EIN: 75-0275000 · Fort Worth, TX · Data spans: TY2014–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.
$2,325,717
$2,762,165
$8,678,405
$2,470,653
38 W-2 employees reported (Form W-3, most recent filing — contractors and volunteers excluded) · TY2025 · 990
Total compensation, benefits & payroll taxes (Part IX)
TY2025$712,561
Full cost to employ everyone — wages + employer benefits + payroll taxes. Not officer pay alone.
~$19,000 per employee ⓘ — average across 38 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.
Professional & consulting fees (Part IX, line 11)
TY2025$32,500
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 $745,061.
Functional Expense Allocation (Part IX)
TY2025$2,762,165total functional expenses
0.0%
Program services
$0
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 |
|---|---|---|---|---|---|---|
| TY2014 | Before 2020 | 990 | $1,477,920 | $1,414,720 | $63,200 | $1,681,983 |
| TY2015 | Before 2020 | 990 | $1,569,708 | $1,383,579 | $186,129 | $1,868,112 |
| TY2016 | Before 2020 | 990 | $1,689,764 | $1,442,655 | $247,109 | $2,116,099 |
| TY2017 | Before 2020 | 990 | $1,554,745 | $1,498,607 | $56,138 | $2,172,237 |
| TY2018 | Before 2020 | 990 | $1,589,453 | $1,542,208 | $47,245 | $2,219,482 |
| TY2019 | Before 2020 | 990 | $1,667,059 | $1,564,854 | $102,205 | $2,321,687 |
| TY2020 | 2020–2021 | 990 | $1,815,318 | $1,822,317 | -$6,999 | $2,314,688 |
| TY2021 | 2020–2021 | 990 | $2,187,174 | $1,639,426 | $547,748 | $2,714,294 |
| TY2022 | 2022+ | 990 | $2,442,242 | $2,076,292 | $365,950 | $3,080,244 |
| TY2023 | 2022+ | 990 | $2,379,970 | $2,516,623 | -$136,653 | $2,943,591 |
| TY2024 | 2022+ | 990 | $2,593,457 | $2,629,947 | -$36,490 | $2,907,101 |
| TY2025 | 2022+ | 990 | $2,325,717 | $2,762,165 | -$436,448 | $2,470,653 |
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 | $2,325,717 |
| 1f | All other contributions, gifts, grants | $100 |
| 1h | Total contributions and grants | $100 |
| 2a | MEMBERSHIP DUES | $1,564,161 |
| 2b | SEWAGE DISPOSAL | $22,658 |
| 2c | CAPITAL ASSESSMENT | $94,623 |
| 2f | Total program service revenue | $1,681,442 |
| 3 | Investment income | $8,567 |
| 6c | Net rental income or (loss) | $389,003 |
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 | $8,920,578 | $8,678,405 |
| 26 | Total liabilities | $6,013,477 | $6,207,752 |
| 33 | Total net assets or fund balances | $2,907,101 | $2,470,653 |
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): 6
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 |
|---|---|---|---|
| E Mark Smith | Commodore | 0.5 | Volunteer |
| Chad Cline | Treasurer | 0.5 | Volunteer |
| Matt Talton | Governor | 0.5 | Volunteer |
| Phillip Harrell | Secretary | 0.5 | Volunteer |
| Marc Nilsson | Vice Commodore | 0.5 | Volunteer |
| Michael Winfrey | Governor | 0.5 | Volunteer |
| Robert Karov | Rear Commodore | 0.5 | Volunteer |
| Brandon Mabry | Governor | 0.5 | Volunteer |
| Martin Peacey | Governor | 0.5 | Volunteer |
| Mark Hatten | Governor | 0.5 | Volunteer |
| Philip Williamson | Governor | 0.5 | Volunteer |
Top Independent Contractors (Part VII-B)
$115,008across 1 contractor
| Contractor | Services | Compensation |
|---|---|---|
| — | Boathouses | $115,008 |
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
No conflict of interest policy reported. Without one, there is no documented mechanism for identifying when a board member has a personal financial stake in a decision — or for recusing them when they do. The IRS doesn’t legally require this policy, but its absence is a factor they weigh when scrutinizing excess benefit transactions. Most volunteer-run clubs handle conflicts informally; a formal policy matters most when the stakes — contract size, executive pay, vendor selection — get larger.
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 |
|---|---|---|
| Greg Radomski | General Manager | $170,873 |
| David Valentine | Membership Director | $166,061 |
| Greg Radomski | General Manager | $163,304 |
| Greg Radomski | General Manager | $162,025 |
| Juan Carlos Romero | Sailing Director | $134,678 |
| David Valentine | Membership Director | $110,044 |
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 (2025). 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.
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
11
Independent Members
11
Total Employees
38
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 6
This is a 501(c)(7) Membership Organization.
Form 990, Part VI, Section A, Line 7a
The members elect the members of the governing body.
Form 990, Part VI, Section A, Line 7b
Any changes of organizational documents and fundamental policy are subject to approval by members.
Form 990, Part VI, Section B, Line 11
A copy of the Form 990 was provided to the organization's board of governors and executive committee before it was filed.
Form 990, Part VI, Section C, Line 19
The organization makes its governing documents, financial statements, Form 1024, Form 990 and 990-T available to the public upon request.
Mission
The Fort Worth Boat Club exists to provide a boat club for the benefit of its 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.
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📡 Filing Signals (5 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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