2020-05-01T09:47:20-05:00 2019-06-30 582161308 BROOKS MCGINNIS & COMPANY LLC 5607 GLENRIDGE DR STE 650 ATLANTA GA 303424959 990 2018-07-01 455209297 GEORGIA LEADERSHIP INSTITUTE FOR SCHOOL IMPROVEMENT INC GEOR 7704649299 3237 SATELLITE BLVD SUITE 460 DULUTH GA 30096 DR LESLIE HAZLE BUSSEY EXECUTIVE DIRECTOR 7704649299 2020-05-01 true STEVEN E TRUMBO P01069014 4045314940 2020-05-01 96.91.158.145 2020-05-01 09:47:20 CD P 336985540A4F14DEBA7C2DF908C6D56BF4D0424D D04A014B987F27422EA7F765B12A5466A1EF28EB 2018 2021-01-29 14:40:06Z DR LESLIE HAZLE BUSSEY 3237 SATELLITE BLVD SUITE 460 DULUTH GA 30096 2501337 false X WWW.GLISI.ORG X TO UPLIFT SCHOOL LEADERS, TRANSFORM MINDSETS AND ACTION, CREATE VIBRANT CULTURES OF INNOVATION, AND BUILD EXCELLENT AND EQUITABLE SCHOOLS. 10 10 12 10 0 2020316 931064 1308488 1529983 24618 39983 307 3353422 2501337 0 0 1107382 1105018 0 84243 1897645 1292286 3005027 2397304 348395 104033 3448456 3491113 359443 291347 3089013 3199766 X TO UPLIFT SCHOOL LEADERS, TRANSFORM MINDSETS AND ACTION, CREATE VIBRANT CULTURES OF INNOVATION, AND BUILD EXCELLENT AND EQUITABLE SCHOOLS. true false 1524953 1057500 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 ULTIMATE AIM IS TO EMPOWER TEAMS TO ACTIVATE TEACHERS AND INFORMAL LEADERS AT ALL LEVELS OF THE SCHOOL IN THE WORK OF SUSTAINED CULTURE CHANGE AND INSTRUCTIONAL IMPROVEMENT. EMPHASIS IN TRAINING IS PLACED ON TEACHING LEADERS TO USE DATA-DRIVEN CONTINUOUS IMPROVEMENT PROCESSES FOCUSED ON IMPROVING THE QUALITY OF TEACHING AND LEARNING, ULTIMATELY LEADING TO GAINS IN STUDENT ACHIEVEMENT. IN FY19, GLISI SERVED 528 LEADERS (SUPERINTENDENTS, CENTRAL OFFICE LEADERS, PRINCIPALS, ASSISTANT PRINCIPALS, TEACHER LEADERS, AND SCHOOL SUPPORT STAFF) FROM 29 GEORGIA SCHOOLS AND DISTRICTS. TEAMS REPRESENTED HAIL FROM ALL CORNERS OF GEORGIA INCLUDING METRO ATLANTA, NORTH GEORGIA, MIDDLE GEORGIA, AND SOUTHWEST AND SOUTHEAST GEORGIA. THE MAJORITY (76%) OF OUR FY19 PARTNERS WERE RETURNING DISTRICTS, ATTESTING TO THE PERSISTENT VALUE OF THE TRAINING EXPERIENCE. RETURNING DISTRICTS BROUGHT NEW PARTICIPANTS FROM THEIR RESPECTIVE SCHOOLS AND DISTRICT OFFICES AS PART OF A STRATEGY TO BUILD A CRITICAL MASS OF LEADERS ARMED WITH THE SKILLS, KNOWLEDGE, AND TOOLS TO BUILD MORE EXCELLENT AND EQUITABLE SCHOOLS. WE ALSO SERVED 7 NEW OR PRODIGAL DISTRICTS WHO EITHER HAD NEVER ATTENDED (NEW), OR WERE RETURNING AFTER FIVE OR MORE YEARS OF NOT ATTENDING (PRODIGAL). THESE SYSTEMS LEVERAGED THE EXPERIENCE TO UNITE TEAMS OF TEACHERS AND LEADERS AROUND COMMON GOALS