Power House Theatre Walla Walla

aka Gesa Power House Theatre   |   WALLA WALLA, WA   |  https://phtww.org/

Mission

To generate a strong, inclusive community through performing arts.

Ruling year info

2016

Executive Director

Amy Watkins

Main address

111 N 6TH AVE

WALLA WALLA, WA 99362 USA

Show more contact info

EIN

32-0498056

NTEE code info

Theater (A65)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Arts are a fundamental component of a healthy community with both measurable and intangible benefits; yet, access to the arts is limited in our rural community. As a community-based organization, we are part of the cultural ecosystem and social fabric of the Walla Walla Valley. It is our goal to be a community gathering place for our constituents; yet, access to the arts remains a barrier for entry. There is a need to breakdown access barriers to allow us to offer more productions with lower ticket prices, increase our community outreach, partner with local school districts and offer new educational opportunities, and increase access to the arts for everyone in the Walla Walla Valley. In turn, we will be able to host a diverse season of cultural experiences and artistic performances from local, regional, national, and international artists.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

The Little Watts Series

The Little Watts Series coordinates bookings to gear specifically to the youth and families in the Walla Walla area. Performers like jugglers, magicians, and so many more. The Little Watts Series intends to fill the community need for arts education amongst the Walla Walla youth.

Population(s) Served
Children and youth
Families

The Power House hosts screenings of live performances by the Royal Shakespeare Company, Royal Ballet, and Royal Opera. This program brings opportunities to see recordings of professional productions to the rural Walla Walla community, providing greater exposure to the arts and opportunities for engagement with the public and private schools and colleges in the area.

Population(s) Served
Students
Adults

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of individuals attending community events or trainings

This metric is no longer tracked.
Totals By Year
Population(s) Served

Age groups

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Gesa Power House Theatre was unable to hold events between March 2020 and March 2021 due to the pandemic. (Staff, volunteers, and performers, are not included in this metric.)

Total days in use for public and private events and rehearsals.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Age groups

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Gesa Power House Theatre was unable to hold events between March 2020 and March 2021 due to the pandemic.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Our Business Plan for 2020-2025 includes 5 objectives:
1. Produce and present a portfolio of productions that fills the calendar and reaches an audience of varied interest and means from across the community.
2. Secure resources to retire the mortgage and operate sustainably thereafter.
3. Recruit and retain a diverse group of outstanding volunteers, Board members, and staff.
4. Develop and maintain systems and facilities that support high-performing programs and people.
5. Pursue and embrace values of diversity, equity, and inclusion in all areas of the organization as we advance our mission in a more inclusive and innovative way.

Our 2020-2025 Business Plan includes the following activities to help us reach our goals.
1.1 Anchor the calendar with, at least, twelve headline productions marked by sellouts.
1.2 Work cooperatively with Shakespeare Walla Walla to present The Bard.
1.3 Grow Little Watts as means to sponsor children’s access to live theater.
1.4 Partner with other nonprofits and the community, such as the Walla Walla Chamber Musical Festival or Dias de los Muertos, to present shows, concerts, and events.
1.5 Develop the Be reMARKable program to collaborate and uplift the arts community in Walla Walla by supporting a community gathering place for theater, the arts, and education.
1.6 Seek partnerships with local schools and higher education institutions.
2.1 Raise $1.5M to pay off the theater mortgage by December 31, 2025.
2.2 Raise $150K in operating support from corporations ($25K), foundations ($25K), government ($50k) and individuals ($50K) in 2021, growing the base of support in subsequent years.
2.3 Develop robust sales and marketing programs that focus on ticket sales, memberships, giving, volunteering, rentals, and sponsorships.
2.4 Rent the facility when the production calendar is dark to generate additional revenue.
3.1 Build a volunteer program to support expanded programs, services, education, and outreach.
3.2 Grow and diversify the Board with attention to factors like life experience, gender, ethnicity, networks in theater and arts, residency, and other characteristics.
3.3 Monitor the pay and benefits to staff to be competitive with the local nonprofit workforce and the broader theater community.
3.4 Study the staffing structure of theaters of similar size and adapt an appropriate staffing level to the capacity requirements and means of the theater, including a paid Executive Director.
4.1 Build on the theater’s reserve savings account to stabilize the finances and secure long-term capital replacement plan.
4.2 Develop a prioritized list of capital improvements that advance the mission of the theater, making improvements consistent with the financial stability of the operation.
4.3 Complete an annual review, growing toward an annual audit if needed and/or as required.
4.4 Design, implement, and maintain administrative and technology systems for efficiency and productivity.
4.5 Share results of the theater at least annually.
5.1 Engage in continuous learning for Board and Staff.
5.2 Regularly evaluate our policies and procedures to ensure barriers to access are minimized.
5.3 Invest in broader programming that supports diversity.
5.4 Build an inclusive environment in which people throughout our community can engage with one another, discovering how differences and similarities bring people together through the arts.

With new executive leadership in place in the fall of 2021 and a path forward outlined in our business plan by the board, we have created an action plan to help achieve the five objectives and support our mission-driven work to generate a strong, inclusive community through performing arts. All open staff positions have also been filled, coupled with a new outlook for efficiency of operations.

Despite the pandemic, we have secured new financial resources stabilizing our daily operations, attracted new volunteers, board members and staff to our team, had key facility updates completed, and started a DEI workgroup to assess and address the opportunities to weave the DEI values in our everyday work.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.),

  • 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,

  • With whom is the organization sharing feedback?

    Our staff,

  • Which of the following feedback practices does your organization routinely carry out?

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback,

Financials

Power House Theatre Walla Walla
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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Build 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.

Power House Theatre Walla Walla

Board of directors
as of 06/15/2022
SOURCE: Self-reported by organization
Board chair

Erica Walter

Michelle Connor

Baker Boyer Bank Family Advisor for the DS Baker Advisors

Erica Walter

Marketing Consultant

Karl Eckhardt

Retired

Darcie Furlan

Retired, Book Publishing

Mike Howell

Retired, Veteran

Tricia Rice

Baker Boyer Bank, Marketing

Kelly Black

Marketing Consultant

Melissa Clubb

Realtor/Broker with Coldwell Banker Walla Walla

Bryan Ford

Retired

Rodney Moll

Nelly Pilares

Organizational demographics

SOURCE: Self-reported; last updated 6/15/2022

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 02/01/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.