Civic Intelligence

Virginia Foundation for Educational Leadership Inc.

990 • Fiscal year 2013 • EIN 54-1773876

Jul 01, 2012 to Jun 30, 2013 • Filed on May 15, 2014

4909 Cutshaw AvenueRichmond, VA 23230
Siviq Scores

Precomputed percentiles for this filing year versus similar nonprofits in the same peer cohort.

Liabilities / Assets

90th percentile

0.97x

Higher debt load relative to assets than 90% of similar nonprofits.

2013 filings • 501(c)3 • $1M-$5M nonprofits • Source year 2013

Liabilities / Revenue

90th percentile

2.46x

Higher debt load relative to revenue than 90% of similar nonprofits.

2013 filings • 501(c)3 • $1M-$5M nonprofits • Source year 2013

Net Margin

22nd percentile

-9.0%

Higher net margin than 22% of similar nonprofits.

2013 filings • 501(c)3 • $1M-$5M nonprofits • Source year 2013

Top Officer Pay

Score unavailable

No value available

This filing does not contain officer compensation rows.

Source year 2013

Asset Growth

100th percentile

1330%

Faster asset growth than 100% of similar nonprofits.

2013 filings • 501(c)3 • $1M-$5M nonprofits • Annualized from 2012 to 2013

Revenue Growth

97th percentile

274%

Faster revenue growth than 97% of similar nonprofits.

2013 filings • 501(c)3 • $1M-$5M nonprofits • Annualized from 2012 to 2013

Assets

Up

$1,401,754

Up $1,303,740 (+1330%) from 2012

Net Assets

Down

$48,428

Down $49,586 (-51%) from 2012

Liabilities

$1,353,326

No earlier filing loaded for comparison.

Revenue

Up

$550,248

Up $402,939 (+274%) from 2012

Expenses

Up

$599,834

Up $495,932 (+477%) from 2012

Net Income

Down

-$49,586

Down $92,993 (-214%) from 2012

Historical Trend

Balance Sheet Trend

The highlighted filing sits inside the broader history for assets, liabilities, and net assets.

$2.0M$1.5M$1.0M$500K$0-$500KAssets 2011: $56,455Liabilities 2011: $1,848Net Assets 2011: $54,6072011Assets 2012: $98,014Net Assets 2012: $98,0142012Assets 2013: $1,401,754Liabilities 2013: $1,353,326Net Assets 2013: $48,4282013Assets 2014: $1,548,855Liabilities 2014: $1,310,870Net Assets 2014: $237,9852014Assets 2015: $1,184,632Liabilities 2015: $896,410Net Assets 2015: $288,2222015Assets 2016: $371,676Liabilities 2016: $219,024Net Assets 2016: $152,6522016Assets 2017: $137,818Liabilities 2017: $47,096Net Assets 2017: $90,7222017Assets 2018: $88,755Liabilities 2018: $45,261Net Assets 2018: $43,4942018Assets 2019: $43,451Liabilities 2019: $44,570Net Assets 2019: -$1,1192019Assets 2020: $43,556Liabilities 2020: $93,377Net Assets 2020: -$49,8212020Assets 2021: $46,324Liabilities 2021: $123,299Net Assets 2021: -$76,9752021Assets 2024: $328,211Liabilities 2024: $469,582Net Assets 2024: -$141,3712024

Highlighted filing

2013

Assets$1,401,754
Liabilities$1,353,326
Net Assets$48,428

Operations Trend

Revenue, expenses, and net income across loaded years, with this filing highlighted.

$2.0M$1.5M$1.0M$500K$0-$500KRevenue 2011: $153,950Expenses 2011: $99,338Net Income 2011: $54,6122011Revenue 2012: $147,309Expenses 2012: $103,902Net Income 2012: $43,4072012Revenue 2013: $550,248Expenses 2013: $599,834Net Income 2013: -$49,5862013Revenue 2014: $1,602,904Expenses 2014: $1,413,347Net Income 2014: $189,5572014Revenue 2015: $559,292Expenses 2015: $509,055Net Income 2015: $50,2372015Revenue 2016: $2,444Expenses 2016: $138,014Net Income 2016: -$135,5702016Revenue 2017: $1,182Expenses 2017: $63,112Net Income 2017: -$61,9302017Revenue 2018: $470Expenses 2018: $47,698Net Income 2018: -$47,2282018Revenue 2019: $2,301Expenses 2019: $46,914Net Income 2019: -$44,6132019Revenue 2020: $692Expenses 2020: $49,394Net Income 2020: -$48,7022020Revenue 2021: $12,198Expenses 2021: $39,352Net Income 2021: -$27,1542021Revenue 2024: $117,924Expenses 2024: $125,220Net Income 2024: -$7,2962024

