Cleveland Public Theatre
Cleveland Public Theatre
EIN: 34-1359225
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Our Season
We annually produce 6 to 9 productions in our season. We are committed to new, adventurous works that evoke our shared humanity, deepen understanding, and encourage civic dialogue. Much of our season focuses on our community, producing works by local artists and offering three new play development series. We have a track record of mounting world premiere plays – more than all professional theatres in Cleveland combined.
Our curatorial approach promotes unconventional programming and historically excluded voices. Year after year, we commit to representing onstage a multiplicity of artistic formats, voices, and subjects so that we produce theatre that is truly outside the norm in the what (styles), the how (the creative process), and the who (artists). We produce shows that speak to issues of social justice, cultural identity, race, gender, and sexual preference, to name a few. Most of our produced playwrights are BIPOC artists (Black, Indigenous, and other People of Color).
CMHA CAN
CMHA CAN (formerly Brick City Theatre) takes place in partnership with Cuyahoga Metropolitan Housing Authority (CMHA) at community centers for children and families who live in public housing. Under the guidance of CPT Teaching Artists, young artists learn how to create and perform their own plays, dance, poetry, music, and visual art. These multidisciplinary performing arts activities improve academic skills, instill empathy and responsibility, build character, and enhance creative thinking. The students regularly perform at CMHA community centers as well as arts festivals throughout Cleveland.
CAN Academy
CAN Academy is a free performing arts program for younger teens and youth from Cleveland and surrounding neighborhoods, held on-site at the theatre. Young artists engage in rigorous (and fun!) theatre training, learning acting fundamentals, script analysis, storytelling techniques, and play creation.
STEP
CPT’s Student Theatre Enrichment Program (STEP) is a rigorous arts-based program that provides hands-on job training, engages youth from Cleveland families in a powerful learning experience that develops job skills, academic achievement, and interpersonal skills. As part of this eight-week summer program, youth ages 14-19 work together to create, produce, perform, and tour their own play. This program is the longest-running arts-based, workplace development program in Cleveland and is an international model for engaging youth. Since its beginning in 1994, STEP has received multiple awards and recognitions including those from the City of Cleveland, The President’s Committee on the Arts and the Humanities, and the National Endowment for the Arts. Through STEP, teens see themselves as a positive and inspirational force, and watch as their work has an impact on the larger Cleveland community.
Y-Haven Theatre Project
Y-Haven is a program for residents of Y-Haven, a YMCA center providing temporary housing and Substance Use Disorder Treatment to individuals who are homeless, re-entering the community from incarceration, and/or recovering from Opioid Use Disorder. The program teaches performing arts and technical aspects of theatre while addressing critical personal, interpersonal, and job-related skills through a comprehensive process. The program culminates in the performance and community-wide tour of an original play based on stories from the clients’ lives.
TEATRO PÚBLICO DE CLEVELAND
In the summer of 2013, Cleveland Public Theatre launched Teatro Público de Cleveland (TPC), a theatre ensemble of Latinx artists creating original stories in a mix of Spanish and English that can be understood by all, as well as interpreting scripted Spanish-language works. Teatro Público de Cleveland produces performances that preserve and promote the cultures of Cleveland Latinos for Spanish-speaking audiences and the broader public. The company started with a handful of budding artists – today, Teatro Público boasts over 30 ensemble members. The venture has been an incredible success, engaging the local Latinx community in the creation of multiple brand-new devised plays and scripted works and reaching over 8,000 audience members at 15 sold-out productions on our stages.
Masrah Cleveland Al-Arabi
Through Masrah Cleveland Al-Arabi, Arabic-speaking communities of Cleveland share vital, life-affirming stories celebrating family, dignity, and freedom of expression. These stories affirm a rich heritage and seek to move Cleveland to shed preconceptions and stereotypes and grow empathy and understanding. Masrah Cleveland Al-Arabi is open to all people who share a heritage from Arabic-speaking cultures with an interest in theatre regardless of experience.
The ensemble’s productions are developed through CPT’s unique play creation method, which engages participants in storytelling workshops expressing their personal perspectives, family stories, and traditional narratives from their heritages. Through this collaboration, an original play is made. Plays are bi-lingual, presented in Arabic and English.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Number of participants engaged in programs
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 audiences, education program participants, artists, and volunteers that are directly engaged.
Number of clients participating in educational programs
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of grants received
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Total dollars received in contributions
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
Includes $1,748,409 in grants, $416,134 raised from our annual benefit event, and $276,813 from individual and other donations.
Number of program sites
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Includes the CPT main campus, education program sites, community event sites, and tour performance sites.
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
Holding steady
Context Notes
This includes all performances of our professional productions as well as community performances.
Percent improvement in participation among youth program participants
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Aggregate
Percent improvement in use of voice and body among youth program participants
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Aggregate
Percent improvement in social-emotional learning among youth program participants
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Aggregate
Percent improvement in literacy skills among youth program participants
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Aggregate
Goals & Strategy
Learn 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?
In all our work, we aim to amplify the voices of local and underrepresented artists, push beyond systemic ideas of excellence, and contribute to lasting social change.
Through our various programmatic offerings, we aim to accomplish the following additional goals:
-Engage community members from the local Latinx and Arabic-speaking communities.
-Improve accessibility by maintaining a pay-what-you-can approach to ticket pricing and by taking work beyond the theatre’s four walls and into the neighborhood.
-Promote empowerment, equity, excellence, and enthusiasm through our three education programs.
What are the organization's key strategies for making this happen?
SEASON OF PLAYS: Cleveland Public Theatre attends to the curation of every season with a commitment to underrepresented stories, programming a majority of BIPOC (Black, Indigenous, and other People of Color) and women creators, and predominantly featuring local artists.
CULTURAL ENGAGEMENT: In Summer 2013, we helped found Teatro Público de Cleveland with a handful of budding artists – today, TPC boasts over 30 members. The venture has been an incredible success, engaging local Latinx residents in the creation of multiple devised plays and scripted works, and reaching over 8,000 audience members at 15 productions on our stages to date. We adapted this model for Cleveland’s Arabic-speaking communities through the launch of Masrah Cleveland Al-Arabi in 2018, with the long-term goal of creating a permanent ensemble like Teatro Público de Cleveland.
ACCESSABILITY: We apply a “Choose What You Pay” policy to every performance, and many of our community performances are free for all audiences.
NEIGHBORHOOD EVENTS: Since 2005, Día de Muertos has taken place in the Detroit-Shoreway neighborhood, and the event has been held at Cleveland Public Theatre since 2011. We also produce an annual community event, Station Hope. Staged in and around a historic Church that was a stop on the Underground Railroad, the festival features original pieces addressing some of the most important issues of our time.
EDUCATION: Our education programs engage children, teens, and formerly homeless individuals through meaningful, empowering artistic experiences and the opportunity to create and perform in their own productions. Now in its 24th year, our Cleveland Act Now program works with children and their families year-round at three public housing estates, as well as a free training Academy on our campus. Since 1994, our Student Theatre Enrichment Program (STEP) has engaged teens from families defined as low-income to develop writing and critical thinking skills, build character, and create an original performance that tours to public parks throughout Greater Cleveland every summer. This year, we will celebrate the 24th anniversary of our Y-Haven Theatre Project, which works with formerly homeless adults recovering from substance abuse disorder, guiding constructive behaviors through the process of creating and touring a play based on their own lives.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
1.53
Months of cash in 2021 info
8.5
Fringe rate in 2021 info
15%
Funding sources info
Assets & liabilities info
Cleveland Public Theatre
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
Cleveland Public Theatre
Balance sheetFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
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: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of Cleveland Public Theatre’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.
