2025-12-11T13:56:22-05:00 2025-06-30 341873333 MCMANAMON & CO LLC 1651 CROSSINGS PKWY D WESTLAKE OH 441451959 990 2024-07-01 341645238 OHIO CONTEMPORARY BALLET OHIO 2163973757 3558 LEE ROAD CLEVELAND OH 44120 MARGARET A CARLSON EXECUTIVE DIRECTOR 2163973757 2025-12-10 false JEFFREY D FIRESTONE CPA CVA P01055566 4408928900 2025-12-11 2024 2025-03-06 01:10:19Z MARGARET A CARLSON 3558 LEE ROAD CLEVELAND OH 44120 779164 false X WWW.VERBBALLETS.ORG X 1987 OH OCB IGNITES AUDIENCE PASSION AND PARTICIPATION IN CONTEMPORARY DANCE THROUGH PERFORMANCE, OUTREACH PROGRAMS AND COMMUNITY ENGAGEMENT. 20 20 31 49 0 413816 493535 178334 221467 160 77 50061 64085 642371 779164 0 0 379592 363974 0 51880 298357 363490 677949 727464 -35578 51700 254356 308667 12962 15573 241394 293094 X OCB IGNITES AUDIENCE PASSION AND PARTICIPATION IN CONTEMPORARY DANCE THROUGH PERFORMANCE, OUTREACH PROGRAMS AND COMMUNITY ENGAGEMENT. false false 600837 EDUCATION/COMMUNITY OUTREACH GOALS 1.PRESENTING FREE AND LOW-COST PUBLIC PERFORMANCES FOR WHICH WE ARE KNOWN INCLUDING EVENTS AT ARTS IN AUGUST WITH TREMONT NEIGHBORHOOD DEVELOPMENT CORP, DANCE SHOWCASE, FRESH INVENTIONS, AND OUR ANNUAL CAIN PARK AMPHITHEATER PERFORMANCE 2.PROVIDING MORE DIVERSE CLASS OFFERINGS FOR STUDENTS. 3.CREATING AND DEVELOPING RELATIONSHIPS WITH LOCAL DANCE ARTISTS AND DANCE ORGANIZATIONS. OBJECTIVES 1.WE CAN REACH AN AUDIENCE OF AT LEAST 25,000 PEOPLE ACROSS ALL OF OUR PERFORMANCES AND OUTREACH PROGRAMS. 2.WE WILL PROVIDE 4 OPEN MASTERCLASSES DURING THE YEAR FOR THE PUBLIC. 3.A COMMUNITY PARTNER IS FOUND FOR "THE LITTLE NUTCRACKER" PROGRAMMING ARTISTIC GOALS 1.IN THE SUMMER, CHOREOGRAPHER NICHOLAS ROSE WILL BE COMMISSIONED FOR A NEW SUMMER WORK AND A CUBAN VERSION OF CARMEN MOUNTED FOR SUMMER PERFORMANCES. 2.PRESENT A NEW PROGRAM FOR FALL PROGRAMMING. OBJECTIVES 1.COMMISSION WORKS FROM AT LEAST FOUR CHOREOGRAPHERS, FOCUSING ON COMMISSIONING AT LEAST TWO ARTISTS OF COLOR. 2.CONTINUE SUCCESSFUL PROGRAMS WHILE CREATING NEW ARTISTIC PROGRAMMING THAT LEVERAGES OUR STUDIO SPACE AND INCREASING OPPORTUNITY FOR MORE EARNED INCOME. ORGANIZATIONAL GOALS 1.THE PRODUCING ARTISTIC DIRECTOR POSITION WILL BE SPLIT INTO AN ARTISTIC DIRECTOR AND EXECUTIVE DIRECTOR POSITION. 2.INCREASE THE ORGANIZATIONAL BUDGET TO 1,000,000 WITHIN THE NEXT 5 YEARS. TO DO THIS, WE WILL BE INCREASING THE NUMBER OF GRANTS FOR WHICH WE WILL BE APPLYING TO INCLUDE MORE NATIONAL AND REGIONAL GRANTS AND SEARCHING FOR PROJECT FOCUSED GRANTS THAT ALIGN WITH OUR PROGRAMMING. 3.INCREASE THE NUMBER OF STUDENTS IN OUR EDUCATION DEPARTMENT (OUR DANCE FOR EVERYONE AND NEWLY RE-DESIGNED YOUTH ACADEMY. 4.BRING AWARENESS OF THE ORGANIZATION AND THE WORK THAT WE DO THROUGH OUR MARKETING EFFORTS. OBJECTIVES 1.HAVE A LIST OF CANDIDATES FOR THE NEW EXECUTIVE DIRECTOR POSITION 2.APPLY TO AT LEAST 10 ADDITIONAL GRANTS DURING THE YEAR. 3.INCREASING ENROLLMENT IN OUR DANCE FOR EVERYONE AND YOUTH ACADEMY BY 15 PERCENT, THEREBY INCREASING OUR EARNED REVENUE 4.A NEW LEVEL OF BRAND AWARENESS. SEEING INCREASED TRAFFIC AND INTERACTIONS ON OUR WEBSITE AND SOCIAL MEDIA ACCOUNTS. RACIAL EQUITY GOALS 1.UTILIZING OUR RESOURCES TO CONNECT WITH AND SUPPORT DANCE ARTISTS OF COLOR. 2.CONTINUE TO PRIORITIZE BUILDING A DIVERSE ORGANIZATION. OBJECTIVES 1.COMMISSION AT LEAST ONE CHOREOGRAPHER OF COLOR 2.PRIORITIZE THE HIRING OF DIVERSE ARTISTIC AND ADMINISTRATIVE STAFF THROUGH ATTENDING INTERNATIONAL ASSOCIATION FOR BLACKS IN DANCE CONFERENCE AND THROUGH OUR INTERNATIONAL ARTIST EXCHANGE INITIATIVE STRATEGIC PLAN LONG TERM GOALS 2022-2025 JENNIFER EDWARDS OF BETTER_ (BETTER CONSULTING LLC WORKED WITH THE BOARD TO CONDUCT A STRATEGIC PLAN. IN THAT TIME THERE WERE CONVERSATIONS ABOUT A NAME CHANGE, REVISING THE MISSION STATEMENT AND CREATING A FOCUS VISION ON WHAT THE COMPANY STRIVES TO ACCOMPLISH IN THE FUTURE WHILE TOUCHING ON POINT ABOUT SUCCESSION PLANNING. FROM THE STRATEGIC PLAN BY JENNIFER EDWARDS AND REVISED BY THE EXECUTIVE COMMITTEE AND THE PRODUCING ARTISTIC DIRECTOR FOUR MAIN STRATEGIC LONG-TERM GOALS WERE MADE TO MOVE THE SUCCESS OF THE COMPANY FORWARD. INCREASE AWARENESS OF VERB THROUGH INSTITUTIONAL MARKETING OCONTINUE TO BUILD AND DISTRIBUTE MORE EDUCATIONAL RESOURCES, E.G., VIDEOS, NARRATIVE PIECES ABOUT WORKS PERFORMED BY/ MADE THROUGH THE COMPANY. -DEVELOP CONTENT STRATEGY FOR "VERBICULTURE" MAGAZINE THAT PRIMARILY FOCUSES ON THE COMPANY AND INDIVIDUAL WORKS OR DANCERS IN SUPPORT OF THE OVERARCHING BRAND. -MARKET THE DIVERSITY OF WORK AND TALENT/ SKILL BUILDING OPPORTUNITIES TO ATTRACT NEW DANCERS. -LEVERAGE THE COMPANY'S KNOWLEDGE OF HISTORICAL WORKS AND THE ROLE VERB PLAYS AS A REPOSITORY OF OUR NATION'S CHOREOGRAPHIC TREASURES. -PAIR COMMISSIONED WORKS WITH FUNDING OPPORTUNITIES. -ROLL OUT A NEW TAGLINE AND NAME REFINEMENT. DEVELOP THE BOARD AND DONOR BASE -DEVELOP THE BOARD BY STRATEGICALLY APPROACHING A SHORTLIST OF PEOPLE IN CLEVELAND, AKRON AND THROUGHOUT THE GREAT LAKES REGION TO JOIN THE BOARD. OCULTIVATE DONORS BY STRATEGICALLY APPROACHING A SHORTLIST OF INDIVIDUALS AND BUSINESSES IN THE REGION TO PARTICIPATE IN THE GROWTH AND DEVELOPMENT OF THE COMPANY THROUGH CONTINUED FINANCIAL SUPPORT AT THE 25,000 LEVEL OR HIGHER. GROW COMMUNITY PROGRAMS -PACKAGE EDUCATION CLASSES/ COMMUNITY OUTREACH PROGRAMS AND TAKE THEM TO MARKET BOTH DIGITALLY AND IN PERSON; INCREASE REVENUE FROM OUTREACH PROGRAMS BY 30%. -CONTINUE TO LEVERAGE COMMUNITY PERFORMANCES AND EDUCATIONAL PROGRAMS TO DRIVE AWARENESS, REVENUE, AND FUNDING OPPORTUNITIES. -CONSIDER DISTRIBUTION THROUGH STREAMING EDUCATIONAL PLATFORMS. -GROW IN-HOUSE EDUCATIONAL PROGRAMS (DFE AND DFY). -MORE BROADLY LICENSE CURRENTLY LICENSED PROGRAMS LIKE WIGGLE WORDS. PREPARE THE COMPANY FOR THE FUTURE ORIGHT SIZE THE BUDGET. GROW FROM 550,000 TO 750,000 IN THE NEXT TWO YEARS, WITH THE GOAL OF GROWING TO 1,000,000 IN THE NEXT FOUR TO FIVE YEARS. -PROMOTE TEAM DEVELOPMENT. INCREASE SALARIES AND HOURS WORKED FOR EMPLOYEES: -DIRECTOR OF MARKETING (INCREASE TO FULL TIME -DEDICATED EDUCATION PROGRAM OUTREACH MANAGER (INCREASE TO AT LEAST 30 HOURS PER WEEK -DEDICATED SCHOOL MANAGER (INCREASE TO 20 HOURS PER WEEK -DIRECTOR OF BUSINESS OPERATIONS (INCREASE TO FULL TIME -ATTRACT POTENTIAL NEW COMPANY LEADERSHIP WITH CURATORIAL OR RESIDENCY OPPORTUNITIES. -SEEK INDIVIDUAL AND/OR CORPORATE FUNDING FOR INITIATIVES TO SUPPORT CULTURAL EXCHANGE AND EQUITY EFFORTS, SUCH AS THE INTERNATIONAL CULTURAL EXCHANGE PROGRAM AND THE FUND FOR ARTISTS OF COLOR. -CREATE A CONVERTIBLE BLACK BOX PERFORMANCE SPACE. -CREATE A SUCCESSION PLAN THAT CAN BE ACTIVATED WHEN NEEDED FOR KEY LEADERSHIP POSITIONS. 600837 true true false false false false false false false false true false false false false true true false false false false false false false true false false false false false false false false false false false false false false false false false false false false false false true 16 0 true 31 true false false false false false false false false X 20 20 false false false false false false false true true false false true false false false false false false OH X MARGARET A CARLSON 2163973757 3558 LEE ROAD CLEVELAND OH 44120 MARGARET A CARLSON EXECUTIVE DI 40.00 X X 48000 0 0 DAVID M DUSEK PRESIDENT 4.00 X X 0 0 0 ANN LEVIN VICE PRESIDE 4.00 X X 0 0 0 FREDERICK LAUTZENHEISER SECRETARY 4.00 X X 0 0 0 MARY ANNE GARVEY TREASURER 4.00 X X 0 0 0 ROB SCHWAB PAST PRESIDE 4.00 X X 0 0 0 DAVID DUSEK PAST PRESIDE 4.00 X X 0 0 0 JAMES FARLEY PAST PRESIDE 4.00 X X 0 0 0 JERI CHAIKIN PAST PRESIDE 4.00 X X 0 0 0 ANN ENNIS PAST PRESIDE 4.00 X X 0 0 0 LAURA CLEVELAND BOARD MEMBER 2.00 X 0 0 0 LESLIE KAUFMAN BOARD MEMBER 2.00 X 0 0 0 LEAH MACRAILD BOARD MEMBER 2.00 X 0 0 0 JOANNE MORSCHER BOARD MEMBER 2.00 X 0 0 0 DEBORAH L NEALE BOARD MEMBER 2.00 X 0 0 0 PATRICIA PERSICO BOARD MEMBER 2.00 X 0 0 0 RICHARD