PORTLAND, OR
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)THE PORTLAND PLAYHOUSE, founded in 2008, is a community nonprofit in the Arts, Culture & Humanities sector that reported $2.1M in total revenue in fiscal year 2024. Expenses of $1.9M left a modest 8% surplus.
PORTLAND PLAYHOUSE'S MISSION IS TO CELEBRATE THE COMPLEXITY OF THE HUMAN EXPERIENCE. EACH SEASON WE PRODUCE 4-5 PROFESSIONAL PLAYS AND COMMUNITY PROGRAMS TO SERVE 12,000 PEOPLE. OUR FREE EDUCATION PROGRAMS HAVE MADE SPACE FOR 10,000+ YOUNG PEOPLE TO FIND THEIR VOICES, AND SHARE THEIR STORIES.
ARTISTIC SERVICES: DURING OUR 17TH SEASON (2024-2025), WE PRODUCED FOUR PLAYS THAT DREW 9,204 AUDIENCE MEMBERS. THE SEASON OPENED IN FALL 2024 WITH THE MUSICAL "AMLIE," BASED ON THE BELOVED 2001...
ARTISTIC SERVICES: DURING OUR 17TH SEASON (2024-2025), WE PRODUCED FOUR PLAYS THAT DREW 9,204 AUDIENCE MEMBERS. THE SEASON OPENED IN FALL 2024 WITH THE MUSICAL "AMLIE," BASED ON THE BELOVED 2001 FRENCH FILM, WHICH PLAYED TO SOLD-OUT HOUSES ACROSS ITS FIVE-WEEK RUN. OUR ANNUAL HOLIDAY SHOW (INSPIRED BY DICKENS' "A CHRISTMAS CAROL") SOLD 3,618 TICKETS OVER FIVE WEEKS. IN WINTER 2025 WE PRODUCED NOTES FROM THE FIELD," ANNA DEAVERE SMITH'S POWERFUL ONE-PERSON EXPLORATION OF THE SCHOOL-TO-PRISON PIPELINE, DRAWN FROM INTERVIEWS WITH STUDENTS, TEACHERS, PARENTS, AND ADVOCATES ACROSS THE COUNTRY. WE CLOSED THE SEASON IN SPRING 2025 WITH AUGUST WILSON'S "JOE TURNER'S COME AND GONE," THE SECOND PLAY IN WILSON'S AMERICAN CENTURY CYCLE, WHICH FOLLOWS A GROUP OF BLACK BOARDING HOUSE RESIDENTS IN 1911 PITTSBURGH GRAPPLING WITH THE LEGACIES OF SLAVERY AND THE SEARCH FOR IDENTITY. JOE TURNER ALSO PLAYED TO SOLD-OUT HOUSES AND CAPPED A SEASON OF RECORD TICKET SALES.AUDIENCE FEEDBACK FROM "JOE TURNER'S COME AND GONE"-"IT BROUGHT NEW INSIGHTS AND PERSONAL CONNECTIONS TO MY UNDERSTANDING OF AMERICAN HISTORY - VERY TROUBLING BUT SO HELPFUL TO APPRECIATE A PERIOD FRAUGHT WITH CHANGE, NOT UNLIKE WHAT WE ARE EXPERIENCING NOW. THIS IS WHY THEATRE AND ALL THE ARTS ARE SO IMPORTANT FOR A STRONG NATION. ABSOLUTELY GREAT STORY, SUPERB PRESENTATION, MOVING PERFORMANCES BY TOPNOTCH ACTORS. THANK YOU! NOTES FROM THE FIELD" INCLUDED THAT "EVERYONE SHOULD SEE THIS SHOW! IT IS EVERYTHING ART AND THEATER SHOULD BE - MOVING, MEMORABLE, INSPIRATIONAL, REFLECTIVE, AND RELEVANT. WE'LL BE THINKING ABOUT THIS PLAY FOR A LONG TIME."
EDUCATIONAL SERVICES: IN JUNE 2024 WE LAUNCHED OUR FOURTH YEAR OF SUMMER ENRICHMENT PROGRAMMING WITH PORTLAND PUBLIC SCHOOLS, SERVING 120 STUDENTS FROM 8 ELEMENTARY. IN SEASON 17, 292 PORTLAND YOUTH...
EDUCATIONAL SERVICES: IN JUNE 2024 WE LAUNCHED OUR FOURTH YEAR OF SUMMER ENRICHMENT PROGRAMMING WITH PORTLAND PUBLIC SCHOOLS, SERVING 120 STUDENTS FROM 8 ELEMENTARY. IN SEASON 17, 292 PORTLAND YOUTH ACROSS FIVE SCHOOLS ENGAGED IN COLLABORATIVE CREATION AND THEATRE-BASED STORYTELLING.OUR FALL FESTIVAL OF SHAKESPEARE BROUGHT 280 STUDENTS FROM DA VINCI ARTS MIDDLE SCHOOL, HARRIET TUBMAN MIDDLE SCHOOL, ARTS & COMMUNICATION MAGNET ACADEMY, AND PARK ACADEMY (SERVING STUDENTS WITH LEARNING DIFFERENCES) TOGETHER FOR TEN WEEKS OF COLLABORATION IN ACTING, DESIGN, AND PRODUCTION, CULMINATING IN PERFORMANCES AT THE WINNINGSTAD THEATRE. IN RESPONSE TO STAFF FEEDBACK, WE EXPANDED TEACHER TRAINING TO INCLUDE TRAUMA-INFORMED PRACTICES, FIRST AID, AND ANTI-RACISM AND CULTURAL COMPETENCY. ONE STUDENT REFLECTED THAT EVEN AS "A DYSLEXIC KID WHO STRUGGLES WITH READING AND I'M DOING ONE OF THE HARDEST PLAYS THAT COULD BE," THE PROGRAM FELT FUN, SUPPORTIVE, AND WORTHWHILE AND MANY PARTICIPANTS DESCRIBED THE STRONG SENSE OF COMMUNITY THEY BUILT AND THE PRIDE THEY FELT PERFORMING ALONGSIDE THEIR PEERS. IN SPRING 2025, TEACHING ARTIST KAYLA KELLY LED AN AFTER-SCHOOL RESIDENCY AT ST. ANDREW NATIVITY SCHOOL OREGON'S ONLY TUITION-FREE PRIVATE MIDDLE SCHOOL FOR LOW-INCOME STUDENTS, JUST TEN BLOCKS FROM THE PLAYHOUSE WHERE 12 SIXTH-THROUGH-EIGHTH GRADERS CREATED AND FILMED ORIGINAL SHORT PLAYS TO SHARE WITH THEIR FAMILIES.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | $2,056,772 | $2,108,080 | 0.0% |
| Expenses | $1,892,715 | $2,398,473 | -0.2% |
| Net Income | $164,057 | $-290,393 | -1.6% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| STEPHEN ROBINSON | BOARD CHAIR & DIRECTOR | 4.00 |
Officer
Director
|
$0 | $0 | $0 |
| GREG HINCKLEY | VICE CHAIR & DIRECTOR | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| SHAUNCEY MASHIA | SECRETARY & DIRECTOR | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| MICHAEL WEAVER | TREASURER & DIRECTOR | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| ANDREW CLARKE | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| ALEX COLAS THROUGH AUG 24 | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| ANGELA FREEMAN | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| ELEANOR GIL-KASHIWABARA | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| DAVID GREENBERG | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| MAUDE HINES | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| ANDY RICCETTI-EBERLY | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| PANCHO SAVERY | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| BRIAN WEAVER | ARTISTIC DIRECTOR | 40.00 |
Officer
|
$51,362 | $16,636 | $67,998 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $2,056,772 | $1,892,715 | $2,635,137 | $164,057 |
| 2024 | $2,108,080 | $2,398,473 | $2,730,881 | $-290,393 |
| 2023 | $2,099,976 | $2,415,211 | $3,130,912 | $-315,235 |
| 2022 | $2,183,784 | $1,772,593 | $2,999,446 | $411,191 |
| 2021 | $1,314,815 | $926,209 | $2,659,767 | $388,606 |
| 2020 | $1,188,272 | $1,143,621 | $2,254,960 | $44,651 |
| 2019 | $1,298,945 | $1,213,832 | $2,471,115 | $85,113 |
| 2018 | $1,374,514 | $1,266,323 | $2,277,301 | $108,191 |
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