2022-03-25T07:36:53-05:00 2021-06-30 582161308 CARR RIGGS & INGRAM LLC 4004 SUMMIT BOULEVARD NE SUITE 800 ATLANTA GA 30319 990 2020-07-01 455209297 GEORGIA LEADERSHIP INSTITUTE FOR SCHOOL IMPROVEMENT INC GEOR 7704649299 3237 SATELLITE BLVD SUITE 460 DULUTH GA 30096 JENNIE C WELCH VP STRATEGY & FINANC 7704649299 2022-03-25 true JENNIE WELCH 999009999 TIFFANY T ORR P01559485 4045314940 2022-03-25 2020 2022-09-23 18:48:47Z DR LESLIE HAZLE BUSSEY 3237 SATELLITE BLVD SUITE 460 DULUTH GA 30096 2207807 false X WWW.GLISI.ORG X UPLIFT SCHOOL LEADERS > TRANSFORM MINDSETS AND ACTION > CREATE VIBRANT CULTURES OF INNOVATION > BUILD EXCELLENT AND EQUITABLE SCHOOLS 14 14 13 2 0 1061374 1014346 1553426 1182451 49705 10750 413 260 2664918 2207807 0 0 1229650 1284189 0 130125 1399945 717932 2629595 2002121 35323 205686 3377290 3684980 137969 186931 3239321 3498049 X UPLIFT SCHOOL LEADERS > TRANSFORM MINDSETS AND ACTION > CREATE VIBRANT CULTURES OF INNOVATION > BUILD EXCELLENT AND EQUITABLE SCHOOLS false true 843173 305150 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 COLLABORATIVELY IDENTIFY AND ADDRESS THEIR MOST PRESSING PERFORMANCE PROBLEMS IN ORDER TO REALIZE MEANINGFUL IMPROVEMENTS IN SCHOOL CULTURE AND STUDENT OUTCOMES. BCLS TEACHES LEADERS TO USE DATA-DRIVEN CONTINUOUS IMPROVEMENT PROCESSES FOCUSED ON IMPROVING THE QUALITY OF TEACHING AND LEARNING, ULTIMATELY LEADING TO STRONGER SCHOOL CULTURE AND IMPROVED STUDENT OUTCOMES. IN FY21, GLISI'S ABILITY TO CONVENE LARGE GATHERINGS OF LEADERS WAS IMPEDED BY THE ONGOING COVID-19 PANDEMIC. GLISI POSTPONED ALL FALL AND WINTER CONVENINGS, OPTING TO HOST A SINGLE WEEK EXPERIENCE FOR A SUBSET OF LEADERS IN JUNE 2021. THE SUMMER EXPERIENCE SERVED 163 LEADERS (SUPERINTENDENTS, CENTRAL OFFICE LEADERS, PRINCIPALS, ASSISTANT PRINCIPALS, TEACHER LEADERS, AND SCHOOL SUPPORT STAFF) FROM 5 GEORGIA SCHOOLS AND DISTRICTS. DISTRICTS AND SCHOOL TEAMS WHO ATTENDED THE SUMMER EXPERIENCE HAILED FROM GEORGIA AND FLORIDA AND WERE A DIVERSE MIX OF SMALL, CHARTER SCHOOLS; LARGE METRO SYSTEMS; AND SMALL, RURAL SYSTEMS. EACH TEAM PARTICIPATED IN A WEEK- LONG TRAINING EVENT THAT SPANNED A 5-DAY PERIOD, FOR A TOTAL OF 40 HOURS OF TRAINING FOR EACH PARTICIPANT. GLISI DELIVERED 6,520 PERSON-TRAINING HOURS ( HOURS TRAINING PROVIDED X PARTICIPANTS) THROUGH BCLS IN FY21 AND STAFF COMMITTED APPROXIMATELY 1,195 HOURS TO MARKETING, DESIGN, EXECUTION, AND EVALUATION OF THE SBCLS EXPERIENCE. A CRITICAL SHORT-TERM OBJECTIVE OF BCLS IS TO INCREASE PARTICIPANT KNOWLEDGE AND APPLICATION OF CONCEPTS CRITICAL TO LEADING SYSTEMIC CHANGE EFFORTS IN SCHOOLS. OUR PRE-POST LEARNING ASSESSMENT SHOWED THAT FOR 100% OF ITEMS SURVEYED, THERE WAS A STATISTICALLY SIGNIFICANT GAIN IN KNOWING AND UNDERSTANDING FOR ATTENDEES--AN INDICATION THAT THOSE WHO ATTENDED THE TRAINING WERE BETTER EQUIPPED 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 OF TEAMS WHO ATTEND-A CRITICAL PRECURSOR TO CULTURE CHANGE. A PRE-POST ANALYSIS OF SUMMER BCLS PARTICIPANTS FOUND FAVORABLE CHANGE IN RESPONDENT PERCEPTIONS REGARDING KEY INDICATORS THAT PSYCHOLOGICAL SAFETY IS PRESENT ON THEIR TEAMS. A FINAL SHORT-TERM OBJECTIVE IS INCREASED MOTIVATION AMONG PARTICIPANTS AND TEAMS TO MAKE NECESSARY CHANGES TO THEIR BEHAVIOR AND PRACTICE, RECOGNIZING THE CONNECTION BETWEEN ADULT PRACTICE AND STUDENT OUTCOMES. QUALITATIVE DATA INDICATE OUR TRAINING AND COACHING MOTIVATED ATTENDEES TOWARD CHANGE. 