RINEHART JR BOARD MEMBER 2.00 X 0 0 0 CHARLES SHEEHE BOARD MEMBER 2.00 X 0 0 0 ANNA SOSKIC BOARD MEMBER 2.00 X 0 0 0 JAMES GRAHAM BOARD MEMBER 2.00 X 0 0 0 DORA RAE VACTOR BOARD MEMBER 2.00 X 0 0 0 48000 false false false 78500 81175 333860 250 493535 DANCE FOR EVERYONE 711300 113445 113445 BOX OFFICE 711300 75612 75612 OTHER REVENUE 812900 16587 16587 OUTREACH 711300 15823 15823 221467 77 77 64085 78500 64085 779164 221467 77 X 48000 40214 5472 2314 280676 235145 32005 13526 35298 29572 4025 1701 97576 58481 14200 24895 68097 65492 522 2083 17695 10163 2947 4585 7847 2620 5227 52180 43716 5949 2515 7562 3781 3781 5426 4546 619 261 COSTUMES 49285 49285 STAGING 18427 18427 MISC PRODUCTION 15516 15516 PRODUCTION TRAVEL 9279 9279 14600 14600 727464 600837 74747 51880 41612 44584 107579 126425 63758 101258 29 4433 2944 1018 96802 69428 34936 27374 448 525 3050 3050 254356 308667 12962 15573 12962 15573 X 130636 132836 110758 160258 241394 293094 254356 308667 51700 X false true X true false X 435095 442743 425145 413816 493535 2210334 120359 198919 252335 243878 285552 1101043 8905 8905 564359 641662 677480 657694 779087 3320282 17000 66550 83550 17000 66550 83550 3236732 161 161 161 161 564520 641662 677480 657694 779087 3320443 0.97480 0.96460 0.00000 0.00000 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 69356 41982 27374 27446 27446 27374 X 779164 779164 779164 727464 727464 727464 SCHEDULE D, PAGE 3, PART X OCB COMPLIES WITH FASB ASC 740 - ACCOUNTING FOR UNCERTAINTY IN INCOME TAXES. FASB ASC 740 DETAILS HOW COMPANIES SHOULD RECOGNIZE, MEASURE, PRESENT AND DISCLOSE UNCERTAIN TAX POSITIONS THAT HAVE BEEN OR ARE EXPECTED TO BE TAKEN. AS SUCH, THE FINANCIAL STATEMENTS WOULD REFLECT EXPECTED FUTURE TAX CONSEQUENCES OF UNCERTAIN TAX POSITIONS PRESUMING THE TAXING AUTHORITIES' FULL KNOWLEDGE OF THE POSITION AND ALL RELEVANT FACTS, IF THEY EXISTED. THE MANAGEMENT OF OCB BELIEVES THAT THERE ARE NO UNCERTAIN TAX POSITIONS. OCB'S TAX YEARS THAT REMAIN SUBJECT TO EXAMINATION BY THE INTERNAL REVENUE SERVICE ARE FISCAL YEARS ENDED JUNE 30, 2022 AND FORWARD. 142585 78500 64085 142585 78500 64085 64085 FORM 990, PAGE 2, PART III, LINE 4A EDUCATION/COMMUNITY OUTREACH GOALS 1.PRESENTING FREE AND LOW-COST PUBLIC PERFORMANCES FOR WHICH WE ARE KNOWN INCLUDING EVENTS AT ARTS IN AUGUST WITH TREMONT NEIGHBORHOOD DEVELOPMENT CORP, DANCE SHOWCASE, FRESH INVENTIONS, AND OUR ANNUAL CAIN PARK AMPHITHEATER PERFORMANCE 2.PROVIDING MORE DIVERSE CLASS OFFERINGS FOR STUDENTS. 3.CREATING AND DEVELOPING RELATIONSHIPS WITH LOCAL DANCE ARTISTS AND DANCE ORGANIZATIONS. OBJECTIVES 1.WE CAN REACH AN AUDIENCE OF AT LEAST 25,000 PEOPLE ACROSS ALL OF OUR PERFORMANCES AND OUTREACH PROGRAMS. 