Reach Unlimited, Inc.
Live, Learn, Earn
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Learning Activity Center
Learning Activity Center (LAC) serves more than 300 individuals with intellectual and developmental disabilities. The LAC provides life skills activities, vocational training, supported employment, computer technology, continuing education and recreational activities on a daily basis.
Home and Community Services
Provides individualized services to people with intellectual and developmental disabilities living in their family's home, their own homes, or other community settings. Services include case management, adaptive aids, minor home modifications, counseling and therapies, dental treatment, nursing, residential assistance, respite, day habilitation, supported home living, and foster companion care.
Residential Management
Group homes for adults with intellectual and developmental disabilities. Twenty-three licensed three, six and nine bed group homes located throughout the community offering a variety of planned activities, outings and special events. Each client participates in a personalized training program to increase their ability to live as independently as possible. There is 24 hour supervision and assistance. Transportation is provided to allow clients to access work, church, day programs, medical appointments, shopping, and recreation.
Where we work
Awards
Non Profit of the Year 2013
CyFair Houston Chamber of Commerce
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of groups/individuals benefiting from tools/resources/education materials provided
This metric is no longer tracked.Totals By Year
Related Program
Learning Activity Center
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Average number of dollars received per donor
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
Number of donors retained
This metric is no longer tracked.Totals By Year
Type of Metric
Other - describing something else
Direction of Success
Increasing
Number of new donors
This metric is no longer tracked.Totals By Year
Type of Metric
Other - describing something else
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
Strategic Goal 1
Enhance and Expand Programs to Further Advance Integration, Support Choice, and Build Independence in/at All Levels of Abilities
Strategic Goal 2
Creating Connections with the Community by Generating Awareness and Fostering Engagement through Advocacy, Education, and Personal Experiences
Strategic Goal 3
Complete a Master Development Plan for Reach’s Campus and Community
Strategic Goal 4
Maintain Good Financial Health and Stability While Creating Opportunities for Financial Growth
What are the organization's key strategies for making this happen?
Strategic Goal 1
Key Actions
1.1 Continue to expand collaborations and contracts to increase employment and vocational training offerings through Reach on campus and in the community
1.2 Continue to expand the options in our residential programs to meet the growing demand
1.3
Commit to continuous improvement through ongoing program evaluation and development
to ensure exceptional responsiveness and accountability to members, families, caregivers, and the community
1.4 Continue to expand existing collaborations with local developmental disabilities providers for improved and enhanced services, supports, and other assistance
1.5 Ensure the necessary resources (financial, human, capital, and other) are present to exceed standards of quality for all programs
1.6 Expand meaningful engagement activities for residents as they age to keep them socially and physically active with high quality of life standards
Strategic Goal 2
Key Actions
2.1 Enhance strategic marketing and communications plan to expand brand awareness and community engagement
2.2 Continue to enhance and develop family programs to serve as a forum for exchange of information, support, and respite.
2.3 Connect the community to the organization and our mission through guided campus tours and events to create memorable experiences that influence beliefs, attitudes, choices, and behaviors towards a more inclusive community
2.4 Cultivate a storytelling culture that engages all staff, volunteers, and board members to advance our mission
Strategic Goal 3
Key Actions
3.1 Continue to develop plans for the acquisition of residential housing to meet the significant growing demand
3.2 Develop programs and facility improvements/additions specializing in residential care for our aging residential members
3.3 Assess and evaluate existing facilities to provide revitalization and renovations as needed
3.4 Develop and adopt a strategic technology plan to upgrade equipment and software to support operating efficiencies and residential safety
3.5 Expand/Renovate the greenhouse and gift shop to increase employment, internships, and volunteer opportunities
Strategic Goal 4
Key Actions
4.1 Recruit qualified and skilled development staff and ensure the necessary infrastructure to support a successful fund development program
4.2 Adopt a strategic and robust approach to fund development to cultivate and steward donors.
4.3 Build a culture of philanthropy throughout the organization including internal and external stakeholders.
4.4 Generate and sustain financial reserves with a target of at least six months of operating expenses to support agency in event of external funding disruptions.
4.5 Grow agency endowment to secure permanent, reliable, financial support for the organization to achieve sustainability.
4.6 Implement a process to identify, cultivate, and solicit legacy gifts
4.7 Expand and increase variety of fundraising strategies to diversify funding streams.
What are the organization's capabilities for doing this?
Reach has a proven track record of providing our community with programs and services that support individual choice and integrate our members into the community. We've been doing so for 40 years. We are committed to ensuring that all our programs have the resources necessary to operate at the highest level. Through effective community engagement, partnering with organizations that share the same values and agenda, and advocating for members, Reach will ensure that attention is focused on the needs of our community. With more strategic and diverse partnerships, Reach will work to reduce our list of future members on our waiting lists and ensure that everyone all has access to our services.
Reach will strive to tell our story to the community to advocate for our members. We will revitalize our strategic marketing plan to have more people experience the magic of our beautiful 10-acre campus. We will continue to partner with the community to provide parents and caregivers of our members and students access to information and the support they need to navigate the available resources for their loved ones. Reach believes in the power of partnerships and creating a disabilities-strong community. We will continue to seek partnerships with like-minded organizations to advance our mission.
For 40 years, Reach has been recognized as a resource for families and a leader in providing programs and services to adults and children with disabilities in northwest Houston. As the agency positions itself for the future, measures will be taken to develop a master plan that includes expanding services to meet the needs of Reach’s members. This includes developing plans to expand residential services to including senior living options so our members can age in place.
Investments in fundraising, technology, staffing, and facilities will strengthen Reach’s ability to meet the growing needs of the community in the coming years. To make this goal actionable, Reach will diversify funding streams and increase the variety of fundraising strategies across all areas of private revenue. Implementing these strategies will enable us to expand programs, renovate facilities, and provide competitive employment packages—which will attract and keep top talent.
What have they accomplished so far and what's next?
Coming out of the Covid-19 pandemic, Reach is striving to reach pre-pandemic staffing levels as soon as possible. New executive staff, including a new Director of Development, were made in August 2022, as well as the addition of four new board members in September.
Leadership is in alignment of the strategic plan and are ensuring that the foundations for growth are in place.
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
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Connect with nonprofit leaders
SubscribeBuild 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 More about GuideStar Pro.
Reach Unlimited, Inc.
Board of directorsas of 09/12/2022
Mr. Cameron Dickey
Gale Parker
Principal, Cy-Fair ISD
Cameron Dickey
Cy-Fair Federal Credit Union
Marco Fernandez-Baca
Patricia Swagerty
Don Graff
David Stone
Lisa Thiele
Nathaniel Lail
Stephanie Latham
Chris Bloxham
Leon Mathieu
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? 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? No -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
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
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data