SOCIETY OF NORTH AMERICAN GOLDSMITHS
Artists. Designers. Jewelers. Metalsmiths.
SOCIETY OF NORTH AMERICAN GOLDSMITHS
EIN: 23-7259489
as of September 2024
as of September 09, 2024
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Strengthen and promote the field of jewelry and metals. We have educated and energized several generations in the metals community. We will continue to evolve to remain vibrant. SNAG embraces artisans, educators, craftspersons and students working in all metals, multiple alternative materials, and different sizes and scale. We invite everyone to join SNAG – jewelers, designers, collectors, educators, students, metalsmiths and others. SNAG is for everyone with an interest in the art and craft of contemporary jewelry and metalsmithing.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Conferences & Other Events
SNAG currently holds conferences, symposia, and virtual events for the metals and jewelry community.
Metalsmith Magazine
SNAG produces the award winning Metalsmith magazine three times a year.
Entrepreneurship/Professional Training
SNAG provides professional development and entrepreneurship training through symposia, lectures, technical articles, and professional development seminars.
Exhibitions
SNAG provides a variety of in-person and virtual exhibitions each year.
Where we work
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of paid participants in conferences
This metric is no longer tracked.Totals By Year
Related Program
Conferences & Other Events
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Advocacy and Activism – Strengthen and promote the field of jewelry and metals.
Education – Cultivate and create programs, publications, services, and opportunities that deliver creative approaches and critical support to our members and reflect the changing international community.
Operations & Governance – Create clear and efficient guidelines and policies to define roles, responsibilities, terms, and hierarchy within the organization.
Development/Fundraising - Create and implement a development plan that allows for diverse income sources to contribute to the financial sustainability of SNAG.
What are the organization's key strategies for making this happen?
• Educate the public about the field of metalworking and jewelry.
• Record our field's history
• Form strong partnerships with other organization, in the fields of craft, art and design to create greater impact for our members and constituents
• Increase awareness of SNAG through brand identity, visibility, and communications.
• Be a resource for educational materials and support within the field
• Nurture the future of the field
• Identify and create partnerships to improve education
• Commitment to remain disciplined, accountable, and responsible for our internal operations and move forward with confidence in our systems
• Create closer partnerships between board, volunteers, and staff to change the culture of the board to one that is strategic, proactive, and focuses on fundraising
• Expanding SNAG's fundraising and development capabilities
• Developing a culture of giving
• Streamlining fundraising and develop efforts
What are the organization's capabilities for doing this?
For 2015-2018 SNAG created a new strategic plan and SNAG moved to a new committee system within the board, allowing for us to build our capacity and achieve these goals and objectives.
What have they accomplished so far and what's next?
We have completed the 2015-2018 strategic plan period and are assessing accomplishments on a quarterly basis.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
1.66
Months of cash in 2022 info
2.3
Fringe rate in 2022 info
7%
Funding sources info
Assets & liabilities info
Financial data
SOCIETY OF NORTH AMERICAN GOLDSMITHS
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOCIETY OF NORTH AMERICAN GOLDSMITHS
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
This snapshot of SOCIETY OF NORTH AMERICAN GOLDSMITHS’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Unrestricted surplus (deficit) before depreciation | -$80,683 | $5,542 | $5,059 | $213,710 | -$41,200 |
As % of expenses | -8.3% | 0.6% | 1.0% | 66.5% | -8.8% |
Unrestricted surplus (deficit) after depreciation | -$88,554 | -$2,216 | -$2,451 | $213,436 | -$41,337 |
As % of expenses | -9.1% | -0.2% | -0.5% | 66.3% | -8.8% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $906,305 | $974,378 | $506,077 | $511,474 | $427,184 |
Total revenue, % change over prior year | 2.2% | 7.5% | -48.1% | 1.1% | -16.5% |
Program services revenue | 77.0% | 84.8% | 79.5% | 82.4% | 87.5% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Government grants | 0.0% | 0.0% | 0.0% | 9.0% | 0.0% |
All other grants and contributions | 23.0% | 15.2% | 20.5% | 8.6% | 6.8% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 5.8% |
Expense composition info | |||||
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Total expenses before depreciation | $966,983 | $967,791 | $515,848 | $321,415 | $468,384 |
Total expenses, % change over prior year | 7.2% | 0.1% | -46.7% | -37.7% | 45.7% |
Personnel | 32.5% | 32.6% | 45.2% | 42.3% | 38.5% |
Professional fees | 2.1% | 2.2% | 3.7% | 3.6% | 13.8% |
Occupancy | 1.3% | 1.3% | 1.2% | 0.0% | 0.0% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 1.7% | 1.3% | 0.0% | 0.0% | 0.0% |
All other expenses | 62.4% | 62.6% | 49.9% | 54.1% | 47.7% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Total expenses (after depreciation) | $974,854 | $975,549 | $523,358 | $321,689 | $468,521 |
One month of savings | $80,582 | $80,649 | $42,987 | $26,785 | $39,032 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $1,055,436 | $1,056,198 | $566,345 | $348,474 | $507,553 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Months of cash | 0.8 | 0.6 | 0.9 | 4.0 | 2.3 |
Months of cash and investments | 0.8 | 0.6 | 0.9 | 4.0 | 2.3 |
Months of estimated liquid unrestricted net assets | -1.7 | -1.7 | -3.2 | 3.2 | 1.2 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Cash | $62,654 | $49,977 | $37,739 | $108,327 | $89,852 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $18,396 | $16,892 | $17,561 | $46,373 | $11,932 |
Gross land, buildings, equipment (LBE) | $7,990 | $7,990 | $7,990 | $7,990 | $7,990 |
Accumulated depreciation (as a % of LBE) | 81.6% | 89.2% | 94.9% | 98.3% | 100.0% |
Liabilities (as a % of assets) | 193.2% | 186.4% | 310.8% | 45.0% | 57.6% |
Unrestricted net assets | -$133,380 | -$135,596 | -$138,047 | $0 | $0 |
Temporarily restricted net assets | $24,815 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
Total restricted net assets | $24,815 | $25,860 | $11,030 | $0 | $0 |
Total net assets | -$108,565 | -$109,736 | -$127,017 | $86,419 | $45,082 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Managing Director
Ms. Brienne Rosner
Number of employees
Source: IRS Form 990
SOCIETY OF NORTH AMERICAN GOLDSMITHS
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
SOCIETY OF NORTH AMERICAN GOLDSMITHS
Board of directorsas of 06/05/2023
Board of directors data
Ms. Stacy Rodgers
April Wood
Baltimore Jewelry Center
Michael Brehl
Kristi Zevenbergen
Jessica Andersen
Motoko Furuhashi
Shaunia Grant
Maru López
Patricia Madeja
Pratt Institute
Seth Papac
Kerianne Quick
Demitra Thomloudis
Kee-Ho Yuen
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and 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? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes