NATIONAL ART EDUCATION ASSOCIATION

Alexandria, VA   |  www.arteducators.org

Mission

The National Art Education Association (NAEA) champions creative growth and innovation by equitably advancing the tools and resources for a high-quality visual arts, design, and media arts education throughout diverse populations and communities of practice. The National Art Education Association (NAEA) harnesses the power of the visual arts, design, and media arts to educate and enrich the lives of all learners and communities, especially those who are members of historically marginalized groups, and serves as a catalyst for developing creative and culturally competent future generations.

Ruling year info

2010

Executive Director

Mario Rossero

Main address

901 Prince St

Alexandria, VA 22314 USA

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EIN

52-0816541

NTEE code info

Arts Education/Schools (A25)

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

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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?

National Convention

The NAEA National Convention is an annual event providing substantive professional development services that include the advancement of knowledge in all sessions, events, and activities for the purpose of improving visual arts instruction in American schools. As such, it is the world’s largest art education convention. Thousands of members from the United States and around the world participate in member-led workshops and sessions sharing best practices in art education.

Population(s) Served
Adults

The National Art Education Association is committed to supporting art educators in their quest to become leaders. The School for Art Leaders at Crystal Bridges Museum of American Art utilizes experiential, research based action-learning modules and in-depth conversations both onsite and virtually over a seven month period to support members and their leadership development.

Population(s) Served
Adults

The National Art Honor Society (NAHS) and The National Junior Art Honor Society (NJAHS) are designed specifically for high school and middle school students and the teachers that serve them. The NAHS and NJAHS are designed to inspire and recognize students who have shown an outstanding ability and interest in art. The NAHS and NJAHS strive to aid members in attaining the highest standards in art scholarship, character, and service, and to bring art education to the attention of the school and community.

Population(s) Served
Adults

Where we work

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.

NAEA's work is guided by the priorities set forth for each goal under the 2015-2020 Strategic Vision:
Community: NAEA is a dynamic, inclusive and diverse professional community that shares a commitment to NAEA's mission and vision:
• Increase and bond community thorough a shared commitment to the NAEA mission and vision – building collaborative relationships with individuals and organizations;
• Develop career, community college and university pathways to inform, attract and retain diverse members;
• Maximize the use of technology and data management systems to build, retain and track member engagement across the community.
Advocacy: NAEA influences stakeholders and decision makers to support visual arts education:
• Engage non-traditional allies to create a national advocacy campaign touting the importance, benefits, career opportunities and contributions of the visual arts;
• Evaluate, develop and promote resources that will increase member capacity to advocate for visual arts education.
Learning: NAEA provides exemplary learning opportunities that help members become more effective educators, artists, leaders and advocates for visual arts education:
• Align the goals of art education with trends in education;
• Form partnerships outside the field of art education to address the diverse needs of members;
• Develop opportunities for professional learning and provide multiple approaches for access, including: blended, face-to-face and online.
Research & Knowledge: NAEA conducts research and generates knowledge that enriches and expands visual arts education, and widely shares that research and knowledge:
• Create a searchable research database that supports NAEA's mission and goals;
• Develop partnerships with researchers, funders, and other organizations to conduct research that informs the field, public policy and planning;
• Identify research and resources to support NAEA Position Statements;
• Initiate a continuum of professional learning experiences for educators about conducting research: gathering, analyzing, and using relevant data to make informed decisions;
• Establish a working group of practitioners to translate research into accessible actions in the field.
Organizational Vibrancy: NAEA's culture, systems, structures and resources facilitates its mission of advancing visual arts education:
• Design and execute a landmark program to develop art education leaders;
• Rebrand the collective NAEA identity.
Each priority requires specific strategies developed through working groups led by members of the Board of Directors, Task Forces, Research Commission, Distinguished Fellows, Editorial Boards, Interest Groups, State Affiliate Leaders, and professional staff.

Each priority requires specific strategies developed through working groups led by members of the Board of Directors, Task Forces, Research Commission, Distinguished Fellows, Editorial Boards, Interest Groups, State Affiliate Leaders, and professional staff.

Consistent with NAEA's Organizational Vibrancy goal, the Board of Directors and staff have consistently developed organizational capacity and assigned funding support to meet the priorities over five years.

NAEA has successfully accomplished the following priorities:

• Maximize the use of technology and data management systems to build, retain and track member engagement across the community.
• Form partnerships outside the field of art education to address the diverse needs of members;
• Develop opportunities for professional learning and provide multiple approaches for access, including: blended, face-to-face and online.
• Create a searchable research database that supports NAEA's mission and goals;
• Develop partnerships with researchers, funders, and other organizations to conduct research that informs the field, public policy and planning;
• Identify research and resources to support NAEA Position Statements;
• Initiate a continuum of professional learning experiences for educators about conducting research: gathering, analyzing, and using relevant data to make informed decisions;
• Establish a working group of practitioners to translate research into accessible actions in the field.
• Design and execute a landmark program to develop art education leaders;
• Rebrand the collective NAEA identity.
Work in progress includes the following:
• Increase and bond community thorough a shared commitment to the NAEA mission and vision – building collaborative relationships with individuals and organizations;
• Develop career, community college and university pathways to inform, attract and retain diverse members;
• Evaluate, develop and promote resources that will increase member capacity to advocate for visual arts education.
• Engage non-traditional allies to create a national advocacy campaign touting the importance, benefits, career opportunities and contributions of the visual arts;
• Align the goals of art education with trends in education;
• Form partnerships outside the field of art education to address the diverse needs of members;

Financials

NATIONAL ART EDUCATION ASSOCIATION
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Operations

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

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NATIONAL ART EDUCATION ASSOCIATION

Board of directors
as of 3/25/2021
SOURCE: Self-reported by organization
Board chair

James Rolling, Jr

Syracuse University

Term: 2021 - 2023

Wanda Knight

Penn State University

Thom Knabb

Dodge Elementary School

Catherine Campbell

Aimee Burgamy

Richard Hull Middle School

Andrea Haas

Michele Chmielewski

Kim Cairy

Tiffany Beltz

Irving Pertzsch Elementary

MaryJane Long

Dover High School

Christina Hanawalt

University of Georgia

Lynn Loubert

Jeremy Holien

Perpich Center for Arts Education

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? Yes