National Black Arts Festival Inc.
EIN: 58-1736780
as of September 2023
as of September 18, 2023
Mission
The National Black Arts (NBAF), a nonprofit organization with a 34-year history of excellent artistic and educational programming in music, dance, film, visual, literary arts & fashion design has evolved from an outdoor festival, to year-round programming showcasing artists of African descent who create, innovate & produce extraordinary work. NBAF is recognized as the oldest multidisciplinary arts organization in the US focused exclusively on the arts & artists of African descent. Recognized in 2008 by the US Congress for its importance to "cultural fabric of greater Atlanta and all of America." NBAF's mission is to advance the arts & contributions of artist of African descent, builds bridges into schools through arts education; promotes creative talents of our children & youth.
Ruling year
1987
Executive Director
Mrs. Stephanie Owens
Main address
1429 Fairmont Avenue NW Suite J
Atlanta, GA 30318 USA
EIN
58-1736780
Cultural awareness
Environment
Community and economic development
Youth organizing
Population served
Children and youth
People of African descent
NTEE code
Cultural, Ethnic Awareness (A23)
Single Organization Support (W11)
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
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
People of African descent are vastly underrepresented in the arts – as working artists whose work is publicly presented and as students who have the opportunity to explore and develop their talents and perhaps choose to pursue careers in the arts. African Americans form a very small percentage of working artists in the US, and even fewer make a living from their work. Too often, African American youth, particularly those in under-resourced communities, do not receive arts education in school.
Audiences do not regularly encounter the contributions of artists of African descent and so do not fully understand its richness and importance.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
NBAF - Experience Black Art
The National Black Arts Festival (NBAF) presents programs that nurture the creativity and support the talent and aspirations of artists of all ages and stages of their development. NBAF conducts year-round education programs in public schools that engage youth in underserved communities through dance and initiatives that expose them to careers in visual arts, fashion design and film/media. NBAF supports emerging fashion designers and visual artists through public programs and special events that provide audience exposure and resources that can enhance their careers.
Where we work
External reviews
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of people on the organization's email list
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
NBAF's mission is to advance the arts and the contributions of artists of African descent. Primary among our concerns is the development of the next generation of artists. In furtherance of the mission, NBAF has the following organizational goals:
1. Support emerging artists in promoting and marketing their art.
2. Deliver free, year-round arts education and mentorships in public schools to support academic improvement and preparation for post-secondary education and/or careers.
3. Maintain a robust and varied schedule of public programs that reach and engage audiences.
4. Build organizational infrastructure to support the mission.
5. Improve and maintain effective marketing and audience development.
What are the organization's key strategies for making this happen?
These 5 strategy groups support the 5 organizational goals:
1. Present artistic development opportunities for emerging artists through the annual Fashion Forward Student Design Competition for fashion design students and the Horizon Awards honoring emerging artists in visual arts, music and film. Also host an annual art auction with proceeds to participating artists.
2. Deliver quality youth programming in Title 1 middle schools through Move/ Dance! (health and wellness based dance curriculum) and NextGen Artist (workforce development based exposure into film/video, visual arts and fashion design) in Title 1 high schools.
3. Present engaging and enriching programs offered free to the public.
Present exhibitions of emerging visual artists.
Organize art activities in virtual and public spaces.
Collaborate with other organizations to present music, film and other genres.
4. Continue to strengthen internal processes & structures to support program implementation.
Conduct annual program measurement and evaluation.
Strengthen and diversify revenue generation from public and private sources.
Continue to develop the board of directors as a high-performing governing body.
5. Utilize traditional and new media to promote NBAF's brand and programs.
Establish new and maintain existing strategic partnerships and alliances.
What are the organization's capabilities for doing this?
NBAF is governed by a board of directors that is representative of Atlanta's business, community and civic leadership. The board meets monthly and oversees progress on program implementation, fundraising, finance and organizational sustainability. The Executive Director Is an acknowledged leader with experience in a Fortune 500 company and as executive director of a youth based non profit. The program staff includes working artists with experience in program development and management.
NBAF operates under the guidance of a strategic plan. The current plan ends in 2021 and the 2022-24 plan is being finalized.
What have they accomplished so far and what's next?
In 2008, the United States Congress recognized NBAF for its importance to the "cultural fabric of greater Atlanta and all of America."
During its 34-year history of presenting artists of African descent and their work, NBAF has presented many of the finest artists in the US and from around the world, including Maya Angelou, Wynton Marsalis, Pearl Cleage, Harolyn Blackwell, Spike Lee, Katherine Dunham, Harry Belafonte, Maurice Hines, Sonia Sanchez, Radcliffe Bailey, Bill T. Jones, Youssou N'Dour, Julie Dash, Amiri Baraka, Tito Puente, Savion Glover, Nnenna Freelon, Ousmane Sembene, National Ballet de Guinea, Gladys Knight, Philadanco, The Heath Brothers, Cicely Tyson, August Wilson, and Alfre Woodard.
NBAF has produced free annual outdoor festivals that have been attended by hundreds of thousands and contributed to Georgia's economy by drawing national and international visitors to the state. We have evolved to offer year round programming that is featured both virtually and in person to reach local and national audiences. NBAF has also launched it's Horizon Awards to support emerging artists in their careers.
