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
Women and girls
Students

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

Children and youth, Adults, Family relationships, Work status and occupations

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

Children and youth, Adults, Family relationships, Work status and occupations

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of people on the organization's email list

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

Age groups, Family relationships, Work status and occupations

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.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    The NAHF's Heritage Hall & Education Center is committed to informing the all the public who visit our education center about American aviation heroes, their accomplishments, and their impact on advances in aviation from Early Flight to Space Travel. We strive to create a distinctive educational resource, open and free to all, that will inspire future generations to appreciate our nation’s extraordinary aviation heritage and the men and women who created it.

  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person),

  • How is your organization using feedback from the people you serve?

    To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, 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?

    The NAHF is committed to inclusion at all levels. It is a cornerstone of our values which include, integrity, trust, partnership, and protecting people. The world of aviation includes an array of talents, ideas, and experiences, and those tenets propel the innovation that drives the aviation and aerospace industry’s success. An inclusive culture helps to strengthen areas that need improvement and inspire creative solutions. We believe the attention given to equality in all forms makes us more agile, trustworthy, and innovative.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners,

  • How has asking for feedback from the people you serve changed your relationship?

    Visitor Experience •NAHF staff will continuously assess, create, utilize, and encourage an all-encompassing representation of visitors, activities, and opportunities. Trustee Recruitment •NAHF Board Members will ensure the board nomination process creates a candidat pool of qualified individuals with varied backgrounds, unique experience, and broad local and national representation. Staff Recruitment •NAHF officers and staff will ensure employment opportunities are widely-disseminate to create a candidate pool of qualified individuals. Suppliers & Service Providers •NAHF staff will continuously assess, measure, and explore opportunities t work with diverse suppliers and service providers who share our values and ar similarly intentional about diversity, equity, and inclusion. Partners

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), 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 tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, It is difficult to identify actionable feedback,

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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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

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

National Aviation Hall of Fame

Board of directors
as of 10/17/2021
SOURCE: Self-reported by organization
Board co-chair

Mr Michael Quiello

United Airlines

Term: 2018 - 2022


Board co-chair

Mr David Brixey

Brixey-Meyer Capitol

Term: 2018 - 2022

Ray Berg

Perform Air International

Frank Boensch

Retired Aerospace Engineer

David Brixey

Brixey-Meyer

Henry Coffeen

Jet Linx

James Cooling

Cooling-Herbers

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

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 10/17/2021

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

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

Equity strategies

Last updated: 10/17/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.