EIN: 59-1159107 · NEW SMYRNA BEACH, FL · Data spans: TY2020–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.
$3,007,573
$2,962,466
$4,584,038
$3,415,466
62 W-2 employees reported (Form W-3, most recent filing — contractors and volunteers excluded) · TY2024 · 990
Total compensation, benefits & payroll taxes (Part IX)
TY2024$1,493,174
Full cost to employ everyone — wages + employer benefits + payroll taxes. Not officer pay alone.
~$24,000 per employee ⓘ — average across 62W-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 $1,208,882. The remaining $284,292is unlisted staff labor cost — includes benefits & payroll taxes for all employees, not any one person's salary.
Professional & consulting fees (Part IX, line 11)
TY2024$11,506
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 $1,504,680.
Functional Expense Allocation (Part IX)
TY2024$2,962,466total functional expenses
Part IX functional expense detail (program / management / fundraising allocation) was not reported in this filing. This is common for organizations whose filing form does not require the breakout, including many 501(c)(7) recreational clubs.
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 | $1,888,345 | $1,727,912 | $160,433 | $3,042,858 |
| TY2021 | 2020–2021 | 990 | N/A | N/A | — | N/A |
| TY2021 | 2020–2021 | 990 | $2,209,111 | $1,987,850 | $221,261 | $3,264,119 |
| TY2022 | 2022+ | 990 | N/A | N/A | — | N/A |
| TY2022 | 2022+ | 990 | $2,427,616 | $2,392,400 | $35,216 | $3,299,335 |
| TY2023 | 2022+ | 990 | N/A | N/A | — | N/A |
| TY2023 | 2022+ | 990 | $2,941,210 | $2,870,186 | $71,024 | $3,370,359 |
| TY2024 | 2022+ | 990 | N/A | N/A | — | N/A |
| TY2024 | 2022+ | 990 | $3,007,573 | $2,962,466 | $45,107 | $3,415,466 |
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 | ADVERTISING REVENUE | $8,235 |
| 11b | MISCELLANEOUS REVENUE | $360 |
| 12 | Total revenue | $3,007,573 |
| 2a | MEMBERSHIP DUES | $1,793,107 |
| 2b | DOCKAGE | $248,970 |
| 2c | SYC LADIES CLUB PROGRAM MEETINGS | $1,562 |
| 2f | Total program service revenue | $2,043,639 |
| 3 | Investment income | $38,142 |
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)
TY2024| Line | Description | BOY | EOY |
|---|---|---|---|
| 16 | Total assets | $4,464,776 | $4,584,038 |
| 26 | Total liabilities | $1,094,417 | $1,168,572 |
| 33 | Total net assets or fund balances | $3,370,359 | $3,415,466 |
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): 43
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 |
|---|---|---|---|
| CHRISTINE ELNITSKY | VICE-COMMODORE | 5 | Volunteer |
| TIM PAYNE | REAR-COMMODORE | 5 | Volunteer |
| KAREN NORTH | GOVERNOR | 2 | Volunteer |
| RANDY HARTMAN | GOVERNOR | 2 | Volunteer |
| BILL ROBINSON | COMMODORE | 15 | Volunteer |
| BERNIE MCCARTHY | SECRETARY | 5 | Volunteer |
| DEBBIE KIELY | FLEET CAPTAIN/GOVERNOR | 2 | Volunteer |
| DAVE HOFFMAN | TREASURER | 5 | Volunteer |
| CHIP BEEDLE | GOVERNOR | 2 | Volunteer |
Top Independent Contractors (Part VII-B)
$443,179across 1 contractor
| Contractor | Services | Compensation |
|---|---|---|
| — | CONTRACTOR | $443,179 |
Source: Form 990, Part VII, Section B. Lists each independent contractor paid more than $100,000.
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
Governance data not available for this organization’s most recent filing year. This can occur for newly filed returns not yet in the corpus, or for organizations whose XML filing did not include Part VI.
Whistleblower Protection Policy
Form 990, Part VI — Line 13
Governance data not available for this organization’s most recent filing year.
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 |
|---|---|---|
| JUSTIN WRIGHT | GENERAL MANAGER | $152,000 |
| JUSTIN WRIGHT | GENERAL MANAGER | $134,899 |
| JUSTIN WRIGHT | GENERAL MANAGER | $128,250 |
| JUSTIN WRIGHT | GENERAL MANAGER | $127,500 |
| JIM JACKSON | CONTROLLER | $116,877 |
| JUSTIN WRIGHT | GENERAL MANAGER UNTIL 9/22/24 | $112,129 |
| JIM JACKSON | CONTROLLER | $107,275 |
| JIM JACKSON | CONTROLLER | $103,740 |
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
No independent compensation consultant reported for the most recent year with Schedule J data (2023). Executive pay was set through internal board processes — a compensation committee, comparison to prior years, or board vote — without outside benchmarking. This approach is common among nonprofit organizations. An independent consultant provides external market data and a documented rationale; its presence or absence is one piece of context among several when reading compensation disclosures.
Equity-Based Compensation
Schedule J, Part II — Per-person compensation detail
No equity-based compensation reported. This is typical for nonprofits, which have no shareholders and cannot issue ownership stakes. In the for-profit world, equity-based instruments align executive incentives with shareholder value; the nonprofit analog uses different mechanisms such as retention bonuses or deferred compensation. None of the organizations in the sailing and yacht club corpus report equity-based compensation.
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.
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 12C
THE BOARD OF GOVERNORS SIGN A CONFLICT OF INTEREST POLICY ANNUALLY.
FORM 990, PART VI, SECTION A, LINE 7A
THE ORGANIZATION'S MEMBERS VOTE IN THE BOARD OF GOVERNORS. VOTING RIGHTS ARE ONLY GIVEN TO TWO OF THE FIVE MEMBER CLASSES WITH THE PRIVILEGE OF THE VOTE.
FORM 990, PART VI, SECTION C, LINE 19
THE ORGANIZATION DOES NOT MAKE ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST STATEMENT, OR ITS FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC.
FORM 990, PART VI, SECTION B, LINE 15
PROCESS FOR DETERMINING COMPENSATION FOR THE TOP MANAGEMENT OFFICIAL AND OTHER OFFICERS: THE BOARD'S EXECUTIVE COMMITTEE LOOKS AT COMPARABLE SALARY RANGES FROM THE CLUB MANAGER'S ASSOCIATION. ONCE A DECISION IS MADE, THE PROCESS AND DECISION ARE DOCUMENTED.
FORM 990, PART VI, SECTION A, LINE 4
THE ORGANIZATION'S BYLAWS WERE AMENDED AND RATIFIED ON JUNE 13, 2024. SIGNIFICANT CHANGES ARE AS FOLLOWS: - THE FLEET CAPTAIN APPOINTS ONLY THE DIRECTOR OF SAILING AND COMMITTEES. - THE DOCK COMMITTEE IS CHAIRED BY AN ELECTED CHAIR, FOUR MEMBERS MUST BE DOCK TENANTS, EXPANDED RESPONSIBILITIES INCLUDING RULE MAKING, FEE RECOMMENDATIONS, STORM/HURRICANE BACKUP, AND FORMAL REPORTING. - PROXY VOTING IS PERMISSABLE WITH VERIFICATION; MAIL-IN BALLOTS PERMITTED WITH SEALS/TRACKING; TELLER COMMITTEE MUS…
Mission
PRIVATE CLUB ACTIVITY.
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.
Revenue per employee rose sharply
Revenue per employee grew 26% over two years (TY2022–TY2024), 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 (2 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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