NBAF has provided arts education to thousands of Atlanta youth exposing them to arts resources and opportunities in the arts industry
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
It is difficult to find the ongoing funding to support feedback collection
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
28.94
Months of cash in 2021 info
12.5
Fringe rate in 2021 info
10%
Funding sources info
Assets & liabilities info
Financial data
National Black Arts Festival Inc.
Revenue & expensesFiscal Year: Jan 01 - Dec 31
National Black Arts Festival 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 National Black Arts Festival 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 | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $117,522 | $203,459 | $18,964 | $198,026 | -$112,202 |
| As % of expenses | 10.0% | 19.8% | 1.4% | 28.3% | -12.3% |
| Unrestricted surplus (deficit) after depreciation | $115,134 | $198,549 | $14,054 | $193,310 | -$116,552 |
| As % of expenses | 9.8% | 19.3% | 1.0% | 27.4% | -12.7% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $1,271,446 | $1,258,298 | $1,440,279 | $832,108 | $1,260,210 |
| Total revenue, % change over prior year | 1.4% | -1.0% | 14.5% | -42.2% | 51.4% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 3.5% | 3.5% | 21.7% | 17.7% | 33.7% |
| All other grants and contributions | 96.5% | 96.5% | 78.3% | 82.3% | 55.8% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 10.5% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $1,171,687 | $1,025,101 | $1,343,344 | $700,268 | $913,523 |
| Total expenses, % change over prior year | -3.3% | -12.5% | 31.0% | -47.9% | 30.5% |
| Personnel | 26.5% | 31.8% | 30.5% | 40.4% | 27.0% |
| Professional fees | 0.0% | 22.5% | 20.5% | 32.9% | 25.5% |
| Occupancy | 3.9% | 3.9% | 4.6% | 0.0% | 0.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 69.5% | 41.9% | 44.4% | 26.7% | 47.5% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $1,174,075 | $1,030,011 | $1,348,254 | $704,984 | $917,873 |
| One month of savings | $97,641 | $85,425 | $111,945 | $58,356 | $76,127 |
| Debt principal payment | $10,228 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $18,855 | $0 | $0 | $0 | $11,721 |
| Total full costs (estimated) | $1,300,799 | $1,115,436 | $1,460,199 | $763,340 | $1,005,721 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 1.5 | 4.4 | 4.4 | 11.5 | 12.5 |
| Months of cash and investments | 1.5 | 4.4 | 4.4 | 11.5 | 12.5 |
| Months of estimated liquid unrestricted net assets | 1.2 | 3.7 | 3.0 | 9.2 | 5.4 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $151,263 | $372,627 | $490,117 | $670,055 | $948,870 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $1,500 | $0 | $12,050 | $10,000 | $0 |
| Gross land, buildings, equipment (LBE) | $310,615 | $310,615 | $312,944 | $310,614 | $322,334 |
| Accumulated depreciation (as a % of LBE) | 90.8% | 92.4% | 93.2% | 95.5% | 93.3% |
| Liabilities (as a % of assets) | 8.8% | 1.5% | 8.9% | 13.2% | 3.2% |
| Unrestricted net assets | $143,360 | $341,909 | $355,963 | $549,273 | $432,721 |
| Temporarily restricted net assets | $61,063 | $90,801 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $61,063 | $90,801 | $168,772 | $102,586 | $561,475 |
| Total net assets | $204,423 | $432,710 | $524,735 | $651,859 | $994,196 |
Key data checks
| Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Mrs. Stephanie Owens
Stephanie R. Owens, NBAF’s Executive Director, provides day-to-day operations management and leadership for the non-profit organization. She brings decades of successful experience in project management, programming and strategy development and previous nonprofit chief executive leadership. Prior to working with NBAF, Stephanie was the Executive Director for the P&J Graham Foundation in Vallejo, CA providing life skills training for middle and high school students to empower them to achieve their dreams. Before moving into the non-profit world, Stephanie developed her career in corporate fashion retail, working with companies like Gap and Macys, creating strategies and commercially viable product assortments across numerous categories. Stephanie has a passion for her community and has developed several organizations providing community outreach such as Anchor of Hope, which focuses on providing resources and support for individuals with incarcerated loved ones.
Number of employees
Source: IRS Form 990
National Black Arts Festival Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
National Black Arts Festival Inc.
Highest paid employeesSOURCE: IRS Form 990
Compensation data
National Black Arts Festival Inc.
Board of directorsas of 06/26/2023
Board of directors data
Mrs. Tracey Lloyd
LVMH
Term: 2021 - 2024
Ms. Lisa Bonner
Bonner Law Firm
Term: 2021 - 2024
Lisa Ray Griffin
Warner Media
Danica Kombol
Everywhere Agency
Kateau James
Deloitte
Tracey Lloyd
JC Penney
Carole Sykes
Fulton County Arts & Culture
Carol Waddy
Chick-Fil-A
Stephanie Owens
Ex-Officio
Angela Watts
Ragtrade/ Atlanta Fashion Week
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 -
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
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
Gender identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 05/26/2020GuideStar 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
- 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 employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
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