Animal related

THOROUGHBRED AFTERCARE ALLIANCE FOUNDATION INC

Lexington, KY   |  www.thoroughbredaftercare.org

Mission

The 501 (c) (3) non-profit Thoroughbred Aftercare Alliance accredits, inspects and awards grants to approved aftercare organizations to retire, retrain and rehome Thoroughbreds using industry-wide funding.

Funded initially by seed money from Breeders' Cup Ltd., The Jockey Club, and Keeneland Association, Inc., the TAA is supported by owners, trainers, breeders, racetracks, aftercare professionals and other industry groups.

Ruling year info

2013

Operations Consultant

Stacie Clark Rogers

Main address

821 Corporate Dr

Lexington, KY 40503 USA

Show more addresses

EIN

45-4783644

Cause area (NTEE code) info

Fund Raising and/or Fund Distribution (D12)

Fund Raising and/or Fund Distribution (D12)

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

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The main issue facing the Thoroughbred Aftercare Alliance is sustainable funding.

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?

Accreditation and Grants

Organizations that are ultimately successful in obtaining TAA accreditation are then evaluated for the awarding of financial grants. Each year, all accredited organizations are individually evaluated by a committee to determine the ultimate grant award in light of various factors including the total number of accredited organizations seeking funding and available resources. PRIOR AWARDS ARE NO INDICATION OF POTENTIAL FUTURE AWARDS.

Population(s) Served
General/Unspecified
Budget
$4,268,900

Where we work

Our results

SOURCE: Self-reported by organization

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

Average grant amount

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Related Program

Accreditation and Grants

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Organizations that are successful in obtaining accreditation are then evaluated for the awarding of financial grants. All accredited organizations are individually evaluated by a grants committee.

Median grant amount

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Related Program

Accreditation and Grants

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Number of organizations applying for grants

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Related Program

Accreditation and Grants

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

TAA accreditation lasts for two years. Organizations (new and previous) are evaluated each year for the awarding of financial grants. Prior awards are no indication of potential future awards.

Total dollar amount of grants awarded

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Related Program

Accreditation and Grants

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Total number of grants awarded

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Related Program

Accreditation and Grants

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

TAA accreditation lasts for two years. Organizations (new and previous) are evaluated each year for the awarding of financial grants. Prior awards are no indication of potential future awards.

Charting impact

SOURCE: Self-reported by organization

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

What is the organization aiming to accomplish?

Our goal is to accredit, inspect and award grants to approved aftercare organizations to retire, retrain and rehome Thoroughbreds using sustainable industry-wide funding.

Utilizing an extensive application and inspection process based on the TAA's Code of Standards, accreditation status is determined after a complete review of five areas: operations; education; horse health care management; facility standards and services; adoption policies and protocols.

Accreditation - through the accreditation process, the TAA in partnership with providers and supporters intends to offer consultation to aftercare organizations in their efforts to improve and to bring innovative practices to all providers.<br/><br/>Funding - The goal of the TAA is to create a sustainable funding mechanism derived from every touch point in a Thoroughbreds life including but not limited to breeding, sales, racing and other industry related fund sources.

Applications for accreditation have encouraged better business practices for the organizations and increased their adoptions and awareness for Thoroughbred aftercare. Thoroughbred industry participation continues to grow to support the Thoroughbred Aftercare Alliance.

The TAA has accredited 74 organization with 164 facilities in 25 states and 2 Canadian provinces and granted over $11.7 million to our accredited Thoroughbred aftercare organizations. The TAA seeks to expand its awareness and funding from the entire Thoroughbred industry to support Thoroughbred aftercare.

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 shared information about our current feedback practices.
  • How is the organization collecting feedback?

    We regularly collect feedback through: electronic surveys (by email, tablet, etc.).

  • How is the organization using feedback?

    We use feedback to: to inform the development of new programs/projects.

  • With whom is the organization sharing feedback?

    We share feedback with: 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.

Financials

THOROUGHBRED AFTERCARE ALLIANCE FOUNDATION INC
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Operations

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

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Connect with nonprofit leaders

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lock

Connect with nonprofit leaders

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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.

THOROUGHBRED AFTERCARE ALLIANCE FOUNDATION INC

Board of directors
as of 8/6/2020
SOURCE: Self-reported by organization
Board co-chair

John Phillips


Board co-chair

Craig Bandoroff

Denali Stud

Term: 2020 - 2020

Boyd Browning

Fasig Tipton

Brian Graves

Gainesway Farm

Case Clay

Three Chimneys Farm

Chip McGaughey

Keeneland

David O'Farrell

Ocala Stud

Donna Brothers

NBC/Starlight Racing

Dora Delgado

Breeders' Cup LTD

Jeff Bloom

Bloom Racing

James Gagliano

The Jockey Club

Jen Shah

Dean Dorton Allen Ford PLLC

Martin Panza

New York Racing Association

Nicole Walker

The Stronach Group

Simon Bray

Betfair TVG

Susie Hart

Hart Farm

Tom Ventura

Ocala Breeders' Sales

Walter Robertson

Stites & Harbison

Yvonne Schwabe

Presley Den Farms

Mike Meuser

Kentucky Law

Josh Rubinstein

Del Mar Thoroughbreds Club

John Keitt

Breeders' Cup

Richard Schosberg

NYTHA

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 ? No
  • 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 09/05/2019

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
Decline to state
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data

Keywords

Accreditation