EIN: 46-5040637 · SOUTH BURLINGTON, VT · Data spans: TY2018–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.
$0
$25,043
$0
$0
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$0
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$1,738
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 $1,738.
Functional Expense Allocation (Part IX)
TY2023$25,043total functional expenses
89.6%
Program services
$22,443
10.4%
Management & general
$2,600
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 |
|---|---|---|---|---|---|---|
| TY2018 | Before 2020 | 990 | $203,798 | $180,346 | $23,452 | $102,406 |
| TY2020 | 2020–2021 | 990 | $14,496 | $141,383 | -$126,887 | $55,259 |
| TY2021 | 2020–2021 | 990 | $96,387 | $79,960 | $16,427 | $71,686 |
| TY2022 | 2022+ | 990 | $13,028 | $59,671 | -$46,643 | $25,043 |
| TY2023 | 2022+ | 990 | $0 | $25,043 | -$25,043 | $0 |
Revenue trend is a filing-history view. It helps you compare operating periods, not infer the club's live condition today.
Balance Sheet (Part X)
TY2023| Line | Description | BOY | EOY |
|---|---|---|---|
| 16 | Total assets | $25,084 | $0 |
| 26 | Total liabilities | $41 | $0 |
| 33 | Total net assets or fund balances | $25,043 | $0 |
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): 10
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 |
|---|---|---|---|
| COURTNEY BELISLE | TREASURER | 2 | Volunteer |
| SARAH BUTSON | SECRETARY | 2 | Volunteer |
| JACKIE NAGLE | DIRECTOR | 2 | Volunteer |
| PATRICK KNOWLES | DIRECTOR | 2 | Volunteer |
| LINDA MURPHY | CHAIR | 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 |
|---|---|---|
| SUZANNE JOHNSON | EXECUTIVE DI | $31,970 |
| SUZANNE JOHNSON | EXECUTIVE DI | $31,970 |
| SYLVIA OBLAK | EXECUTIVE DIRECTOR (UNTIL 12/2021) | $18,603 |
| GERIANN HIGGINS | INTERIM EXEC. DIR. (UNTIL 7/2020) | $13,460 |
| SYLVIA OBLAK | EXECUTIVE DIRECTOR (START 7/2020) | $5,250 |
| SUZANNE JOHNSON | EXECUTIVE DIRECTOR (UNTIL 2/2020) | $4,800 |
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
5
Independent Members
5
Total Employees
0
Total Volunteers
5
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 MEMBERS BEFORE BEING FILED
FORM 990, PART VI, SECTION B, LINE 12C
THE FINANCE COMMITTEE OF THE ORGANIZATION PERIODICALLY REVIEWS TRANSACTIONS AND ARRANGEMENTS FOR ACTUAL OR POTENTIAL CONFLICTS OF INTEREST.
FORM 990, PART VI, SECTION C, LINE 19
GOVERNING DOCUMENTS DISCLOSURE EXPLANATION GOVERNING DOCUMENTS ARE AVAILABLE FOR PUBLIC INSPECTION AT OUR PRINCIPAL OFFICE DURING REGULAR BUSINESS HOURS
Mission
RESPITE FOR CANCER PATIENTS AND THEIR CAREGIVERS
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 38 percentage points in one year — from 41% (TY2021) to 2% (TY2022).
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 529% over two years (TY2020–TY2022), 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.
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