2019-04-11T13:24:27-05:00 2018-06-30 SMITH & HOWARD PC 271 17TH STREET NW SUITE 1600 ATLANTA GA 30363 990 2017-07-01 455209297 GEORGIA LEADERSHIP INSTITUTE FOR SCHOOL IMPROVEMENT INC % DR LESLIE HAZLE BUSSEY GEOR 7704649229 3237 SATELLITE BLVD SUITE 460 DULUTH GA 30096 DR LESLIE HAZLE BUSSEY EXECUTIVE DIRECTOR 7704649299 2019-05-15 true MARC AZAR P91739349 4048746244 2019-05-15 50.227.246.66 67983820191015000038 2019-04-11 P 931E6D4C770EAA938F91A2E56E02E0026CDBCE32 855A471E874508DF2135A747C024D26139FF6B17 2017 2019-02-21 02:37:17Z Dr Leslie Hazle Bussey 3237 SATELLITE BLVD SUITE 460 DULUTH GA 30096 3353422 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. 10 10 13 0 0 0 1804070 2020316 1198554 1308488 5920 24618 0 0 3008544 3353422 0 0 0 0 1279392 1107382 0 0 84927 1833039 1897645 3112431 3005027 -103887 348395 3092721 3448456 352103 359443 2740618 3089013 X GLISIs mission is to uplift school leaders > transform mindsets and action > create vibrant cultures of innovation > build excellent and equitable schools. WE REALIZE THIS MISSION THROUGH A COMBINATION OF TRAINING, COACHING AND TECHNICAL ASSISTANCE FOR DISTRICT, SCHOOL, AND TEACHER LEADERS ACROSS THE STATE. false false 1367135 940500 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 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 FY18, GLISI served 573 leaders (superintendents, central office leaders, principals, assistant principals, teacher leaders, and school support staff) from 34 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 (79%) of our FY18 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 identify the building blocks required to create school cultures where teachers love to teach and students love to learn. 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 22,920 person-training hours (# hours training provided x # participants) through BCLS in FY18. 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. Pre-post data suggest every team who attended BCLS in FY18 made some forward progress as it relates to at least one of these concepts: being able to bring up challenging issues; accepting/valuing differences across the team; safety in risk taking; and comfort level in seeking help from team members. A final short-term outcome the experience is designed to achieve is an increase in the motivation of participating teams to address pressing student-performance problems and make positive changes to their approach to teaching and learning. Ninety-nine percent of FY18 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. Finally, the long-term objective of BCLS is to build healthier school cultures and improve student outcomes over time. In our most recent analysis of student outcomes, districts that sent two or more teams to BCLS from 2016-2018 (n=24) showed gains in the 4 Year Cohort Graduation Rate (CGR) that outperformed state gains over same period by 1.7 percentage points. While the state 4 Year Cohort Graduation Rate in 2018 was 81.6%, the CGR for BCLS districts in 2018 was 84.4%. 93070 367988 GLISI offers a variety of in-district support services to school district partners across Georgia. In FY18, 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 FY18, GLISI worked in six districts with 221 community members, teachers, school, and district leaders. These districts either achieved the goal of developing a board-approved strategic improvement plan in FY18 (n=3), or continued to work towards this goal into the next fiscal year (n=3). GLISI's Aspiring Leaders partnerships are designed to (1) BUILD DISTRICT CAPACITY TO GROW LEADERSHIP AT THE CLASSROOM, SCHOOL AND DISTRICT LEVELS; (2) INSPIRE PROMISING LEADERS TO CONSIDER PURSUING A LEADERSHIP POSITION (3) develop participant proficiency in research-based school leadership practices; and (4) position program participants to be effective leaders. In FY18, GLISI completed four aspiring leader contracts, graduating 53 aspiring leaders, and launched or extended three additional cohorts that will extend into FY19, serving an additional 36 leaders. Through these partnerships, GLISI provided over 