EIN: 93-6030683 · EUGENE, OR · Data spans: TY2021–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.
$423,466
$396,346
$687,534
$680,990
7 W-2 employees reported (Form W-3, most recent filing — contractors and volunteers excluded) · TY2025 · 990
Total compensation, benefits & payroll taxes (Part IX)
TY2025$103,278
Full cost to employ everyone — wages + employer benefits + payroll taxes. Not officer pay alone.
~$15,000 per employee ⓘ — average across 7W-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 $72,906. The remaining $30,372is 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$15,507
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 $118,785.
Functional Expense Allocation (Part IX)
TY2025$396,346total 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 |
|---|---|---|---|---|---|---|
| TY2021 | 2020–2021 | 990 | N/A | N/A | — | N/A |
| TY2021 | 2020–2021 | 990 | $285,170 | $256,283 | $28,887 | $498,530 |
| TY2022 | 2022+ | 990 | N/A | N/A | — | N/A |
| TY2022 | 2022+ | 990 | $332,788 | $321,517 | $11,271 | $509,801 |
| TY2023 | 2022+ | 990 | N/A | N/A | — | N/A |
| TY2023 | 2022+ | 990 | $352,988 | $279,318 | $73,670 | $583,471 |
| TY2024 | 2022+ | 990 | N/A | N/A | — | N/A |
| TY2024 | 2022+ | 990 | $445,202 | $374,803 | $70,399 | $653,870 |
| TY2025 | 2022+ | 990 | $423,466 | $396,346 | $27,120 | $680,990 |
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 |
|---|---|---|
| 12 | Total revenue | $423,466 |
| 1f | All other contributions, gifts, grants | $5,693 |
| 1h | Total contributions and grants | $5,693 |
| 2a | DUES | $136,211 |
| 2b | BOAT MOORAGE | $86,387 |
| 2c | SAIL SCHOOL | $44,101 |
| 2d | RV & TRAILERS | $42,450 |
| 2e | BOAT STORAGE | $28,872 |
| 2f | Total program service revenue | $413,187 |
| 3 | Investment income | $4,586 |
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 | $667,897 | $687,534 |
| 26 | Total liabilities | $14,027 | $6,544 |
| 33 | Total net assets or fund balances | $653,870 | $680,990 |
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): 21
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 |
|---|---|---|---|
| AL AVEY | REAR COMMODO | 1 | Volunteer |
| HEATHER GREEN | 2ND TRUSTEE | 2 | Volunteer |
| JANELL SKEEN | SECRETARY | 3 | Volunteer |
| ERIC DEFREEST | TREASURER | 4 | Volunteer |
| ROELAND KAPSENBERG | VICE COMMODO | 3 | Volunteer |
| KATIE THOMAS | COMMODORE | 6 | Volunteer |
| MEGAN RICHTER | 1ST TRUSTEE | 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
No conflict of interest policy reported. This question is part of Form 990’s Part VI governance disclosures. A written policy documents how the organization identifies and manages situations where a board member, officer, or key employee has a financial interest in a decision — and how those individuals step back from related votes. The IRS does not legally require this policy. Many volunteer-run clubs manage these situations through informal norms rather than written procedure; formal documentation becomes more common as organizations grow in size and operating complexity.
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
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 |
|---|---|---|
| PAUL MORROW | CLUB MANAGER | $22,500 |
| RICHARD AARING | CLUB MANAGER | $22,500 |
| RICHARD AARING | CLUB MANAGER | $14,531 |
| PAUL MORROW | CLUB MANAGER | $13,375 |
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.
