2018-05-07T10:14:00-05:00 2017-06-30 SMITH & HOWARD PC 271 17TH STREET SUITE 1600 ATLANTA GA 30363 990 2016-07-01 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 DEPUTY DIRECTOR 7704649299 2018-05-15 true MARC AZAR P91739349 4048746244 2018-05-15 2016 2022-09-23 18:48:47Z Dr Leslie Hazle Bussey 3237 SATELLITE BLVD SUITE 460 DULUTH GA 30096 3008544 false X WWW.GLISI.ORG X 2012 GA THE MISSION OF GEORGIA LEADERSHIP INSTITUTE FOR SCHOOOL IMPROVEMENT IS TO DEVELOP WORLD-CLASS EDUCATION LEADERS WHO ADVANCE STUDENT ACHIEVEMENT AND ORG. EFFECTIVENESS. 10 10 14 0 0 1979267 1804070 1240064 1198554 5098 5920 0 0 3224429 3008544 0 0 0 0 1235272 1279392 0 0 33529 2101342 1833039 3336614 3112431 -112185 -103887 3072903 3092721 228398 352103 2844505 2740618 X GLISI develops world-class education leaders who advance student achievement and organizational effectiveness. Through training, coaching, and technical assistance, we foster the skills and dispositions necessary for leaders to achieve excellence in the classroom, schoolhouse, and central office. false false 1544787 855000 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 FY17, GLISI served 524 leaders (superintendents, central office leaders, principals, assistant principals, teacher leaders, and school support staff) from across 30 Georgia school districts. Districts represented hail from all corners of Georgia including metro Atlanta, north Georgia, middle Georgia, and southwest and southeast Georgia. The majority (70%) of our FY17 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 9 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 healthier school cultures for teachers and students alike. Each team participated in two, two-and -one-half day residential training events, for a total of 46 hours of training for each participant. GLISI delivered 24,104 person-training hours (# hours training provided x # participants) through BCLS in FY17. The short-term objective of BCLS is to equip teams with the skills, knowledge and tools to develop SMART goal-driven improvement plans to address organizational performance challenges including student achievement. 100% of participating teams developed a SMART goal based on analysis of district data. 100% of participating teams developed a plan for addressing that goal. 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; and assess the effectiveness of the school and district improvement plans developed after attending BCLS. The long-term objective of BCLS is to influence the behavior of school and district leaders which in turn influences the quality of instruction which finally influences student outcomes. Ninety-nine percent of FY17 participants indicated that their approach to teaching and learning improved as a result of attending BCLS. These are precursor adult behaviors that research suggests are linked to improvements in instruction, and by extension, student achievement. In our most recent analysis of student outcomes, districts that sent teams to BCLS from 2014-2016 showed an average gain in the 4 Year Cohort Graduation Rate (CGR) that outperformed the state average gain by 2.9 percentage points. While the state 4 Year Cohort Graduation Rate in 2016 was 79.2%, the CGR for BCLS districts was 83.5%. 364344 343554 GLISI offers a variety of in-district support services to school district partners across Georgia. In FY17, GLISI provided the following in-district support services: (1) Strategic Improvement Planning, delivered in partnership with the Georgia School Boards Association; (2) Implementation Consulting, delivered to qualifying BCLS districts who require additional support in implementing school improvement processes; and (3) Aspiring/Incumbent Leader training; and (4) 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 FY17, GLISI worked in seven districts with 222 community members, teachers, school, and district leaders through our GLISI-GSBA Strategic Improvement Planning consulting service. These districts either achieved the goal of developing a board-approved strategic improvement plan in FY17 (n=5), or continued to work towards this goal into the next fiscal year (n=2). The objective of GLISI's Implementation Consulting is to assist the district in achieving specified performance targets within a mutually agreed-upon timeframe (usually three school years). This work is done through on-site coaching by GLISI professional staff and skilled performance consultants (retired education leaders with a track record of successfully leading school and district improvement) who work side-by-side with district and school leaders to implement best practice in education leadership and organizational effectiveness. GLISI staff and consultants begin by modeling and facilitating team meetings, data analysis, classroom observations, and strategy sessions to identify needed structural and instructional changes to improve school performance. As district leaders grow, team facilitation and coaching responsibilities are gradually transferred from