3Arts, Inc.
3Arts, Inc.
EIN: 36-1867637
as of September 2024
as of September 09, 2024
Programs and results
What we aim to solve
Women artists, artists of color, and Deaf and disabled artists are not equitably represented or supported as valued members of the nation’s professional creative workforce. This lack of diversity and depth in the perspectives and genres that are reflected in our sector hinders our collective ability to alter the course of oppressive dominant narratives and structures, including systems based on patriarchy, white supremacy, and ableism.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
3Arts Awards
The 3Arts Awards express our gratitude to Chicago’s women artists, artists of color, and Deaf and disabled artists for their indisputable contributions to the health and vibrancy of our city. Every year, ten artists receive unrestricted $30,000 awards in dance, music, teaching arts, theater, and visual arts. Artists may use the award in any way that makes a difference to their lives and careers, including paying off debt, purchasing equipment, hiring collaborators, producing new work, and saving for the future.
3Arts awardees are selected through a nomination and jury process. More than 100 artists are nominated annually by at least 35 anonymous local nominators who are knowledgeable about the breadth of artists working in neighborhoods across the metropolitan area. Five national, discipline-based panels of judges convene to select ten awardees from the pool. 3Arts requires judges to disclose conflicts of interest as part of the selection process.
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Total dollars paid to artists
This metric is no longer tracked.Totals By Year
Population(s) Served
Ethnic and racial groups, Women and girls, People with disabilities
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
3Arts funds artists through several programs. This metric tracks our awards, residencies, 3Arts projects, and response grants. 3Arts is certified by Working Artists and the Greater Economy.
Total number of grants awarded
This metric is no longer tracked.Totals By Year
Population(s) Served
Ethnic and racial groups, Women and girls, People with disabilities
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
3Arts grants to artists through several programs. This metric tracks our annual awards, residencies, 3Arts projects—and, as of 2020, a new award category and emergency response grant fund.
Total number of awarded residencies
This metric is no longer tracked.Totals By Year
Population(s) Served
Ethnic and racial groups, Women and girls, People with disabilities
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Some fellowships initially awarded in 2020 were postponed due to the pandemic. These will be fulfilled when residency locations reopen.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
3Arts’s Response: Seeking to Shift the Status Quo.
3Arts advocates for Chicago’s women artists, artists of color, and d/Deaf and disabled artists through career-spanning programs designed to help them build momentum in their careers, including unrestricted cash awards, project funding, residency fellowships, professional development workshops, and promotion. Through this mission, 3Arts aims to model integrity and authenticity in its work and community. It strives to advance a fluid, open, and responsive approach and attitude to support artists. Those artists support the wellbeing of the city in which they live through their work.
1. 3Arts aims to be a trusted ally and responsive to the evolving conditions of artists
2. 3Arts adopts a human-centered approach to grantmaking, acknowledging each artist’s unique circumstances and practice
3. 3Arts regularly supports artists who are on the frontlines of shifting culture at every stage of their careers
4. Once artists receive awards from 3Arts, they become part of a larger network of practitioners with opportunities for additional support throughout their careers
5. 3Arts centers artists as co-leaders
What are the organization's key strategies for making this happen?
3Arts helps artists gain traction in their careers through consistent programs that take place over time. By offering multi-year support, 3Arts seeks to help raise the profiles of Chicago artists (locally and beyond). This helps artists obtain opportunities and resources that advance their professional practices and personal security.
3Arts artists grow in their artistic practices by: Making and exhibiting/presenting new work; Expanding their audiences; Demonstrating artistic growth and/or risk-taking within their practices. 3Arts artists strengthen their careers by: Establishing connections to new donors and patrons; Advocating for themselves and their work;
Leveraging 3Arts’ resources to receive other financial support; Gaining knowledge about marketing, fundraising, audience building, and financial planning. 3Arts artists build community with Chicago peers by: Connecting with artists in the 3Arts network; Collaborating with and hiring other artists; Advocating for other artists; Becoming more knowledgeable about artists working in disciplines different from their own. 3Arts artists are part of an ongoing and multifaceted support network that: Recognizes and holds them in high esteem; Invites them to be partners and leaders in decision-making; Ensures they are paid fair and equitable wages; Encourages them to advocate for and hold 3Arts accountable. 3Arts artists are recognized for their work in Chicago and beyond.
What are the organization's capabilities for doing this?
3Arts has four full-time staff members—our Executive Director, Director of Programs, our Director of Development and Partnerships, and our Manager of Administration and Programs. This staff oversees and supports the processes and policies that result annually in 20 awards, the creation of 20 new art works, 10 residency fellowships, four professional development programs, and myriad organizational partnerships, along with 40-50 informal coaching sessions, and an annual awards celebration.
3Arts utilizes both contributed income and our own operating funds to put our mission into effect. Each year the interest and dividends from our investment portfolio, along with an approved, purposeful draw on the principal, help us match support from donors. We employ our investments to grow the impact of our mission, while striving to raise and preserve enough funds so that 3Arts can weather economic tumult and maintain our dynamic, multi-year program structure.
We survey our artist stakeholders annually to gauge the effects of our services. We also create individual case studies to track them through our programs and collect demographic and geographic data to learn whether we are living up to our mission. This input allows us to keep pace with artists’ needs, assess the reach of our organization, and swiftly refine our programs and policies as needed. A deeper survey takes place every three years and results in a cumulative study that we share freely on our website. We also assess our 3AP program and its community impact and share the results in the annual 3AP Impact Study. Every professional development program includes a survey that our staff reviews for suggestions of improvement.
