SAN LUIS OBISPO REPERTORY THEATRE
Unforgettable characters. Extraordinary stories. Since 1947.
SAN LUIS OBISPO REPERTORY THEATRE
EIN: 95-2556678
as of November 2025
as of November 14, 2025
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Theatrical performances
San Luis Obispo Repertory Theatre presents an annual season of eight productions as well as special productions, staged readings, student-acted shows and late night performances.
Academy of Creative Theatre
The Academy of Creative Theatre (ACT) provides students year-around theatrical training. ACT’s classes are open to all levels of experience and offer students the opportunity to develop skills which will benefit them both on and off stage.
Where we work
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San Luis Obispo County, CA
Affiliations & memberships
Theatre Communications Group 2022
Photos
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 using feedback from the people you serve?
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2024 info
15.32
Months of cash in 2024 info
36.8
Fringe rate in 2024 info
19%
Funding sources info
Assets & liabilities info
Financial data
SAN LUIS OBISPO REPERTORY THEATRE
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SAN LUIS OBISPO REPERTORY THEATRE
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jul 01 - Jun 30
This snapshot of SAN LUIS OBISPO REPERTORY THEATRE’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $185,022 | $204,078 | $899,481 | -$1,344,247 | $2,987,733 |
| As % of expenses | 23.0% | 42.2% | 121.8% | -100.8% | 204.9% |
| Unrestricted surplus (deficit) after depreciation | $176,765 | $195,729 | $865,735 | -$1,441,263 | $2,891,088 |
| As % of expenses | 21.7% | 39.8% | 112.1% | -100.8% | 186.0% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $1,670,459 | $1,654,189 | $1,718,322 | $2,682,379 | $3,573,879 |
| Total revenue, % change over prior year | 2.2% | -1.0% | 3.9% | 56.1% | 33.2% |
| Program services revenue | 29.3% | 1.6% | 17.6% | 19.2% | 19.4% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.8% | 0.5% | 0.7% | 1.0% | 3.7% |
| Government grants | 0.4% | 2.5% | 19.1% | 4.1% | 0.3% |
| All other grants and contributions | 66.6% | 86.6% | 63.0% | 75.3% | 76.2% |
| Other revenue | 2.8% | 8.8% | -0.4% | 0.4% | 0.4% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $805,610 | $483,797 | $738,265 | $1,332,965 | $1,457,867 |
| Total expenses, % change over prior year | -11.3% | -39.9% | 52.6% | 80.6% | 9.4% |
| Personnel | 46.1% | 65.0% | 50.4% | 30.3% | 29.2% |
| Professional fees | 2.3% | 5.0% | 2.7% | 1.4% | 2.3% |
| Occupancy | 0.0% | 0.0% | 0.0% | 8.7% | 8.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 51.6% | 30.0% | 47.0% | 59.6% | 60.5% |
| Full cost components (estimated) info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $813,867 | $492,146 | $772,011 | $1,429,981 | $1,554,512 |
| One month of savings | $67,134 | $40,316 | $61,522 | $111,080 | $121,489 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $22,867 | $0 | $2,821,478 | $0 | $0 |
| Total full costs (estimated) | $903,868 | $532,462 | $3,655,011 | $1,541,061 | $1,676,001 |
Capital structure indicators
| Liquidity info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Months of cash | 26.3 | 68.7 | 14.9 | 21.5 | 36.8 |
| Months of cash and investments | 32.9 | 81.5 | 22.4 | 26.1 | 42.1 |
| Months of estimated liquid unrestricted net assets | 13.2 | 27.1 | -13.5 | -19.6 | 6.7 |
| Balance sheet composition info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Cash | $1,768,081 | $2,771,094 | $918,234 | $2,391,749 | $4,472,323 |
| Investments | $441,387 | $513,772 | $458,344 | $512,671 | $643,591 |
| Receivables | $11,800 | $0 | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $290,567 | $290,567 | $3,112,045 | $3,112,045 | $3,117,195 |
| Accumulated depreciation (as a % of LBE) | 85.8% | 88.7% | 9.4% | 12.5% | 15.6% |
| Liabilities (as a % of assets) | 5.0% | 2.6% | 3.2% | 5.2% | 4.1% |
| Unrestricted net assets | $928,935 | $1,124,664 | $1,990,399 | $549,136 | $3,440,224 |
| Temporarily restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Total restricted net assets | $1,513,730 | $2,516,724 | $2,533,235 | $5,252,847 | $4,468,421 |
| Total net assets | $2,442,665 | $3,641,388 | $4,523,634 | $5,801,983 | $7,908,645 |
Key data checks
| Key data checks info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Principal Officer
Kevin Harris
Kevin Harris received his MFA in Directing from the University of Iowa (2007), his BFA in Acting from New York University (1996), and his California Teaching Credential from Chapman University. While at NYU, he spent three years at the Atlantic Theatre Company studying acting under David Mamet, William H. Macy, and Felicity Huffman; he also spent a year at Musical Theatre Works (CAP 21) learning the finer intricacies of “jazz hands”. From 1999-2002 he was the Artistic Director of Centerpoint Theatre Group in San Luis Obispo, CA. In 2005, he traveled to the West Bank and Gaza Strip to co-write and direct an original play with Ashtar Theatre, Palestine’s only professional theatre company. Kevin has taught at the University of Iowa, University of Chicago, and has led dozens of workshops on A Practical Handbook for the Actor across the country.
Number of employees
Source: IRS Form 990
SAN LUIS OBISPO REPERTORY THEATRE
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
SAN LUIS OBISPO REPERTORY THEATRE
Board of directorsas of 05/20/2024
Board of directors data
Pam Nichter
Investment Services Professional (retired)
Term: 2017 - 2023
Jerry Chirpich
No affiliation
Richard Luckett
No affiliation
Wilda Rosene
No affiliation
Marcia Scott
Cuesta College
Jeff Olds
Jamba Juice
Dianne N. Long
Retired Professor, Cal Poly
Pam Nichter
Retired Investment Services Professional
Deborah Stewart
Glenn Burdette
Chip Visci
Barnett Cox & Associates
Ellie Washington
Wilson & Co. Sotheby’s International Realty
Jay Beck
American Riviera Bank
Keith George
Retired Attorney
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:
Race & ethnicity
No data
Gender identity
Transgender Identity
No data
Sexual orientation
No data
Disability
No data