EIN: 23-2640369 · DEVON, PA · Data spans: TY2018–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.
$354,051
$364,131
$59,823
$12,302
0 W-2 employees reported (Form W-3, most recent filing — contractors and volunteers excluded) · TY2024 · 990
Total compensation, benefits & payroll taxes (Part IX)
TY2024$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)
TY2024$47,320
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 $47,320.
Functional Expense Allocation (Part IX)
TY2024$364,131total functional expenses
100.0%
Program services
$364,131
0.0%
Management & general
$0
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 | $618,540 | $488,589 | $129,951 | $242,155 |
| TY2019 | Before 2020 | 990 | $566,587 | $629,160 | -$62,573 | $188,529 |
| TY2020 | 2020–2021 | 990 | $123,702 | $129,044 | -$5,342 | $219,843 |
| TY2021 | 2020–2021 | 990 | $161,033 | $227,319 | -$66,286 | $177,422 |
| TY2022 | 2022+ | 990 | $420,919 | $544,034 | -$123,115 | $65,770 |
| TY2023 | 2022+ | 990 | $358,278 | $410,709 | -$52,431 | $22,382 |
| TY2024 | 2022+ | 990 | $354,051 | $364,131 | -$10,080 | $12,302 |
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 | PRSC LLC ORDINARY INCO | -$6,529 |
| 12 | Total revenue | $354,051 |
| 1f | All other contributions, gifts, grants | $3,000 |
| 1h | Total contributions and grants | $3,000 |
| 2a | SPONSORSHIP | $286,842 |
| 2b | REGATTA | $171,176 |
| 2c | VENDOR | $37,677 |
| 2d | MISCELLANEOUS | $24,000 |
| 2e | ALUMNI AND CORPORATE H | $11,483 |
| 2f | Total program service revenue | $357,101 |
| 3 | Investment income | $479 |
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 | $122,312 | $59,823 |
| 26 | Total liabilities | $99,930 | $47,521 |
| 33 | Total net assets or fund balances | $22,382 | $12,302 |
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): 32
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 |
|---|---|---|---|
| PAUL SAVELL | MEMBER | 0.5 | Volunteer |
| AMY R CAMPBELL | MEMBER | 0.5 | Volunteer |
| WILLIAM K JURGENS JR | MEMBER | 0.5 | Volunteer |
| WILLIAM BRADSHAW | MEMBER | 0.5 | Volunteer |
| THOMAS G DELUTIS | MEMBER | 5.53 | Volunteer |
| PATRICK MCCANN | VICE PRESIDENT | 2 | Volunteer |
| PATRICIA A WINTON | RECORDING SECRETARY | 0.5 | Volunteer |
| MORRIE LEDWITH | MEMBER | 0.5 | Volunteer |
| LOU MCCORMICK | MEMBER | 0.5 | Volunteer |
| LAUREN M VIDAS | MEMBER | 0.5 | Volunteer |
| LARRY DOUGHERTY | MEMBER | 0.5 | Volunteer |
| KIRSTEN LEDWITH MORASCO | PRESIDENT | 0.5 | Volunteer |
| KEVIN F BACKE | VICE PRESIDENT | 2 | Volunteer |
| JOHN R GALLOWAY | CHAIRMAN | 1 | Volunteer |
| JOHN J MUSIAL | TREASURER | 0.5 | Volunteer |
| JOHN F LEONARD | REGATTA SECRETARY | 2 | Volunteer |
| JAMES R HANNA | IMMEDIATE PAST PRESIDENT | 10 | Volunteer |
| GREGORY P MONTANARO | MEMBER | 0.5 | Volunteer |
| DR JOSEPH MURPHY | MEMBER | 0.5 | Volunteer |
| DOMINICK DIJULIA | MEMBER | 0.5 | Volunteer |
| CHRISTOPHER L O'BRIEN JR | MEMBER | 0.5 | Volunteer |
| BRIAN BAPTISTE | MEMBER | 0.5 | Volunteer |
| BRADEN J NEGAARD | MEMBER | 0.5 | Volunteer |
| ASIYA MAHMUD | MEMBER | 0.5 | 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
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
No individual compensation reported for this organization in the most recent filing.
