Employment, Job Related

United States Bartenders' Guild Inc

Tending Bars, Careers, and Communities

aka USBG

Henderson, NV


Uniting the hospitality community to advance professional bartending.

Ruling Year


Executive Director

Aaron Gregory Smith

Main Address

2654 W Horizon Ridge Pkwy Ste B5-252

Henderson, NV 89052 USA


education, competition, camaraderie, service, community





Cause Area (NTEE Code)

Professional Societies, Associations (J03)

Professional Societies, Associations (A03)

Professional Societies, Associations (S03)

IRS Filing Requirement

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

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Social Media

Programs + Results

What we aim to solve

The hospitality industry is a high labor cost, low profit margin business with high employee turnover. Few firms are able to devote the time and effort to regular, consistent, and high-quality workforce training and development. The United States Bartenders' Guild (USBG) creates and delivers professional development experiences and training opportunities at the national and local level.

Our programs

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

SOURCE: Self-reported by organization

USBG presents World Class sponsored by Diageo

2019 USBG Regional Conferences

2018 USBG Regional Conferences

2019 National Leadership Conference and Retreat

Where we work

Charting Impact

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

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

Education - Provide relevant professional and personal development that serves the needs of the members. Membership Experience and Chapters - Deliver an exceptional member experience at the local and national levels. Governance and Organizational Health - Develop leadership structure and organizational capacity that serves the needs of the hospitality community. Charity and Community Engagement - Provide support to improve the physical, mental, and financial health of hospitality professionals.

Education - Develop and deliver professional education experiences. Develop relevant workforce training curriculum to cover the educational needs of individual and institutional members. Align accreditation efforts to industry needs. Leverage partnership with the International Bartender Association. Membership Experience and Chapters - Exceed member expectations. Foster relationships between the USBG's stakeholders. Support and develop leaders of USBG local components (Chapters). Develop USBG local component operations/structures to deliver sustainable and consistent member experiences. Governance and Organizational Health - Enhance the effectiveness and visibility of the USBG Board of Directors. Run an effective business. Build volunteer capacity and opportunity through national committees and councils. Charity and Community Engagement - Maintain a charitable organization. Provide a safety net for bartenders through emergency assistance grants. Establish physical, mental, and financial health campaigns, initiatives, and programs for hospitality professionals. Create and deliver community service activities.

Volunteer Resources The USBG has been volunteer led since 1948. The USBG's network of 360 volunteer community leaders in chapters and affiliated communities nationwide performs a significant amount of program development and deliver nationwide. Nationally, the organization has expanded from a Board of Directors made up of four national officers in 2013 to a Board of nine Directors. The USBG launched a 15 person advisory board of chapter leaders - the National Council of Chapters - in 2018 and this group has become a key component to policy that meets the needs of both local communities and the national organization. Over the past five years, committee participation, responsibility, and access has grown considerably to include more volunteers at different levels of experience to both develop and guide volunteer-led programs. Staff Resources The USBG staff has grown from 2 to 14 full-time employees over the past 7 years. Staff is organized into three departments: Development; Programs, Communication, and Marketing; and Finance and Administration. Sponsor Resources The USBG benefits from strong and lasting relationships with key vendors within the hospitality community. Many of these sponsors not only provide the financial resources to deliver impactful programming for our community, but also encourage their employees to volunteer for the USBG.

Education - Conference registration counts - Video seminar registration counts - Net promoter score and satisfaction scores for all educational programs Membership and Chapters - Membership growth, retention, and average length of membership - Net promoter score for membership - Unique logins to Usbg.org Governance and Organizational Health - Balanced budget +/- 5% - National volunteer hours provided - Board meeting effectiveness survey - Net promoter and satisfaction scores for national volunteers Charity and Community Engagement - Charitable community service hours provided - Number and amount of grants distributed - Reach and impact of USBG Foundation programs

Education (2019) Through 15 sponsored National Programs, over 650 hours of educational content was provided for USBG members and other members of the hospitality community. Regional and National Conference programs reached 400 participants. USBG Education Week, a program focused on local education experiences, 196 hours of expert instruction were delivered to members. Membership Over the last 10 years, membership has grown from less than 1000 members to over 4700 in 2019. The USBG is now represented in 70 communities nationwide as either an affiliated community or a Chapter. In 2010, there were 19 chapters of the USBG. Governance (2019) The USBG launched a new national and local governance model in 2018. By the end of 2019, 48 communities had converted to the new governance structure that provides more local support, accountability, and access for volunteers and members. 12 national committees were appointed to achieve tactical outcomes toward the USBG's mission, vision, and objectives. Charity (2019) The USBG Foundation issued $130,000 in emergency assistance grants in 2019.

How We Listen

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

Source: Self-reported by organization

the feedback loop
check_box We shared information about our current feedback practices.
How is the organization collecting feedback?
We regularly collect feedback through: electronic surveys (by email, tablet, etc.), community meetings/town halls.
How is the organization using feedback?
We use feedback to: to identify bright spots and enhance positive service experiences, to make fundamental changes to our programs and/or operations.

External Reviews


United States Bartenders' Guild Inc

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  • Forms 990 for 2018, 2017 and 2016
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The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2018, 2017 and 2016
  • A Pro report is also available for this organization.

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Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization


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?



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



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



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

Not Applicable


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