National Aviation Hall of Fame

Honoring Aerospace Legends to Inspire Future Leaders

aka National Aviation of Fame   |   Dayton, OH   |  www.nationalaviation.org

Mission

HONORING AEROSPACE LEGENDS TO INSPIRE FUTURE LEADERS

Ruling year info

1971

President and CEO

Ms Amy Spowart

Main address

1100 Spaatz St.

Dayton, OH 45433 USA

Show more contact info

Formerly known as

Aviation Hall of Fame

EIN

23-7117952

NTEE code info

Other Art, Culture, Humanities Organizations/Services N.E.C. (A99)

Citizenship Programs, Youth Development (O54)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

In 2009, the State of Ohio designated the Dayton region as a hub of aerospace innovation and opportunity. As we work to leverage that designation to attract new business investment and high-tech jobs to the region, our community must also focus on developing the workforce to fill those positions. At the NAHF, we see this work to inspire future aerospace innovators as an essential part of our mission. We are ideally situated to support and improve access to impactful STEM learning experiences that stimulate interest and build confidence for our visitors young and old. Our Heritage Hall & Education Center (HHEC) project will provide for the transformation of our current space into an engaging STEM-based educational environment. The reimagined HHEC comprises seven innovative galleries that harness immersive educational technologies to share the stories of America’s aviation pioneers within an experience that inspires visitors and ignites their own capacity for innovation.

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?

Wings of Women (WOW)

Wings of Women is an organization aimed at introducing young women from grades 9-12 to the world of aviation. Utlizing our Enshrinees and other aviation professionals, attendees are introduced to all aspects of aerospace.

Population(s) Served

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of websites and organizations (outside of our organization) that share our resources and information

This metric is no longer tracked.
Totals By Year
Population(s) Served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of website pageviews

This metric is no longer tracked.
Totals By Year
Population(s) Served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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.

The NAHF is committed to providing a stimulating learning environment that is free and open to the public. In recent years, we have seen our attendance numbers grow to over 260,000 visitors annually as we work to engage teachers, homeschoolers, and after-school programs throughout the greater Dayton area. We are eager to harness current trends and new technologies in redesigning our exhibits and expanding our educational offerings for the benefit of our community and have set the following goals:

Goals
1) To introduce to the visitor to aspects of NAHF Enshrinees via augmented reality, virtual reality, holograms, and other state-of-the-art technologies
2) To inform the visitor of American aviation history, from its beginnings to the present, in tandem with the social history of that era
3) To motivate the visitor to explore and reflect on the ideas and content presented in each of our seven sections
4) To encourage the visitor to experience the diversity of aviation from the people who have shaped aerospace throughout history.
5) To support and foster the development of the future aerospace workforce by inspiring students and young people with the wonder of aviation, supporting stem learning, and helping them discover the wide variety of careers within the field of aerospace.

Strategic Priority #1: National Awareness and Brand Revitalization
Increase national awareness and recognition of the value the National Aviation Hall of Fame provides to young and old, from all walks of life, and refresh our branding to become the revitalized voice and imagery of our mission.

Strategic Priority #2: Sustainable Corporate Funding Channels
To acquire the financial means to support our vision, we will initiate a capital campaign and establish a sustainable operational funding channel targeting corporate partnerships.

Strategic Priority #3: Destination-Based Heritage Hall and Education Center
Create immersive, hands-on learning environments that will capture the imagination of visitors, educate them to the remarkable achievements of legendary heroes, and inspire our youth to complete the next chapter of our continuing storyline, making learning real and creating a reason for visitors to return.

Execution is a critical aspect of any strategic plan. Progress reports will be presented at every Board meeting to monitor progress. The executive director, staff and volunteers will assist the members of the execution committees and sub-committees. In-kind support will be welcomed and recognized. Initially, two formal committees will be established: A Developemnt committee and a Hertiage Hall committee. Additional committees and sub-committees will be established at the discretion of the Board Chair.

Like all non-profits, in order to keep the NAHF mission-focused, we require a dependable source of income. It is the desire of the NAHF to become financially independent. To achieve this, the NAHF's focus will be to utilize capable NAHF programs that are bolstered by dynamic personnel to oversee them. Indeed, employing established programs to their full capability is how the NAHF can survive to serve its mission for years to come. These existing programs include, but are not limited to; membership; prints sales; NAHF merchandise; WOW and Enshrinement. Increasing in these key areas is our goal.

Financials

National Aviation Hall of Fame
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Operations

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

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Connect with nonprofit leaders

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  • Compare nonprofit financials to similar organizations

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National Aviation Hall of Fame

Board of directors
as of 7/2/2020
SOURCE: Self-reported by organization
Board co-chair

Mr Michael Quiello

United Airlines

Term: 2018 - 2021


Board co-chair

Mr David Brixey

Brixey-Meyer Capitol

Term: 2018 - 2021

Ray Berg

Perform Air International

Frank Boensch

Retired Aerospace Engineer

David Brixey

Brixey-Meyer

Henry Coffeen

Jet Linx

James Cooling

Cooling-Herbers

Jeanie Engle

Retired NASA SES

Chris Grazel

Air Dubai

Fred Gregory

Retired NASA Astronaut

Bill Harris

Army Aviation Association of America

Greg Herrick

Aviation Collector

Alan Hoeweller

Aviation Executive

Kathy Hughes

Martin-Baker

Joshua Marvill

Retired Aviation Executive

Katie McCallum

Educator

Don McIsaac

Cirrus EVP-CFO

Geoff Murray

Oliver Wyman

Jack Pelton

EAA President and CEO

Stephen Pope

LifeStyle Aviation

Michael Quiello

VP Safety United Airlines

Phil Roberts

Executive Travel

David Robertson

Aviation Executive

Doug Schwartz

Retired Aviation Executive

Vince Russo

Founder Air Camp

Bud Sittig

Retired General Officer

Quay Snyder

Aviation Executive

Maury WIlliams

Communicaition Executive

Niels Winther

Buisness Owner

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? 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? No

Organizational demographics

SOURCE: Self-reported; last updated 08/14/2019

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

No data

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data