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A little information on NATA Inc and their business operations:
Tax-exempt since Oct. 1995, Designated as a 501(c)6
Donations to this organization are not tax deductible
2022 Revenue $9,374,404
2022 Expenses $9,825,149
2022 Net income -$450,745
2021 Net income $617,828
2020 Net income -$3,083,362
2019 Net income -$1,378,980
2018 Net income -$264,680
2017 Net income -$68,639
Some of the current lead staff members of the "40 full time employees"
David Saddler (2014) Executive Director Compensation $220,703
Tamesha Logan (2014) Associate Executive Director $145,463
Amy Callender (2006) Director of Government Affairs $136,691
Curtis Ogle (ND) Web Development Manager $125,544
Drew Caffey (ND) Director of Information Technology $123,422
Michael Anto (2010) Director of Human Resources $116,621
Lori Marker (1999) Director of Meetings $112,699
Kelly Crelly (2011) Director of Finance and Accounting $109,537
I am not going to concentrate on the salaries for these positions because it does take a lot of coordination and energy to lead a professional organization, but it does raise eyebrows compared with the financial statements of the organization.
Take aways:
These lead positions have been employed at the NATA for 10+ years. Is there a possibility that new blood is needed that can better connect with its stakeholders and address the hardships that are happening in the profession? All these lead positions have no background in AT which can create a misunderstanding of the culture on what is important for the stakeholders.
Nonprofits are formed to benefit the public good. Any category of business (for profit or nonprofit) should have the goal of generating money/profit to feed back into the organization, or else what is the point of having the business or organization?
It seems that the NATA is more worried about NATA membership rather than ATs leaving the profession as a whole.
The NATA is best known for its national convention, the good part is bringing a group together, the bad is that the organization is not efficiently effective with the time they have when they have everyone in the same room together.
The transparency of the organization needs to be increased. Creating more open communication and replying to inquiries in a timely manner is a HUGE problem.
There has been a strategic plan announced by the NATA, but it does not provide any timelines or specific projects targeting these goals it is going to achieve to help support this strategic plan. It is very broad and ambiguous and does not feel like it is actually elevating the profession. Is the ambiguity so no one can hold the NATA accountable for reaching the goals that they set?
*These are my personal thoughts and are to promote professional conversations and personal research around this topic in athletic training
Shelby 5/2024
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