Oklahoma Visual Arts Coaliton Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 494,133 | 415,682 | 78,451 | 8.8 | 29% |
| 2012 | 395,058 | 380,870 | 14,188 | 10.0 | 33% |
| 2013 | 363,259 | 499,006 | −135,747 | 4.4 | 28% |
| 2014 | 507,983 | 472,971 | 35,012 | 5.5 | 35% |
| 2015 | 527,485 | 411,057 | 116,428 | 9.7 | 37% |
| 2016 | 411,124 | 510,679 | −99,555 | 5.5 | 33% |
| 2017 | 403,308 | 409,887 | −6,579 | 6.6 | 33% |
| 2018 | 346,788 | 378,410 | −31,622 | 6.2 | 39% |
| 2019 | 421,667 | 400,473 | 21,194 | 6.5 | 40% |
| 2020 | 444,640 | 392,792 | 51,848 | 8.2 | 40% |
| 2021 | 667,277 | 554,916 | 112,361 | 9.0 | 33% |
| 2022 | 492,229 | 581,974 | −89,745 | 5.4 | 44% |
| 2023 | 546,258 | 575,662 | −29,404 | 5.5 | 46% |
In its most recent public year (2023), this organization spent $29,404 more than it brought in. Its reserves stood at about 5.5 months of spending, down from 8.8 in 2011. Staff pay was 46% of spending. $100,462 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
Oklahoma Visual Arts Coaliton 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