Steady State
"Focuses solely on creating and presenting theatrical productions specifically designed for children."
— 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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 39.8% | 21 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 57.1% | 19 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 45.0% | 26 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 35.9% | 18 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 23 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 23 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT FERGUSON | Secretary | 49.5% of Rev | ||
| NINA LYNN | Board President | 41.6% of Rev | ||
| GEORGE KEATING | Treasurer | 9.8% of Rev |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT FERGUSON | Secretary | 44.7% of Rev | ||
| NINA LYNN | Board President | 24.2% of Rev | ||
| GEORGE KEATING | Treasurer | 20.0% of Rev |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NINA LYNN | Board President | 9.7% of Rev | ||
| SCOTT FERGUSON | Secretary | 9.7% of Rev | ||
| GEORGE KEATING | Treasurer | 2.4% of Rev |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NINA LYNN | Board President | 22.9% of Rev | ||
| SCOTT FERGUSON | Secretary | 22.9% of Rev | ||
| GEORGE KEATING | Treasurer | 5.7% of Rev |
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: program score sits 27 points below the peer median (5 vs. 32).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 39.8% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 39.8% to under 22% of revenue — would move governance score by ~36 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.