EIN: 14-1307127 · Hague, NY · Data spans: TY2020–TY2024
Most recent filing: Tax Year 2024.
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.
$267,142
$293,105
$357,763
$357,853
25 W-2 employees reported (Form W-3, most recent filing — contractors and volunteers excluded) · TY2024 · 990
Total compensation, benefits & payroll taxes (Part IX)
TY2024$67,421
Full cost to employ everyone — wages + employer benefits + payroll taxes. Not officer pay alone.
~$3,000 per employee ⓘ — average across 25 W-2 employees; includes benefits & payroll taxes; part-time and seasonal staff counted at full weight.
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.
Named staff org comp sums to $24,428. The remaining $42,993 is unlisted staff labor cost — includes benefits & payroll taxes for all employees, not any one person's salary.
Professional & consulting fees (Part IX, line 11)
TY2024$1,107
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 $68,528.
Functional Expense Allocation (Part IX)
TY2024$293,105total functional expenses
0.0%
Program services
$0
0.0%
Management & general
$0
0.0%
Fundraising
$0
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 | 990EZ | $130,672 | $65,385 | $65,287 | $291,758 |
| TY2021 | 2020–2021 | 990EZ | $145,000 | $123,144 | $21,856 | $313,614 |
| TY2022 | 2022+ | 990EZ | $168,576 | $165,488 | $3,088 | $316,702 |
| TY2023 | 2022+ | 990 | $256,952 | $189,838 | $67,114 | $383,816 |
| TY2024 | 2022+ | 990 | $267,142 | $293,105 | -$25,963 | $357,853 |
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 |
|---|---|---|
| 12 | Total revenue | $267,142 |
| 1b | Membership dues | $119,477 |
| 1c | Fundraising events | $426 |
| 1f | All other contributions, gifts, grants | $63,631 |
| 1h | Total contributions and grants | $183,534 |
| 2a | Service 1: Junior Program Teaching Sailing, swimming, tennis | $68,176 |
| 2b | Service 3: Social Events to Promote contact and lifelong friendships | $14,387 |
| 2f | Total program service revenue | $82,563 |
| 3 | Investment income | $89 |
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)
TY2024| Line | Description | BOY | EOY |
|---|---|---|---|
| 16 | Total assets | $384,057 | $357,763 |
| 26 | Total liabilities | $241 | -$90 |
| 33 | Total net assets or fund balances | $383,816 | $357,853 |
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): 78
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 |
|---|---|---|---|
| Margaret Kennedy | Corresponding Secretary | 2 | Volunteer |
| Robert Powell | Membership Secretary | 2 | Volunteer |
| Donna Wotton | Race Captain | 3 | Volunteer |
| Patrick Cartwright | Vice Commodore | 5 | Volunteer |
| Abigail Reingold | Commodore | 5 | Volunteer |
| Doug Bryant | Commodore | 5 | Volunteer |
| Farley Tierney | Director | 2 | Volunteer |
| Shane King | Director | 2 | Volunteer |
| Roger Saks | Director | 2 | Volunteer |
| Hannah Waite | Director | 2 | Volunteer |
| Lisa Boyd | Director | 2 | Volunteer |
| Diane Rottier | Director | 2 | Volunteer |
| Chris Mayer | Rear Commodore | 5 | Volunteer |
| Bruce Hatfield | Past Commodore | 2 | Volunteer |
| Lauren Waite | Past Commodore | 2 | Volunteer |
| Janet Lawrence | Past Commodore | 2 | Volunteer |
| Tracey Barth | Past Commodore | 2 | Volunteer |
| Cheryl Solomon | Director | 2 | Volunteer |
| Todd Wilson | Director | 2 | Volunteer |
| Seddon Beaty | Director | 2 | Volunteer |
| Amanda Vickerson | Director | 2 | Volunteer |
| Chris Quinn | Director | 2 | Volunteer |
| Becky Snelson | Director | 2 | Volunteer |
| Stephen Engler | Membership Secretary | 5 | Volunteer |
| Jamie Beaty | Director | 2 | Volunteer |
| Jon Krahulik | Fleet Captain | 5 | Volunteer |
| Tom Vickerson | Co-Race Captain | 2 | Volunteer |
| Sally Snelson | Purser | 5 | Volunteer |
Programs (Part III — most recent year)
Form 990, Part III — Statement of Program Service Accomplishments. These are the activities that directly further the organization's exempt purpose. Expenses, grants, and revenue are as reported in the organization's own sworn filing.
The club conducts regular sailing competitions in one design sailboats on Saturday and Sunday mornings mid-June through mid-August. An estimated 115 people were involved with the competitions. Program expenses are included in lines 16 and 24b.
