Central Ohio Youth Ballet

Nonprofit profile at a glance

EIN
311598802
IRS 990-EZ coverage
2011–2024
Forms available
Form 990 2021, Form 990-EZ 2024
Location
Newark, OH, USA
Rating
96
Verdict
STRONG
Rating confidence
Moderate
Sector
Arts, Culture, and Humanities

Reported finances

Revenue
$185,646
Expenses
$220,527
Assets
$425,286
Liabilities
$497,946

Source: IRS Form 990-EZ. Selected filing: tax year 2024. Amounts in USD.

Leadership & pay

5 people listed

Executive titles in this filing

  • Robert Cole (President and artistic director)
  • Jim Wiggins (Vice president & treasurer)

People named in this filing

  • Robert Cole (President and artistic director)
  • Jim Wiggins (Vice president & treasurer)
  • Lisa Cole (Secretary and administrator)

Selected names, not a complete roster or a statement of current roles. Open leadership details for the complete filed list.

Source: IRS Form 990-EZ. Selected filing: tax year 2024. Names and roles reflect this filing, not necessarily current officeholders.

Overview

Mission

The Central Ohio Youth Ballet was created to provide quality dance performances and instruction in ballet and modern dance. We cast our performers from auditions that are open to all dancers in the area whether or not they study with us. By staging quality ballet and modern dance performances we have drawn a steady yearly audience of more than 3500 for over 25 years. Thus we bring ballet to our community. Additionally we support dancers who might not be able to participate in this art form with scholarship support and with ticket support though other nonprofit partnerships.

What it reported doing in 2024

In our 2024-2025 fiscal year we offered 3 productions a free 1-hour performance as part of the Mt Vernon Arts Festival in August The Nutcracker in 2 locations cast of 65 and a mixed program in May cast of 42. Our free performance as a key participant in the Mt Vernon Arts Festival was attended by nearly 200 people and in conjunction with this effort we offered a free master class for 28 school-aged children on the stage. Four of them chose to join us for additional experience. The combined audience was roughly 3500. Our school offers over 30 classes per week in ballet modern dance and conditioning for dancers at all levels. We support any dancer who wishes to learn this art with quality instruction supportive cross training and tuition support if the student has sufficient commitment but lacks the funds. This year we provided scholarships to about 12% of our dancers. We also offered two weeks of free classes to the community and 15 community members took advantage of this. Our home town of Newark is economically depressed and we make a concerted effort to keep the expenses of participating in our program as low as possible. Unlike many schools we provide costumes to our performers rather than requiring that the performer buy them. Parents and others provide about 2000 hours of voluntary labor per year. All 8 of our dancers who auditioned for summer intensives with outside companies were accepted.

Operating model

Revenue model
Earned-program. 73% of the money available for current operations came from fees and other program revenue.
Distribution model
Direct operator. The filing allocates 100% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.

The verdict

STRONG - A large share of available resources goes toward mission work and the filed numbers largely add up. Expenses are high relative to revenue and liabilities are high compared with assets.

Rating breakdown

  • Financial Efficiency: 100
  • Transparency & Controls: 100
  • Sustainability: 30
  • Growth: 100

Detailed rating inputs

Financial Efficiency

  • Mission deployment rate: 100%; rating input score 100
  • Program expense ratio: 100%; rating input score 100

Transparency & Controls

  • Consistency checks: 100%; rating input score 100; 52nd percentile among comparable filings
  • Major donor itemization: Yes; rating input score 100

Sustainability

  • Operating margin: -18.8%; rating input score 9; 9th percentile among comparable filings
  • Total-asset coverage ratio: 1.93; rating input score 79; 79th percentile among comparable filings
  • Liabilities to assets ratio: 1.17; rating input score 4; 4th percentile among comparable filings
  • Officer compensation ratio: 22%; rating input score 15; 15th percentile among comparable filings

Growth

  • Program expense growth: 15.1% per year; rating input score 100; 70th percentile among comparable filings
  • Revenue growth: 8.8% per year; rating input score 100; 63rd percentile among comparable filings
  • Asset growth: 16.8% per year; rating input score 100; 76th percentile among comparable filings

Details

  • Where the money goes: 100% of revenue deployed · 100% of spending went to programs
  • Governance: Filed governance answers
  • Accomplishments: 1 filed program accomplishment · $221K in reported program spending
  • Leadership: top reported pay $0 · 5 people listed
  • Consistency: 8 of 8 current checks pass
  • Schedules: 4 filed schedules
  • Filing history: 11 filing years from 2011 to 2024
  • Contacts: How to reach this organization
  • Money network: 3 filed money-flow records
  • Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
  • People: Everyone the filings name, and which of them the filings identify by more than a name.

Key Signals

Signals prioritize questions for review. They are not findings of misconduct.

  • High — Sustainability: Operating margin scored 9/100.
  • High — Sustainability: Liabilities to assets ratio scored 4/100.
  • High — Sustainability: Officer compensation ratio scored 15/100.