2024-04-02T10:48:47-05:00 2023-06-30 SMITH & HOWARD ADVISORY LLC 271 17TH STREET NW SUITE 1600 ATLANTA GA 30363 990 2022-07-01 455209297 Georgia Leadership Institute for School Improvement Inc % LORI JACKSON GEOR 7704649299 3237 SATELLITE BLVD SUITE 460 DULUTH GA 30096 JENNIE C WELCH VP STRATEGY/FINANCE 7704649229 2024-05-15 true JENNIE C WELCH 999009999 SABRE J LINAHAN P01372980 4048746244 2024-05-15 2022 2023-04-26 12:10:37Z DR LESLIE HAZLE BUSSEY 3237 SATELLITE BLVD SUITE 460 DULUTH GA 30096 3306637 false X WWW.GLISI.ORG X 2012 GA UPLIFT SCHOOL LEADERS > TRANSFORM MINDSETS AND ACTION > CREATE VIBRANT CULTURES OF INNOVATION > BUILD EXCELLENT AND EQUITABLE SCHOOLS. 15 15 16 16 0 1089040 1049384 1947903 2207285 6194 26898 301 3 3043438 3283570 0 0 0 0 1484109 1566168 0 0 153495 1571881 1681603 3055990 3247771 -12552 35799 4065232 4269023 617452 737255 3447780 3531768 X GLISI's mission is to uplift school leaders > transform mindsets and action > create vibrant cultures of innovation > build excellent and equitable schools. In FY2023, we realized our mission through service to 2,199 leaders in 117 school districts and organizations in Georgia and beyond. false false 1488558 1285077 BASE CAMP AND LEADERSHIP SUMMIT: GLISI's Base Camp and Leadership Summit (BCLS) is a unique training and coaching experience designed to grow teams of practicing school and district leaders. The goal is to equip teams with the skills to address their most pressing performance problems to improve school culture and student outcomes. In FY23, GLISI served 469 leaders from 26 school districts, with approximately 18,760 training hours delivered through this experience. [SEE SCHEDULE O FOR ADDITIONAL DETAILS] 991436 855908 In-district and Virtual Support: GLISI offers a variety of in-district and virtual support services to school district partners across Georgia. In FY23, GLISI provided support for aspiring leaders; leadership development of classified personnel; coaching to design and implement actionable school improvement plans; and the development of district strategic plans, among others. [SEE SCHEDULE O FOR ADDITIONAL DETAILS] 76798 66300 Marquis Strategic Plan Initiatives: Outside of GLISI's direct partnerships with school systems, we continue to convene networks and engagement opportunities with educators and communities that are in direct alignment with our 2024 strategic plan aspirations to (1) develop leaders who lead for equity through listening, respect and seeking to know others and (2) to lead transformation in schools toward agency-building learning. 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THE ORGANIZATION ANNUALLY EVALUATES ALL FEDERAL AND STATE INCOME TAX POSITIONS. THIS PROCESS INCLUDES AN ANALYSIS OF WHETHER THESE INCOME TAX POSITIONS THE ORGANIZATION TAKES MEET THE DEFINITION OF AN UNCERTAIN TAX POSITION UNDER THE INCOME TAXES TOPIC OF THE FINANCIAL ACCOUNTING STANDARDS CODIFICATION. THE ORGANIZATION IS NO LONGER SUBJECT TO TAX EXAMINATIONS FOR TAX YEARS ENDING BEFORE JUNE 30, 2020. X X X X X false false false false false false false false false DR Leslie Hazle Bussey Executive Director 155089 0 0 6678 19611 181378 0 Jennie C Welch 135433 0 0 5450 0 140883 0 Meca Mohammed VP Operations & Talent 147251 0 0 5965 10380 163596 0 Aaryn Schmuhl VP Prog. Dev. & Innovation 141339 0 0 5745 7728 154812 0 Letishia Seabrook Jones 113379 0 0 2465 18105 133949 0 FORM 990, PART III - PROGRAM SERVICES ACTIVITY #1 Base Camp and Leadership Summit: GLISI's Base Camp and Leadership Summit (BCLS) is a unique training and coaching experience designed to grow teams of practicing school and district leaders. The goal is to equip teams with the skills to address their most pressing performance problems to improve school culture and student outcomes. In FY23, GLISI