Meals on Wheels South Texas
Together, We Can Deliver
Meals on Wheels South Texas
EIN: 74-2116391
Mission
Supporting Independent Living for Seniors through nutrition, transportation, and socialization services.
Ruling year
1980
Executive Director
Dan Williams-Capone
Main address
603 E Murray St
Victoria, TX 77901 USA
Formerly known as
Victoria County Senior Citizens Association
Meals on Wheels Victoria
EIN
74-2116391
Food delivery
Dining services
Senior services
Population served
Seniors
NTEE code
Senior Centers/Services (P81)
Congregate Meals (K34)
Meals on Wheels (K36)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
We seek to address the problems of food insecurity and social isolation amongst the senior population of the Crossroads area.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Meals on Wheels (Home Delivered Meals)
We provide a home delivered meal and a safety check, M-F, 52 weeks a year.
Congregate Program (Senior Citizens Centers)
We operate 2 senior citizens centers in Victoria serving the seniors of Victoria County. The centers provide more than just a meal, offering a variety of social and recreational programming.
Transportation Services for Seniors
We provide curb to curb transportation services for those over 60 within the city limits of Victoria.
Where we work
External reviews
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Average number of service recipients per month
This metric is no longer tracked.Totals By Year
Population(s) Served
Seniors, People with disabilities
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The COVID-19 pandemic has brought an increased number of clients to the agency.
Number of meals served or provided
This metric is no longer tracked.Totals By Year
Population(s) Served
Seniors
Related Program
Meals on Wheels (Home Delivered Meals)
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
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?
We aim for seniors to be able to remain healthy, food secure, and socially connected in their own homes as long as possible.
What are the organization's key strategies for making this happen?
We provide nutrition, transportation, and socialization services.
What are the organization's capabilities for doing this?
We are the largest meal provider in the 7 county region administered by the Golden Crescent Area Agency on Aging. We provide home-delivered meals on 27 routes throughout Victoria County and have recently expanded into the Cuero and Thomaston area of Dewitt County. We serve lunch and host activities at our senior center in Victoria, and we offer transporation services for medical and personal care appointments, shopping, and grocery shopping needs.
What have they accomplished so far and what's next?
For over 40 years we have served the seniors of Victoria. Our services are expanding and we are seeking new ways to help ensure the safety and food security of Victoria's seniors as the senior population of the area grows.
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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Who are the people you serve with your mission?
Seniors (60+) in Victoria and DeWitt counties in Texas
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How is your organization collecting feedback from the people you serve?
Paper surveys, Case management notes, Suggestion box/email,
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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 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,
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What significant change resulted from feedback?
We reopened our on-site dining in February 2022 after a 23 month closure due to the COVID pandemic. We have been led by attendee feedback in establishing activities and special events in the reopened Cafe.
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With whom is the organization sharing feedback?
Our staff, Our board,
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How has asking for feedback from the people you serve changed your relationship?
It has increased participant buy-in and changed the dynamic of our congregate program.
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, 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 look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We act on the feedback we receive,
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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
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
22.73
Months of cash in 2021 info
11.7
Fringe rate in 2021 info
7%
Funding sources info
Assets & liabilities info
Meals on Wheels South Texas
Revenue & expensesFiscal Year: Oct 01 - Sep 30
SOURCE: IRS Form 990
Meals on Wheels South Texas
Balance sheetFiscal Year: Oct 01 - Sep 30
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Oct 01 - Sep 30
SOURCE: IRS Form 990
This snapshot of Meals on Wheels South Texas’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $131,010 | $83,149 | $238,718 | $404,593 | $281,441 |
| As % of expenses | 25.3% | 17.4% | 51.9% | 75.2% | 38.1% |
| Unrestricted surplus (deficit) after depreciation | $104,655 | $56,493 | $210,992 | $375,961 | $248,081 |
| As % of expenses | 19.2% | 11.2% | 43.3% | 66.3% | 32.2% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $655,339 | $613,856 | $722,472 | $933,597 | $986,115 |
| Total revenue, % change over prior year | 24.4% | -6.3% | 17.7% | 29.2% | 5.6% |
| Program services revenue | 4.8% | 3.4% | 3.3% | 2.2% | 1.7% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.1% | 0.2% | 0.6% | 0.2% | 0.1% |
| Government grants | 27.5% | 40.3% | 32.7% | 49.5% | 61.5% |
| All other grants and contributions | 68.3% | 55.5% | 60.4% | 49.1% | 31.6% |
| Other revenue | -0.6% | 0.6% | 3.0% | -1.1% | 5.1% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $517,962 | $477,879 | $460,081 | $538,372 | $738,020 |
| Total expenses, % change over prior year | 0.0% | -7.7% | -3.7% | 17.0% | 37.1% |
| Personnel | 44.0% | 41.5% | 42.9% | 44.0% | 45.9% |
| Professional fees | 2.3% | 3.6% | 4.6% | 3.0% | 2.5% |
| Occupancy | 10.6% | 12.0% | 14.5% | 8.6% | 8.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 43.1% | 42.9% | 38.0% | 44.4% | 43.6% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $544,317 | $504,535 | $487,807 | $567,004 | $771,380 |
| One month of savings | $43,164 | $39,823 | $38,340 | $44,864 | $61,502 |
| Debt principal payment | $0 | $0 | $0 | $0 | $40,800 |
| Fixed asset additions | $73,928 | $51,000 | $180,137 | $127,226 | $0 |
| Total full costs (estimated) | $661,409 | $595,358 | $706,284 | $739,094 | $873,682 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 3.2 | 5.0 | 8.8 | 12.4 | 11.7 |
| Months of cash and investments | 3.2 | 5.0 | 8.8 | 12.4 | 11.7 |
| Months of estimated liquid unrestricted net assets | 4.7 | 6.0 | 7.8 | 12.9 | 13.5 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $139,050 | $199,944 | $336,724 | $557,101 | $718,174 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $72,403 | $106,484 | $74,361 | $140,414 | $186,060 |
| Gross land, buildings, equipment (LBE) | $507,631 | $564,188 | $738,769 | $795,494 | $807,235 |
| Accumulated depreciation (as a % of LBE) | 74.7% | 72.9% | 58.7% | 49.2% | 50.9% |
| Liabilities (as a % of assets) | 5.4% | 1.5% | 5.0% | 4.8% | 2.9% |
| Unrestricted net assets | $330,111 | $393,762 | $604,754 | $980,715 | $1,228,796 |
| Temporarily restricted net assets | $7,867 | $60,695 | $84,368 | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | N/A | N/A |
| Total restricted net assets | $7,867 | $60,695 | $84,368 | $75,000 | $41,654 |
| Total net assets | $337,978 | $454,457 | $689,122 | $1,055,715 | $1,270,450 |
Key data checks
| Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Dan Williams-Capone
Number of employees
Source: IRS Form 990
Meals on Wheels South Texas
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Meals on Wheels South Texas
Board of directorsas of 07/01/2022
Board of directors data
Shannon Longoria
Texas General Land Office
Term: 2020 - 2022
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? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
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
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 08/01/2019GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
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- Financial statements for 2021, 2020, 2018
- Letter of Determination
- Officer and/or Employee data for 2021, 2020, 2019, 2018, 2017
- Contractor and/or Paid Preparer data for 2021, 2020, 2019
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