CHAMBER ORCHESTRA OF NEW YORK

New York City's premier young professionals orchestra

aka Chamber Orchestra of New York | New York, NY | www.chamberorchestraofnewyork.org

GuideStar Charity Check

EIN: 13-4318954

Contributions tax deductible
as of September 2023

IRS BMF 509(a)(1)
as of September 18, 2023

View summary

Charity Check report

Mission

Chamber Orchestra of New York is a premier ensemble that features a seasoned roster of our city’s most flourishing musicians. The orchestra is internationally distinguished for championing unique repertoire that bridges the classical and modern traditions, including iconic film music, through premieres and world premiere recordings of rediscovered masterworks. Through all-embracing approaches with its distinct programs – from performances to educational outreach – the orchestra aims to cultivate a broader audience across generations for the future of classical music.

Notes from the nonprofit

Media reviews/mentions: https://chamberorchestraofnewyork.org/reviews/ http://www.vogue.co.uk/shows/autumn-winter-2018-ready-to-wear/tory-burch?utm_source=Master+List&utm_campaign=ea2f831213-Concerts&utm_medium=email&utm_term=0_4a66be4fb7-ea2f831213- https://www.mffashion.com/news/livestage/romanticamente-tory-burch-2246318 http://us.fashionnetwork.com/news/Tory-Burch-s-homage-to-Lee-Radziwill,946310.html#.WpMDIExFxPZ http://www.ebroadsheet.com/get-carnegie-hall/ https://www.ebroadsheet.com/opportunity-knocks/ https://www.huffingtonpost.it/2018/04/16/l-italia-non-sa-valorizzare-i-talenti-e-sono-fuggita-e-alla-chamber-orchestra-of-new-york-sono-primo-flauto_a_23412093/ http://www.letagemagazine.com/qa-with-music-director-composer-salvatore-di-vittorio-of-the-chamber-orchestra-of-new-york/

Ruling year info

2006

Music Director

Salvatore Di Vittorio

Main address

450 Lexington Ave Unit 1514

New York, NY 10163 USA

Show more contact info

EIN

13-4318954

Subject area info

Cultural awareness

Music

Orchestral music

Population served info

Children and youth

Adults

Economically disadvantaged people

Artists and performers

NTEE code info

Symphony Orchestras (A69)

Music (A68)

Cultural, Ethnic Awareness (A23)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

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

Tax forms

Show Forms 990

Communication

Programs and results

Reports and documents

What we aim to solve

SOURCE: Self-reported by organization

a. Upon graduation from music conservatories, there are very limited opportunities for classical musicians to join major Philharmonic Orchestras/Symphony Orchestras/Chamber Orchestras/Opera Orchestras (PSCOs), etc., due to the intense competition and few openings. b. Limited performance opportunities for emerging young soloists around the country. c. Audiences to classical music performances tend to skew heavily toward an older demographic, with limited attendance by younger generations. d. Largely due to budget cuts, many public schools have reduced or eliminated music education classes and programs.

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?

Masterworks Series at Carnegie Hall

The orchestra performs several concerts each season at Carnegie Hall. Our season concerts are not theme-oriented but center around key classical music masterworks. Our performances in Carnegie's Weill and Zankel Halls provide a unique opportunity to audience members who can engage featured soloists and orchestra in a way unlike other larger halls. It’s a recital-like experience with small orchestra.

Population(s) Served

Adults

Artists and performers

The Respighi Prize Music Competition

The Respighi Prize has been established to encourage and offer a performance opportunity for young talented composers and soloists through the inspiration of Ottorino Respighi’s music. There are four categories: Composition, Soloist, Conducting, Piano. A jury selects one winner and finalists in each category. The winner is featured in a concert at the orchestra's Masterworks Series at Carnegie Hall. The winner of the Piano category is featured at our concert at Adelphi University's Performing Arts Center in Garden City, NY.

Population(s) Served

Adults

Artists and performers

New York Conducting Workshop

The orchestra's one-of-a-kind program has been founded in collaboration with the prestigious London Conducting Workshop. We offer conductors of all ages the opportunity to reflect, discuss, and refine their podium experiences with veteran mentor conductors.

