Phoenix Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 9,874,166 | 10,368,946 | −494,780 | 0.9 | 37% |
| 2012 | 9,870,326 | 10,310,741 | −440,415 | 0.1 | 37% |
| 2013 | 10,682,813 | 11,405,319 | −722,506 | 0.4 | 34% |
| 2014 | 11,063,194 | 12,022,002 | −958,808 | 0.0 | 36% |
| 2015 | 11,384,296 | 11,488,758 | −104,462 | -0.1 | 39% |
| 2016 | 11,627,845 | 11,824,710 | −196,865 | -0.3 | 39% |
| 2017 | 11,796,254 | 12,077,578 | −281,324 | -0.5 | 40% |
| 2018 | 12,955,649 | 12,715,792 | 239,857 | -0.4 | 40% |
| 2019 | 12,347,628 | 12,810,266 | −462,638 | -1.2 | 39% |
| 2020 | 11,141,268 | 11,193,536 | −52,268 | -1.5 | 39% |
| 2021 | 13,952,381 | 12,482,043 | 1,470,338 | 1.1 | 39% |
| 2022 | 15,402,010 | 14,755,823 | 646,187 | 2.6 | 39% |
| 2023 | 17,190,030 | 16,154,620 | 1,035,410 | 4.2 | 40% |
In its most recent public year (2023), this organization brought in $1,035,410 more than it spent. Its reserves stood at about 4.2 months of spending, up from 0.9 in 2011. Staff pay was 40% 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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