Washington, DC
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)Capital Fringe Inc, founded in 2005, is a micro nonprofit in the Arts, Culture & Humanities sector that reported $95K in total revenue in fiscal year 2025. Revenue fell 78% from the prior year — a significant decline worth monitoring. Expenses of $271K exceeded revenue, resulting in a 186% operating deficit.
Capital Fringe was founded in 2005 with a mission to celebrate cultural democracy and access to art and artistic expression for all. By embracing diversity and a spirit of independence, we create earning opportunities for individual artists.
In 2025, Capital Fringe made the difficult decision to cease production of the annual Capital/DC Fringe Festival after two decades. This decision followed years of effort to build and sustain stable...
In 2025, Capital Fringe made the difficult decision to cease production of the annual Capital/DC Fringe Festival after two decades. This decision followed years of effort to build and sustain stable infrastructure for large-scale open-access live performance amid the steady loss of affordable and proximate venues across Washington, DC. Fringe festivals require a dense cluster of spaces capable of supporting more than one hundred productions annually; while Capital Fringe achieved this for a time in Downtown DC at Fort Fringe and later across multiple neighborhoods including H Street NE/Trinidad, Southwest DC, Georgetown, and Downtown DC, the long-term erosion of venue availability and rising costs made continuation unsustainable. Over twenty years, Capital Fringe activated 158 venues, nearly two thirds of which no longer exist. While the festival has concluded, Capital Fringe continues its mission through new program models, including the launch of the Ed Tyler Fringe Touring Fund and through fiscal sponsorship of independent artists and producers across the DMV. These programs extend Capital Fringes commitment to open access, experimentation, and artist support beyond a single annual event and into sustainable, future-facing forms.
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)| 2025 | 2024 | Change | |
|---|---|---|---|
| Revenue | $94,648 | $426,671 | -0.8% |
| Expenses | $270,621 | $478,817 | -0.4% |
| Net Income | $-175,973 | $-52,146 | +2.4% |
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 |
|---|---|---|---|---|---|---|
| Julianne Brienza | PresidentSecretary | 60.00 |
Officer
Director
|
$100,000 | $8,156 | $108,156 |
| Anthony Gittens | Director | 1.00 |
Director
|
$0 | $0 | $0 |
| Farrell Parker | Treasurer | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| David Gorodetski | Director | 1.00 |
Director
|
$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $94,648 | $270,621 | $749,659 | $-175,973 |
| 2024 | $426,671 | $478,817 | $940,998 | $-52,146 |
| 2023 | $488,562 | $672,875 | $962,450 | $-184,313 |
| 2022 | $658,721 | $628,105 | $1,069,992 | $30,616 |
| 2021 | $-1,909,124 | $402,643 | $1,099,158 | $-2,311,767 |
| 2020 | $251,151 | $410,255 | $4,631,998 | $-159,104 |
| 2019 | $961,618 | $1,003,419 | $4,715,122 | $-41,801 |
| 2018 | $1,386,469 | $1,092,258 | $5,090,569 | $294,211 |
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