Programs and results
What we aim to solve
WaterFire addresses a range of challenges in the community every year. The downtown WaterFire installation/event draws approximately 1,000,000 visitors a year and secures millions of new media impressions, hundreds of column inches in traditional print media and hours of local, national and international broadcast media painting Providence in a positive light and making the Creative Capital and Ocean State a top international art and cultural tourism destination. WaterFire is a community partner and powerful platform that effectively raises awareness of social issues that affect all Rhode Islanders: from “C is for Cure” WaterFire that supports RI Foundation Innovation Fellow Dr. Lynne Taylor’s RI Defeats Hep C major health initiative to Flames of Hope WaterFire for breast cancer awareness to WaterFire’s Salute to Veterans and, in 2019, a new WaterFire for Recovery, in partnership with RI Department of Health and Department of Behavioral Health, Developmental Disabilities and Hospitals.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
WaterFire
Created by artist Barnaby Evans in 1994, WaterFire is a large-scale public art event centered around the installation of over eighty bonfires floating on Providence, Rhode Island’s three downtown rivers. WaterFire has become an icon of the city, attracting over a million people annually. As an admission-free event, WaterFire ensures everyone regardless of ethnic or socioeconomic background is included and celebrated. Large scale programming varies from event to event, making no two WaterFire lightings alike. We celebrate the whole community by filling the streets and parks with art, music, and invigorating spectacle, championing the rich diversity of the city’s neighborhoods, featuring ethnic traditions, building community spirit, and boosting the city and state's economy, business climate, and morale.
WaterFire has been recognized by the National Endowment for the Arts and many of America's largest foundations as a pioneer and standard setter in the field of creative placemaking and for our success in creating economic vitality and building civic pride in the community.
WaterFire Arts Center
In May 2017, WaterFire Providence moved into the WaterFire Arts Center, a historic, industrial building that organization saved and renovated to be its first permanent visible home in the community and a multi-use arts center unlike any other in the region. In addition to being WaterFire's work space the WaterFire Arts Center hosts exhibitions, performances and events of all kinds.
Where we work
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Total number of performances
This metric is no longer tracked.Totals By Year
Related Program
WaterFire
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Total (full and partial) WaterFire lightings. Number of events is not on its own an accurate metric to measure performance. There were no WaterFire lightings in 2020 due to the coronavirus pandemic.
Total number of guided tours given
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
WaterFire
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Launched guided walking tours of downtown Providence on WaterFire events days in 2018. We discontinued these walking tours in 2020 due to the coronavirus pandemic.
Number of paid participants of guided tours
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
WaterFire
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Launched guided walking tours of downtown Providence on WaterFire events days in 2018. We discontinued this program in 2020 due to the coronavirus pandemic.
Total number of audience members
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
WaterFire
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Attendance as estimated by the US Army Corps of Engineers in a 2012 Economic Evaluation Report as part of a Dredging Feasibility Study. Reduced attendance in 2021 due to the coronavirus pandemic.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
WaterFire is in the middle of a major organizational transition as laid out in its strategic plan. Started in 2011 when the organization went to the dual arts leadership model with Peter Mello hired as managing director/coCEO to co-lead with founder/executive artistic director Barnaby Evans. In 2012, WaterFire met another key strategic objective by purchasing and rehabilitating an abandoned, historic building, prominently positioned on Valley streetscape on the gateway into the underserved Olneyville neighborhood. In 2017, WaterFire moved into the WaterFire Arts Center, the organization’s first permanent visible home, a multi-use arts and culture venue unlike any other in the region and a catalyst to further development in the neighborhood. WaterFire will continue navigating its strategic transition from an improvised arts event to a RI institution by expanding arts and culture programming in the WaterFire Arts Center and integrating it into and strengthening the WaterFire event downtown.
What are the organization's key strategies for making this happen?
In 2020, WaterFire was planning a series of events and activities including: launching of a lecture series on Creative Placemaking and Public Art; organizing a variety of WaterFire lightings honoring community heroes including healthcare professionals, first responders and essential worker on the front lines of the battle against the coronavirus crisis and continue to collaborate and develop programs with The Wheeler School's Cityside, a groundbreaking 8th grade community-based, experiential education program in the WaterFire Arts Center.
While the coronavirus pandemic has put our 2020 WaterFire season on hold, we remain committed as ever to creating relevant and important art. Frankly, this has been a tough way to celebrate WaterFire's first 25 years, but we are determined, resilient and excited about how our talented and dedicated team is adjusting and continuing to create meaningful art like the WaterFire Beacon of Hope, a dynamic installation that honors Rhode Island lives lost to COVID-19, and #StayHomeWaterFire, our first virtual event that gathered 15,000 online viewers for “the largest and greatest co-created art experience in the history of humankind.”
What are the organization's capabilities for doing this?
WaterFire has been doing important creative placemaking work in our community for 25 years and during this time has been recognized by the National Endowment for the Arts and ArtPlace America, among many others, as a leader in the field. WaterFire’s community connections run deep and wide and its partnerships make its work more diverse and stronger.
Over the past 9 years, WaterFire Providence has been lead by the coCEO team of Barnaby Evans, Founder and Executive Artistic Director, and Peter Mello, Managing Director. Paul Kochanek, Director of Events and Operations and Laura Duclos, Director of Creative Services.
WaterFire Arts Center has rapidly become an important community resource hosting a wide variety of meetings and events including the City of Providence’s Public Art Master Plan Community Workshop and Woonasquatucket Vision Planning meetings.
What have they accomplished so far and what's next?
Over the past 24 years more than 15,000,000 people have come to Providence to experience the art of WaterFire. We are constantly experimenting and iterating to keep the event fresh for tourists and RI citizens alike. Over the course of the season we work with hundreds of artists and dozens of community organizations, integrating their programming into the event and giving them a platform to reach much larger and more diverse audiences than they could on their own. In 2017 WaterFire moved into the WaterFire Arts Center, its first permanent visible home in the community and a new multi-use arts center that host exhibitions, performances and events of all kinds. As called for by our strategic plan, WaterFire is in the middle of an important transition from from an improvised arts event to a Rhode Island institution in an effort to sustain and increase our proven economic and cultural impacts for the community.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees,
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve,
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With whom is the organization sharing feedback?
Our staff, Our board, Our funders, Our community partners,
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded,
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve,
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
WaterFire Providence
Board of directorsas of 07/21/2022
Mr. Charles Newton
Judith Bentkover
Brown University
Barry Fain
Providence Media
Sean Holley
Providence College
Charlie Meyers
Metropark LTD
Ann Scott
Barbara Mullen
Cambridge Public Schools
James Prescott
Michael Brostek
Cox Media
Erica Guatieri
Erica Hope Guatieri, CPA, MST
Barnaby Evans
WaterFire Providence
Lizzie Araujo Haller
City of Providence, Dept. of Art, Culture + Tourism
Andrew Stotts
Textron
Liu Wang
Providence College
Scott Williams
The Graduate Hotel
Kristen Adamo
Providence Warwick Convention and Visitors Bureau
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
The organization's co-leader identifies as: