EIN: 31-1625735 · San Francisco, CA · Data spans: TY2018–TY2025
Most recent filing: Tax Year 2025.
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.
$374,536
$222,159
$4,331,853
$4,332,474
14 W-2 employees reported (Form W-3, most recent filing — contractors and volunteers excluded) · TY2025 · 990
Total compensation, benefits & payroll taxes (Part IX)
TY2025$94,707
Full cost to employ everyone — wages + employer benefits + payroll taxes. Not officer pay alone.
~$7,000 per employee ⓘ — average across 14W-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.
Professional & consulting fees (Part IX, line 11)
No professional or consulting fees reported in Part IX for TY2025.
Functional Expense Allocation (Part IX)
TY2025$222,159total functional expenses
0.0%
Program services
$0
100.0%
Management & general
$222,159
0.0%
Fundraising
$0
Source: Form 990, Part IX, line 25. Shows how this organization allocated total expenses across program services, management and general, and fundraising for this filing year.
Historical Trends
Revenue vs. Expenses
Net Revenue / Operating Margin
Net Assets
Revenue Trend
| Tax Year | Period | Form | Revenue | Expenses | Net Revenue | Net Assets |
|---|---|---|---|---|---|---|
| TY2018 | Before 2020 | 990 | N/A | N/A | — | N/A |
| TY2018 | Before 2020 | 990 | $763,443 | $827,155 | -$63,712 | $3,193,694 |
| TY2020 | 2020–2021 | 990 | N/A | N/A | — | N/A |
| TY2020 | 2020–2021 | 990 | $648,391 | $779,253 | -$130,862 | $3,893,630 |
| TY2021 | 2020–2021 | 990 | N/A | N/A | — | N/A |
| TY2021 | 2020–2021 | 990 | $1,166,489 | $882,045 | $284,444 | $4,650,345 |
| TY2022 | 2022+ | 990 | N/A | N/A | — | N/A |
| TY2022 | 2022+ | 990 | $916,574 | $1,063,802 | -$147,228 | $3,697,291 |
| TY2023 | 2022+ | 990 | N/A | N/A | — | N/A |
| TY2023 | 2022+ | 990 | $664,989 | $1,051,442 | -$386,453 | $3,849,035 |
| TY2024 | 2022+ | 990 | N/A | N/A | — | N/A |
| TY2024 | 2022+ | 990 | $538,128 | $864,993 | -$326,865 | $4,019,704 |
| TY2025 | 2022+ | 990 | $374,536 | $222,159 | $152,377 | $4,332,474 |
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 Income | $253 |
| 12 | Total revenue | $374,536 |
| 1e | Government grants (contributions) | $25,541 |
| 1f | All other contributions, gifts, grants | $17,200 |
| 1h | Total contributions and grants | $42,741 |
| 3 | Investment income | $82,116 |
Most revenue is reported in a single category this year. That can be normal for some org types; see the source filing for detail.
Endowment (Schedule D, Part V)
$2,936,017
Ending endowment balance as of TY2025
Ending balance — 5-year trend
TY2021
$3,258,313
TY2022
$2,590,097
TY2023
$2,983,385
TY2024
$2,879,012
TY2025
$2,936,017
TY2025 rollforward
Source:Form 990, Schedule D, Part V. Endowment funds reflect the organization's long-term investment reserves.
Balance Sheet (Part X)
TY2025| Line | Description | BOY | EOY |
|---|---|---|---|
| 16 | Total assets | $4,046,172 | $4,331,853 |
| 26 | Total liabilities | $26,468 | -$621 |
| 33 | Total net assets or fund balances | $4,019,704 | $4,332,474 |
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): 8
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 |
|---|---|---|---|
| Paul Heineken | Board Member | 2 | Volunteer |
| Doug Smith | Board Member | 2 | Volunteer |
| William J Hoehler | Sec./Treas | 2 | Volunteer |
| Bill Kreysler | Chairman | 2 | Volunteer |
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
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 |
|---|---|---|
| Travis Lund | Executive Director (Term End 9/20) | $107,502 |
| Christopher Childers | Executive Dir. | $102,192 |
| Travis Lund | Executive Director | $78,676 |
| Stuart Douglas Paine | ED/President (St. 4/22,Trans. 10/22) | $65,256 |
| Christopher Childers | Executive Dir. | $59,000 |
| Stuart Douglas Paine | ED/President | $56,154 |
Compensation shown is reportable compensation from this organization only, as disclosed in Part VII. The $150,000 individual disclosure threshold provides useful 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 reflects that the organization employs paid management rather than relying entirely on unpaid volunteers. Revenue scale, headcount, and operating complexity all shape what compensation levels are common for an organization of a given size. The filing shows what was paid and to whom; only people with inside knowledge of the organization can explain the context behind those numbers.
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
4
Independent Members
4
Total Employees
14
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 B, Line 11b
Form 990 is reviewed by the Board of Directors prior to filing with the IRS. The Board of Directors and Executive Director review a comprehensive set of financial documents each quarter.
Form 990, Part VI, Section B, Line 12c
Periodic reviews are conducted to ensure that TISC operates in a manner consistent with its charitable purpose.
Form 990, Part VI, Section C, Line 19
Governing documents, conflict of interest policy, and financial statements are available to the public upon request.
Mission
Our mission is to create opportunities for people to learn and grow through sailing by providing facilities, sailing instruction, and access to the water for people of all socioeconomic backgrounds,abilities and skill levels from novice to the Olympian.
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.
Labor's share of expenses fell sharply
Labor costs as a share of total expenses dropped 28 percentage points in one year — from 71% (TY2024) to 43% (TY2025).
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?
Revenue per employee rose sharply
Revenue per employee grew 65% over two years (TY2023–TY2025), well above typical inflation. This can reflect genuine revenue growth, reduced staffing relative to revenue, or a one-time revenue event.
Why it matters: High revenue per employee can reflect operational efficiency — or understaffing. The program model and revenue mix should be checked before drawing conclusions.
Operator question: Did the revenue base change (new programs, dues increase, capital campaign receipt), or did staffing fall behind revenue growth?
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 (10 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.
See an error?
If you spot a data discrepancy, misattribution, or filing mismatch — let us know.
Send us a signal →