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. STATEWIDE ASSESSMENT AND ACCOUNTABILITY REQUIREMENTS WERE WAIVED IN THE STATE OF GEORGIA DUE TO THE ONGOING COVID-19 PANDEMIC, CONTRIBUTING TO SCHOOL CLOSURES AND AFFECTING 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 FROM 2018-2020 (N=29) ACHIEVED A HIGHER 4-YEAR COHORT GRADUATION RATE IN THE 2020-2021 SCHOOL YEAR (88.7) RELATIVE TO THE STATE AVERAGE (83.7). THIS COHORT'S IMPROVEMENT IN GRADUATION RATES OVER TIME IS ALSO IMPROVING AT A SLIGHTLY BETTER RATE COMPARED TO THE STATE AVERAGE: GEORGIA'S AVERAGE CGR IMPROVED BY 1.7 PERCENTAGE POINTS FROM 2019-2021, WHILE THE GLISI COHORT IMPROVED BY 2.0 PERCENTAGE POINTS. GLISI ALSO OFFERED "BCLS TASTERS", A FREE VIRTUAL EXPERIENCE TARGETED TOWARD THOSE WHO WOULD HAVE OTHERWISE ATTENDED THE COHORTS POSTPONED IN THE FALL AND WINTER OF 2021. GLISI COMMITTED OVER 85 HOURS PLANNING AND EXECUTING THE BCLS TASTERS, WHICH SERVED 20 DISTRICTS AND 26 EDUCATORS. 407086 765897 IN-DISTRICT AND VIRTUAL SUPPORT: GLISI OFFERS A VARIETY OF IN-DISTRICT AND VIRTUAL SUPPORT SERVICES TO SCHOOL DISTRICT PARTNERS ACROSS GEORGIA. IN FY21, GLISI PROVIDED THE FOLLOWING SUPPORTS: (1) STRATEGIC IMPROVEMENT PLANNING, DELIVERED IN PARTNERSHIP WITH THE GEORGIA SCHOOL BOARDS ASSOCIATION (GSBA); (2) IN- PERSON TRAINING, COACHING AND TECHNICAL ASSISTANCE TO DEVELOP ASPIRING AND INCUMBENT LEADERS TO BUILD EXCELLENT AND EQUITABLE SCHOOLS; AND (3) VIRTUAL SUPPORTS FOR LEADERS INTERESTED IN ATTENDING TO THEIR OWN PERSONAL GROWTH AND SELF-CARE. THE OBJECTIVE OF THE GLISI-GSBA STRATEGIC IMPROVEMENT PLANNING CONSULTING SERVICE IS TO ASSIST DISTRICTS AND THEIR LOCAL COMMUNITIES IN DEVELOPING A DISTRICT-WIDE IMPROVEMENT PLAN TO GUIDE TRANSPARENT SYSTEMIC IMPROVEMENT FOR 3-5 YEARS. IN FY21, GLISI ENGAGED 267 PARTICIPANTS IN DELIBERATIVE DIALOG TO INFORM SCHOOL IMPROVEMENT EFFORTS IN SEVEN DISTRICTS, FACILITATING A PROCESS THAT YIELDED A PLAN TO GUIDE CONTINUOUS IMPROVEMENT IN ALL SEVEN SYSTEMS. GLISI STAFF LOGGED AN ESTIMATED 248 HOURS OF TOTAL SUPPORT IN SERVICE TO THESE SYSTEMS AS WELL AS TWO OTHERS IN THE EARLY STAGES OF PLAN DEVELOPMENT THAT WILL CONCLUDE IN FY22. THE OBJECTIVES OF GLISI'S IN-PERSON TRAINING, COACHING AND TECHNICAL ASSISTANCE ARE CUSTOMIZED TO THE UNIQUE NEEDS OF EACH OF OUR PARTNERS. IN FY21, GLISI PROVIDED THESE SERVICES TO 521 ASPIRING AND INCUMBENT LEADERS IN THIRTEEN SCHOOL SYSTEMS ACROSS GEORGIA, AND AN ADDITIONAL 53 LEADERS WERE SERVED IN NONPROFIT AND MEMBER ASSOCIATION ORGANIZATIONS THROUGH THESE SERVICES. SPECIFIC ENDEAVORS INCLUDED THE DEVELOPMENT OF TWO COHORTS OF ASPIRING LEADERS; DESIGN AND FACILITATION OF CUSTOMIZED SUMMER LEADERSHIP RETREATS FOR TWO LARGE, URBAN SCHOOL SYSTEMS; DEVELOPMENT OF LEADERS' SOCIAL-EMOTIONAL SKILLS; CAPACITY BUILDING FOR ASSISTANT PRINCIPALS, PRINCIPALS, AND CLASSIFIED PERSONNEL; AND IN-DISTRICT SUPPORT TO DEEPEN SKILL AND TEAM DEVELOPMENT FOR SEVERAL OF OUR BCLS PARTNERS. IN FY21, GLISI LOGGED AN ESTIMATED 2,542 HOURS OF TOTAL SUPPORT ACROSS THESE PARTNERSHIPS AND PLANNING AND DESIGN TOWARD FY22 SUPPORT. IN POST-SERVICE SURVEYS, 100% OF DISTRICT PARTNERS INDICATED THAT THEY ARE MAKING PROGRESS TOWARD AND/OR ACHIEVED THE INTENDED PARTNERSHIP GOALS. GLISI ALSO PROVIDED SUPPORT TO THE GEORGIA DEPARTMENT OF EDUCATION THROUGH A NEW GRANT INITIATIVE CALLED "GRE4T" (GEORGIA'S RESTART: EMBRACE, ENGAGE, EXPAND AND ENHANCE LEARNING TECHNOLOGY INITIATIVE). IN THE FIRST YEAR OF SUPPORT, GLISI LOGGED OVER 900 HOURS OF DESIGN AND IMPLEMENTATION SUPPORT, SERVING 78 PARTICIPANTS IN A PILOT CONVENING IN MAY 2021 AND SUPPORTING THE FORMATION OF A COALITION OF COLLABORATIVE PARTNERS INVOLVED IN REALIZING GRANT OBJECTIVES. 