FOR SCHOOL IMPROVEMENT AND TO IDENTIFY THE BUILDING BLOCKS REQUIRED TO BUILD CULTURES OF BELONGING AND TO PAVE THE WAY FOR INGENUITY, INNOVATION AND IMPROVEMENT. EACH TEAM PARTICIPATED IN TWO RESIDENTIAL TRAINING EVENTS THAT SPAN A 2.5 DAY PERIOD, FOR A TOTAL OF 40 HOURS OF TRAINING FOR EACH PARTICIPANT. GLISI DELIVERED 21,120 PERSON-TRAINING HOURS ( HOURS TRAINING PROVIDED X PARTICIPANTS) THROUGH BCLS IN FY19. A CRITICAL SHORT-TERM OBJECTIVE OF BCLS IS TO INCREASE PARTICIPANT KNOWLEDGE AND APPLICATION OF DATA DRIVEN APPROACHES TO SCHOOL IMPROVEMENT. OUR PRE-POST ASSESSMENT OF PARTICIPANT LEARNING SHOWED STATISTICALLY SIGNIFICANT LEARNING GAINS IN EVERY MEASURED CATEGORY--AN INDICATION THAT PARTICIPANTS WERE BETTER EQUIPPED TO ANALYZE DATA; CONVERSE WITH OTHERS ABOUT DATA; MAKE COURSE CORRECTIONS TO SCHOOL AND DISTRICT PRACTICE THAT ALIGN WITH DESIRED ENDS; AND ASSESS THE EFFECTIVENESS OF SCHOOL AND DISTRICT IMPROVEMENT PLANS. A SECOND SHORT-TERM OBJECTIVE IS TO INCREASE THE PSYCHOLOGICAL SAFETY ON TEAMS WHO ATTEND-A CRITICAL PRECURSOR TO CULTURE CHANGE. A PRE-POST ANALYSIS INCLUSIVE OF FY19 COHORT ATTENDEES FOUND FAVORABLE CHANGE IN INDICATORS THAT PSYCHOLOGICAL SAFETY IS PRESENT, INCLUDING ASSESSMENT OF TEAMS' ABILITY TO BRING UP PROBLEMS (+24%) AND PERCEPTIONS THAT UNIQUE TALENTS AND SKILLS OF RESPONDENTS WERE BEING UTILIZED BY THEIR TEAMS (+22%). A FINAL SHORT-TERM OUTCOME THE EXPERIENCE IS DESIGNED TO ACHIEVE IS AN INCREASE IN THE MOTIVATION OF PARTICIPATING TEAMS TO ADDRESS PRESSING PERFORMANCE CHALLENGES AND IMPROVE THEIR OWN PRACTICE. EIGHTY-FIVE PERCENT OF FY19 PARTICIPANTS INDICATED THAT THEIR APPROACH TO TEACHING AND LEARNING IMPROVED AS A RESULT OF ATTENDING BCLS, AND CITED AN INCREASE IN MOTIVATION AS ONE OF THE MOST CRITICAL ASPECTS OF THE BCLS EXPERIENCE. THE LONG-TERM OBJECTIVE OF BCLS IS TO BUILD HEALTHIER SCHOOL CULTURES AND IMPROVE STUDENT OUTCOMES OVER TIME. IN OUR MOST RECENT ANALYSIS OF OUR PARTNER'S CULTURE RATINGS AND STUDENT OUTCOMES, DISTRICTS THAT SENT TWO OR MORE TEAMS TO BCLS FROM 2017-2019 (N=18) ACHIEVED HIGHER SCHOOL CLIMATE RATINGS; A HIGHER RATE OF IMPROVEMENT IN CLIMATE RATINGS; AND HIGHER 4 YEAR COHORT GRADUATION RATES RELATIVE TO THE STATE AVERAGE. 282731 359113 IN-DISTRICT SUPPORT: GLISI OFFERS A VARIETY OF IN-DISTRICT SUPPORT SERVICES TO SCHOOL DISTRICT PARTNERS ACROSS GEORGIA. IN FY19, GLISI PROVIDED THE FOLLOWING IN-DISTRICT SUPPORT SERVICES: (1) STRATEGIC IMPROVEMENT PLANNING, DELIVERED IN PARTNERSHIP WITH THE GEORGIA SCHOOL BOARDS ASSOCIATION; (2) ASPIRING/INCUMBENT LEADER TRAINING; AND (3) TECHNICAL ASSISTANCE/CUSTOM SUPPORT SERVICES, DELIVERED BASED ON AN ASSESSMENT OF LEADERSHIP DEVELOPMENT AND TALENT MANAGEMENT NEEDS IN THE DISTRICT. 