INNER-CITY ARTS

Los Angeles, CA   |  www.inner-cityarts.org

Mission

The mission of Inner-City Arts is to use arts education to positively affect the lives of underserved children, improving their chances to lead productive and successful lives by developing creativity, improving learning skills and building self-confidence.

Ruling year info

1994

President and Chief Executive Officer

Bob Smiland

Chief Programs Officer

Beth Tishler

Main address

720 Kohler St

Los Angeles, CA 90021 USA

Show more contact info

EIN

95-4239478

NTEE code info

Arts Education/Schools (A25)

Educational Services and Schools - Other (B90)

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

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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?

Learning and Achieving Through the Arts

In partnership with the Los Angeles Unified School District and local charter and parochial schools, elementary and middle school students and their classroom teachers are brought to the Inner-City Arts campus for experiential instruction in the visual and performing arts.

Twice a week, for seven-week sessions, students and teachers work with Inner-City Arts teaching artists, focusing on a specific art form—visual arts, ceramics, music, dance, drama, digital photography or animation. Culminating events, including performances and exhibitions, mark the end of each session and provide an opportunity for students to share their accomplishments with parents and families.

Inner-City Arts works with individual schools to support their learning goals for students. This work includes teacher training and workshops for parents. All School-Day Programs are created with sequential, grade appropriate lessons, and meet State of California Visual and Performing Arts Content Standards.

Population(s) Served

Inner-City Arts' Visual, Media and Performing Arts Institutes offer self-select after-school, weekend and summer workshops to middle and high school students. Every workshop, no matter the art form, provides students with a valuable opportunity for creative exploration, performance, individual and group study, connections to mentorship opportunities, and career-development support.

Students may enroll in one or more workshops per session during the school year, taking place one day per week, two to three hours per day. Summer Institutes provide more intensive opportunities to build skills in content areas, make friends from all around the city, and engage in performance and culmination experiences that synthesize learning and strengthen community.

Population(s) Served

Recognizing the urgent need for students to be engaged in their education and to find relevancy in their classroom experiences, the Inner-City Arts - Professional Development Institute provides training in the arts for classroom teachers, school administrators, teaching artists and community partners.

Acknowledging the vital link between student achievement and professional development of educators, the Institute provides participants with tools and strategies to create exciting, supportive, learner-centered classrooms that empower both students and educators in being active facilitators of education reform.

Population(s) Served

The Rosenthal Theater is a creative home for innovative and diverse performance, education and artist engagement that seeks to nurture and illuminate the creative spirit of young people and adults by enabling them to create, present and experience new work.

Population(s) Served

Where we work

Awards

Title VII grant 1992

U.S. Department of Education

Title VII grant 1998

U.S. Department of Education

Coming Up Taller Award 2001

President's Committee on the Arts and Humanities

Rudy Bruner Award for Urban Excellence 2009

Rudy Bruner

Arts in Education Model Development and Dissemination (AEMDD) Grant 2010

U.S. Department of Education

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 students receiving personal instruction and feedback about their performance

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

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Includes students in Learning and Achieving Through the Arts, as well as our out-of-school programs such as the Visual, Media and Performing Arts Institutes.

Total number of performances

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

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Total performances including The Rosenthal Theater programs and culmination performances.

Number of programs offered in schools

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

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Programs offered in schools.

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.

Inner-City Arts creates a climate that fosters growth and creativity in children and youth, and one that taps the full potential of the artists and classroom teachers who work with them. We hope to strengthen and develop the potential in each participant at Inner-City Arts illustrated by the following outcomes:

• Students improve academically, socially and cognitively, as demonstrated by increases in arts performance assessment; and

• Students improve academically, socially and cognitively, as demonstrated by increases in English-language development levels; and

• Teachers gain ability to facilitate creative experiences and exploration of arts content, which are aligned with arts standards; and

• Teachers gain skills to facilitate the development of reflective and expressive practices that relate to the demands of the Common Core State Standards; and

• Parents, administrators and others in school communities increase participation in arts-learning.

Inner-City Arts programming fosters fundamental improvements in instructional practice and will help students and teachers gain new resources for learning and teaching, respectively. Students engage more deeply in the arts and experience greater overall academic achievement through the following activities:

• High quality, standards-aligned instruction in the arts that cultivates 21st century skills such as critical thinking, exploration, experimentation, problem solving, communication, collaboration, creativity and innovation— hallmarks of the Common Core State Standards; and

• Sequential, year-round, out-of-school study for students that encourages them to deeply explore a chosen art form, achieve artistic growth, experience team-building and a sense of community, and create advanced portfolios or bodies of work - all of which improve the likelihood of high school graduation; and

• Arts-infused classrooms and school communities where teachers address the full spectrum of student learning needs across all academic disciplines; and

• Opportunities for family, school and community members to experience art presentations, programs and performances on the Inner-City Arts campus.

Inner-City Arts' mission is built on the vision of our Co-founder, Bob Bates, to create an “arts space for kids" where students could learn, grow and be creative. Teaching art to youth living on Skid Row, and witnessing its positive impact, led Bob to establish Inner-City Arts in 1989 with 60 elementary school students. Since then more than 200,000 elementary, middle and high school students have traveled to our award-winning campus for free arts instruction.

From the beginning, Inner-City Arts has responded to the educational needs of children living in high-poverty downtown Los Angeles neighborhoods, the shifting priorities and availability of arts education resources, and the lack of opportunities for students to develop 21st-century skills, including creative thinking, motivation to learn and social problem-solving ability. This has resulted in the expansion of our programs from exclusively offering direct arts instruction to students, to the in-depth visual and performing arts programs that serve 8,000 students, teachers, school community and family members each year.

In 2015, Inner-City Arts announced the results of an evaluation of one of our program areas, funded by the U.S. Department of Education. Over the course of the four-years of research, we found consistent and significant gains in English language arts when compared to matched comparison school sites—a 15% average increase among English language learners, and a 10% average increase among the whole school population, as well as a 6.5% average gain in mathematics and 33% increase in creativity.

Financials

INNER-CITY ARTS
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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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  • Compare nonprofit financials to similar organizations

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INNER-CITY ARTS

Board of directors
as of 2/25/2021
SOURCE: Self-reported by organization
Board chair

Jonathan Schreter

Bolton & Company

Term: 2018 - 2020

Rick Madden

Kirkland and Ellis LLP

Silvia Marjoram

American Business Bank

Scott Morielli

Graff Californiawear

Steve Schoenholz

Tempted Apparel

Jonathan Schreter

Bolton & Company

Mithra Sheybani

Attorney

Geoffrey Anenberg

Creative Space

Eugene Hernandez

Los Angeles Unified School District

Sam Kunianski

California United Bank

Eric Coleman

The Walt Disney Company

Dan Erlij

United Talent Agency

Jeffrey Jaeger

Standard Properties

Susan Luehrs

Wells Fargo Bank

Tom Stillwell

Midnight Oil

Jackie Harman

COYN

Grant Withers

Capital Group

Vanessa Walker-Oakes

Flintridge Preparatory School

Doron Silverman

Bespoke Furniture

Erikk Aldridge

AEG

Mitchell Frank

United Talent Agency

David Rainer

Pacific Western Bank

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? No
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes