Thoroughbred Owners Of California
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,160,330 | 1,334,354 | −174,024 | 10.1 | 41% |
| 2012 | 1,218,498 | 1,185,077 | 33,421 | 11.7 | 53% |
| 2013 | 1,310,949 | 982,971 | 327,978 | 18.1 | 54% |
| 2014 | 1,362,030 | 1,047,940 | 314,090 | 20.5 | 62% |
| 2015 | 1,327,564 | 1,308,067 | 19,497 | 16.6 | 49% |
| 2016 | 1,194,625 | 1,075,663 | 118,962 | 21.8 | 34% |
| 2017 | 1,193,060 | 1,179,849 | 13,211 | 20.0 | 41% |
| 2018 | 1,697,308 | 1,558,029 | 139,279 | 16.2 | 33% |
| 2019 | 1,318,426 | 1,269,976 | 48,450 | 20.3 | 37% |
| 2020 | 1,268,911 | 1,191,148 | 77,763 | 22.4 | 36% |
| 2021 | 1,181,937 | 1,581,579 | −399,642 | 12.9 | 27% |
| 2022 | 1,390,070 | 1,481,485 | −91,415 | 16.3 | 55% |
| 2023 | 1,393,763 | 1,354,404 | 39,359 | 18.1 | 43% |
In its most recent public year (2023), this organization brought in $39,359 more than it spent. Its reserves stood at about 18.1 months of spending, up from 10.1 in 2011. Staff pay was 43% 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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