GoodLife Innovations

What it reported doing in 2024

See schedule ogoodlife university: goodlife university exists because "the way we've always done it" isn't good enough--we can do better.goodlife university was built out of the nearly half-century-long relationship between goodlife innovations and the university of Kansas department of applied behavioral science (ku-abs). In simplest terms, this partnership delivers a win-win to both organizations: goodlife benefits by receiving dedicated talent from ku-abs graduate students that conduct external quality assurance evaluations for goodlife's service models and programs, and ku-abs graduate students benefit by receiving direct, practicum experience with adults who have significant intellectual or developmental disabilities (i/dd). To this end, goodlife's partnership with ku-abs grants very affordable, immediate access to high-quality behavioral supports. However, the relationship goes much deeper than this thanks to our robust and intertwined history.from the moment goodlife was imagined, faculty and thought-leaders from ku-abs were included in the conversation to help answer the question, "what does a good life look like for individuals with i/dd?" institutions and facility-based care models were falling out of favor and the nation was looking for proven, community-based solutions. Ku-abs has a storied history, full of incredible talent and meaningful accomplishments. They are known for their work in creating models and services used nationally (e.g. Boys town) and for supporting more than 15k agencies nationwide that serve populations with challenging behaviors. Ku-abs also created and disseminated the community tool box, contributed to the creation of the sesame street curriculum, and founded the field's premier research journal, the journal of applied behavior analysis. Its alumni have held leadership roles in our nation's most prestigious behavioral programs, and were teachers, advisors, and mentors to many goodlife alum. Committed to the development of programs and services for adults with complex care needs, ku-abs faculty joined the families, guardians, and advocates of kansans with significant i/dd in a tremendous grassroots effort to improve the quality of care.now, nearly 50 years later, goodlife university is a thought-leading innovation engine that creates and delivers the next generation of best-practice community support for people who need effective, affordable help to live enriched, independent, and empowered lives of purpose. Goodlife university helps home and community-based service providers, states, and managed care organizations:1. Meaningfully improve the capacity, stability, and quality of our nation's direct support workforce. (this includes initiatives to improve dsp stability, training, support, pay, and benefits within currently budgeted resources.)2. Build and widely disseminate technology-leveraged service approaches that empower people to affordably receive the right support when and where needed to live their version of a good life. (this includes strategies for helping agencies migrate their service approaches to be leveraged by advanced technologies.)3. Create deep strategic provider, service, and funding partnerships that co-op and scale talent, increase and leverage resources, and focus this collective strategy and influence to advance goodlife's charitable mission.goodlife university's contributions include our workforce capacity solutions, education and training services, service model demonstrations (e.g. Neighborhood network and professional family [shared living]), behavioral services, and dissemination of ilink technologies.goodlife university produces video blogs, conducts and publishes applied research, and freely shares its impact/outcomes with community-based providers online and at regional and national conferences in order to inspire a culture of continuous improvement.

Financial Efficiency

• Mission deployment rate: 72.3%; rating input score 72
• Program expense ratio: 72.5%; rating input score 72
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 62nd percentile among comparable filings
• Pay-setting controls: 3 of 6 controls in place; rating input score 50
  • Compensation committee: Pass
  • Independent consultant: Missing
  • Other Form 990s reviewed: Missing
  • Written employment contract: Pass
  • Compensation survey or study: Missing
  • Board or committee approval: Pass
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Yes; rating input score 100

Accountability

• Independent voting board: 86.4%; rating input score 86; 19th percentile among comparable filings
• Governance controls: 7 of 9 controls in place; rating input score 78
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: Fail
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Fail
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 0.2%; rating input score 33; 33rd percentile among comparable filings
• Total-asset coverage ratio: 0.48; rating input score 15; 15th percentile among comparable filings
• Liabilities to assets ratio: 0.37; rating input score 40; 40th percentile among comparable filings
• Officer compensation ratio: 5.2%; rating input score 49; 49th percentile among comparable filings

Growth

• Program expense growth: 12.4% per year; rating input score 100; 78th percentile among comparable filings
• Revenue growth: 10.7% per year; rating input score 100; 76th percentile among comparable filings
• Asset growth: 24% per year; rating input score 100; 93rd percentile among comparable filings