The club hosts a number of recreational and social activities to promote contact and encourage lifelong friendships among our members. Recreational activities include but are not limited to adult sailing and pickleball for all ages. Social activities include opening ceremonies and picnic, an awards ceremony and dinner, a Flag officers reception, and a square dance, among others.
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
No whistleblower protection policy reported. Without a documented process, a staff member or volunteer who notices irregular transactions has no protected channel to report it — and no written assurance they won’t face consequences for raising the issue. The IRS added this question in 2008 following Sarbanes-Oxley. Absence does not imply wrongdoing; many small clubs haven’t formalized this in writing even when informal norms are healthy.
Officer & Key Employee Compensation (Part VII)
Form 990, Part VII — Named individuals with reportable compensation
Part VII requires individual disclosure of all officers, directors, trustees, key employees, and the five highest-compensated employees earning above the reporting threshold. The individuals listed here are from the most recent available filing.
| Name | Title | Comp from Org |
|---|---|---|
| Elizabeth Alexander | Asst manager (weekly hours reflect July and August only) | $5,143 |
| Olivia Lucier | Junior Program Manager (weekly hours reflect July and Aug only) | $4,800 |
| Elizabeth Alexander | Asst manager (weekly hours reflect July and August only) | $4,000 |
| Hillary Condit | Istructional Manager | $3,700 |
| Kendra McCoy | JP Assistant Director | $3,395 |
| Kerrie Tierney | Junior Program Asst Director (weekly hours reflect July and Aug only) | $3,390 |
Compensation shown is reportable compensation from this organization only, as disclosed in Part VII. The $150,000 threshold is significant context: most volunteer-run sailing clubs report $0 for all officers. When professional staff — a General Manager, Executive Director, or Harbor Master — earns above that level, it signals an org operating more like a business than a volunteer collective. That’s not inherently good or bad: a $12M club with 45 full-time employees may well need a $200K GM. But a $400K club paying its Commodore $180K warrants scrutiny.
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
25
Independent Members
25
Total Employees
25
Total Volunteers
250
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 6
Form 990, Part VI Section A, Line 6 - The club is made up of members. A Board of Directors is the governing body. There is also an executive committee made up of Board members who can vote on certain items and spend up to $2000. Actions of this executive committee must be approved at the next Board meeting of a quorum of Directors.
Form 990, Part VI, Section A, Line 7a
Form 990, Part VI, Section A, Line 7a - Board members are voted on by the members at an annual Members Meeting. Officers are voted on by the Board members.
Form 990, Part VI, Section A, Line 7b
Form 990, Part VI, Section A, Line 7b - Board members are voted on by the members.
Form 990, Part VI, Section B, Line 11b
The Form 990 will be sent to all members of the governing body for review and comment prior to filing with the IRS.
Form 990, Part VI, Section C, Line 19
To date we have not made our financial statements, governing documents, and conflict of interest policy available to the public. These are all available to our members upon request.
Mission
Sports and Social, We organize and conduct a summer youth program in sailing, swimming, water safety, and tennis. We conduct sailing competitions on weekend mornings in the summer. We conduct other recreational activities including pickleball, tennis, and social activities for our members.
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.
Similar Organizations
Finding peer organizations…
Capacity Signals
Auto-detected patterns from this organization's own IRS filing history. Signals are relative to this org's trend only — not peer comparisons, not judgments.
Private clubs are naturally labor-heavy. Always interpret signals against this organization's own context before drawing conclusions.
Expenses grew faster than labor
Total expenses rose 54% (TY2023→TY2024) while labor costs grew less than 2%. The gap is being filled by non-labor spending — contractors, facilities, insurance, or other professional services.
Why it matters: When expense growth consistently outpaces labor growth, the organization may be substituting staff with outside contractors — or absorbing rising fixed costs without expanding its team.
Operator question: Which non-labor line items drove the increase: outside contractors (Part IX line 11), occupancy, or insurance?
Labor's share of expenses fell sharply
Labor costs as a share of total expenses dropped 14 percentage points in one year — from 37% (TY2023) to 23% (TY2024).
Why it matters: A rapid shift in cost mix can indicate outsourcing, capital investment, or a change in program delivery model — each with different capacity implications.
Operator question: Did non-labor costs rise (capital project, insurance spike, contractor shift), or did the organization reduce its labor investment relative to activity?
Phase 2 signals (contractor substitution, benefits share changes) require Part IX line-level data and are not yet available. All computations use IRS-filed data only; no external benchmarks or CPI adjustments beyond a 3% per year inflation proxy.
📡 Filing Signals (2 total)
Trends and shifts computed from this organization's own public filings across all available years. Signals highlight where numbers changed — not whether those changes are good or bad. Only people with inside knowledge of this organization can interpret what these signals mean.
Signals describe filing history, not the club's live operating state. The newest filing may still lag current reality by many months.
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