M S Doss Foundation Inc.

The M.S. Doss Foundation has operated from Seminole, Texas since receiving its IRS determination in July 1984, and its giving philosophy reflects a multigenerational commitment to Gaines County and the surrounding tri-state region. With $74.3 million in assets (FY2024) and annual charitable disbursements consistently running $4–6 million, this mid-sized private foundation punches above its weight in regional human services and youth development.

The mission—"to uplift the unfortunate, ameliorate the sufferings of the afflicted, and encourage, improve, and better mankind"—is broad in language but precise in practice. Application restrictions narrow the eligible universe to three categories: youth organizations in Texas, New Mexico, and Colorado; scholarships exclusively for Gaines County, TX youth; and children's homes. This is not a national or even statewide funder in the typical sense. Organizations outside this geographic and programmatic corridor rarely receive support.

The foundation is unusual in that it directly operates community facilities in Seminole: a chapel open daily for funerals, weddings, concerts, and church programs; a Doss Museum housing the family's artifact collections; and a scholarship fund that placed 10 students at colleges and universities in FY2024, with grants paid directly to institutions. In May 2024, the foundation donated its Scout Center to the City of Seminole after decades of direct operation — a possible early signal of a gradual shift toward pure grant-making. These programs underscore a board that values hands-on community stewardship alongside external grant-making.

Access is relationship-based. First-time applicants must contact Grants Manager Lori Bagwell (Lori@msdoss.org; 432-758-2770) before preparing any materials. The documented two-step process — brief letter of inquiry first, then detailed information only if invited — mirrors the culture of a small-town foundation that values personal connections over open RFP cycles. The board is small, local, and modestly compensated: President and Board Chair Jeannie Marrow ($105,159 in FY2024), Vice President Karla Morton, Treasurer Sidney R. Beal, Secretary Julia Navarte Romanow, and Trustee Blake Johnston — signaling civic stewardship rather than professional board governance.

For organizations outside Gaines County, alignment with the tri-state youth focus is non-negotiable. Applicants should emphasize direct service in rural or small-city settings, measurable outcomes for young people, and long-term community embeddedness — the contexts most analogous to what the Doss board knows from home.

The M.S. Doss Foundation's grant-making is substantial but volatile year to year, consistent with a purely endowment-driven operation that spends at its board's discretion. External grants paid have ranged from $1.2 million (2013) to $8.9 million (2015) over the available history, with the most recent five years showing: $3.5 million (2019), $7.0 million (2020), $2.7 million (2021), $4.6 million (2022), $5.0 million (2023), and total charitable disbursements of $5.29 million in FY2024. Total giving including direct program expenses (chapel, scholarships, Scout center/museum operations) typically adds $270,000–$1 million on top of external grants.

Typical individual grant size is approximately $725,000 based on third-party grant tracking data — implying roughly 6–7 external grants per year at the 2023–2024 spending level. However, capacity for concentrated investment is well established: the $8.9 million disbursed in 2015 suggests the board can authorize very large one-time awards when warranted.

The endowment generates its income primarily from two sources: dividends ($2.57 million in FY2024) and other income — almost certainly oil and gas royalties from Permian Basin holdings ($3.0 million in FY2024), as evidenced by the full-time Oil and Gas Manager (Mandi Hyatt, $97,307) on staff. Contributions received have been $0 in every fiscal year on record, confirming there is no donor pipeline and no prospect of endowment growth beyond investment returns. Total assets peaked at $95.5 million (2014) and have declined to $74.3 million (2024), a 22% reduction, driven by below-investment spending in 2020 ($7M+ in grants) and market conditions.

By program area, IRS 990 filings cite youth organizations in TX, NM, and CO as the broadest grant category, with children's homes as a second explicit priority. Third-party databases additionally list mental health centers, domestic violence services, food assistance, veterans support, senior services, and arts organizations as funded areas — reflecting the board's expansive interpretation of its humanitarian mission. Direct-service, community-rooted organizations in rural settings dominate the apparent grantee universe.

The table below compares M.S. Doss Foundation to four comparable private foundations active in West Texas and the broader Permian Basin / TX-NM-CO region. Peer figures are approximate, drawn from publicly available IRS 990 data; fiscal years may differ by one to two years from Doss's FY2024 figures.