The New York Conducting Workshop is a truly unique learning experience with the following features:
- Four maestros providing instruction and feedback;
- Work with a fully-professional orchestra, Chamber Orchestra of New York;
- Candidacy in an international competition – The Respighi Prize;
- Digital video recording of your conducting;
- Opportunity to conduct in concert at Carnegie Hall or Adelphi University Performing Arts Center.

Population(s) Served

Adults

Artists and performers

Maestro Juniors

Largely due to budget cuts, many public schools have reduced or eliminated music education classes and programs. Maestro Juniors provides a classical music educational experience through outreach, with its initial focus on Title 1 schools.

Population(s) Served

Children and youth

Economically disadvantaged people

Where we work

Affiliations & memberships

League of American Orchestras

External reviews

Photos

Videos

Our results

Context Notes

Gephardt et al. Self-assessed Baa2/Stable. Includes capitalized rent (8x). System limitations truncates decimalized data. Additional color available upon request.

Number of musicians placed with major Philharmonic Orchestras, Symphony Orchestras, Chamber Orchestras, Opera Orchestras (PSCOs) or Academia (Cumulative)

Totals By Year

Population(s) Served

Artists and performers

Related Program

Masterworks Series at Carnegie Hall

Type of Metric

Context - describing the issue we work on

Direction of Success

Increasing

Context Notes

One of CONY's main goals is to promote the careers of young musicians for the opportunity of full-time placement at major PSCOs or Academia.

Respighi Prize Candidates (#)

Totals By Year

Population(s) Served

Artists and performers

Related Program

The Respighi Prize Music Competition

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Encourages and offers a performance opportunity for young talented composers, conductors, and soloists from all countries. Includes participants for Conducting Workshop. 2020/2021 NA due to Covid.

CD recordings (Cumulative)

Totals By Year

Population(s) Served

Adults, Artists and performers

Related Program

Type of Metric

Context - describing the issue we work on

Direction of Success

Increasing

Context Notes

CONY seeks greater visibility as an organization as well as for its musicians. Recordings via the top-rated Naxos label provide such a vehicle.

Graduate Studies (%)

Totals By Year

Population(s) Served

Artists and performers, Adults

Related Program

Masterworks Series at Carnegie Hall

Type of Metric

Other - describing something else

Direction of Success

Increasing

Context Notes

A qualitative proxy for musical patrons' experience, and the level of professionals CONY promotes. It reflects the pct. of roster musicians with masters, doctorates or their pursuit in music studies.

Number of Facebook followers

Totals By Year

Population(s) Served

Related Program

Type of Metric

Other - describing something else

Direction of Success

Increasing

Context Notes

Quick Ratio (x)

Totals By Year

Population(s) Served

Related Program

Type of Metric

Other - describing something else

Direction of Success

Increasing

Context Notes

Cash plus A/R divided by Current Liabilities (CL). No CL 2013, 2017 (NA). System limitations prevent negative inputs and truncates decimalized data. Additional color available upon request.

Revenue Diversity (Max Single Contribution %)

Totals By Year

Population(s) Served

Related Program

Type of Metric

Other - describing something else

Direction of Success

Decreasing

Context Notes

Gephardt, D.M., Fitzgerald, S., & Smith, K.M. (2014) Ratings Methodology: Not-for-Profit Organizations (other than Healthcare and Education). Moody's Investors Service. Self-assessed: Aaa/Stable.

YouTube Videos

# of Soloists

Totals By Year

Direction of Success

Increasing

Context Notes

Program premiered in FYE 2019 offering of music education to elementary school students in Title I Schools. N/A for 2021 due to Covid

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.