90% OF PARTICIPANTS IN THE PILOT INDICATED THE PROTOCOLS USED WILL SUPPORT THEIR PLANNING EFFORTS FOR THE UPCOMING SCHOOL YEAR. ONE PARTICIPANT NOTED, "I LEARNED THAT EVEN THE SMALLEST START IS A SUCCESS AND IT IS OKAY THAT WE ARE AT THE BEGINNING OF THIS PROCESS." FINALLY, GLISI EXPANDED ITS SUITE OF VIRTUAL SUPPORTS FOR LEADERS INTERESTED IN ATTENDING TO THEIR OWN PERSONAL GROWTH AND SELF-CARE, INCLUDING CONNECTED COMMUNITY, VIRTUAL GROWTH NETWORKS, AND A TEXT-BASED COURSE TO BUILD EQUITY CONSCIOUSNESS AMONG COURSE COMPLETERS. CONNECTED COMMUNITY WAS ORIGINALLY LAUNCHED MARCH 2020, IN DIRECT RESPONSE TO THE EMERGENT COVID-19 CRISIS AND IN THE INTEREST OF CREATING SPACE FOR TEACHERS AND LEADERS TO ATTEND TO THEIR OWN SELF-CARE, FIND STRENGTH IN A PEER COMMUNITY, AND GENERATE IDEAS TO SOLVE PRESSING CHALLENGES. GLISI MAINTAINED THIS COMMUNITY IN FY2021, SERVING 95 LEADERS FROM 50 DISTRICTS AND ORGANIZATIONS IN GEORGIA AND BEYOND. GLISI FURTHER EXPANDED ITS SUITE OF VIRTUAL SUPPORTS IN FY21, INCLUDING A VIRTUAL GROWTH NETWORK FOR ASSISTANT PRINCIPALS AND A TEXT-BASED COURSE SUPPORTING LEADERS IN DEVELOPING EQUITY CONSCIOUSNESS. THESE ADDITIONAL SUPPORTS SERVED 3,830 EDUCATORS AND LEADERS STATEWIDE. GLISI STAFF COMMITTED APPROXIMATELY 1,130 HOURS TO DESIGN AND DELIVERY OF OUR VIRTUAL SUPPORT. 230411 111404 TRANSFORMING TEACHING AND LEARNING TOGETHER: FY21 WAS THE THIRD AND FINAL YEAR OF A MULTI-YEAR COLLABORATIVE PARTNERSHIP WITH THE SOUTHERN REGIONAL EDUCATION BOARD (SREB) AND THREE RURAL SCHOOL SYSTEMS IN GEORGIA (JEFFERSON COUNTY, EMANUEL COUNTY, AND BURKE COUNTY) KNOWN AS TRANSFORMING TEACHING AND LEARNING TOGETHER (4T). THE PURPOSE OF 4T WAS TO BUILD THE SKILLS AND ABILITY OF PARTNER SCHOOL SYSTEMS TO IMPROVE THE EFFECTIVENESS OF TEACHING, BETTER PREPARING STUDENTS FOR SUCCESS AFTER HIGH SCHOOL. THIS IS DIFFERENT FROM SIMPLY IMPROVING THE EFFECTIVENESS OF TEACHING. THE AIM OF THE PARTNERSHIP WAS TO CONVENE A NETWORK IMPROVEMENT COMMUNITY WHERE PARTICIPATING SYSTEMS DEVELOP ENDURING CAPABILITIES TO DRIVE CONTINUOUS IMPROVEMENT, RATHER THAN LEADING A ONE-TIME IMPROVEMENT INITIATIVE IN TEACHING PRACTICE. CORE OBJECTIVES FOR FY21 WERE TO (1) BUILD PSYCHOLOGICAL SAFETY BETWEEN AND AMONG NETWORK PARTICIPANTS (CRITICAL FOR THE NETWORK TO COLLABORATIVELY PROBLEM SOLVE TOGETHER); AND (2) TO CREATE OPPORTUNITIES FOR PARTICIPANTS TO LEARN AND PRACTICE IMPROVEMENT SCIENCE WHEN APPLIED TO A REAL PROBLEM OF PRACTICE IN THEIR SCHOOL SYSTEMS. EACH PARTICIPATING SCHOOL SYSTEM NOTED THAT ADULT PRACTICES WERE LIKELY CONTRIBUTING TO LOW LEVELS OF STUDENT ENGAGEMENT AND WERE INTERESTED IN IDENTIFYING CRITICAL SHIFTS IN TEACHER AND LEADER PRACTICE TO PRODUCE HIGHER LEVELS OF STUDENT ENGAGEMENT OVER TIME. PARTICIPANT SURVEY DATA DEMONSTRATE THAT GLISI WAS SUCCESSFUL IN ACHIEVING OUR CORE OBJECTIVES FOR YEAR 3. COMPARISONS OF PRE-ASSESSMENTS OF PSYCHOLOGICAL SAFETY TO THE MID-ASSESSMENTS ADMINISTERED IN FY20 AND FY21, WE FIND IMPROVEMENTS ACROSS SEVERAL LEADING INDICATORS OF PSYCHOLOGICAL SAFETY. PARTICIPANT DATA ALSO SUGGESTS WE WERE SUCCESSFUL IN CREATING OPPORTUNITIES FOR BOTH LEARNING ABOUT IMPROVEMENT SCIENCE AND IMPLEMENTING THAT LEARNING IN AND OUTSIDE OF NETWORK CONVENINGS. THE MAJORITY OF PARTICIPANTS RATED CONVENINGS AS "HIGHLY EFFECTIVE- OR "EFFECTIVE" IN OFFERING INSIGHTS ON THE STEPS NECESSARY TO ENGAGE IN IMPROVEMENT CYCLES. FURTHER, THERE WERE