Educational Institutions

National Association of Student Personnel Administrators Inc

  • Washington, DC
  • www.naspa.org

Mission Statement

To be the principal source of leadership, scholarship, professional development, and advocacy for student affairs.

Main Programs

  1. Research and Policy Institute
  2. Lead Initiative
  3. Professional Development
Service Areas

Self-reported

International

student affairs, higher education, students

ruling year

1989

Principal Officer

Self-reported

Kevin Kruger

Keywords

Self-reported

student affairs, research, policy

civic learning, democratic engagement, service learning

professional development, conferences, online learning

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Also Known As

Naspa Student Affairs Administrators in Higher Education

EIN

52-1542164

Contact

Cause Area (NTEE Code)

(Professional Societies & Associations) (B03)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

To fulfill our mission of being the principal source for professional development in student affairs, NASPA hosts more than 60 events each year. With large-scale conferences, faculty-lead institutes, webinars and local drive-ins, NASPA aims to provide our members with ongoing professional development opportunities.

To fulfill out mission of being the principal source for scholarship and advocacy in student affairs, NASPA's Research and Policy Institute is generating scholarship and conducting policy analysis. In addition, our Publications department is producing scholarly books, magazines and journals each year to highlight research and news in student affairs.

Programs

Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program 1

Research and Policy Institute

NASPA's Research and Policy Institute (RPI) intentionally links research, policy, and effective student affairs practice in support of student success and the strategic priorities of the Association.

We generate scholarship and conduct policy analysis to articulate student affairs contributions to student success, learning, and development; interpret information to advance practice and policy conversations; and connect the many research and policy activities of NASPA members to increase reach and impact.

Category

Education Research

Population(s) Served

Adults

Children and Youth (infants - 19 years.)

None

Budget

Program 2

Lead Initiative

NASPA’s Lead Initiative on Civic Learning and Democratic Engagement (Lead Initiative) comprises a network of 92 NASPA member colleges and universities committed to encouraging and highlighting the work of student affairs in making civic learning and democratic engagement a part of every student’s college education.

The Lead Initiative offers unique professional development opportunities, targeted resources, networking, and recognition for its Lead Institutions.

Category

Service Learning

Population(s) Served

Young Adults (20-25 years) -- currently not in use

None

None

Budget

Program 3

Professional Development

The core of NASPA's mission is to provide professional development for student affairs educators and administrators who share the responsibility for a campus wide focus on the student experience.

Educational programs at NASPA include a variety of conferences, workshops, and online learning, providing participants with access to the leading experts in higher education, student affairs, and other relevant fields.

Category

Adult Education

Population(s) Served

Adults

None

None

Budget

Charting Impact

Self-reported by organization

Five powerful questions that require reflection about what really matters - results.

  1. What is the organization aiming to accomplish?
    Goal 1
    Build the capacity to create knowledge and use data to provide evidence that will support excellence in practice.
    Objectives
    1.1 Be the primary source of data on the experience of college and university students
    1.2 Demonstrate the impact of student affairs on student learning, persistence, and success through scholarship, assessment, evaluation, and research.
    1.3 Tighten and align the connections among theory, research, and practice.
    1.4 Enhance skills and provide tools to conduct student affairs program reviews in support of best practice and institutional effectiveness.

    Goal 2
    Lead advocacy efforts that shape the changing landscape of higher education.
    Objectives
    2.1 Assert NASPA's leadership role in critical issues of public policy regarding higher education.
    2.2 Define, adopt, and communicate a public stance on critical policy issues in higher education.
    2.3 Build capacity among membership in order to effectively influence public policy.
    2.4 Track state and regional issues that might significantly affect students, practitioners, and/or campuses.

    Goal 3
    Launch an Initiative to collaborate with student affairs worldwide.
    Objectives
    3.1 Conduct a needs assessment to guide and prioritize NASPA's international efforts.
    3.2 Clarify NASPA's niche in international student affairs.
    3.3 Provide context-appropriate professional development activities to improve knowledge and skills of student affairs professionals both domestic and abroad.


    Goal 4
    Strengthen NASPA by making it a more responsive, vital, and sustainable organization.
    Objectives
    4.1 Diversify and strengthen the sources of NASPA's revenue.
    4.2 Increase collaboration and partnerships with higher education and other organizations.
    4.3 Review and redefine the roles and responsibilities of the NASPA President, Executive Director, Regional Vice Presidents, and Board structure and composition.
    4.4 Increase opportunities for innovation through technology.
    4.5 Strengthen NASPA's contributions to student affairs graduate preparation programs.
    4.6 Ensure the participation and inclusion of NASPA's members in leadership and governance.
    4.7 Examine resources and staffing to ensure alignment with strategic planning goals.
  2. What are the organization's key strategies for making this happen?
    Not available.
  3. What are the organization's capabilities for doing this?
    Not available.
  4. How will they know if they are making progress?
    Not available.
  5. What have and haven't they accomplished so far?
    Not available.
Service Areas

Self-reported

International

student affairs, higher education, students

Social Media

Blog

External Reviews

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

NATIONAL ASSOCIATION OF STUDENT PERSONNEL ADMINISTRATORS, INC.
Fiscal year: Jul 01-Jun 30
Yes, financials were audited by an independent accountant.

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Operations

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

National Association of Student Personnel Administrators Inc

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2014, 2013 and 2012
  • Board Chair
  • Access to the GuideStar Community
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Principal Officer

Kevin Kruger

Governance

BOARD CHAIR

Pat Whitely

BOARD LEADERSHIP PRACTICES

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RESPONSE NOT PROVIDED

BOARD ORIENTATION & 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?


RESPONSE NOT PROVIDED

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?


RESPONSE NOT PROVIDED

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?


RESPONSE NOT PROVIDED

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?