Women's Resource Center
PO BOX 5089
Norman OK 73070-5089
Tax Exempt Status Public Supported Charity
Mission Statement
“We believe that women have the right to live in safety, to be treated with dignity, to make choices, and to hope.”
 
Our long-term goal is to reduce domestic violence, sexual violence, and stalking in our community by providing education, prevention, and emergency services.
Contact Information
Contact Name Kristy Stewart
Contact email kyla@wrcweb.net
Address PO BOX 5089
Norman , OK 73070 5089
Phone (405) 364-9424
Fax 405-364-4888
County Cleveland County
How to Give
Donate with Credit Card https://wrcnormanok.org
Other ways to donate, support or volunteer Donations are accepted by mailing a check, donating on our website, and in-kind donations. WRC uses volunteers in the following areas: reception; answering crisis line at the Shelter and Rape Crisis Center; Sexual Assault Nurse Examiners; Rape Response Advocates; events; child care; speakers bureau; and court advocacy.
Financial Summary
 
 
Projected Revenue $1,158,403.46
Projected Expenses $1,003,561.53
History and Background
Year Founded 1975
IRS Ruling Year 1975
State Registration Expiration Mar 2020
Statements
Mission
“We believe that women have the right to live in safety, to be treated with dignity, to make choices, and to hope.”
 
Our long-term goal is to reduce domestic violence, sexual violence, and stalking in our community by providing education, prevention, and emergency services.
Background
Since 1975, the Women’s Resource Center (WRC) has been helping people live better lives. Over the years we have redefined our goals to meet the changing needs of the community.
 
In response to needs identified in our community the WRC Domestic Violence Shelter was opened in 1980 (previously known as the Norman Shelter for Battered Women). In 2003 the WRC Domestic Violence Shelter moved to a new location. In the 44 years that we have been open we have provided safe, emergency shelter to over 7,500 women, men, and children.
 
In 2004 in response to an identified need in our community the Rape Crisis Center was opened. The RCC provides crisis intervention, advocacy, sexual assault and domestic violence forensic medical exams, safety planning, and emotional support for the patient and the friends/family who accompany them. The rape crisis center serves ages 13 and up. The RCC has provided over 450 exams and responded to over 550 women, men and adolescents who are victims of rape.
 
In 2014 we opened our Satellite Office to meet the needs of victims of domestic violence, sexual violence, and stalking. The Satellite Office provides counseling services, crisis intervention, court advocacy, advocacy, Domestic Violence Education groups, Domestic and Sexual Violence Support groups, and a sexual violence social group. We started with one full-time Advocate and have expanded to include an additional full-time Advocate, a full-time counselor, a part-time counselor and an additional full-time advocate who has an office at the Norman Investigation Center.
 
In response to requests from teachers, parents and school counselors, we started teaching a prevention/education curricula to middle school and high school students in 2014. In 2016, thanks to a grant with the State Health Department, we added a full-time Prevention Education Advocate who provides workshops, training and teaching the curricula to schools and groups throughout Cleveland County.
 
While the majority of the phone calls we receive each day give us insight into the lives of the women in our community, we have received an increased number of phone calls for male victim/survivors of domestic and sexual violence. The WRC provides services without regard to race, religion, gender, sexual orientation, ethnic origin, age, degree of disability, or legal status.
Impact
In the past year, we reorganized the staff to meet the changing needs of the women, children, and men that we provide services for. We continue to add services to address domestic violence, sexual violence, and stalking. In addition to the Prevention Education Advocate and counselor, we have increased our after-care procedures, emergency services, and court advocacy. One of the most important service additions is that of Domestic Violence Forensic Exams. These exams document bruising and narratives from separate violent instances to bolster a survivor’s case when leaving an abusive situation.
 
Our top goals include solidifying the foundation for the WRC. To achieve this we will finalize our strategic plan, and identify areas of expertise needed from board members. We plan to increase funding for the WRC by creating and utilizing a funding plan including additions in corporate giving, individual donors, establishing recurring donors, and end of life giving campaigns. We also plan to increase out outreach to the community we serve. We will start by further educating our board so they can represent the WRC in their everyday lives. We will outreach to all law enforcement agencies and hospitals in our service area so referrals are made in a timely and appropriate manner.
Needs
Funding is our greatest need. Our current donor base is aging and increasingly on fixed incomes. Our fundraising goal to support programming infrastructure is $225,000 a year. And as our programming increases so will our costs.
 