2.WE WILL PROVIDE 4 OPEN MASTERCLASSES DURING THE YEAR FOR THE PUBLIC. 3.A COMMUNITY PARTNER IS FOUND FOR "THE LITTLE NUTCRACKER" PROGRAMMING FORM 990, PAGE 2, PART III, LINE 4C ORGANIZATIONAL GOALS 1.THE PRODUCING ARTISTIC DIRECTOR POSITION WILL BE SPLIT INTO AN ARTISTIC DIRECTOR AND EXECUTIVE DIRECTOR POSITION. 2.INCREASE THE ORGANIZATIONAL BUDGET TO 1,000,000 WITHIN THE NEXT 5 YEARS. TO DO THIS, WE WILL BE INCREASING THE NUMBER OF GRANTS FOR WHICH WE WILL BE APPLYING TO INCLUDE MORE NATIONAL AND REGIONAL GRANTS AND SEARCHING FOR PROJECT FOCUSED GRANTS THAT ALIGN WITH OUR PROGRAMMING. 3.INCREASE THE NUMBER OF STUDENTS IN OUR EDUCATION DEPARTMENT (OUR DANCE FOR EVERYONE AND NEWLY RE-DESIGNED YOUTH ACADEMY. 4.BRING AWARENESS OF THE ORGANIZATION AND THE WORK THAT WE DO THROUGH OUR MARKETING EFFORTS. OBJECTIVES 1.HAVE A LIST OF CANDIDATES FOR THE NEW EXECUTIVE DIRECTOR POSITION 2.APPLY TO AT LEAST 10 ADDITIONAL GRANTS DURING THE YEAR. 3.INCREASING ENROLLMENT IN OUR DANCE FOR EVERYONE AND YOUTH ACADEMY BY 15 PERCENT, THEREBY INCREASING OUR EARNED REVENUE 4.A NEW LEVEL OF BRAND AWARENESS. SEEING INCREASED TRAFFIC AND INTERACTIONS ON OUR WEBSITE AND SOCIAL MEDIA ACCOUNTS. FORM 990, PAGE 2, PART III, LINE 4D RACIAL EQUITY GOALS 1.UTILIZING OUR RESOURCES TO CONNECT WITH AND SUPPORT DANCE ARTISTS OF COLOR. 2.CONTINUE TO PRIORITIZE BUILDING A DIVERSE ORGANIZATION. OBJECTIVES 1.COMMISSION AT LEAST ONE CHOREOGRAPHER OF COLOR 2.PRIORITIZE THE HIRING OF DIVERSE ARTISTIC AND ADMINISTRATIVE STAFF THROUGH ATTENDING INTERNATIONAL ASSOCIATION FOR BLACKS IN DANCE CONFERENCE AND THROUGH OUR INTERNATIONAL ARTIST EXCHANGE INITIATIVE STRATEGIC PLAN LONG TERM GOALS 2022-2025 JENNIFER EDWARDS OF BETTER_ (BETTER CONSULTING LLC WORKED WITH THE BOARD TO CONDUCT A STRATEGIC PLAN. IN THAT TIME THERE WERE CONVERSATIONS ABOUT A NAME CHANGE, REVISING THE MISSION STATEMENT AND CREATING A FOCUS VISION ON WHAT THE COMPANY STRIVES TO ACCOMPLISH IN THE FUTURE WHILE TOUCHING ON POINT ABOUT SUCCESSION PLANNING. FROM THE STRATEGIC PLAN BY JENNIFER EDWARDS AND REVISED BY THE EXECUTIVE COMMITTEE AND THE PRODUCING ARTISTIC DIRECTOR FOUR MAIN STRATEGIC LONG-TERM GOALS WERE MADE TO MOVE THE SUCCESS OF THE COMPANY FORWARD. INCREASE AWARENESS OF VERB THROUGH INSTITUTIONAL MARKETING OCONTINUE TO BUILD AND DISTRIBUTE MORE EDUCATIONAL RESOURCES, E.G., VIDEOS, NARRATIVE PIECES ABOUT WORKS PERFORMED BY/ MADE THROUGH THE COMPANY. -DEVELOP CONTENT STRATEGY FOR "VERBICULTURE" MAGAZINE THAT PRIMARILY FOCUSES ON THE COMPANY AND