Center for International Private Enterprise Inc.

“The form 990 was prepared by the audit firm that prepares cipe's annual audit. Cipe's audit committee reviewed the draft form 990 in detail at a committee meeting prior to submission. Representatives of the firm that prepared the form and responsible cipe staff were present at the meeting to provide additional information and answer questions. The full board of directors was provided the final draft form 990 for review at a regularly scheduled meeting prior to the filing of the return. At that meeting, the chairman of the audit committee reported on the committe's detailed review of the return.”

“Each member of the board of directors is responsible for compliance with the cipe code of ethics, which addresses conflicts of interest. Each officer, director and committee member must complete and submit an annual conflict of interest disclosure statement to the chairman. Under the code of ethics, directors must (a) disclose to the board chair the existence of circumstances of any transaction or relationship that the director reasonably believes could give rise to an actual or apparent conflict of interest with cipe, (b) refrain from using personal influence to encourage cipe to take action or decline to take an action involving such transaction or relationship and (c) recuse himself or herself from participation in any discussions or decisions regarding such transactions or relationships with directors, officers or employees of cipe. Any conflict of interest that is material enough to call into question a director's ability to exercise his or her fiduciary duty to cipe, apart from a particular transaction, will be reviewed by the executive committee.”

“The executive director's compensation is reviewed and approved annually by the executive committee of the board. In determining the compensation of the executive director the committee reviews and compares compensation data of the top management officials of comparable organizations and compensation data in publicly available compensation surveys. Additionally, the committee considers the results of a market comparison of cipe compensation, including compensation of the executive director, that an outside, independent firm is periodically commissioned to prepare. A written performance evaluation/justification of any change in compensation and a record of the committee's decision are kept on file. Cipe's human resources director and managing director, planning & human resources, establish and maintain job classifications and compensation ranges for all positions based on regular review of published compensation surveys of the nonprofit sector and other comparability data. Based on this information, individual total compensation is determined by the individual's supervisor and the human resources director and approved by the managing director, planning & human resources and executive director on an annual basis. Compensations levels for all positions are also reviewed annually by the board. An independent compensation consultant periodically reviews compensation levels and ranges and provides supporting data and analysis to cipe's human resources director, the managing director, planning & human resources and the executive director. The information is then presented to the board for their review and discussion. An independent market review and comparison of cipe's salaries and their correlation to the non-profit sector was conducted in march, 2019. Compensation reviews happen annually on the anniversary date of the employee's hire.”

“Cipe board of directors code of ethics, which includes the conflict of interest policy, and cipe bylaws are made available on the cipe website. The form 990 and other governing documents are all made available to the public upon request. All requests are forwarded to the managing director, operations, who will forward a copy of the documents to the requestor.”

“The center for international private enterprise (cipe) is a core institute of the national endowment for democracy and a non-profit affiliate of the u.s. Chamber of commerce. Cipe's mission is to strengthen democracy around the globe through private enterprise and market-oriented reform, fulfilling visions of a world where democracy delivers the freedom and opportunity for all to prosper. Founded in 1983, cipe partners with local business associations, chambers of commerce, universities, think tanks and advocacy groups worldwide to implement innovative, cost-effective, business-led solutions to complex policy and governance challenges. The bulk of cipe's work is performed in emerging economies and fragile democracies; however, resulting programs have created opportunities for citizens from many walks of life. Headquartered in washington, d.c., cipe has field offices and representatives on the ground in 20 countries and maintains a network of current and former partner organizations in more than 130 countries. A wide range of donors directly support cipe's work, and cipe regularly collaborates with other international development and democracy organizations to carry out joint projects. Additionally, many cipe programs have become models for activities by other global organizations and local partners. Cipe implements projects in these key areas: - democratic governance: improving transparency and accountability in the public and private sectors. - business advocacy: empowering the private sector by building the capacity of business associations and think tanks. - enterprise ecosystems: building market institutions, reducing barriers to business and promoting entrepreneurship, inclusion and gender equity. - anti-corruption, ethics, and compliance: improving integrity, limiting opportunities for corruption and strengthening compliance. - trade facilitation: democratizing opportunity to participate in a global economy. Amid the covid-19 pandemic of 2020, cipe regional teams quickly developed and executed rapid response strategies in all corners of the world. This included adapting dozens of ongoing global programs and resources, as well as creating new ones, to overcome both immediate and long-term challenges. Much of this work was guided by principles outlined by executive director andrew wilson in the published article "six essential themes for an economic recovery roadmap and a subsequent e-book, "after the pandemic: a global economic recovery roadmap" released with the diplomatic courier.”

“Contractual services: program service expenses 2,858,169. Management and general expenses 83,935. Fundraising expenses 0. Total expenses 2,942,104. Consulting: program service expenses 1,172,571. Management and general expenses 11,203. Fundraising expenses 0. Total expenses 1,183,774. Translation/interpretation: program service expenses 67,259. Management and general expenses 0. Fundraising expenses 0. Total expenses 67,259. Employee recruitment: program service expenses 24,869. Management and general expenses 22,857. Fundraising expenses 0. Total expenses 47,726. Honoraria & stipends: program service expenses 62,718. Management and general expenses 62,718. Fundraising expenses 0. Total expenses 125,436.”