations estimate changes in outcomes that are attributable to MCC investments. Performance evaluations estimate the contribution of MCC investments to changes in outcomes.

FY 2023 Corporate Goals/Priorities

  1. Deliver a clear and impactful MCC@20 vision

    Build and deliver a more relevant and higher impact MCC@20.

    • Deliver on the MCC@20 vision.
    • Tell the MCC Story.
    • Align MCC for Success in the Future.
  2. Design, Deliver, and Evaluate High-Quality Compacts, Threshold, and Regional Programs

    Identify, track, and achieve key milestones in a timely manner with country partners to develop, implement, and evaluate compact, threshold, and regional programs on budget and on schedule.

    • Support the timely achievement of identified key milestones for all programs in development.
    • Support the achievement of identified milestones for programs in implementation and close out.
    • Reduce compact development timelines (from selection to signing and signing to entry into force).
    • Support the completion and dissemination of evaluation results and other learning products.
  3. Integrate Policy Priorities to Achieve Quality Economic Growth that is Sustainable, Inclusive, and Private sector-led
    • Address Climate Change consistent with MCC’s Climate Strategy.
    • Integrate Inclusion and Gender as defined in MCC’s Inclusion and Gender Strategy.
    • Catalyze private investment in and around MCC programs and projects to maximize scale and impact, including through USG agencies such as DFC, USAID, and Department of State.
  4. Improve MCC’s Operational Efficiencies and Effectiveness, including driving MCC’s agility and responsiveness to both HQ and field needs
    • In Headquarters and the field, enhance, streamline, and modernize MCC’s operations to increase impact and better manage risk.
    • Ensure all MCC and MCA staff are informed and continue to follow agency-wide policies and procedures, while reviewing and streamlining them, and leveraging technology when and where possible.
    • Support MCC’s data-driven culture and provide leadership with feedback that allows for continuous improvement in the quality and speed of strategic decision-making.
    • Promote innovation and learning around program implementation and timelines.
    • Delegate and strengthen country ownership of programs and accountability for implementation and results.
  5. Refine MCC’s Human Capital and Resource Capabilities and Foster a Diverse, Equitable, Inclusive, and Accessible (DEIA) Culture
    • More effectively recruit, deploy, and retain resources to meet MCC’s mission and achieve program objectives, including the ability to scale and resource the evolving scope and impact of MCC programs and projects.
    • Implement hybrid modalities that are flexible and facilitate engagement, productivity, and agility while continuing to prioritize the health and safety of staff.
    • Develop and approve a Human Capital Strategic Implementation Plan, including a review and assessment of the Human Capital and Resourcing model.
    • Support the agency and leadership on ensuring resources are adequately managed to uphold MCC’s mission in the most efficient manner and align them to assist in meeting MCC’s strategic corporate goals.
    • Enhance agency-wide operations to drive corporate effectiveness, efficiency, and compliance.
    • Institutionalize DEIA programs and related activities.