Association Of County Commissioners Of Oklahoma
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,343,242 | 2,329,991 | 13,251 | 7.8 | 37% |
| 2012 | 2,649,855 | 2,505,359 | 144,496 | 7.9 | 36% |
| 2013 | 2,874,579 | 2,631,690 | 242,889 | 8.7 | 38% |
| 2014 | 2,975,003 | 2,723,585 | 251,418 | 9.5 | 40% |
| 2015 | 0 | 0 | 0 | — | — |
| 2016 | 3,125,496 | 2,820,221 | 305,275 | 11.6 | 7% |
| 2017 | 2,307,241 | 2,129,615 | 177,626 | 16.3 | 46% |
| 2018 | 2,365,321 | 2,240,394 | 124,927 | 16.1 | 46% |
| 2019 | 2,366,575 | 2,283,085 | 83,490 | 16.4 | 47% |
| 2020 | 2,357,335 | 2,192,994 | 164,341 | 18.0 | 48% |
| 2021 | 2,128,000 | 2,047,703 | 80,297 | 19.6 | 54% |
| 2022 | 2,355,349 | 2,680,950 | −325,601 | 12.9 | 50% |
| 2023 | 2,806,667 | 2,643,664 | 163,003 | 13.8 | 47% |
In its most recent public year (2023), this organization brought in $163,003 more than it spent. Its reserves stood at about 13.8 months of spending, up from 7.8 in 2011. Staff pay was 47% of spending.
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
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