Space is increasingly moving to the top of our needs list. The Emergency Shelter stays consistently full. The RCC’s exam numbers are also increasing steadily. We are in need of space for more beds, more exam rooms, group meetings, and staff space. We have a lease agreement for our Satellite Office until September 2022. Once that lease is up, we will need to relocate our staff, groups, and counseling to a new location. In the next 3-5 years, we will be moving toward a capital campaign to relocate all of our services to better serve our clients.
 
Board development and recruitment will be focused on these two issues in the next year so we are able to move forward in a timely, meaningful, and appropriate manner. Skills needed include fundraising, planning, marketing, and community connections.
 
As our programs grow and we are out in the community more, we need volunteers to assist with fundraisers, events, and staffing information tables. We occasionally have small projects in and around our shelter area (painting, organizing, cleaning, and general office duties).
CEO/Executive Director Statement
I started at the WRC 35 years ago as a volunteer. The WRC was the only agency that focused on the needs of women in our community. The WRC has remained true to its mission-that women have the right to live in safety, to be treated with dignity, to make choices, and to hope. All the services that we have added come back to that mission and to listening to the needs in our community. We have started providing services to men who are victims of domestic violence, sexual violence and stalking not because men insisted that we be more inclusive but because the women in their lives thought they too had a right to live in safety, to be treated with dignity, to make choices, and to hope.
 
I am grateful to have the opportunity to witness the strength, ingenuity and survival skills of the people who seek services and safety at our agency. I know that without our emergency shelter there are women and children who would be dead. I know without our rape crisis center and advocacy services that there are victims of rape who would have never sought out medical care, support, and counseling services. I know without our prevention education efforts that there are students who will not learn what a healthy relationship looks like and be able to recognize the difference between enthusiastic consent and saying no.
 
The WRC is part of several multi-disciplinary teams that address domestic and sexual violence in Cleveland County. There is a commitment in our community to make it a safer place for all its citizens and the WRC is part of those efforts.

Board Chair Statement
I got involved with the Women’s Resource Center because as a member of the Norman community for over 40 years and as a nurse in Women’s healthcare, I often would hear, “What is the Women’s Resource Center?”, “Is the Women’s Resource Center still open?” I became involved to help raise awareness of the services that the WRC provides and volunteer my time to help keep this center available to whomever may need help in a moment of crisis. Hopefully, raising awareness to our community will also increase donations to the center for continued support.
 
During my time as a board member, we have seen increases in services needed, which required additional staff. The most exciting addition to our staff was that of the Prevention Education Advocate. Working with adolescents and teenagers to teach them about healthy relationships and signs of abuse has fantastic potential to make a real change in our culture.
 
We also added a couple full-time advocates and have moved our part-time sexual assault counselor to three-quarter time (approximately 30 hours a week). These additions are essential to provide the requested and needed services, but adds to the strain on both finances and physical space available in our current office spaces.
 
We have also seen a growth in the board. Following last year’s strategic plan, the board has focused on looking for specific assets and skill sets from incoming board members. We have added members from the southern area of our service district. We still need members from Moore, Noble, and Lexington. We also need to continue to diversify the board demographically.
 
As with every non-profit organization, funding is always a key need. We added a Development Director position in 2016. Our current director has been on staff for just under a year and is still building on our funding plan and donor engagement.
 
The board has been tasked with aiding in fundraising for the WRC. We have taken an active role in planning fundraising events – particularly the annual gala. The most recent gala made a profit, but was short of our goal.
 
The WRC is in need of more physical space. The Emergency Shelter is routinely full. With population growth projections in our service area, the need for our services is likely to increase as well. Similar problems occur in our Rape Crisis Center. We would like to add more Sexual Assault Nurse Examiners to our staff so we can offer more frequent exams. More frequent exams leads to the need for more exam rooms. Our administrative staff are clustered in one room at our Shelter, and spread across multiple locations. We would like to centralize staff in one location, but with separate or semi-separate office spaces so they can complete their jobs with more efficiency and privacy.
Area Served
Area Served
Geographic Area Served
Cleveland County
McClain County
WRC's primary service area is Cleveland county and north McClain county. We recognize that victims of domestic violence may need to leave their primary residence to remain safe. With that in mind, we also provide safe shelter to victims of domestic violence who live outside of the Cleveland county area when necessary.
 
