EIN: 34-6524472 · LA SALLE, MI · Data spans: TY2020–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.
$621,702
$545,634
$1,859,074
$1,855,097
11 W-2 employees reported (Form W-3, most recent filing — contractors and volunteers excluded) · TY2025 · 990
Total compensation, benefits & payroll taxes (Part IX)
TY2025$161,441
Full cost to employ everyone — wages + employer benefits + payroll taxes. Not officer pay alone.
~$15,000 per employee ⓘ — average across 11W-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)
TY2025$18,840
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 $180,281.
Functional Expense Allocation (Part IX)
TY2025$545,634total functional expenses
100.0%
Program services
$545,634
0.0%
Management & general
$0
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 |
|---|---|---|---|---|---|---|
| TY2020 | 2020–2021 | 990 | N/A | N/A | — | N/A |
| TY2020 | 2020–2021 | 990 | $418,823 | $382,188 | $36,635 | $1,473,823 |
| TY2021 | 2020–2021 | 990 | N/A | N/A | — | N/A |
| TY2021 | 2020–2021 | 990 | $501,639 | $432,663 | $68,976 | $1,542,799 |
| TY2022 | 2022+ | 990 | N/A | N/A | — | N/A |
| TY2022 | 2022+ | 990 | $524,690 | $442,184 | $82,506 | $1,625,305 |
| TY2023 | 2022+ | 990 | N/A | N/A | — | N/A |
| TY2023 | 2022+ | 990 | $574,862 | $505,553 | $69,309 | $1,694,613 |
| TY2024 | 2022+ | 990 | N/A | N/A | — | N/A |
| TY2024 | 2022+ | 990 | $608,799 | $529,773 | $79,026 | $1,773,639 |
| TY2025 | 2022+ | 990 | $621,702 | $545,634 | $76,068 | $1,855,097 |
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 | MISC REVENUE | $15,838 |
| 12 | Total revenue | $621,702 |
| 1b | Membership dues | $258,546 |
| 1f | All other contributions, gifts, grants | $10,784 |
| 1h | Total contributions and grants | $269,330 |
| 2a | PROGRAM ACTIVITIES | $257,539 |
| 2b | JUNIOR SAILING | $28,824 |
| 2f | Total program service revenue | $286,363 |
| 3 | Investment income | $8,688 |
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)
TY2025| Line | Description | BOY | EOY |
|---|---|---|---|
| 16 | Total assets | $1,774,876 | $1,859,074 |
| 26 | Total liabilities | $1,237 | $3,977 |
| 33 | Total net assets or fund balances | $1,773,639 | $1,855,097 |
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): 0
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 |
|---|---|---|---|
| SUE CAUDELL | SECRETARY | 0 | Volunteer |
| BRADLEY D ARCANGELO | COMMODORE | 0 | Volunteer |
| CORY HEID | REAR COMMODORE | 0 | Volunteer |
| JENNIFER LOGAN | VICE COMMODORE | 0 | Volunteer |
| MARIE SNOW | TREASURER | 0 | Volunteer |
| RODERICK HILL | PAST COMMODORE | 0 | Volunteer |
| CRAIG MUELLER | TRUSTEE | 0 | Volunteer |
| PAUL QUINLAN | TRUSTEE | 0 | Volunteer |
| GARY GOLDBERG | TRUSTEE | 0 | Volunteer |
| JUSTIN ZOHN | TRUSTEE | 0 | Volunteer |
| BARB JORDON | TRUSTEE | 0 | Volunteer |
| RUSS IRVINE | TRUSTEE | 0 | Volunteer |
| JAMES MCKINSTRAY | TRUSTEE | 0 | Volunteer |
| DARLENE BURGOYNE | TRUSTEE | 0 | Volunteer |
| JOE CUTCHER | TRUSTEE | 0 | 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
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
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
15
Independent Members
15
Total Employees
11
Total Volunteers
150
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.
Members or stockholder classes and rights Part VI line 6
MEMBERS
Member election for additional members Part VI line 7a
BOARD OF TRUSTEES AND OFFICERS
Governing body decisions Part VI line 7b
SENIOR MEMBERS ONLY VOTE ON BYLAW CHANGES, BUDGET AND MAJOR SPENDING DECISIONS RELATING TO THE OPERATION OF THE CLUB.
Form 990 governing body review Part VI line 11
FORM 990 IS REVIEWED BY THE BOARD, TREASURER, AND COMMODORE AND IS SIGNED BY THE TREASURER AS PRINCIPLE FINANCIAL OFFICER
Conflict of interest policy compliance Part VI line 12c
ALL MEMBERS ARE REQUIRED TO DISCLOSE POTENTIAL CONFLICTS OF INTEREST ANNUALLY, THESE ARE REVIEWED BY THE BOARD ANNUALLY.
Mission
PROVIDING PROPER FACILITIES AND EDUCATION SO THAT MEMBERS MAY SAFELY ENJOY SAIL YACHTING.
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.
Revenue per employee rose sharply
Revenue per employee grew 67% 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 (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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