This is the norm for volunteer-run sailing clubs. Part VII still exists in the filing — it simply shows $0 compensation for all listed officers and directors, meaning this club is led entirely by unpaid volunteers. When you see compensation appear here in other organizations, it marks a meaningful transition: the club has grown to the point where professional management was hired. The largest clubs in this corpus — those above $3M in revenue — are the most likely to have paid executive staff.
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
24
Independent Members
24
Total Employees
0
Total Volunteers
24
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 A, LINE 2
EXPLANATION OF RELATIONSHIP: JAMES HANNA AND PATRICIA WINTON HAVE A FAMILY RELATIONSHIP.
FORM 990, PART VI, SECTION A, LINE 8B
NOT ALL COMMITTEES CONTEMPORANEOUSLY DOCUMENTS ALL MEETINGS HELD.
FORM 990, PART VI, SECTION B, LINE 11B
THE PROCESS THE ORGANIZATION USES TO REVIEW THE FORM 990 IS A REVIEW BY THE TREASURER AND A REVIEW BY THE PRESIDENT.
FORM 990, PART VI, SECTION B, LINE 12C
CHAIRMAN, PRESIDENT, AND TREASURER MONITOR DISCUSSIONS AND ACTIONS OF BOARD MEMBERS FOR INCIDENTS WHICH MAY RISE TO THE LEVEL OF REACHING THE CONFLICT THRESHOLD.
FORM 990, PART VI, SECTION C, LINE 19
CONFLICT OF INTEREST POLICIES, FINANCIAL STATEMENTS CONTAINING EXTENSIVE FOOTNOTE DISCLOSURES ON ALL CONTRACTUAL RELATIONSHIPS ARE AVAILABLE TO THE PUBLIC UPON REQUEST AS WELL AS THE GOVERNING DOCUMENTS.
Mission
- TO STIMULATE AND FOSTER INTEREST IN THE SPORT OF ROWING AMONG INDIVIDUALS AND COLLEGES, UNIVERSITIES AND SCHOOLS.- TO PUBLICIZE THE MANIFOLD ADVANTAGES OF ROWING AS A MEANS OF HEALTHY AND PHYSICAL DEVELOPMENT- TO UPHOLD THE PRINCIPLES AND STANDARDS OF AMATEUR RULE AND EQUAL OPPORTUNITY TO COMPETE.- TO FOSTER THE EDUCATION OF STUDENTS IN THE SPORT OF ROWING- TO PROMOTE INTEREST THROUGH COMPETITION AND THE HOLDING OF REGATTAS.- TO HOLD AN ANNUAL REGATTA FOR ALL QUALIFIED COLLEGES AND UNIVERSITIES.- TO PROMOTE SUCCESSFUL COMPETITIONS BY AMERICAN ROWERS IN INTERNATIONAL EVENTS INCLUDING BUT NOT LIMITED TO THE OLYMPICS, THE WORLD CHAMPIONSHIP AND THE PAN AMERICAN GAMES.- TO USE EVERY REASONABLE ENDEAVOR FOR THE ADVANCEMENT AND UPBUILDING OF COLLEGIATE ROWING IN ACCORDANCE WITH THE BEST TRADITIONS OF SPORTSMANSHIP.
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.
Capacity squeeze
Revenue grew 240% over two years (TY2020–TY2022) while inflation-adjusted labor costs grew less than 5% and headcount held steady — the organization is doing significantly more with the same team.
Why it matters: Sustained capacity squeeze can signal volunteer or staff burnout, deferred investment in people, or a gradual outsourcing of work to contractors not visible in Part IX.
Operator question: Did volunteers absorb the additional workload, or did program scope and service hours actually grow proportionally?
Revenue per employee rose sharply
Revenue per employee grew 240% 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?
Labor's share of expenses fell sharply
Labor costs as a share of total expenses dropped 9 percentage points in one year — from 18% (TY2021) to 8% (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?
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 (15 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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