PLATINUM2022

Turnaround Arts: California

Fueling School Change through the Arts

Los Angeles, CA   |  https://turnaroundartsca.org/

Mission

Turnaround Arts: California (TACA) works statewide to harness the power of the arts to engage, empower, and transform historically marginalized schools and communities.

Ruling year info

2014

Executive Director

Ava Sadripour

Main address

12541 Beatrice Street

Los Angeles, CA 90066 USA

Show more contact info

EIN

47-2446628

NTEE code info

Arts Service Activities/Organizations (A90)

Management & Technical Assistance (S02)

Management & Technical Assistance (B02)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

There is a large opportunity gap in public schools between less affluent students and their more affluent peers. Studies consistently show a strong connection between the arts and positive educational outcomes, yet low-income and students of color – students who can benefit from an arts-rich education the most – are often denied access to the high-quality arts instruction they deserve. California ranks among the lowest in the country, with only 39% of students having access to the arts. Across California, schools with larger shares of students of color, those who qualify for free/reduced priced meals, and those with larger percentages of English learners consistently offer less and lower quality arts instruction. This is an issue of basic equity. Compounding this is the disproportionate toll the pandemic has taken on our partner school communities resulting in “learning loss,” a student mental health crisis, and high rates of teacher burnout.

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?

Turnaround Arts

TACA partners with 24 high-need schools using the arts to fuel school change. We act as the strategic thought partner to each of our schools, offering financial, strategic planning, and implementation support to our principals and teachers.

Population(s) Served
Students
Adults

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.

Shared Leadership: Percentage of teachers that agree or strongly agree that their school uses a shared leadership approach to the arts

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

Teacher Capacity: Percentage of teachers who agree or strongly agree that their support and training for teachers in the arts is onoing and embedded at their school

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

Culture and Climate: Percentage of teachers who agree or strongly agree that their school's atmosphere and culture celebrates creativity and artistic achievement

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

Family Engagement: Percentage of teachers who agree or strongly agree that their school regularly engages families through the arts

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

Number of hours of training

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

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Number of hours of arts-based professional development and coaching provided to educators at our partner schools to support them in integrating the arts into core curriculum.

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.

Four overarching goals guide our work with each partner school:

Development of a shared vision and collaborative leadership in and through the arts. We work with our school partners to develop and adopt a school-wide strategic arts plan that outlines their goals for bringing their shared vision to life.

Improved teacher and leadership capacity to integrate the arts into classroom instruction, providing multiple, culturally and linguistically responsive entry points for learning.

Improved school culture and climate that embraces an equity and growth mindset, supports risk-taking, collaboration and empathy, and honors student voices and agency.

Increased student and family engagement as participants, advocates, volunteers, and equitable partners in learning.

Turnaround Arts: California’s programming is community-driven, culturally responsive, and focused on long-term sustainable school transformation. Our core community arts programs and services, delivered to our partner schools and their communities, include:

Leadership Coaching for Principals
We know from research that (1) effective leadership from the principal can catalyze positive school change and that (2) integration of the arts is a proven strategy for school transformation. However, professional development programs for principals rarely - if ever - focus on arts integration as a tool for principals to catalyze positive school change. Our unique one-on-one coaching program helps principals build their knowledge of arts integration, strengthen their leadership through the arts, align the arts to meet school district priorities, and become effective advocates for equity.

Teacher Coaching
An essential component of our model is for each partner school to organize a core group of teachers into an Arts Leadership Team. We provide Arts Leadership Teams with individualized coaching, including hands-on and in-classroom support from partners including P.S. ARTS, Collaborations: Teachers and Artists, and Everyday Arts for Special Education.

Educator Professional Development
We offer teachers, principals, arts specialists and counselors from our schools professional development workshops throughout the year. In these workshops, educators engage in hands-on artistic experiences - centered in culturally responsive teaching and learning practices - to gain tools they can immediately implement in their classrooms. We hold these workshops in collaboration with our arts partners representing a wide range of artistic disciplines.

Retreats and Convenings
We host annual convenings for our principals and for our Arts Leadership Teams. At these convenings, educators engage in strategic arts planning, peer learning - including best practices from schools across our network, and professional development workshops.

