瑞典茉莉 名博

于大海：关于美国民主基金会对公共资金管理不善的报告

（概要）

David（Dahai）Yu，Ph。D.

当代中国研究中心秘书

该报告一共从六个方面向国务院反映了NED的弊端。

（1）在2010以前的近十年里，NED对CMC提供了约200万美元的资助。NED提供这些资助时，所依据的几乎只有NED对程晓农一个人的盲目信任。这种盲目信任为程晓农滥用政府资金创造了条件。

（2）NED对CMC新负责人有关程晓农滥用政府资金及其它不端行为的报告置之不理，并且似乎为了掩盖问题宁肯让被滥用的政府资金成为烂账。

（3）NED为了掩盖程晓农对政府资金的滥用，竟然干涉CMC内部事务，向程晓农下指令，不准他将CMC的财务和其它文件移交给CMC的新负责人。

（4）NED副总裁高宝玲以停止对北京之春资助的方式，对揭露程晓农滥用政府资金的于大海进行惩罚报复。

（5）NED拒绝继续履行NED和CMC签署的资助合约。

（6）NED内部管理混乱，立场前后矛盾。

Report on Mismanagement of Public Funds by National Endowment for Democracy

David (Dahai) Yu, Ph. D.

Corporate Secretary, Center for Modern China

Since NED suspended its grant to Center for Modern China (CMC) in October 2009, I have been involved in trying to resolve the outstanding issues between NED and CMC. These issues remain unresolved. In this interim report, I describe NED’s practices that I consider unacceptable for an organization entrusted with vast sums of public funds. Here is a summary of my observations. 

(1) Over many years, NED relied almost exclusively on its blind trust in a single CMC officer in giving CMC some $2 million of grants. This blind trust enabled abuses of public funds by that officer. 

(2) NED ignored reports by CMC’s new officers of possible abuses of public funds and other wrongdoings, and apparently had no mechanism to handle such reports. An NED officer appeared to have tried to wear down the new CMC officers by not addressing their concerns or even acknowledging the receipt of their reports, and NED appeared to have been willing to write off large sums of misused public funds in order to keep possible scandals under wrap. 

(3) NED willfully helped the former CMC officer cover up possible abuses of public funds by refusing to let CMC have access to its own records. 

(4) An NED officer appeared to have retaliated against me for reporting possible abuses. She also appeared to have invented a bogus piece of history in order to counter my stated suspicion of retaliation. 

(5) NED refused to honor its contractual obligations under the grant agreement between NED and CMC. 

(6) NED’s internal communication was chaotic, and the chaos, coupled with extreme unresponsiveness, made communicating with NED an exercise in frustration.