What have they accomplished so far and what's next?
Since 2007, 3Arts has supported more than 1,800 artists across all program areas, representing 69% women artists, 71% artists of color, and 19% Deaf and disabled artists working in the six-county metropolitan area, and distributed $5.8 million through our grantmaking. In the past five years (2017-2021), 3Arts has supported artists living in 93 local zip codes: 47 within the city limits, 32 in other Cook County neighborhoods, and 14 in surrounding counties (DuPage, Lake, and Will).
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
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 identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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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, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
564.07
Months of cash in 2022 info
3
Fringe rate in 2022 info
15%
Funding sources info
Assets & liabilities info
Financial data
3Arts, Inc.
Balance sheetFiscal Year: Jan 01 - Dec 31
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
This snapshot of 3Arts, Inc.’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.
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Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$1,216,658 | $1,322,741 | $540,837 | $1,337,988 | -$1,949,577 |
As % of expenses | -112.5% | 108.2% | 10.5% | 62.2% | -117.7% |
Unrestricted surplus (deficit) after depreciation | -$1,222,168 | $1,317,121 | $535,790 | $1,335,173 | -$1,950,431 |
As % of expenses | -112.4% | 107.3% | 10.4% | 62.0% | -117.7% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $1,113,048 | $1,511,439 | $5,500,602 | $2,551,186 | $2,443,688 |
Total revenue, % change over prior year | -14.4% | 35.8% | 263.9% | -53.6% | -4.2% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 22.2% | 18.9% | 3.4% | 9.3% | 7.7% |
Government grants | 0.0% | 0.0% | 0.0% | 5.1% | 6.6% |
All other grants and contributions | 52.1% | 63.0% | 92.4% | 64.4% | 75.8% |
Other revenue | 25.7% | 18.1% | 4.2% | 21.3% | 9.9% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $1,081,483 | $1,222,403 | $5,159,435 | $2,149,704 | $1,655,975 |
Total expenses, % change over prior year | -6.6% | 13.0% | 322.1% | -58.3% | -23.0% |
Personnel | 29.8% | 31.8% | 7.9% | 23.7% | 31.9% |
Professional fees | 17.2% | 14.0% | 2.6% | 5.5% | 3.0% |
Occupancy | 4.4% | 4.0% | 1.1% | 2.4% | 0.5% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 39.8% | 38.1% | 86.4% | 62.7% | 55.6% |
All other expenses | 8.8% | 12.1% | 2.1% | 5.8% | 8.9% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $1,086,993 | $1,228,023 | $5,164,482 | $2,152,519 | $1,656,829 |
One month of savings | $90,124 | $101,867 | $429,953 | $179,142 | $137,998 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $1,177,117 | $1,329,890 | $5,594,435 | $2,331,661 | $1,794,827 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 1.9 | 0.4 | 0.9 | 2.1 | 3.0 |
Months of cash and investments | 96.0 | 97.6 | 24.9 | 65.7 | 71.6 |
Months of estimated liquid unrestricted net assets | 92.0 | 94.4 | 23.6 | 64.1 | 69.1 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Cash | $168,979 | $37,873 | $376,887 | $379,774 | $417,364 |
Investments | $8,482,685 | $9,904,419 | $10,309,702 | $11,381,069 | $9,459,415 |
Receivables | $0 | $161,109 | $352,500 | $301,170 | $872,880 |
Gross land, buildings, equipment (LBE) | $36,671 | $36,671 | $38,979 | $40,946 | $30,547 |
Accumulated depreciation (as a % of LBE) | 65.0% | 80.4% | 88.5% | 91.2% | 91.0% |
Liabilities (as a % of assets) | 0.1% | 0.1% | 0.8% | 0.1% | 0.2% |
Unrestricted net assets | $8,307,364 | $9,624,485 | $10,160,275 | $11,495,448 | $9,545,017 |
Temporarily restricted net assets | $0 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $355,024 | N/A | N/A | N/A | N/A |
Total restricted net assets | $355,024 | $485,024 | $807,524 | $566,024 | $1,200,278 |
Total net assets | $8,662,388 | $10,109,509 | $10,967,799 | $12,061,472 | $10,745,295 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Esther Grimm
Number of employees
Source: IRS Form 990
3Arts, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
3Arts, Inc.
Highest paid employeesSOURCE: IRS Form 990
Compensation data
3Arts, Inc.
Board of directorsas of 03/02/2023
Board of directors data
Katie Dowling
Morningstar
Amy Cochran
Remberto Del Real
Cheryl Desir
Katie Dowling
Alice DuBose
Whitney Hill
Thomas Holt
Erica Hubbard
Erica Kubly
Lisa Yun Lee
Kimberly Manuel-Dickens
Masum Momaya
Rose Parisi
Jason Qiara
Katy Simmons
Mike Siurek
Mel Smith
Scott Wang
Acasia Wilson Feinberg
Katie Mohrfeld
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
Transgender Identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 03/02/2023GuideStar 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 ask team members to identify racial disparities in their programs and / or portfolios.
- 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 use a vetting process to identify vendors and partners that share our commitment to race equity.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.