CENTER FOR EDUCATIONAL INNOVATION

Financials

From the e-filed returns the IRS publishes as XML (latest three processing years; amended returns replace the original). PDF copies at the IRS.

Officers, directors and key employees

As listed on the 990 for the year ended June 30, 2025, highest compensation first.

Address and contacts

Address (IRS master file)

369 LEXINGTON AVE FL 303, NEW YORK, NY 10017-6516

In care of

% CYNTHIA REED

Principal officer (990 for 2024)

Michael Kohlhagen, 369 Lexington Avenue 303, New York, NY 10017

Signed the 990

Michael Kohlhagen, CEO

Phone

(212) 302-8800

Website

https://the-cei.org

Return prepared by

NCHENG LLP CERTIFIED PUBLIC ACCOUNTANTS

Mission

Effective public education is essential to the success of a democratic society. Themission of Center for Educational Innovation, Inc. (CEI) is threefold:1) Assist public schools in New York City and other communities in improving thequality of public education. Our professional experience and expertise help schoolsto create more productive environments in which students thrive academically,socially and emotionally. With our support, schools develop better leadership,better teaching and better systems of accountability;2) Based upon CEI's work with individual schools, advocate for policies andpractices that will lead to successful schools;3) Provide information to the public about the importance of quality publiceducation and the means of achieving it. To those ends, CEI assists large schools torestructure into sets of smaller learning communities, works with teams to createand develop charter schools, trains principals in effective leadership skills, andfacilitates collaboration betwee

