Animal related


aka N/A

La Mesa, CA


To provide therapeutic horsemanship as a unique means to improve the quality of life for those with special needs, their families and the community.

Notes from the Nonprofit

We consistently strive to be an integral part of our community. We belong to the local chamber of commerce, and the business director is a past president of that organization. We have two PATH,Intl certified instructors, who are also certified to mentor others wishing to achieve instructor certification. To this date, we have provided those services at no cost, because we believe the need for certified instructors to assist the special needs population is growing in our area.

Ruling Year


Executive Director, PATH certified instructor

Mrs. Karen K. Crampton

Business Director

Ms Bobbi K. Buettgenbach

Main Address

8590 Sunrise Lane

La Mesa, CA 91941 USA


Therapeutic Riding, Equine Facilitated Therapy, Adaptive riding, EAAT, horse therapy





Cause Area (NTEE Code)

Animal Related Activities N.E.C. (D99)

Human Services - Multipurpose and Other N.E.C. (P99)

Equestrian, Riding (N69)

IRS Filing Requirement

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Social Media

Programs + Results

What we aim to solve

To provide riding instruction, by providing positive physical and emotional experiences through interaction with horses. (therapeutic horseback riding and equine care.) (EAAT) To meet the increasing needs for EAAT in our community To Keep our Equines healthy and happy To achieve financial stability (We define this as Breaking even, Income/Expenses) To be established in the community as a quality organization To continue to improve stability of instructors and volunteers

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Partners Therapeutic Horsemanship

Where we work

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of lessons taught

Population(s) served

People with disabilities,

People with intellectual disabilities,

People with learning disabilities

Related program

Partners Therapeutic Horsemanship

Type of Metric

Output - describing our activities and reach

Direction of Success


Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

Goal 1. Attain Financial Stability

Goal 2. Deepen Staffing

Goal 3: Focus on Community Outreach and Public Relations

Goal 4: Explore Program Expansion

Goal 5: Improve Facility Quality and Safety

Goal 6: Internal Operations Strengthening

Goal 1. Attain Financial Stability a. Corporate Sponsorships/bequests b. Lesson Revenue c. Grants d. Individual Donations e. Event Fund raisers Goal 2. Deepen Staffing a. Certified instructor development (for PTH and others) b. Salaried Executive Director/Program Director c. Expand Board of Directors - Include more diverse and well-connected candidates - Have Board separate from PTH staff with PTH Executive Director reporting to Board d. Continue to Strengthen Volunteer Program - Training - Recognition (possible riding incentive) RIDING INCENTIVES NOW IN PLACE - Outreach to attract new volunteers - Improve internal tracking of hours NEW SYSTEM IN PLACE Goal 3: Focus on Community Outreach and Public Relations a. Press/media for major accomplishments b. Continue On-line newsletter and expand circulation c. Website – upgrade (DONE) 9/2019 d. Develop marketing material – presentations and display for use at community outreach events (New brochure in 2018) e. Special needs community outreach to attract more student ATTENDED COMMUNITY EXPOS FOR NON PROFITS Goal 4: Explore Program Expansion a. Veteran b. Hippotherapy c. Youth centers requiring scholarships d. Increase number of lessons – depending on ranch space availability Goal 5: Improve Facility Quality and Safety (THIS GOAL HAS BEEN MET WITH A LOCATION MOVE. SAFETY IS ALWAYS A CONCERN) Goal 6: Internal Operations Strengthening a. Continued strengthened budget/financial management b. Billing policy and enforcement NEW GUIDELINES FOR FOLLOWING UP DELINQUENT INVOICES c. Tracking results data (lesson, student and volunteer information) in shared system for ease of access

We are a small organization . We have three part time salaried instructors, and the rest of the management and instructor team is volunteer. We can meet these strategies, working a little bit at a time, but realistically, some of the goals and strategies will take a greater time frame.. One reason for not meeting some of these goals is the philosophy of our program. We are not trying to make money. Our goal is to break even and cover our expenses. We believe the services we offer can provide a tremendous step in the progression toward wellness. If an applicant needs our service, and can not afford to pay, we will likely provide lessons anyway and attempt to recover the cost through grant applications for scholarship money to assist these applicants.