What is the organization aiming to accomplish?

a. CONY provides the musicians with a platform to continue to refine their skills, gain more orchestral experience, and obtain greater visibility for the opportunity to audition for PSCOs.
b. CONY seeks to expand the overall audience for classical music, with a particular outreach to younger generations, which complements its mission and the orchestra's makeup showcasing young professional musicians
c. CONY seeks to support talented artists with its career-building programs, including The Respighi Prize music competition for composers, soloists, and conductors, as well as the New York Conducting Workshop.
d. CONY seeks to provide a classical music educational experience through outreach (i.e., Maestro Juniors), with its initial focus on Title 1 schools

What are the organization's key strategies for making this happen?

a. Focus on young, professional musicians, including guest soloists who have stage presence and bring an energetic enthusiasm to reinvigorate our patrons' experiences.
b. Perform a good balance of modern and classical music to appeal to both new and seasoned listeners
c. Perform at world class venues (e.g., Carnegie Hall) that provide musicians and CONY with greater visibility
d. Offer discounted ticket packages for students, seniors, and groups

What are the organization's capabilities for doing this?

a. CONY has strong relationships with the major music conservatories in the Northeast, including Juilliard, Manhattan School of Music, Mannes, Curtis, Yale, Peabody, and Eastman, amongst others, including a global reach.
b. Artistic Director is a recognized, published composer, with a broad base of knowledge and expertise, and a growing network of key contacts in the music world and other decision makers for potential musical engagements (e.g., Orchestra for Hire) (https://chamberorchestraofnewyork.org/orchestra/music-director/)
c. Organizational culture driven by charismatic personality of Artistic Director and general disposition of entire management cultivates an attractive environment for musician acquisition and retention. As an example, a violinist from an April 2018 performance wrote “Wanted to say a quick thank you for including me in yesterday's event! It was truly an NYC highlight for me. You and Santa took care of us musicians so well amidst the unusual circumstances. The location, event, and camaraderie of the musicians made it such a thrill, thank you for everything, Salvatore!"

What have they accomplished so far and what's next?

a. CONY continues to gain visibility with productions outside of our Carnegie Hall series. Engagements for high profile organizations have included the Government of Flanders at the United Nations, New York Fashion Week performances for Moncler and Tory Burch, pop up fashion productions such as Dolce & Gabbana Alta Moda Spring 2018 show at Lincoln Center Plaza, Orlebar Brown's launch of its 007 collection, St. Petersburg Ballet Theatre's U.S. debut with its production of Swan Lake, Kith's introduction of a Star Wars-themed fashion line, as well as other hired performances and private events. CONY has received return invitations to perform at The Morgan Library and Museum and Adelphi University's Performing Arts Center's concert series (https://chamberorchestraofnewyork.org/orchestra-for-hire/).
b. CONY has six recordings on the Naxos label and expect to be recording an additional CD during 2022.
c. Continue to add to our YouTube channel performance videos, which have been the source of discovery for most organizations that have engaged CONY.
d. Adding more breadth to audience demographics
e. Association to CONY helped promote 20 former orchestra members to full-time placements at major PSCOs or academia
f. Enhanced relationships with aforementioned conservatories
g. Penetrated new marketing segments (e.g. New York Fashion Week/fashion designers)
h. Greater emphasis on gaining visibility, additional emphasis on marketing the organization as a whole as well as individual musicians.
i. Provided a playbook (i.e. Project Allegro) for integrating strategic initiatives focused on Brand, Talent, and Economics.
j. Formulating Project Galileo, an active process of targeting foundations, corporate sponsors, High Net Worth (HNW) individuals and philanthropists to mitigate revenue volatility, and will provide greater flexibility to focus on long-term strategy
k. Board expansion broadens networks, and provides division of labor which allows for greater specialization and productivity, and economies of scale and scope. Beginning to organize subcommittees of the Board.
(https://chamberorchestraofnewyork.org/orchestra/administration-board/)
l. Hired a marketing and communications manager
m. Hired a development manager to source institutional funding
n. Created a new website that is more streamlined and professional

Financials

CHAMBER ORCHESTRA OF NEW YORK

CHAMBER ORCHESTRA OF NEW YORK

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: Download Data

Revenue
Contributions	$27,706
Program Services	$26,512
Investments	$0
Special Events	$0
Sales	$0
Other	$0
Total Revenue	$54,218

Expenses
Grants	$0
Salaries & Employee Benefits	$0
Professional Fees	$28,677
Occupancy	$15,748
Printing, Publications, Postage, etc.	$1,121
Other Expenses	$7,903
Total Expenses	$53,449
Net Gain/Loss	$769

