OHIO CONTEMPORARY BALLET

Financials

From the e-filed returns the IRS publishes as XML (latest three processing years; amended returns replace the original). PDF copies at the IRS.

Officers, directors and key employees

As listed on the 990 for the year ended June 30, 2025, highest compensation first.

Address and contacts

Address (IRS master file)

3558 LEE RD, SHAKER HTS, OH 44120-5123

In care of

% MARGARET CARLSON

Principal officer (990 for 2024)

MARGARET A CARLSON, 3558 LEE ROAD, CLEVELAND, OH 44120

Signed the 990

MARGARET A CARLSON, EXECUTIVE DIRECTOR

Phone

(216) 397-3757

Website

WWW.VERBBALLETS.ORG

Return prepared by

MCMANAMON & CO LLC

Mission

OCB IGNITES AUDIENCE PASSION AND PARTICIPATION IN CONTEMPORARY DANCE THROUGH PERFORMANCE, OUTREACH PROGRAMS AND COMMUNITY ENGAGEMENT.

Program accomplishments

• 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
  Expenses $600,837
• 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.

What it must file and when

IRS records say it files Form 990 or 990-EZ. Based on its last return; a smaller organization may file the 990-N. Its accounting year ends in June, so each return is due on the 15th day of the 5th month after that.

IRS record

EIN

34-1645238

Tax-exempt status

501(c)(3): Charitable, religious, educational or scientific organization

Foundation status

Publicly supported organization (509(a)(2))

Donations deductible (Pub 78)

Public charity, 50% deduction limit

Exempt since

1991

Accounting year ends

June

Files

Form 990 or 990-EZ

Assets (IRS master file)

$308,667

Income (IRS master file)

$779,164

Filing history

990-N: the IRS bulk file holds only the latest e-Postcard per organization; earlier years come from archived copies of that file since 2020 and can have gaps (the IRS e-Postcard search lists every one). 990, 990-EZ, 990-PF, 990-T: every e-filed return in the IRS e-file index since 2019; XML for the latest three processing years, amounts from the IRS Statistics of Income extracts before that. PDF copies and determination letters at the IRS (search EIN 34-1645238).

Questions about OHIO CONTEMPORARY BALLET

What is the EIN of OHIO CONTEMPORARY BALLET?

The employer identification number (EIN) of OHIO CONTEMPORARY BALLET is 34-1645238.

Is OHIO CONTEMPORARY BALLET tax-exempt?

Yes. The IRS lists it as tax-exempt under section 501(c)(3) since 1991.

Are donations to OHIO CONTEMPORARY BALLET tax-deductible?

Yes. It is listed in IRS Publication 78 (Public charity, 50% deduction limit).

Which annual return does OHIO CONTEMPORARY BALLET file?

Form 990 or 990-EZ. Based on its last return; a smaller organization may file the 990-N.

When is the next return of OHIO CONTEMPORARY BALLET due?

The return for tax year 2025 (the year ending June 30, 2026) is due November 16, 2026. Form 8868 extends it by six months; the 990-N cannot be extended.

When did OHIO CONTEMPORARY BALLET last file with the IRS?

The latest return in the IRS public files is the 990 for the year ended June 2025.

Who is the principal officer of OHIO CONTEMPORARY BALLET?

The 990 for the year ended June 30, 2025 names MARGARET A CARLSON.

Who are the officers and directors of OHIO CONTEMPORARY BALLET?

The 990 for the year ended June 30, 2025 lists 21 people; 1 received compensation from the organization, the highest $48,000 (MARGARET A CARLSON, EXECUTIVE DI).

How much revenue does OHIO CONTEMPORARY BALLET have?

On its 990 for the year ended June 30, 2025 it reported revenue of $779,164, expenses of $727,464 and total assets of $308,667 at year end.

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