California Thoroughbred Horsemen's Foundation, Inc.
Programs and results
What we aim to solve
Our foundation is in a strong financial condition. We are endeavoring to expand the kinds of services we provide to our client base. Our population base suffers from loneliness and low self-esteem. We are attempting to provide necessary and important social, cultural, recreational and educational opportunities to make their lives more fulfilling and enjoyable.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Medical and Dental Care
CTHF ANNUALLY SEES ABOUT 6,000 MEDICAL/DENTAL PATIENTS THROUGH ITS DOORS ANNUALLY. ABOUT 1,000 OF THESE WORKERS REQUIRE AN OUTSIDE PROVIDER OR SERVICE.
Primary medical and dental care
Our foundation provides primary medical and dental care for an under-served, minority population.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Number of patient visits that provide access to healthcare
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Medical and Dental Care
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Calendar Year 2020 clearly impacted by the COVID-19 pandemic.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Our foundation hopes that if we can help create a healthier backstretch population, then we will have a happier workforce to not only care for the horses, but more importantly for themselves and their families.
Through, not only our foundation, but with the assistance of our race track and horsemen partners, we constantly aim to make the workers and their families more aware of the importance of proper healthcare. We are aiming to create meaningful change in their lives and their attitudes while providing each worker and his family members with the dignity they have earned and deserve.
What are the organization's key strategies for making this happen?
We have four main "tools" we will be using to improve the workers' lives.
The first "tool" is our dedicated staff. We have 10 full-time employees. Nine of these employees have nearly 200 years of cumulative experience at our foundation. Over the years all of them have gotten to personally know the workers' and their family members. This has created a "comfortable" family-type environment where the patient always feels welcome, and more importantly, can be honest with our employees and professional physicians. Historically, this backstretch population has been reticent about seeking healthcare assistance early-on. We are gradually overcoming this reluctance, largely due to our own foundation staff members. We plan to keep it that way!
Our second "tool" is our website that debuted August of 2016. We plan on using this new site as both an educational tool and a marketing tool. We want to educate both workers and people in the horse racing Industry, while also educating readers outside of the Industry on the good work our foundation does. Likewise, we plan on having feature articles and testimonials, citing specific and personal examples of how we have improved a worker's quality of life.
The third "tool" is a movement towards digital fundraising. Whether it be "email blasts," texts to a target audience or social media reach, we are in the beginning stages of bringing our fund raising efforts into modern times.
Our final "tool" is our stakeholder partners. Without the financial and moral support of our race tracks and horsemen's groups, we would not be in business today -- pure and simple! We aim to continue to be totally transparent, keep them informed, and make them feel a part of improving the lives of the workers who are on their race tracks and caring for their horses, with more regard for the horses than themselves.
Through these combined efforts, we believe we can and will accomplish our goals.
Our clinics have the atmosphere of a small, family environment. This casual atmosphere allows the workers and their families to feel more comfortable than in a normal doctor's office. Many of our employees, who have a cumulative 200 years of experience, know the workers well and vice-versa. This leads to more honesty and openness when evaluating a patient.
What are the organization's capabilities for doing this?
Internally, our foundation has three clinics throughout the state of California, seventeen employees, a professional medical and dental staff and a strong network of outside Providers when a referral for more specialized treatment is required. Founded in 1984, the California Thoroughbred Horsemen's Foundation has a proven track record for providing continuity of care throughout the treatment process for its patients. We have a strong balance sheet, a well planned investment strategy and a diversified board, made up of directors with backgrounds in medicine, business and horse ownership.
Externally, we have always had the financial and moral support of all of California's race tracks and horsemen's organizations. They are keenly aware that the most expensive asset at any racetrack are the magnificent horses that race for our enjoyment. The workers who groom, exercise, watch over and feed those same horses are the workers we serve. Our foundation, the race tracks and the horsemen all understand that a happy and healthy worker makes for a happy, healthy race horse.
Through the combined efforts of all of the people described above, we have served and assisted the backstretch workers and their families for over thirty years. We plan on repeating that -- and more!
What have they accomplished so far and what's next?
We believe our foundation, over more than thirty years, has clearly improved the quality of life for the backstretch workers and their families. However, there is much more work to be done.
Our recent mammogram screenings are just the start of our effort to prevent breast cancer in our female patients.
We believe our diabetes educational programs, highlighted by nutritional guidance, will greatly reduce the number of pre-diabetic and diabetic patients now and into the future. We also have a contract with a custom-shoe company that manufactures customized diabetic footwear.
What we haven't accomplished is to identify other preventative programs that will lead to early detection of a myriad of diseases before they can manifest themselves. We believe that a greater emphasis on preventative programs directed towards a population reticent to step forward when they sense something is medically wrong, well may be our greatest contribution towards our mission of improving the quality of their lives.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
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Connect with nonprofit leaders
SubscribeBuild 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.
California Thoroughbred Horsemen's Foundation, Inc.
Board of directorsas of 10/31/2023
MR. Ken Smole
Retired
Term: 2021 - 2022
Ken Smole
Retired
Victor Levine
Retired
Richard Gold
Retired
Josh Rubinstein
Del Mar Thoroughbred Club
Angie Carmona
California Thoroughbred Trainers
Damascus Castellanos
Teamsters - Local 495
Eric Sindler
The Stronach Group
Ray Bell
Trainer
Millie Yakteen
Horsewoman
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? Not applicable -
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? No