The Central Ohio Symphony Inc

Engaging the Community Through Music

aka Central Ohio Symphony   |   Delaware, OH   |
GuideStar Charity Check

The Central Ohio Symphony Inc

EIN: 31-1009672


Engaging the Community Through Music

Notes from the nonprofit

The Central Ohio Symphony is actively revising the strategic plan with the new effort started in 2020. The outcome is expected to be a new three-year plan in 2021.

Ruling year info


Executive Director

Mr. Warren Wilson Hyer

Main address

PO Box 619

Delaware, OH 43015 USA

Show more contact info



Subject area info

Orchestral music

Population served info

Children and youth



Widows and widowers

Non-adult children

NTEE code info

Symphony Orchestras (A69)

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


Programs and results

What we aim to solve

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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?

Subscription Season

Five Concert Subscription Season with performances in October, November, December, March and May. Additional performances in late May, July 4, small ensembles in the summer, and in Marion, Ohio

Population(s) Served
Children and youth

Where we work

Affiliations & memberships

League of American Orchestras 2008

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

Our Vision
• The Symphony is a dynamic organization that actively uses its resources to enrich the cultural life of Central Ohio. • The Symphony engages a diverse audience through activities that serve the public interest greater than that of its subscribers and contributors.
• The Symphony designs innovative projects that creatively involve the community both inside and outside of the concert hall.
• The Symphony presents programming of artistic excellence that inspires audiences and provides an opportunity for Central Ohio musicians to perform to their highest capabilities.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve

  • Which of the following feedback practices does your organization routinely carry out?

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


The Central Ohio Symphony Inc
Fiscal year: Aug 01 - Jul 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 1.51 over 7 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 9.3 over 7 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 9% over 7 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

The Central Ohio Symphony Inc

Revenue & expenses

Fiscal Year: Aug 01 - Jul 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

The Central Ohio Symphony Inc

Balance sheet

Fiscal Year: Aug 01 - Jul 31

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: cloud_download Download Data

The Central Ohio Symphony Inc

Financial trends analysis Glossary & formula definitions

Fiscal Year: Aug 01 - Jul 31

SOURCE: IRS Form 990 info

This snapshot of The Central Ohio Symphony Inc’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

Business model indicators

Profitability info 2017 2018 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $6,504 -$39,144 $32,154 $152,003 $54,700
As % of expenses 3.4% -20.2% 19.4% 120.0% 22.5%
Unrestricted surplus (deficit) after depreciation $6,504 -$39,144 $30,913 $150,017 $53,508
As % of expenses 3.4% -20.2% 18.5% 116.6% 21.9%
Revenue composition info
Total revenue (unrestricted & restricted) $199,999 $214,361 $201,680 $217,474 $266,379
Total revenue, % change over prior year -8.3% 7.2% 0.0% 7.8% 22.5%
Program services revenue 9.5% 4.9% 3.0% 0.5% 9.5%
Membership dues 18.2% 26.1% 29.5% 0.1% 17.3%
Investment income 0.0% 1.8% 0.0% 0.0% 0.0%
Government grants 0.0% 0.0% 8.5% 30.8% 21.2%
All other grants and contributions 61.1% 62.2% 54.5% 67.7% 50.3%
Other revenue 11.1% 5.0% 4.4% 0.8% 1.6%
Expense composition info
Total expenses before depreciation $193,495 $194,164 $165,435 $126,710 $243,541
Total expenses, % change over prior year -4.1% 0.3% 0.0% -23.4% 92.2%
Personnel 70.9% 64.3% 65.1% 71.8% 65.3%
Professional fees 1.5% 3.2% 4.3% 6.0% 3.5%
Occupancy 1.5% 1.1% 1.2% 2.7% 1.8%
Interest 0.0% 0.5% 0.6% -0.1% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 26.0% 30.9% 28.7% 19.6% 29.4%
Full cost components (estimated) info 2017 2018 2020 2021 2022
Total expenses (after depreciation) $193,495 $194,164 $166,676 $128,696 $244,733
One month of savings $16,125 $16,180 $13,786 $10,559 $20,295
Debt principal payment $0 $0 $0 $36,300 $0
Fixed asset additions $0 $0 $6,206 $6,700 $0
Total full costs (estimated) $209,620 $210,344 $186,668 $182,255 $265,028

Capital structure indicators

Liquidity info 2017 2018 2020 2021 2022
Months of cash 4.3 2.9 13.8 27.8 14.1
Months of cash and investments 4.3 2.9 13.8 27.8 14.1
Months of estimated liquid unrestricted net assets 9.7 7.3 10.7 27.7 17.1
Balance sheet composition info 2017 2018 2020 2021 2022
Cash $69,104 $47,510 $190,588 $293,643 $286,938
Investments $0 $0 $0 $0 $0
Receivables $6,233 $22,265 $20,560 $14,307 $50,677
Gross land, buildings, equipment (LBE) $0 $0 $6,206 $12,906 $12,906
Accumulated depreciation (as a % of LBE) 0.0% 0.0% 20.0% 25.0% 34.2%
Liabilities (as a % of assets) 15.0% 31.9% 51.5% 32.4% 26.1%
Unrestricted net assets $0 $118,069 $152,618 $302,635 $356,143
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 $157,213 $118,069 $152,618 $302,635 $356,143

Key data checks

Key data checks info 2017 2018 2020 2021 2022
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

Executive Director

Mr. Warren Wilson Hyer

Warren Hyer is Executive Director of the Central Ohio Symphony in Delaware. He is a graduate of Ohio State in percussion and has performed throughout Ohio and as percussion instructor at Ohio Wesleyan. Warren is a board member of KV 265, developing science, art and education films, the Mental Health Court Advisory Committee, and founder of the Delaware County Convention and Visitors Bureau. Warren developed the innovative “Reconnecting” program for therapeutic drumming in mental health courts. He has presented to the Ohio Supreme Court, the League of American Orchestras, and the Percussive Arts Society. Warren builds percussion instruments through his business, Hyer Percussion.

Number of employees

Source: IRS Form 990

The Central Ohio Symphony Inc

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

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.

The Central Ohio Symphony Inc

Board of directors
as of 02/01/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mr. Don Gliebe

River Valley Schools

Term: 2018 - 2021

Pamela Beery

Retired School Teacher and Drama Coach

John Eufinger

Retired Magistrate Delaware County Juvenile Court, Current Prosecutor, Union County

William Fowles

Band Director, Madison Local Schools

Jennifer Jolley

Professor of Music Composition

Jeff Uhrich

Public Defender

Don Gliebe

School principal and Curriculum Director

David Hejmanowski


Gina Cacamiggio

Marketing Specialist

Rich Edwards


Richard Thayer


Carolyn Asher

Insurance Agent

Tom Bixler

Retired Band Director

Gretta Kumpf

Retired Superintendent of Schools

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

Organizational demographics

SOURCE: Self-reported; last updated 1/31/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 02/11/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.