HIGH LEVELS OF AGREEMENT THAT CONVENINGS OFFERED SPACE FOR REFLECTION ABOUT HOW CONTENT CAN IMPROVE TEACHER AND LEADER PRACTICE (5.09 MEAN RATING ON A 6-POINT SCALE) AND ITS IMPORTANCE FOR SCHOOL AND DISTRICT EFFECTIVENESS (5.17 MEAN RATING ON A 6-POINT SCALE). QUALITATIVE DATA FROM BOTH FY20 AND FY21 HIGHLIGHTED THE RECOGNITION THAT ADULT CAPACITY TO CONSIDER THE TOTALITY OF THE STUDENT EXPERIENCE WAS MORE CRITICAL THAN EVER IN LIGHT OF THE COVID-19 CRISIS. ONE PARTICIPANT NOTED, "OUR STAFF NOW UNDERSTANDS THAT ENGAGEMENTS ENCOMPASS MUCH MORE THAN WHAT HAPPENS IN THE CLASSROOM", EMPHASIZING THE BROADER GROUP OF STAKEHOLDERS BEYOND THE TEACHERS WHO SHAPE THE STUDENT EXPERIENCE. FORTY-FOUR TEACHERS AND LEADERS WERE SERVED THROUGH THE NETWORK AND GLISI STAFF LOGGED AN ESTIMATED 1,630 HOURS OF SERVICE IN FY21. 1480670 true true false false false false false false false false true false false false false true true false false false false false false false false false false false false true false false false false false false false true false false false false false false false false false true 24 0 true 13 true false false false false false false false false false false false false false false X 14 14 false false false false false false false true true false false true true true true true true true true false GA X LORI JACKSON 7704649299 3237 SATELLITE BLVD SUITE 460 DULUTH GA 30096 DR LESLIE HAZLE BUSSEY EXECUTIVE DI 40.00 X 157169 0 16989 AARYN SCHMUHL VP PROG DEV 40.00 X 135318 0 12124 LETISHIA SEABROOK JONES SR. PROGRAM 40.00 X 109807 0 18006 MECA MOHAMMED VP OPS & TAL 40.00 X 103571 0 20389 JENNIE C WELCH VP STRATEGY 40.00 X 117680 0 4738 ADRIAN BAZEMORE DIRECTOR 1.00 X 0 0 0 MATT COLVIN DIRECTOR 1.00 X 0 0 0 STEPHEN DOLINGER DIRECTOR 1.00 X 0 0 0 BEVERLY FERGUSON DIRECTOR 1.00 X 0 0 0 JOSEPH BARROW JR DIRECTOR 1.00 X 0 0 0 JONATHAN LOVE DIRECTOR 1.00 X 0 0 0 BROOKE PEREZ BOARD CHAIR 1.00 X X 0 0 0 DAVID PETERSON DIRECTOR 1.00 X 0 0 0 JOHN SATELMAJER DIRECTOR 1.00 X 0 0 0 KORYNN M SCHOOLEY DIRECTOR 1.00 X 0 0 0 LOREN STARR FORMER SEC/T 1.00 X X 0 0 0 GAIL TUSAN-WASHINGTON DIRECTOR 1.00 X 0 0 0 VALERIE WILSON DIRECTOR 1.00 X 0 0 0 JOHN ZAUNER DIRECTOR 1.00 X 0 0 0 623545 72246 5 false true false 1014346 4572 1014346 CONSULTING 509900 509900 BASE CAMP LEADERSHIP SUMMIT 305150 305150 GRE4T PARTNERSHIP 183430 183430 RURAL NETWORKED IMPROV. COMM. 111404 111404 GSBA STRATEGIC PLANNING 71800 71800 767 767 1182451 10750 10750 OTHER INCOME 900099 260 260 260 2207807 1193201 260 X 279269 172039 45514 61716 787767 605189 136658 45920 70485 47930 16916 5639 63009 42846 15122 5041 83659 56888 20079 6692 21960 2465 19495 2606 2606 276579 243882 32472 225 6095 2045 4050 8740 8740 42178 42178 42144 38381 3207 556 13986 13986 5207 5207 ROOM. BOARD, MEETING SPAC 229816 229816 MATERIALS 38957 28130 8190 2637 TELEPHONE AND WEB 16706 4322 12384 REGISTRATION AND SUBSCRIP 12048 6737 3851 1460 910 671 239 2002121 1480670 391326 130125 230233 514978 1580196 1288859 1100 38050 302762 13957 7585 69123 45035 26316 24088 1487438 1546708 3377290 3684980 45840 154136 92129 32795 137969 186931 X 3238221 3498049 1100 3239321 3498049 3377290 3684980 205686 53042 X false true X true false X 1804070 2020316 931064 1061374 1014346 6831170 1804070 2020316 931064 1061374 1014346 6831170 3336448 3494722 5920 24618 39983 49705 10749 130975 675 307 413 260 1655 6963800 4366298 0.50180 0.68130 X PART II, LINE 10 1,655 RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 69123 45035 