Revenue
Contributions	$40,565
Program Services	$21,391
Investments	$0
Special Events	$0
Sales	$0
Other	$0
Total Revenue	$61,956

Expenses
Grants	$0
Salaries & Employee Benefits	$0
Professional Fees	$43,524
Occupancy	$13,421
Printing, Publications, Postage, etc.	$3,460
Other Expenses	$7,818
Total Expenses	$68,223
Net Gain/Loss	($6,267)

Revenue
Contributions	$24,227
Program Services	$36,654
Investments	$0
Special Events	$0
Sales	$0
Other	$0
Total Revenue	$60,881

Expenses
Grants	$0
Salaries & Employee Benefits	$0
Professional Fees	$36,456
Occupancy	$13,020
Printing, Publications, Postage, etc.	$1,842
Other Expenses	$6,014
Total Expenses	$57,332
Net Gain/Loss	$3,549

Revenue
Contributions	$22,093
Program Services	$81,310
Investments	$0
Special Events	$0
Sales	$0
Other	$0
Total Revenue	$103,403

Expenses
Grants	$0
Salaries & Employee Benefits	$0
Professional Fees	$55,155
Occupancy	$14,313
Printing, Publications, Postage, etc.	$2,799
Other Expenses	$15,115
Total Expenses	$87,382
Net Gain/Loss	$16,021

Revenue
Contributions	$31,079
Government Grants	$8,600
Program Services	$198,411
Investments	$0
Special Events	$0
Sales	$0
Other	$0
Total Revenue	$238,090

Expenses
Program Services	$259,311
Administration	$7,617
Fundraising	$0
Total Expenses	$266,928
Net Gain/Loss	($28,838)

Functional expenses
Accounting Fees	$0
Advertising & Promotion	$873
Information Technology Expenses	$1,423
Insurance Expenses	$4,655
Interest Expenses	$0
Investment Management Fees	$0
Legal Fees	$0
Pension Plan Contributions	$0
Professional Fundraising Expenses	$0

Revenue
Contributions	$61,505
Government Grants	$10,350
Program Services	$83,289
Investments	$0
Special Events	$0
Sales	$0
Other	$0
Total Revenue	$155,144

Expenses
Program Services	$178,274
Administration	$11,876
Fundraising	$0
Total Expenses	$190,150
Net Gain/Loss	($35,006)

Functional expenses
Accounting Fees	$0
Advertising & Promotion	$4,438
Information Technology Expenses	$125
Insurance Expenses	$3,673
Interest Expenses	$0
Investment Management Fees	$0
Legal Fees	$0
Pension Plan Contributions	$0
Professional Fundraising Expenses	$0

Revenue
Contributions	$61,439
Government Grants	$11,250
Program Services	$99,649
Investments	$0
Special Events	$0
Sales	$0
Other	$0
Total Revenue	$172,338

Expenses
Program Services	$139,592
Administration	$25,223
Fundraising	$0
Total Expenses	$164,815
Net Gain/Loss	$7,523

Functional expenses
Accounting Fees	$0
Advertising & Promotion	$1,899
Information Technology Expenses	$2,060
Insurance Expenses	$1,095
Interest Expenses	$0
Investment Management Fees	$0
Legal Fees	$0
Pension Plan Contributions	$0
Professional Fundraising Expenses	$0

Revenue
Contributions	$27,165
Government Grants	$17,850
Program Services	$1,272
Investments	$0
Special Events	$0
Sales	$0
Other	$0
Total Revenue	$46,287

Expenses
Program Services	$26,862
Administration	$21,830
Fundraising	$0
Total Expenses	$48,692
Net Gain/Loss	($2,405)

Functional expenses
Accounting Fees	$0
Advertising & Promotion	$4,807
Information Technology Expenses	$0
Insurance Expenses	$1,236
Interest Expenses	$0
Investment Management Fees	$0
Legal Fees	$0
Pension Plan Contributions	$0
Professional Fundraising Expenses	$0

