Elevate 215
Philly's Future Starts In School
Elevate 215
EIN: 27-3097212
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
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
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.
Invest In and Support Schools
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
students
● Talent pipeline: develop a robust talent pipeline for teachers, leaders, and other school
staff across the city
Create Conditions for Success
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.
Where we work
External reviews

Goals & Strategy
Learn 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?
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.
What are the organization's key strategies for making this happen?
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.
What are the organization's capabilities for doing this?
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.
What have they accomplished so far and what's next?
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
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
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
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
9.11
Months of cash in 2021 info
11.6
Fringe rate in 2021 info
16%
Funding sources info
Assets & liabilities info
Elevate 215
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Elevate 215
Balance sheetFiscal 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: 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 |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Dr. Stacy Holland Ed. D
Number of employees
Source: IRS Form 990
Elevate 215
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Elevate 215
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Elevate 215
Board of directorsas of 07/07/2022
Board of directors data
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
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
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:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 07/07/2022GuideStar 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 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 seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G