Structural Deficit
What does this mean?
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
The Path Forward
The Truth-Teller
Forces necessary, painful cuts to preserve the core. It demands that the organization stop borrowing from its future and align its current programmatic output with actual sustainable revenue.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 6.8% | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 11.2% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 6.3% | 36 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 9.9% | 35 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 48 | Fragile | Recovery | |
| 2018 | — | — | — | 45 | Fragile | Recovery | |
| 2017 | — | — | — | 42 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 0.4% | 44 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Chris Hightower | Executive Director | — | ||
| Marnese Elder | Board President | — | ||
| Serena Kundysek | Board President | — | ||
| Francine Speer | Secretary | — | ||
| Jon Cowley | Treasurer | — | ||
| Robyn Barrere | Board President | — | ||
| Chris Hightower | Executive Director | — | ||
| Marnese Elder | Board President | — | ||
| Serena Kundysek | Board President | — | ||
| Francine Speer | Secretary | — | ||
| Jon Cowley | Treasurer | — | ||
| Robyn Barrere | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Chris Hightower | Executive Director | 4.0% of Rev | ||
| Jay Warren | Board President | — | ||
| Robyn Barrere | Board President | — | ||
| Francine Speer | Secretary | — | ||
| Beau Wood | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Chris Hightower | Executive Director | 2.0% of Rev | ||
| Jay Warren | Board President | — | ||
| Robyn Barrere | Board President | — | ||
| Francine Speer | Secretary | — | ||
| Beau Wood | Treasurer | — | ||
| Chris Hightower | Board President | — | ||
| Dennis Hevia | Board President | — | ||
| Francine Speer | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 8 other orgs in TX with NTEE prefix A5.
Most-divergent component: financial score sits 53 points below the peer median (0 vs. 53).
5-year trend: Structural Deficit
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
What's driving this score
- Comp-to-revenue ratio of 6.8% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.