Steady State
"Promotes the theater art experience through live theatrical performances and theater education for children and adults in the community."
— 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 | 53.6% | 20 | Critical Intervention Needed | Stable Watch | |
| 2023 | Hidden | Hidden | 40.3% | 24 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 41.4% | 24 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 40.3% | 22 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 54.4% | 19 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 39.8% | 24 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 38.5% | 24 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 35.1% | 26 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 48.3% | 21 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 29.1% | 26 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 26.4% | 26 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 33.4% | 19 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 37.8% | 26 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 26.8% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOY T BRALEY | Executive Director | 29.5% of Rev | ||
| GRIFFITH C BRALEY | Artistic Director | 24.1% of Rev | ||
| JAJA MARITIN | Board President | — | ||
| KIMBERLEY TOLLEY | Treasurer | — | ||
| ANDREA LALIME | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GRIFFITH C BRALEY | Artistic Director | 26.8% of Rev | ||
| JOY T BRALEY | Executive Director | 24.1% of Rev | ||
| JAJA MARITIN | Board President | — | ||
| KIMBERLEY TOLLEY | Treasurer | — | ||
| ANDREA LALIME | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GRIFFITH C BRALEY | Artistic Director | 26.8% of Rev | ||
| JOY T BRALEY | Executive Director | 24.1% of Rev | ||
| JAJA MARITIN | Board President | — | ||
| KIMBERLEY TOLLEY | Treasurer | — | ||
| ANDREA LALIME | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GRIFFITH C BRALEY | Artistic Director | 26.8% of Rev | ||
| JOY T BRALEY | Executive Director | 24.1% of Rev | ||
| JAJA MARITIN | Board President | — | ||
| KIMBERLEY TOLLEY | Treasurer | — | ||
| ANDREA LALIME | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 29 other orgs in ME with NTEE prefix A6.
Most-divergent component: financial score sits 39 points below the peer median (0 vs. 39).
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 53.6% is well above the sector's 90th percentile (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 53.6% to under 22% of revenue — would move governance score by ~40 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.