NATIONAL DANCE INSTITUTE INC
Mission Statement
NDI was founded in 1976 by New York City Ballet principal dancer Jacques d’Amboise, and leads the field of arts education with a model program that has been studied and replicated worldwide. At the root of NDI’s methodology is the belief that the arts have a unique power to engage all children—regardless of background, ability or socio-economic status—and motivate them toward excellence. NDI uses dance and music to instill in students a love of the arts, a passion for learning and a desire to strive for his or her personal best. In doing so, our programs also foster the social development, global awareness and cultural literacy of our dancers. NDI fills the arts education gap in New York City public schools by providing children with participatory, exuberant, and intellectually engaging arts instruction. Our multidisciplinary teaching methodology provides children with the best in arts education, supporting their creative, intellectual, emotional, and social growth. NDI’s award-winning programs include: - In-School Program (ISP) - Advanced Programs (SWAT and Celebration Teams) - Teaching Artist Training - After-School Classes - Public Performances In 2011, NDI opened the doors to the National Dance Institute Center for Learning & the Arts on 147th Street in Harlem, allowing us to further our mission and extend our reach into the surrounding communities and throughout New York City. Serving as a beacon for children, teachers and artists, the NDI Center provides the stability and space to ensure that our arts and learning programs reach future generations of children. Since its founding, NDI has impacted the lives of over two million children…free of charge.
Financial Overview — FY 2025
Compared with Peers
FY 2025| Ratio | This org | Peer median | Position (P10 → P90) | |
|---|---|---|---|---|
|
Program expense ratio
Program expenses / total expenses
· higher is better
|
63.6% | 77.7% |
P10P90
|
Bottom quarter |
|
Admin expense ratio
Management and general / total expenses
· lower is better
|
21.2% | 14.2% |
P10P90
|
Bottom quarter |
|
Fundraising expense ratio
Fundraising expenses / total expenses
· lower is better
|
15.2% | 5.9% |
P10P90
|
Bottom quarter |
|
Fundraising efficiency
Fundraising expenses / gross fundraising income
· lower is better
|
741.0% | 302.5% |
P10P90
|
Below median |
|
Operating reserve
Months of expenses covered by net assets
· higher is better
|
59.4 mo | 15.8 mo |
P10P90
|
Top quarter |
|
Liabilities to assets
Total liabilities / total assets
· lower is better
|
1.4% | 11.4% |
P10P90
|
Top quarter |
|
Revenue concentration
Share of revenue from the largest source
· lower is better
|
77.7% | 70.6% |
P10P90
|
Below median |
|
Revenue growth
Year over year revenue growth
|
-12.9% | 7.9% |
P10P90
|
|
|
Expense growth
Year over year expense growth
|
12.6% | 5.4% |
P10P90
|
|
|
Surplus margin
Surplus as a share of revenue
|
-3.5% | 0.9% |
P10P90
|
Financial History
| Year | Revenue | Expenses | Net Assets | Program % | Staff |
|---|---|---|---|---|---|
| 2025 | $7.3M | $7.6M | $37.6M | 63.6% | 173 |
| 2024 | $8.4M | $6.7M | $40.8M | 67.2% | 147 |
| 2023 | $8.6M | $6.2M | $35.7M | 77.0% | 99 |
| 2022 | $9.8M | $5.7M | $34.5M | 74.9% | 80 |
| 2021 | $7.7M | $4.7M | $32.6M | 81.9% | 96 |
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