EIN: 26-3217432 · Lihue, HI · Data spans: TY2019–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.
$193,937
$244,634
N/A
$226,922
W-2 employee count not reported for most recent filing · TY2024 · 990EZ
Total compensation, benefits & payroll taxes (Part IX)
TY2023$84,548
Full cost to employ everyone — wages + employer benefits + payroll taxes. Not officer pay alone.
~$85,000 per employee ⓘ — average across 1 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 $80,621. The remaining $3,927 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)
No professional or consulting fees reported in Part IX for TY2023.
Historical Trends
Revenue vs. Expenses
Net Revenue / Operating Margin
Net Assets
Revenue Trend
| Tax Year | Period | Form | Revenue | Expenses | Net Revenue | Net Assets |
|---|---|---|---|---|---|---|
| TY2019 | Before 2020 | 990EZ | $90,680 | $97,746 | -$7,066 | $103,255 |
| TY2020 | 2020–2021 | 990 | $201,310 | $167,706 | $33,604 | $136,533 |
| TY2021 | 2020–2021 | 990EZ | $133,883 | $98,240 | $35,643 | $172,176 |
| TY2022 | 2022+ | 990EZ | $178,968 | $91,193 | $87,775 | $259,951 |
| TY2023 | 2022+ | 990 | $214,355 | $195,479 | $18,876 | $278,827 |
| TY2024 | 2022+ | 990EZ | $193,937 | $244,634 | -$50,697 | $226,922 |
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 | $214,355 |
| 1c | Fundraising events | $1,001 |
| 1f | All other contributions, gifts, grants | $135,076 |
| 1h | Total contributions and grants | $136,077 |
| 2a | Sailing Instruction | $78,278 |
| 2f | Total program service revenue | $78,278 |
Most revenue is reported in a single category this year. That can be normal for some org types; see the source filing for detail.
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): 26
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 |
|---|---|---|---|
| Melissa Tremblay | Director | 4 | Volunteer |
| Shaun Lehman | Director | 4 | Volunteer |
| Richard Olsen | Secretary | 6 | Volunteer |
| Jeremy Burns | Vice President | 4 | Volunteer |
| Cara Brosius | Director | 4 | Volunteer |
| Chris Jordan | President | 4 | 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.
Sailing and marine education
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
Not reported — this organization files Form 990-EZ, which does not include this schedule.
Part VI governance questions — including the conflict of interest policy — appear only on the full Form 990. This organization files a shorter form available to smaller or specialized filers. Full 990 filers must answer these questions and make the responses public.
Whistleblower Protection Policy
Form 990, Part VI — Line 13
Not reported — this organization files Form 990-EZ, which does not include this schedule.
Whistleblower policy disclosure is part of the full Form 990’s Part VI. The IRS added this question after Sarbanes-Oxley to encourage nonprofits to adopt protections analogous to those required of public companies.
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 |
|---|---|---|
| Amy Hicks | Executive Dir. | $40,346 |
| Carl Andersson | Treasurer | $40,275 |
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
Not reported — this organization files Form 990-EZ, which does not include this schedule.
Schedule J is a supplement to the full Form 990 only. It captures how high executive pay was set and what perquisites were provided.
Equity-Based Compensation
Schedule J, Part II — Per-person compensation detail
Not reported — this organization files Form 990-EZ, which does not include this schedule.
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.
Schedule L detail is extracted from full Form 990 XML. This organization files Form 990-EZ, which uses different disclosure rules.
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.
Other Expenses.17
Training $320
Other Expenses.18
Licenses & fees $229
Other Expenses.11
Yard service $1200
Other Expenses.15
Office Supplies $372
Other Expenses.16
Meals $351
Mission
Teaching life skills through marine awareness.
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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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.
Labor's share of expenses fell sharply
Labor costs as a share of total expenses dropped 13 percentage points in one year — from 57% (TY2020) to 43% (TY2023).
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?
Expenses grew faster than labor
Total expenses rose 17% (TY2020→TY2023) 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?
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 (5 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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