Arts Integration Lesson Labs
In Lesson Labs, we pair teacher teams at individual school sites with a teaching artist to study new instructional strategies, design lesson plans that integrate the arts with subjects such as math and science, try them out in their classrooms, and collect and analyze student work to assess arts and core content learning.

Support for Special Projects & In-kind Supplies
We provide flexible funding and in-kind supplies to each partner school for special projects as part of their annual strategic arts plans including artistic residencies, family art nights, community engagement projects (i.e. school murals), school musicals, additional professional development for teachers, etc. We also pair schools with community-based arts partners to work with on these projects - organizations such as Budding Artists, Conga Kids, and Self Help Graphics.

In the years since our founding as an organization we have evolved the program model to better meet the needs of our school partners. To supplement the direct and grant support we provide, in 2016 we launched the Regional Coach Program and in 2017 we launched the Principal Coach Program. The Regional Coach program utilizes partnerships with community orgs that have expertise in arts integration, including P.S. ARTS, Collaborations: Teachers and Artists (CoTA), Create Humboldt, and Sunset Cultural Center, to provide in-depth and hands-on technical assistance to our establishing school partners throughout the yea. The Principal Coach program is supported by coach Dr. Akida Kissane Long who before joining TACA, served 25 years in the LA Unified School District as a teacher, curriculum specialist and central office administrator and principal. Dr. Long provides one-on-one coaching and supports our annual retreat where principals at establishing schools are supported to be effective advocates for equity, strong instructional leaders through the arts, and collaborative problem-solvers.

Our innovative approach relies on eight key pillars. These are the levers we employ to ensure comprehensive and sustainable transformations. The pillars include a focus on: 1) principal leadership, 2) the strategic use of arts specialists, 3) non-arts classroom teachers integrating arts into core content, 4) the use of teaching artists and community organizations, 5) the engagement of the district, parents, and community, 6) strategic arts planning, 7) professional development, and 8) improvements to the school environment. Through work in each of these areas, we ensure the arts are well supported, resourced, and sustainable within the schools.

Our organization was co-founded by arts-education advocate Malissa Shriver who currently serves as Board Chair and plays an ongoing role in cultivating strategic relationships for the organization and continues to be an external spokesperson for the organization. Since joining as Executive Director in 2021, Ava Sadripour has been working to diversify the organization’s funding base, bringing in and cultivating new relationships with foundations and individual donors. Now halfway through our Strategic Plan, Ava has jumped into working closely with the Board of Directors to continue advancing our plan’s key priorities and goals. With her guidance, the board has formed into three action-oriented committees focused on financial stability, diversity, equity and inclusion, and board development. Director of Program and Strategy, Barbara Palley, has been with the organization since 2017 and in that time has overseen the organization's growth from 10 school partnerships to 23.

Teachers at our partner schools consistently report an increase in student engagement and achievement across all types of learners (including improved test scores). We also see improved school cultures and climates, more engaged families, and educators are more satisfied and inspired in their jobs.

Turnaround Arts: CA completed a strategic planning process in July 2020. After many in-depth and thoughtful conversations and stakeholder research, including work with our strategic planning consultants, the board and staff of Turnaround Arts: California identified three strategic priorities to guide our work from 2020-2023 - refining our program model, expanding our evaluation practices, and building a foundation for long term financial sustainability. Threading throughout these three priorities is our focus on developing stronger equity and anti-racist practices to ensure our organization is best prepared to respond to and support the communities with which we work.

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.
  • How is your organization collecting feedback from the people you serve?

  • How is your organization using feedback from the people you serve?

  • With whom is the organization sharing feedback?

  • Which of the following feedback practices does your organization routinely carry out?

  • What challenges does the organization face when collecting feedback?

Financials

Turnaround Arts: California
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Operations

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

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Connect with nonprofit leaders

Subscribe

Build 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.

Turnaround Arts: California

Board of directors
as of 08/08/2022
SOURCE: Self-reported by organization
Board chair

Malissa Shriver

Turnaround Arts: California

Malissa Shriver

Co-founder

Joni Binder

Nan Peletz

Frank Gehry

Co-founder

Meghan Lloyd

Mark Howell

Terry Lenihan

Lisa Moxley

Comcast

Lisa Field

Marc Symons

Natalie Tran

CAA

Berta Gehry

Gehry Partners

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 ? No
  • 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? No
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 8/8/2022

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
MENA
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data