EIN: 03-0605331 · FORT LAUDERDALE, FL · Data spans: TY2020–TY2023
Most recent filing: Tax Year 2023.
A more recent filing may not yet be published.
Sailing's public record, made legible. All numbers come directly from this organization's own sworn 990 filing. Patterns are computed from years of filings — not assessments or judgments.
Read trends in context: compare like with like, note the filing year, and treat major disruptions (like 2020–2021) as discontinuities rather than a continuous baseline.
Missing or N/A does not always mean absent. It can mean the item was not disclosed on that form, not collected on that filing type, or not available for that year.
$1,024,580
$922,678
$322,448
$322,448
0 W-2 employees reported (Form W-3, most recent filing — contractors and volunteers excluded) · TY2023 · 990
Total compensation, benefits & payroll taxes (Part IX)
TY2023$34,020
Full cost to employ everyone — wages + employer benefits + payroll taxes. Not officer pay alone.
Named officers/key employees (Part VII‑A) show reportable compensation only and are already included in the Part IX total above. They are not additive.
Professional & consulting fees (Part IX, line 11)
TY2023$130,809
Payments to outside firms and independent contractors — not included in the Part IX labor total above. Combined with the labor total, full people cost is $164,829.
Functional Expense Allocation (Part IX)
TY2023$922,678total functional expenses
90.9%
Program services
$838,352
7.5%
Management & general
$69,613
1.4%
Fundraising
$12,921
Source: Form 990, Part IX, line 25. A higher program-service percentage generally indicates more mission-directed spending.
Historical Trends
Revenue vs. Expenses
Net Revenue / Operating Margin
Net Assets
Revenue Trend
| Tax Year | Period | Form | Revenue | Expenses | Net Revenue | Net Assets |
|---|---|---|---|---|---|---|
| TY2020 | 2020–2021 | 990 | $232,077 | $216,315 | $15,762 | $46,406 |
| TY2021 | 2020–2021 | 990 | $585,716 | $518,310 | $67,406 | $113,812 |
| TY2022 | 2022+ | 990 | $995,900 | $866,160 | $129,740 | $243,552 |
| TY2023 | 2022+ | 990 | $1,024,580 | $922,678 | $101,902 | $322,448 |
Revenue trend is a filing-history view. It helps you compare operating periods, not infer the club's live condition today.
Revenue Breakdown (Part VIII — most recent year)
Form 990, Part VIII — Statement of Revenue. Includes, but is not limited to: Line 1 = contributions and grants (including member dues reported as contributions). Lines 2a–2f = program service revenue (activities that directly further the organization's exempt purpose). Line 3 = investment income. The specific mix varies by organization type. Source: the organization's own sworn filing.
| Line | Description | Amount |
|---|---|---|
| 11a | OTHER | $13,351 |
| 11b | ADVERTISING | $2,160 |
| 12 | Total revenue | $1,024,580 |
| 2a | NETWORK EVENTS | $770,604 |
| 2b | MEMBERSHIP DUES | $235,682 |
| 2c | PROGRAM PARTNERSHIP IN | $2,783 |
| 2f | Total program service revenue | $1,009,069 |
Most revenue is reported in a single category this year. That can be normal for some org types; see the source filing for detail.
Balance Sheet (Part X)
TY2023| Line | Description | BOY | EOY |
|---|---|---|---|
| 16 | Total assets | $243,552 | $322,448 |
| 26 | Total liabilities | $0 | $0 |
| 33 | Total net assets or fund balances | $243,552 | $322,448 |
Source: Form 990, Part X, Balance Sheet.
Officers & Key Staff (Part VII)
How to read this section
This is not a full staff directory. It is the subset of people the organization had to disclose in Form 990, Part VII (the officer, director, trustee, key employee, and highest-compensated employee section of the filing). Why this matters: a missing name does not mean a person was not employed or involved.
Total Volunteer Board Hours/Week (Selected Year): 144
Hours per week are self-reported by each officer on Form 990, Part VII. They are not verified.
Officers and directors as reported on Form 990, Part VII. These are typically unpaid, elected positions. If an officer receives compensation, it will appear in the Paid Staff tab.