Zip codes include: 73019, 73026, 73051, 73068, 73069, 73070, 73071, 73072, 73080, 73153, 73160, 73165, 73170
Service Categories
Secondary Organizational Category Mental Health & Crisis Intervention/Sexual Assault Services
Tertiary Organizational Category Mental Health & Crisis Intervention/Hot Lines & Crisis Intervention
Programs
Description
Women's Resource Center Rape Crisis Center provides crisis intervention, advocacy, supportive services, court advocacy, sexual assault exams to victims of sexual assault, and domestic violence forensic exams to victims of domestic violence, and advocacy for their family/friends. Rape exams are done in a healing and confidential environment to victims of rape ages 13+ by a Sexual Assault Nurse Examiner (S.A.N.E.) who has received additional training specific to treating victims of sexual assault and the collection of evidence. The SANE provides medication to prevent pregnancy and STD/STI's. There is no cost to receive services.
Strategy
Population Served Adults Adolescents Only (13-19 years) Victims
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.
Our short-term successes are many. We would like to increase our sexual assault exams to at least 100; a goal we achieved last year. We would like to increase our domestic violence exams to 20. This is a brand-new program and injuries are different than in sexual assaults many times.
 
We have started researching a dog therapy program and plan to implement it before the end of the 2018 calendar year. We plan to reach out to minority groups in our community to make them aware of our services. And will include staff training on cultural competency as part of this program.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.
Our long-term success would be to end sexual assault and sexual harassment in all forms. Continuing education about the degrees of sexual assault and harassment is the only way to eradicate it from our society. Fostering and allowing conversations among all types of people, in different cultures, gender, socio-economic status, religious affiliation, and any other distinguishing characteristic are crucial.
 
On the road to eradication is the current reality. One of our mid-range goals is to increase our capacity for sexual assault and domestic violence forensic exams. Our goal is to be available for anyone and everyone at the moment of crisis and to be steadfast in our ability to provide meaningful services.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact. All forensic exams are reported to the OK State Attorney General’s office. Clients of the Rape Crisis Center receive crisis intervention, court advocacy, emotional support, safety planning and a forensic rape examination by a trained Sexual Assault Nurse Examiner. The increase in client referrals, completed exams, and continued funding at the state and federal level monitor our successes.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success.
In FY16 62 exams were completed; 101 in FY17. In November 2017, the Rape Crisis Center provided 15 individual forensic exams, our highest per month number in our history until March 2018, where 30 exams were performed in a single month. During FY18, 138 exams were performed.
 
Beginning in FY18, we expanded services to include domestic violence forensic exams. Our goal was to complete 20 by the end of the fiscal year; we completed 24 following a late addition in federal funding.
Description The domestic violence shelter provides crisis intervention, information and referral services, safety planning, lethality assessment, and screening for entrance into our domestic violence shelter. The domestic violence shelter provides a safe place for victims of domestic violence to stay while they make plans for the future. Children's services are provided to educate children about domestic violence and to provide support to the parent about the impact of trauma experienced by their children. Residents are offered opportunities to attend domestic violence education classes, receive individual support while trying to decide where they are going next, court advocacy, financial empowerment, job training, and assistance in connecting them with necessary services.
Strategy
Population Served Adults Females Families
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program. Getting someone out of an abusive relationship has many levels. Short-term successes include physical removal of a victim (and dependents) from an abusive situation. Once they are safe, working with them to obtain a VPO, empowering them to make their own decisions about their lives - getting a job, learning to balance a checkbook, getting help for substance abuse problems, getting help for mental health issues, job training, working toward a GED, working toward being comfortable in social situations, and many other personal choices that individuals make in their journey toward healing.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state. Long-term successes are the stories. Stories of former clients that have left their abuser, are safe, healthy, happy, employed, and living their life to the fullest.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact. Our agency is the only agency in Cleveland County certified by the Attorney General’s office to provide shelter and services to victims of stalking, domestic and sexual violence. Our Shelter houses up to 27 women, men and children at any one time. Shelter advocates provide safety planning, lethality assessment, individual and group service, court advocacy and this year we are adding economic empowerment. In addition to the Shelter we also provide a crisis line that is answered 24/7. All clients, crisis calls and services are documented and report to the Attorney General's office.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success. Our numbers of those in need continue to rise. In FY16, 476 residents were housed in shelter; and we answered 2,383 calls. FY17 saw 357 residents in shelter and 3,114 crisis calls. And in FY18 we housed 230 unduplicated residents and answered 4,573 crisis calls.
Description
WRC Satellite Office provides individual crisis intervention, supportive services, intimate partner violence education group, court advocacy, individual counseling, and prevention/education services to individuals, schools, community education and events. If you would like more information call 405-310-3131.
Strategy
Population Served Victims Adults Adolescents Only (13-19 years)
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.