Revenue
Contributions	$71,134
Government Grants	$15,300
Program Services	$130,063
Investments	$0
Special Events	$0
Sales	$0
Other	$0
Total Revenue	$216,497

Expenses
Program Services	$257,491
Administration	$9,603
Fundraising	$0
Total Expenses	$267,094
Net Gain/Loss	($50,597)

Functional expenses
Accounting Fees	$0
Advertising & Promotion	$4,710
Information Technology Expenses	$0
Insurance Expenses	$1,193
Interest Expenses	$0
Investment Management Fees	$0
Legal Fees	$0
Pension Plan Contributions	$0
Professional Fundraising Expenses	$0

CHAMBER ORCHESTRA OF NEW YORK

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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 ending: Download Data

Assets	Jul 01, 2013	Jun 30, 2014	Change
Contributions	$27,706
Cash & Equivalents	$2,662	$5,062	$2,400
Fixed Assets (LBE - Depreciation)	$0	$0	$0
Other	$2,054	$2,054	$0
Total Assets	$4,716	$7,116	$2,400

Liabilities	Jul 01, 2013	Jun 30, 2014	Change
Total Liabilities	$8,576	$10,207	$1,631

Fund balance	Jul 01, 2013	Jun 30, 2014	Change
Net Assets	($3,860)	($3,091)	$769

Assets	Jul 01, 2014	Jun 30, 2015	Change
Contributions	$40,565
Cash & Equivalents	$5,062	$495	($4,567)
Fixed Assets (LBE - Depreciation)	$0	$0	$0
Other	$2,054	$2,054	$0
Total Assets	$7,116	$2,549	($4,567)

Liabilities	Jul 01, 2014	Jun 30, 2015	Change
Total Liabilities	$10,207	$11,907	$1,700

Fund balance	Jul 01, 2014	Jun 30, 2015	Change
Net Assets	($3,091)	($9,358)	($6,267)

Assets	Jul 01, 2015	Jun 30, 2016	Change
Contributions	$24,227
Cash & Equivalents	$495	$5,042	$4,547
Fixed Assets (LBE - Depreciation)	$0	$0	$0
Other	$2,054	$1,981	($73)
Total Assets	$2,549	$7,023	$4,474

Liabilities	Jul 01, 2015	Jun 30, 2016	Change
Total Liabilities	$11,907	$12,832	$925

Fund balance	Jul 01, 2015	Jun 30, 2016	Change
Net Assets	($9,358)	($5,809)	$3,549

Assets	Jul 01, 2016	Jun 30, 2017	Change
Contributions	$22,093
Cash & Equivalents	$5,042	$10,355	$5,313
Fixed Assets (LBE - Depreciation)	$0	$0	$0
Other	$1,981	$11,475	$9,494
Total Assets	$7,023	$21,830	$14,807

Liabilities	Jul 01, 2016	Jun 30, 2017	Change
Total Liabilities	$12,832	$11,618	($1,214)

Fund balance	Jul 01, 2016	Jun 30, 2017	Change
Net Assets	($5,809)	$10,212	$16,021

Assets	Jul 01, 2017	Jun 30, 2018	Change
Contributions	$31,079
Cash & Equivalents	$10,355	$15,119	$4,764
Accounts Receivable	$0	$8,969	$8,969
Pledges & Grants Receivable	$0	$0	$0
Receivable, Other	$0	$0	$0
Inventories for Sale or Use	$0	$0	$0
Investment, Securities	$0	$0	$0
Investment, Other	$0	$0	$0
Fixed Assets (LBE - Depreciation)	$0	$0	$0
Other	$11,475	$9,401	($2,074)
Total Assets	$21,830	$33,489	$11,659

Liabilities	Jul 01, 2017	Jun 30, 2018	Change
Accounts Payable	$11,618	$12,615	$997
Grants Payable	$0	$0	$0
Deferred Revenue	$0	$0	$0
Loans and Notes	$0	$0	$0
Tax-Exempt Bond Liabilities	$0	$0	$0
Other	$0	$0	$0
Total Liabilities	$11,618	$12,615	$997