Created in partnership with
Business model indicators
Profitability info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $165,055 | -$6,904 | $330,378 | -$12,113 | $231,778 |
As % of expenses | 8.5% | -0.3% | 15.0% | -0.6% | 14.2% |
Unrestricted surplus (deficit) after depreciation | -$41,622 | -$219,987 | $94,443 | -$234,753 | $12,459 |
As % of expenses | -1.9% | -9.5% | 3.9% | -11.0% | 0.7% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,668,641 | $2,478,063 | $2,178,969 | $1,422,959 | $2,228,744 |
Total revenue, % change over prior year | -45.7% | 48.5% | -12.1% | -34.7% | 56.6% |
Program services revenue | 19.6% | 17.3% | 18.5% | 20.1% | 2.6% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 3.0% | 1.8% | 1.8% | 0.7% | 2.7% |
Government grants | 13.8% | 8.6% | 40.0% | 17.4% | 27.9% |
All other grants and contributions | 63.7% | 71.1% | 39.6% | 61.6% | 65.9% |
Other revenue | -0.2% | 1.2% | 0.2% | 0.1% | 0.9% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $1,934,153 | $2,095,960 | $2,205,692 | $1,916,007 | $1,629,847 |
Total expenses, % change over prior year | 6.1% | 8.4% | 5.2% | -13.1% | -14.9% |
Personnel | 46.8% | 48.7% | 44.7% | 53.3% | 53.8% |
Professional fees | 1.3% | 0.9% | 1.2% | 2.1% | 3.0% |
Occupancy | 9.0% | 9.4% | 10.6% | 9.7% | 10.2% |
Interest | 0.4% | 0.8% | 0.7% | 0.8% | 0.9% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 42.5% | 40.3% | 42.7% | 34.1% | 32.1% |
Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $2,140,830 | $2,309,043 | $2,441,627 | $2,138,647 | $1,849,166 |
One month of savings | $161,179 | $174,663 | $183,808 | $159,667 | $135,821 |
Debt principal payment | $11,673 | $0 | $11,444 | $0 | $5,189 |
Fixed asset additions | $0 | $0 | $299,414 | $0 | $0 |
Total full costs (estimated) | $2,313,682 | $2,483,706 | $2,936,293 | $2,298,314 | $1,990,176 |
Capital structure indicators
Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Months of cash | 5.7 | 5.3 | 4.8 | 5.2 | 8.5 |
Months of cash and investments | 11.6 | 10.8 | 9.4 | 10.3 | 16.0 |
Months of estimated liquid unrestricted net assets | 1.5 | 1.8 | 1.8 | 3.2 | 4.8 |
Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Cash | $917,430 | $919,457 | $882,667 | $823,792 | $1,151,720 |
Investments | $953,254 | $972,264 | $847,166 | $813,819 | $1,014,871 |
Receivables | $403,573 | $829,220 | $817,918 | $343,406 | $640,969 |
Gross land, buildings, equipment (LBE) | $7,696,397 | $7,803,295 | $8,106,284 | $8,118,639 | $8,198,613 |
Accumulated depreciation (as a % of LBE) | 20.9% | 23.5% | 25.5% | 28.3% | 30.7% |
Liabilities (as a % of assets) | 4.9% | 6.3% | 8.2% | 8.3% | 8.9% |
Unrestricted net assets | $6,165,992 | $5,946,005 | $6,040,448 | $5,805,695 | $5,818,154 |
Temporarily restricted net assets | $1,795,170 | $2,203,187 | $1,846,086 | N/A | N/A |
Permanently restricted net assets | $0 | $0 | $0 | N/A | N/A |
Total restricted net assets | $1,795,170 | $2,203,187 | $1,846,086 | $1,365,151 | $1,933,321 |
Total net assets | $7,961,162 | $8,149,192 | $7,886,534 | $7,170,846 | $7,751,475 |
Key data checks
Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Artistic Director
Raymond Bobgan
Number of employees
Source: IRS Form 990
Cleveland Public Theatre
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Cleveland Public Theatre
Board of directorsas of 05/10/2023
Board of directors data
Philip Oliss
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
No data
No data
Sexual orientation
No data
Disability
No data