Highlighted filing

2013

Revenue$550,248
Expenses$599,834
Net Income-$49,586
Jump To
Filing Snapshot
Filing Period
Jul 1, 2012 to Jun 30, 2013
Signed
May 15, 2014
Return Version
2012v2.0
Gross Receipts
$550,248
Mission and Program Overview

Mission

To provide through its own activities, financial, and volunteer support the educational, scientific, and charitable purposes of the Virginia Association of Secondary School Principals, Inc., hereinafter referred to as the "VASSP".The Foundation is expressly prohibited from engaging in any activity which would be inconsistent with the status of an educational, scientific, and charitable organization as defined in Section 501(c)(3) of the Internal Revenue Code of 1986, as amended, or any successor provision (the "Code").To accomplish this object, the Foundation shall:A. Advance education in the field of pre-kindergarten through grade 16 (P-16) educational leadership and student leadership development.B. Develop and improve educational leadership in-service education by conducting education conferences, conventions, seminars, institutes, and workshops for leaders, students and student activity sponsors.C. Engage in research in the field of educational leadership and student leadership dev

Major Activities

Activity 2
Worked collaboratively with the Virginia Department of Education's Office of School Improvement (VDOE-OSI) to provide service to schools identified by the VDOE-OSI as needing improvement in the Commonwealth of Virginia. Webinars were designed, developed, and delivered by the Foundation faculty with administrative experience at the school district levels. Webinars addressed research-based programs to assist school leaders with school improvement strategies and techniques.Foundation developed materials that meet the specific needs of the Virginia Department of Education to address the findings of the academic review of those schools that are in improvement. No other source has developed training materials specific for this purpose. The academic review is a process that provides schools and divisions with specific essential actions needed for improvement in order for the school to meet established benchmarks. It is important for the school division central office staff, principal and staff in these schools to clearly understand and develop a plan of action to meet the needs as described by the essential actions. The ongoing training, including the summer and fall institutes and any necessary follow conference sessions will provide the knowledge and skills necessary to support the efforts needed for improvement. Since the VFEL is Virginia-based and is comprised of leaders who are from successful school divisions or schools in Virginia, the organization is specifically equipped to provide the expertise and training need.VFEL faculty members had the following specific responsibilities:-Provide Breaking Ranks in the Middle (BRIM) training with a benchmark assessment instrument for approximately 70 school leaders.-Assist with the development of a follow-up day for BRIM trainees to determine the effectiveness of BRIM in improving individual schools.Finally, as part of its work with VDOE-OSI the Foundation undertook a study to examine school improvement efforts underway in Virginia.This study involved five school divisions and schools within those divisions that had been identified as schools in improvement. They included a rural school division not bounded by a larger city, a rural school division bounded by a larger city, a small city school division, a small urban school division, and a large urban school division.
Filing and Contact Details