Program accomplishments

• Community Schools - Community Schools organize resources so that academics, health, youth development, and family empowerment are integrated into the fabric of the school to support the whole child.CEI leads a network of 17 Community Schools in Brooklyn, the Bronx and Manhattan.The Four Core Features of a Community School Strategy are as follows:COLLABORATIVE LEADERSHIP AND PRACTICEFAMILY AND COMMUNITY ENGAGEMENTEXPANDED LEARNING TIMEWELLNESS AND INTEGRATED SUPPORT
  Expenses $5,891,761
• Public School Consulting- Includes customized services, technical assistance, school improvement planning and implementation, leadership development and content area support to superintendents, school leaders, teacher teams, coaches, teachers, and all members of the school community. By design, with aligment to the mission, with a renewed focus on equity and innovation, experienced team members work to build capacity to create the model schools their children need to succeed. Service is delivered in a multitude of modalities including mentoring and coaching, facilitated professional learning in small and large groups, modeling and delivering leadership development and pedagogical support in all content areas tp ensure for improved teaching and learning with measured improvements in student achievement and all areas of the school community.
  Expenses $3,073,962
• Other programs - include school improvement activities through our field supportservices, grant funded academic and enrichment services such as NYC Immigrant andCASA funded enrichment and NYC DYCD Summer Rising, which are all consistent with themission of the Organization. The Organization is now a lead agency with contractsfor two NYC Community Schools. This citywide school improvement strategy supports services delivered by the lead agency, community partners and the school community.This organization's mission is aligned to this initiative and with a focus onacademic improvement, provides comprehensive support in all areas, aligned with thetraditional school day, coordinating all programs and services, and infuses itsphilosophy, with a focus on equity and innovation, to develop model communityschools in all neighborhoods. The Community Schools program supports the wholechild and the childs family, with learning both inside and outside of the classroom. The Organization supports the staffing to identify and coordinate all partnerships,delivery of direct academic and enrichment service including elements of ProjectBOOST, professional learning for school staff as well as all partners and theirstaff, the greater school community including parents. The lead agency works toseamlessly bridge the school day with before, during, and after school support tothe entire school community with strong measurable outcomes in all areas of childdevelopment, community, family engagement and academic achievement. This is amulti-year contract with the NYC Department of Education with potential for growthin the future.1) META/Meridian - CEIs Meridian (formerly META) program is funded by an Assistancefor Arts Education (AAE) $6M five-year grant awarded in 2021 by the Office ofElementary and Secondary Education of the United States Department of Education.Meridian is a professional learning program for K-5 teachers of students withdisabilities in New York City (NY), Rochester (NY), San Juan (PR), Baltimore (MD)and Bridgeport (CT). The program builds on the success of the Organizations ETAprogram and expands its scope by utilizing an art integrated, differentiatedcurriculum, and providing teachers with workshops, PLC sessions and modeling. Thecurriculum includes innovative projects in music and visual art that teach literacy and math and strengthen SEL skills. There are six versions of every project andmaterials include, curriculum maps, lessons, implementation slide decks, modelingvideos, resources, and materials, and supporting documents. Meridian also includes(1) training classroom teachers to be teacher leaders in arts integration and tofacilitate PLC sessions; (2) hosting national annual conferences to disseminate thework; and (3) building a digital repository of all curricular materials.2) Charter Schools - Given the history of the Organization and its foundersinfluence in the development of Charter School Law, Charter School Support remainsone of the main programs of the Organization.Following several cycles of federal funding sunsetting, the Organization continuesto support charter Boards and school leaders via school-based contracts and grantfunding to become highly effective and grow successful charter schools in three keyareas:Educational SuccessOrganizational SoundnessFaithfulness to Charter and LawWith alignment to the mission and continued focus on school transformation, theOrganization continues to support the development of new charters, lead the renewalof charters, and explore and lead the expansion of charter schools. TheOrganization continues its support of struggling charter schools with schoolimprovement planning and implementation. With several long-term whole school reformprojects and multiple short-term engagements, the Organization continues its focus on leadership development, supporting improved performance as well as compliancewith autonomy to achieve continuous academic improvement with alignment to publicschool accountability in all areas. The Organizations team of experts work closelywith Charter School leadership and Boards in all areas of the NYS performanceframework: student performance, teaching and learning, culture, climate and studentand family engagement, financial condition, financial management, Board oversightand governance, organizational capacity, mission and key design elements,enrollment, retention and retention, and legal compliance.
  Expenses $1,793,145
• CEIs Education Through Art (ETA) program was funded by an Assistance for ArtsEducation Development and Dissemination (AAEDD) $2.5M four-year grant awarded in2018 by the Office of Innovation and Improvement of the United States Department ofEducation. ETA was a program that utilized visual art and music as effectiveinstructional strategies to directly teach ELA and Math while strengthening socialand emotional learning (SEL) skills. The program served grade 3-5 students withdisabilities and their teachers in NYC School District 75. The program tailored alllessons, materials, and resources to the specific needs of each classroom to serve awide range of students - from those with cognitive challenges who are alternatelyassessed, to those with emotional and behavioral challenges who take standardizedassessments. The program included in-class student instruction, professionallearning workshops, coaching and modeling, the compilation of a digital resource oflessons, curriculum maps, and embedded schedules. The external found statisticallysignificant results regarding student and teacher outcomes.
  Expenses $1,152,736
• Project BOOST - (Building Options and Opportunities for Students) is theOrganizations signature student enrichment program, which historically targets middle school students, who have demonstrated academic talents but do not have thefinancial resources necessary to cultivate and enrich their academic experience. Theoriginal overall goal of the program is to assist and to inspire participatingmiddle school students in gaining admission to the highest quality high school, inNYC, being the Specialized High Schools. Overall, the program has grown to includeschools in and out of NYC and as such, the goal has now broadened to inspire middleschool students to gain admission into the best high school program possible, tonurture the talents and interests of students and help them identify college andcareer pathways. The Organization offers a triad of direct student services to buildacademic, cultural, social and service skills necessary for long-term studentgrowth, academic enrichment, cultural enrichment and college to career development.In 2011, Project BOOST was extended to include the Organization's Early Stagesprogram. The Organizations Early Stages provides free and significantly reduced-cost theater tickets to underserved schools and their students. This has afforded the opportunity for exposure to the performing arts, which included attendance at NYCs most renowned performing arts venues, such as Broadway theaters, Lincoln Center, and Carnegie Hall, and to provide multiple opportunities for students to respond to the theater through workshops, discussions, and writing (since its inception over 70,000 tickets have been made available to students).With a focus on equity and innovation, Project BOOST has grown beyond its originalprogramming, Early Stages live theater and cultural enrichment, high impact tutoring and social skill development, which all continue to thrive.Project BOOST continues to grow, and change based on the post pandemic need forenhanced student engagement. With alignment to emerging technologies and interests of all students, a focus on the world of work, college and career, and alignment tothe academic course of study of our students, enrichment in the areas of science,technology, engineering, mathematics, and the arts (STEAM) activities have beendeveloped. They include the exposure to the latest innovations, anchored in studentsinterests and pointed toward careers of the future and current needs of thecommunities we serve.Current offerings include the above-mentioned high impact tutoring, Early Stageslive Broadway trips, as well as newer offerings such as coding and robotics,competitive video gaming infused with college to career and character educationlessons, and social action art and music.Project BOOST emphasizes the need to give back to the communities through a strongcommunity service component. Students are taught that regardless of theirsocio-economic background, they can make fundamental contributions to society bygiving of themselves through service.Current programs are funded through city and state government grants and haveexpanded to fee for service school and district contracts. While originally designedto be delivered to middle schools, Project BOOST offerings are being modified anddelivered to elementary, middle and high school students.
  Expenses $896,572

