The Creekside School

“Mr. David drummond, president, and ms. Elena berk, board member were formerly husband and wife.”

“All members are listed on part vii.”

“The school's governing body consisted of board of directors who have the right to participate in the school's governance. All board of directors have the same voting rights. The full board of directors must vote on the removal of directors or the hiring or foring of key the creekside school 26-0727819 employers or dissolution of the school the full board approves significant decisions of the governing body.”

“The form 990 was perpared by the school's accountant and reviewed by the president. At this time, the form 990 was reviewed in detail and approved for submission to the internal revenue service. Prior to the final form being submitted to the internal revenue service, a copy was provided to all the members of the board of directors.”

“The creekside school maintains a written conflict of interest policy that is included in the school's policies and procedures manual which is updated and dissminated to all employees and board of directors annually. At the start of each fiscal year, the president of the school requires that each school administrators and board of directors complete a conflict of interest disclosure form. Any conflicts identified by the conflict if interest disclosure from are summarized in a report to the president of the board of directors and the chair of the board of director & governance committee, the board of directors are notified of any conflicts and action, if necessary, is taken by the board of directors. At the conclusion of the fiscal year, prior to the submission of the form 990, a governing body member annual questionnaire is provided to each board of directors, officer and/or key employee. This questionnaire requires the disclosure of any conflicts of interest that may have existed during the prior fiscal year.”

“The board of directors is responsible for administrating the compensation of key employees. The board of directors meets approximately four times a year to: 1. Set goals for key employees 2. Determine what, if any, resources are necessary to set appropriate compensation in that year 3. Hire any outside consultants 4. Review and set compensation by a review of comparable outside data including 990 and peer school information 5. Review key employees' performance 6. Amend, if necessary, the key employees' employment contract 7. Set compensation for key employees 8. Review and approve the minutes of the meetings.”

“The school's governing body consisted of board of directors who have the right to participate in the school's governance. All board of directors have the same voting rights. The full board of directors must vote on the removal of directors or the hiring or foring of key employers or dissolution of the school the full board approves significant decisions of the governing body.”

“The creekside school makes available to the public upon request the following governing documents: - internal revenue service tax determination letter - by laws - filed form 990 for the two most recent fiscal years”

“Attachment 1 the primary mission of the creekside school is the presentation of formal instruction to children with challenges relating to the world around them, most commonly found in autism and related special needs. Their main objective is to build a unique, relationship-based, individualized program in which the student's learning style is the driving factor for the educational and social environment.”

“Attachment 2 the corporation operates the creekside school in san jose, california as an independent school committed to meeting the educational needs of autisitc children in a flexible and innovative format. The school currently has eleven full time students and eleven students attend after school programs, as reported in time magazine, may 15, 2016, education for autistic students in the united states generally follows one of two approaches - the applied behavior analysis "aba" approach derived from the work of psychologist b.f. Skinner, and the developmental individual difference "dir" approach based on the work of child psychiatrist stanley greenspan. The corporation's school is based on the dir approach. In santa clara county, california, where the corporation operates its school, there is only one other school for autistic students using the dir approach to education. This approach emphasizes "floortime," which include one-on-one child and staff interaction designed to equip the child to function in the outside world, enabling them to react to dynamic situations, to solve problems, and to engage socially. Staff to student ratios are expected to approach 1 to 2. This is an intensive educational program for which the public schools lack the expertise and resources. The corporation's program is designed to provide education at the level needed by its students, based on a specific curriculum.”

“Property tax: program service expenses 50,420. Management and general expenses 0. Fundraising expenses 0. Total expenses 50,420. School/teaching supplies: program service expenses 27,586. Management and general expenses 0. Fundraising expenses 0. Total expenses 27,586. Professional development : program service expenses 23,778. Management and general expenses 0. Fundraising expenses 0. Total expenses 23,778. Employer comp insurance : program service expenses 13,904. Management and general expenses 0. Fundraising expenses 0. Total expenses 13,904. Custodial services: program service expenses 9,860. Management and general expenses 0. Fundraising expenses 0. Total expenses 9,860. Payroll processing : program service expenses 8,939. Management and general expenses 0. Fundraising expenses 0. Total expenses 8,939. Meals and entertainment : program service expenses 8,233. Management and general expenses 0. Fundraising expenses 0. Total expenses 8,233. Telephone expenses: program service expenses 5,438. Management and general expenses 0. Fundraising expenses 0. Total expenses 5,438. Internet & tv expenses: program service expenses 4,480. Management and general expenses 0. Fundraising expenses 0. Total expenses 4,480. Waste & recycling : program service expenses 4,195. Management and general expenses 0. Fundraising expenses 0. Total expenses 4,195. Employee reimbursements: program service expenses 3,775. Management and general expenses 0. Fundraising expenses 0. Total expenses 3,775. Miscellaneous expense : program service expenses 2,317. Management and general expenses 0. Fundraising expenses 0. Total expenses 2,317. State and city license fees: program service expenses 2,239. Management and general expenses 0. Fundraising expenses 0. Total expenses 2,239. Facility expense : program service expenses 1,809. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,809. Fuel : program service expenses 1,679. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,679. Dues and subscriptions: program service expenses 1,600. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,600. Staff appreciation expense : program service expenses 1,496. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,496. Storage & moving : program service expenses 1,490. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,490. Leased equipment : program service expenses 856. Management and general expenses 0. Fundraising expenses 0. Total expenses 856. Bank fees: program service expenses 446. Management and general expenses 0. Fundraising expenses 0. Total expenses 446. Transporation : program service expenses 294. Management and general expenses 0. Fundraising expenses 0. Total expenses 294. Parking : program service expenses 232. Management and general expenses 0. Fundraising expenses 0. Total expenses 232. Postage / freight: program service expenses 84. Management and general expenses 0. Fundraising expenses 0. Total expenses 84. Interest expense: program service expenses 35. Management and general expenses 0. Fundraising expenses 0. Total expenses 35.”