2015-05-11T09:01:06-05:00 2014-06-30 SMITH & HOWARD PC 271 17TH STREET SUITE 1600 ATLANTA GA 30363 990 2013-07-01 455209297 GEORGIA LEADERSHIP INSTITUTE FOR SCHOOL IMPROVEMENT INC % DR LESLIE HAZLE BUSSEY GEOR 7704649299 1755 NORTH BROWN ROAD SUITE 200 Suite LAWRENCEVILLE GA 30043 DR LESLIE HAZLE BUSSEY officer 7704649299 2015-02-15 true MARC AZAR P00746804 7704649299 2013 2016-03-07 17:11:31Z DR LESLIE HAZLE BUSSEY 1775 NORTH BROWN ROAD STE 200 LAWRENCEVILLE GA 30043 4065512 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. 7 7 9 0 0 1084617 2800706 2102256 1261943 1746 2188 0 675 3188619 4065512 0 0 0 0 757411 959118 0 0 85532 1552800 1794244 2310211 2753362 878408 1312150 1798970 3186454 66653 141987 1732317 3044467 X GLISI develops world-class education leaders who advance student achievement and organizational effectiveness. We do this through a combination of leadership development (training), consulting, and research services delivered to district and school leaders in Georgia and beyond. false false 611710 1305157 732958 The purpose of GLISI's Base Camp and Leadership Summit (BCLS) training program is to build the capacity of district and school leadership teams to enact best practices in leadership and organizational effectiveness. 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 FY14, GLISI served 452 leaders (superintendents, central office leaders, principals, assistant principals, and teacher leaders) from 20 Georgia school districts and the Georgia Department of Education through three cohorts of BCLS. These districts hail from all corners of Georgia including metro Atlanta, north Georgia, middle Georgia, and southwest and southeast Georgia. Thirty-three and one-third percent of participating districts in FY14 were new to BCLS, or had not attended in five years. 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 20,792 person-training hours (# hours training provided x # participants) through BCLS in FY14. 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. 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. In our most recent post-training survey conducted 6-12 months after training, 93% of participants indicated that their approaches to teaching and learning were strengthened 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 2010-2013 showed an average gain in the 4 Year Cohort Graduation Rate that outperformed the state average gain by 5.16 percentage points. While the state average 4 Year Cohort Graduate Rate in 2013 was 71.5%, the average rate for BCLS districts is 76.7%. 611710 430610 528985 GLISI currently offers three types of consulting services: 1) Strategic Improvement Planning, which is delivered in partnership with the Georgia School Board Association; 2) Implementation Consulting, which is delivered to selected qualifying districts to assist in the implementation of school improvement processes learned at Base Camp and Leadership Summit; and 3) Custom Consulting, which is delivered to districts 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 FY14, GLISI worked in seven districts with 1,045 community members, teachers, school, and district leaders through our GLISI-GSBA Strategic Improvement Planning consulting service. 100% of districts achieved the goal of developing a board-approved strategic improvement plan. 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 FY14, GLISI worked in two districts providing a total of 110.9 person days of coaching to over 35 leaders in the two districts under the umbrella of our Implementation Consulting services. The objective of GLISI's Custom Consulting is to provide outsourced support to meet district leadership development and talent management needs. This is distinct from Implementation Consulting in that its purpose is not explicitly to build the leadership capacity of district staff over time, but instead to meet a specified one-time need. In FY14, GLISI served three districts through this service, supporting 158 education leaders in Georgia over 709 person-hours of consulting (# education leaders x # in-district consulting hours). In post-service surveys of district decision-maker satisfaction (usually district superintendent), 100% of respondents reported that they were satisfied with GLISI's consulting service; 100% reported that GLISI's consulting service effectively accomplished expected goals and objectives; and 100% reported they would recommend GLISI to colleagues in other districts. 611710 179232 The Race to the Top Innovation Fund grant is a two-year partnership between GLISI, the Paulding County School District, the Georgia Partnership for Excellence in Education and Thinkgate. The purpose of the grant is "to prepare a pipeline of effective high school leaders to yield sustained high quality teaching and student outcomes in all high schools so that students graduate prepared for the demands of college and careers." The focus of GLISI's work on the project is three-fold: 1) training for a selected group of current and aspiring high school leaders; 2) consulting to build talent management infrastructure and capacity in central office leaders; and 3) project management and coordination of all grant partners. During FY14, GLISI served 42 education leaders in Paulding County including the superintendent, other central office leaders, high school principals, assistant principals and teacher leaders throuh over 1,017 person-hours of training and consulting (# education leaders x # in-district training and consulting hours). In addition, GLISI facilitated over 19 hours of cross-partner project planning meetings to coordinate and monitor project progress toward goals. Ultimate project success will be measured by rate of principal turnover; number of quality leaders identified in the district ready for leadership responsibility; as well as student outcomes including