Drive a Senior Central Texas (dba Chariot)
We're Driving, You're Thriving
Drive a Senior Central Texas (dba Chariot)
EIN: 26-2735793
Programs and results
What we aim to solve
The latest census shows that the Austin area has the fastest growing population 55-64 in the nation as well as the second fastest growing population 65 and older. Access to transportation is a number one request of older adults who want to live independently. Chariot provides free transportation to meet the needs of this growing population and provided over 10,000 rides to non driving seniors over 60 in 2019. These rides include individual rides by volunteers to medical appointments, grocery stores and other needed errands. Group rides are also provided on a weekly schedule grocery shopping or to social outings to keep seniors living independently. In 2020, Chariot provided rides to essential medical appointments and for food during the Covid-19 crisis. We are focused on providing rides to medical visits, including life-saving vaccine appointments and rides for healthy food. We are honored to be part of the solution to helping the most vulnerable through the pandemic.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Senior Transportation
Healthy Aging In Place is what Chariot, formerly know as Drive a Senior Central Texas, is all about. The greater Austin area has one of the fastest growing populations of adults over 65 in the U.S. and many of those older adults no longer drive. We drive seniors to their medical and wellness appointments and, just as important, to other commitments and activities that are vital for their well-being.
Where we work
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of clients served
This metric is no longer tracked.Totals By Year
Population(s) Served
Seniors
Related Program
Senior Transportation
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The number of people over 60 who receive transportation services, either by individual or group rides.
Number of volunteers
This metric is no longer tracked.Totals By Year
Population(s) Served
Seniors
Related Program
Senior Transportation
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
Volunteer drivers who use their own vehicles to provide rides to clients.
Number of trips provided
This metric is no longer tracked.Totals By Year
Population(s) Served
Seniors
Related Program
Senior Transportation
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
A one-way ride for a client to a requested destination.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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 VISION
Every senior in central Texas will have access to transportation, enabling them to age in place and
enrich their quality of life.
OUR MISSION
Chariot enriches lives and communities by providing transportation and
socialization to non-driving seniors, helping them to age in place.
OVERARCHING GOAL:
By 2024, Chariot will be a recognized leader in senior transportation services in Austin and surrounding rural
communities, providing over 30,000 rides annually to more than 1,000 adults over 60, particularly in areas where there is a significant need.
ORGANIZATIONAL EXCELLENCE:
Goal 1: Assess and optimize the organization’s People, Policies, and Processes to ensure sustainable,
scalable, and enhanced services.
Goal 2: Implement data and system integrations for increased operational and communication efficiencies.
Goal 3: Develop new and expand existing programs while centering on underserved seniors (minority, low
income, rural).
DEVELOPMENT:
Goal 1: Grow existing fundraising streams to support the increasing demand for transportation services.
Goal 2: . Create opportunities for new donor partnerships that transform senior transportation in Central Texas.
Goal 3: Explore and develop alternative revenue streams in order to have a diversified and sustainable organization.
BRAND AWARENESS & OUTREACH:
Goal 1: Generate greater awareness through clear branding in order to increase clients, community partners,
volunteers and funders.
Goal 2: Establish a volunteer recruitment, engagement and retention program to ensure we meet the rapidly
growing demand for our services.
Goal 3: Identify, establish and maintain key stakeholder relationships to become a recognized advocate and leader in the senior transportation services sector.
What are the organization's key strategies for making this happen?
Guiding Principles to Reach Goals: Strong Board Governance. Strength through Diversity. Focus on Service Quality. Vigilant Financial Oversight.
Organizational Excellence Strategies:
Streamline processes of staff, policies and operations of three merged organizations into one, going to one number of 512-445-5552 and expanded office hours in 2020.
Update contact information of Mailchimp, Salesforce, Assisted Rides for clients, donors and volunteers to make communications more efficient.
Use organizational metrics and city information to reach seniors most at risk of not having basic needs met, ex. hard hit COVID areas of 78741,44, &47.
Development Strategies:
Increase reach to potential donors of online fundraising campaigns and focus on growth areas for support such as Dripping Springs, Elgin, South Austin.
Initiate Corporate Giving Campaign and develop relationships with new Foundation partners through education and volunteer opportunities.
