Children's Theatre Company and School

Nonprofit profile at a glance

EIN
411254553
IRS 990 coverage
2009–2024
Forms available
Form 990 2024, Form 990-T 2024
Location
Minneapolis, MN, USA
Phone
6128740500
Rating
81
Verdict
STRONG
Rating confidence
Moderate
Sector
Theater

Official website

Reported finances

Revenue
$13,790,722
Expenses
$16,017,095
Assets
$34,531,940
Liabilities
$3,740,727

Source: IRS Form 990. Selected filing: tax year 2024. Amounts in USD.

Leadership & pay

60 people listed

Highest reported compensation

  • Katie Nelsen (Director of Development): $173,874 total reported compensation
  • Ryan French- COO (Managing Dir. (as of Apr)): $170,017 total reported compensation
  • Chad Petersen (Director of Marketing (until Mar)): $142,852 total reported compensation

Source: IRS Form 990. Selected filing: tax year 2024. Names and roles reflect this filing, not necessarily current officeholders.

Overview

Mission

Children's Theatre Company exists to create extraordinary theater experiences that educate, challenge, and inspire young people and their communities.

What it reported doing in 2024

CTC's Theatre Arts Training program (TAT) provides instruction in storytelling, acting, dance, voice, directing, and playwriting for young people ages 2-18. In addition to sequenced classes during the school year, Theatre Arts Training also offers summer and other school vacation camps for students at all skill levels and programming for homeschool groups designed to meet their educational goals. TAT also includes the Pre-Professional Institute, which provides high school students with an intensive, four-year, conservatory-style learning experience. The Senior Company program provides students with demanding material that seeks to challenge them as artists, educate them in a professional setting, and inspire them to be active voices in their community. FY25 marked year four of a year-round, all-grade residency at Bethune Arts Elementary in north Minneapolis. Between family engagement around three CTC productions, Creative Play for Pre-K and K, critical literacy for 1st-4th-grade, and Art as Activism for 5th grade, every student had a theatre experience by the end of the year. A total of 2,356 people participated in shorter school-based residencies or took off-site workshops, including 700 at public libraries and 180 Corporate Education participants at Deloitte. Students across the Metro benefited from short-form residencies with CTC teaching artists. In Twin Cities public schools, CTC delivers grade 1-5 workshops serving students and teachers with high-quality, research-based theatre arts and storytelling activities. Tied to state and national standards, these activities boost students' achievement in language and theatre arts. Through the Neighborhood Bridges pedagogy, students build critical and cultural literacy as they question texts, uncover whose perspective has been marginalized, and re-tell stories from their own points of view.CTC's Early Childhood Initiative combines theatre arts-based learning experiences with best practices in early childhood education to support the healthy development of early learners ages 2-6. CTC takes a comprehensive approach to early childhood education that includes both age-appropriate learning opportunities, including Early Bridges, and productions designed specifically for early learners. Through the Creative Play program, CTC also focuses on serving early learners from communities coping with complex trauma and toxic stress. The program utilizes theatre-based activities aligned with trauma-informed care practices to support developmental repair in early learners.

Operating model

Revenue model
Other-operating. 63% of the money available for current operations came from other operating revenue.
Distribution model
Direct operator. The filing allocates 100% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.
  • Includes noncash contributions: Reported contributions include donated property or goods.

The verdict

STRONG - A large share of available resources goes toward mission work and the filed numbers largely add up. Fundraising costs are high for each dollar raised and expenses are high relative to revenue.

Rating breakdown

  • Financial Efficiency: 73
  • Transparency & Controls: 84
  • Accountability: 100
  • Sustainability: 35
  • Growth: 100

Detailed rating inputs

Financial Efficiency

  • Mission deployment rate: 85.5%; rating input score 85
  • Program expense ratio: 73%; rating input score 73
  • Fundraising efficiency: $4.42 raised per $1 spent on fundraising; rating input score 17; 17th percentile among comparable filings

Transparency & Controls

  • Consistency checks: 100%; rating input score 100; 62nd percentile among comparable filings
  • Pay-setting controls: 4 of 6 controls in place; rating input score 67
    • Compensation committee: Missing
    • Independent consultant: Missing
    • Other Form 990s reviewed: Pass
    • Written employment contract: Pass
    • Compensation survey or study: Pass
    • Board or committee approval: Pass
  • Foreign activity oversight: Limited
  • Grant itemization coverage: Limited
  • Major donor itemization: Yes; rating input score 100
  • Related-party transparency: Limited

Accountability

  • Independent voting board: 100%; rating input score 100; 66th percentile among comparable filings
  • Governance controls: 9 of 9 controls in place; rating input score 100
    • Conflict-of-interest policy: Pass
    • Whistleblower policy: Pass
    • Document-retention policy: Pass
    • CEO compensation review process: Pass
    • Other executive compensation review process: Pass
    • Form 990 shared with the board: Pass
    • Board meeting minutes documented: Pass
    • Audit committee oversight: Pass
    • Independent financial-statement audit: Pass

Sustainability

  • Operating margin: -16.1%; rating input score 6; 6th percentile among comparable filings
  • Total-asset coverage ratio: 2.16; rating input score 64; 64th percentile among comparable filings
  • Liabilities to assets ratio: 0.11; rating input score 72; 72nd percentile among comparable filings
  • Officer compensation ratio: 5.8%; rating input score 44; 44th percentile among comparable filings

Growth

  • Program expense growth: 0.6% per year; rating input score 100; 13th percentile among comparable filings
  • Revenue growth: 1.8% per year; rating input score 100; 16th percentile among comparable filings
  • Asset growth: 1.8% per year; rating input score 100; 17th percentile among comparable filings

Details

  • Where the money goes: 85.5% of revenue deployed · 73% of spending went to programs
  • Governance: 54 of 54 board members independent · 9 of 9 filing controls reported
  • Programs: 4 filed program accomplishments · $11.7M in reported program spending
  • Leadership: top reported pay $174K · 60 people listed · 4 of 6 pay-setting controls reported
  • Highest-paid contractors: 5 contractors listed · $1.2M reported
  • Consistency: 37 of 37 current checks pass
  • Schedules: 8 filed schedules · includes major donors and executive pay
  • Filing history: 16 filing years from 2009 to 2024
  • Contacts: How to reach this organization
  • Money network: 7 filed money-flow records
  • Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
  • People: Everyone the filings name, and which of them the filings identify by more than a name.

Key Signals

Signals prioritize questions for review. They are not findings of misconduct.

Grant-readiness screening is separate from the live rating, not a measure of program quality. Review the source records before making a grant decision.

  • High — Financial Efficiency: Fundraising efficiency scored 17/100.
  • High — Sustainability: Operating margin scored 6/100.
  • Moderate — Sustainability: Officer compensation ratio scored 44/100.
  • High — Grant Readiness: Federal audit findings: this organization reported findings in its latest federal Single Audit.