Walking Horse Trainers Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 383,249 | 383,704 | −455 | 5.2 | 8% |
| 2012 | 346,709 | 340,392 | 6,317 | 6.0 | 9% |
| 2013 | 448,159 | 485,443 | −37,284 | 3.3 | 7% |
| 2014 | 228,838 | 315,914 | −87,076 | 1.8 | 10% |
| 2015 | 272,444 | 239,688 | 32,756 | 4.0 | 14% |
| 2016 | 402,755 | 395,376 | 7,379 | 2.6 | 8% |
| 2017 | 481,233 | 408,506 | 72,727 | 4.7 | 8% |
| 2018 | 590,588 | 555,157 | 35,431 | 4.2 | 6% |
| 2019 | 520,431 | 483,201 | 37,230 | 5.8 | 7% |
| 2020 | 390,834 | 401,859 | −11,025 | 6.6 | 9% |
| 2021 | 503,175 | 474,964 | 28,211 | 6.3 | 5% |
| 2022 | 421,279 | 454,767 | −33,488 | 5.7 | 6% |
| 2023 | 379,323 | 383,365 | −4,042 | 6.6 | 8% |
In its most recent public year (2023), this organization spent $4,042 more than it brought in. Its reserves stood at about 6.6 months of spending, up from 5.2 in 2011. Staff pay was 8% of spending.
Reserve months = net assets ÷ average monthly spending; net assets count everything the organization owns beyond its debts — buildings and donor-restricted funds included, not just cash. Staff pay = salaries, wages, and officer compensation; it excludes benefits and payroll taxes. The IRS releases this data years after the fact — this organization's newest public year is 2023. Years refer to the calendar year in which the organization's fiscal year ended. Short-form filers do not publicly report donor-restricted balances or staffing costs. Source filings
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