1,120 person-hours (NUMBER OF TRAINING HOURS X NUMBER OF PARTICIPANTS) of training and support. In post-service surveys, 98% of participants agreed that Aspiring Leaders built their capacity to improve performance and student outcomes. These partnerships are also translating to actual leader placement, an indicator that the training is preparing individuals ready to assume school leadership roles: 21 of the 53 FY18 ALP graduates (40%) have already been promoted to assistant principal, instructional coach or central office leader as of November, 2018. Additional graduates (n=14) have assumed formal teacher leadership positions, as intended by the program design. 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 7 other school systems and to the Georgia Department of Education. These additional contracts varied in terms of scope and intendent outcomes, but all were aligned with GLISIs mission and in support of building more excellent and equitable schools. At the close of the FY18, an additional 493 leaders were supported through these additional partnerships and 720 person hours of support were logged. 1111275 High Calling: Coaching And Learning for Leaders in Carroll County High Schools is a comprehensive talent management strategy aimed at improving student outcomes through development of strong school and district leaders. The partnership between the Georgia Leadership Institute for School Improvement (GLISI) and the Carroll County School System (CCSS) has three goals: 1) to improve the effectiveness of current high school principals and assistant principals in leading change and school improvement; 2) to identify and develop a pipeline of strong aspiring leaders equipped to successfully lead innovative high school designs; and 3) to create district conditions that retain and grow effective high school leaders. CCSS is a rural, high-need LEA located on the border between Georgia and Alabama in central west Georgia, serving a diverse population of over 14,000 students. The project uses a model of rigorous candidate selection, blended coaching for current and aspiring high school leaders in all five CCSS high schools, technical assistance to help district leaders create supportive principal working conditions, and incentive compensation to recognize instructionally-focused leadership practice. The project is yielding new insights about developing school and district leadership in two environments that have typically been resistant to change: high schools and rural districts. Outcomes include increased and pervasive instructional leadership in all target high schools as measured by the Comprehensive Assessment of Leadership for Learning (CALL); increased retention of high school leaders; a pipeline of high school leaders with skills and experience leading instructional improvement; and increased student outcomes including cohort graduation rate and CCRPI gains. In FY18, GLISI provided leadership development support to 53 school and district leaders in Carroll County under the High Calling grant. The results of our work to date are among our most exciting. Mean CALL scores have increased district-wide from 2014 to date with biggest gains on Positive School Climate scales. Since the beginning of the grant, 14 leaders from across the district have been promoted and retained in leadership positions. Most compelling, the district has seen double-digit gains in CCRPI scores and a shift in their cohort graduation rate from 73.9% at start of grant to 91.7% as of 2018. This 17.8% increase translates to over 687 students currently enrolled in high school who would have dropped out. 2571480 true true false false false false false false false true true false false false false true true false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false true 57 0 true 13 true false false 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 DR LESLIE HAZLE BUSSEY 7704649299 3237 SATELLITE BLVD SUITE 460 DULUTH GA 30096 Stephen Dolinger DIRECTOR 1.0 0.0 X 0 0 0 Loren Starr DIRECTOR 1.0 0.0 X 0 0 0 John Zauner DIRECTOR 1.0 0.0 X 0 0 0 Joseph C Barrow