8 transactions found across all available filing years. Sorted largest to most recent.
| Person / Entity | Relationship | Type | Amount | Year |
|---|---|---|---|---|
| RICH DIXIE AARING | FORMER EMPLOYEE | loan | $9,192 | 2023 |
| EVERT AND JUDY SLIJPER | FORMER OFFICER | loan | $9,192 | 2023 |
| ROBERT INA SWANGARD | FORMER OFFICER | loan | $9,192 | 2023 |
| MATT SPRICK | OFFICER | loan | $9,192 | 2023 |
| MATT SPRICK | OFFICER | loan | $10,000 | 2022 |
| RICH DIXIE AARING | FORMER EMPLOYEE | loan | $10,000 | 2022 |
| EVERT AND JUDY SLIJPER | FORMER OFFICER | loan | $10,000 | 2022 |
| ROBERT INA SWANGARD | FORMER OFFICER | loan | $10,000 | 2022 |
📋 Context note. Where available, transactional context may be supplemented by audited financial statements or other independent disclosures that are not derived from 990 XML data alone. When an independent audit confirms the terms, repayment schedule, and arm's-length pricing of a related-party loan, the transaction carries a materially different risk profile than the 990 alone would suggest.
Member capital loans are the most common Schedule L pattern in the sailing corpus. When a club needs dock repairs, marina upgrades, or clubhouse renovations, it sometimes turns to its own members as lenders rather than commercial banks — effectively, members financing their own infrastructure. These can be legitimate and transparent. What to look for: Are the loans repaid? Are interest rates reasonable? Are new loans replacing old ones, or is the balance growing?
Voting Board Members
7
Independent Members
7
Total Employees
7
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.
FORM 990, PAGE 1, PART I, LINE 6
MANY MEMBERS VOLUNTEER OVER AND ABOVE THEIR REQUIRED WORK PARTY HOURS DOING ALL KINDS OF WORK ON THE GROUNDS, IN THE CLUBHOUSE AND AT SAIL SCHOOL AND REGATTAS.
FORM 990, PAGE 2, PART III, LINE 4A
EUGENE YACHT CLUB IS A PLACE FOR BOATERS OF ALL INTERESTS. WE ARE A MEMBER-RUN ORGANIZATION THAT HAS BEEN PART OF THE SAILING COMMUNITY SINCE 1940. WHILE OUR NAME MAY CONJURE UP VISIONS OF BLUE BLAZERS AND ASCOTS, WE PRIDE OURSELVES ON BEING A CASUAL AND FAMILY-ORIENTED PLACE. OUR GOAL HAS ALWAYS BEEN TO BE A SAFE, FUN, AND AFFORDABLE CLUB ON FERN RIDGE RESERVOIR. SAILORS IN PARTICULAR LOVE IT A FERN RIDGE. THE LAKE'S RELIABLE WINDS, UNCROWDED WATERS, AND NATURAL BEAUTY MAKES IT ONE OF THE TOP S…
FORM 990, PAGE 6, PART VI, LINE 7A
MEMBERS ELECT THE BOARD OF TRUSTEES AT AN ANNUAL MEETING
FORM 990, PAGE 6, PART VI, LINE 11B
OFFICER REVIEWS 990 PREPARED BY OUTSIDE ACCOUNTANT
FORM 990, PAGE 6, PART VI, LINE 15A
BOARD OF TRUSTEES ESTABLISHES SALARY FOR CLUB MANAGER BASED ON COMPARABLE AMOUNTS FOR SIMILAR DUTIES.
Mission
EUGENE YACHT CLUB IS A PLACE FOR BOATERS OF ALL INTERESTS. WE PROVIDE BOATING FACILITIES AND ACTIVITIES FOR MEMBERS.
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 37% 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?
Expenses grew faster than labor
Total expenses rose 6% (TY2024→TY2025) while labor costs grew less than 2%. The gap is being filled by non-labor spending — contractors, facilities, insurance, or other professional services.
Why it matters: When expense growth consistently outpaces labor growth, the organization may be substituting staff with outside contractors — or absorbing rising fixed costs without expanding its team.
Operator question: Which non-labor line items drove the increase: outside contractors (Part IX line 11), occupancy, or insurance?
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 (9 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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