§9652 Performance measures, evaluation, and learning

Summary

The Corporation must create a system to measure how well its projects supported under subchapter II work and to guide future projects. It must build a metric called the Impact Quotient to judge expected and actual development results at both the project and portfolio level, cover a project’s whole lifecycle, suggest when to take corrective action, and feed required notices to Congress. The Corporation must also make sure its support adds to private investment, set rules and checks for financial performance, track and record projected and ex post development impact (including the information needed under section 9653), and monitor environmental and social safeguards after consulting stakeholders. For high‑risk loans, loan guarantees, and equity projects, staff or agents must identify and do in-person site visits as needed after initial funds are sent. The Corporation must be ready to discuss these standards at any meeting of the Congressional Strategic Advisory Group and publish regular country-by-country project and performance information. The Corporation must keep enough full-time staff with the right skills to monitor finance, evaluate development impact, prepare required annual reports (including the items in section 9653(a)(6)), and ensure legal and ethics compliance. Those staff must work in 1 or more dedicated units that are independent from deal teams, led by senior managers who report to the Chief Executive Officer or Deputy Chief Executive Officer, and have enough resources. The Corporation may not cut their staff, funding, or independence unless the CEO certifies in writing to the appropriate congressional committees that cuts are needed for operational exigency, a law change, or a budget shortfall and explains the effects in its annual report.