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 FY19, GLISI WORKED IN NINE DISTRICTS WITH 221 COMMUNITY MEMBERS, TEACHERS, SCHOOL, AND DISTRICT LEADERS THROUGH OUR GLISI-GSBA STRATEGIC IMPROVEMENT PLANNING CONSULTING SERVICE SUPPORTING PLAN DEVELOPMENT. THE PURPOSES OF GLISI'S ASPIRING LEADERS PARTNERSHIPS ARE TO (1) INSPIRE PROMISING LEADERS TO PURSUE LEADERSHIP POSITIONS; (2) DEVELOP PARTICIPANT PROFICIENCY IN RESEARCH-BASED SCHOOL LEADERSHIP PRACTICES; AND (3) POSITION PROGRAM PARTICIPANTS TO BE EFFECTIVE LEADERS. IN FY19, GLISI DEVELOPED FIVE ASPIRING LEADER COHORTS IN FOUR DISTRICTS. GLISI GRADUATED 59 ASPIRING LEADERS IN FY19 AND SUPPORTED 14 ADDITIONAL ASPIRING LEADERS WHO WILL GRADUATE IN FY20. GLISI LOGGED 1,048 HOURS OF TOTAL SUPPORT ACROSS ALL COHORTS. IN POST-SERVICE SURVEYS, 100% OF PARTICIPANTS AGREED THAT ASPIRING LEADERS BUILT THEIR CAPACITY TO IMPROVE PERFORMANCE AND STUDENT OUTCOMES. PARTNERSHIPS ARE ALSO TRANSLATING TO ACTUAL LEADER PLACEMENT, AN INDICATOR THAT THE TRAINING IS PREPARING INDIVIDUALS READY TO ASSUME SCHOOL LEADERSHIP ROLES: 22 OF THE ASPIRING LEADERS GRADUATED (37%) HAVE ALREADY BEEN PROMOTED TO ASSISTANT PRINCIPAL, INSTRUCTIONAL COACH OR CENTRAL OFFICE LEADER AS OF FEBRUARY, 2020. CENTRAL OFFICE LEADERS INDICATE THAT BASED ON THE QUALITY OF ALP GRADUATES, A SIGNIFICANT PERCENTAGE OF LEADER PLACEMENTS ARE MADE OUT OF THEIR POOL OF GRADUATES. FINALLY, GLISI DELIVERED A COMBINATION OF TRAINING, COACHING, AND TECHNICAL ASSISTANCE TO TEACHERS AND LEADERS THROUGH ADDITIONAL CONTRACTS WITH PAULDING COUNTY SCHOOL DISTRICT (PCSD), FORSYTH COUNTY SCHOOLS (FCS) AND THE GEORGIA DEPARTMENT OF EDUCATION (GADOE). SPECIFIC DELIVERABLES INCLUDE FACILITATION AND DEVELOPMENT OF DIVERSITY, EQUITY AND INCLUSION PLANS FOR PCSD AND FCS, LEADERSHIP DEVELOPMENT FOR ASSISTANT PRINCIPALS IN PCSD, AND TECHNICAL ASSISTANCE AND CAPACITY BUILDING FOR LEADERS IN GADOE'S OFFICE OF SCHOOL AND DISTRICT EFFECTIVENESS. AT THE CLOSE OF FY19, AN ADDITIONAL 322 LEADERS WERE SUPPORTED THROUGH THESE ADDITIONAL PARTNERSHIPS AND 605 HOURS OF SUPPORT WERE LOGGED. 