ABILITY CENTER OF GREATER TOLEDO
Think Differently!
ABILITY CENTER OF GREATER TOLEDO
EIN: 34-4428597
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?
Advocacy Program
Serving Lucas, Wood, Ottawa, Henry, Fulton, Defiance, and Williams County OH. Our advocacy staff works at local, state and federal levels to promote positive change for people with disabilities. The advocacy team works with people with disabilities on grassroots level to influence social change. The Ability Center engages with other disability groups to improve public policy.
Assistance Dogs
Serving Lucas, Wood, Ottawa, Defiance, Henry, Fulton and Williams County, OH. Training and placing service dogs, therapy dogs and school facility dogs to support people with disabilities.
Agility Angels Dog Agility
Serving 7 counties of NW Ohio: Lucas, Wood, Fulton, Henry, Defiance, Williams and Ottawa County, OH. Dog Agility training and competition with Agility Angels, working with dogs and their owners using the sport of dog agility. Agility Angels is open to all individuals and capabilities, and also serves to help individuals diagnosed with Autistic Spectrum Disorder. The program helps develop social skills, physical abilities and self-confidence.
College Scholarship
Serving 7 counties of NW Ohio: Ensuring that people with disabilities have opportunities to achieve higher education is critical. In partnership with our auxiliary, we provide college scholarships to area students with disabilities.
For scholarship consideration, you must meet all eligibility requirements.
Applications are due by March 31.
Assistive Technology & Medical Equipment
Provides individuals with disability-related equipment in Northwest Ohio 7 counties.
Community Living NW Ohio
Our programs serving Northwest Ohio support people with disabilities to live independently in the community of their choosing. Information and Referral services offer consultation on disability-related topics. Through our referral network, we can connect you to other agencies to ensure your need is addressed. Topics include but not limited to: Accessibility, Community Resources, Housing, Long-term Benefits, Assistance Dogs, Support Services and Transportation.
Independent Living Department
Serving Northwest Ohio, our in-person programming has virtual options available. Interactive programs include employability training, life skills training and recreation such as Career Mentorship, Independent Living Workships, and Recreation Outings. We have programs for children, teens/young adults, and adults.
Where we work
External reviews

Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of Active School Facility Dogs
This metric is no longer tracked.Totals By Year
Related Program
Assistance Dogs
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of service dogs trained and placed
This metric is no longer tracked.Totals By Year
Related Program
Assistance Dogs
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of students enrolled
This metric is no longer tracked.Totals By Year
Related Program
Agility Angels Dog Agility
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
New program of ACT 2022.
Number of individuals receiving Home Accessibility improvements (ramps, handrails, grab bars) to aid in independent living.
This metric is no longer tracked.Totals By Year
Related Program
Independent Living Department
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of Temporary Ramps installed
This metric is no longer tracked.Totals By Year
Related Program
Independent Living Department
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of Assistive Technology/Durable Medical Equipment items Distributed
This metric is no longer tracked.Totals By Year
Related Program
Independent Living Department
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of individuals receiving Assistive Technology or Durable Medical Equipment
This metric is no longer tracked.Totals By Year
Related Program
Independent Living Department
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of youth receiving services (e.g., groups, skills and job training, etc.) with youths living in their community
This metric is no longer tracked.Totals By Year
Related Program
Independent Living Department
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Active Youth Consumers
Number of books distributed
This metric is no longer tracked.Totals By Year
Related Program
Community Living NW Ohio
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
72 schools, 2 libraries receive the set of 13 DREAM books (Disability Representation, Education, and Awareness in Media). New 2022 initiative.
Advocacy Projects Completed
This metric is no longer tracked.Totals By Year
Related Program
Advocacy Program
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Context Notes
Access(42%), Health(20%), Housing(17%), Transport(15%), Support(6%). 21 workgroups. 11 investigations & surveys, 11 tech assist, 9 ordinance, 7 legis partic, 6 training, 2 legal enforce, 2 brochures.
Number of referrals to resources offered
This metric is no longer tracked.Totals By Year
Related Program
Community Living NW Ohio
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
2022 top 6: 916 Home Mods, 509 Community Support, 328 Assistance Dogs, 243 Assistive Tech, 196 Housing, 127 IL Skills training
Number of rural outreach connections
This metric is no longer tracked.Totals By Year
Related Program
Community Living NW Ohio
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
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?
The goals of the organization are to make Northwest Ohio the most disability friendly in the nation by using Advocacy, Home Accessibility Programs, Durable Medical Equipment, Assistive Technology, Assistance Dogs, School Facility Dogs and Emotional Support Dogs, Education and Recreation for children, youth and adults, site assessments and recommendations, along with raising awareness through Disability Awareness Experiences, 68 Words Podcast, Authentic Authors Series, and working with our partners within the community to make this happen.
What are the organization's key strategies for making this happen?
In 2020, the Ability Center started a campaign to make NW Ohio the most disability-friendly community in the nation. While we will continue to address physical accommodations, our focus will be on the invisible barriers that prevent PWDs from fully integrating into society.
In July, 2022 we launched the “Think Differently, then ACT!” campaign, which features several new media efforts designed to raise society’s expectations of those with disabilities and that those with disabilities have of themselves. We want people in our community to realize that PWDs are doctors and lawyers and that we are employees, employers, parents, and consumers.
Additionally, we plan to launch an interactive Disability Awareness Experience (DAE) that will aim to create an association with the word disability that is positive and to “normalize” disability for those who participate. Participants will have a chance to play with wheelchairs, white canes, and other assistive technology
while getting to know a wide variety of people with disabilities. In many cases, it may be the first-time participants have interacted with someone blind, deaf, or using a wheelchair.
We will work to build community and make working with the agency easier by adding new front-line staff, “Navigators,” that will be a one-stop entry point to services. The ACT Navigators will intake clients and organize support across all the agency’s programs. In addition, they will work with clients to ensure they are taking full advantage of ACT support services.
Moving into the coming three-year cycle, we will look to increase client participation across all our supports and services. We’ve set ambitious goals - 28 service dogs by 2024, doubling our home modification outcomes, new youth programming focused on socialization through recreation, and a push to better serve the rural communities.
Our advocacy team will continue to work towards significant policy changes. For example, we are currently putting effort towards ensuring PWDs are not discriminated against in custody cases, increasing wages for direct care workers, and making public government meetings accessible through live streaming.
A new Director of Operations will be added to oversee the HAP and DME programs as well as the new navigators, facilities and rural operations. This position will provide clear, cohesive operations across these areas to work and organize efforts together moving forward with coordinated structure and leadership.
Lastly, we are looking to add structure to our development efforts. A Development Director will be added to oversee high net worth individuals, major gifts and estate planning. Additionally, they will oversee targeted grant procurement and reduce our dependance on the S.O. in the future. This position will also create new revenue lines by commercializing our innovative programming. We are currently doing an extensive review of our existing donor database for donors who may have the ability to commit more considerable
What are the organization's capabilities for doing this?
The Ability Center has over 100 years of experience serving and empowering the independent living model. We are have conducted research of our community determine the needs of the community, identify the gaps, and plan to fill those gaps. We have the capability to find the correct people for the positions needed to accomplish this task, and have a plan for fundraising to play for the plans. We have a strategic plan in place and individual and department goals and evaluations are aligned with this plan. Quarterly evaluations identify accomplishments and assist with adjusting plans accordingly to stay on track for meeting our objectives by the end of 2023.
What have they accomplished so far and what's next?
As of February 2023, we have already launched our educational campaign "Think Differently, Then ACT!", and revamped our website, launched our new podcast, 68 Words and our Authentic Authors Series. The Ability Center is now offering our Disability Awareness Experience to organizations and groups in our community on a steady basis, as well as Lunch & Learn educational opportunities for the public to learn more about our programs.
We have our new Navigator department in place, along with their separate entrance for public assistance walk-in services.
We have a new Rural Independent Living Manager, a new Development Director working on fundraising and targeted grant opportunities, a new Operations Director overseeing HAP and DME, and have brought whelping and other vet services in-house to increase the number of trained service dogs available.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
Who are the people you serve with your mission?
People with disabilities, their families and community, businesses, organizations and communities who want to be accessible to all individuals in their community.
-
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 inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
-
What significant change resulted from feedback?
Changing the way durable medical equipment is delivered so this process can be expedited to serve consumers as quickly as possible with the tools they need.
-
Which of the following feedback practices does your organization routinely carry out?
