Tofte Lake Center Inc

What it reported doing in 2024

The organization hosted artists from Minnesota and across the country total artists served: 91, 66 from mn tlc's season consisted of 12 programmed residencies: tlc hosted three weeks of individual artist residencies for artists from across disciplines, geography, backgrounds, and stages of career, providing artists space and time to center their creative projects, and public opportunities to share their work with their artist colleagues and the local ely community. Thanks to the generous support from the Minnesota state arts board, tlc hosted three funded residency programs. The first two were for bipoc artists and bipoc arts educators from around the state of Minnesota to support and foster community for artists of color and ensure that they feel safe and welcome in nature. Tlc's third residency for parent artists brought artists with families up to the lake to create in intergenerational community, connect their children to nature, and focus on their work. The weeks featured a dynamic mix of playwrights, dancers, writers, visual artists, and multi-disciplinary artists. Tlc rounded out our residency seasons programming with three organizational retreats for local and national arts organizations (octopus theatricals, mcknight dancer & choreographer fellows, and playwrights center), and three group residencies focusing on dance (april sellers), and film (ely film festival filmmakers) and an alumni-led workshop entitled shifting the paradigm of movement training for dancers. Tlc deepened our relationship with the ely community through partnerships with local ely organizations, serving as a sponsor for the ely film festival for the third year (offering a week-long residency for 8 filmmakers as a part of our sponsorship), bringing artists to camp northern lights to lead workshops for visiting families, and held our third winter residency hosting 3 tlc artists at camp du nord for a week-long residency experience ending in workshops for the families at camp, as well as the greater ely community. Tlc participated on the steering committee for ely for ely, a collective of local businesses and nonprofits focused on strengthening the collaborative potential of, by, and for the community for positive economic and cultural impact in the area, and continued to evolve the programming of the ely cultural alliance, whose mission is to provide a supportive platform that empowers local artists, preserves cultural heritage, and encourages collaborative endeavors that contribute to our communitys identity and vitality. Tlc continued to bolster our engagement with our alumni and community networks outside of ely, holding our first alumni showcase event in the twin cities with an evening of performances by local musicians and poets at icehouse in minneapolis, and by playing a central role in two different networks, each providing residency support for playwrights across a calendar year (four seasons and four directions playwright residencies). In governance, the board of directors created two new committees (finance & development and governance committees) in addition to the standing executive committee and continue to leverage new connections as tlc progresses towards expanded access and fuller subsidies for artists across geographic, racial, cultural, economic, generational, genre, and ability lines.

Financial Efficiency

• Mission deployment rate: 62.2%; rating input score 62
• Program expense ratio: 62.1%; rating input score 62
• Fundraising efficiency: $5.17 raised per $1 spent on fundraising; rating input score 23; 23rd percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 64th percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: 100%; rating input score 100; 80th percentile among comparable filings
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 4 of 8 controls in place; rating input score 50
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: Fail
  • Form 990 shared with the board: Fail
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Missing
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: -0.2%; rating input score 38; 38th percentile among comparable filings
• Total-asset coverage ratio: 1.06; rating input score 42; 42nd percentile among comparable filings
• Liabilities to assets ratio: 0.01; rating input score 46; 46th percentile among comparable filings
• Officer compensation ratio: 11.4%; rating input score 28; 28th percentile among comparable filings

Growth

• Program expense growth: 16% per year; rating input score 100; 80th percentile among comparable filings
• Revenue growth: 14.5% per year; rating input score 100; 81st percentile among comparable filings
• Asset growth: -0.5% per year; rating input score 0; 23rd percentile among comparable filings