Recreation, Sports, Leisure, Athletics

National Ability Center

Park City, UT


The National Ability Center empowers individuals of all abilities by building self-esteem, confidence and lifetime skills through sport, recreation, and educational programs. Our vision is to inspire individual achievement and create a global impact for people of all abilities.

Ruling Year


Chief Executive Officer

Mr. Kevin Stickelman

Main Address

P.O. Box 682799

Park City, UT 84068 USA


adaptive sports, recreational sport, paralympic training, alpine skiing, snowboarding, equestrian, cycling, archery, swimming, sled hockey, hippotherapy, therapeutic horseback riding, indoor climbing wall, challenge ropes course, river rafting, outdoor adventures





Cause Area (NTEE Code)

Physical Fitness/Community Recreational Facilities (N30)

Alliance/Advocacy Organizations (E01)

Alliance/Advocacy Organizations (E01)

IRS Filing Requirement

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

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Programs + Results

What we aim to solve

Engagement in sports and recreation can positively affect people with disabilities in a profound way. For some, these activities empower individuals to make their own choices and take their own risks. For others, the gradual acquisition of new skills builds the self-confidence necessary to take on other life challenges such as pursuing education or employment. Recreation and sports activities are a proven catalyst to promote freedom, increase relatedness with others and enhance overall well-being. Adaptive recreation programs are shown to be an effective means of developing self-confidence and life skills in people of all abilities. Programs at the National Ability Center (NAC) establish a link between participation in recreational experiences with loved ones that, not only deepen and enrich lives, but also offers the necessary human connections between peers and family members – creating lasting change within communities.

Our programs

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

SOURCE: Self-reported by organization

Year-Round Adaptive Sport, Recreation and Educational Programs

Where we work

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

As society evolves, so do attitudes. The current world focus is shifting from simply caring for the sick or coping with disability to one of creating new opportunities, greater empowerment and an improved quality of life for all. Programs at the National Ability Center are designed to meet the unique needs of individuals and families of all abilities by: * Transforming “I can't" to “I can" and functioning as a gateway to meeting greater life challenges. * Creating the possibility of healing and unification of the entire family, not just the individual. * Leveling the “playing field" by creating environments and communities through programs where everyone can participate together. * Empowering participants to return to their communities as examples of successful healing and accomplishment. * Changing the life narrative of participants from disabled to ENABLED.

National Ability Center (NAC) is committed to the advancement of our mission through a planned, strategic and sustainable process. Our five-year strategic plan is updated every year under the direction of our Board of Directors with guidance from community stakeholders. These strategic goals provide direction and focus within all levels of the organization and generate the actions necessary that enable realization of our mission and vision. High-Level Strategic Goals include: 1. PROGRAMS: Deliver innovative programs with excellence. 2. PEOPLE: Empower develop and retain individuals who create a culture of possibilities and excellence. 3. FINANCE: Grow financial support and awareness within a culture of philanthropy, diversity and advocacy. 4. FACILITIES: Develop, maintain, and expand world-class facilities and resources to support program goals. 5. DEVELOPMENT: Develop a broad-based financial resource portfolio to support organizational growth and excellence

As a leader in adaptive recreation, sports development and educational services, the NAC promotes the concept of ability through inclusion, awareness, education and training. We aim to help individuals of all abilities live more complete and integrated lives by: * Producing a positive shift in the public perception of "ability" by creating extraordinary role models and leaders within our communities. * Offering world-class and diverse adaptive recreational and sport programming that appeals to the broadest group of individuals, interests, and needs. * Providing nurturing yet challenging programs led by professional, accredited, and knowledgeable staff members, volunteers, coaches and mentors. * Building sustainable partnerships with organizations around the world that share our commitment to improving the lives of individuals with disabilities. * Blending occupational and physical therapies with sports instruction and achievement through year-round adaptive recreation programs.

PROGRAMS: * Grow the total activities and experiences by a minimum of 25% over 5 years. * Maintain a pricing model where program fees cover an average of 32% of program costs. PEOPLE: * Grow volunteer engagement in program delivery through targeted volunteer training and development. * Balance, train, and expand human resources to meet the needs of the program growth and community support. FINANCE: * Support and allocate funding earmarked to capital campaign. * Maintain 70% or more of each dollar directed to programs and services during the capital campaign process. FACILITIES * Expand world-class facilities to match participant growth and program demand for the next 25 years. DEVELOPMENT: * Grow donor base and capacity through moves management and major donor, planned giving, and capital campaigns. * Grow annual operating leadership donors by 10% each year.

Recent organizational accomplishments include: * Empowered 6,600 people of all abilities through participation in more than 37,000 experiences and activities; representing a 20% increase in unique individuals served over the prior year and 164% growth in five years. * Engaged 1,700 volunteers to support our mission by contributing nearly 32,000 hours their time and talents to our programs and events, an estimated $772,000 invested in our mission. * Operated as the only Professional Association of Therapeutic Horsemanship, International ( accredited facility in Utah, offering premier accredited equine-assisted activities and therapies for the sixth consecutive year. The National Ability Center is currently in the public phase of a $15 million capital campaign to support the increasing demand for our programs and services. Phase 1 of our facility expansion is scheduled to begin in 2019.

External Reviews


National Ability Center

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

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FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2018, 2017 and 2016
  • A Pro report is also available for this organization.

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Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization


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 Applicable


Has the board conducted a formal, written assessment of the chief executive within the past year?

Not Applicable


Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Not Applicable


Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Not Applicable


Has the board conducted a formal, written self-assessment of its performance within the past three years?

Not Applicable