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National Aquarium, Inc. Organization Name provided in the GuideStar Exchange* as of 11/19/2014: National Aquarium, Inc.

Organization Name as listed in the IRS Business Master File as of 11/10/2014: NATIONAL AQUARIUM IN BALTIMORE INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.

AKA  National Aquarium, Inc.
Baltimore, MD
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GuideStar Summary

&1002; GuideStar Exchange Committed to transparency ?
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&1002; Registered with IRS Legitimacy information is available
&1002; Evidence of Impact Expert Reviews available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2012, 2011, and 2010 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

National Aquarium, Inc. Organization Name provided in the GuideStar Exchange* as of 11/19/2014: National Aquarium, Inc.

Organization Name as listed in the IRS Business Master File as of 11/10/2014: NATIONAL AQUARIUM IN BALTIMORE INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: National Aquarium, Inc.
Physical Address: Baltimore, MD 21202 3103
EIN: 52-1121163
Web URL: www.aqua.org 
Blog URL: nationalaquarium.wordpress.com/ 
NTEE Category: D Animal related
D60 Other Services
C Environmental Quality Protection, Beautification
C30 Natural Resource Conservation and Protection
C Environmental Quality Protection, Beautification
C32 Water Resource, Wetlands Conservation and Management
Ruling Year: 1979 


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Mission Statement

To inspire conservation of the world's aquatic treasures.

Legitimacy Information

This organization is registered with the IRS.

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

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses

(GuideStar Exchange,
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November 2014)

Fiscal Year Starting: January 1, 2013
Fiscal Year Ending: December 31, 2013

Total Revenue $44,162,175
Total Expenses $41,248,443

Revenue & Expenses

(GuideStar Exchange,
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November 2014)

Fiscal Year Starting: January 1, 2013
Fiscal Year Ending: December 31, 2013

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
IRS Form 990 is an annual document used by approximately one-third of all public charities to report information about their finances and operations to the federal government. GuideStar uses data from Form 990 to populate its database with financial information about nonprofit organizations. Posting Form 990 images on the GuideStar website is an ongoing process.

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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership

(GuideStar Exchange,
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November 2014)

Mr. John C. Racanelli

Board Chair (GuideStar Exchange,
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November 2014)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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November 2014)

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Board Leadership Practices (GuideStar Exchange,
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November 2014)
?

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.

Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

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?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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People information was last updated by the nonprofit in November 2014

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Programs

Program: Education on Marine Life/Traveling Outreach Program (GuideStar Exchange,
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November 2014)

Budget:
$31,788,422
Category:
Animal-Related
Population Served:
Children and Youth (infants - 19 years.)

Program Description:

The Aquarium's Conservation Education programs are designed to reach a variety of audiences. Over 220,000 students and teachers participate in on-site programs annually; 70,000 to 90,000 more participate in our outreach programs. Educational publications, such as our interdisciplinary middle school curriculum, Living in Water, reach an international audience. Conservation programs are integrated based on three critical areas: Ocean Health, the Chesapeake Bay, and Global Biodiversity. Programs and projects include: Marine Animal Rescue Program (MARP). MARP's primary function is to rescue stranded marine animals in emergency situations, provide extensive rehabilitation and, if possible, release the animals back into the wild. To date, the program has rescued 49 pinnipeds (seals, walruses, and sea lions), 29 sea turtles, 31 cetaceans, and one Florida manatee. MARP has been able to successfully return 28 of these animals back into the wild. Captive Breeding Programs: Captive breeding programs such as these help protect threatened species and eliminate some of the need to collect wild specimens. Sixteen species of rain forest birds have been successfully bred at the Aquarium. We were also the first US zoo or aquarium to breed the rare blue poison dart frog (Dendrobates azureus). Regional Conservation Efforts: Because the tidal wetlands of the Chesapeake Bay region in which the Aquarium is located are vital filters of pollutants and habitat sources for numerous species of plants and animals, the Aquarium is currently involved in community-based projects to restore regional habitats and to create an educated and trained volunteer base to encourage widespread conservation activities.

Program Long-Term Success:

In 2007, 415 volunteers contributed 1,195 hours to remove more than 45,574 pieces of debris from the wetlands at Fort McHenry National Monument and Historic Shrine in Baltimore. The Aquarium partners with the National Park Service and receives support from the Maryland Port Administration, the National Fish and Wildlife Foundation, Steinweg Baltmore, Inc., and the National Oceanic and Atmospheric Administration for these events. These clean-up days have an immediate impact on the environments of Baltimore City and the Chesapeake Bay.

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

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Impact Summary from the Nonprofit

Transforming experiences reach well beyond the Aquariums’ walls. Education teams reach thousands of students each year with activities in schools and in the field; conservation crews and volunteers restore habitats and preserve species around the Chesapeake Bay and around the world; and the National Aquarium venues continue to serve as an economic engine for tourism in the city of Baltimore and as a unique draw in downtown Washington, DC. Through all of its work, the National Aquarium maintains its long-time commitment to serving the surrounding communities.

Expert Reviews and Comments

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Evidence of Impact

There are no summaries available for this organization.

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Reviews

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