End-of-Course-Test results and post-secondary enrollments. End of grant evaluation results showed increased talent management capacity with central office leaders in strong agreement (6.0 on a 6-point scale) that they know what needs to be done to find, grow and keep highly effective principals. Evidence also indicated that the pool of 16 aspiring leaders participating in GLISI training were prepared for leadership positions: 2 of the 16 leaders (12.5%) were promoted to district or other school leadership positions during the project. Finally, four out of five high schools in Paulding County saw substantial increases of 3.5 points or more in the state accountability measure, CCRPI. This is noteworthy as three of the five high schools failed to make AYP (the equivalent state accountability measure) only three years ago, in 2011. The average 2014 CCRPI increase for Paulding high schools was 4.8 points. 429342 HIGH CALLING 429342 2344341 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 true 36 0 9 true false false false false false false false false false false X 7 7 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 1775 NORTH BROWN ROAD SUITE 200 LAWRENCEVILLE GA 30043 TIJUAN DOGAN DIRECTOR 2.0 X STEPHEN DOLINGER DIRECTOR 2.0 X JEANNIE HENRY DIRECTOR 2.0 X GARY PRICE DIRECTOR 2.0 X LOREN STARR DIRECTOR 2.0 X MIKE WORLEY DIRECTOR 2.0 X JOHN ZAUNER DIRECTOR 2.0 X GALE HULME EXECUTIVE DIRECTOR 40.0 X 127906 0 618 LESLIE HAZLE BUSSEY CHIEF OF STAFF 40.0 X 100042 0 34261 MARY ANNE CHARRON CHIEF PROGRAM OFFICER 40.0 X 115267 12807 343215 0 47686 3 false false false DRAKE HIGHLANDER 27 HARDY AVE SMYRNA GA 30082 INSTRUCTIONAL DESIGN 128160 1 X 481241 2319465 2800706 BASE CAMP LEADERSHIP SUMMIT 611710 697500 697500 CONSULTING 611710 409378 409378 GSBA 812300 155065 155065 1261943 2188 2188 0 0 0 0 0 0 0 0 0 MISCELLANEOUS 675 675 675 4065512 1262618 2188 X 0 0 0 0 268342 212811 35714 19817 0 568152 449207 76957 41988 0 122624 92902 20569 9153 0 0 0 0 0 0 0 814218 736689 75129 2400 0 0 0 0 56448 56448 63560 46783 4691 12086 0 0 0 0 9395 6295 3100 3668 3668 ROOM,BOARD, AND MEETING 698657 698657 MATERIALS 101334 95285 5961 88 ADMINISTRATIVE SERVICES 20527 4985 15542 SUBSCRIPTIONS AND REGISTRATION 9367 727 8640 17070 17070 2753362 2344341 323489 85532 1514252 3015800 0 0 100000 100000 172112 52912 0 0 0 0 0 0 0 0 0 0 28455 10713 12606 17742 0 0 0 0 0 0 0 0 0 0 1798970 3186454 31195 56487 0 0 35458 85500 0 0 0 0 0 0 0 0 0 0 0 0 66653 141987 X 1632317 2844467 100000 200000 0 0 1732317 3044467 1798970 3186454 1312150 X false true X true false X false false false 0 0 100000 1084617 2800706 3985323 2102256 1261943 3364199 0 0 0 0 0 100000 3186873 4062649 7349522 934816 2250000 3184816 1280799 788753 2069552 2215615 3038753 5254368 2095154 1746 2188 3934 0 1746 2188 3934 0 675 675 0 0 100000 3188619 4065512 7354131 X 0.00000 SCHEDULE A, PART II, QUESTION 14 THE 2011 RETURN WAS A SHORT PERIOD COVERING 04/01/2012-06/30/2012 RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 100000 200000 100000 200000 100000 100000 1.00000 false false 28455 10713 17742 17742 0 0 X 4065512 4065512 4065512 2753362 2753362 2753362 SCHEDULE D, PART V, QUESTION 4 Temporarily restricted net assets totaling $200,000 and $100,000 at June 30, 2014 and 2013, respectively, 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. In the normal course of business, the Organization is subject to examination by federal and state taxing authorities. The Organization was incorporated during 2012; as such it remains subject to tax examinations for all of its existence to date. FORM 990, PART III, QUESTION 4D 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 will use 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 likely to yield new understanding about developing school and district leadership in two environments that have typically been resistant to change: high schools and rural districts. Expected outcomes include increased quality of high school principal leadership as measured by the Georgia Leader Keys Evaluation System; 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; AP and dual enrollment; students on track to complete high school; and median student growth percentile on End of Course Tests for 9th Grade Literature, Math I (Algebra), and Math II (Geometry). In FY14, GLISI provided leadership development support to 28 school and district leaders in Carroll County under the High Calling grant. FORM 990, PART VI, QUESTION 11 Prior to filing, the board chair and secretary/treasurer will conduct a close review of the draft 990. An electronic copy of the draft 990 will be provided to the full board prior to filing. FORM 990, PART VI, QUESTION 12 By-laws require directors to disclose conflicts of interest as they arise. Interested directors are not permitted to participate in discussion or vote on the matter. The annual meeting agenda includes a conflicts of interest item during which the board reviews and monitors all existing disclosed conflicts. FORM 990, PART VI, QUESTION 15 the compensation committee comprised in the first year of GLISI's operations 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 19 All governing documents, conflict of interest policy, and financial statements are available by written request. FORM 990, PART VII ALL BOARD MEMBERS ARE INDEPENDENT, AS THERE ARE NO RELATIONSHIPS OR TRANSACTIONS WHICH WOULD CAUSE AN INDIVIDUAL TO BE CONSIDERED NOT INDEPENDENT. ONE BOARD MEMBER SERVES AS THE EXECUTIVE DIRECTOR OF A NONPROFIT ORGANIZATION THAT HELPED GLISI CONDUCT BUSINESS BEFORE ITS TAX EXEMPT STATUS DETERMINATION LETTER WAS RECEIVED. THE ORGANIZATIONS DO NOT SHARE COMMON CONTROL; THEREFORE, WE HAVE DETERMINED THAT THE DETAILS OF THESE TRANSACTIONS DO NOT MEET THE THRESHOLDS THAT WOULD REQUIRE ADDITIONAL REPORTING. FORM 990 PART IX LINE 11G DESCRIPTION:CONSULTANTS TOTAL FEES:814218