Fund balance	Jul 01, 2017	Jun 30, 2018	Change
Temporarily Restricted Net Assets	$0	$0	$0
Permanently Restricted Net Assets	$0	$0	$0
Total Restricted Net Assets	$0	$0	$0
Unrestricted Net Assets	$0	$0	$0
Net Assets	$10,212	$20,874	$10,662

Assets	Jul 01, 2018	Jun 30, 2019	Change
Contributions	$61,505
Cash & Equivalents	$15,119	$45,517	$30,398
Accounts Receivable	$8,969	$21,473	$12,504
Pledges & Grants Receivable	$0	$0	$0
Receivable, Other	$0	$0	$0
Inventories for Sale or Use	$0	$0	$0
Investment, Securities	$0	$0	$0
Investment, Other	$0	$0	$0
Fixed Assets (LBE - Depreciation)	$0	$0	$0
Other	$9,401	$9,326	($75)
Total Assets	$33,489	$76,316	$42,827

Liabilities	Jul 01, 2018	Jun 30, 2019	Change
Accounts Payable	$5,745	$53,687	$47,942
Grants Payable	$0	$0	$0
Deferred Revenue	$0	$0	$0
Loans and Notes	$6,870	$7,261	$391
Tax-Exempt Bond Liabilities	$0	$0	$0
Other	$0	$0	$0
Total Liabilities	$12,615	$60,948	$48,333

Fund balance	Jul 01, 2018	Jun 30, 2019	Change
Temporarily Restricted Net Assets	$0	$0	$0
Permanently Restricted Net Assets	$0	$0	$0
Total Restricted Net Assets	$0	$0	$0
Unrestricted Net Assets	$0	$0	$0
Net Assets	$20,874	$15,368	($5,506)

Assets	Jul 01, 2019	Jun 30, 2020	Change
Contributions	$61,439
Cash & Equivalents	$45,517	$43,272	($2,245)
Accounts Receivable	$21,473	$2,250	($19,223)
Pledges & Grants Receivable	$0	$0	$0
Receivable, Other	$0	$0	$0
Inventories for Sale or Use	$0	$0	$0
Investment, Securities	$0	$0	$0
Investment, Other	$0	$0	$0
Fixed Assets (LBE - Depreciation)	$0	$0	$0
Other	$9,326	$9,900	$574
Total Assets	$76,316	$55,422	($20,894)

Liabilities	Jul 01, 2019	Jun 30, 2020	Change
Accounts Payable	$53,687	$1,219	($52,468)
Grants Payable	$0	$0	$0
Deferred Revenue	$0	$1,385	$1,385
Loans and Notes	$7,261	($159)	($7,420)
Tax-Exempt Bond Liabilities	$0	$0	$0
Other	$0	$0	$0
Total Liabilities	$60,948	$2,445	($58,503)

Fund balance	Jul 01, 2019	Jun 30, 2020	Change
Temporarily Restricted Net Assets	N/A	N/A	N/A
Permanently Restricted Net Assets	N/A	N/A	N/A
Total Restricted Net Assets	$0	$0	$0
Unrestricted Net Assets	$0	$0	$0
Net Assets	$15,368	$52,977	$37,609

Assets	Jul 01, 2020	Jun 30, 2021	Change
Contributions	$27,165
Cash & Equivalents	$43,272	$38,277	($4,995)
Accounts Receivable	$2,250	$6,570	$4,320
Pledges & Grants Receivable	$0	$0	$0
Receivable, Other	$0	$0	$0
Inventories for Sale or Use	$0	$0	$0
Investment, Securities	$0	$0	$0
Investment, Other	$0	$0	$0
Fixed Assets (LBE - Depreciation)	$0	$0	$0
Other	$9,900	$10,200	$300
Total Assets	$55,422	$55,047	($375)

Liabilities	Jul 01, 2020	Jun 30, 2021	Change
Accounts Payable	$1,219	$0	($1,219)
Grants Payable	$0	$0	$0
Deferred Revenue	$1,385	$3,475	$2,090
Loans and Notes	($159)	$0	$159
Tax-Exempt Bond Liabilities	$0	$0	$0
Other	$0	$0	$0
Total Liabilities	$2,445	$3,475	$1,030

