Ca4 Innovation Charities C/o Chairman

What it reported doing in 2024

In 2024, the carolina rides+ team worked to develop narratives and budgets for two environmental protection agency (epa) community change grant (ccg) to utilize valuable lessons learned in a late 2022 mobility for all (m4a) pilot and initiated with another nonprofit sustaining way in greenville's nicholtown community 2023. Thus, rides+ planned and confirmed that a viable business model can support door-to-door, demand-response trips from homes to vital activities for residents in low-income areas. Also, the 2024 epa-ccg grant process supported carolina rides+ in applying for a technical assistance grant (no funding, just ta). That process also helped us identify mobility needs from local experts trying to solve workforce development needs. Brandon baughn, director of world relief upstate, helps refugees seeking a new start in the area. He told us his clients have three key needs: affordable housing, stable jobs, and reliable rides. Presently the bus system does not pick up where his clients live, or deliver them to their workplaces.the carolina rides+ demand-response program is a "great asset to their becoming positive productive community members," he said.this statement fits many people in transition: discharged veterans, returning citizens, juveniles completing sc department of juvenile justice requirements, graduates of high school and colleges, and others. The rides+ pilot had impressive results that guide our activities. In 4.5 initial operational months (mid-july through dec, 3), rides+ provided 1,275 trips totaling 9,305 miles traveled, and average miles/trip rose from 2.57 to 8.38 miles/trip. Total rides cost $16,499. The estimated pre-pilot cost per trip of 3 miles or less was $10 each. But as longer trip distances were approved, miles increased to 8.38 on average, and costs rose to $12.90 average/trip. Significantly, more than 90% of all rides were to jobs.several lessons learned from rides+ pilot and the epa ccg relate to issues/ challenges.human behavior: growth of rider usage validates high needs for demand-response rides. Transport providers adapt cars and drivers and scale quickly to meet rider demands. Also, the most important need was that more than 90% of all rides+ pilot trips were from housing to work. The rides provided reduced absenteeism and turnovers for employees and employers. We also learned that communication is always difficult; we need a better information exchange with human services agencies about their clients/ riders.regulatory/ legislative/planned project limits: initial project limits of 3 miles per trip were increased to help more riders, but still were below 10 miles. Targeted funding creates 'silos'/barriers to effective, efficient delivery of m4a rides. Regional coordination and consortia promoting access and mobility are needed. Human service and employment sponsors could help to identify/aggregate riders. We also noted that non-emergency medical riders also need rides to vital activities like shopping.technologies: appropriate mobility software helps to increase ridesharing and reduces trip costs. We project that innovative electric and automated technologies will improve mobility over time.funding: rides+ funding support must be sustainable, financially and environmentally. Funding should include both riders and sponsors (employers, agencies, and charities). "free" rides is not a proper business model; so programs must raise funds for rides. The carolina rides+ team works hard to coordinate, manage, fund and improve transport options for all, especially underserved populations. Rides+ team support has included: volunteers, including board members, interns, and government agency officials. Also, rides+ provider southeast transportation supplies excellent vehicles and drivers. Software technology includes set data analysis/routing software from cts/ tripmaster, and fundraising software from mighty cause. Validation of client rider needs must be provided by either corporate and hr agenc

Financial Efficiency

• Mission deployment rate: 100%; rating input score 100
• Program expense ratio: 90%; rating input score 90

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 52nd percentile among comparable filings
• Major donor itemization: Limited

Sustainability

• Operating margin: -60.3%; rating input score 11; 11th percentile among comparable filings
• Total-asset coverage ratio: 1.26; rating input score 53; 53rd percentile among comparable filings
• Liabilities to assets ratio: 0; rating input score 68; 68th percentile among comparable filings
• Officer compensation ratio: 0%; rating input score 56; 56th percentile among comparable filings

Growth

• Program expense growth: 28.6% per year; rating input score 100; 87th percentile among comparable filings
• Revenue growth: 7.4% per year; rating input score 100; 77th percentile among comparable filings
• Asset growth: 23.2% per year; rating input score 100; 88th percentile among comparable filings