Madison County Rural Health Council Inc

What it reported doing in 2025

Mobility Management/Volunteer Transportation: Mobility Management 2025Madison County, New York in 2025 wrapped up to an exciting year of accomplishments, partnerships, and project developments for MCRHC Mobility Management.January March (QT1) started off with an overall increase in requests for transportationcoordination, specifically for the GOMadison Volunteer Transportation Program. As a result, afew volunteer drivers were recruited, which brought our highest total of enrolled volunteerdrivers to the GMVT program.April June (QT2) brought an increase in awareness to Mobility Management andGMVT programming through our ongoing outreach initiatives. It was also a time of staffchanges, as our transportation coordinator left their position in June, and the start of hiring areplacement. This timeframe also led to a series of weather-related storm incidents that causedsevere damage to residents' homes across Madison County. As a result, COAD for MadisonCounty had been activated to address the displacement of residents due to housing damages, transportation assistance to an increase of related housing needs, and ongoing cleanup effortassessments.July September (QT3) led to carry over from the previous quarter with hiring/training anew GMVT coordinator, to ongoing COAD relief efforts to residents who continued to deal withhousing damages, cleanup, and displacement efforts.October December (QT4) led to some exciting project developments with 511NY.organd NYSDOT with the purpose of integrating Madison County geography to the 511NYsoftware for trip planning, rideshare, and real-time traffic information accessibility through eithera 511NY app or web browser capabilities. Lastly, this timeframe led to Mobility Manager Donnyaccepting to lead the ITNAmerica ICAB (ITN Country Advisory Board) with the purpose ofleading a participatory group to strengthen communication and advocacy for their own missiondirectives through ITNAmerica.Throughout 2025 there were exciting projects, partnerships, and opportunities to showhow Mobility Management as a service can benefit residents in Madison County. Below aresome of the data points that highlight the breadth of services provided throughout the year: COAD (Community Organizations Active in Disaster) Mobility Management leadershipassisted 15-20 households who were affected by the June 2025 flooding and weatherdamages. The assistance included: providing gas cards, bus passes, housing damageassessments, and food pantry referrals. Clients Mobility Mgmt. has served 1,037 this includes transportation coordination, travel training, educational ride-alongs on the MTS public bus. The Gas Card Assistance (GCA) program provided 75 gas cards to clients to assist withmedical appointment travel, employment, weather related housing displacement, etc.-. The MTS Token Donation Program dispersed 1,090 fare tokens this is equivalent to545 roundtrips provided to residents using public transit. This is about 110 clients whobenefited from this program. The GOMadison Volunteer Transportation (GMVT) program provided 918 rides for 87riders with a total of 20,245 miles. This is our 60+ non-Medicaid demographic. The driver recruitment efforts for 2025 resulted in 8 new drivers, bringing our total poolof drivers to 19, our highest number of participants. The client recruitment efforts for 2025 resulted in 68 new riders.

Financial Efficiency

• Mission deployment rate: 77.5%; rating input score 78
• Program expense ratio: 81.2%; rating input score 81
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 64th percentile among comparable filings
• Governance controls: 4 of 8 controls in place; rating input score 50
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Fail
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: Fail
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Fail
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: 5.1%; rating input score 45; 45th percentile among comparable filings
• Total-asset coverage ratio: 1.34; rating input score 52; 52nd percentile among comparable filings
• Liabilities to assets ratio: 0.21; rating input score 24; 24th percentile among comparable filings
• Officer compensation ratio: 15.1%; rating input score 24; 24th percentile among comparable filings

Growth

• Program expense growth: 23.9% per year; rating input score 100; 84th percentile among comparable filings
• Revenue growth: 18.7% per year; rating input score 100; 81st percentile among comparable filings
• Asset growth: 15.1% per year; rating input score 100; 69th percentile among comparable filings