Fund balance	Jul 01, 2020	Jun 30, 2021	Change
Temporarily Restricted Net Assets	N/A	N/A	N/A
Permanently Restricted Net Assets	N/A	N/A	N/A
Total Restricted Net Assets	$0	$0	$0
Unrestricted Net Assets	$0	$0	$0
Net Assets	$52,977	$51,572	($1,405)

Assets	Jul 01, 2021	Jun 30, 2022	Change
Contributions	$71,134
Cash & Equivalents	$38,277	$19,165	($19,112)
Accounts Receivable	$6,570	$21,430	$14,860
Pledges & Grants Receivable	$0	$0	$0
Receivable, Other	$0	$0	$0
Inventories for Sale or Use	$0	$0	$0
Investment, Securities	$0	$0	$0
Investment, Other	$0	$0	$0
Fixed Assets (LBE - Depreciation)	$0	$0	$0
Other	$10,200	$18,330	$8,130
Total Assets	$55,047	$58,925	$3,878

Liabilities	Jul 01, 2021	Jun 30, 2022	Change
Accounts Payable	$0	$7,964	$7,964
Grants Payable	$0	$0	$0
Deferred Revenue	$3,475	$0	($3,475)
Loans and Notes	$0	$0	$0
Tax-Exempt Bond Liabilities	$0	$0	$0
Other	$0	$0	$0
Total Liabilities	$3,475	$7,964	$4,489

Fund balance	Jul 01, 2021	Jun 30, 2022	Change
Temporarily Restricted Net Assets	N/A	N/A	N/A
Permanently Restricted Net Assets	N/A	N/A	N/A
Total Restricted Net Assets	$0	$0	$0
Unrestricted Net Assets	$0	$0	$0
Net Assets	$51,572	$50,961	($611)

CHAMBER ORCHESTRA OF NEW YORK

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of CHAMBER ORCHESTRA OF NEW YORK’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.

Created in partnership with

Fiscal year: Jul 01 - Jun 30 View full report Download data

Business model indicators

Profitability	2018	2019	2020	2021	2022
Unrestricted surplus (deficit) before depreciation	$10,662	-$5,506	$37,609	-$1,405	-$611
As % of expenses	4.0%	-2.9%	22.8%	-2.9%	-0.2%
Unrestricted surplus (deficit) after depreciation	$10,662	-$5,506	$37,609	-$1,405	-$611
As % of expenses	4.0%	-2.9%	22.8%	-2.9%	-0.2%

Revenue composition
Total revenue (unrestricted & restricted)	$238,090	$155,144	$172,338	$46,287	$216,497
Total revenue, % change over prior year	0.0%	-34.8%	11.1%	-73.1%	367.7%
Program services revenue	83.3%	53.7%	57.8%	2.7%	60.1%
Membership dues	0.0%	0.0%	0.0%	0.0%	0.0%
Investment income	0.0%	0.0%	0.0%	0.0%	0.0%
Government grants	3.6%	6.7%	6.5%	38.6%	7.1%
All other grants and contributions	13.1%	39.6%	35.7%	58.7%	32.9%
Other revenue	0.0%	0.0%	0.0%	0.0%	0.0%

Expense composition
Total expenses before depreciation	$266,928	$190,150	$164,815	$48,692	$267,094
Total expenses, % change over prior year	0.0%	-28.8%	-13.3%	-70.5%	448.5%
Personnel	15.5%	24.8%	46.8%	45.3%	34.2%
Professional fees	58.0%	50.8%	34.0%	30.8%	45.4%
Occupancy	15.4%	11.2%	10.0%	5.9%	13.1%
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	11.2%	13.2%	9.1%	17.9%	7.3%

Full cost components (estimated)	2018	2019	2020	2021	2022
Total expenses (after depreciation)	$266,928	$190,150	$164,815	$48,692	$267,094
One month of savings	$22,244	$15,846	$13,735	$4,058	$22,258
Debt principal payment	$0	$0	$7,420	$0	$0
Fixed asset additions	$0	$0	$0	$0	$0
Total full costs (estimated)	$289,172	$205,996	$185,970	$52,750	$289,352