140337 113370 TRANSFORMING TEACHING AND LEARNING TOGETHER: IN FY19, GLISI LAUNCHED A NEW PARTNERSHIP WITH THE SOUTHERN REGIONAL EDUCATION BOARD (SREB) AND THREE RURAL SCHOOL SYSTEMS IN GEORGIA (JEFFERSON COUNTY, EMANUEL COUNTY, AND BURKE COUNTY). THE PURPOSE OF 4T IS 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 IS 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. KEY ACTIVITY IN FY19 INCLUDED CO- CONSTRUCTION OF THE PROGRAM DESIGN AND INTERNAL CAPACITY BUILDING IN THE DISCIPLINES OF IMPROVEMENT SCIENCE AND DESIGN THINKING AMONG. A TOTAL OF 409 HOURS WERE LOGGED IN THE PLANNING AND DESIGN PHASE OF THE WORK. IMPLEMENTATION, INCLUDING HOSTING NETWORK CONVENINGS AMONG PARTICIPATING SCHOOL SYSTEMS AND ON-SITE PERSONALIZED COACHING FOR SCHOOL LEADERS WILL LAUNCH IN FY20. 1948021 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 63 0 12 true false false false false false false false false X 10 10 false false false false false false false true true false false true true true true true true true true false GA X JENNIE C WELCH 7704649299 3237 SATELLITE BLVD SUITE 460 DULUTH GA 30096 JONATHAN LOVE BOARD CHAIR 1.00 X X 0 0 0 JOSEPH BARROW DIRECTOR 1.00 X 0 0 0 ADRIAN BAZEMORE DIRECTOR 1.00 X 0 0 0 STEPHEN DOLINGER DIRECTOR 1.00 X 0 0 0 BROOKE PEREZ DIRECTOR 1.00 X 0 0 0 DAVID PETERSON DIRECTOR 1.00 X 0 0 0 JOHN SATELMAJER DIRECTOR 1.00 X 0 0 0 LOREN STARR 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 DR LESLIE HAZLE BUSSEY EXECUTIVE DI 40.00 X 168454 0 5280 JENNIE C WELCH VP STRATEGY 40.00 X 105263 0 7767 PATTY HEITMULLER SR. PROGRAM 40.00 X 129546 0 9068 MECA MOHAMMED VP OPS & TAL 40.00 X 113580 0 8069 LETISHIA SEABROOK JONES SR. PROGRAM 40.00 X 105348 0 5600 622191 35784 5 false true false 53082 877982 931064 BASE CAMP LEADERSHIP SUMMIT 1057500 1057500 CONSULTING 272913 272913 RURAL NETWORKED IMPROV. COMM. 113370 113370 GSBA STRATEGIC PLANNING 86200 86200 1529983 39983 39983 OTHER INCOME 900099 307 307 307 2501337 1569966 307 X 265493 159120 42373 64000 676539 553720 122819 32300 24225 5814 2261 57070 42803 10272 3995 73616 55212 13251 5153 250 250 18405 1807 16434 164 2109 2109 251006 214751 36255 6760 6760 7836 3108 4728 6044 6044 42308 42308 48916 30357 17928 631 12397 12397 4769 4769 ROOM. BOARD, MEETING SPAC 825403 825078 325 MATERIALS 42597 35828 5490 1279 TELEPHONE AND WEB 12788 12788 REGISTRATION AND SUBSCRIP 8665 2012 6653 2033 2033 2397304 1948021 365040 84243 2900003 299396 1379062 100000 502696 216109 12740 11287 76504 41548 33017 34956 1450303 3448456 3491113 102180 21842 257263 269505 359443 291347 X 2889013 3099766 200000 100000 3089013 3199766 3448456 3491113 104033 6720 X false true X true false X 1648256 1979267 1804070 2020316 931064 8382973 1648256 1979267 1804070 2020316 931064 8382973 1576480 6806493 3412 