EIN: 95-3626059 · LONG BEACH, CA · Data spans: TY2017–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.
$369,360
$425,207
$324,680
$309,587
3 W-2 employees reported (Form W-3, most recent filing — contractors and volunteers excluded) · TY2024 · 990
Total compensation, benefits & payroll taxes (Part IX)
TY2024$156,521
Full cost to employ everyone — wages + employer benefits + payroll taxes. Not officer pay alone.
~$52,000 per employee ⓘ — average across 3 W-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 $76,958. The remaining $79,563 is unlisted staff labor cost — includes benefits & payroll taxes for all employees, not any one person's salary.
Professional & consulting fees (Part IX, line 11)
No professional or consulting fees reported in Part IX for TY2024.
Functional Expense Allocation (Part IX)
TY2024$425,207total functional expenses
86.4%
Program services
$367,234
8.4%
Management & general
$35,803
5.2%
Fundraising
$22,170
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 |
|---|---|---|---|---|---|---|
| TY2017 | Before 2020 | 990 | $360,705 | $366,031 | -$5,326 | $286,446 |
| TY2018 | Before 2020 | 990 | $441,189 | $410,530 | $30,659 | $311,782 |
| TY2020 | 2020–2021 | 990 | $138,861 | $199,470 | -$60,609 | $278,249 |
| TY2021 | 2020–2021 | 990 | $318,373 | $328,844 | -$10,471 | $313,214 |
| TY2022 | 2022+ | 990 | $387,606 | $340,210 | $47,396 | $359,803 |
| TY2023 | 2022+ | 990 | $433,659 | $428,594 | $5,065 | $364,311 |
| TY2024 | 2022+ | 990 | $369,360 | $425,207 | -$55,847 | $309,587 |
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 | $369,360 |
| 1f | All other contributions, gifts, grants | $98,076 |
| 1h | Total contributions and grants | $98,076 |
| 2a | Program Services | $192,527 |
| 2b | Rentals | $12,196 |
| 2c | UNIVERSITY CONTRACT | $57,900 |
| 2d | BOAT USE | $5,507 |
| 2f | Total program service revenue | $268,130 |
| 3 | Investment income | $3,154 |
Most revenue is reported in a single category this year. That can be normal for some org types; see the source filing for detail.
Endowment (Schedule D, Part V)
$34,659
Ending endowment balance as of TY2024
Ending balance — 5-year trend
TY2020
$34,659
TY2021
$34,659
TY2022
$34,659
TY2023
$34,659
TY2024
$34,659
TY2024 rollforward
Allocation
1%
Board-designated
Source: Form 990, Schedule D, Part V. Endowment funds reflect the organization's long-term investment reserves.
Balance Sheet (Part X)
TY2024| Line | Description | BOY | EOY |
|---|---|---|---|
| 16 | Total assets | $382,603 | $324,680 |
| 26 | Total liabilities | $18,292 | $15,093 |
| 33 | Total net assets or fund balances | $364,311 | $309,587 |
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): 68
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 |
|---|---|---|---|
| MIKE SEGERBLOM | EX.DIR. | 40 | Volunteer |
| TODD SMITH | SECRETARY | 3 | Volunteer |
| DAVID KOFAHL | DIRECTOR | 2 | Volunteer |
| PATRICK MEEGAN | DIRECTOR | 1 | Volunteer |
| CHARLES BOOEY KOBER | VICE PRESIDENT | 3 | Volunteer |
| JAMES TOWNES | DIRECTOR | 1 | Volunteer |
| JOHN SHADDEN | DIRECTOR | 2 | Volunteer |
| ANDREW ZINN | PRESIDENT | 5 | Volunteer |
| AARON FEVES | DIRECTOR | 1 | Volunteer |
| GLENNON STRATTON | DIRECTOR | 1 | Volunteer |
| PATRICK BIXBY | DIRECTOR | 1 | Volunteer |
| MIKE BLECHER | DIRECTOR | 1 | Volunteer |
| JERRY MONTGOMERY | DIRECTOR | 1 | Volunteer |
| JAMES EDDY III | TREASURER | 5 | Volunteer |
| CHUCK CLAY | DIRECTOR | 1 | 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.