What it must file and when

IRS records say it files Form 990 or 990-EZ. Based on its last return; a smaller organization may file the 990-N. Its accounting year ends in June, so each return is due on the 15th day of the 5th month after that.

IRS record

EIN

13-4113613

Tax-exempt status

501(c)(3): Charitable, religious, educational or scientific organization

Foundation status

Publicly supported organization (170(b)(1)(A)(vi))

Donations deductible (Pub 78)

Public charity, 50% deduction limit

Exempt since

2001

Accounting year ends

June

Files

Form 990 or 990-EZ

Category (NTEE)

Education (B03)

Assets (IRS master file)

$13,749,197

Income (IRS master file)

$12,538,418

Filing history

990-N: the IRS bulk file holds only the latest e-Postcard per organization; earlier years come from archived copies of that file since 2020 and can have gaps (the IRS e-Postcard search lists every one). 990, 990-EZ, 990-PF, 990-T: every e-filed return in the IRS e-file index since 2019; XML for the latest three processing years, amounts from the IRS Statistics of Income extracts before that. PDF copies and determination letters at the IRS (search EIN 13-4113613).

Questions about CENTER FOR EDUCATIONAL INNOVATION

What is the EIN of CENTER FOR EDUCATIONAL INNOVATION?

The employer identification number (EIN) of CENTER FOR EDUCATIONAL INNOVATION is 13-4113613.

Is CENTER FOR EDUCATIONAL INNOVATION tax-exempt?

Yes. The IRS lists it as tax-exempt under section 501(c)(3) since 2001.

Are donations to CENTER FOR EDUCATIONAL INNOVATION tax-deductible?

Yes. It is listed in IRS Publication 78 (Public charity, 50% deduction limit).

Which annual return does CENTER FOR EDUCATIONAL INNOVATION file?

Form 990 or 990-EZ. Based on its last return; a smaller organization may file the 990-N.

When is the next return of CENTER FOR EDUCATIONAL INNOVATION due?

The return for tax year 2025 (the year ending June 30, 2026) is due November 16, 2026. Form 8868 extends it by six months; the 990-N cannot be extended.

When did CENTER FOR EDUCATIONAL INNOVATION last file with the IRS?

The latest return in the IRS public files is the 990 for the year ended June 2025.

Who is the principal officer of CENTER FOR EDUCATIONAL INNOVATION?

The 990 for the year ended June 30, 2025 names Michael Kohlhagen.

Who are the officers and directors of CENTER FOR EDUCATIONAL INNOVATION?

The 990 for the year ended June 30, 2025 lists 17 people; 6 received compensation from the organization, the highest $300,208 (Michael Kohlhagen, CEO, President).

How much revenue does CENTER FOR EDUCATIONAL INNOVATION have?

On its 990 for the year ended June 30, 2025 it reported revenue of $12,538,418, expenses of $14,945,570 and total assets of $13,749,197 at year end.

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