The Newark Museum Association

“The board of trustees of the museum establishes the classes of members, and the member's qualifications, privileges and duties.”

“The museum's members elect the museum's trustees other than the ex-officio trustees.”

“Under the new jersey non-profit corporation act, certain significant transactions require members' approval such as merger, consolidation and dissolution.”

“The newark museum of art been prepared, reviewed by management (including the cfo), it is presented to the audit committee. After the audit committee reviews/approves the form 990 and when the return is ready to be filed with the internal revenue service, it is electronically sent to all the museum's trustees for any comments. Any comments are then summarized and discussed with the outside accounting firm. Each issue is documented and addressed until the return is finalized for filing.”

“The museum's conflict of interest policy is reviewed periodically, by the board of trustees. The board of trustees, committee members, and officers of the museum complete annual conflict and related party questionnaires. The museum's conflict of interest policy requires that trustees, committee members, and officers disclose any conflicts. After disclosure of the financial interest and all material facts, and after any discussion with the interested person, he/she must leave the board of trustees or committee meeting while the determination of a conflict of interest is disclosed and voted upon. The remaining board or committee members must decide if a conflict of interest exists. An interested person may make a presentation at the board of trustees or committee meeting, but after the presentation, he/she must leave the meeting during the discussion of, and the vote on, the transaction or arrangement involving the possible conflict of interest. The chairperson of the board of trustees or committee must, if appropriate, appoint a disinterested person or committee to investigate alternatives to the proposed transaction or arrangement. After exercising due diligence, the board of trustees or committee must determine whether the museum can and/or should obtain with reasonable efforts a more advantageous transaction or arrangement from a person or entity that would not give rise to a conflict of interest. If a more advantageous transaction or arrangement is not appropriate or reasonably possible under circumstances not producing a conflict of interest, the board of trustees or committee must determine by a majority vote of the disinterested trustees whether the transaction or arrangement is in the museum's best interest, for its own benefit, and whether it is fair and reasonable. In conformity with the above determination it must make its decision as to whether to enter into the transaction or arrangement. The minutes of the board of trustees and all committees contains: 1. The names of the persons who disclosed or otherwise were found to have a financial interest in connection with an actual or possible conflict of interest, the nature of the financial interest, any action taken to determine whether a conflict of interest was present, and the board of trustees or committee's decision as to whether a conflict of interest in fact existed. 2. The names of the persons who were present for discussions and votes relating to the transaction or arrangement, the content of the discussion, including any alternatives to the proposed transaction or arrangement, and a record of any votes taken in connection with the proceedings.”

“The museum conducts a detailed review of compensation for its ceo, other officers, and key employees and ensures that the compensation levels compare with art museums in comparable markets across the country. As part of this process the museum also considers published compensation surveys and compensation information included in forms 990 filed by other art museums. This information is reviewed by the compensation sub-committee of the executive committee of the board of trustees (as more particularly set forth in the museum's bylaws), who then approves any changes in compensation. This process was last undertaken in 2022. Contemporaneous substantiation of these deliberations and decisions are accomplished through minutes of the committee's meetings.”

“The museum makes its form 990 available for public inspection as required under section 6104 of the internal revenue code. The return is available on guidestar.org and other similar types of websites. In addition, the form 990 as well as its financial statements, conflict of interest policy, certificate of incorporation, and bylaws are available upon written request or by calling the museum directly.”

“Nmoa mission statement is: we welcome everyone with inclusive experiences that spark curiosity and foster community. Founded in 1909 and located in new jersey, the newark museum of art (nmoa) is the state's largest museum and ranks twelfth nationally in terms of collection size. Global and diasporic, the collection includes more than 130,000 artworks, as well as significant holdings of science and natural history. From the ancient world to the art of today, nmoa boasts exceptional quality and depth in the arts of global africa; arts of global asia, featuring a renown tibetan collection and buddhist altar; arts of the americas, with particular strength in native american art; arts of the ancient mediterranean, and decorative arts. Visitor- and community-centered, nmoa responds to the evolving needs and interests of the diverse publics it serves by offering exhibitions, programming, a research library, paid internships, and local and global partnerships. A four-acre campus includes the national historic landmark ballantine house (1885); the ward carriage house (1860); the old stone school house (1784); the alice ransom dreyfuss memorial garden; and horizon plaza. Under the leadership of director and ceo linda c. Harrison, nmoa has launched an era of transformation to create an engaged citizenry by reimagining the role of the art museum for the 21st century.”

“Teacher and participant surveys. These surveys overwhelmingly demonstrate that the museum's school programs support and enhance classroom learning. One key measure of positive change that teachers indicate is that their students develop the ability to discuss and analyze museum objects as part of their learning process - whether to express opinions, communicate personal experiences, use descriptive language, or ask questions. Feedback from teachers showed that: - overall satisfaction - over 80% were satisfied with their experiences. - the students learned something new - 66% strongly agreed and 24% agreed that their students came away having expanded their content knowledge. - program connected to classroom learning - 61% strongly agreed and 30% agreed their program addressed core curriculum content standards. - there were enough interactive opportunities - 55% strongly agreed and 20% agreed with the interactive opportunities presented as part of their programs. - 91% of the teachers received positive feedback about the experience from the students. This is also confirmed by the students' feedback, who indicate an overall satisfaction of 4.17 out of 5. 34% indicated they learnt something new, 40% had fun, 6% met new people and 20% said that the experience made them want to learn more. Long-term, longitudinal tracking is done for the museum's explorers program, which follows where students go to college, their choice of majors, whether they graduated and what degrees they were awarded, and what career path they chose.”

“The museum has an audit committee that assumes responsibility for the oversight of the selection of an independent auditor and the audit of the museum's financial statements. The museum did not change its oversight process during the tax year.”