GLISI staff and consultants to district staff. Progress toward the performance goal is regularly monitored to ensure GLISI's Implementation Consulting service is achieving intended outcomes. In FY17, GLISI completed the final year of a three year implementation consulting partnership in two districts, logging over 60 hours and serving 87 leaders. The purposes of GLISI's Aspiring Leaders partnerships are to (1) inspire promising leaders to consider pursuing a leadership position; (2) develop participant proficiency in research-based school leadership practices; and (3) position program participants to be effective leaders. In FY17, GLISI completed four aspiring leader contracts, graduating 83 aspiring leaders, and also launched four new cohorts that will extend into FY18. GLISI staff logged over 947 hours of training and support. In post-service surveys, 100% 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: 18 FY17 ALP graduates have already been promoted to assistant principal, instructional coach or central office leader as of November 2017. 15 more 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 received support from the R. Howard Dobbs Foundation to deliver a combination of training, coaching, and technical assistance in three systems. GLISI also offered technical assistance or custom consulting support for school and central office leaders in four other districts. At the close of the FY17, 190 leaders were supported through these additional partnerships and 997 person hours of support were logged. 756892 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 14,048 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 FY17, GLISI provided leadership development support to 65 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 an 11.8% increase in their cohort graduation rate--translating to over 580 students currently enrolled in high school who would have dropped out. 2666023 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 true false false false false false false false false false false false false false false false false false true 62 0 true 14 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 false 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 Reggie Walker DIRECTOR (JULY-DEC) 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 EXECUTIVE DIRECTOR 40.0 0.0 X 136849 0 21795 Leslie Hazle Bussey DEPUTY DIRECTOR 40.0 0.0 X 117732 0 20336 Jennie Welch VP OF STRATEGY & FINANCE 40.0 0.0 X 75444 0 13684 Patricia Heitmuller DIRECTOR LEADERSHIP DEVELOP. 40.0 0.0 X 106700 0 4914 436725 0 60729 3 false true false 0 X 860580 943490 1804070 BASE CAMP LEADERSHIP SUMMIT 611710 855000 855000 CONSULTING 611710 300150 300150 STRATEGIC IMPROVEMENT PLANNING 812300 43404 43404 1198554 5920 5920 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3008544 1198554 5920 X 0 0 0 0 409829 328712 59328 21789 0 690656 595783 94873 0 94750 75997 13716 5037 84157 67512 12170 4475 0 0 13500 13500 0 0 0 817468 699296 118172 3535 3535 0 0 0 49695 2218 47477 86917 60507 25883 527 0 0 0 0 8187 8187 3140 3140 ROOM,BOARD, AND MEETING 798559 798559 MATERIALS 37550 35514 335 1701 MOVING EXPENSES 6858 6858 POSTAGE, PRINTING & SUPPLIES 3865 1925 1940 3765 3765 3112431 2666023 412879 33529 2792078 2719294 0 0 189134 0 84000 331182 0 0 0 0 0 0 0 0 1797 11210 49749 18714 5894 31035 0 0 0 0 0 0 0 0 0 0 3072903 3092721 63023 111715 0 0 165375 240388 0 0 0 0 0 0 0 0 0 0 0 0 228398 352103 X 2744505 2655618 100000 85000 0 0 2844505 2740618 3072903 3092721 -103887 X false true X true true true X 1084617 2800706 1648256 1979267 1804070 9316916 2102256 1261943 1445102 1240064 1198554 7247919 0 0 0 3186873 4062649 3093358 3219331 3002624 16564835 934816 2250000 750000 850000 885000 5669816 1280799 788753 920432 599627 712100 4301711 2215615 3038753 1670432 1449627 1597100 9971527 6593308 1746 2188 3412 5098 5920 18364 0 1746 2188 3412 5098 5920 18364 0 675 675 3188619 4065512 3096770 3224429 3008544 16583874 0.39757 0.00000 0.00111 0.00000 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 100000 85000 100000 85000 100000 100000 100000 100000 200000 100000 100000 100000 200000 100000 200000 100000 100000 0.00000 0.00000 1.00000 false false 49749 18714 31035 31035 0 0 X 3008544 3008544 3008544 3112431 3112431 3112431 SCHEDULE D, PART V, QUESTION 4 TEMPORARILY RESTRICTED NET ASSETS TOTALING $85,000 AT JUNE 30, 2017 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, 2014. X X X false false false false false false false false false Gale Hulme EXECUTIVE DIRECTOR 136849 0 0 0 0 0 6832 0 14963 0 158644 0 0 0 FORM 990, PART IV, QUESTION 4 THE BOARD ADOPTED A CAPITALIZATION POLICY TO ESTABLISH THE MINIMUM COST (CAPITALIZATION AMOUNT) THAT SHALL BE USED TO DETERMINE THE CAPITAL ASSETS THAT ARE TO BE RECORDED IN THE GEORGIA LEARDERSHIP INSTITUTE FOR SCHOOL IMPROVEMENT'S ANNUAL FINANCIAL STATEMENTS (OR BOOKS). 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 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 IX LINE 11G DESCRIPTION:CONSULTANTS TOTAL FEES:817468