ALLOWED FOR USE OF FACILITIES AND EQUIPMENT WHEN NOT IN USE
PROPERLY SAFE GUARD CASH BALANCES AND COLLECT INCOME IN SUPPORT OF A FIXED OFFICE.
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 |
|---|---|---|
| MIKE SEGERBLOM | EX.DIR. | $76,958 |
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
No independent compensation consultant reported for the most recent year with Schedule J data (2024). Executive pay was set through internal board processes — a compensation committee, comparison to prior years, or board vote — without outside benchmarking. This is common and not inherently concerning for organizations paying market-rate salaries. It becomes more notable as compensation levels rise and the board’s judgment becomes harder to validate externally.
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. If any did, it would immediately raise questions about whether the arrangement is consistent with tax-exempt status.
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.
12 transactions found across all available filing years. Sorted largest to most recent.
| Person / Entity | Relationship | Type | Amount | Year |
|---|---|---|---|---|
| TODD SMITH | VP SECRETARY | loan | $0 | 2020 |
| CHARLES KOBER | PRESIDENT | loan | $0 | 2020 |
| JAMES EDDY III | TREASURER | loan | $0 | 2020 |
| DON ZINN | DIRECTOR | loan | $0 | 2020 |
| JAMES EDDY III | TREASURER | loan | $1,985 | 2018 |
| CHARLES KOBER | PRESIDENT | loan | $1,985 | 2018 |
| TODD SMITH | VP SECRETARY | loan | $1,985 | 2018 |
| DON ZINN | DIRECTOR | loan | $1,985 | 2018 |
| JAMES EDDY III | TREASURER | loan | $1,985 | 2017 |
| TODD SMITH | VICE PRESIDENT | loan | $1,985 | 2017 |
| CHARLES KOBER | PRESIDENT | loan | $1,985 | 2017 |
| DONALD ZINN | DIRECTOR | loan | $1,985 | 2017 |
⚠️ Entity-controlled transactions detected. One or more transactions involve an entity owned or controlled by a board officer. Even if terms are fair, this is a related-party transaction of the highest order: the lender has direct influence over whether the loan is repaid, on what terms, and whether it was structured to benefit the club or themselves. Key questions: Was interest charged at market rate? Did a disinterested board majority approve it? Is there a documented repayment schedule?
📋 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.
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 XI, Line 9
BOOK/TAX DIFFERENCES INCLUDING DEPRECIATION AND ADJUSTMENTS 1,114.
Form 990, Part VI, Section B, Line 15A
THE EXECUTIVE DIRECTORS PAY IS SET AND APPROVED BY THE BOARD OF DIRECTORS ANNUALLY AND THE APPROVAL IS MINUTED IN ITS RECORDS THROUGH THE BUDGETING PROCESS.
Form 990, Part VI, Section C, Line 19
THE EXECUTIVE DIRECTOR WILL FORWARD A COPY OF THE REQUESTED INFORMATION WITHIN 30 DAYS OF RECEIPT OF THE REQUEST FOR INFORMATION.
Form 990, Part VI, Section B, Line 11A
TAX RETURN IS PREPARED BY AN OUTSIDE FIRM. RETURNS ARE READ BY BOTH THE EXECUTIVE DIRECTOR AND TREASURER BEFORE FILING.
Mission
PROVIDE FACILITIES, EQUIPMENT PROGRAMS DESIGNED TO ENHANCE SKILLS AND WATER SAFETY THROUGH PROGRAMS DESIGNED FOR YOUTH, AT-RISK, DISABLED, NOVICE AND ADVANCED SAILING SKILLS.
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.
Labor's share of expenses declined over two years
Labor costs as a share of total expenses fell 9 percentage points over two years — from 45% (TY2022) to 37% (TY2024).
Why it matters: A gradual structural shift in cost mix — even if intentional — can reflect erosion of the org's staffing model or increasing reliance on outside labor.
Operator question: Was this shift intentional strategy, or did it happen by constraint?
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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