Elevate 215

Philly's Future Starts In School

aka Philadelphia School Partnership   |   Philadelphia, PA   |
GuideStar Charity Check

Elevate 215

EIN: 27-3097212


Elevate 215 is a catalyst for preparing students for the world of tomorrow by modernizing the learning experience in Philadelphia schools today. We will do this by: investing in schools and talent, collaborating with our partners, expanding access and resources for families, and advocating to create the conditions for success.

Ruling year info


Executive Director

Dr. Stacy Holland Ed. D

Main address

123 S Broad Street

Philadelphia, PA 19109 USA

Show more contact info



Subject area info


Elementary and secondary education

Public affairs

Population served info

Children and youth


Economically disadvantaged people

Low-income people


NTEE code info

Fund Raising and/or Fund Distribution (B12)

Fund Raising and/or Fund Distribution (W12)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

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

Tax forms



See related organizations info

What we aim to solve

SOURCE: Self-reported by organization

PSP's mission is to improve outcomes for low-income students and respond to the demand of families by expanding access to great schools in Philadelphia.

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?

Set and Hold Long Term Vision

Elevate 215 will convene and lead civic, education, and community leaders to establish a long-term vision for a prepared graduate in Philadelphia. The organization will then hold itself and others accountable for working toward this shared vision.

Population(s) Served
Children and youth
Economically disadvantaged people

Elevate 215's investment strategy will be targeted and focused on where the organization can make the biggest impact. Investments will align with three primary focus areas:

● Good to Great: support a cohort of “beat the odds” schools that are performing
significantly above what their enrollment and demographics predict to tip their
performance to excellence and/or reach more students

● New Schools & School Expansion: support the launch of new schools that align with
the modern learning experience and expand existing quality schools to reach more

● Talent pipeline: develop a robust talent pipeline for teachers, leaders, and other school
staff across the city

Population(s) Served
Children and youth

Investing in schools alone is not enough; we must create the right conditions for schools to implement sustainable, lasting change. Elevate 215 must address the needs of the whole student with an understanding that conditions outside the classroom also affect a student’s educational success.

Population(s) Served
Children and youth

Where we work

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.

PSP is a key player working to transform Philadelphia education – we engage in four main ways:
• Using our Great Schools Fund to invest as growth capital to expand the number of outstanding schools of all types – district, private and charter – in the city;
• Building a pipeline of high-quality educator talent by incubating and scaling top-tier local and national talent and collaboration initiatives in Philadelphia;
• Improving access to great schools with GreatPhillySchools, a resource that empowers low-income families with actionable information to find and choose great schools; and
• Advocating for policies and conditions that are necessary for great schools to thrive and that prioritize student needs above adult interests.

PSP makes grants to launch new schools, expand effective schools, and turn around long-struggling schools. PSP also invests to incubate and scale initiatives to train urban principals and teachers. Finally, PSP empowers parents through GreatPhillySchools, which puts user-friendly information on 2,300 pre-K-12 schools at families' fingertips online and in free print guides distributed across the city.

Each school investment is vetted by our expert team, our investment committee and is ultimately presented to the Board of Directors for final approval. We've invested over $50 million to support the expansion or turnaround of over 50 district, charter and private schools across Philadelphia. As a result, over 25,000 additional students are now in high-quality schools or schools on the path to quality.

To date, over 600 school leaders have been trained through one of our incubated programs, reaching three in five schools citywide. We currently partner with nationally recognized talent development organizations including TNTP and Relay, local universities including St. Joseph's and Drexel, and local schools including KIPP, Mastery and Independence Mission Schools, among others.

To help remove barriers that prevent families from accessing high-quality schools, we developed GreatPhillySchools (“GPS"), a free resource which provides objective school performance data in an easy-to-use and -understand format. GPS provides information on more than 2,300 quality-rated early childhood education providers and K-12 schools of all types in Philadelphia. The city's push to enable universal pre-K created a big opportunity to expand the GreatPhillySchools audience and engage families before their children reach elementary school. In a city of some 250,000 families with children aged one to 18, GPS reaches more than 100,000 families annually: online, in print (we distribute more than 90,000 free print guides each year) and via school fairs that draw more than 12,000 families.

As evidenced by a variety of metrics, Philadelphia lags most of its big-city peers in educational outcomes. Many factors contribute to this unfortunate reality. To counteract this, PSP looks for high outcomes—including better college matriculation and persistence rates; high-school graduation rates; reading, math and science performance; student attendance and retention—in schools across all of the city's education sectors, and provides startup capital to expand those schools' impact on the city. As a result, schools in PSP's “portfolio" have created new educational opportunity for 25,000 students, while enrollment in schools that were labeled the lowest-performing in the city in 2010 has dropped by a third, from roughly 60,000 to 40,000.

Our investments in schools overwhelmingly target economically disadvantaged students and families. Over 84% of our portfolio expands access to good schools to low income students, over 91% help minority students and 16% focus on those that need special education.

