Georgia Appleseed Inc
Justice at our Core
Georgia Appleseed Inc
EIN: 20-4036923
Programs and results
What we aim to solve
Georgia Appleseed advances justice for all Georgia’s children, with a particular focus on children experiencing poverty, children with disabilities, and children who experience the effects of institutional bias and racism. Justice requires that every child has access to strong, nurturing schools and a healthy home.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Dismantling the School to Prison Pipeline
Projects include:
- Effective Student Discipline
- Positive Behavioral Interventions and Supports
- Keeping Kids in Class Toolkit
- Student Tribunal Foster Child Representation
School Climate & Race/Law Enforcement
Projects Include:
-Race, Law Enforcement, and The Law
-School climate & safety
-School Resource Officer best practices & training
Safe & healthy housing
Georgia Healthy Housing Coalition
Where we work
External reviews

Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
At the heart of our work is a drive to bring people together to listen and learn from each other, so that we can move toward just, systemic solutions that make a better future for the children of our state.
Our tactics include research projects that leverage thousands of pro bono attorney hours to tackle complex issues, the development of self-advocacy tools for parents and caregivers, supporting local and state leaders' efforts to adopt meaningful policy changes, legislative advocacy, bipartisan coalition building, and sometimes just a conversation, where we have the opportunity to listen to a child’s experience firsthand.
What are the organization's key strategies for making this happen?
Our Strategies--
Get children the support they need:
--Expand school-based behavioral health to get children help where they need it
--Integrate restorative practices and trauma-informed instruction into school discipline and the juvenile justice system
--Bring schools, police, and courts together to implement shared strategies that keep children out of juvenile court
--Acknowledge and eliminate barriers created and reinforced by racism and systemic bias
--Ensure safe and equitably funded schools
Improve school climate and reduce the use of disciplinary actions, such as out of-school suspension and expulsion, that remove children from school:
--Increase supports and protections for children in foster care, including access to legal representation for those facing removal from school
--Expand funding for evidence-based diversion programs and other supports for justice-involved children and youth
--Increase school resources to close achievement gaps between children in high-resourced communities and those in low-resourced communities
Promote healthy homes:
--Improve low-income families’ access to healthy, safe homes through various levels of advocacy
--Organize efforts to support positive policy changes to local court procedures and housing code enforcement
What are the organization's capabilities for doing this?
Our renewed focus on child welfare, education, and juvenile justice helped us recruit relevant expertise and talent. In January 2020, Michael Waller was promoted to Interim Executive Director by the Board of Directors and then Executive Director in May. Prior to being Interim ED, Michael was our Director of Projects and led our strategic planning. He brings important subject matter expertise (education law and housing) directly relevant to our programming priorities. Michael hired two new lawyers on staff with experience as public school teachers and a Legal and Policy Director (Caroline Durham) to lead the program team. Caroline brings 30 years of criminal and juvenile justice experience to Georgia Appleseed.
Over the last three years we have seen significant developments in our strategic approach and personnel. We completed our new strategic plan, for FY20-22, which focused our programming on three priority outcomes: dismantling the school to prison pipeline; ensuring that children with behavior and learning challenges receive the necessary interventions and supports to succeed at school; and increasing access for low-income families to stable, healthy housing.
What have they accomplished so far and what's next?
Some of Georgia Appleseed's Milestones since 2005:
2020--Georgia Appleseed promotes Director of Projects Michael Waller to Executive Director.
2019--Georgia Healthy Housing coalition led the charge on HB 346, a bill that proposed to ban retaliatory evictions.
2018 & 2019 -- Focus on children and juvenile justice renewed, with new strategic plan created for FY20-22.
2017 --Georgia Appleseed moves to new offices, donated “in kind," at the law firm of Taylor English Duma.
2016 -- Seeking the Beloved Community: Fostering Crucial Conversations about Race, Law Enforcement published, and presented at The Law at the Atlanta Bar Association’s Equal Justice in Law Enforcement Symposium.
2015 & 2017 -- The long-running Heirs Property Project takes the next big step by incorporating The Georgia Heirs Property Law Center in 2015 and subsequently becomes an independent nonprofit in 2017.
2015 --Creation of Georgia Educational Climate Coalition (GECC)
2013 --Launch of the Keeping Kids in Class Toolkit – includes 10 years of Out-of-School Suspension data for 2,200+ public schools in Georgia.
March 2013 -- New Georgia Juvenile Code (first comprehensive rewrite in 40 years) is passed unanimously (HB 242, effective date: January 1, 2014).
March 2012-- Uniform Partition of Heirs Property Act (HB 744) is passed unanimously. Rep. Edward Lindsey is the lead sponsor.
2008 --Kick-off meeting of the new Georgia Appleseed Young Professionals Council (YPC) led by its first president, Jason Carter. For more background, see https://gaappleseed.org/ypc.
2006-- Georgia Appleseed becomes a lead partner in JUSTGeorgia, a collaborative effort for adoption of a new Georgia juvenile code.
2005--Established; First Executive Director Judge Sharon N. Hill and Board Chair Stephens A., Clay. Founding Firms/Companies include: Southern Company, Eversheds Sutherland, Kilpatrick Townsend and King & Spalding.
What's Next? See our new strategic plan: [link]
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
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Which of the following feedback practices does your organization routinely carry out?
We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Revenue vs. expenses: breakdown
Liquidity in 2022 info
53.79
Months of cash in 2022 info
17.1
Fringe rate in 2022 info
19%
Funding sources info
Assets & liabilities info
Georgia Appleseed Inc
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
Georgia Appleseed Inc
Balance sheetFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of Georgia Appleseed Inc’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $58,693 | $62,542 | $190,213 | $221,679 | $295,852 |
As % of expenses | 8.8% | 9.8% | 31.9% | 31.0% | 30.4% |
Unrestricted surplus (deficit) after depreciation | $30,633 | $59,731 | $187,403 | $218,869 | $293,041 |
As % of expenses | 4.4% | 9.3% | 31.2% | 30.5% | 30.0% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $624,825 | $615,700 | $674,973 | $1,704,077 | $966,844 |
Total revenue, % change over prior year | -45.9% | -1.5% | 9.6% | 152.5% | -43.3% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.2% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Government grants | 0.0% | 0.0% | 0.0% | 3.7% | 12.8% |
All other grants and contributions | 100.0% | 100.0% | 100.0% | 96.1% | 87.0% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.2% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $666,699 | $638,180 | $597,029 | $714,877 | $973,798 |
Total expenses, % change over prior year | -32.7% | -4.3% | -6.4% | 19.7% | 36.2% |
Personnel | 82.8% | 81.2% | 84.7% | 89.7% | 69.2% |
Professional fees | 11.3% | 13.5% | 11.2% | 5.5% | 23.7% |
Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 5.9% | 5.3% | 4.0% | 4.8% | 7.1% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $694,759 | $640,991 | $599,839 | $717,687 | $976,609 |
One month of savings | $55,558 | $53,182 | $49,752 | $59,573 | $81,150 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $750,317 | $694,173 | $649,591 | $777,260 | $1,057,759 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 3.4 | 4.2 | 9.5 | 16.9 | 17.1 |
Months of cash and investments | 3.4 | 4.2 | 9.5 | 16.9 | 17.1 |
Months of estimated liquid unrestricted net assets | 2.4 | 3.6 | 7.6 | 10.0 | 11.0 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $186,859 | $224,701 | $472,421 | $1,006,923 | $1,385,541 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $230,061 | $158,535 | $62,380 | $466,081 | $82,286 |
Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 | $0 |
Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Liabilities (as a % of assets) | 2.2% | 1.6% | 13.3% | 1.4% | 1.7% |
Unrestricted net assets | $131,081 | $190,812 | $378,215 | $597,084 | $890,124 |
Temporarily restricted net assets | $295,754 | $210,732 | N/A | N/A | N/A |
Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
Total restricted net assets | $295,754 | $210,732 | $98,463 | $865,984 | $563,178 |
Total net assets | $426,835 | $401,544 | $476,678 | $1,463,068 | $1,453,302 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Mr. Michael Waller JD
As Executive Director, Michael Waller leads the Georgia Appleseed team in the development of innovative policy solutions and tools to keep Georgia’s children safe at home and in school, and out of the criminal justice system. Michael is a frequent speaker on the devastating consequences of exclusionary school discipline, poor school climate, and unhealthy housing on marginalized children, particularly children in poverty, children of color, and children and youth in foster care.
Prior to starting with Appleseed as Director of Projects in 2018, Michael was a prosecuting attorney at the Federal Trade Commission (FTC) for eight years, leading investigations and lawsuits across the country to stop companies and individuals from defrauding economically vulnerable consumers. Before the FTC, Michael was a staff attorney at the Atlanta Legal Aid Society, representing indigent clients in housing, domestic violence, and consumer rights cases. He came to Legal Aid from law firm WilmerHale.
Number of employees
Source: IRS Form 990
Georgia Appleseed Inc
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Georgia Appleseed Inc
Board of directorsas of 04/04/2023
Board of directors data
Tori Silas
Comcast
Term: 2022 -
Mary Benton
Alston & Bird LLP
Matthew Bozzelli
Southern Company
Taylor Daly
Nelson Mullins Riley & Scarborough LLP
Bob Edwards
Troutman Pepper
John Fleming
Eversheds Sutherland
Harold Franklin
King & Spalding
Paula Frederick
State Bar of Georgia
Brian Gordon
DLA Piper
Jessica McKinney
GE Energy
Diane Prucino
Kilpatrick Townsend Stockton LLP
Randi Schnell
Rooms To Go
Neil Shorthouse
LeaderComm
Marc Howard
Pope & Howard PC
Justice David Nahmias
Supreme Court of Georgia
Judge Todd Markle
Georgia Court of Appeals
Eric Fisher
Barnes & Thornburg
Marc Taylor
Taylor English Duma
Adam Ozgo
EY
Amy Steigerwalt
Georgia State University
Carrie Zhou
Aprio
Adowa Awotwi
Locum Tenens
David Brackett
Bondurant Mixson & Elmore
Ken Dyer
Dougherty County School System
Chris Middleton
Cox, Rodman & Middleton
Micah Moon
Delta Air Lines
Judge Shondeana Morris
DeKalb County Superior Court
Raj Nichani
The RMN Agency
Chris Stewart
Stewart Miller Simmons
Dr. Michael Young
Pediatrics Emergency Medicine Associates
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? No -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
Equity strategies
Last updated: 03/06/2023GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.