5098 5920 24618 39983 79031 675 307 982 8462986 1569966 0.80430 0.89560 X PART II, LINE 10 982 RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 76504 41548 34956 34956 X 2518748 6720 12800 19520 2499228 2109 2109 2501337 2407995 12800 12800 2395195 2109 2109 2397304 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 ORGANIZATION'S TAX-EXEMPT PURPOSE IS SUBJECT TO TAXATION AS UNRELATED BUSINESS INCOME. FOR THE YEAR ENDED JUNE 30, 2019, 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 ORGANIZATION'S INTERNAL REVENUE SERVICE FILINGS FOR THE PREVIOUS THREE YEARS REMAIN SUBJECT TO EXAMINATION. false false false false false false false false false DR LESLIE HAZLE BUSSEY EXECUTIVE DIRECTOR 168454 5280 173734 VALERIE WILSON BOARD MEMBER 68000 SEE SUPPLEMENTAL false SCHEDULE L, PART V THE ORGANIZATION ENTERED INTO AN AGREEMENT WITH THE GEORGIA SCHOOL BOARDS ASSOCIATIONS (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, 2019, THE ORGANIZATION EARNED APPROXIMATELY 68,000 FOR SERVICES PERFORMED IN THE SCOPE OF THE ENGAGEMENT. FORM 990, PAGE 2, PART III, LINE 2 TWO EMERGENT SERVICE LINES INCLUDE "CULTURES OF BELONGING AND LEARNING TOGETHER" (COBALT) DESIGNED TO BUILD A LEADERS' SOCIAL AND EMOTIONAL SKILLS-THOSE MOST CRITICAL FOR LEADING CULTURE CHANGE WITHIN TEAMS AND ORGANIZATIONS--AND "TEAMS TRANSFORMING TEACHING TOGETHER" (4T), A PARTNERSHIP WITH THE SOUTHERN REGIONAL EDUCATION BOARD THAT BRINGS TEACHERS AND LEADERS FROM SMALL RURAL DISTRICTS TOGETHER TO IDENTIFY PROBLEMS OF PRACTICE AND APPLY PRINCIPLES OF NETWORK IMPROVEMENT SCIENCE TO CONTINUOUSLY TEST AND REFINE SOLUTIONS TO IMPROVE TEACHING AND LEARNING. FY19 WAS LARGELY A CONCEPTUALIZATION AND DESIGN YEAR FOR THESE ADDITIONS TO OUR SUITE OF SERVICES. 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 ULTIMATE AIM IS TO EMPOWER TEAMS TO ACTIVATE TEACHERS AND INFORMAL LEADERS AT ALL LEVELS OF THE SCHOOL IN THE WORK OF SUSTAINED CULTURE CHANGE AND INSTRUCTIONAL IMPROVEMENT. EMPHASIS IN TRAINING IS PLACED ON TEACHING LEADERS TO USE DATA-DRIVEN CONTINUOUS IMPROVEMENT PROCESSES FOCUSED ON IMPROVING THE QUALITY OF TEACHING AND LEARNING, ULTIMATELY LEADING TO GAINS IN STUDENT ACHIEVEMENT. IN FY19, GLISI SERVED 528 LEADERS (SUPERINTENDENTS, CENTRAL OFFICE LEADERS, PRINCIPALS, ASSISTANT PRINCIPALS, TEACHER LEADERS, AND SCHOOL SUPPORT STAFF) FROM 29 GEORGIA SCHOOLS AND DISTRICTS. TEAMS REPRESENTED HAIL FROM ALL CORNERS OF GEORGIA INCLUDING METRO ATLANTA, NORTH GEORGIA, MIDDLE GEORGIA, AND SOUTHWEST AND SOUTHEAST GEORGIA. THE MAJORITY (76%) OF OUR FY19 PARTNERS WERE RETURNING DISTRICTS, ATTESTING TO THE PERSISTENT VALUE OF THE TRAINING EXPERIENCE. RETURNING DISTRICTS BROUGHT NEW PARTICIPANTS FROM THEIR RESPECTIVE SCHOOLS AND DISTRICT OFFICES AS PART OF A STRATEGY TO BUILD A CRITICAL MASS OF LEADERS ARMED WITH THE SKILLS, KNOWLEDGE, AND TOOLS TO BUILD MORE EXCELLENT AND EQUITABLE SCHOOLS. WE ALSO SERVED 7 NEW OR PRODIGAL DISTRICTS WHO EITHER HAD NEVER ATTENDED (NEW), OR WERE RETURNING AFTER FIVE OR MORE YEARS OF NOT ATTENDING (PRODIGAL). THESE SYSTEMS LEVERAGED THE EXPERIENCE TO UNITE TEAMS OF TEACHERS AND LEADERS AROUND COMMON GOALS FOR SCHOOL IMPROVEMENT AND TO IDENTIFY THE BUILDING BLOCKS REQUIRED TO BUILD CULTURES OF BELONGING AND TO PAVE THE WAY FOR INGENUITY, INNOVATION AND IMPROVEMENT. EACH TEAM PARTICIPATED IN TWO RESIDENTIAL TRAINING EVENTS THAT SPAN A 2.5 DAY PERIOD, FOR A TOTAL OF 40 HOURS OF TRAINING FOR EACH PARTICIPANT. GLISI DELIVERED 21,120 PERSON-TRAINING HOURS ( HOURS TRAINING PROVIDED X PARTICIPANTS) THROUGH BCLS IN FY19. A CRITICAL SHORT-TERM OBJECTIVE OF BCLS IS TO INCREASE PARTICIPANT KNOWLEDGE AND APPLICATION OF DATA DRIVEN APPROACHES TO SCHOOL IMPROVEMENT. OUR PRE-POST ASSESSMENT OF PARTICIPANT LEARNING SHOWED STATISTICALLY SIGNIFICANT LEARNING GAINS IN EVERY MEASURED CATEGORY--AN INDICATION THAT PARTICIPANTS WERE BETTER EQUIPPED TO ANALYZE DATA; CONVERSE WITH OTHERS ABOUT DATA; MAKE COURSE CORRECTIONS TO SCHOOL AND DISTRICT PRACTICE THAT ALIGN WITH DESIRED ENDS; AND ASSESS THE EFFECTIVENESS OF SCHOOL AND DISTRICT IMPROVEMENT PLANS. A SECOND SHORT-TERM OBJECTIVE IS TO INCREASE THE PSYCHOLOGICAL SAFETY ON TEAMS WHO ATTEND-A CRITICAL PRECURSOR TO CULTURE CHANGE. A PRE-POST ANALYSIS INCLUSIVE OF FY19 COHORT ATTENDEES FOUND FAVORABLE CHANGE IN INDICATORS THAT PSYCHOLOGICAL SAFETY IS PRESENT, INCLUDING ASSESSMENT OF TEAMS' ABILITY TO BRING UP PROBLEMS (+24%) AND PERCEPTIONS THAT UNIQUE TALENTS AND SKILLS OF RESPONDENTS WERE BEING UTILIZED BY THEIR TEAMS (+22%). A FINAL SHORT-TERM OUTCOME THE EXPERIENCE IS DESIGNED TO ACHIEVE IS AN INCREASE IN THE MOTIVATION OF PARTICIPATING TEAMS TO ADDRESS PRESSING PERFORMANCE CHALLENGES AND IMPROVE THEIR OWN PRACTICE. EIGHTY-FIVE PERCENT OF FY19 PARTICIPANTS INDICATED THAT THEIR APPROACH TO TEACHING AND LEARNING IMPROVED AS A RESULT OF ATTENDING BCLS, AND CITED AN INCREASE IN MOTIVATION AS ONE OF THE MOST CRITICAL ASPECTS OF THE BCLS EXPERIENCE. THE LONG-TERM OBJECTIVE OF BCLS IS TO BUILD HEALTHIER SCHOOL CULTURES AND IMPROVE STUDENT OUTCOMES OVER TIME. IN OUR MOST RECENT