Our results
SOURCE: Self-reported by organization
How does this organization measure their results? It's a hard question but an important one.
Number of wheelchair ramps constructed
Totals By Year
Related Program
Texas Ramp Project
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Goals & Strategy
SOURCE: Self-reported by organization
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?
The Texas Ramp Project provides free wheelchair ramps to low-income older adults and people with disabilities who have been referred by local health care providers and social workers. The ramps greatly improve clients’ quality of life, increase their independence, and ensure they can exit their homes safely in the event of fire or other emergency. The ramps provide relief to caregivers, often elderly spouses, and cut down on calls to EMS for assistance. The ramps also enable clients to remain in their homes, where they truly want to be, rather than being forced to enter a nursing facility, usually at taxpayer expense at up to $100,000 per year.
Because of their all-volunteer labor, community partnerships, donated warehouse space, and low administrative costs, local projects can build ramps for about one-third the cost of a for-profit contractor. Last year more than 88% of all funding went directly to the purchase of ramp materials and tools. In 2022, volunteers built 1,919 ramps. In 2023, TRP expects to build at least 1,900 ramps on a budget of $1,630,000.
Last year 8% of the ramps built by TRP were reimbursed by referring agencies. The remaining activity is funded by foundations, churches, service clubs, businesses and individual donors. TRP has received over 54,000 referrals statewide and continues to receive about 550 referrals per month.
Referrals are received through our website (www.texasramps.org) and directed to the regional coordinator. Once a referral is accepted, a volunteer surveyor goes to the residence to evaluate the client’s need and the home’s physical requirements. The surveyor designs the ramp and orders the lumber. On the day of the build, materials are transported to the site and the team leader and crew of four to six volunteers install the ramp within four to five hours.
Last year TRP was able to build about 33% of the referrals it received. Ramps are built without regard to age, gender, religion, race or ethnicity. We would love to be able to build every referral, as each referral represents an elderly or disabled person in need. Our vision is that no Texas resident shall lack safe access to and from his or her home because of financial limitations. The ramps are always free to clients.
What are the organization's key strategies for making this happen?
We believe in using local partners in every region in which we build. TRP employs a highly successful model that involves (1) establishing relationships with social service agencies that provide referrals, (2) securing funding from a variety of sources, and (3) building up a solid base of volunteers. After initially locating these sources and recruiting volunteers, we are ready to identify leadership, train workers and begin building ramps.
Volunteers in any region are recruited from local churches, service clubs, businesses, college and university student and alumni groups, high school students, military bases, Scout troops, and even our referral sources. Our newest partners in several regions are at-risk youths from Juvenile Services. They build monthly with their supervisors, giving the boys an opportunity to see what it’s like to participate in something positive.
The local recruits develop and manage the region, with assistance and training from the executive director. If a region grows too large, it can be subdivided to bring volunteers closer to clients in outlying areas. We have done this in regions such as Austin, San Antonio, Texarkana and East Texas. The statewide organization provides centralized administration, such as liability insurance, training, web site and database management, financial management, etc.
Because about 90% of our funding is restricted to local regions or counties, we actively seek unrestricted funding from foundations and major businesses. We also have contracts with 16 Area Agencies on Aging across the state.
What are the organization's capabilities for doing this?
The executive director travels each new region to speak with health care providers (hospitals, dialysis and rehab facilities, home health agencies, etc.); agencies that may become partners and offer reimbursem*nts; key community partners (churches, civic organizations, colleges, businesses, military); and potential funding sources such as foundations whose focus is on health and human services. A three-year timeline is expected as regions grow from their genesis to having the ability to work independently, not just to build ramps but to secure their future by building key relationships locally.
TRP’s success is due to its innovative business model, which uses volunteer leaders to manage the regions and volunteer labor to build ramps. The Texas Ramp Project has followed this model successfully into 22 of Texas’s 24 COGs. The use of volunteers has held the cost of an average ramp (about 28 feet) to about one third the cost of a ramp built by a for-profit builder. Our largest cost is in lumber and other materials, which has escalated since the pandemic began. Lumber, materials and tools are stored in donated space in many locations. We also use the warehouses to build ramp modules and stage construction.
