Steady State
"Enriches the Triangle community through classical and contemporary ballet performances and arts education, with a specific focus on outreach to underserved students and residents."
— 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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 15.3% | 33 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 18.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 30.2% | 38 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 47 | Fragile | Stable Watch | |
| 2018 | — | — | — | 47 | Fragile | Stable Watch | |
| 2017 | — | — | — | 47 | Fragile | Stable Watch | |
| 2016 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Decline Risk | |
| 2014 | — | — | — | 55 | Fragile | Recovery | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 61 | Stable | Stable Watch | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mariaelena Ruiz | Artistic Director | 6.3% of Rev | ||
| Suzanne Murley | Board Member | 5.9% of Rev | ||
| Heather Iler | Artistic Director | 5.1% of Rev | ||
| Kelsey Elggren | Board Of Directors | — | ||
| Karl Moraski | Board Of Directors | — | ||
| Amy Gardinier | Board Of Directors | — | ||
| Dona Lewis | Board Of Directors | — | ||
| Ashley Duncan | Board Of Directors | — | ||
| Brian Nunnally | Board Of Directors | — | ||
| Kathy Jezior | Board Of Directors | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mariaelena Ruiz | Artistic Director | 5.6% of Rev | ||
| Suzanne Murley | Board Member | 5.2% of Rev | ||
| Heather Iler | Artistic Director | 4.5% of Rev | ||
| Jon Bruce | Board Of Directors | — | ||
| Kelsey Elggren | Board Of Directors | — | ||
| Karl Moraski | Board Of Directors | — | ||
| Amy Gardinier | Board Of Directors | — | ||
| Dona Lewis | Board Of Directors | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mariaelena Ruiz | Artistic Director | 5.8% of Rev | ||
| Heather Iler | Artistic Director | 4.2% of Rev | ||
| Suzanne Murley | Board Member | 3.9% of Rev | ||
| Jon Bruce | Board Of Directors | — | ||
| Mitchel Kapner | Board Of Directors | — | ||
| Kelsey Elggren | Board Of Directors | — | ||
| Suzanne Murley | Board Of Directors | — | ||
| Karl Moraski | Board Of Directors | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 145 other orgs in NC with NTEE prefix A6.
Most-divergent component: financial score sits 22 points below the peer median (15 vs. 37).
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 15.3% sits within the sector's 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.