Short term goals are in a way, opposite of long term goals. We would like to increase awareness about our services to our area, which will increase the number of clients we are able to help. Our goal is to help every woman, man and child that has experienced domestic violence and sexual assault. And sadly, that number is large.

Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.
Prevention Education of our service area is perhaps the most promising and longest term of our goals. Prevention Education teaches healthy relationships, signs of abuse, and respect for others. Success would be shown by a decrease in future abuse cases and sexual assaults. This goal is a generational goal but it can be done.
 
Another determining factor for our successes would be shown in reducing the number of requests or need for domestic violence education groups, counseling services, or VPO assistance.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact. All services are monitored by the State Attorney General's office. Our Prevention Education Advocate activity is monitored by the State Health Department and Rape Prevention Education Grant officials.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success. The number of services across the agency are up. Though we wish domestic violence and sexual violence were no longer an issue in our society, it is. We see the increase in services as a good sign, that more people are aware of our services and are utilizing them. In fact, the current fiscal year is on track to be our busiest yet.
Comments on Programs
CEO/Executive Director/Board Comments
The biggest challenge right now is not knowing how our grants are going to be impacted on the federal level and how the budget short fall is going to impact our agency on a state level.
 
The changes in the tax code have also created some unknowns for our agency. We look forward to clarification on the impacts to our individual donors in the coming months.
 
State cuts to mental health support have increased the number of clients coming to us with mental health issues, but no good answer for them for services.
 
The addition of a Director of Development has helped increase our outreach and donor base. This will continue to grow as time goes on and we implement a fundraising plan of action.
CEO/Executive Director
CEO/Executive Director Kristy Stewart
Start Date Dec 1984
Email kstew33@wrcweb.net
Experience Kristy Stewart started as a volunteer in 1984 at the shelter. She went on to be hired as an intake worker and then as an Women's Advocate. In 1990, Kristy was promoted to Senior Shelter Advocate. In 1996, Kristy became Coordinator of Crisis Intervention services, which involved supervising all of the Shelter staff. While at the Shelter, Kristy was involved in the Oklahoma Coalition Against Domestic Violence and Sexual Assault and sat on the Legislative Committee. In 2003, Kristy assisted the WRC in locating property to move the shelter and to open the Rape Crisis Center. At the time, the Rape Crisis Center was the only one like it in the state of Oklahoma. In 2008, Kristy became the Coordinator of the Rape Crisis Center and worked there to develop the program, grow the staff and establish the SANE program. In December 2013, Kristy became the interim Executive Director and served in that capacity until June 2014 when she became Executive Director. In the past two years, we have opened Satellite Office, increased staffing to include counselors, additional advocates and prevention/education program. Kristy continues to serve as voting member to OCADVSA, sits on the legislative committee, funding and finance committee and personnel committee. Kristy is also part of the local Continuum of Care Executive Committee, NWEN, TIPS and member of Norman, Noble and Moore Chambers.
Senior Staff
NameTitle
Courtney FosterCoordinator of Sexual Violence Services and Assistant Director
Debby HooksSatellite Coordinator
Kisha JohnsonShelter Advocate
Kyla McMoranDirector of Development
Kristy StewartExecutive Director
Staff
Number of Full-time Staff 13
Number of Part-time Staff 13
Number of Contract Staff 0
Number of Volunteers 38
Staff Retention Rate 88
Are professional development opportunities provided? Yes
Does CEO/Executive Director have formal evaluations? Yes
Management reports to board? Yes
Staff Demographics - Ethnicity
African American/Black 4
Asian American/Pacific Islander 1
Caucasian 15
Hispanic/Latino 3
Native American/American Indian 1
Staff Demographics - Gender
Male 1
Female 25
Organizational Plans
Fundraising Plan Yes
Policy against commission-based compensation for fundraising consultant No
Communication Plan No
Strategic Plan Under Development
Management Succession Plan Yes
Organization Policies and Procedures Yes
Collaborations
The WRC is certified and funded by the Oklahoma Office of the Attorney General, the Victims of Crime Act, Sexual Assault Services Program, Violence Against Women’s Act, United Way of Norman, Cleveland County, the City of Norman, Emergency Solutions Grant, Allstate, State Health Department Rape Prevention Education grant and generous contributions from numerous individuals and groups.
 