Goal 1: Balance sheet at the end of the year will indicate a positive number Goal 2: a. Partners will have at least 3 available instructors b. There will be a minimum of 2 volunteer training sessions per year in addition to the usual orientation of new volunteers. c. There will be at least six directors on the company board. Goal 3: Partners will increase involvement In community activities. Goal 4: Partners will provide more than 891 lessons in 2019.(done) Lessons will expand to include Fridays. (Done) In 2019 we increased our number of lessons to 1095 which is nearly 17% increase. Goal 5: We have partially accomplished this by moving to a new facility. We will build a cover for the cross tie areas. (SHADE COVER ERECTED 2016 THROUGH DONATION OF MATERIAL AND LABOR FROM THE BUILDING INDUSTRY FOUNDATION) We currently do not have a horse large enough for most veterans. The veteran program is on hold. Goal 6: We have established a tracking mechanism for volunteer, student and lesson data. Data is available on Google docs for those granted access. We have instituted an on line billing system.

Goal 1: An ongoing struggle Goal 2: Deepen Staffing - Partially accomplished with the addition of a new certified instructor, -We still do not have the resources to salary an Executive Director. -We have instituted a volunteer of the year program to recognize our dedicated team of volunteers. - We have added a program manager who is responsible for scheduling lessons, appropriate volunteers, and instructors. Goal 3:Community Outreach: -We have developed a relationship with SPRITES of East County. -We have teamed with another nonprofit foundation, which is striving to build a state of the art horse show and boarding facility (ECEF) in our area, to hold fundraiser and awareness events -We have established an on line newsletter which is published a minimum of quarterly. Goal 4: Explore Program Expansion: -At this time, we do not have the capacity for expansion on a large scale. increase one student at a time. In 2018, PTH gained 8 students) -We had more students and gave more lessons in 2019, than we did in 2018. -We have increased our social media presence by adding Instagram and Twitter (2018) Goal 5: Improve Facility Quality and Safety: -Accomplished in November of 2015 with a move to a new location with a larger property which affords a safer environment for students and horses. -We are continuing to improve our new location with tree planting and erection of several shade structures. Goal 6: -We have instituted an online lesson billing system, which has helped to organize the billing process. -We have instituted on-line client progress notes so that all instructors have access to all students lesson plans

How We Listen

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

Source: Self-reported by organization

the feedback loop
check_box We shared information about our current feedback practices.
How is the organization collecting feedback?
We regularly collect feedback through: focus groups or interviews (by phone or in person).
How is the organization using feedback?
We use feedback to: to strengthen relationships with the people we serve.
With whom is the organization sharing feedback?
We share feedback with: the people we serve, our staff, our board.
What challenges does the organization face when collecting feedback?
It is difficult to: we don't have any major challenges to collecting feedback.
What significant change resulted from feedback
Some clients reported a difficulty in communications regarding lesson dates, or changes. We have instituted a new communication system and a designated informer. (Program Director) Feed back from a parent said child preferred a certain instructor., We have made efforts to assign that instructor to the child.

External Reviews


Volunteer of the Year 2012

PATH (Professional Association of Therapeutic Horsemanship) International

Member Center 2016

PATH (Professional Association of Therapeutic Horsemanship) International

Member Center 2018

PATH (Professional Association of Therapeutic Horsemanship) International 2016

member Center 2019

PATH (Professional Association of Therapeutic Horsemanship) International




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The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

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  • A Pro report is also available for this organization.

See what's included

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization


Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?



Has the board conducted a formal, written assessment of the chief executive within the past year?



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?



Has the board conducted a formal, written self-assessment of its performance within the past three years?


Organizational Demographics

Who works and leads organizations that serve our diverse communities? This organization has voluntarily shared information to answer this important question and to support sector-wide learning. GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

SOURCE: Self-reported; last updated 03/11/2020


The organization's leader identifies as:

Race & Ethnicity
Gender Identity
Sexual Orientation
Heterosexual or Straight
Disability Status
Person without a disability

The organization's co-leader identifies as:

Race & Ethnicity
Gender Identity
Sexual Orientation
Heterosexual or Straight
Disability Status
Person without a disability

Race & Ethnicity

Gender Identity

Sexual Orientation


We do not display disability information for organizations with fewer than 15 staff.

Equity Strategies

Last updated: 03/11/2020

Policies and practices developed in partnership with Equity in the Center, a project that works to shift mindsets, practices, and systems within the social sector to increase racial equity. Learn more


We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.

Policies and processes

We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.