We take steps to ensure people feel comfortable being honest with us, 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?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
5.43
Months of cash in 2020 info
5.2
Fringe rate in 2020 info
23%
Funding sources info
Assets & liabilities info
ABILITY CENTER OF GREATER TOLEDO
Revenue & expensesFiscal Year: Oct 01 - Sep 30
SOURCE: IRS Form 990
ABILITY CENTER OF GREATER TOLEDO
Balance sheetFiscal Year: Oct 01 - Sep 30
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Oct 01 - Sep 30
SOURCE: IRS Form 990
This snapshot of ABILITY CENTER OF GREATER TOLEDO’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
Profitability info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $205,876 | $242,126 | $502,783 | $926,757 | $981,406 |
As % of expenses | 5.4% | 5.9% | 12.5% | 22.5% | 23.5% |
Unrestricted surplus (deficit) after depreciation | $102,403 | $144,785 | $402,449 | $818,943 | $831,085 |
As % of expenses | 2.6% | 3.4% | 9.7% | 19.4% | 19.2% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $4,011,393 | $3,868,279 | $4,767,633 | $4,547,339 | $5,447,431 |
Total revenue, % change over prior year | 1.2% | -3.6% | 23.2% | -4.6% | 19.8% |
Program services revenue | 1.2% | 1.9% | 0.7% | 1.1% | 0.7% |
Membership dues | 0.1% | 0.1% | 0.1% | 0.1% | 0.1% |
Investment income | 1.9% | 2.7% | 3.4% | 3.6% | 3.8% |
Government grants | 13.3% | 10.6% | 20.8% | 16.7% | 14.1% |
All other grants and contributions | 77.9% | 83.2% | 75.2% | 78.1% | 82.6% |
Other revenue | 5.6% | 1.4% | -0.2% | 0.5% | -1.2% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $3,805,986 | $4,134,773 | $4,036,093 | $4,112,159 | $4,170,137 |
Total expenses, % change over prior year | 0.8% | 8.6% | -2.4% | 1.9% | 1.4% |
Personnel | 69.9% | 65.7% | 70.4% | 66.9% | 69.4% |
Professional fees | 3.1% | 2.4% | 4.0% | 0.0% | 0.0% |
Occupancy | 2.9% | 3.5% | 3.6% | 4.0% | 3.7% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 4.7% | 1.1% | 0.7% | 1.3% | 0.8% |
All other expenses | 19.5% | 27.4% | 21.3% | 27.7% | 26.0% |
Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $3,909,459 | $4,232,114 | $4,136,427 | $4,219,973 | $4,320,458 |
One month of savings | $317,166 | $344,564 | $336,341 | $342,680 | $347,511 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $103,704 | $0 | $0 | $1,562,509 |
Total full costs (estimated) | $4,226,625 | $4,680,382 | $4,472,768 | $4,562,653 | $6,230,478 |
Capital structure indicators
Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Months of cash | 3.0 | 2.5 | 4.2 | 3.0 | 5.2 |
Months of cash and investments | 14.0 | 13.4 | 16.7 | 15.1 | 17.4 |
Months of estimated liquid unrestricted net assets | 13.3 | 12.6 | 14.3 | 16.4 | 14.5 |
Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Cash | $956,387 | $867,237 | $1,404,579 | $1,031,444 | $1,821,778 |
Investments | $3,485,667 | $3,757,423 | $4,201,250 | $4,154,178 | $4,207,822 |
Receivables | $195,395 | $129,456 | $196,996 | $148,787 | $166,391 |
Gross land, buildings, equipment (LBE) | $3,797,981 | $3,901,685 | $3,904,429 | $3,905,936 | $5,468,444 |
Accumulated depreciation (as a % of LBE) | 63.3% | 64.1% | 65.5% | 65.7% | 49.7% |
Liabilities (as a % of assets) | 5.8% | 5.7% | 6.9% | 10.0% | 10.6% |
Unrestricted net assets | $5,601,715 | $5,746,500 | $6,148,949 | $6,967,892 | $7,798,977 |
Temporarily restricted net assets | $50,735 | $25,550 | $475,211 | $0 | N/A |
Permanently restricted net assets | $826,596 | $886,576 | $1,005,753 | $984,315 | N/A |
Total restricted net assets | $877,331 | $912,126 | $1,480,964 | $984,315 | $1,452,495 |
Total net assets | $6,479,046 | $6,658,626 | $7,629,913 | $7,952,207 | $9,251,472 |
Key data checks
Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Stuart James
Stuart came to the independent living movement seven years ago as Executive Director of the Center for Independent Living in Berkeley (TheCIL). During his 7 year tenure, he renewed TheCIL’s commitment and overall vision for what a truly inclusive world would be like, nearly tripling the organization’s endowment.
TheCIL adopted the “Be Your Own Normal” slogan and reorganized their services, communications, and operating philosophy around an idea that “normal” is everyone; we all possess talents, skills, qualities, and responsibilities that contribute to our community. Stuart led the organization in developing and updating programs, including an expanded AT program, new Lifestyles events, a life-changing Residential Access program, and the evolution of TheCIL’s Youth programs. Prior to his tenure at TheCIL, Stuart spent more than twenty years as an executive in the sports and entertainment industry, living and working across four continents.
Number of employees
Source: IRS Form 990
ABILITY CENTER OF GREATER TOLEDO
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
ABILITY CENTER OF GREATER TOLEDO
Board of directorsas of 02/09/2023
Board of directors data
Renee Wood
Advocate
Term: 2023 - 2024
Mark Stutler
Healthcare Provider Solutions Consultant
Term: 2023 - 2024
Adrienne Bell
First Solar
Jeremy Bigelow
Advocate
Susan Conda
Community Volunteer
Crystal Harris Darnell
Lucas County
Lisa Keller
Retired
Deborah M. Krohn
University of Toledo
Chris Riling
Cisco
Jennifer Schaefer
University of Toledo Foundation
Alice Schorling
Community Volunteer
Sandra Sundermeier
CPA
Dr. Subramanian Thyagarajan
University of Toledo
Tenesha Ulrich
United Spinal
Arlene Whelan
Auxiliary President
Kerry Wolff
A-Gas
Board leadership practices
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? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
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? Yes -
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? Yes
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
Sexual orientation
No data
Disability
Professional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G