served 469 leaders (superintendents, central office leaders, principals, assistant principals, teacher leaders, and school support staff) from 26 school districts, with approximately 18,760 training hours delivered through this experience (# of hours BCLS x # of leaders served). A short-term objective of BCLS is to increase participant knowledge of concepts critical to leading systemic change. Our pre-post learning assessment showed a statistically significant gain in participant knowledge understanding. New learning includes increases in the ability to identify the actions, tools and resources to promote equity; identify root causes and performance needs; and engage others in crafting questions, experimenting, failing fast, and course correcting, among other learning. A second short-term objective is to increase the psychological safety for teams who attend-a critical precursor to culture change. We saw significant improvement in a pre-post analysis of participants' self-reported capacity to create spaces where team members can voice their opinions and challenge others (81% pre-training proficiency compared to 100% post-training proficiency). A final short-term objective we design for is increased motivation among participants and teams to make necessary changes to their behavior and practice. Qualitative data illuminate how the training and coaching impacted participant motivation to change. As one leader shared on a survey that invites reflection on changes made over time, "BCLS and our dedicated coach had a huge impact on how well our school is moving forward almost a year later. We continue to implement bite-sized chunks of our learning into our school improvement plan." Our long-term aspiration is for attendance at BCLS to correlate with healthier school cultures and improved student outcomes over time, particularly for districts who leverage BCLS as a multi-year school improvement strategy. Waivers of statewide assessment and accountability requirements related to the COVID-19 pandemic have affected our longitudinal analysis efforts and systemic collection of comparable data. However, comparisons of cohort graduation rates of BCLS partners relative to the broader state are promising. In our most recent analysis, traditional systems that sent two or more teams to BCLS (n=12) achieved a higher 4-Year Cohort Graduation Rate in the 2022-2023 school year (90.9) relative to the state average (84.4). GLISI partners outperformed the state average across every student subgroup as well, most notably outperforming the state for Black, Hispanic, Economically Disadvantaged, and Students with Disabilities. FORM 990, PART III - PROGRAM SERVICES ACTIVITY #2 In-district and Virtual Support: GLISI offers a variety of in-district and virtual support services to school district partners across Georgia. In FY23, GLISI provided support for aspiring leaders; leadership development of classified personnel; coaching to design and implement actionable school improvement plans; and the development of district strategic plans, among others. The objectives of GLISI's in-person training, coaching and technical assistance are customized to the unique needs of each of our partners. In FY23, GLISI provided these services to 1,588 aspiring and incumbent leaders in 47 school systems across Georgia, including through a renewed year of partnership with the Georgia Department of Education to implement "GRE4T" (Georgia's Restart: Embrace, Engage, Expand and Enhance Learning Technology Initiative). In FY23, GLISI logged an estimated 4,283 hours of total support across these partnerships. In our annual survey, we found direct evidence that our support is meeting mission through the development of strong leaders in schools: 99% of respondents indicated the engagement was "directly