EIN: 59-0595395 · Palmetto, FL · Data spans: TY2020–TY2025
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.
$5,264,249
$4,844,457
$5,766,543
$4,578,562
79 W-2 employees reported (Form W-3, most recent filing — contractors and volunteers excluded) · TY2025 · 990
Total compensation, benefits & payroll taxes (Part IX)
TY2025$2,260,375
Full cost to employ everyone — wages + employer benefits + payroll taxes. Not officer pay alone.
~$29,000 per employee ⓘ — average across 79W-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 $301,049. The remaining $1,959,326is unlisted staff labor cost — includes benefits & payroll taxes for all employees, not any one person's salary.
Professional & consulting fees (Part IX, line 11)
TY2025$37,145
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 $2,297,520.
Functional Expense Allocation (Part IX)
TY2025$4,844,457total functional expenses
Source: Form 990, Part IX, line 25. Functional allocation percentages are not itemized in this filing data for the selected year.
Historical Trends
Revenue vs. Expenses
Net Revenue / Operating Margin
Net Assets
Financial Health Snapshot
Derived from IRS 990 filings. Figures are as reported — they reflect a single point in time and should be read alongside the full filing history and program context above. No benchmark is a verdict.
Operating Margin
Net revenue as a share of total revenue. Positive = surplus; negative = deficit.
Sector context: sailing organizations typically run thin margins by design. A small surplus signals structural balance; a deficit is not automatically a warning without multi-year trend context.
Cash reserve (months)
Cash and short-term investments divided by average monthly expense.
A common practitioner benchmark: 3–6 months of unrestricted reserves provides a buffer for seasonal revenue gaps or unexpected costs. This figure is not a compliance threshold.
Revenue Change (YoY)
Change in total revenue from TY2024 to TY2025.
A single year of revenue change is a data point, not a trend. See the historical trends above for multi-year pattern context.
Revenue Trend
| Tax Year | Period | Form | Revenue | Expenses | Net Revenue | Net Assets |
|---|---|---|---|---|---|---|
| TY2020 | 2020–2021 | 990 | $3,107,800 | $3,030,503 | $77,297 | $3,471,995 |
| TY2021 | 2020–2021 | 990 | $3,347,765 | $3,156,604 | $191,161 | $2,990,065 |
| TY2022 | 2022+ | 990 | $4,143,061 | $3,623,459 | $519,602 | $3,509,667 |
| TY2023 | 2022+ | 990 | $4,164,006 | $3,880,412 | $283,594 | $3,793,261 |
| TY2024 | 2022+ | 990 | $4,695,490 | $4,329,981 | $365,509 | $4,158,770 |
| TY2025 | 2022+ | 990 | $5,264,249 | $4,844,457 | $419,792 | $4,578,562 |
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 REVENUE | $33,046 |
| 12 | Total revenue | $5,264,249 |
| 2a | MEMBERSHIP DUES & ASSE | $2,890,289 |
| 2b | RESTAURANT AND BAR | $1,852,131 |
| 2c | BASIN RENTAL | $396,475 |
| 2f | Total program service revenue | $5,138,895 |
| 3 | Investment income | $80,377 |
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 | $5,254,648 | $5,766,543 |
| 26 | Total liabilities | $1,095,878 | $1,187,981 |
| 33 | Total net assets or fund balances | $4,158,770 | $4,578,562 |
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): 33.5
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 |
|---|---|---|---|
| Bobby Smith | Most Recent Past Commodore | 2.3 | Volunteer |
| Caitlin Coyle-Hausinger | Director | 2.3 | Volunteer |
| Diane Sullo | Director | 2.3 | Volunteer |
| Bob Murphy | Rear Commodore | 2.7 | Volunteer |
| Jason Joule | Fleet Captain Sport Fishing | 2.3 | Volunteer |
| Jeanne Reeves | Director | 2.3 | Volunteer |
| John Broshears | Fleet Captain Sail | 2.3 | Volunteer |
| Patricia Baker | Director | 2.3 | Volunteer |
| Spencer Heintz | Director | 2.3 | Volunteer |
| Steve Hatley | Fleet Captain Power | 2.3 | Volunteer |
| Frank Albano | Director | 2.3 | Volunteer |
| Brian Moore | Treasurer | 3 | Volunteer |
| Jann Knighton | Secretary | 2.5 | Volunteer |
| Ali Breslav Goldberg | Director | 2.3 | 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.