Capital structure indicators

Liquidity	2018	2019	2020	2021	2022
Months of cash	0.7	2.9	3.2	9.4	0.9
Months of cash and investments	0.7	2.9	3.2	9.4	0.9
Months of estimated liquid unrestricted net assets	0.9	1.0	3.9	12.7	2.3

Balance sheet composition	2018	2019	2020	2021	2022
Cash	$15,119	$45,517	$43,272	$38,277	$19,165
Investments	$0	$0	$0	$0	$0
Receivables	$8,969	$21,473	$2,250	$6,570	$21,430
Gross land, buildings, equipment (LBE)	$0	$0	$0	$0	$0
Accumulated depreciation (as a % of LBE)	0.0%	0.0%	0.0%	0.0%	0.0%
Liabilities (as a % of assets)	37.7%	79.9%	4.4%	6.3%	13.5%
Unrestricted net assets	$0	$0	$0	$0	$0
Temporarily restricted net assets	$0	$0	N/A	N/A	N/A
Permanently restricted net assets	$0	$0	N/A	N/A	N/A
Total restricted net assets	$0	$0	$0	$0	$0
Total net assets	$20,874	$15,368	$52,977	$51,572	$50,961

Key data checks

Key data checks	2018	2019	2020	2021	2022
Material data errors	No	No	No	No	No

Operations

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

Documents

Letter of Determination

Form 1023/1024 is not available for this organization

Music Director

Salvatore Di Vittorio

LinkedIn profile

Born in Palermo, Italy, composer and conductor Salvatore Di Vittorio is heir to the Italian neo-classical orchestral tradition. He has been hailed “a lyrical musical spirit, following in the footsteps of Ottorino Respighi” – Luigi Verdi, Philharmonic Academy of Bologna. He was first noticed when Italian chamber orchestras programmed his works alongside Respighi, and later gained considerable attention with his completion of the first Violin Concerto (in A) and other works by commission of the Bolognese composer’s great nieces and archive curator. Di Vittorio studied composition with Giampaolo Bracali (later, conducting) and Ludmila Ulehla at Manhattan School of Music, and philosophy at Columbia University. He is a protégé of such esteemed conductors as Piero Bellugi (of Florence). His compositions are published by Panastudio/Casa Ricordi (Universal Music), recorded on Naxos Records, and listed in David Daniels’ Orchestral Music.

Number of employees

Source: IRS Form 990

CHAMBER ORCHESTRA OF NEW YORK

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation

Other

Show data for fiscal year

Compensation data

Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

CHAMBER ORCHESTRA OF NEW YORK

Board of directors
as of 07/29/2023

SOURCE: Self-reported by organization

Board of directors data

Download the most recent year of board of directors data for this organization

Board chair

Steven Avary

Santa Maria Pecoraro

Chamber Orchestra of New York

Steve Avary, CAIA, CMA, CMSA, CPA, CRC, CTP, FMVA, FP&A

Private Investor

Gloria Shia, CPA, CFA

UBS

Paul Wexler, Esq.

Kornstein Veisz Wexler & Pollard

Salvatore Di Vittorio

Chamber Orchestra of New York

Frank Politano, Esq.

K&L Gates

Mike Kerlan

Credit Capital Investments

Domenico DeCarlo

FeeX

Daniel Angel, Esq.

Gibson, Dunn & Crutcher

Jane King

LilaMax Media

Daniel Kerlan, DDS

Kerlan Pediatric Dental

Nick Whiteley, LLM

InspereX

Monica Malpass

LilaMax Productions

Jason Wetzel

Bank of America

Joya Dass

Women's Leadership Lab

Ana Forshaw

Goldman Sachs

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

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 ? No
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? No

CHAMBER ORCHESTRA OF NEW YORK

New York City's premier young professionals orchestra

Mission

Is this your nonprofit?

Programs and results

Reports and documents

What we aim to solve

Our programs

Masterworks Series at Carnegie Hall

The Respighi Prize Music Competition

New York Conducting Workshop

Maestro Juniors

Where we work

Affiliations & memberships

Our results

Evaluation documents

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CD recordings (Cumulative)