The WRC works closely with local organizations and state agencies to maximize the impact our services. WRC is a member of several multidisciplinary teams: the Cleveland County Continuum of Care Executive Committee; Cleveland County Continuum of Care Case management committee; Cleveland County Coordinated Response Team (CCCRT); Chair, High Risk Team subcommittee of CCCRT; Co-chair, Cleveland County Sexual Assault Response Team.
 
WRC has MOU’s with Absentee Shawnee Tribe and Citizen Potawatomi. We partner with the local Assistance League. Our Prevention Education Advocate is currently partnered with Norman High school, West Moore High school, has worked with local Boys and Girls Club, Bridges, Baby Steps, The Virtue Center, and other local adolescent groups. She is working toward partnering with the schools throughout Cleveland County. 
Affiliations
AffiliationYear
United Way of Norman1977
Chamber of Commerce2005
Government Licenses
Is your organization licensed by the government (federal, state and/or local)? No
Comments on Staff & Management
CEO/Executive Director/Board Comments Working toward a full board with specifically targeted skills is high on our priority. We currently have five open spots.
Other Documents
Board Chair
Name Lisa Roberts
Company Affiliation Moore Public Schools
Term July 2019 to June 2021
Email lisaroberts4083@cox.net
Board of Directors
List Current as of July 01, 2019
Board of Directors List
NameAffiliationStatus
Denise BeesleyRetiredVoting
Jenny BendureSerenity Mental HealthVoting
Krystal CamarilloVoting
Ajia MeuxUniversity of OklahomaVoting
Jensen MooreUniversity of OklahomaVoting
Mari NewcomerNorman Regional Health SystemVoting
Lisa RobertsMoore Public SchoolsVoting
David TompkinsMcClain County SheriffVoting
LaShonda Williamson-JenningsDepartment of Mental HealthVoting
Suzanne Woodrow-SnellPrivate AttorneyVoting
Board Demographics - Ethnicity
African American/Black 2
Asian American/Pacific Islander 0
Caucasian 6
Hispanic/Latino 1
Native American/American Indian 1
Board Demographics - Gender
Male 1
Female 9
Not specified 0
Governance
Board Term Lengths 3 years
Percentage of Board Making Monetary Contributions to the Organization 100 %
Percentage of Board Making In-Kind Contributions to the Organization 100 %
Board Orientation Yes
Constituency Includes Client Representation No
Written Board Selection Criteria? Under Development
Standing Committees
Executive
Management
Board Development / Board Orientation
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Comments on Board & Governance
CEO/Executive Director/Board Comments
During the 2017 calendar year, the WRC hired Kira Switzer to conduct a strategic planning session to create a strategic plan document. The document addresses Board Leadership, and Community Awareness and Accountability.
 
Board Leadership addresses the need to identify board member assets and needs; enhancement of board orientation materials; incorporating an educational component at board meetings; identifying tools for board evaluation; identifying and defining roles and parameters for board committees and officers; board members’ role in outreach to the community; and increasing relationships with staff.
 
