STUDENTS RUN PHILLY STYLE

Go farther!

Philadelphia, PA   |  www.studentsrunphilly.org

Mission

Students Run Philly Style's mission is to transform lives through long-distance running and mentorship.

Ruling year info

2017

Executive Director

Mr. Andrew Kucer

Main address

1819 John F Kennedy Blvd. Suite 480

Philadelphia, PA 19103 USA

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EIN

81-4223573

NTEE code info

Other Youth Development N.E.C. (O99)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

SOURCE: Self-reported by organization

SRPS utilizes its strengths-based model to address: Building supportive and impactful connections: Too many Philadelphia and Camden youth lack supportive adults, peers, and communities that support their ability to set and achieve long term goals. Principals across the Philadelphia School District have consistently identified mentoring as one of the biggest needs of their schools. A Lack of Safe, Accessible, and Research-Based OST Physical Activity: Per the CDC, 83% of Philadelphia high school students did not meet the required weekly physical activity recommendations correlated to long-term health. SRPS youth run three times per week with Mentors, averaging 300-600 miles each year. An Ineffective Juvenile Justice System: According to a 2006 National Report, 55% of youth were rearrested in the 12-month period after their first contact with the juvenile justice system. There is a great need for positive youth development division options to keep youth out of the juvenile justice system.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Students Run Philly Style Marathon Model

Students Run Philly Style's Marathon Model focuses on helping Philadelphia students ages 12-18 realize their capacity for success through mentorship and distance running. By engaging students with volunteer mentors, or “Running Leaders”, for upwards of ten hours a week, our program model encourages participants to create positive and lasting relationships with adults who are concerned about and invested in their well-being.

From March to November, students and mentors train together for major area races such as the Blue Cross Broad Street Run and the Philadelphia Marathon. Our students and mentors gain so much more through this process than just increased cardiovascular fitness. During the many training runs that take place each year, the opportunities for in-depth conversations are plentiful. Mentors learn about the trials and tribulations in young people’s lives and assist them with finding solutions and standing strong in the face of adversity. From students getting advice on college and career planning to goal setting, the relationship building and mentorship take place with the undivided attention of a caring adult. The SRPS trauma-informed and resilience-based program model focuses on developing the skills students need to be successful when challenges arise — both in and out of the classroom and well into their adult lives.

After having completed a major accomplishment such as finishing a marathon and forming a close relationship with a mentor, SRPS students graduate high school prepared to turn challenges into opportunities for success. It is this this model that has proven itself to be the most powerful way to transform the lives of young people.

Population(s) Served

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of youth mentored

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

SRPS serves youth across every zipcode in Philadelphia.

Number of mentors recruited

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Increase in protective factors for youth enrolled

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

This outcome related specifically to an INCREASE in protective factors from pre/post 3rd party evaluator administered and analyzed surveys.

Number of participants who are promoted to the next grade on time

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

This is based on a two year evaluation by Temple University and Drexel University.

Increased or high levels of long-term goal setting

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

This is based on a two year evaluation by Temple University and Drexel University.

Increased or maintained high levels of self confidence

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

This is based on a two year evaluation by Temple University and Drexel University.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

In 2019, SRPS worked with a 3rd party to build its strategic direction to reflect organizational goals for 2019-2023. SRPS has identified 5 strategic goals that will support growth, innovation and the continued success of SRPS’ unique, strengths-based model. SRPS aims to accomplish the following within this 5 year plan:
Goal #1: Grow Strategically. SRPS will focus on growing in Philadelphia and deepening its footprint in schools and neighborhoods currently unserved by the SRPS program. The staff and Board of Directors are confident in the SRPS model and its tremendous impact it has on the city (and third party evaluations have substantiated this). SRPS wants to make sure its model is as strong as possible and adaptable to meet the needs of every Philadelphia student before exploring expansion goals outside of Philadelphia. SRPS tends to have a 17% increase each year and is dedicated to strategically choosing new teams from its waiting list to meet this objective.

Goal #2: Perfecting the Model: SRPS has identified areas where its model could be tightened and tweaked to ensure optimal impact of the program and improved expandability. SRPS is stabilizing and restructuring staff to move towards meeting this goal and is incorporating best practices from mentoring research to compliment the program model.

Goal #3: Innovation: Creating an adaptable model is critical to the success of the organization. SRPS programming aims to adapt to meet the needs of the community and specific populations. SRPS is creating innovative programming to try new ideas and strategies, evaluate them, and when applicable, roll them out across the organization.

Goal #4: Diversifying Revenue: SRPS is committed to diversifying its revenue sources, including finding, cultivating and stewarding individual and corporate donors. Finding additional opportunities for government support and earned income is another key strategy to accomplishing this.

Goal #5: Fostering Diversity and Inclusion: SRPS serves a very diverse community across the city. The organization values and is committed to maintaining this spectrum of backgrounds, socioeconomic status and perspective. SRPS wants to ensure the entire organization remains committed to deepening this diversity of perspective and foster a community across all levels of the organization that is welcoming and inclusive across all levels of the organization.

SRPS has identified the following strategies to ensure the success of its 5-year plan:

To grow strategically SRPS is continuing to increase the percentage of youth served in the program who are facing the most adversity. SRPS aims to achieve this strategic growth via:
Increasing Quality Control/Coaching;
Bolstering regular data analysis;
Funding and Development planning to meet needs of growth;
Strategic selection of new teams from SRPS waitlist; and
Developing strategic partnerships with organizations serving the highest need youth.

To perfect its model SRPS aims to create a uniform program that reduces demands on Mentors, increases participation amongst participants and explores model variation to improve access to teams in higher need situations. SRPS aims to perfect its model via:
Increasing its knowledge of who it serves, its volunteers, and its full breadth of research;
Enhancing pilots, measurement, and evaluation;
Rolling out new model enhancements when applicable;
Working with young people in the program and outside of the program on ways the organization can strengthen; and
improve the model by integrating best practices from the mentoring research community.

