MOBILITY WORLDWIDE, TX-AUSTIN

Empowering People

aka MW-Austin   |   Austin, TX   |  www.mwaustin.org

Mission

To build 3-wheeled, hand peddied veheicles for individuals that have lost the use of their legs due condidtions such as: polio, dibetes land mines, and birth defects. PET Austion will coordinate the delivery of its PETs with distribution organizations that provide them to individuals in third world countries at no cost to the individual.

Notes from the nonprofit

A Partnership with a local business.

When John Bosch, Jr. frst learned of PET Austin during an international missions presentation at Tarrytown United Methodist Church, he felt like he might be able to help the program on a larger scale than most. As founder and principal of the TyRex Group, Ltd., a family of technology and contract manufacturing companies launched in Austin over 19 years ago, he was blessed not only with vast experience in large- scale assembly, but with resources, warehouse space and an incredible team to boot. To put it simply, Bosch says, “This is something we know how to do.”

Three years passed since that initial seed was planted - but when Bosch frst reached out to PET Austin president John Rudd to discuss a partnership, the timing couldn’t have been better, according to Rudd. PET Austin had recently lost its primary warehouse space – the “hub” where each rugged, hand-cranked wheelchair was assembled and packed for shipping – and production levels were being threatened, to say the least. Bosch had recently launched an intercompany bonding campaign called “2 Groups, 1 Family” within the iRex cable assembly and board design division, and believed that a community service project such as assembling PETs would provide the employees with a tangible experience in both volunteerism and team cooperation. Details were discussed, a plan was put into place and TyRex agreed to an initial goal of assembling 10 PETs per month. “If I’d have called a month after I was frst introduced to PET Austin,” likely been a much diferent situation.”

Today, the partnership between PET Austin and TyRex is strong and continues to grow stronger. Sponsored by iRex’s “2 Groups, 1 Family” campaign, PET Austin has its own dedicated assembly and warehouse space, under the TyRex roof, where PETs are assembled and packed by TyRex business family volunteers. TyRex employees have also found other ways to help out, from fnding vendors and cutting material costs to assisting with PET Austin’s marketing eforts. The efect of PET Austin on TyRex employees as a whole is noticeable, as well – volunteer signup sheets continue to fll up, and the early- morning sounds of drilling and hammering are joined by those of encouragement and laughter. And on an individual level, each volunteer’s satisfaction with a job well done is multiplied by the understanding that each PET provides the gift of mobility to someone in need. Volunteer Yolanda Menendez explains, “It’s nice to know that something I touched is going to help give a new beginning to someone on the other side of the world.” As this new partnership continues to prove immensely benefcial both for PET Austin and for the TyRex companies, it’s not hard to see why John Rudd and John Bosch believe it’s a match made in heaven.

Ruling year info

2009

President, PET-Austin

Mr. John B Rudd

Vice President, PET-Austin

Mr. Bill Crane

Main address

PO Box 500035

Austin, TX 78750 USA

Show more contact info

EIN

27-0549926

NTEE code info

International Relief (Q33)

IRS filing requirement

This organization is required to file an IRS Form 990-N.

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Communication

Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Bethany UMC Lenten Challenge

The church raises $12,000 form members to finance the building of a PET cart for each day of Lent (40 PETs),

Population(s) Served

Where we work

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.

Our goals for 2014 is to construct 20 PETs per month. By the end of 2014, or early 2015, we will be constructing a 3000 sq. ft. building that will be the future permanent home of PET Austin.

We are actively promoting the organization in the Austin Metro-plex area to raise community awareness. We are developing a team building program that will be marketed to local businesses again to raise awareness and also develop corporate sponsorship. Finally we have an active capital campaign to raise the funds to construct the new shop building. Property has been made available on a local church campus and we will need ~$70,000 to construct the base building. The capital fund is current approaching that goal.

We are utilizing current relationships with businesses and civic organizations in the area to grow our capabilities. we believe these efforts will also generate new volunteers that will allow PET-Austin to sustain our growth.

To date in 2014, we have met our monthly production goals along with fund raising goals to support production and grow the capital needed for the new shop building.

Financials

MOBILITY WORLDWIDE, TX-AUSTIN
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Operations

The people, governance practices, and partners that make the organization tick.

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MOBILITY WORLDWIDE, TX-AUSTIN

Board of directors
as of 7/2/2019
SOURCE: Self-reported by organization
Board co-chair

Mr. John Rudd

PET-Austin

Term: 2008 -


Board co-chair

Mr. Bill Crane

PET-Austin

Term: 2008 -

Jim White

PET-Austin

Jerry Lozano

PET-Austin

Walt Cannon

PET-Austin

Jim Scott

PET-Austin

Scott Sell

PET-Austin

Don Boothby

PET-Austin

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in 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? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • 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? No
  • 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? No