Georgia Leadership Institute For School Improvement Inc
Georgia Leadership Institute For School Improvement Inc
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About this organization
Mission
For over twenty years, GLISI has developed exemplary education leaders who have the will, skill, and courage to disrupt the status quo. Guided by our mission to Uplift school leaders > Transform mindsets and action > Create vibrant cultures of innovation > Build excellent and equitable schools, our work is centered on building a Georgia where race, family income and geography are no longer the strongest predictors of student success. Teachers, school leaders, community partners and education influencers, are all critical to realizing the brighter future we envision.
About
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%.
Interesting data from their 2019 990 filing
The mission of the non-profit, as stated in the filing, is “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.”.
When referring to its tasks, they were described as: “Uplift school leaders > transform mindsets and action > create vibrant cultures of innovation > build excellent and equitable schools.”.
- The non-profit is operating legally in the state of GA.
- The non-profit's address for the year 2019 is listed as 3237 SATELLITE BLVD SUITE 460, DULUTH, GA, 30096 in the filing.
- The form submitted by the non-profit organization for 2019 reports 13 employees.
- Does not operate a hospital.
- Does not operate a school.
- Does not collect art.
- Does not provide credit counseling.
- Does not have foreign activities.
- Is not a donor-advised fund.
- Is not a private foundation.
- Expenses are greater than $1,000,000.
- Revenue is greater than $1,000,000.
- Revenue less expenses is $348,395.
- The CEO compensation package within the organization is established through a review and approval process by an independent body.
- The organization has a written policy that describes how long it will retain documents.
- The organization has 10 independent voting members.
- The organization was formed in 2012.
- The organization has a written policy that addresses conflicts of interest.
- The organization is required to file Schedule B.
- The organization is required to file Schedule O.
- The organization pays $1,107,382 in salary, compensation, and benefits to its employees.
- The organization pays $84,927 in fundraising expenses.
- The organization provides Form 990 to its governing body.
- The organization has minutes of its meetings.
- The organization has a written whistleblower policy.
- The organization's financial statements were reviewed by an accountant.