Most of our school and talent investments have occurred in parts of the city where great schools have historically been in short supply, and through GreatPhillySchools and other initiatives, PSP has helped low-income families to overcome obstacles to applying to a wide range of good school options. Nearly all of the city's top-performing schools, public and private, have seen increased application flow as a result.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    Philadelphia Schools that are in the Public District, Public Charter, and Private/Parochial School systems Community leaders who represent schools and families in Philadelphia Families that use our systems to navigate the school selection process Families that advocate for their student's right to quality education.

  • 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 strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • 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

  • What challenges does the organization face when collecting feedback?

    The people we serve tell us they find data collection burdensome


Elevate 215
Fiscal year: Jan 01 - Dec 31
Financial documents
2020 2020 Audited Financial Statement 2017 PSP 2017 Audited Financials 2016 2015
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2021 info

SOURCE: IRS Form 990


Average of 6.94 over 10 years

Months of cash in 2021 info

SOURCE: IRS Form 990


Average of 7.4 over 10 years

Fringe rate in 2021 info

SOURCE: IRS Form 990


Average of 17% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

Source: IRS Form 990 info

Elevate 215

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990

Fiscal year ending: cloud_download Download Data

Elevate 215

Balance sheet

Fiscal Year: Jan 01 - Dec 31

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 ending: cloud_download Download Data

Elevate 215

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990

This snapshot of Elevate 215’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.

Created in partnership with

Business model indicators

Profitability info 2017 2018 2019 2020 2021
Unrestricted surplus (deficit) before depreciation -$1,285,612 -$2,177,024 -$1,083,702 $3,876,935 $4,147,926
As % of expenses -10.6% -20.9% -12.5% 35.7% 46.4%
Unrestricted surplus (deficit) after depreciation -$1,325,240 -$2,213,257 -$1,106,343 $3,858,475 $4,130,964
As % of expenses -10.9% -21.1% -12.7% 35.5% 46.1%
Revenue composition info
Total revenue (unrestricted & restricted) $13,256,148 $7,818,336 $8,643,304 $15,459,691 $10,518,985
Total revenue, % change over prior year 23.4% -41.0% 10.6% 78.9% -32.0%
Program services revenue 0.0% 0.0% 0.0% 0.4% 1.1%
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% 0.0% 0.0%
All other grants and contributions 99.6% 99.9% 99.9% 99.6% 98.8%
Other revenue 0.4% 0.0% 0.1% 0.0% 0.1%
Expense composition info
Total expenses before depreciation $12,118,119 $10,428,434 $8,677,380 $10,864,949 $8,942,701
Total expenses, % change over prior year -32.7% -13.9% -16.8% 25.2% -17.7%
Personnel 14.4% 20.1% 26.6% 18.4% 21.2%
Professional fees 12.7% 11.5% 12.4% 6.7% 13.2%
Occupancy 0.7% 0.9% 1.2% 0.8% 0.9%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 67.6% 63.3% 55.6% 71.4% 61.2%
All other expenses 4.6% 4.2% 4.2% 2.7% 3.5%
Full cost components (estimated) info 2017 2018 2019 2020 2021
Total expenses (after depreciation) $12,157,747 $10,464,667 $8,700,021 $10,883,409 $8,959,663
One month of savings $1,009,843 $869,036 $723,115 $905,412 $745,225
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $13,167,590 $11,333,703 $9,423,136 $11,788,821 $9,704,888

Capital structure indicators

Liquidity info 2017 2018 2019 2020 2021
Months of cash 5.9 3.5 2.4 6.9 11.6
Months of cash and investments 5.9 3.5 2.4 6.9 11.6
Months of estimated liquid unrestricted net assets 2.5 0.4 -1.0 3.5 9.8
Balance sheet composition info 2017 2018 2019 2020 2021
Cash $5,976,102 $3,012,760 $1,710,575 $6,229,317 $8,669,110
Investments $0 $0 $0 $0 $0
Receivables $2,001,382 $1,643,139 $2,711,547 $2,688,366 $1,274,516
Gross land, buildings, equipment (LBE) $227,072 $241,272 $248,662 $253,098 $264,928
Accumulated depreciation (as a % of LBE) 74.5% 79.3% 85.1% 90.9% 93.2%
Liabilities (as a % of assets) 24.3% 37.6% 35.5% 16.6% 9.6%
Unrestricted net assets $2,621,571 $408,314 -$698,029 $3,160,446 $7,291,410
Temporarily restricted net assets $3,497,390 $2,549,887 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $3,497,390 $2,549,887 $3,599,513 $4,317,320 $1,745,678
Total net assets $6,118,961 $2,958,201 $2,901,484 $7,477,766 $9,037,088

Key data checks

Key data checks info 2017 2018 2019 2020 2021
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

Executive Director

Dr. Stacy Holland Ed. D

Number of employees

Source: IRS Form 990

Elevate 215

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

Elevate 215

Highest paid employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Elevate 215

Board of directors
as of 07/07/2022
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Michael O'Neill

Michael O'Neill

Evelyn McNiff

Ben Persofsky

William Marx

William McNabb

Kevin Shafer

Zakiyyah Boone

Colin Kelton

H. Art Taylor

Sean Vereen

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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

SOURCE: Self-reported; last updated 7/7/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Black/African American
Gender identity
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

Gender identity


Sexual orientation

No data


No data

Equity strategies

Last updated: 07/07/2022

GuideStar 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 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.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.


Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser