AFTER SCHOOL ACTIVITIES PARTNERSHIPS
What happens after graduation starts with what happens after school
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
After school and summer enrichment programs
ASAP coordinates four citywide initiatives that engage thousands of Philadelphia youth each year in fun, enriching out-of-school time activities and experiences that develop critical academic, social, and emotional skills through structured programming and informal play:
• ASAP Chess: Through weekly meetings, workshops with expert players, and citywide competitions, ASAP Chess develops students’ problem-solving and strategic-thinking skills.
• ASAP Debate: Through ASAP Debate, middle and high school students explore important issues while building critical reading and public speaking skills.
• ASAP Drama: ASAP Drama nurtures young people’s powers of expression, teamwork skills and cultural knowledge through participating in group performances and attending professional productions.
• ASAP Scrabble: The largest program of its kind, ASAP Scrabble strengthens the essential building blocks of reading and mathematics through weekly play, literacy-building workshops, and competitions.
Where we work
Awards
GSK IMPACT Award 2019
GSK
External reviews
Videos
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
What are the organization's key strategies for making this happen?
In an effort to establish the organization as a key partner in the City's OST, education and social communities, ASAP's program model in its first 10 years of operation has been focused primarily on expansion as measured by numbers of clubs coordinated and youth served annually. In recent years, the focus has shifted to measuring growth in target areas – such as low-performing public schools or communities affected by school closings – while maintaining annual service figures of 300-400 clubs and 5,000 youth. Through the process of extensive staff and board meetings as well as through surveying key partners and program stakeholders, a clear consensus emerged that ASAP should dedicate the next three years to measuring program success through metrics that better represent the organization's stated mission, vision and values. This includes metrics that:
• Align more closely with best practices for high-quality after school programs and youth development, including frequency, duration and intensity of after school participation
• Reflect the unique strengths of ASAP's program model, including scalability and community-building
• Support program sustainability and brand recognition across a broad network of partner settings, including schools, libraries, community and recreation centers
What are the organization's capabilities for doing this?
ASAP/After School Activities Partnerships has received the following honors and awards:
• The 2014 GSK IMPACT Award for exceptional achievements in contributing to a healthier Philadelphia. ASAP was awarded for its work to coordinate 75 after school programs in 44 receiving schools, serving more than 1,100 students affected by the closing of 23 public schools in September 2013.
• The 2014 21st Century Solutions grant program, sponsored by NBCUniversal Foundation, which recognizes and supports innovative, high-impact initiatives in the areas of Civic Engagement, Education, Environment, Jobs & Economic Empowerment, Media Arts and Technology. ASAP was selected for its innovative use of mobile and online technologies to create a searchable database of after school programs for parents and youth in Philadelphia.
• The 2012 Impact100 award to support expansion of its chess and debate initiatives in neighborhood public schools
• The 2012 Layman Award from the Philadelphia Association for Health, Physical Education, Recreation and Dance
In addition, in 2010 ASAP received the Afterschool Champion Award from the Pennsylvania Afterschool Youth Development Network for “demonstrating over and above dedication and inspiration to the Out-of-School Time (OST) community."
What have they accomplished so far and what's next?
After School Activities Partnerships (ASAP) coordinates high-quality, effective out-of-school-time programs that strengthen academic achievement, successful engagement in school and post-secondary success for disadvantaged youth. Over the last 14 years, ASAP has become a trusted collaborator and leader in the local out-of-school-time and education communities, serving more than 60,000 school-aged youth since its inception through strategic partnerships with city agencies, community organizations and a broad stakeholder network of educators, peer groups, parents and funders. ASAP has received much recognition for its work, including the 2014 GlaxoSmithKline Impact Award for promoting positive school cultures and creating successful transitions for youth affected by school closings. Through the following citywide initiatives, ASAP continues to expand the traditional scope of after school activities to cultivate communities of diverse youth for whom extra-curricular passions are the gateway to success in the classroom and beyond:
• Philadelphia Youth Chess Challenge: With 200 clubs meeting weekly and competing monthly, ASAP's chess program develops the problem-solving and strategic-thinking skills of more than 2,500 youth each year.
• Philadelphia Scholastic Debate League (PSDL): Through ASAP's debate program, more than 400 youth in 50 middle and high school clubs explore important issues while building critical reading and public speaking skills.
• Philly Plays Scrabble®: Through weekly play and citywide events, ASAP Scrabble teaches the essential building blocks of literacy to more than 1,000 students active in 93 clubs.
• ASAP Drama: For more than 300 youth in 30 clubs, ASAP Drama nurtures young people's powers of expression, team work skills and cultural knowledge through participating in group performances and attending professional productions.
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 and remedy poor client service experiences, 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, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, 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, We ask the people who gave us feedback how well they think we responded
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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, The people we serve tell us they find data collection burdensome, 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
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
AFTER SCHOOL ACTIVITIES PARTNERSHIPS
Board of directorsas of 10/25/2022
Jenaye Munford
Justin Ennis
ASAP/After School Activities Partnerships
Jenaye Munford
Philadelphia City Council
Wendy Glazer
Ria Jain
Penn For Youth Debate
Rebecca Mackin
PwC
Ryan McCarthy
Morgan, Lewis & Bockius LLP
Angela McIver
Jessica Sanchez
Philadelphia City Council
Aaron Spence
PwC
Anna Stokes
Conscious Capitalism
Shayna Terrell
Center for Black Educator Development
Severin Tucker
School District of Philadelphia
Debra Weiner
Kevin Xu
Penn For Youth Debate
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 ? Yes -
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? Not applicable
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:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
Equity strategies
Last updated: 10/25/2022GuideStar 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 have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- 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.