Steady State
"Provides dance education and performances, demonstrating growth in its onsite student population and successfully reaching underserved students in Chicago elementary schools."
— Statement of Program Service Accomplishments
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
Demonstrated Impact
- Onsite student population increased by 18%
- 84 dancers attending 386 classes per week
- 27 students in Chicago Elementary Schools
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 48 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2021 | — | — | 20.5% | 35 | Financially Distressed | Stable Watch | |
| 2020 | — | — | 21.3% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 49 | Fragile | Recovery | |
| 2015 | — | — | — | 47 | Fragile | Stable Watch | |
| 2014 | — | — | — | 43 | Fragile | Stable Watch | |
| 2013 | — | — | — | 43 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 43 | Financially Distressed | Stable Watch | |
| 2011 | — | — | — | 43 | Financially Distressed | Stable Watch | |
| 2010 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeff Stachula | Board President | — | ||
| Paul Abrahamson | Secretary | — | ||
| Donna Davis | Treasurer | — | ||
| Elizabeth McGeehan | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeff Stachula | Board President | — | ||
| Paul Abrahamson | Secretary | — | ||
| Donna Davis | Treasurer | — | ||
| Elizabeth McGeehan | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Paul Abrahamson | Board President | 14.2% of Rev | ||
| Paul Abrahamson | Secretary | 12.8% of Rev | ||
| Elizabet McGeehan | Treasurer | 0.9% of Rev | ||
| Elizabeth McGeehan | Secretary | 0.9% of Rev | ||
| Jeff Stachula | Board President | — | ||
| Donna Davis | Treasurer | — | ||
| Jeff Stachula | Board President | — | ||
| Donna Davis | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 195 other orgs in IL with NTEE prefix A6.
Most-divergent component: financial score sits 15 points above the peer median (50 vs. 35).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.