於大海：關於美國民主基金會對公共資金管理不善的報告

（概要）

David（Dahai）Yu，Ph。D.

當代中國研究中心秘書

該報告一共從六個方面向國務院反映了NED的弊端。

（1）在2010以前的近十年裡，NED對CMC提供了約200萬美元的資助。NED提供這些資助時，所依據的幾乎只有NED對程曉農一個人的盲目信任。這種盲目信任為程曉農濫用政府資金創造了條件。

（2）NED對CMC新負責人有關程曉農濫用政府資金及其它不端行為的報告置之不理，並且似乎為了掩蓋問題寧肯讓被濫用的政府資金成為爛賬。

（3）NED為了掩蓋程曉農對政府資金的濫用，竟然干涉CMC內部事務，向程曉農下指令，不准他將CMC的財務和其它文件移交給CMC的新負責人。

（4）NED副總裁高寶玲以停止對北京之春資助的方式，對揭露程曉農濫用政府資金的於大海進行懲罰報復。

（5）NED拒絕繼續履行NED和CMC簽署的資助合約。

（6）NED內部管理混亂，立場前後矛盾。

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.