Redeemer City to City 
The information on this page was last updated 2/6/2024. If you see errors or omissions, please email: [email protected]
Summary
Redeemer City to City (CTC) is a non-profit organization that prayerfully recruits, trains, coaches and resources leaders who cultivate gospel movements in global cities primarily through church planting. CTC is based in New York City and works in over 75 global cities throughout Africa, Asia, Australia, North America, Latin America, the Middle East and Europe. CTC's core competencies are urban church planting, leadership development and content creation. All of this is done to help bring the gospel of Jesus Christ to cities.
Contact information
Mailing address:
Redeemer City to City
57 W. 57th Street
4th Floor
New York, NY 10019
Website: redeemercitytocity.com
Phone: 212-871-1815
Email: [email protected]
Organization details
EIN: 383773431
CEO/President: Steve Shackelford
Chairman: David Dillon
Board size: 8
Founder: Tim Keller and Redeemer Presbyterian Church
Ruling year: 2008
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 2018
Purpose
CTC's vision is to see the gospel of Jesus Christ transform lives and impact cities. As cities grow, CTC's work is more crucial with each passing year. We prayerfully help leaders start and strengthen churches to advance the gospel together in their city.
Everything we do-provide training resources, publish material, coach church planters, teach churches to embed faith and work training into their discipleship rhythms, and encourage leaders to connect and collaborate across denominational lines-all of this and more is done with the desire and prayer that God would move mightily, cities would be deeply impacted, and powerful gospel movements would sweep the globe.
Mission statement
We equip local church planters to build and grow self-sustaining churches that live by the Gospel.
Statement of faith
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Leadership Training
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 866 of 1104 | 15 of 21 |
| Fund acquisition rating | | 492 of 1105 | 9 of 21 |
| Resource allocation rating | | 795 of 1105 | 13 of 21 |
| Asset utilization rating | | 923 of 1104 | 17 of 21 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 9% | 7% | 4% | 14% | 16% | 15% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 7% | 7% | 4% | 14% | 15% | 15% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 99% | 100% | 99% | 98% | 99% | 97% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 8% | 12% | 10% | 12% | 16% | 14% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 1% | 0% | 1% | 2% | 1% | 3% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 76% | 78% | 75% | 72% | 73% |
Spending ratio Spending ratio = Total expenses / Total revenue | 92% | 61% | 39% | 117% | 99% | 104% |
Program output ratio Program output ratio = Program services / Total revenue | 74% | 46% | 31% | 88% | 71% | 76% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 8% | 39% | 61% | -17% | 1% | -4% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 11% | 28% | 82% | -49% | 1% | -8% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 13% | 12% | 13% | 13% | 13% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.42 | 0.42 | 0.52 | 2.76 | 0.92 | 1.75 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.09 | 1.00 | 1.00 | 1.00 | 1.01 | 1.01 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.81 | 0.42 | 0.52 | 2.77 | 0.93 | 1.77 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 18.93 | 65.55 | 39.44 | 7.71 | 16.01 | 13.70 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.04 | 0.02 | 0.03 | 0.13 | 0.06 | 0.07 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.38 | 28.02 | 22.54 | 3.77 | 12.15 | 6.29 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 7% | 2% | 3% | 17% | 11% | 11% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 57% | 234% | 187% | 30% | 97% | 51% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $3,043,622 | $8,521,019 | $5,724,320 | $8,176,937 | $8,040,974 |
| Receivables, inventories, prepaids | $274,702 | $148,017 | $317,666 | $231,002 | $297,890 |
| Short-term investments | $35,784,081 | $20,036,101 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $39,102,405 | $28,705,137 | $6,041,986 | $8,407,939 | $8,338,864 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $208 | $2,387 | $11,671 | $58,928 | $71,570 |
| Other long-term assets | $15,521 | $0 | $0 | $0 | $0 |
| Total long-term assets | $15,729 | $2,387 | $11,671 | $58,928 | $71,570 |
| Total assets | $39,118,134 | $28,707,524 | $6,053,657 | $8,466,867 | $8,410,434 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $596,532 | $727,886 | $781,753 | $510,607 | $605,583 |
| Other current liabilities | $0 | $0 | $2,000 | $14,523 | $3,083 |
| Total current liabilities | $596,532 | $727,886 | $783,753 | $525,130 | $608,666 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $100,056 | $228,026 | $421,777 | $324,172 |
| Total long-term liabilities | $0 | $100,056 | $228,026 | $421,777 | $324,172 |
| Total liabilities | $596,532 | $827,942 | $1,011,779 | $946,907 | $932,838 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $5,673,706 | $4,578,324 | $2,051,762 | $1,417,623 | $3,281,971 |
| With donor restrictions | $32,847,896 | $23,301,258 | $2,990,116 | $6,102,337 | $4,195,625 |
| Net assets | $38,521,602 | $27,879,582 | $5,041,878 | $7,519,960 | $7,477,596 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $27,151,304 | $37,436,153 | $13,904,692 | $7,721,076 | $13,689,429 |
| Program service revenue | $186,462 | $164,168 | $260,505 | $65,926 | $345,565 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | ($276,109) | $100,349 | $4,800 | $10,580 | $12,468 |
| Other revenue | $45,795 | $82,175 | $79,901 | $29,897 | $89,013 |
| Total other revenue | ($43,852) | $346,692 | $345,206 | $106,403 | $447,046 |
| Total revenue | $27,107,452 | $37,782,845 | $14,249,898 | $7,827,479 | $14,136,475 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $12,455,129 | $11,637,110 | $12,501,465 | $5,583,579 | $10,726,901 |
| Management and general | $2,125,940 | $1,721,543 | $2,220,974 | $989,614 | $1,939,660 |
| Fundraising | $1,910,696 | $1,537,145 | $2,011,337 | $1,209,981 | $2,083,592 |
| Total expenses | $16,491,765 | $14,895,798 | $16,733,776 | $7,783,174 | $14,750,153 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $10,615,687 | $22,887,047 | ($2,483,878) | $44,305 | ($613,678) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $10,615,687 | $22,887,047 | ($2,483,878) | $44,305 | ($613,678) |
Compensation
| Name | Title | Compensation |
| Tim Keller | Chairman | $350,120 |
| Steve Shackelford | President, Chief Executive Officer | $258,411 |
| Douglas Thorson | Sr. Director, Partner Engagement | $222,159 |
| Missy Wallace | VP, Global Strategic Services | $213,098 |
| Erika Gerena | VP, Advancement | $212,301 |
| Mai Hariu-Powell | Executive Director, NY Project | $200,896 |
| Ruben Soto | VP, Programs & Operations, NYC | $200,837 |
| Carter Hinckley | Board Member | $900 |
Compensation data as of: 6/30/2022
Response from ministry
No response has been provided by this ministry.
The information below was provided to MinistryWatch by the ministry itself. It was last updated 2/6/2024. To update the information below, please email: [email protected]
History
CTC was co-founded and is chaired by Tim Keller. After transitioning out of his position as senior pastor at Redeemer Presbyterian Church, Tim moved into a full-time role with CTC, focusing on ministry in global cities like Johannesburg, Mumbai, London, Sao Paulo and New York City. He and CTC's global leaders work together to invest in and pass along what they have learned to a new generation of ministry leaders. Through these endeavors, CTC helps build for and propel movements of the gospel in affiliate networks around the globe.
Program accomplishments
Cumulative Impact:
978 churches started
79,149 people impacted