The Texas Ramp Project has several strengths that have carried the project to the level it is at now:
• The vision of its founder and a strong working board, which has allowed TRP to grow from 42 ramps in 2006 to over 1,900 last year.
• Low administration costs. Over 91% of 2022 spending was for ramp materials, tools and warehouse.
• A strong working board of directors with defined responsibilities.
• Commitment of volunteers. Many of our board members, area coordinators, team leaders and other have remained committed for years, because the work is so rewarding.
• Simplicity of the model. We build ramps and only ramps. This means that we can use unskilled volunteers and limit their time on site to four or five hours.
• Experience leading to best practices. Over the years we have established guidelines that follow ADA rules, prebuild modules to reduce time at the site, and use the referring source to qualify the client as a low-income person.
What have they accomplished so far and what's next?
Since incorporating in 2006, the Texas Ramp Project has demonstrated a consistent record of performance as builders, as fundraisers and as reliable partners. That steadiness is an important aspect of our reputation and our ability to bring credibility with us as we enter new regions or widen our capacity to serve in existing regions. We have a model and we stick to it. We have seen exponential growth over the years in regions, builds, budgets and personnel.
The Texas Ramp Project has completed more than 24,500 ramps across the state—comprising over 125 miles of ramp footage. In 2022, TRP volunteers built 1,919 ramps in 123 Texas counties. For the past six years TRP has received over $1 million in revenue, including grants, other donations, fee-for-service payments, and donated warehouse space. To date volunteers have contributed over 622,000 hours of labor, valued at over $15.7 million.
We estimate our volunteer base at 3,500, including regulars and one-time builders such as youth mission trips.
We have not yet accomplished our goal of serving every county in Texas, but each year we grow closer to meeting that goal through regional expansion. As our organization grows into greater maturity, we will need to identify ways to bring more people into our organization who can travel to support our regions and assist with administrative tasks at home. This will require an increase in funds for centralized administration and executive compensation, which to this point have largely yielded to use of funds for ramp building.
The Texas Ramp Project has accomplished much in just 17 years. In addition to growing our organization in Texas, we have mentored new projects in Oklahoma, Indiana and New Mexico. Our work is unique and innovative, and new volunteers are drawn to it. That is always our best aspect and our key to success.
How we listen
SOURCE: Self-reported by organization
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
doneWe shared information about our current feedback practices.
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 make fundamental changes to our programs and/or operations, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, 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 engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We ask the people who gave us feedback how well they think we responded
What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection
Operations
The people, governance practices, and partners that make the organization tick.
- Board of directors
- Officers, directors, trustees, and key employees
- Highest paid employees
lock
Connect with nonprofit leaders
Subscribe
Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro.Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights?Learn Moreabout GuideStar Pro.
lock
Connect with nonprofit leaders
Subscribe
Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro.Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights?Learn Moreabout GuideStar Pro.
TEXAS RAMP PROJECT
Board of directors
as of07/05/2024
SOURCE: Self-reported by organization
Board chair
Mr. Keith Henderson
Texas Ramp Project
Term: 2023 - 2026
Peter Heinkel
No Affiliation
Kay Champagne
No Affiliation
Myron Knudson
No Affiliation
Gary Stopani
No Affiliation
Molli Harris
No Affiliation
Suraj Pelluru
No Affiliation
Marge Oberg
No Affiliation
Donna Burton
Donna Burton CPA
Stephen England
No Affiliation
Roy Harrington
No Affiliation
Mark Hinzman
No Affiliation
Keith Henderson
No Affiliation
Pete Carey
No Affiliation
Rachel Marchand
No Affiliation
Vipin Gupta
No Affiliation
Brittney Pratt
Wellmed
Board leadership practices
SOURCE: Self-reported by organization
GuideStar worked with BoardSource, the national leaderin nonprofit board leadership and governance, to create this section.
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?Not applicableCEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicableEthics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?YesBoard composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?YesBoard performance
Has the board conducted a formal, written self-assessment of its performance within the past three years?Not applicable
Organizational demographics
SOURCE: Self-reported; last updated 6/20/2024
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
White/Caucasian/European
Gender identity
Male
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 05/21/2022
GuideStar 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
Data
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.