Note: Peer asset and giving figures are estimates based on publicly available 990 data and may not reflect the most current fiscal year.

Among these peers, M.S. Doss Foundation is distinguished by relative accessibility — the LOI-first contact model is more open than the purely by-invitation approach used by the Lubbock-based giants CH Foundation and Helen DeVitt Jones, which require prior program officer relationships. However, Doss imposes stricter eligibility criteria than Fasken or Permian Basin Area Foundation, both of which serve broader nonprofit categories without hard geographic restrictions. With $74 million in assets, Doss sits below the Lubbock giants but above smaller community-level funders — making it best suited to established regional nonprofits seeking concentrated awards in the $500,000–$1 million range.

The most significant recent development at M.S. Doss Foundation is the May 2024 donation of its Scout Center building to the City of Seminole, ending decades of direct facility operation for local Boy Scout and Girl Scout troops. This marks the first documented divestiture of a Doss-owned community asset and may signal a gradual shift by the board toward pure grant-making. The facility transfer was reflected in FY2024 administrative expenses of $27,311 for the Scout Center before its conveyance.

FY2024 financial results (most recent available): total revenues of $6,203,936, total charitable disbursements of $5,291,010 (87% of expenses), and total assets of $74,259,004 with zero liabilities. Revenue is split among dividends ($2.57M), oil and gas and other income ($3.0M), and asset sales ($630K) — underscoring the foundation's deep roots in Permian Basin oil and gas.

Leadership is stable but compensation has grown modestly. President and Board Chair Jeannie Marrow received $105,159 in FY2024, up from approximately $87,000–$88,500 in prior years. The foundation now employs four compensated staff: Marrow; Oil and Gas Manager Mandi Hyatt ($97,307); Grants Manager Lori Bagwell ($95,378); and Finance Manager Shirley Whisenant ($78,645). Zero full-time employees are listed in the 990's standard employment count, which is consistent with staff classified as independent contractors or officers.

The scholarship program funded 10 students in FY2024 (up from 9 previously), with grants paid directly to colleges and universities. The community chapel continues daily operations with approximately 50 annual users, down significantly from the pre-COVID figure of 525 — reflecting both pandemic effects and likely demographic shifts in Seminole.

Make initial contact before drafting anything. Grants Manager Lori Bagwell (Lori@msdoss.org; 432-758-2770) is the single point of contact for the application process. A brief introductory email or phone call is both courteous and required. Use this touchpoint to confirm that your program and geography match current priorities before investing time in a full LOI. Bagwell earns $95,378 annually as Grants Manager — she is a substantive staff member, not a part-time gatekeeper, and can give real guidance.

Keep the LOI to one to two pages. The foundation's documented first-submission requirement is explicitly a "brief letter of inquiry." Cover: organization name and EIN, one-paragraph mission statement, program description, geographic service area, target population (emphasize youth age range), amount requested, and one or two measurable outcomes. No attachments, no budgets, no annual reports at this stage.

Mirror the foundation's mission language. The phrases "uplift the unfortunate," "ameliorate the sufferings of the afflicted," and "encourage, improve, and better mankind" have defined Doss giving for over four decades. Using close analogues signals you have researched the funder and share its values. Avoid corporate jargon — "leverage," "ecosystem," "scalable impact" — which reads as foreign to this community-rooted board.

Youth and children's homes are the priority lane. External grants explicitly go to youth organizations in TX, NM, or CO and to children's homes. Organizations serving adults only, or operating outside these three states, should not apply. If your program serves multiple age groups, lead with youth-focused outcomes and metrics.

Gaines County proximity is a meaningful advantage. The board is deeply local. Any program with direct operations in or near Gaines County, the Permian Basin, or Eastern New Mexico has geographic resonance. Statewide organizations should name any local presence or regional partners.

Rolling deadlines favor early-year or fall submissions. No formal deadline is published. Private foundations typically hold board reviews twice yearly; submitting in September or January/February maximizes review time. Avoid late November and December submissions when administrative capacity is reduced.

Follow up once, politely. If no response within four to six weeks of LOI submission, one follow-up call to Lori Bagwell at 432-758-2770 is appropriate. Do not email board members directly. Respect the lean staffing model.