24088 24088 X 2260643 53042 2400 55442 2205201 2606 2606 2207807 2001915 2400 2400 1999515 2606 2606 2002121 SCHEDULE D, PAGE 3, PART X THE ORGANIZATION IS EXEMPT FROM FEDERAL INCOME TAXES UNDER THE PROVISIONS OF INTERNAL REVENUE CODE SECTION 501(C)(3). INCOME FROM CERTAIN ACTIVITIES NOT DIRECTLY RELATED TO THE ORGANIZATIONS TAX-EXEMPT PURPOSE IS SUBJECT TO TAXATION AS UNRELATED BUSINESS INCOME. FOR THE YEARS ENDED JUNE 30, 2021 AND 2020, THE ORGANIZATION DID NOT HAVE ANY UNRELATED BUSINESS INCOME, AND ACCORDINGLY, NO UNRELATED BUSINESS INCOME TAX. MANAGEMENT BELIEVES THAT IT HAS APPROPRIATE SUPPORT FOR ANY TAX POSITIONS TAKEN BY THE ORGANIZATION, AND AS SUCH, DOES NOT HAVE ANY UNCERTAIN TAX POSITIONS THAT ARE MATERIAL TO THE FINANCIAL STATEMENTS. THE ORGANIZATIONS INTERNAL REVENUE SERVICE FILINGS FOR THE PREVIOUS THREE YEARS REMAIN SUBJECT TO EXAMINATION. X X X X X false false false false false false false false false DR LESLIE HAZLE BUSSEY EXECUTIVE DIRECTOR 157169 16989 174158 VALERIE WILSON BOARD MEMBER 74400 SEE SUPPLEMENTAL false JOSEPH BARROW BOARD MEMBER 18000 SEE SUPPLEMENTAL false SCHEDULE L, PART V THE ORGANIZATION ENTERED INTO AN AGREEMENT WITH THE GEORGIA SCHOOL BOARD ASSOCIATION (GSBA), WHOSE EXECUTIVE DIRECTOR IS ON THE BOARD OF DIRECTORS OF THE ORGANIZATION. THE AGREEMENT WAS ENTERED INTO AS THE TWO ORGANIZATIONS HAVE SIMILAR GOALS TO IMPROVE SCHOOLS IN GEORGIA. DURING THE YEAR ENDED JUNE 30, 2021 AND 2020, THE ORGANIZATION EARNED APPROXIMATELY 74,400 AND 64,000, RESPECTIVELY, FOR SERVICES PERFORMED IN THE SCOPE OF THE AGREEMENT. DURING THE FISCAL YEARS ENDED JUNE 30, 2021 AND 2020, THE ORGANIZATION ENTERED INTO AN AGREEMENT WITH FAYETTE COUNTY SCHOOLS, WHOSE FORMER SUPERINTENDENT IS ON THE BOARD OF DIRECTORS OF THE ORGANIZATION. THE ORGANIZATION EARNED APPROXIMATELY 18,000 AND 22,000, RESPECTIVELY, FOR SERVICES PERFORMED IN THE SCOPE OF THE AGREEMENT. FORM 990, PAGE 2, PART III, LINE 3 DUE TO THE ONGOING COVID-19 PANDEMIC, GLISI MADE THE DETERMINATION TO POSTPONE ALL FALL 2020 AND WINTER 2021 DATES OF ITS FLAGSHIP TRAINING PROGRAM, BASE CAMP AND LEADERSHIP SUMMIT. GLISI WAS ABLE TO SAFELY CONVENE A SMALLER GATHERING IN JUNE 2021 TO SUPPORT SOME OF THE SCHOOL SYSTEMS WHO HAD EXPRESSED INTEREST IN ATTENDING DURING THE 2020-2021 SCHOOL YEAR. FORM 990, PAGE 2, PART III, LINE 4A 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 COLLABORATIVELY IDENTIFY AND ADDRESS THEIR MOST PRESSING PERFORMANCE PROBLEMS IN ORDER TO REALIZE MEANINGFUL IMPROVEMENTS IN SCHOOL CULTURE AND STUDENT OUTCOMES. BCLS TEACHES LEADERS TO USE DATA-DRIVEN CONTINUOUS IMPROVEMENT PROCESSES FOCUSED ON IMPROVING THE QUALITY OF TEACHING AND LEARNING, ULTIMATELY LEADING TO STRONGER SCHOOL CULTURE AND IMPROVED STUDENT OUTCOMES. IN FY21, GLISI'S ABILITY TO CONVENE LARGE GATHERINGS OF LEADERS WAS IMPEDED BY THE ONGOING COVID-19 PANDEMIC. GLISI POSTPONED ALL FALL AND WINTER CONVENINGS, OPTING TO HOST A SINGLE WEEK EXPERIENCE FOR A SUBSET OF LEADERS IN JUNE 2021. THE SUMMER EXPERIENCE SERVED 163 LEADERS (SUPERINTENDENTS, CENTRAL OFFICE LEADERS, PRINCIPALS, ASSISTANT PRINCIPALS, TEACHER LEADERS, AND SCHOOL SUPPORT STAFF) FROM 5 GEORGIA SCHOOLS AND DISTRICTS. DISTRICTS AND SCHOOL TEAMS WHO ATTENDED THE SUMMER EXPERIENCE HAILED FROM GEORGIA AND FLORIDA AND WERE A DIVERSE MIX OF SMALL, CHARTER SCHOOLS; LARGE METRO SYSTEMS; AND SMALL, RURAL SYSTEMS. EACH TEAM PARTICIPATED IN A WEEK- LONG TRAINING EVENT THAT SPANNED A 5-DAY PERIOD, FOR A TOTAL OF 40 HOURS OF TRAINING FOR