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 | — | — | — | 39 | Fragile | Recovery | |
| 2022 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2009 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIRT HATHAWAY | Board President | — | ||
| CHARLES RANDALL WASHAM | FINANCIAL CO | — | ||
| JENNIFER DUNAWAY | OPERATIONS M | — | ||
| LINDA HATHAWAY | 1ST VICE PRE | — | ||
| PAUL E HOLBROOK | 2ND VICE PRE | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIRT HATHAWAY | Board President | — | ||
| CHARLES RANDALL WASHAM | FINANCIAL CO | — | ||
| JENNIFER DUNAWAY | OPERATIONS M | — | ||
| LINDA HATHAWAY | 1ST VICE PRE | — | ||
| PAUL E HOLBROOK | 2ND VICE PRE | — | ||
| KIRT HATHAWAY | Board President | — | ||
| CHARLES RANDALL WASHAM | FINANCIAL CO | — | ||
| JENNIFER DUNAWAY | OPERATIONS M | — | ||
| LINDA HATHAWAY | 1ST VICE PRE | — | ||
| PAUL E HOLBROOK | 2ND VICE PRE | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 132 other orgs in TX with NTEE prefix A6.
Most-divergent component: program score sits 13 points above the peer median (45 vs. 32).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.