Power House Theatre Walla Walla

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 2022 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.

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.