AMERICAN ACADEMY OF NURSING INC
Healthy lives for all people.
AMERICAN ACADEMY OF NURSING INC
EIN: 52-2213870
as of September 2024
as of September 09, 2024
Mission
Improve health and achieve health equity by impacting policy through nursing leadership, innovation, and science.
Notes from the nonprofit
The American Academy of Nursing (Academy) serves the public by advancing health policy and practice through the generation, synthesis, and dissemination of nursing knowledge. Academy Fellows are inducted into the organization for their extraordinary contributions to improve health locally and globally. With more than 2,900 Fellows, the Academy represents nursing’s most accomplished leaders in policy, research, administration, practice, and academia. The Academy's annual health policy conference, offers Fellows, stakeholders, and the public an opportunity to share ideas and help develop new strategies for nurses to drive the transformation of health care. Nursing Outlook, a bi-monthly journal, provides innovative ideas for nursing leaders through peer-reviewed articles and timely reports. Each issue examines current issues and trends in nursing practice, education and research, offering progressive solutions to the challenges facing the profession.
Ruling year
2000
Chief Executive Officer
Suzanne Miyamoto
Main address
1000 Vermont Avenue, NW Suite 910
Washington, DC 20005 USA
EIN
52-2213870
Nursing care
Population served
Adults
Children and youth
NTEE code
Professional Societies & Associations (E03)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Affiliations
Programs and results
What we aim to solve
Improve health and achieve health equity by impacting policy through nursing leadership, innovation, and science.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Policy
The American Academy of Nursing (Academy’s) vision is healthy lives for all people. As outlined in the organization’s Equity, Diversity, and Inclusivity (EDI) Statement, the Academy intentionally works to dismantle structural and institutional racism to promote social justice. To actualize our vision and EDI statement, the Academy’s mission is to improve health and achieve health equity by impacting policy through nursing leadership, innovation, and science. The Academy strives to achieve its mission and vision through four primary goals: influence policy that achieves health equity, promotes wellness, eliminates racism, and improves health care delivery; integrate nursing science into health, wellness, and social justice decisions; disseminate nurse-driven innovation to reduce inequities and improve health; and position nurse leaders to advance local and global change.
Council for the Advancement of Nursing Science (CANS)
The Council for the Advancement of Nursing Science (CANS) is signature initiative of the American Academy of Nursing (Academy) with open membership. Any individual interested in nursing science can join CANS. Fellowship in the Academy is not required for any category of membership in CANS.
CANS serves to integrate nursing science into health, wellness, and social justice decisions. As a national voice for the profession’s science, CANS disseminates the results of nursing research though conferences and champions each stage of a scientists career through development and training programs. CANS amplifies the voice of nursing science in national and global conversations setting the direction of health care research priorities and advises the Academy to assure that policy is evidence-based.
Institute for Nursing Leadership (INL)
The American Academy of Nursing’s (Academy’s) Institute for Nursing Leadership (INL), focuses on positioning nurse leaders to advance local and global change. Through its signature event and other programmatic efforts, INL supports nurses to meaningfully exercise their power at every stage of their career and bolster the growth of authentic leadership among nurse leaders.
As a signature imitative of the Academy INL leverages opportunities to raise diverse perspectives that elevate nursing and the Academy’s inclusivity and develops thought-provoking innovative programming to amplify the contributions and collaboration of Academy Fellows.
Edge Runners
The American Academy of Nursing's (Academy) Edge Runners initiative recognizes nurse-designed models of care that reduce cost, improve health care quality, advance health equity, and enhance consumer satisfaction. Through its Edge Runners program, the Academy recognizes new and innovative ideas that transform health and underscore the leadership, ingenuity, and determination of nurses. Edge Runner models demonstrate significant clinical, financial, community, and policy outcomes that are sustained and replicated.
The Academy’s Edge Runner’s program disseminates nurse-driven innovation to reduce inequities, improve health, and impact policy through replication and scalability. The program convene dialogues to generate creative and collaborative solutions to complex challenges in health and health care.
