Urban League Of Greater Oklahoma City Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,472,655 | 1,227,361 | 245,294 | 8.2 | 50% |
| 2012 | 1,308,641 | 1,226,346 | 82,295 | 9.0 | 55% |
| 2013 | 1,492,790 | 1,419,964 | 72,826 | 8.4 | 56% |
| 2014 | 1,795,884 | 1,764,380 | 31,504 | 7.0 | 57% |
| 2015 | 1,908,599 | 1,829,689 | 78,910 | 7.2 | 56% |
| 2016 | 1,486,960 | 1,576,831 | −89,871 | 7.7 | 55% |
| 2017 | 1,398,620 | 1,555,016 | −156,396 | 6.6 | 59% |
| 2018 | 1,620,430 | 1,469,295 | 151,135 | 8.9 | 61% |
| 2019 | 1,313,715 | 1,367,372 | −53,657 | 13.2 | 59% |
| 2020 | 1,858,488 | 1,100,068 | 758,420 | 25.1 | 57% |
| 2021 | 3,233,004 | 2,403,022 | 829,982 | 15.6 | 60% |
| 2022 | 2,010,045 | 2,241,918 | −231,873 | 15.5 | 58% |
| 2023 | 3,174,210 | 3,111,765 | 62,445 | 11.4 | 56% |
In its most recent public year (2023), this organization brought in $62,445 more than it spent. Its reserves stood at about 11.4 months of spending, up from 8.2 in 2011. Staff pay was 56% of spending. $931,980 of its net assets are donor-restricted.
Reserve months = net assets ÷ average monthly spending; net assets count everything the organization owns beyond its debts — buildings and donor-restricted funds included, not just cash. Staff pay = salaries, wages, and officer compensation; it excludes benefits and payroll taxes. The IRS releases this data years after the fact — this organization's newest public year is 2023. Years refer to the calendar year in which the organization's fiscal year ended. Short-form filers do not publicly report donor-restricted balances or staffing costs. Source filings
Urban League Of Greater Oklahoma City Inc's IRS filings as a feed — one entry per filing year, through 2023. Add the address to any feed reader; in Slack, send /feed subscribe with it (pasting the link alone won't subscribe). How this feed works