Advance Illinois Nfp

“The organization does not have any other officers or key employees per the irs definition, therefore this question is not applicable and has intentionally been checked "no".”

“The executive director provides a copy of the 990 to the full board and also reviews it with the organization's executive committee prior to filing with the irs.”

“Each year the office manager requests completed forms from each board member. If any of the forms identify potential conflicts that may be detrimental to the interests of Advance Illinois, they would be provided to the Executive Director for further review.”

“Advance Illinois organized a search committee and used Koya Partners to recruit the Executive Director who has served in this role since 2016. Annually, the Executive Committee reviewed the Executive Director's performance and relied on their knowledge of the local market to ensure comparability with similar positions at similar organizations.”

“Financial statements, governing documents, and conflict of interest policies are not required disclosures pursuant to Internal Revenue Code (IRC) Section 6104. These documents are not available to the public at this time.”

“Advance Illinois is guided by the conclusion that driving significant improvement in education outcomes requires a comprehensive approach over many years. Specifically: (1) Significant progress improving student outcomes takes many years to achieve. While student performance can improve immediately following education policy changes, the systemic nature of reform means it generally takes states one to two decades to achieve meaningful growth in outcomes, with more progress left to be done (2) A student-centric reform agenda is a necessary foundation for improvement. Policies that prioritize students and focus on key levers, such as quality early education, high standards and rigorous curriculums, school accountability, and talented educators, are essential in laying the groundwork for continuous improvement. (3) But passing these policies is not enough; implementation and evaluation with fidelity must follow, with support at the community and state levels. Legislative wins are step one, but to realize impact states must see policies all the way through implementation and evaluation, which requires local and state leadership and support. (4) Funding adequacy and equity are individually important, but more powerful together. States that have high levels of fairly-distributed funding have risen to the top nationally in overall student performance. (5) Beyond these fundamentals, additional measures are necessary to close achievement gaps and ensure all students are college- and career-ready. Even leading states face large achievement gaps and underprepared students, suggesting that student support strategies require increased attention and more targeted intervention.”

“Development Contractor - Total Expense: 5130, Program Service Expense: 3504, Management and General Expenses: 1451, Fundraising Expenses: 175; Communications Consulting - Total Expense: 53863, Program Service Expense: 36796, Management and General Expenses: 15232, Fundraising Expenses: 1835; Interns/Grant Writers - Total Expense: 14735, Program Service Expense: 10066, Management and General Expenses: 4167, Fundraising Expenses: 502; Sub-contracts to Other Orgs - Total Expense: 42500, Program Service Expense: 29034, Management and General Expenses: 12018, Fundraising Expenses: 1448; Staffing Services - Total Expense: 9826, Program Service Expense: 6713, Management and General Expenses: 2778, Fundraising Expenses: 335; Outside Contract Services - Total Expense: 89728, Program Service Expense: 61297, Management and General Expenses: 25373, Fundraising Expenses: 3058; Outreach Contract Services - Total Expense: 5000, Program Service Expense: 3416, Management and General Expenses: 1414, Fundraising Expenses: 170; Policy & Research Contractor - Total Expense: 193478, Program Service Expense: 132172, Management and General Expenses: 54713, Fundraising Expenses: 6593;”