PARTNERS THERAPEUTIC HORSEMANSHIP INC

aka N/A   |   La Mesa, CA   |  www.partnersth.org

Mission

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 manager 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.

Ruling year info

2006

Executive Director, PATH certified instructor

Mrs. Karen K. Crampton

Business Manager/Equine Manager

Ms Bobbi K. Buettgenbach

Main address

8590 Sunrise Lane

La Mesa, CA 91941 USA

Show more contact info

EIN

20-1928582

NTEE code info

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

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

Equestrian, Riding (N69)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2019, 2018 and 2017.
Register now

Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

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

SOURCE: Self-reported by organization

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

Partners Therapeutic Horsemanship

Partners provides lessons in horse care and stable related activities to persons with special needs, provides therapeutic riding instruction individualized to riders assessed needs.

  The community demand for equestrian therapy is unmet in San Diego County with a large population of special needs individuals as outlined above.  New student referrals to Partners TH come from the families of existing students as well as doctors, physical and occupational therapists, psychotherapists, schools and medical centers assisting families with special needs.

PTH currently has an instructor mentor certified by PATH. We work to educate and train future Path certified riding instructors.

Population(s) Served
People with disabilities
Children and youth

Where we work

Awards

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

Member Center 2020

PATH (Professional Association of Therapeutic Horsemanship) International

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of lessons taught

This metric is no longer tracked.
Totals By Year
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

Decreasing

Context Notes

2020-Lessons halted for three months due to Covid-19 restrictions. When lessons restarted, we were still not able to serve the most physically disabled because of the necessary close physical contact.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

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 two 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: 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

SOURCE: Self-reported by organization

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

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Focus groups or interviews (by phone or in person), Community meetings/Town halls,

  • How is your organization using feedback from the people you serve?

    To inform the development of new programs/projects, To strengthen relationships with the people we serve,

  • 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 Coordinator) Feed back from a parent said child preferred a certain instructor., We have made efforts to assign that instructor to the child. Updates and changes in Covid protocols and lesson schedules were communicated during a Zoom meetings with parents/students.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board,

  • Which of the following feedback practices does your organization routinely carry out?

  • What challenges does the organization face when collecting feedback?

    It is hard to come up with good questions to ask people,

Financials

PARTNERS THERAPEUTIC HORSEMANSHIP INC
lock

Unlock financial insights by subscribing to our monthly plan.

Subscribe

Unlock nonprofit financial insights that will help you make more informed decisions. Try our monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights?
Learn more about GuideStar Pro.

Operations

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

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

PARTNERS THERAPEUTIC HORSEMANSHIP INC

Board of directors
as of 5/22/2021
SOURCE: Self-reported by organization
Board co-chair

Mrs Karen Crampton

no affiliation

Term: 2020 - 2021


Board co-chair

Ms Bobbi Buettgenbach

no affiliation

Term: 2020 - 2021

Karen Crampton

No Affilation

Bobbi Buettgenbach

No Affiliation

Janet Beer

No Affiliation

Judith Eisenberg

OBE Systems, Inc.

Laura Barton

No affilition

Jen Dent

No Affiliation

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    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? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 01/28/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

The organization's co-leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

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

Equity strategies

Last updated: 01/28/2021

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

Data
  • 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 seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • 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.