EACH PARTICIPANT. GLISI DELIVERED 6,520 PERSON-TRAINING HOURS ( HOURS TRAINING PROVIDED X PARTICIPANTS) THROUGH BCLS IN FY21 AND STAFF COMMITTED APPROXIMATELY 1,195 HOURS TO MARKETING, DESIGN, EXECUTION, AND EVALUATION OF THE SBCLS EXPERIENCE. A CRITICAL SHORT-TERM OBJECTIVE OF BCLS IS TO INCREASE PARTICIPANT KNOWLEDGE AND APPLICATION OF CONCEPTS CRITICAL TO LEADING SYSTEMIC CHANGE EFFORTS IN SCHOOLS. OUR PRE-POST LEARNING ASSESSMENT SHOWED THAT FOR 100% OF ITEMS SURVEYED, THERE WAS A STATISTICALLY SIGNIFICANT GAIN IN KNOWING AND UNDERSTANDING FOR ATTENDEES--AN INDICATION THAT THOSE WHO ATTENDED THE TRAINING WERE BETTER EQUIPPED 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 OF TEAMS WHO ATTEND-A CRITICAL PRECURSOR TO CULTURE CHANGE. A PRE-POST ANALYSIS OF SUMMER BCLS PARTICIPANTS FOUND FAVORABLE CHANGE IN RESPONDENT PERCEPTIONS REGARDING KEY INDICATORS THAT PSYCHOLOGICAL SAFETY IS PRESENT ON THEIR TEAMS. A FINAL SHORT-TERM OBJECTIVE IS INCREASED MOTIVATION AMONG PARTICIPANTS AND TEAMS TO MAKE NECESSARY CHANGES TO THEIR BEHAVIOR AND PRACTICE, RECOGNIZING THE CONNECTION BETWEEN ADULT PRACTICE AND STUDENT OUTCOMES. QUALITATIVE DATA INDICATE OUR TRAINING AND COACHING MOTIVATED ATTENDEES TOWARD CHANGE. 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. STATEWIDE ASSESSMENT AND ACCOUNTABILITY REQUIREMENTS WERE WAIVED IN THE STATE OF GEORGIA DUE TO THE ONGOING COVID-19 PANDEMIC, CONTRIBUTING TO SCHOOL CLOSURES AND AFFECTING 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 FROM 2018-2020 (N=29) ACHIEVED A HIGHER 4-YEAR COHORT GRADUATION RATE IN THE 2020-2021 SCHOOL YEAR (88.7) RELATIVE TO THE STATE AVERAGE (83.7). THIS COHORT'S IMPROVEMENT IN GRADUATION RATES OVER TIME IS ALSO IMPROVING AT A SLIGHTLY BETTER RATE COMPARED TO THE STATE AVERAGE: GEORGIA'S AVERAGE CGR IMPROVED BY 1.7 PERCENTAGE POINTS FROM 2019-2021, WHILE THE GLISI COHORT IMPROVED BY 2.0 PERCENTAGE POINTS. GLISI ALSO OFFERED "BCLS TASTERS", A FREE VIRTUAL EXPERIENCE TARGETED TOWARD THOSE WHO WOULD HAVE OTHERWISE ATTENDED THE COHORTS POSTPONED IN THE FALL AND WINTER OF 2021. GLISI COMMITTED OVER 85 HOURS PLANNING AND EXECUTING THE BCLS TASTERS, WHICH SERVED 20 DISTRICTS AND 26 EDUCATORS. FORM 990, PAGE 2, PART III, LINE 4B IN-DISTRICT AND VIRTUAL SUPPORT: GLISI OFFERS A VARIETY OF IN-DISTRICT AND VIRTUAL SUPPORT SERVICES TO SCHOOL DISTRICT PARTNERS ACROSS GEORGIA. IN FY21, GLISI PROVIDED THE FOLLOWING SUPPORTS: (1) STRATEGIC IMPROVEMENT PLANNING, DELIVERED IN PARTNERSHIP WITH THE GEORGIA SCHOOL BOARDS ASSOCIATION (GSBA); (2) IN- PERSON TRAINING, COACHING AND TECHNICAL ASSISTANCE TO DEVELOP ASPIRING AND INCUMBENT LEADERS TO BUILD EXCELLENT AND EQUITABLE SCHOOLS; AND (3) VIRTUAL SUPPORTS FOR LEADERS INTERESTED IN ATTENDING TO THEIR OWN PERSONAL GROWTH AND SELF-CARE. THE OBJECTIVE OF THE GLISI-GSBA STRATEGIC IMPROVEMENT PLANNING CONSULTING SERVICE IS TO ASSIST DISTRICTS AND THEIR LOCAL COMMUNITIES IN DEVELOPING A DISTRICT-WIDE IMPROVEMENT PLAN TO GUIDE TRANSPARENT SYSTEMIC IMPROVEMENT FOR 3-5 YEARS. IN FY21, GLISI ENGAGED 267 PARTICIPANTS IN DELIBERATIVE DIALOG TO INFORM SCHOOL IMPROVEMENT EFFORTS IN SEVEN DISTRICTS, FACILITATING A PROCESS THAT YIELDED A PLAN TO GUIDE CONTINUOUS IMPROVEMENT IN ALL SEVEN SYSTEMS. GLISI STAFF LOGGED AN ESTIMATED 248 HOURS OF TOTAL SUPPORT IN SERVICE TO THESE SYSTEMS AS WELL AS TWO OTHERS IN THE EARLY STAGES OF PLAN DEVELOPMENT THAT WILL CONCLUDE IN FY22. THE OBJECTIVES OF GLISI'S IN-PERSON TRAINING, COACHING AND TECHNICAL ASSISTANCE ARE CUSTOMIZED