Operationally, this section is most useful for understanding disclosed leadership structure, compensation visibility, and board labor — not for reconstructing the full staffing model of a club.
| Name | Title | Hours/Week | Status |
|---|---|---|---|
| BERT FOWLES | CHAIRPERSON | 10 | Volunteer |
| MONIQUE WEBBER | ADVOCACY CO-CHAIR | 10 | Volunteer |
| JOE DARGAVAGE | ADVOCACY CO-CHAIR | 10 | Volunteer |
| DAN COWENS | MARKETING CO-CHAIR | 10 | Volunteer |
| JULIE PERRY | MARKETING CO-CHAIR | 10 | Volunteer |
| ZACK SAVAGE | MEMBERSHIP CO-CHAIR | 10 | Volunteer |
| JULIE BERRY | MEMBERSHIP CO-CHAIR | 10 | Volunteer |
| JOHN FITZGERALD | TREASURER | 10 | Volunteer |
| ROBERT ALLEN | GOVERNANCE | 10 | Volunteer |
| JIM BERULIS | BOARD MEMBER | 2 | Volunteer |
| CHUCK LEVERT | BOARD MEMBER | 2 | Volunteer |
| TED MCCUMBER | BOARD MEMBER | 2 | Volunteer |
| JB TURNER | BOARD MEMBER | 2 | Volunteer |
| AUDREY HODGDON | BOARD MEMBER | 2 | Volunteer |
| MELISSA ORLICK | BOARD MEMBER | 2 | Volunteer |
| JAMES MAITLAND | BOARD MEMBER | 2 | Volunteer |
| JOSH GULBRANSON | BOARD MEMBER | 2 | Volunteer |
| JIM RUFFOLO | REGIONAL BOARD | 2 | Volunteer |
| SCOTT WALTER | REGIONAL BOARD | 2 | Volunteer |
| MIKE YORSTON | REGIONAL BOARD | 2 | Volunteer |
| MARTY MARCHANT | REGIONAL BOARD | 2 | Volunteer |
| CLIFF DEFREITAS | REGIONAL BOARD | 2 | Volunteer |
| LEAH YAM | REGIONAL BOARD | 2 | Volunteer |
| TOM MCGOWAN | VICE CHARIMAN | 2 | Volunteer |
| ALEXANDRA ANAGNOSTIS-IRONS | BOARD MEMBER | 2 | Volunteer |
| JULIE PERRY | MARKETING CO-CHAIR | 10 | Volunteer |
| SPENCER CROWLEY | BOARD MEMBER | 2 | Volunteer |
| JASON DUNBAR | REGIONAL BOARD | 2 | Volunteer |
| GEORGE WHITEHOUSE | REGIONAL BOARD | 2 | Volunteer |
| ANDREW LYNSKEY | REGIONAL BOARD | 2 | Volunteer |
| DAWN STOFBERG | REGIONAL BOARD | 2 | Volunteer |
| ERNEST D'ALTO | REGIONAL BOARD | 2 | Volunteer |
Top Independent Contractors (Part VII-B)
$1,395,278across 2 contractors
| Contractor | Services | Compensation |
|---|---|---|
| — | BOAT SHOW | $1,270,274 |
| — | ASSOCIATION MANAGEMENT | $125,004 |
Source: Form 990, Part VII, Section B. Lists each independent contractor paid more than $100,000.
Governance & Transparency Signals
The IRS Form 990 is a sworn disclosure document — not just a tax return. Beyond financials, it captures governance policies, compensation practices, and relationships between insiders and the organization. Every category below comes directly from that filing. When a field is blank, it is often because this form type doesn’t require it, or the org doesn’t meet the threshold that triggers disclosure. That context is itself worth knowing.
Conflict of Interest Policy
Form 990, Part VI — Line 12a
This organization has a written conflict of interest policy requiring officers, directors, and key employees to disclose any personal financial interest in a pending decision — and to step back from that vote. Examples in the sailing world: a board member whose construction company is bidding on a dock renovation, or a director who refers their spouse’s firm for the annual audit. Having a policy doesn’t eliminate conflicts; it creates a documented process for surfacing and managing them. Only 41% of organizations in this corpus report having one.
Whistleblower Protection Policy
Form 990, Part VI — Line 13
A formal process exists for employees, volunteers, or members to report suspected misconduct — and formal protection from retaliation for those who do. This creates a safe channel to flag irregular expense reimbursements, undisclosed vendor relationships, or cash handling questions. In a tight-knit club environment where a small officer corps controls both operations and finances, this protection matters more than the formal policy language might suggest. Only 27.5% of organizations in this corpus report having one.
Officer & Key Employee Compensation (Part VII)
Form 990, Part VII — Named individuals with reportable compensation
No individual compensation reported for this organization in the most recent filing.
This is the norm for volunteer-run sailing clubs. Part VII still exists in the filing — it simply shows $0 compensation for all listed officers and directors, meaning this club is led entirely by unpaid volunteers. When you see compensation appear here in other organizations, it marks a meaningful transition: the club has grown to the point where professional management was hired. The largest clubs in this corpus — those above $3M in revenue — are the most likely to have paid executive staff.