National Academy of Medicine Distinguished Nurse Scholar-in-Residence
The National Academy of Medicine (NAM)’s Distinguished Nurse Scholar-in-Residence program provides a year-long residential health policy opportunity in Washington, DC. The immersion experience supports the engagement of nurse leaders in a prominent role in health policy at the national level and facilitates their interaction with other health fellows and scholars. The American Academy of Nursing (Academy), the American Nurses Association (ANA), and the American Nurses Foundation (the Foundation), in partnership with NAM, support this program. The program seeks individuals who have the capacity and skills to generate policy for issues of special interest and the ability to promote greater public understanding, with demonstrated success in promoting health equity.
Expert Panels
Expert Panels (EPs) are key for thought leadership within the American Academy of Nursing (Academy). The Expert Panel structure provides a mechanism for Fellows, with expertise in specific areas, to collaborate and advance the mission of the Academy – to improve health and achieve health equity by impacting policy through nursing leadership, innovation, and science.
Expert Panels maximize the analytical skills and networks of their members to review the current trends, research, and issues within their field. Through partnership with the Board of Directors and Academy staff, the Expert Panels are vital to advancing the policy positions of the organization. The Expert Panels are the linchpin to addressing emerging issues that have an impact on health and health equity of the public locally and globally.
Where we work
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of comment letters to government agencies
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of policy guidelines or proposals developed
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of paid participants in conferences
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total number of conferences held
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
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?
GOAL 1: Influence policy that achieves health equity, promotes wellness, eliminates racism, and improves health care delivery.
GOAL 2: Integrate nursing science into health, wellness, and social justice decisions.
GOAL 3: Disseminate nurse-driven innovation to reduce inequities and improve health.
GOAL 4: Position nurse leaders to advance local and global change.
What are the organization's key strategies for making this happen?
GOAL 1
Disseminate, through collaborative partnerships with key policy stakeholders, nursing knowledge that will inform sound and sustainable transformation addressing wellness, health promotion, behavioral health, and serious illness.
Curate current content across health and health care sectors to inform policy decisions affecting the national and global health of individuals and populations.
Promote and advance Academy thought leadership in policymaking to eliminate systemic racism that contributes to health inequity.
GOAL 2
Grow the Council for the Advancement of Nursing Science to include nurse researchers at every stage of their career.
Amplify the voice of nursing science in national and global conversations setting the direction of health and health care research priorities.
Champion increased and sustained investment in research conducted by nurse scientists.
GOAL 3
Enhance the visibility of Edge Runner models to reduce cost, increase access to care, and transform policy.
Guide emerging nurse-led models toward replication and scalability.
Convene dialogues to generate creative and collaborative solutions to complex challenges in health and health care.
GOAL 4
Strengthen the Institute for Nursing Leadership’s support for nurses to meaningfully exercise their power at every stage of their career.
Bolster the growth of authentic leadership among nurse leaders.
Leverage opportunities to raise diverse perspectives that elevate nursing and the Academy’s inclusivity.
Develop thought-provoking innovative programming to amplify the contributions and collaboration of Academy Fellows.
What are the organization's capabilities for doing this?
The American Academy of Nursing serves the public by advancing health policy and practice through the generation, synthesis, and dissemination of nursing knowledge. Academy Fellows are inducted into the organization for their extraordinary contributions to improve health locally and globally. With more than 2,900 Fellows, the Academy represents nursing’s most accomplished leaders in policy, research, administration, practice, and academia.
Academy Fellows are nursing's most accomplished leaders in education, management, practice, and research. Fellows include association executives; university presidents, chancellors, and deans; state and federal political appointees; hospital chief executives and vice presidents for nursing; nurse consultants; researchers; and entrepreneurs. Invitation to the Fellowship represents more than recognition of one's accomplishments within the nursing profession.
What have they accomplished so far and what's next?
The Academy took action by influencing policy through 49 communications to federal law makers. The organization hosted two in-person conferences in 2022, the annual Health Policy Conference and the State of the Science Congress on Nursing Research, with over 1,500 individual attendees. Additionally, the Academy hosted four virtual policy dialogue webinars, with 525 live attendees.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
1.32
Months of cash in 2022 info
5.1
Fringe rate in 2022 info
17%
Funding sources info
Assets & liabilities info
Financial data
AMERICAN ACADEMY OF NURSING INC
Revenue & expensesFiscal Year: Jan 01 - Dec 31
AMERICAN ACADEMY OF NURSING INC
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
This snapshot of AMERICAN ACADEMY OF NURSING INC’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.
