California Thoroughbred Breeders Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,730,645 | 1,798,866 | −68,221 | 6.5 | 42% |
| 2012 | 1,777,824 | 1,773,224 | 4,600 | 6.7 | 43% |
| 2013 | 1,730,085 | 1,737,208 | −7,123 | 6.7 | 39% |
| 2014 | 1,813,160 | 1,822,951 | −9,791 | 6.4 | 40% |
| 2015 | 1,934,559 | 1,824,396 | 110,163 | 7.1 | 36% |
| 2016 | 1,909,836 | 1,836,864 | 72,972 | 7.5 | 35% |
| 2017 | 1,838,814 | 1,837,080 | 1,734 | 6.7 | 36% |
| 2018 | 1,847,939 | 1,807,814 | 40,125 | 7.0 | 35% |
| 2019 | 1,868,573 | 1,911,640 | −43,067 | 6.4 | 34% |
| 2020 | 1,894,297 | 1,907,242 | −12,945 | 6.3 | 34% |
| 2021 | 1,831,103 | 1,824,869 | 6,234 | 6.6 | 37% |
| 2022 | 1,935,151 | 1,965,106 | −29,955 | 6.0 | 34% |
| 2023 | 1,762,427 | 1,889,730 | −127,303 | 5.4 | 34% |
In its most recent public year (2023), this organization spent $127,303 more than it brought in. Its reserves stood at about 5.4 months of spending, down from 6.5 in 2011. Staff pay was 34% 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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