ANALYSIS OF OUR PARTNER'S CULTURE RATINGS AND STUDENT OUTCOMES, DISTRICTS THAT SENT TWO OR MORE TEAMS TO BCLS FROM 2017-2019 (N=18) ACHIEVED HIGHER SCHOOL CLIMATE RATINGS; A HIGHER RATE OF IMPROVEMENT IN CLIMATE RATINGS; AND HIGHER 4 YEAR COHORT GRADUATION RATES RELATIVE TO THE STATE AVERAGE. FORM 990, PAGE 2, PART III, LINE 4B IN-DISTRICT SUPPORT: GLISI OFFERS A VARIETY OF IN-DISTRICT SUPPORT SERVICES TO SCHOOL DISTRICT PARTNERS ACROSS GEORGIA. IN FY19, GLISI PROVIDED THE FOLLOWING IN-DISTRICT SUPPORT SERVICES: (1) STRATEGIC IMPROVEMENT PLANNING, DELIVERED IN PARTNERSHIP WITH THE GEORGIA SCHOOL BOARDS ASSOCIATION; (2) ASPIRING/INCUMBENT LEADER TRAINING; AND (3) TECHNICAL ASSISTANCE/CUSTOM SUPPORT SERVICES, DELIVERED BASED ON AN ASSESSMENT OF LEADERSHIP DEVELOPMENT AND TALENT MANAGEMENT NEEDS IN THE DISTRICT. 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 FY19, GLISI WORKED IN NINE DISTRICTS WITH 221 COMMUNITY MEMBERS, TEACHERS, SCHOOL, AND DISTRICT LEADERS THROUGH OUR GLISI-GSBA STRATEGIC IMPROVEMENT PLANNING CONSULTING SERVICE SUPPORTING PLAN DEVELOPMENT. THE PURPOSES OF GLISI'S ASPIRING LEADERS PARTNERSHIPS ARE TO (1) INSPIRE PROMISING LEADERS TO PURSUE LEADERSHIP POSITIONS; (2) DEVELOP PARTICIPANT PROFICIENCY IN RESEARCH-BASED SCHOOL LEADERSHIP PRACTICES; AND (3) POSITION PROGRAM PARTICIPANTS TO BE EFFECTIVE LEADERS. IN FY19, GLISI DEVELOPED FIVE ASPIRING LEADER COHORTS IN FOUR DISTRICTS. GLISI GRADUATED 59 ASPIRING LEADERS IN FY19 AND SUPPORTED 14 ADDITIONAL ASPIRING LEADERS WHO WILL GRADUATE IN FY20. GLISI LOGGED 1,048 HOURS OF TOTAL SUPPORT ACROSS ALL COHORTS. IN POST-SERVICE SURVEYS, 100% OF PARTICIPANTS AGREED THAT ASPIRING LEADERS BUILT THEIR CAPACITY TO IMPROVE PERFORMANCE AND STUDENT OUTCOMES. PARTNERSHIPS ARE ALSO TRANSLATING TO ACTUAL LEADER PLACEMENT, AN INDICATOR THAT THE TRAINING IS PREPARING INDIVIDUALS READY TO ASSUME SCHOOL LEADERSHIP ROLES: 22 OF THE ASPIRING LEADERS GRADUATED (37%) HAVE ALREADY BEEN PROMOTED TO ASSISTANT PRINCIPAL, INSTRUCTIONAL COACH OR CENTRAL OFFICE LEADER AS OF FEBRUARY, 2020. CENTRAL OFFICE LEADERS INDICATE THAT BASED ON THE QUALITY OF ALP GRADUATES, A SIGNIFICANT PERCENTAGE OF LEADER PLACEMENTS ARE MADE OUT OF THEIR POOL OF GRADUATES. FINALLY, GLISI DELIVERED A COMBINATION OF TRAINING, COACHING, AND TECHNICAL ASSISTANCE TO TEACHERS AND LEADERS THROUGH ADDITIONAL CONTRACTS WITH PAULDING COUNTY SCHOOL DISTRICT (PCSD), FORSYTH COUNTY SCHOOLS (FCS) AND THE GEORGIA DEPARTMENT OF EDUCATION (GADOE). SPECIFIC DELIVERABLES INCLUDE FACILITATION AND