INDIVIDUAL WORKS OR DANCERS IN SUPPORT OF THE OVERARCHING BRAND. -MARKET THE DIVERSITY OF WORK AND TALENT/ SKILL BUILDING OPPORTUNITIES TO ATTRACT NEW DANCERS. -LEVERAGE THE COMPANY'S KNOWLEDGE OF HISTORICAL WORKS AND THE ROLE VERB PLAYS AS A REPOSITORY OF OUR NATION'S CHOREOGRAPHIC TREASURES. -PAIR COMMISSIONED WORKS WITH FUNDING OPPORTUNITIES. -ROLL OUT A NEW TAGLINE AND NAME REFINEMENT. DEVELOP THE BOARD AND DONOR BASE -DEVELOP THE BOARD BY STRATEGICALLY APPROACHING A SHORTLIST OF PEOPLE IN CLEVELAND, AKRON AND THROUGHOUT THE GREAT LAKES REGION TO JOIN THE BOARD. OCULTIVATE DONORS BY STRATEGICALLY APPROACHING A SHORTLIST OF INDIVIDUALS AND BUSINESSES IN THE REGION TO PARTICIPATE IN THE GROWTH AND DEVELOPMENT OF THE COMPANY THROUGH CONTINUED FINANCIAL SUPPORT AT THE 25,000 LEVEL OR HIGHER. GROW COMMUNITY PROGRAMS -PACKAGE EDUCATION CLASSES/ COMMUNITY OUTREACH PROGRAMS AND TAKE THEM TO MARKET BOTH DIGITALLY AND IN PERSON; INCREASE REVENUE FROM OUTREACH PROGRAMS BY 30%. -CONTINUE TO LEVERAGE COMMUNITY PERFORMANCES AND EDUCATIONAL PROGRAMS TO DRIVE AWARENESS, REVENUE, AND FUNDING OPPORTUNITIES. -CONSIDER DISTRIBUTION THROUGH STREAMING EDUCATIONAL PLATFORMS. -GROW IN-HOUSE EDUCATIONAL PROGRAMS (DFE AND DFY). -MORE BROADLY LICENSE CURRENTLY LICENSED PROGRAMS LIKE WIGGLE WORDS. PREPARE THE COMPANY FOR THE FUTURE ORIGHT SIZE THE BUDGET. GROW FROM 550,000 TO 750,000 IN THE NEXT TWO YEARS, WITH THE GOAL OF GROWING TO 1,000,000 IN THE NEXT FOUR TO FIVE YEARS. -PROMOTE TEAM DEVELOPMENT. INCREASE SALARIES AND HOURS WORKED FOR EMPLOYEES: -DIRECTOR OF MARKETING (INCREASE TO FULL TIME -DEDICATED EDUCATION PROGRAM OUTREACH MANAGER (INCREASE TO AT LEAST 30 HOURS PER WEEK -DEDICATED SCHOOL MANAGER (INCREASE TO 20 HOURS PER WEEK -DIRECTOR OF BUSINESS OPERATIONS (INCREASE TO FULL TIME -ATTRACT POTENTIAL NEW COMPANY LEADERSHIP WITH CURATORIAL OR RESIDENCY OPPORTUNITIES. -SEEK INDIVIDUAL AND/OR CORPORATE FUNDING FOR INITIATIVES TO SUPPORT CULTURAL EXCHANGE AND EQUITY EFFORTS, SUCH AS THE INTERNATIONAL CULTURAL EXCHANGE PROGRAM AND THE FUND FOR ARTISTS OF COLOR. -CREATE A CONVERTIBLE BLACK BOX PERFORMANCE SPACE. -CREATE A SUCCESSION PLAN THAT CAN BE ACTIVATED WHEN NEEDED FOR KEY LEADERSHIP POSITIONS. FORM 990, PAGE 6, PART VI, LINE 11B A COPY OF THE FORM 990 WAS REVIEWED AND APPROVED BY THE EXECUTIVE COMMITTEE OF THE BOARD OF DIRECTORS. FORM 990, PAGE 6, PART VI, LINE 19 THE FEDERAL FROM 990 IS PROVIDED TO ANYONE WHO SUBMITS A WRITTEN REQUEST. FORM 990, PART IX, LINE 11G CONTRACT SERVICES 9,454 0 0 PROFESSIONAL FEES 0 12,950 0 OUTSIDE SERVICES 49,027 1,250 24,895 TOTAL 58,481 14,200 24,895