TO THE UNIQUE NEEDS OF EACH OF OUR PARTNERS. IN FY21, GLISI PROVIDED THESE SERVICES TO 521 ASPIRING AND INCUMBENT LEADERS IN THIRTEEN SCHOOL SYSTEMS ACROSS GEORGIA, AND AN ADDITIONAL 53 LEADERS WERE SERVED IN NONPROFIT AND MEMBER ASSOCIATION ORGANIZATIONS THROUGH THESE SERVICES. SPECIFIC ENDEAVORS INCLUDED THE DEVELOPMENT OF TWO COHORTS OF ASPIRING LEADERS; DESIGN AND FACILITATION OF CUSTOMIZED SUMMER LEADERSHIP RETREATS FOR TWO LARGE, URBAN SCHOOL SYSTEMS; DEVELOPMENT OF LEADERS' SOCIAL-EMOTIONAL SKILLS; CAPACITY BUILDING FOR ASSISTANT PRINCIPALS, PRINCIPALS, AND CLASSIFIED PERSONNEL; AND IN-DISTRICT SUPPORT TO DEEPEN SKILL AND TEAM DEVELOPMENT FOR SEVERAL OF OUR BCLS PARTNERS. IN FY21, GLISI LOGGED AN ESTIMATED 2,542 HOURS OF TOTAL SUPPORT ACROSS THESE PARTNERSHIPS AND PLANNING AND DESIGN TOWARD FY22 SUPPORT. IN POST-SERVICE SURVEYS, 100% OF DISTRICT PARTNERS INDICATED THAT THEY ARE MAKING PROGRESS TOWARD AND/OR ACHIEVED THE INTENDED PARTNERSHIP GOALS. GLISI ALSO PROVIDED SUPPORT TO THE GEORGIA DEPARTMENT OF EDUCATION THROUGH A NEW GRANT INITIATIVE CALLED "GRE4T" (GEORGIA'S RESTART: EMBRACE, ENGAGE, EXPAND AND ENHANCE LEARNING TECHNOLOGY INITIATIVE). IN THE FIRST YEAR OF SUPPORT, GLISI LOGGED OVER 900 HOURS OF DESIGN AND IMPLEMENTATION SUPPORT, SERVING 78 PARTICIPANTS IN A PILOT CONVENING IN MAY 2021 AND SUPPORTING THE FORMATION OF A COALITION OF COLLABORATIVE PARTNERS INVOLVED IN REALIZING GRANT OBJECTIVES. 90% OF PARTICIPANTS IN THE PILOT INDICATED THE PROTOCOLS USED WILL SUPPORT THEIR PLANNING EFFORTS FOR THE UPCOMING SCHOOL YEAR. ONE PARTICIPANT NOTED, "I LEARNED THAT EVEN THE SMALLEST START IS A SUCCESS AND IT IS OKAY THAT WE ARE AT THE BEGINNING OF THIS PROCESS." FINALLY, GLISI EXPANDED ITS SUITE OF VIRTUAL SUPPORTS FOR LEADERS INTERESTED IN ATTENDING TO THEIR OWN PERSONAL GROWTH AND SELF-CARE, INCLUDING CONNECTED COMMUNITY, VIRTUAL GROWTH NETWORKS, AND A TEXT-BASED COURSE TO BUILD EQUITY CONSCIOUSNESS AMONG COURSE COMPLETERS. CONNECTED COMMUNITY WAS ORIGINALLY LAUNCHED MARCH 2020, IN DIRECT RESPONSE TO THE EMERGENT COVID-19 CRISIS AND IN THE INTEREST OF CREATING SPACE FOR TEACHERS AND LEADERS TO ATTEND TO THEIR OWN SELF-CARE, FIND STRENGTH IN A PEER COMMUNITY, AND GENERATE IDEAS TO SOLVE PRESSING CHALLENGES. GLISI MAINTAINED THIS COMMUNITY IN FY2021, SERVING 95 LEADERS FROM 50 DISTRICTS AND ORGANIZATIONS IN GEORGIA AND BEYOND. GLISI FURTHER EXPANDED ITS SUITE OF VIRTUAL SUPPORTS IN FY21, INCLUDING A VIRTUAL GROWTH NETWORK FOR ASSISTANT PRINCIPALS AND A TEXT-BASED COURSE SUPPORTING LEADERS IN DEVELOPING EQUITY CONSCIOUSNESS. THESE ADDITIONAL SUPPORTS SERVED 3,830 EDUCATORS AND LEADERS STATEWIDE. GLISI STAFF COMMITTED APPROXIMATELY 1,130 HOURS TO DESIGN AND DELIVERY OF OUR VIRTUAL SUPPORT. FORM 990, PAGE 2, PART III, LINE 4C TRANSFORMING TEACHING AND LEARNING TOGETHER: FY21 WAS THE THIRD AND FINAL YEAR OF A MULTI-YEAR COLLABORATIVE PARTNERSHIP WITH THE SOUTHERN REGIONAL EDUCATION BOARD (SREB) AND THREE RURAL SCHOOL SYSTEMS IN GEORGIA (JEFFERSON COUNTY, EMANUEL COUNTY, AND BURKE COUNTY) KNOWN AS TRANSFORMING TEACHING AND LEARNING TOGETHER (4T). THE PURPOSE OF 4T WAS TO BUILD THE SKILLS AND ABILITY OF PARTNER SCHOOL SYSTEMS TO IMPROVE THE EFFECTIVENESS OF TEACHING, BETTER PREPARING STUDENTS FOR SUCCESS AFTER HIGH SCHOOL. THIS IS DIFFERENT FROM SIMPLY IMPROVING THE EFFECTIVENESS OF TEACHING. THE AIM OF THE PARTNERSHIP WAS TO CONVENE A NETWORK IMPROVEMENT COMMUNITY WHERE PARTICIPATING SYSTEMS DEVELOP ENDURING CAPABILITIES TO DRIVE