Operating Support
Operating Support
Our mission at SteppingStone Theatre for Youth ignites belonging, generosity, mastery, self advocacy, and inspiration by creating art with young people to share with the world.
Ardell Brede: former mayor of Rochester; Peggy Burnet: entrepreneur, art collector, and community volunteer; Uri Camarena: business consultant, Metropolitan Economic Development Association (MEDA); Michael Charron: executive director of grants and sponsored programs for Saint Mary's University of Minnesota., Saint Mary's University of Minnesota; Sean Dowse: former mayor of Red Wing; former executive director, Sheldon Theatre; Anthony Gardner, vice president, marketing and communications at CentraCare; Philip McKenzie: team lead with Boutique Air, founder and owner of Bluedoor 74, adjunct college faculty; Mary McReynolds-Pellinen: executive director, Lyric Center for the Arts; Thomas Moss: consultant to nonprofits and government agencies; Dobson West: retired attorney; Christina Widdess: nonprofit consultant; former managing director, Penumbra Theatre
Ardell Brede: former mayor of Rochester; Peggy Burnet: entrepreneur, art collector, and community volunteer; Uri Camarena: business consultant, Metropolitan Economic Development Association (MEDA); Michael Charron: executive director of grants and sponsored programs for Saint Mary's University of Minnesota., Saint Mary's University of Minnesota; Sean Dowse: former mayor of Red Wing; former executive director, Sheldon Theatre; Anthony Gardner, vice president, marketing and communications at CentraCare; Philip McKenzie: team lead with Boutique Air, founder and owner of Bluedoor 74, adjunct college faculty; Mary McReynolds-Pellinen: executive director, Lyric Center for the Arts; Thomas Moss: consultant to nonprofits and government agencies; Dobson West: retired attorney; Christina Widdess: nonprofit consultant; former managing director, Penumbra Theatre
ACHF Arts Access
Continue to expand Creative Learning and Performance programming. 1.) Sustained 5-7% growth in programming. 2.) Increased diversity in audience and program participation measured through participant surveys. 3. Satisfaction with programs measured through written and interview based evaluations. 2: Continue to strengthen financial stability and sustainability. 1.) Creation of operating reserve fund ($100,000) and Strategic Reserve Fund ($200,000). 2.) Transition of all data management to CRM. 3.) New protocols for department Income and Expense reporting (per PROPEL guidelines).
Although we did not expand the number of participants as planned, we expanded our audience into greater Minnesota through virtual programs. Registration and streaming details. 2: During the grant period we sold our building and made significant moves toward long term sustainability through partnerships and shared resources. Cash on hand increased to 16 weeks over the course of the year New departmental structures.
Other, local or private