National Black Arts Festival Inc.
EIN: 58-1736780
as of September 2024
as of September 09, 2024
Mission
NBAF is a 501©(3) nonprofit organization with a mission to expose, educate, engage and entertain audiences by presenting and supporting the art and artists of African descent. NBAF is committed to continuing its legacy of providing stellar artistic and educational programs across the disciplines of music, dance, film, theatre, visual and literary arts.
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
People of African descent
Children and youth
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 annual reports Download other documentsWhat we aim to solve
Currently, Georgia ranks 50th in per capita funding for the arts, creating strain for artists facing limited opportunities. For Black artists, this reality is compounded by systemic discrimination, exclusion, and limited access to educational and professional opportunities. This historical context has led to representation, recognition, and resource disparities. Also, according to a report by the National Endowment for the Arts, students from low-income families are less likely to have access to arts education both in and out of school. This lack of exposure can limit their cognitive development and educational opportunities. Research by the Arts Education Partnership suggests that students with access to arts education tend to have higher academic achievement in other subjects and have been linked to positive youth development and crime prevention. NBAF addressed these issues by creating programs in three (3) core areas: Youth Arts Education, Artistic Development & Public Programs.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
NBAF-Youth Arts Education
NBAF offers no cost school-based programs that combine high quality arts education with leadership development and mentoring, to introduce students to career pathways in the creative industries. Our programs Move/Dance! (Offered in 5 Atlanta Public Schools) And NextGen (Offered in 6 Atlanta Public Schools) programs reach over 3,000 students annually. We primarily serve Title 1 institutions located in underserved communities where opportunity gaps disproportionately affect Black students.
NBAF- Public Programs
The National Black Arts Festival (NBAF) engages audiences by presenting arts events with social impact, including large annual projects tied to Black History Month (February 2024 BlackListed! Banned Book Conference Supported 35 artists and activists, 15 Community Vendors and saw 2900 attendees over the two (2) day event attendees) and Black Music Month (June-SOULREBELROCK Juneteenth Concert) with over 300 attendees. NBAF was recently named a winner of the Bloomberg Public Art Challenge, giving us the opportunity to collaborate with the City of Atlanta on a large-scale project using art to address racism as a public health crisis. During 2024 and 2025, we will participate by producing mural projects, mobile exhibits, performances, pop up events, and a multidisciplinary festival curated by NBAF, staged in conjunction with health partners.
NBAF- Artistic Development
The National Black Arts Festival (NBAF) invests in Black artists who remain persistently under-funded and marginalized in cultural spaces. We provide financial support through competitive awards and grants such as our Artist Project Fund (20 Artists supported with $20,000 total investment for business support services/training) and Horizon Awards (1 Local Artist awarded $10,000 and promotional support to advance their career) NBAF also has an innovative professional development program that equips Black artists with entrepreneurial skills and a strong professional network to support sustainable careers in the arts.
Where we work
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
Number of overall donors
This metric is no longer tracked.Totals By Year
Type of Metric
Other - describing something else
Direction of Success
Increasing
Number of list subscribers
This metric is no longer tracked.Totals By Year
Related Program
NBAF-Youth Arts Education
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of individuals attending community events or trainings
This metric is no longer tracked.Totals By Year
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
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of Facebook followers
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of grants received
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
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 and to fulfill this mission has implemented programs in three (3) core areas: 1-Youth Arts Education (NextGen Artist, Move/Dance!) 2-Artistic Development (Artist Project Fund, Art Academy, Artistic Grants, Artist Showcase) and 3-Public Programs (Black History Month, Black Music Month, and partnership programs)
1-Youth Arts Education - NBAF offers no cost school-based programs that combine high quality arts education with leadership development and mentoring, to introduce students to career pathways in the creative industries. Our programs Move/Dance! (Offered in 5 Atlanta Schools) And NextGen (Offered in 6 Atlanta Schools) programs reach over 3,000 students annually. We primarily serve Title 1 institutions located in underserved communities where opportunity gaps disproportionately affect Black students.
2- Artistic Development - NBAF invests in Black artists who remain persistently under-funded and marginalized in cultural spaces. We provide financial support through competitive awards and grants such as our Artist Project Fund (20 Artists supported with $20,000 total investment for business support services/training) and Horizon Awards (1 Local Artist awarded $10,000 and promotional support to advance their career) NBAF also has an innovative professional development program that equips Black artists with entrepreneurial skills and a strong professional network to support sustainable careers in the arts.
3-Public Programs - NBAF engages audiences by presenting arts events with social impact, including large annual projects tied to Black History Month (February 2024 BlackListed! Banned Book Conference Supported 35 artists and activists, 15 Community Vendors and saw 2900 attendees over the two (2) day event attendees) and Black Music Month (June-SOULREBELROCK Juneteenth Concert) with over 300 attendees. NBAF was recently named a winner of the Bloomberg Public Art Challenge, giving us the opportunity to collaborate with the City of Atlanta on a large-scale project using art to address racism as a public health crisis. During 2024 and 2025, we will participate by producing mural projects, mobile exhibits, performances, pop up events, and a multidisciplinary festival curated by NBAF, staged in conjunction with health partners.