Independent Compensation Consultant
Schedule J, Part I — Organizations filing when comp exceeds $150K
Schedule J not required for this organization.
Schedule J is only filed when at least one individual in Part VII received more than $150,000 in total compensation. This organization doesn’t meet that threshold, so this schedule is not required. Among the 35.7% of organizations in this corpus that do file Schedule J, 35.7% used an independent compensation consultant. When Schedule J IS required, this question asks whether the board hired an outside firm — unconnected to the organization — to benchmark executive pay against market rates. It reduces the risk that a board approves whatever the ED requests rather than what comparable organizations actually pay.
Equity-Based Compensation
Schedule J, Part II — Per-person compensation detail
Schedule J not required for this organization.
Related-Party Transactions (Schedule L)
Schedule L — Transactions with Interested Persons (officers, directors, their families, controlled entities)
Schedule L requires disclosure of loans, grants, and business transactions between the organization and its own insiders — board members, officers, key employees, and their family members or entities they control. Nonprofits are not prohibited from transacting with insiders, but they must disclose it, follow fair-market-value standards, and document that the transaction benefited the organization, not just the insider. These disclosures exist because self-dealing is the most direct way nonprofit assets can flow to those in control.
No related-party transactions found in our data for this organization. Schedule L is only required when transactions occur — absence means none were reported, not necessarily that none occurred.
Voting Board Members
24
Independent Members
24
Total Employees
0
Total Volunteers
10
Schedule O — Supplemental Information (most recent year)
Organizations use Schedule O to provide additional explanation for answers given on the main 990 form. These are direct excerpts from the filed document.
FORM 990, PART VI, SECTION A, LINE 2
IN GENERAL, BOARD MEMBERS ARE EMPLOYED BY VARIOUS EMPLOYERS IN THE BOATING INDUSTRY AND MAY IN VARIOUS INSTANCES HAVE BUSINESS RELATIONSHIPS WITH ONE ANOTHER.
FORM 990, PART VI, SECTION A, LINE 3
MANAGEMENT COMPANY PROVIDES MARKETING, PUBLIC RELATIONS AND ADMINISTRATIVE SERVICES SUCH AS BOOKKEEPING SERVICES. THE MANAGEMENT AGREEMENT INCLUDES STORAGE FACILITIES FOR THE PROPERTY AND EVENT DISPLAY EQUIPMENT.
FORM 990, PART VI, SECTION B, LINE 12C
THE BOARD REGULARLY MONITORS AND ENFORCES CONFLICTS OF INTEREST AND RESOLVES ANY ISSUES WHICH MAY ARISE IN A TIMELY MANNER
FORM 990, PART VI, SECTION C, LINE 19
DISCLOSURE OF GOVERNING DOCUMENTS AND FINANCIAL STATEMENTS ARE MADE IN WRITTEN FORM UPON REQUEST.
FORM 990, PART VI, SECTION A, LINE 6
THERE ARE FOUR CATEGORIES OF MEMBERSHIP: REGULAR MEMBERS: THIS CATEGORY INCLUDES ANY SOLE PROPRIETOR, PARTNERSHIP, CORPORATION, OR OTHER BUSINESS ENTITY HAVING LEGAL EXISTENCE TO DO BUSINESS IN THE UNITED STATES. THESE WILL BE VOTING MEMBERS. ASSOCIATE MEMBERS: THIS CATEGORY INCLUDES THOSE COMPANIES NOT BASED IN THE U.S. THEY ARE ENTITLED TO ALL THE RIGHTS AND PRIVILEGES OF REGULAR MEMBERSHIP EXCEPT THE RIGHT TO VOTE OR HOLD OFFICE ON THE BOARD OF DIRECTORS. ASSOCIATE MEMBERS MAY SERVE ON COMMIT…
Mission
ORGANIZATION FORMED TO PROMOTE AND SUPPORT THE U.S. SUPERYACHT INDUSTRY AND ITS MEMBERS WORLDWIDE THROUGH ADVOCACY, MARKETING AND EDUCATION.
As stated in the organization's 990 filing.
IRS Source Filings
Source filings are IRS e-file records in XML (Extensible Markup Language) format — a structured data standard used by the IRS for electronic filing. If you open one of these links, it will look like code. That's not an error — that's what XML looks like. Harbor Commons processes this raw XML and presents the structured, readable view you see above.
Why this matters: the XML is the receipt. Harbor Commons is the reading layer on top of that receipt. If you ever need to verify a number, wording choice, or disclosure, the source filing is where to check.
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