relevant to my professional needsmore than half said that "interaction with GLISI influenced their intent to remain in the profession". In an analysis of our Aspiring Leaders program specifically, we found more than half of our FY2021/2022 graduates have increased their leadership responsibilities since graduating from the ALP program. Further, 100% of respondents on post-service surveys reported that the partnership with GLISI achieved its intended outcomes FORM 990, PART III - PROGRAM SERVICES ACTIVITY #3 Marquis Strategic Plan Initiatives: Outside of GLISI's direct partnerships with school systems, we continue to convene networks and engagement opportunities with educators and communities that are in direct alignment with our 2024 strategic plan aspirations to (1) develop leaders who lead for equity through listening, respect and seeking to know others and (2) to lead transformation in schools toward agency-building learning. Examples include serving as facilitator and convener for the Georgia Deeper Learning Network, a network of educators, business leaders, parents and students committed to ensuring more enriching, engaging and meaningful learning experiences for Georgia's students; uplifting educators statewide through our "Hidden Heroes Campaign", a social media campaign that honored leaders statewide modeling the way toward more connected communities and garnered over 40,000 votes; and codifying findings from the Exemplary Principals in Community (EPIC) we convened last year to share insights about leadership practices for more equitable schools with our champions and the leaders we exist to serve. Our ability to support the maturation of new networks, uplift educators, and distill new learning is made possible through the generous support of individual, corporate and foundation dollars. FORM 990, PART VI, SECTION B, LINE 11B BOOKKEEPER AND VP of STRATEGY AND FINANCE WORK TO PREPARE A DRAFT 990, WITH SUPPORT FROM EXTERNAL CPA AND ADDITIONAL GLISI STAFF AS NEEDED. DRAFT IS REVIEWED BY GLISI'S EXECUTIVE DIRECTOR AND BOARD OF DIRECTORS. NECESSARY CORRECTIONS ARE MADE AND FINAL APPROVAL OF DRAFT IS GIVEN BY GLISI'S VP of STRATEGY AND FINANCE AND GLISI'S EXECUTIVE DIRECTOR. FILING IS COMPLETED BY EXTERNAL CPA. FORM 990, PART VI, SECTION B, LINE 12C TO ENSURE GLISI OPERATES IN A MANNER CONSISTENT WITH CHARITABLE PURPOSES AND DOES NOT ENGAGE IN ACTIVITIES THAT COULD JEOPARDIZE ITS TAX-EXEMPT STATUS, PERIODIC REVIEWS ARE CONDUCTED. THESE PERIODIC REVIEWS, AT A MINIMUM, INCLUDE THE FOLLOWING: (1) WHETHER COMPENSATION ARRANGEMENTS AND BENEFITS ARE REASONABLE, BASED ON COMPETENT SURVEY INFORMATION, AND THE RESULT OF ARM'S LENGTH BARGAINING; (2) WHETHER PARTNERSHIPS, JOINT VENTURES, AND ARRANGEMENTS WITH MANAGEMENT ORGANIZATIONS CONFORM TO THE CORPORATION'S WRITTEN POLICIES, ARE PROPERLY RECORDED, REFLECT REASONABLE INVESTMENT OR PAYMENTS FOR GOODs AND SERVICES, FURTHER CHARITABLE PURPOSES AND DO NOT RESULT IN INUReMENT, IMPERMISSIBLE PRIVATE BENEFIT OR IN AN EXCESS BENEFIT TRANSACTION. FORM 990, PART VI, SECTION B, LINE 15 THE BOARD OF DIRECTORS SETS AND APPROVES THE EXECUTIVE DIRECTOR'S COMPENSATION. IN 2020, THE COMPENSATION COMMITTEE, COMPRISED OF BOARD MEMBERS, COMMISSIONED A REVIEW BY PHILLIP BLOUNT & ASSOCIATES OF ALL EMPLOYEES COMPENSATED IN EXCESS OF $100,000, WHICH INCLUDES THE EXECUTIVE DIRECTOR. THE REVIEW, TO BE CONDUCTED AT FIVE-YEAR INTERVALS, UTILIZED SEVERAL MARKET COMPARISON APPROACHES, INCLUDING FORM 990 INFORMATION AND PUBLISHED COMPENSATION SURVEYS BASED ON POSITION ACCOUNTABILITY, SCOPE, AND RESPONSIBILITY, TO ENSURE REASONABLENESS. PROPOSED SALARY ADJUSTMENTS ARE INCLUDED IN THE ORGANIZATION'S BUDGET AND APPROVED BY THE BOARD OF DIRECTORS. FORM 990, PART VI, SECTION C, LINE 19 AVAILABLE FOR REVIEW IN OFFICE BY WRITTEN REQUEST.