By prioritizing innovation, SRPS can better adapt to program needs and increase its ability to support, lead and make decisions around capacity. SRPS aims to do this via:
Structuring the staff to be able to accommodate, lead, take risks, and support program innovation;
Structuring staff to identify opportunities and innovation across SRPS network;
Budgeting for innovation and allocate a portion of staff time to dedicate toward it; and
Building adaptability so the organization can meet these needs - through staff structure, intentional piloting process, establishing clear program minimum standards, and evaluation.


SRPS will diversify its revenue by developing a more robust, sustainable, resource engine-based plan, including increased individual and corporate support, and a thoughtful stewardship of donors. SRPS aims to achieve this via:
Securing staffing dedicated to working with individual donors and corporate donors;
Investing in stewardship;
Investing in new outreach;
Working with Mentors and Mentee Alumni;
Innovating within Funding and Development; and
Identifying additional government opportunities.

5. SRPS will foster Diversity and Inclusion by building its community across all levels of the organization including the inclusion of diverse perspectives in its decision making, branding, and program implementation. SRPS aims to achieve this by:

Recruiting more Mentors from the communities it serves;
Working with Alumni of the program to build a pipeline of former students who will serve as mentors;
Exploring partnerships with external organizations;
Creating and fostering avenues for new voices to influence organization
Breaking down any barriers that limit diverse perspectives to being heard, supported and valued; and
Examining race at every level of the organization.

SRPS is capable of meeting its strategic goals through its ability to collect and analyze evidence-based outcomes and work alongside its established partnerships to ensure success. The organization has been around for 16 years and has built the infrastructure to support growth in these areas. The Board of Directors unanimously adopted this direction and is dedicated to holding itself accountable for its success. The SRPS staff was enthusiastic about creating the plan that operationalized the direction and measuring success toward these goals.

SRPS has been providing high quality, high dosage, and high frequency mentoring since 2004. SRPS, a 501(c)3 nonprofit organization, has a history of implementing programming in racially and ethnically diverse settings as well as with youth with diverse sexual orientations and gender identities.

SRPS has sound financial controls and exceeds audit requirements. SRPS will provide the highest quality research-based mentoring services to system-diverted youth at a highly competitive per match cost. SRPS contracts with Bookminders to keep accurate, up-to-date, reconciled financial records. Each week Bookminders book keepers will update the account summary, present payments for client approval, and resolve accounting issues.

SRPS has the programs and systems ready for implementation. SRPS has developed, tested and is now using the CourseMap system, a powerful, user-friendly, local workflow system that plays a dual role as a data collection system. CourseMap facilitates customer relations, supports enrollment, and improves the matching process by guiding workflow, while enabling effective management and reporting of mentoring-related performance measures across the organization, including capturing data on health-related outputs and youth outcomes measures. CourseMap will allow SRPS to gather and report accurate and reliable data on the objectives listed in the goals and strategies identified above. SRPS also annually contracts with Temple University to build specific measures to ensure the organization can show improvement over the duration of the strategic direction.

SRPS has taken great strides to work towards meeting its strategic goals. The following progress has been met since the direction was adopted:

Strategic Growth:To grow strategically SRPS is continuing to increase the percentage of youth served in the program who are facing the most adversity. In order to meet the needs of what this growth will need, SRPS has taken the following actions:
Restructured the staffing of the organization to allow for increased mentor support.
Increased quality control/coaching support through a partnership with Up2Us
SRPS has really put a great deal of emphasis on this through new strategic partnerships with organizations serving the new subsections of youth. Partnerships include the Philadelphia District Attorney's office and several new schools where SRPS can have significant impact

Perfecting the Model: Srps has also built a new summer model that is focused on health justice, has used student and mentor surveys to make program adaptations that are aimed at lengthening the duration of mentoring relationships. SRPS rolled out a model that follows the school year and helped change the staffing that supports SRPS mentoring matches. SRPS has also

Innovation: SRPS started a program model that meets the needs of youth facing criminal charges. The program gives young people facing delinquency charges a chance to remain outside the traditional court system and holds youth accountable while giving them a chance to build a healthy future. The SRPS model is based primarily on in-person mentoring, with the final achievement being the running of a long-distance race. When COVID-19 hit, most students were half way to achieving their first milestone of running 20 miles. While the pandemic did stop the in-person training, it didn’t stop the mentorship, which continued three times per week via phone and text messaging and encouraged goals like working out at home, eating healthy and helping family. Instead of running a race, the final milestone shifted towards working on a reflection project based in restorative justice practices. By mid May, 100 percent of enrolled youth met the revised milestones and all charges against them were dropped.

The staffing organization has already been restructured to free time to pursue innovation, implement, evaluate and determine if the innovation should become part of the SRPS models. This includes dedicating a percentage of staff time to work on innovation.

Diversifying Revenue: SRPS has already restructured the staff to accomplish this goal. The SRPS budget for 2020 is also reflective of this intentional shift to diversify revenue and invest in work that will enable us to accomplish this.

Fostering Diversity and Inclusion: The Board of Directors and the SRPS staff have taken considerable steps to analyze every aspect of the organization through the DEI lens. The organization meets weekly to discuss progress to goals. The Board of Directors is also working on a training plan.

Financials

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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
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  • Compare nonprofit financials to similar organizations

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STUDENTS RUN PHILLY STYLE

Board of directors
as of 7/29/2020
SOURCE: Self-reported by organization
Board chair

Mrs. Aliza Karetnick

Ballard Spahr, LLC

Mark Stewart

Ballard Spahr, LLC