DIRECTOR 1.0 0.0 X 0 0 0 Jonathan Love DIRECTOR 1.0 0.0 X 0 0 0 David Peterson DIRECTOR 1.0 0.0 X 0 0 0 Valarie Wilson Director 1.0 0.0 X 0 0 0 Amy Hutchins DIRECTOR 1.0 0.0 X 0 0 0 John Satelmajer director (jan- june) 1.0 0.0 X 0 0 0 Adrian C Bazemore director 1.0 0.0 X 0 0 0 Gale Hulme Exec Director (JAN-JUNE) 40.0 0.0 X 68141 0 22187 Leslie Hazle Bussey EXECUTIVE DIRECTOR 40.0 0.0 X 119192 0 20844 Jennie Welch VP OF STRATEGY & FINANCE 40.0 0.0 X 92072 0 18487 Patricia Heitmuller SR. PROGRAM DIRECTOR 40.0 0.0 X 109200 0 8736 Meca Mohammed VP OPS & TALENT 40.0 0.0 X 104427 0 5366 493032 0 75620 3 false false false 0 X 838394 1181922 2020316 BASE CAMP LEADERSHIP SUMMIT 611710 940500 940500 CONSULTING 611710 312388 312388 STRATEGIC IMPROVEMENT PLANNING 812300 55600 55600 1308488 24618 24618 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3353422 1308488 24618 X 0 0 0 0 293398 176191 47035 70172 0 668436 565245 103191 0 70362 54587 10982 4793 75186 58330 11735 5121 0 0 17750 17750 0 0 0 798305 746818 47717 3770 5436 5436 0 0 0 55931 1420 54511 67974 43972 23629 373 0 0 0 0 10436 10436 6371 6371 ROOM,BOARD, AND MEETING 879577 879577 MATERIALS 45589 42180 2711 698 MOVING EXPENSES 2291 2291 POSTAGE, PRINTING & SUPPLIES 3971 1762 2209 4014 1398 2616 3005027 2571480 348620 84927 2719294 2900003 0 0 0 0 331182 502696 0 0 0 0 0 0 0 0 11210 12740 62167 29150 31035 33017 0 0 0 0 0 0 0 0 0 0 3092721 3448456 111715 102180 0 0 240388 257263 0 0 0 0 0 0 0 0 0 0 0 0 352103 359443 X 2655618 2889013 85000 200000 0 0 2740618 3089013 3092721 3448456 348395 X false true X true true true X 2800706 1648256 1979267 1804070 2020316 10252615 1261943 1445102 1240064 1198554 1308488 6454151 0 0 0 4062649 3093358 3219331 3002624 3328804 16706766 2250000 750000 850000 885000 1120425 5855425 788753 920432 599627 712100 308047 3328959 3038753 1670432 1449627 1597100 1428472 9184384 7522382 2188 3412 5098 5920 24618 41236 0 2188 3412 5098 5920 24618 41236 0 675 675 4065512 3096770 3224429 3008544 3353422 16748677 0.44913 0.39757 0.00246 0.00111 X 85000 300000 185000 200000 100000 85000 100000 85000 100000 100000 100000 100000 200000 100000 100000 100000 200000 100000 200000 1.00000 false false 62167 29150 33017 33017 0 0 X 3354672 1250 1250 3353422 3353422 3006277 1250 1250 3005027 3005027 SCHEDULE D, PART V, QUESTION 4 TEMPORARILY RESTRICTED NET ASSETS TOTALING $200,000 AT JUNE 30, 2018 CONSIST OF CONTRIBUTIONS THAT ARE TIME - RESTRICTED. SCHEDULE D, PART X, QUESTION 2 The Organization is recognized as an organization exempt from federal income tax under Section 501(a) of the Internal Revenue Code as an organization described in Section 501(c)(3). 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, 2015. During December 2017, the President of the United States of America signed into law the Tax Cuts and Jobs Act. Under this Act, maximum corporate tax rates were reduced from a rate of 35% to a flat rate of 21%. There are other changes to the tax law that may affect the Organization but the magnitude of such changes has not been determined. The law is generally effective for the tax years beginning in 2018, and therefore will have no effect on the Organizations financial statements until the fiscal year ending December 31, 2018. FORM 990, PART VI, QUESTION 11B (1) Bookkeeper and VP Strategy and Finance work to prepare a draft 990, with support from external CPA (Smith and Howard) and additional GLISI staff as needed. (2) Draft is reveiwed 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 Smith and Howard. FORM 990, PART VI, QUESTION 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, PART VI, QUESTION 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, PART VI, QUESTION 15b A compensation committee comprised of the Board Chair and Board Secretary/Treasurer gathered data from a variety of sources on comparable key staff salaries from similar organizations for review. 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, PART VI, QUESTION 19 Available for review in office by written request FORM 990 PART IX LINE 11G DESCRIPTION:CONSULTANTS TOTAL FEES:798305