Arts, Culture, and Humanities



aka International Folk Art Market

Santa Fe, NM


The Mission of the International Folk Art Market is to create economic opportunities for and with folk artists worldwide who celebrate and preserve folk art traditions.

Ruling Year


Interim Executive Director

Ms. Charlene Cerny

Main Address

620 Cerrillos Road

Santa Fe, NM 87505 USA


economic and cultural sustainability, international, folk art, cultural preservation





Cause Area (NTEE Code)

Cultural, Ethnic Awareness (A23)

International Cultural Exchange (Q21)

Economic Development (S30)

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Social Media


Programs + Results

What we aim to solve New!

Communities and cultures around the world are at risk of losing traditional artistic skills and talent through displacement, migration, economic disparity, and social unrest. Indeed, half of the world's population lives on less than $2 per day and indigenous cultures are disappearing at a rate of 30 per year. Moreover, these groups are threatened by larger global economic forces that divide communities, devalue that which is handmade, and interrupt knowledge handed down through generations. Craft is the second largest industry in the developing world and represents vast potential for positive, durable social change; folk artists need markets to sustain their livelihoods, preserve their cultures, and strengthen their communities. IFAM | Santa Fe addresses this need by providing an unparalleled opportunity for artists to connect, learn, and sell their art at the world's largest folk art market. In addition, IFAM | Santa Fe fosters greater global and cultural awareness by offering educati

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

International Folk Art Market Santa Fe

Mentor to Market Artist Entrepreneurship Education Programs

International Folk Art Market Collection at Dallas Market Center

Passport to Folk Art Trips

Folk Art Matters Lecture Series

Where we workNew!

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 and haven't they accomplished so far?

IFAM’s mission is to create economic opportunities for and with folk artists worldwide who celebrate and preserve folk art traditions. We envision a world that values the dignity and humanity of the handmade, honors timeless cultural traditions, brings awareness to the creativity, skill and technical mastery of folk artists, and supports artists who serve as entrepreneurs and catalysts for positive social change in their communities. IFAM | Santa Fe accomplishes these goals by 1) showcasing the work of more than 150 artists/54 countries for more than 22,000 projected attendees; 2) conducting entrepreneurship and business programs for participating artists; and, 3) promoting cultural exchange through educational programs for the general public and outreach to underserved communities in northern New Mexico. Annually, more than 2,000 local volunteers participate in the Market, which has an estimated impact of more than $13.5 million dollars on the Santa Fe economy. • Support and help build sustainable improvements in the economic lives of individual folk artists; • Create intercultural, international exchange opportunities as a way of uniting people around the world; • Champion, promote, and preserve high quality folk art traditions; and • Increase and diversify the audience and markets for international folk art.

IFAM | Santa Fe accepts artists' application in September and works year-round to coordinate the artists' participation in the Market; recruit and train volunteers; and actively promote the event to ensure large-scale attendance. IFAM also works closely with the Museum of International Folk Art to plan education programs and new enterprise initiatives to identify additional markets for artists' work.

IFAM Santa Fe requires year-long planning, fundraising, and coordination. The 16th Annual IFAM Santa Fe will take place July 12, 13, and 14, 2019, with basic and advanced training for artists and educational programming for families and the general public taking place in the weeks leading up the event. Ten full-time staff, including Interim Executive Director, Dir. of Artist Relations, Dir. of IFAM Santa Fe (and Assoc. Dir. who manages the volunteer program), Director of Finance and HR, Dir. (and Assoc. Dir.) Director of Advancement (and Assoc. Dir and Assistant.), Director of Marketing & Communications. IFAM has formal MOUs in place with the NM Dept. of Cultural Affairs, the Museum of International Folk Art, the Museum of New Mexico Foundation, the Mandela International Magnet School, Meow Wolf/Chimera, and the City of Santa Fe.

Building on last year’s record success, the 2018 IFAM Santa Fe—the 15th anniversary Market with Honorary Chair and Nobel Laureate, Dr. Muhammad Yunus—was again record-breaking. And collectively, in just 15 years, IFAM has surpassed more than $31 million in total artist earnings and impacted 1.3 million lives by working for and with roughly 1,000 folk artists from 100 countries. (By way of comparison, recall that the inaugural 2004 Market resulted in an artist-payout process totaling $140,000.) 2018 record-setting metrics include: $3.3 million in total sales and average artist booth sales of approximately $22,000 151 folk art products (149 artists, 36 first-time) placed at the Market, representing 50 countries More than 200,000 lives were impacted, per a United Nations “multiplier” calculation 21,000 total participants during Market week generated Friday night opening party and Saturday early bird tickets were sold out Artists gave the Market a 4.9 (out of a possible 5.0) when asked to rate how valuable it was to their business; 100% would attend the Market again in the future. 1,700 volunteers filled 5,000 shifts $14 million in total local economic impact with approximately $800,000 paid in net total gross receipts tax as a result of all Market-related activities “Support the artists’ livelihood” remains a top reason for attending the Market A Market value proposition of creating positive social change through economic empowerment was emphasized, per IFAA’s mission and vision statements On average, repeat Market-goers have attended IFAM six times . . . and 91% will definitely or maybe attend next year.

Artist award finalists were celebrated using both booth signage and print denotations One World Awards Dinner at La Fonda on the Plaza was inspiring and “culture building” as envisioned (and moved to Thursday night to kick-off Market weekend) Artist education–the day-long conference and Mentor to Market experience—was excellent Market shopper concierge service was expanded; Social innovation-related programs engaged recurrent audiences during Market week, including offerings by the Stanford University Center on Philanthropy and Civil Society, PBS NewsHour Under-Told Stories Project, and an armchair interview on social entrepreneurship and cross-sector collaborations with Mayor Alan Webber; and Collaboration with Meow Wolf on the production of the Community Event included children’s art projects with dragons and lanterns.

External Reviews




Fiscal year: Nov 01 - Oct 31

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

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Board Leadership Practices

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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?



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