CONTINUOUS IMPROVEMENT, RATHER THAN LEADING A ONE-TIME IMPROVEMENT INITIATIVE IN TEACHING PRACTICE. CORE OBJECTIVES FOR FY21 WERE TO (1) BUILD PSYCHOLOGICAL SAFETY BETWEEN AND AMONG NETWORK PARTICIPANTS (CRITICAL FOR THE NETWORK TO COLLABORATIVELY PROBLEM SOLVE TOGETHER); AND (2) TO CREATE OPPORTUNITIES FOR PARTICIPANTS TO LEARN AND PRACTICE IMPROVEMENT SCIENCE WHEN APPLIED TO A REAL PROBLEM OF PRACTICE IN THEIR SCHOOL SYSTEMS. EACH PARTICIPATING SCHOOL SYSTEM NOTED THAT ADULT PRACTICES WERE LIKELY CONTRIBUTING TO LOW LEVELS OF STUDENT ENGAGEMENT AND WERE INTERESTED IN IDENTIFYING CRITICAL SHIFTS IN TEACHER AND LEADER PRACTICE TO PRODUCE HIGHER LEVELS OF STUDENT ENGAGEMENT OVER TIME. PARTICIPANT SURVEY DATA DEMONSTRATE THAT GLISI WAS SUCCESSFUL IN ACHIEVING OUR CORE OBJECTIVES FOR YEAR 3. COMPARISONS OF PRE-ASSESSMENTS OF PSYCHOLOGICAL SAFETY TO THE MID-ASSESSMENTS ADMINISTERED IN FY20 AND FY21, WE FIND IMPROVEMENTS ACROSS SEVERAL LEADING INDICATORS OF PSYCHOLOGICAL SAFETY. PARTICIPANT DATA ALSO SUGGESTS WE WERE SUCCESSFUL IN CREATING OPPORTUNITIES FOR BOTH LEARNING ABOUT IMPROVEMENT SCIENCE AND IMPLEMENTING THAT LEARNING IN AND OUTSIDE OF NETWORK CONVENINGS. THE MAJORITY OF PARTICIPANTS RATED CONVENINGS AS "HIGHLY EFFECTIVE- OR "EFFECTIVE" IN OFFERING INSIGHTS ON THE STEPS NECESSARY TO ENGAGE IN IMPROVEMENT CYCLES. FURTHER, THERE WERE HIGH LEVELS OF AGREEMENT THAT CONVENINGS OFFERED SPACE FOR REFLECTION ABOUT HOW CONTENT CAN IMPROVE TEACHER AND LEADER PRACTICE (5.09 MEAN RATING ON A 6-POINT SCALE) AND ITS IMPORTANCE FOR SCHOOL AND DISTRICT EFFECTIVENESS (5.17 MEAN RATING ON A 6-POINT SCALE). QUALITATIVE DATA FROM BOTH FY20 AND FY21 HIGHLIGHTED THE RECOGNITION THAT ADULT CAPACITY TO CONSIDER THE TOTALITY OF THE STUDENT EXPERIENCE WAS MORE CRITICAL THAN EVER IN LIGHT OF THE COVID-19 CRISIS. ONE PARTICIPANT NOTED, "OUR STAFF NOW UNDERSTANDS THAT ENGAGEMENTS ENCOMPASS MUCH MORE THAN WHAT HAPPENS IN THE CLASSROOM", EMPHASIZING THE BROADER GROUP OF STAKEHOLDERS BEYOND THE TEACHERS WHO SHAPE THE STUDENT EXPERIENCE. FORTY-FOUR TEACHERS AND LEADERS WERE SERVED THROUGH THE NETWORK AND GLISI STAFF LOGGED AN ESTIMATED 1,630 HOURS OF SERVICE IN FY21. FORM 990, PAGE 6, PART VI, LINE 11B (1)BOOKKEEPER AND VP STRATEGY AND FINANCE WORK TO PREPARE A DRAFT 990, WITH SUPPORT FROM EXTERNAL CPA (CARR RIGGS & INGRAM) AND ADDITIONAL GLISI STAFF AS NEEDED. (2) DRAFT IS REVIEWED BY GLISI'S EXECUTIVE DIRECTOR AND BOARD OF DIRECTORS. (3) NECESSARY CORRECTIONS ARE MADE AND FINAL APPROVAL OF DRAFT IS GIVEN BY GLISI'S VP STRATEGY AND FINANCE AND GLISI'S EXECUTIVE DIRECTOR. (4) FILING IS COMPLETED BY CARR RIGGS & INGRAM. FORM 990, PAGE 6, PART VI, 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 SUBJECTS: A. WHETHER COMPENSATION ARRANGEMENTS AND BENEFITS ARE REASONABLE, BASED ON COMPETENT SURVEY INFORMATION, AND THE RESULT OF ARM'S LENGTH BARGAINING. B. 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, PAGE 6, PART VI, LINE 15A THE BOARD OF DIRECTORS SETS AND APPROVES THE EXECUTIVE DIRECTORS 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 ORGANIZATIONS BUDGET AND APPROVED BY THE BOARD OF DIRECTORS. FORM 990, PAGE 6, PART VI, LINE 15B 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. 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 ORGANIZATIONS BUDGET AND APPROVED BY THE BOARD OF DIRECTORS. FORM 990, PAGE 6, PART VI, LINE 19 AVAILABLE FOR REVIEW IN OFFICE BY WRITTEN REQUEST. FORM 990, PART IX, LINE 11G CONSULTANTS AND SUBCONTRACTOR 243,882 32,472 225