Research and pursue new reimbursement opportunities such as ITN payment for eye appointments.
Outreach and Brand Awareness Strategies:
Research and Develop new branding such as logo and tag line.
Create a volunteer coordinator position and a plan for recruitment, training and retention.
Participate in important community efforts to plan for and create positive results for older adults who want to live independently in their own homes.
What are the organization's capabilities for doing this?
The combination of the three entities was to increase services across Greater Austin, with an emphasis on low income, rural and underserved areas. As Chariot we have already: eliminated client wait lists, increased volunteer drives, hired professional staff, and added Dripping Springs and Southeast Austin service areas. We are optimistic we will return to previous levels of service post-COVID and begin fulfilling our Strategic Plan to grow.
Chariot is forming strategic partnerships because the success of our mission and of aging in place in Greater Austin will only be achieved through thoughtful and well-coordinated efforts between a wide variety of partners.
The DAS Network dissolved and Chariot has taken on creating and managing the interactive website showing all volunteer senior transportation services.
Chariot is an active partner with other volunteer driving programs, Aging Service Council, One Voice Central Texas, and multiple private entities. Chariot is active with chambers: Elgin, Dripping Springs, South Austin and Westlake. We have established informal relationships with other unserved areas in the 5 Counties that have a strong interest in our transportation services.
What have they accomplished so far and what's next?
In the last 4 years, Chariot has combined 3 Drive a Senior organizations and expanded its service area to include Dripping Springs and Elgin. The Board, with the support of St. David's Foundation, has hired professional staff in 2019 to scale our program efforts and reach more older adults. This included the hiring of an Executive Director to oversee all workings of the organization. Much progress was being made into the 1st quarter of 2020, including the formalization of the Elgin/DASCTX merger and development of new Strategic Goals that will take Chariot through 2024.
The global pandemic then hit and, since many of our clients have underlying health conditions in addition to being the most vulnerable population to the virus, our Board responded immediately. On March 12th, our COVID Response Plan included canceling group van rides and putting a hold on rides by 250 volunteers. We continue to drive clients by using paid staff with COVID-19 safety protocols to many essential appointments such as radiation, chemotherapy, infusions etc. and clients were immediately designated as High/Low risk. Volunteers continue to check in or run errands through a new Buddy program to make sure they all have groceries, prescriptions etc. Through mail, phone, email and video we continue to keep our clients abreast of COVID-19 information and the importance of sheltering at home.
Many of our volunteers are also most vulnerable to the virus and a survey revealed that ⅔ will wait to resume driving until a cure, vaccine or significant change in the pandemic occurs. We expect to supplement volunteer drivers with paid drivers to meet critical needs of our clients. No date has been set for resuming group van rides, but we hope to resume in early 2021.
We have a new campaign of Gearing up for the Road Ahead to reach individual, corporate and foundation donors. Helping seniors shelter in place while providing transportation to essential medical appointments has been our goal for the last 6 months and, as Texas reopens, we will help them resume their important trips for routine medical care and groceries.
In August, Our Board approved expanding into the full zip codes of 78741, 44, and 47, the hardest hit areas by the virus. We have utilized our paid drivers in these zip codes for essential medical rides and will continue to do so until volunteer drivers are ready to resume driving in these areas and more can be recruited.
As we work to serve more diverse communities, we have translated our client intake form to Spanish and have a Spanish speaking service coordinator to assist families.
We are now taking requests for medical visits, including vaccine appointments and plan to assist seniors in returning to routine care. We will also be providing rides for healthy food and other essential errands as seniors continue to shelter safely until the virus is under control.
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?
We serve people over 60 years old who are unable to safely drive. We ensure that they get to their medical appointments and that they can shop for groceries as needed. Our group rides provide community as well as basic needs.
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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 report to funders
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What significant change resulted from feedback?
We recently expanded our hours for scheduling rides from 1/2 day to the full day. We added an online form so that riders can schedule rides online and not need to call our office. We follow up with them when the ride is scheduled for details.