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 2026.
What have they accomplished so far and what's next?
National Black Arts Festival exposed residents to the rich traditions and innovations by artists of the African diaspora. We served youth through school-based programs and partnerships (MOVE/DANCE! Offered in 5 Atlanta Public Schools) And NextGen (Offered in 6 Atlanta Public Schools) programs reach over 3,000 students annually); supported Black artists through grants and professional development (Artist Project Fund 20 Artists supported with $20,000 total investment for business support services/training & Horizon Awards-1 Local Artist awarded $10,000 and promotional support to advance their career); and entertained audiences through dynamic public programming (Black History Month (February 2024 BlackListed! Banned Book Conference Supported 35 artists and activists, 15 Community Vendors and saw 2900 attendees over the two (2) day event attendees) and Black Music Month (June-SOULREBELROCK Juneteenth Concert) with over 300 attendees.
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?
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 act on the feedback we receive
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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 2022 info
12.46
Months of cash in 2022 info
10.9
Fringe rate in 2022 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 | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $203,459 | $18,964 | $198,026 | -$112,202 | $86,084 |
| As % of expenses | 19.8% | 1.4% | 28.3% | -12.3% | 7.8% |
| Unrestricted surplus (deficit) after depreciation | $198,549 | $14,054 | $193,310 | -$116,552 | $82,257 |
| As % of expenses | 19.3% | 1.0% | 27.4% | -12.7% | 7.4% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $1,258,298 | $1,440,279 | $832,108 | $1,260,210 | $1,183,028 |
| Total revenue, % change over prior year | -1.0% | 14.5% | -42.2% | 51.4% | -6.1% |
| 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% | 21.7% | 17.7% | 33.7% | 48.9% |
| All other grants and contributions | 96.5% | 78.3% | 82.3% | 55.8% | 48.9% |
| Other revenue | 0.0% | 0.0% | 0.0% | 10.5% | 2.2% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $1,025,101 | $1,343,344 | $700,268 | $913,523 | $1,104,514 |
| Total expenses, % change over prior year | -12.5% | 31.0% | -47.9% | 30.5% | 20.9% |
| Personnel | 31.8% | 30.5% | 40.4% | 27.0% | 34.3% |
| Professional fees | 22.5% | 20.5% | 32.9% | 25.5% | 34.3% |
| Occupancy | 3.9% | 4.6% | 0.0% | 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 | 41.9% | 44.4% | 26.7% | 47.5% | 31.4% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $1,030,011 | $1,348,254 | $704,984 | $917,873 | $1,108,341 |
| One month of savings | $85,425 | $111,945 | $58,356 | $76,127 | $92,043 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $11,721 | $0 |
| Total full costs (estimated) | $1,115,436 | $1,460,199 | $763,340 | $1,005,721 | $1,200,384 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 4.4 | 4.4 | 11.5 | 12.5 | 10.9 |
| Months of cash and investments | 4.4 | 4.4 | 11.5 | 12.5 | 10.9 |
| Months of estimated liquid unrestricted net assets | 3.7 | 3.0 | 9.2 | 5.4 | 5.4 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $372,627 | $490,117 | $670,055 | $948,870 | $999,296 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $0 | $12,050 | $10,000 | $0 | $2,500 |
| Gross land, buildings, equipment (LBE) | $310,615 | $312,944 | $310,614 | $322,334 | $323,080 |
| Accumulated depreciation (as a % of LBE) | 92.4% | 93.2% | 95.5% | 93.3% | 94.3% |
| Liabilities (as a % of assets) | 1.5% | 8.9% | 13.2% | 3.2% | 7.0% |
| Unrestricted net assets | $341,909 | $355,963 | $549,273 | $432,721 | $510,808 |
| Temporarily restricted net assets | $90,801 | 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 | $90,801 | $168,772 | $102,586 | $561,475 | $553,905 |
| Total net assets | $432,710 | $524,735 | $651,859 | $994,196 | $1,064,713 |
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
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 08/06/2024
Board of directors data
Atty. Lisa Bonner
Bonner Law Firm
Term: 2026 - 2024
Ms. Carole Sykes
Georgia Public Defender Council
Term: 2024 - 2026
Carole Sykes
Georgia Public Defender Council
Stephanie Owens
Ex-Officio
Angela Watts
Ragtrade/10 Squared Agency
Felicia McDade
Engie
Nikki Tinsley Harland
Paradies Lagardere Travel Retail
Demetria Ali
Microsoft
Pamela Bishop
AiraCobra Development
Shaunya Chavis-Rucker
Fulton Films Office
Jennifer Christian
Baxter
Malik Hakeem
Sadie G. Mays Health & Rehabilitation
Theia Smith
Comcast/NBAC/Universal
Derek Johnson
The J Spot Salon
Dawn Rhoden
Bank of America
Blonka Winkfield
The Leadership Program
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
Transgender 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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- Letter of Determination
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