California County Superintendents Educational Services Association

“Line 7a explanation - the county superintendent members elect the president and treasurer. Regional service region chairs are appointed by their colleagues within the region to serve on the board.”

“Line 7b explanation - bylaw amendments must be approved by the membership.”

“The organization's treasurer reviews the form 990 prior to filing.”

“The organization's board performs an annual review for its executive director. Compensation is determined as a result of this review. An independent entity did not conduct the research. Executive director's salary is based on a total compensation decided by the board of directors with consideration of compensation packages for executive directors of other statewide associations. Officers do not receive compensation. Independent research was not conducted for key staff.”

“The governing documents and financial statements are available upon request.”

“All of the members of the governing body are independent. There are 16 voting members at one time due to board rotation. There are more board members listed in the form 990, schedule j due to the fact that board membership fluctuates on a calendar year, not on a fiscal year basis.”

“The organization's mission is to strengthen the service and leadership capabilities of california's 58 county superintendents in support of students, schools, districts and communities.”

“Leadership development: packard preschool - moving pre-kindergarten forward in california - coordinated with statewide pre-kindergarten partners to extend collaborative efforts on policy, administrative effectiveness, and funding that improve access to high quality pre-kindergarten programs. Strengthened the pre-kindergarten organizational and advocacy capacity of county superintendents through focused work in target communities. Explored linkages between prek-grade 3 technical assistance and systems-development resources building on the academic support and assistance efforts of the organization and cde. Hewlett capacity building for student success - built capacity at the state level and assisted the state board of education in strategic planning and implementation to improve student academic achievement. Developed capacity at the county and district level to provide leadership in resource allocation in a new environment of reduced state resources, increased state categorical flexibility, and new one-time federal resources. Provided fiscal planning advice and guidance, technology-based tools and resources, and conducted webcasts and workshops on maximizing local funding and flexibility while focusing on student success. Hewlett arts initiative - provides regional grants to county offices of education to promote arts as part of the core curriculum and arts assessment. Developed tools and resources for educators. Student mental health - builds capacity for prevention and early intervention of student mental health issues of elementary (k-8) students, build relationships among local agencies to develop effective use of resources and improve communications and information sharing, and build capacity in the county offices of education and school districts for education and training of school staff and for technical assistance to schools for program development and implementation focused on prevention of student mental health issues. Committees - the organization's steering committees focus on providing leadership, professional development, research and feedback, communication, and program and policy development statewide in the areas of business, curriculum and instruction, personnel and administration, student programs, and technology and telecommunications.”

“Other outside fees: program service expenses 0. Management and general expenses 6,943. Fundraising expenses 0. Total expenses 6,943. Stipends/scholarship/contracts: program service expenses 0. Management and general expenses 42,500. Fundraising expenses 0. Total expenses 42,500. Contract fees: program service expenses 520,648. Management and general expenses 209,175. Fundraising expenses 0. Total expenses 729,823. Merchant fees: program service expenses 7,815. Management and general expenses 1,915. Fundraising expenses 0. Total expenses 9,730.”

“Pers equivalent trust - deferred comp liability adjustment 66,870.”

“The finance committee oversees the budget and selection of the independent accountant.”

“The organization established a deferred compensation plan in the form of a trust fund to provide "pers-equivalent" benefits for former and existing employees hired prior to june 30, 2012. The following transactions and information occured during the year: deferred compensation trust assets beginning of year $5,468,450 earnings 170,934 realized loss 13,469 unrealized net gain 273,941 benefit payments (434,007) management/contract fees (23,705) deferred compensation trust assets end of year $5,469,082 details: assets: brokerage account 5,502,227 checking account 10,422 total assets $5,512,649 liabilities: retirement payables 35,091 calpers payable 8,476 total liabilities $43,567 deferred compensation trust assets end of year $5,469,082”