Operation of a membership yacht club.
Yacht Basin- The Bradenton Yacht Club provides boat slips and storage space for the use of members of the club.
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. A documented policy creates a formal process for surfacing and managing potential conflicts. In this corpus, 41% of organizations 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, with documented protection from retaliation. The IRS added this question in 2008 following Sarbanes-Oxley. In this corpus, 27.5% of organizations 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 |
|---|---|---|
| George Gordon | General Manager | $172,763 |
| Alice McCann | Controller | $124,614 |
| Howie Stein | Commodore | $2,448 |
| Kyle Grimes | Vice Commodore | $1,224 |
Compensation shown is reportable compensation from this organization only, as disclosed in Part VII. Most volunteer-run sailing clubs report $0 officer compensation, while larger organizations may report paid executive roles. The figures above show exactly what this filing reports for named individuals.
Independent Compensation Consultant
Schedule J, Part I — Organizations filing when comp exceeds $150K
No independent compensation consultant reported for the most recent year with Schedule J data (2025). Executive pay was set through internal board processes — a compensation committee, comparison to prior years, or board vote — without outside benchmarking. This filing line records the process used, rather than evaluating whether that process is right or wrong.
Equity-Based Compensation
Schedule J, Part II — Per-person compensation detail
No equity-based compensation reported — expected for a nonprofit. Nonprofits cannot issue ownership stakes because they have no shareholders. In the for-profit world, equity aligns executive incentives with long-term value creation; the nonprofit analog takes different forms (retention bonuses, deferred comp) but not equity. Zero percent of organizations in the sailing and yacht club corpus report this. This section reports whether the filing includes that disclosure.
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
16
Independent Members
16
Total Employees
79
Total Volunteers
100
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, Line 7a Members or stockholders electing members of governing body
A nominating committee recommends board positions, but nominations are also accepted from membership during the voting process.
Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders
Any expense greater than $50,000 requires membership approval except if approved in the operating/capital budget.
Form 990, Part VI, Line 11b Review of form 990 by governing body
It is the responsibility of the Bradenton Yacht Club Treasurer and Finance Committee to review the Form 990 in detail after it is prepared by the Club's outside auditors and before it is filed each year. This review should include determining that the transactions reported represent fairly the club's financial activity for the reporting period and that all other disclosures appear to be reasonable and complete. Once this review is complete and approved, the Finance Committee will recommend to th…
Form 990, Part VI, Line 12c Conflict of interest policy
Individuals and members acting on behalf of the Bradenton Yacht Club are obligated to avoid and/or disclose ethical, legal, financial, or other conflicts of interest involving the club, and remove themselves from a position of decision-making authority with respect to any conflict situation involving the club. Employees and board members are required to fill out a conflict of interest questionnaire and update it on an annual basis.
Form 990, Part VI, Line 15a Process to establish compensation of top management official
It is the responsibility of the Bradenton Yacht Club Executive Committee for setting the compensation package for the Club General Manager as part of negotiating his or her employment contract with approval by the Board of Directors. The process for evaluating the Club Manager's compensation involves the Executive Committee's researching and considering the following factors: 1. If new to the job, prior experience, qualifications and job references for the Club Manager prior to coming to BYC. 2.…
Mission
A member-owned, private yacht club which provides boating, recreation and social activities for members, as well as outreach to the broader, non-member boating community.
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 31% 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.
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