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Sarah Rose is a policy fellow at the Center for Global Development. Her work, as part of the Center’s US Development Policy Initiative, focuses on US government aid effectiveness. Areas of research and analysis include the policies and operation of the Millennium Challenge Corporation (MCC), the use of evaluation and evidence to inform programming and policy, the implementation of country ownership principles, and the process of transitioning middle income countries from grant assistance to other development instruments.
Previously, Rose worked for the United States Agency for International Development (USAID) in Mozambique as a specialist in strategic information and monitoring and evaluation. She also worked at MCC, focusing on the agency’s evidence-based country selection process. She holds a Masters degree in public policy and a BS in foreign service, both from Georgetown University.
Attention presidential transition teams: the Rethinking US Development Policy team at the Center for Global Development strongly urges you to include these three big ideas in your first year budget submission to Congress and pursue these three smart reforms during your first year.
The country scorecards that serve as the basis for MCC country eligibility decisions aren’t complete, but the data for the particularly weighty indicators—including the must-pass Control of Corruption hurdle—is now available. I ran the numbers to get a sneak peek at some of the issues the agency and its board will grapple with over the next few months. Some of what emerged from this number crunching is encouraging—most current partner countries surpass MCC’s standards and some interesting new prospects for partnership emerge. More troubling is that two of the countries currently developing compacts—Kosovo and Mongolia—don’t pass the corruption hurdle.
ForeignAssistance.gov is a great idea in theory—a one-stop shop for information about all US foreign assistance spending. In practice, the site has struggled to become a useful and reliable tool due to missing data and poor quality information. But if you look closely, the Department of Defense (DOD), which by some measures is one of the biggest players in US foreign assistance, truly stands out for its reporting gap.
Since its establishment more than 54 years ago, the United States Agency for International Development (USAID) has expanded into an $18-billion-a-year agency, operating in over 145 countries and in nearly every development sector. But USAID is often constrained in its ability to adapt to emerging development challenges due to differing political priorities among key stakeholders and resource constraints. This memo is the result of a roundtable discussion in July 2016 on how the next US administration, in close concert with Congress, can build upon and maximize the development impact of USAID.
The Millennium Challenge Corporation (MCC) has officially kicked off its FY2017 “selection cycle” with last week’s release of the “Candidate Country Report.” Normally this is a pretty pro forma step that’s hardly blogworthy, but this year’s report showcases the inadequacy of the current rules that determine MCC’s candidate pool and the unnecessary instability they create—this year three countries that formerly “graduated” are suddenly back in the pool.
In CGD’s last blog post on the new strategy, we commended the US government for leading the charge for adolescent girls—by issuing the first-ever country strategy specifically focused on the demographic. But how do we make sure that this articulated commitment continues to get translated into concrete action? What can MCC specifically contribute? One opportunity may lie in MCC’s country scorecards.
The FY17 State and Foreign Operations spending bill brought good news for the Millennium Challenge Corporation (MCC) with big implications for its operations. New authority to engage in concurrent compacts in a single country would enable MCC to operate on a regional level, and provisions adjusting the criteria MCC uses to select partner countries could influence where MCC works. These are reasonable (even good!) ideas in theory, but the proposed eligibility requirement gives me some pause and could be challenging to apply in practice.
Of all the governance criteria MCC assesses, none is as singularly important as corruption, which, historically, has weeded out more countries for eligibility than any other individual factor. It is, however, difficult to measure with precision, which can (and has) lead to poor decisions when interpreted too rigidly, resulting in cutting off, purely on the basis of indicator rules, compact partnerships with countries that have had no demonstrable change in their anticorruption environment. If you care about corruption, this isn’t the way to go about emphasizing that.
A year ago this month, the Millennium Challenge Corporation turned 10 years old. To commemorate this noteworthy event, CGD visiting fellow Franck Wiebe and I spent most of last year taking a deep dive into MCC’s first decade of operations. The result is a new MCC at 10 series of papers.
A dozen years since it was set up with a remit to reduce global poverty through economic growth, the US government’s Millennium Challenge Corporation recently revealed a new Strategic Plan. Deputy CEO Nancy Lee joined me on the CGD Podcast to discuss how the new plan responds to a very different development landscape.
Ambassador Mark Green—President Trump’s pick to lead the US Agency for International Development (USAID)—is slated to appear before the Senate Foreign Relations Committee for his nomination hearing on Thursday morning. Drawing on themes of efficiency, effectiveness, accountability, and results, here are a few questions we’d pose to Ambassador Green (and a few of the things we’d love to hear in response).
After more than a decade of operations, MCC has made the shift from innovative start-up to established donor agency. “MCC NEXT,” the agency’s new, much-anticipated strategic plan, takes a hard look at how the poverty and development landscape has evolved over the past decade and stakes out the position a more mature MCC should take in this new context.
In recent months, USAID has been working diligently to craft its approach to “strategic transitions,” framing the principles it will follow, the benchmarks that will help inform transition decisions, and the programs and tools it can bring to bear. This Thursday, in a public discussion with the agency’s Advisory Committee on Voluntary Foreign Aid (ACVFA), USAID will outline its initial thinking about strategic transitions. Our recent paper, Working Itself Out of a Job: USAID and Smart Strategic Transitions, offers some advice to the agency as it charts the course ahead. Here are the main takeaways.