DEVELOPMENT OF DIVERSITY, EQUITY AND INCLUSION PLANS FOR PCSD AND FCS, LEADERSHIP DEVELOPMENT FOR ASSISTANT PRINCIPALS IN PCSD, AND TECHNICAL ASSISTANCE AND CAPACITY BUILDING FOR LEADERS IN GADOE'S OFFICE OF SCHOOL AND DISTRICT EFFECTIVENESS. AT THE CLOSE OF FY19, AN ADDITIONAL 322 LEADERS WERE SUPPORTED THROUGH THESE ADDITIONAL PARTNERSHIPS AND 605 HOURS OF SUPPORT WERE LOGGED. FORM 990, PAGE 2, PART III, LINE 4C TRANSFORMING TEACHING AND LEARNING TOGETHER: IN FY19, GLISI LAUNCHED A NEW PARTNERSHIP WITH THE SOUTHERN REGIONAL EDUCATION BOARD (SREB) AND THREE RURAL SCHOOL SYSTEMS IN GEORGIA (JEFFERSON COUNTY, EMANUEL COUNTY, AND BURKE COUNTY). THE PURPOSE OF 4T IS 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 IS 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. KEY ACTIVITY IN FY19 INCLUDED CO- CONSTRUCTION OF THE PROGRAM DESIGN AND INTERNAL CAPACITY BUILDING IN THE DISCIPLINES OF IMPROVEMENT SCIENCE AND DESIGN THINKING AMONG. A TOTAL OF 409 HOURS WERE LOGGED IN THE PLANNING AND DESIGN PHASE OF THE WORK. IMPLEMENTATION, INCLUDING HOSTING NETWORK CONVENINGS AMONG PARTICIPATING SCHOOL SYSTEMS AND ON-SITE PERSONALIZED COACHING FOR SCHOOL LEADERS WILL LAUNCH IN FY20. 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 (BROOKS MCGINNIS) 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 BROOKS MCGINNIS. 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 COMPENSATION COMMITTEE COMPRISED OF THE BOARD CHAIR AND BOARD SECRETARY/TREASURER GATHERED DATA FROM A VARIETY OF SOURCES ON COMPARABLE CEO/EXECUTIVE DIRECTOR SALARIES FROM SIMILAR ORGANIZATIONS FOR REVIEW. THE COMPENSATION COMMITTEE MAKES A RECOMMENDATION FOR SALARY ADJUSTMENTS TO THE BOARD OF DIRECTORS FOR APPROVAL. SALARY ADJUSTMENTS ARE INCLUDED IN THE ORGANIZATION'S BUDGET AND APPROVED BY THE BOARD OF DIRECTORS. FORM 990, PAGE 6, PART VI, LINE 15B A COMPENSATION COMMITTEE COMPRISED OF THE BOARD CHAIR AND BOARD SECRETARY/TREASURER REVIEWED DATA OBTAINED FROM PAYSCALE. GLISI SELECTED PAYSCALE AS THE PRIMARY SOURCE FOR SALARY COMPARISONS BECAUSE ITS PLATFORM ALLOWS FOR CUSTOMIZABLE ANALYSIS AND REPORTING THAT MEET THE IRS THRESHOLD FOR REASONABLE COMPENSATION FOR EXECUTIVE PAY. THE THRESHOLD IS BASED ON THREE FACTORS: A) COMPARABLE SERVICES, B) COMPARABLE ENTERPRISES, AND C) COMPARABLE CIRCUMSTANCES. THE COMPENSATION COMMITTEE MAKES A RECOMMENDATION FOR SALARY ADJUSTMENTS TO THE BOARD OF DIRECTORS FOR APPROVAL. SALARY ADJUSTMENTS ARE INCLUDED IN THE ORGANIZATION'S 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 214,751 36,255 0