Counterpart International Inc

“The form 990 was completed by an independent cpa firm and reviewed by the chief financial officer (cfo). The draft was presented to the ceo and the audit committee for review. Any questions/changes were communicated by the cfo and audit committee to the cpa firm. The final draft of the form 990 was submitted to the board of directors for approval before it was signed and filed with the irs.”

“All officers, directors, and key employees are required to sign an annual self-disclosure of conflicts of interest statement. Furthermore, officers, directors and key employees are required to notify the ceo within 30 days of the discovery of a real or potential conflict of interest. Such conflicts of interest may include procurement, hiring, or any other area of organizational interest. The ceo (and chairman of the board in cases of ceo/director conflicts of interest) determines the appropriate action for those officers, directors, or key employees. A conflict of interest will, at a minimum, include recusal from participation in the consideration of the proposed transaction by the conflicted individual. A conflict of interest may be deemed so severe as to require that the individual in question resign from his/her role with counterpart international.”

“The ceo's salary is determined by the board. The board of directors is responsible for establishing the compensation for the ceo. The compensation is determined based on industry review of comparable data from similarly sized organizations, in the same sector of activities, in the same geographic location and of similar sized operational budgets. Compensation reviews of the ceo are based on industry averages, counterpart's financial position and annual performance evaluation by the board. Each senior officer's salary is determined by the ceo, who, in turn, bases his/her decision upon external third party surveys and assessments. The last compensation review was done in july 2024.”

“The organization makes its governing documents, conflict of interest policy, and financial statements available to the public upon request.”

“Our programs equip partners with the skills and resources to grow their impact and sustain progress long after our involvement ends, ensuring stronger, more resilient communities that contribute to regional stability and prosperity. Counterpart's projects span several sectors, including community-led development; institutional strengthening and civic participation; anti-corruption and service delivery; economic growth and opportunity; school feeding programs; and natural resource management.”

“On september 23, 2024, counterpart signed a $27.5 million award with the u.s. Department of agriculture to implement a 5-year usda mcgovern-dole food for education (food security) in el salvador. The project, nourish and flourish, will aim to strengthen and transform the ministerio de educacion, ciencia y tecnologia's (mineducyt) current school feeding program, programa de alimentacion y salud escolar (pase). This transformation will prioritize a shift to a nutritious, cost-efficient, and decentralized school feeding system aligned with government of el salvador (goes) priorities. The program does not replace the current school feeding program implemented by goes and instead strengthens the current feeding program with more nutritious options for school children and increases the total amount of school feeding days that can be sustained by the government of el salvador from 120 days a year to 180, all while building the capacity of local organizations to provide locally procured commodities. The anticipated results over 5 years include: transition from snack to meal by converting the existing school feeding program from a snack to a full meal; increase feeding days by expanding the number of feeding days from 120 to 180 days per year; improve data systems by enhancing data systems to inform decision-making, optimize processes for cost savings, and provide 11 responsive service delivery; offer a more nutritious menu by supporting decentralization by increasing the daily caloric intake from 15% to 35%, relying less on imported food; direct benefit by providing around 50,000 school-aged children with about 30,671,301 daily nutritious school meals over five years in morazan, and san miguel, focusing on the border with honduras; use counterpart's and partners' past experiences and a business-like approach to build a more decentralized and sustainable school feeding program, and private sector partnership by collaborating with national private sector partners to support decentralization, increase local production, strengthen local economies, and reduce dependence on food imports.”