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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 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, We tell the people who gave us feedback how we acted on their feedback
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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, Staff find it hard to prioritize feedback collection and review due to lack of time, Our clients do not utilize technology easily
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
24.18
Months of cash in 2021 info
11.1
Fringe rate in 2021 info
8%
Funding sources info
Assets & liabilities info
Drive a Senior Central Texas (dba Chariot)
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Drive a Senior Central Texas (dba Chariot)
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of Drive a Senior Central Texas (dba Chariot)’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 | 2019 | 2020 | 2021 |
---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $165,790 | $134,500 | $114,651 |
As % of expenses | 51.2% | 30.8% | 23.1% |
Unrestricted surplus (deficit) after depreciation | $163,760 | $106,542 | $77,182 |
As % of expenses | 50.3% | 23.0% | 14.5% |
Revenue composition info | |||
---|---|---|---|
Total revenue (unrestricted & restricted) | $538,780 | $641,019 | $547,611 |
Total revenue, % change over prior year | 0.0% | 19.0% | -14.6% |
Program services revenue | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% |
Investment income | 1.3% | 0.8% | 0.0% |
Government grants | 9.0% | 9.3% | 29.3% |
All other grants and contributions | 89.8% | 89.9% | 70.6% |
Other revenue | 0.0% | 0.0% | 0.0% |
Expense composition info | |||
---|---|---|---|
Total expenses before depreciation | $323,827 | $436,177 | $496,460 |
Total expenses, % change over prior year | 0.0% | 34.7% | 13.8% |
Personnel | 61.7% | 77.5% | 68.5% |
Professional fees | 0.0% | 0.5% | 2.2% |
Occupancy | 1.5% | 0.0% | 1.7% |
Interest | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% |
All other expenses | 36.8% | 22.0% | 27.6% |
Full cost components (estimated) info | 2019 | 2020 | 2021 |
---|---|---|---|
Total expenses (after depreciation) | $325,857 | $464,135 | $533,929 |
One month of savings | $26,986 | $36,348 | $41,372 |
Debt principal payment | $0 | $0 | $0 |
Fixed asset additions | $60,947 | $112,000 | $0 |
Total full costs (estimated) | $413,790 | $612,483 | $575,301 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 |
---|---|---|---|
Months of cash | 11.2 | 13.5 | 11.1 |
Months of cash and investments | 11.2 | 13.5 | 11.2 |
Months of estimated liquid unrestricted net assets | 11.2 | 9.0 | 10.6 |
Balance sheet composition info | 2019 | 2020 | 2021 |
---|---|---|---|
Cash | $301,995 | $490,357 | $460,912 |
Investments | $1,460 | $1,762 | $2,369 |
Receivables | $170,984 | $73,570 | $143,290 |
Gross land, buildings, equipment (LBE) | $62,079 | $174,079 | $174,079 |
Accumulated depreciation (as a % of LBE) | 5.1% | 17.9% | 39.4% |
Liabilities (as a % of assets) | 4.7% | 4.8% | 3.4% |
Unrestricted net assets | $361,855 | $468,397 | $545,579 |
Temporarily restricted net assets | N/A | N/A | N/A |
Permanently restricted net assets | N/A | N/A | N/A |
Total restricted net assets | $0 | $220,000 | $156,500 |
Total net assets | $511,513 | $688,397 | $702,079 |
Key data checks
Key data checks info | 2019 | 2020 | 2021 |
---|---|---|---|
Material data errors | Yes | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Ray Anne Evans
Ray Anne Evans is a passionate advocate for the most vulnerable in her community. After serving as the Executive Director of Breast Cancer Resource Center for ten years and working there for over eighteen years, she left to pursue other interests. She has led Chariot, formerly Drive a Senior Central Texas since late 2022.
Ray Anne is a Certified Patient Navigator through the Harold P. Freeman Patient Navigation Institute, a Project LEAD Breast Cancer Science graduate and a member of One Voice - a coalition of health and human services leadership. She also has a Certificate in Nonprofit Leadership and Management from the Texas Association of Non-Profit Organizations.
Ray Anne also has served on the Transit Empowerment Fund board and the board of the Breast Health Collaborative of Texas and is the 2016 winner of the Trekker award.
Number of employees
Source: IRS Form 990
Drive a Senior Central Texas (dba Chariot)
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Drive a Senior Central Texas (dba Chariot)
Board of directorsas of 03/30/2023
Board of directors data
Lorene Phillips
Pat Liston
Cyndi Cummings
Lorene Phillips
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
Disability
No data