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 c-suite and the finance committee for review. Any questions/ changes were communicated by the c-suite and finance 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 by the cfo 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 director conflicts of interest) determines the appropriate action for those officers, directors, or key employees. With a conflict of interest, this, at a minimum, includes recusal from participation in the consideration of the proposed transaction in some cases. A conflict of interest may be deemed so severe as to require that the individual in question resigns from his/her role with counterpart international.”

“The ceo's salary is determined by the board. The board of directors are responsible for the establishing the compensation for the ceo. The compensation is determined based on industry review of comparable data from similarly sized organization, 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 including the administration of periodic 360 assessments. The senior officers' 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 on april 1, 2016.”

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

“Counterpart worked with ong 3d, a senegalese ngo focusing on democracy, human rights and local development, as a sub-awardee under its usaid-funded parliamentary assistance and civic engagement program. In 2015, counterpart achieved the following: (1) provided trainings on civic engagement and information technology and communications to 45 parliamentarians and parliament staff members on parliamentarian laws and practices; (2) finalized the design of gender toolkits for parliamentarians as well as the parliamentarian video book and (3) organized two opened days on the functioning of the national parliamentarian. Attending this session were 390 people including high school students and members of women associations. Counterpart's usaid-funded women peace building initiatives program (wpbi) aims to contribute to the sustainable development of bougainville, papua new guinea by working with and through women-led ngos that are addressing some of this conflict-affected country's most critical needs: the prevention of family and sexual violence and victim support services; mental health and trauma counseling services; and related organizational development and capacity building. By the end-of-project, wpbi's six partner csos succeeded in, among other things: (i) providing trauma counseling services to 1,841 individuals, of which 501 were specifically affected by gender-based violence; (ii) reaching 391,552 individuals with messages raising awareness on promoting gender equality, preventing gender-based violence and/or on the topic areas of the arb-nap; (iii) engaging 24 key women leaders to play substantive roles in peace-building activities; and (iv) increasing awareness of bougainville's gbv and trauma counseling services. To support wpbi's partners, counterpart approved $288,641 in grant funds (though fixed obligation grants [fogs]) and provided extensive capacity building, training, and technical assistance. In addition, the project played an important role in the development of two key networks aimed at improving joint planning and coordination between the members of the women, peace, and security technical working group (wps-twg), and the family and sexual violence support working group (fss-wg). In coordination with five local cso partners in bangladesh, counterpart's program aims to increase capacity and participation of citizens to effectively and actively engage in democratic processes, and enhanced community development in bangladesh. The program trained 13,681 community and youth leaders in 14 districts of bangladesh. Counterpart has partnered with the ministry of youth and sports - thereby facilitating direct engagement of civic leaders and government officials, and simultaneously providing the government with access to skills, training curricula, and an opportunity to interact more directly with their constituents. The support for professional and institutional capacity enhancement (spice) program is a usaid-funded program, implemented by lwa partner management systems international (msi) in partnership with ifes and icnl as well as local civil society organizations. The goal of spice is to preserve and expand democratic space, reconciliation, and the exercise of free citizenship in sri lanka. Spice aims for increased and more inclusive citizen participation in development and governance, especially in conflict-affected areas. The full inclusion of marginalized groups such as women, the poor, youth and conflict-affected populations are a major emphasis. Counterpart's technical approach is grounded in a deep understanding of the country context and managing a strong working relationship with msi, ifes and icnl. Counterpart oversees a results-driven management plan geared to strengthening and drawing on the dynamic spirit of sri lankan civic actors. The four-year ba distrito program is funded by usaid through the global civil society strengthening leader with associates award. The program will enhance the capacity of vil”

“In honduras, counterpart continued to work with its cso partners in addressing the enabling environment for non-government organizations (ngos) and supported youth leaders as they support community-led citizen security initiatives. Counterpart also worked with the honduran government to engage csos in addressing cso-government relations, address security issues and organized crime. Through this initiative counterpart and its partners were able to work on and impact the development and implementation of 31 public policy documents including those in the areas of public investment and public private partnerships. 155 instances of partnerships were created between csos and public institutions to improve transparency and accountability. 36 community security (revitalization) committees were organized and 36 community strategic plans were developed with the assistance of the program. In tajikistan, this period marked the final year of program implementation for the young leaders program (ylp). The program was concluded on april 29, 2015. One of the major activities for fiscal year 2015 was the final youth conference held in dushanbe on january 23, 2015. The conference gathered more than 50 participants from across the country, among them 15 ylp participants. The program finalized all program documents including a "youth civic education program framework" a process document outlining participation and engagement between csos and government. Ylp delivered all of their civic education materials to the academy of education (aoe) as part of its sustainability strategy and closed out all of its grants. In ecuador, counterpart began working on a project entitled "civil society assistance" working with three local csos to encourage civic participation, increase local government capacity for service delivery/public policy administration, build cso capacity for advocating on behalf of citizens, and increase civil society's awareness and sustainability in ecuador. In 2015, counterpart provided $401,962 in grant funding to local csos; conducted 4 trainings for csos (32 people in total); conducted 4 trainings for municipal officials (25 people in total); began working towards implementation of a nationwide citizen-cso-government dialogue series; and selected 7 (of 12) csos to be subpartners in advocacy and organizational capacity building work. Counterpart was also sub-recipient to a local organization, mission armenia, on the support to social sector reform in armenia (sssra) program. In the framework of this program counterpart provided expertise in institutional strengthening and capacity building to other consortium members, and particularly to mission armenia as the lead implementer, to deepen their institutional, administrative and professional capacities. Counterpart's support focused on project management including administration, financial management and grant-making along with technical support in the areas of advocacy, outreach and communications and monitoring and evaluation. In azerbaijan counterpart works on improving the status of women in azerbaijan by raising public awareness on issues that affect women, advancing women's influence and participation and developing cso capacity. In 2015, counterpart provided technical assistance to the government of azerbaijan's (goaj) state committee for family, women and children affairs. The program was closely tied to the realization of the government of azerbaijan (goaj) commitments under the un convention on the elimination of all forms of discrimination against women (cedaw). Wpp implemented the program in partnership with 13 local csos which have formed six coalitions to raise public awareness of women's rights and cedaw; issue-based advocacy campaigns; and building women's leadership skills. In 2015, in azerbaijan, 554 women engaged in trainings, technical assistance, study tours and events (workshops, public hearings and seminars) to increase their knowledge and awareness of gender issu”

“Consultants: program service expenses 2,080,453. Management and general expenses 761,568. Fundraising expenses 0. Total expenses 2,842,021. Consultants - danger pay: program service expenses 3,759. Management and general expenses 0. Fundraising expenses 0. Total expenses 3,759. Payroll services: program service expenses 0. Management and general expenses 3,533. Fundraising expenses 0. Total expenses 3,533. Translation services: program service expenses 86,982. Management and general expenses 329. Fundraising expenses 0. Total expenses 87,311. Security services: program service expenses 1,138,918. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,138,918. Risk management: program service expenses 0. Management and general expenses 13,196. Fundraising expenses 0. Total expenses 13,196. Ssa consultants: program service expenses 24,072. Management and general expenses 17,480. Fundraising expenses 0. Total expenses 41,552. Sub-partners: program service expenses 6,017,256. Management and general expenses 0. Fundraising expenses 0. Total expenses 6,017,256.”