Cross Cultural Solutions Inc

“A copy of the 990 was provided to the organization's governing body, the board of directors, before it was filed. The process included a thorough review of the form by the executive director and key staff members in conjunction with the organization's accounting firm and legal counsel. The final draft of the form 990 was presented to the board of directors prior to filing for their review and comment. The executive team, legal council and the accounting firm are available to the board for consultation concerning this review. A copy of the final form 990 is provided to all board members for their approval before filing.”

“The organization regularly and consistently monitors and enforces the written conflict of interest policy distributing the policy on an annual basis to officers, directors, trustees, and key employees, who are required to complete, sign and submit the form annually disclosing any potential conflicts of interest. The conflict of interest policy is designed to prevent the personal interest of board members from interfering with the performance of their duties to cross-cultural solutions or which will result in personal financial, professional, or political gain on the part of such persons at the expense of cross-cultural solutions or its supporters and stakeholders. Any conflict of interest, or the appearance of a conflict of interest, must be disclosed to the chair of the board in writing. The chair of the board will review the conflict of interest, and will bring to the attention of the board of directors if necessary. Full disclosure is necessary. Full disclosure enables staff members to resolve unclear situations and gives an opportunity to dispose of conflicting interests. Full disclosure is necessary even if a staff member becomes aware of the conflict after the transaction is complete. At a minimum, individuals that have a conflict of interest are required to abstain from deliberations and decisions regarding transactions related to their conflict of interest. In some cases, additional measures may be necessary and are determined on case-by-case basis with the guiding principle being upholding the highest ethical standards and meeting or exceeding established best practices of governance relating to these matters. In addition to the above conflict of interest policy for officers, directors, trustees, and key employees, the organization also has a similar policy for staff members. The policy is provided to all staff members upon hiring and is in the personnel manual that is provided to all staff members. The conflict of interest policy for all staff members requires that any conflict is brought to the attention of the executive team, who will review the conflict. The executive team will determine what action is necessary, which will include at a minimum the staff member abstaining from decisions related to their conflict of interest.”

“I. Description of process for determining compensation for Executive Director and other officers. An independent compensation committee of the CCS Board of Directors follows the process described in the IRS intermediate sanctions rules when determining the compensation of its Executives. Specifically, the committee: (1) is composed entirely of non-employee volunteer directors who have no familial, business or significant personal relationships with CCS or its executives. (2) assesses the contribution and performance of each executive in meeting objectives focused on CCS's success. (3) engages an independent compensation consulting firm to compile appropriate comparability data (including compensation market information for peers with whom the CCS competes for executive talent) for committee reliance. The Committee confers with representatives of the consulting firm to review this data in detail. (4) reviews all elements of each executive's total compensation, including but not limited to salary and health benefits. Upon the executive's hire, and at each point in time thereafter at which a new or revised compensation arrangement is under consideration with respect to the executive, the committee confers with its independent compensation consulting firm before the arrangement is implemented to evaluate the reasonableness of the arrangement by comparing both the arrangement itself and the executive's entire compensation package to compensation packages paid by similarly situated organizations for functionally comparable positions. (5) documents, concurrently with its determination, the basis for its determination in the minutes of its meeting. The minutes are reviewed, revised if necessary and approved at the following meeting of the committee. II. The offices or positions for which the process described above was used to establish compensation and the year in which the process was last undertaken for each position: Executive vice president and chief operating officer - last conducted in 2010 for employment agreement for the period 2010-2014.”

“The audited financial statements, form 990, governing documents, and conflict of interest policy are public documents, and are all available to the public within a timely manner through requesting these from our headquarters office in writing, via telephone, or via email. There is also a link on the ccs website directly to the form 990 on guidestar.”

“Director's compensation (steven rosenthal) the executive director's compensation includes consideration for low/no compensation from previous years when the organization was unable to pay the executive director. The compensation is established by a third party and set at fair market value.”

“The organization entered into an agreement to lease space located at two clinton place, new rochelle, ny under an operating lease starting on june 1, 2003 for a ten year period, which was subsequently extended for an additional four years. This premise is owned by an entity which is owned by the executive director/board member of the organization. The premise is being rented at a base rate of $20 per foot with annual base rent increases. The board of directors established a special committee to review the lease to ensure that the lease terms were fair and reasonable to the organization. Based on a review of comparable rental rates and written statements from local realtors, the committee concluded that the terms of the lease were fair and reasonable before enetering into the lease in 2003. Additionally, a formal appraisal was conducted in 2007 which showed the current rent to be at fair market value.”