Community Awareness and Accountability addresses the need for increased brand identity and messaging; developing appropriate communications; and implementation of the overall strategic plan.
Current Fiscal Year
Fiscal Year July 01, 2019-June 30, 2020
Current Year Budgeted Total Income $1,158,403
Current Year Budgeted Total Expenses $1,003,562
Financial Documents
Audit2018
Audit2017
Audit2016
Audit2015
IRS Letter of Determination
Prior Three Years' Financial History
Revenue and ExpensesHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201820172016
Total Revenue$1,026,553$826,749$686,990
Total Expenses$1,004,122$925,173$691,265
Revenue Less Expenses$22,431($98,424)($4,275)
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201820172016
Contributions$192,955$75,243$91,031
Foundation and
Corporation Contributions
------
Government Contributions$739,248$676,741$471,240
Federal------
State------
Local------
Unspecified$739,248$676,741$471,240
Individual Contributions------
$59,500$59,500$62,900
($6,759)($41,081)($12,753)
Investment Income, Net of Losses$2,893$886$1,535
Unrealized Gain/Loss--$2,667($676)
Membership Dues------
Special Events$38,716$52,793$16,913
Revenue In-Kind------
Other----$56,800
Expense Allocation
Fiscal Year201820172016
Program Expense$914,673$843,829$662,781
Administration Expense$62,514$81,344$28,484
Fundraising Expense$26,935----
Payments to Affiliates------
Total Revenue/Total Expenses1.020.890.99
Program Expense/Total Expenses91%91%96%
Fundraising Expense/Contributed Revenue14%0%0%
Assets and Liabilities
Fiscal Year201820172016
Total Assets$828,787$892,200$922,329
Current Assets$54,538$73,868$78,474
Long-Term Liabilities$157,675$157,102$173,971
Current Liabilities$54,158$140,575$55,411
Total Net Assets$616,954$594,523$692,947
Solvency
Short Term Solvency
Fiscal Year201820172016
Current Ratio: Current Assets/Current Liabilities1.010.531.42
Long Term Solvency
Fiscal Year201820172016
Long-Term Liabilities/Total Assets19%18%19%
Funding Sources
Top Funding Sources
Fiscal Year201820172016
Top Funding Source & Dollar AmountGov't - Unspecified $739,248Govt - Unspecified $676,741Govt - Unspecified $471,240
Second Highest Funding Source & Dollar AmountContributions $192,955Contributions $75,243Contributions $91,031
Third Highest Funding Source & Dollar AmountSpecial Events $38,716Indirect Public Support $59,500Indirect Public Support $62,900
Capital Campaign
Currently in a Capital Campaign? No
Campaign Purpose Purchase of land and possible construction of a new space to serve as Emergency Shelter, Rape Crisis Center, and consolidation of administrative offices.
Capital Campaign Anticipated in Next Five Years? Yes
Comments on Financials
CEO/Executive Director/Board Comments Financial challenges were addressed in the Program comment section.
Foundation Staff Comments
All prior year financial information is from the IRS Form 990s.
 
NOTE 1:  FY2018, 2017 & 2016 Rental Expenses exceeds the Rental Income causing the negative Earned Revenue.  Refer to the Form 990. 
 
NOTE 2:  FY2016 had a prior period adjustment of $56,800.  This is noted in the "Other" revenue section of their financials.
 
Contributions may include foundations and corporations when the breakout was not available.
 
The financial information presented is obtained from the following sources: IRS Form 990, independent audit reports, financial statements – board approved when available, and supplemental information from the organization. We do not warrant or guarantee the timeliness, errors or inaccuracies. With respect to information regarding financial performance, nothing on this website should be interpreted as a statement or interpretation by OCCF staff.
 
Organizations with a GiveSmartOKC profile are responsible for updating information annually within 45 days following the end of their fiscal year.
Address PO BOX 5089
Norman , OK 73070 5089
Primary Phone 405 364-9424 505
Contact Email kyla@wrcweb.net
Give with Credit Card https://wrcnormanok.org
CEO/Executive Director Kristy Stewart
Board Chair Lisa Roberts
Board Chair Company Affiliation Moore Public Schools