Filer

EIN
54-1773876
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IRS990/Activity2/Description0Worked collaboratively with the Virginia Department of Education's Office of School Improvement (VDOE-OSI) to provide service to schools identified by the VDOE-OSI as needing improvement in the Commonwealth of Virginia. Webinars were designed, developed, and delivered by the Foundation faculty with administrative experience at the school district levels. Webinars addressed research-based programs to assist school leaders with school improvement strategies and techniques.Foundation developed materials that meet the specific needs of the Virginia Department of Education to address the findings of the academic review of those schools that are in improvement. No other source has developed training materials specific for this purpose. The academic review is a process that provides schools and divisions with specific essential actions needed for improvement in order for the school to meet established benchmarks. It is important for the school division central office staff, principal and staff in these schools to clearly understand and develop a plan of action to meet the needs as described by the essential actions. The ongoing training, including the summer and fall institutes and any necessary follow conference sessions will provide the knowledge and skills necessary to support the efforts needed for improvement. Since the VFEL is Virginia-based and is comprised of leaders who are from successful school divisions or schools in Virginia, the organization is specifically equipped to provide the expertise and training need.VFEL faculty members had the following specific responsibilities:-Provide Breaking Ranks in the Middle (BRIM) training with a benchmark assessment instrument for approximately 70 school leaders.-Assist with the development of a follow-up day for BRIM trainees to determine the effectiveness of BRIM in improving individual schools.Finally, as part of its work with VDOE-OSI the Foundation undertook a study to examine school improvement efforts underway in Virginia.This study involved five school divisions and schools within those divisions that had been identified as schools in improvement. They included a rural school division not bounded by a larger city, a rural school division bounded by a larger city, a small city school division, a small urban school division, and a large urban school division.
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IRS990/Description0VFELs Turnaround Zone Collaborative working with public school divisions with priority schools.Virginias Turnaround Zone draws its conceptual framework from the work published in The Turnaround Challenge by Mass Insight Education and Research Institute, Inc.In Virginias Lead Turnaround Partner (LTP) strategy, turnaround is a collaborative effort with the state, school division and LTP. The state is responsible for supporting the school division and LTP. At the state level, a differentiated system of support has been developed through collaboration among various offices within the VDOE and a multitude of educational partners. The state supports the reform by developing local capacity through the alignment of targeted differentiated supports through collaboration among various offices within the Virginia Department of Education and a group of external educational partners. The LTP, under contract with the local school board, brings increased resources and support for deep, systemic instructional reform. Under the ultimate authority of the local school board, the LTP leads the reform effort within the turnaround zone and is afforded the authority to act and make decisions. The LTP supports reform within the division in four key areas: people, time, programs and money. VFEL, under contract with the local school board, leads the reform effort within the turnaround zone by bringing increased resources and support for deep, systemic instructional reform. The state is responsible for supporting the school divisions and providing oversight of VFEL. State support includes, but is not limited to, ensuring the school and division teams are given convenient access to tools and resources to get the job done. A well-coordinated reform effort delivered with quality and accountability develops capacity in the division and school for sustained improvement. The transformation process requires a culture of candor in which VFEL, division and school personnel talk openly and honestly about the priority schools professional practices that contribute to student learning. Summary of VFEL Responsibilities defined in the Virginia ModelThe main purpose of VFEL is to assist the priority schools to increase student achievement and graduation rate. VFEL responsibilities include, but are not limited to:building local capacity with targeted and differentiated supports and interventions as determined by diagnostic reviews of student performance and practices; bringing increased resources to the schools and students in low-performing schools. These resources include increased human capital (people), time, money and programs; providing deep, systemic instructional reform for the school division and its affected priority school(s); coordinating and delivering practices with quality and accountability; andproviding a NISL-trained LTP representative to serve on the school Transformation Team. National Institute for School Leadership Training in VirginiaIn the Virginia Turnaround Zone Collaborative, VFEL will provide instructional and leadership specialists. One NISL-trained LTP representative will be assigned to meet monthly with the Transformation Team. These NISL trained LTP representatives will be in the training provided by the National Institute for School Leadership (NISL) for principals and division. This extensive training over the course of three years will provide everyone on the ground a better understanding of the school and the current resources brought to the school by the division staff and principal as well as the current instructional operational framework. This training will build the division and schools capacity to lead in times of adversity and make decisions to support student achievement for the period after the three years of the schools status. NISLs training is the research foundation of the VFEL project. The importance of leadership required in challenged schools not just by the principal, but by everyone tied to the school.NISL's Executi
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IRS990/MissionDescription0To provide through its own activities, financial, and volunteer support the educational, scientific, and charitable purposes of the Virginia Association of Secondary School Principals, Inc., hereinafter referred to as the "VASSP".The Foundation is expressly prohibited from engaging in any activity which would be inconsistent with the status of an educational, scientific, and charitable organization as defined in Section 501(c)(3) of the Internal Revenue Code of 1986, as amended, or any successor provision (the "Code").To accomplish this object, the Foundation shall:A. Advance education in the field of pre-kindergarten through grade 16 (P-16) educational leadership and student leadership development.B. Develop and improve educational leadership in-service education by conducting education conferences, conventions, seminars, institutes, and workshops for leaders, students and student activity sponsors.C. Engage in research in the field of educational leadership and student leadership dev
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