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Business model indicators
| Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $90,988 | $1,194,025 | $849,994 | -$369,011 | -$686,824 |
| As % of expenses | 2.4% | 33.3% | 28.3% | -8.8% | -15.3% |
| Unrestricted surplus (deficit) after depreciation | $53,377 | $1,154,572 | $808,110 | -$392,235 | -$758,776 |
| As % of expenses | 1.4% | 31.9% | 26.6% | -9.3% | -16.6% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $4,357,215 | $4,006,197 | $3,360,732 | $3,363,273 | $4,924,442 |
| Total revenue, % change over prior year | 20.1% | -8.1% | -16.1% | 0.1% | 46.4% |
| Program services revenue | 75.9% | 79.2% | 69.0% | 69.6% | 72.1% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 2.1% | 2.9% | 3.2% | 3.4% | 1.7% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 12.6% | 8.7% | 17.0% | 20.3% | 20.5% |
| Other revenue | 9.4% | 9.1% | 10.9% | 6.7% | 5.7% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $3,807,548 | $3,584,371 | $3,000,055 | $4,181,635 | $4,488,528 |
| Total expenses, % change over prior year | 13.1% | -5.9% | -16.3% | 39.4% | 7.3% |
| Personnel | 31.7% | 32.1% | 46.6% | 37.8% | 37.6% |
| Professional fees | 5.7% | 5.6% | 9.0% | 8.0% | 11.8% |
| Occupancy | 4.6% | 4.3% | 5.2% | 4.3% | 3.7% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 3.6% | 4.5% | 3.5% | 14.0% | 4.0% |
| All other expenses | 54.4% | 53.5% | 35.7% | 35.9% | 43.0% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $3,845,159 | $3,623,824 | $3,041,939 | $4,204,859 | $4,560,480 |
| One month of savings | $317,296 | $298,698 | $250,005 | $348,470 | $374,044 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $402,335 | $88,770 |
| Total full costs (estimated) | $4,162,455 | $3,922,522 | $3,291,944 | $4,955,664 | $5,023,294 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 8.1 | 9.5 | 10.7 | 6.5 | 5.1 |
| Months of cash and investments | 18.9 | 24.4 | 29.8 | 22.2 | 17.3 |
| Months of estimated liquid unrestricted net assets | 15.9 | 20.8 | 28.3 | 18.1 | 14.7 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $2,570,940 | $2,833,332 | $2,681,143 | $2,281,073 | $1,903,257 |
| Investments | $3,417,671 | $4,441,047 | $4,777,632 | $5,452,217 | $4,576,071 |
| Receivables | $158,570 | $79,443 | $165,852 | $63,882 | $139,967 |
| Gross land, buildings, equipment (LBE) | $222,186 | $215,136 | $222,008 | $449,495 | $538,265 |
| Accumulated depreciation (as a % of LBE) | 57.5% | 67.9% | 84.7% | 8.1% | 20.1% |
| Liabilities (as a % of assets) | 10.9% | 14.3% | 6.5% | 18.8% | 28.7% |
| Unrestricted net assets | $5,134,910 | $6,289,482 | $7,097,592 | $6,705,357 | $5,946,581 |
| Temporarily restricted net assets | $499,138 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $499,138 | $147,981 | $163,618 | $25,735 | $0 |
| Total net assets | $5,634,048 | $6,437,463 | $7,261,210 | $6,731,092 | $5,946,581 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Chief Executive Officer
Suzanne Miyamoto
Number of employees
Source: IRS Form 990
AMERICAN ACADEMY OF NURSING INC
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
AMERICAN ACADEMY OF NURSING INC
Highest paid employeesSOURCE: IRS Form 990
Compensation data
AMERICAN ACADEMY OF NURSING INC
Board of directorsas of 05/22/2023
Board of directors data
Kenneth White
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
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
No data
Transgender Identity
No data
Sexual orientation
No data
Disability
No data
Contractors
Fiscal year endingGuideStar Pro Reports
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- Contractor and/or Paid Preparer data for 2022, 2021, 2020
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