In 1994, CSD employed about 37 staff of which 20
professional and 17 support. The high quality and dedication of all
its staff certainly made possible the results achieved. Proper
financial management and accurate recordkeeping contributed to the
Center's overall efficiency and control. In its effort towards good
governance and transparency, the Center underwent its first
external audit related to 1992 and 1993. This audit was sponsored
and commissioned by the Center for International Private Enterprise
(CIPE) and carried out by Coopers & Lybrand. Again with CIPE's
sponsorship, the external audit for 1994 has been assigned to Price
Waterhouse; their independent opinion and CSD's financial
statements for the year follow.
The Center is placing a particular emphasis on its
organizational structure and internal communications. Because of
its diverse activities and areas of research, CSD believes that
streamlined administrative and management procedures are an
important prerequisite for the efficient implementation of its
Senior staff and project coordinators met on a
regular basis and monthly lists of regular and special activities
and highlights were prepared and distributed.
Financial and administrative regulations were
drafted to assist management and staff in their daily operational
tasks. Among other, guidelines and rules concerning procurement of
goods and services, staff qualification and remuneration and
official travel, were involved.
Some improvements to the premises that host the
Center were made during 1994 such as the acquisition of new
furniture and shelving for the library.
Management consultancy for capacity building,
sponsored by a USAID project grant, was carried out by Mr Pasquale
Ferraro, Deputy Director and Head of Administration and Finance of
the International Development Law Institute (IDLI), Rome. Mr
Ferraro, an expert on management of non-profit organizations
implemented his consultancy during a series of three visits to the
Center to advise on structure and governance, financial planning
and accounting, control and audit procedures and fundraising
strategy. Particular attention was devoted to methodologies
concerning internal communications in order to enhance information
sharing and staff motivation. A calendar of possible management and
staff meetings was suggested. In light of the positive results
achieved, a fourth visit is planned for early 1995.