SOCIETY OF AMERICAN MILITARY ENGINEERS FOUNDATION
Fostering Engineering Leadership for the Nation
SOCIETY OF AMERICAN MILITARY ENGINEERS FOUNDATION
EIN: 81-1960637
as of September 2024
as of September 09, 2024
Mission
To support the educational and scientific purposes of the Society of American Military Engineers (SAME). SAME's mission is to build leaders and lead collaboration among government and industry to develop multi-disciplined solutions to national security infrastructure challenges.
Ruling year
2016
Foundation Chair
RADM Dave Nash P.E., USN (Ret.)
Main address
1420 King Street
Alexandria, VA 22314 USA
EIN
81-1960637
Engineering
Continuing education
College preparation
Out-of-school learning
STEM education
Population served
Alaskan Natives
American Indians
Military personnel
Veterans
Young adults
NTEE code
(Science and Technology Research Institutes, Services N.E.C.) (U99)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Affiliations
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
America's STEM crisis threatens our national security. The challenges facing national security and our A/E/C community continue to grow in complexity and urgency. Our nation must have a continuous pipeline of quality engineering and STEM leaders to address these complex national security and infrastructure challenges. The United States of America has dropped from second place in 2020 to third place in 2021 in a ranking of the performance of secondary school students on international science and math competitions. U.S. ranks third in science and math competitions, behind China and Russia. “Every company you talk to, literally everyone... will tell you the thing they're most worried about is talent. The rate limiting factor to growth is talent. And by the way, it's at every level. Process engineers, technicians, to the Ph.D. [in] physics and the like." -Gina Raimondo (United States Secretary of Commerce)
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Leader Development Program
Through support from the SAME Foundation, in 2019 SAME launched the Leader Development Program to identify and cultivate talent from within the Society’s membership to address the nation’s grand challenges. The program supports the development of the next generation of world-class military, government, and industry leaders through a curriculum of hands-on training, study, utilization projects and active engagement in new opportunities.
Where we work
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of training events conducted
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
This pertains to our Native American Outreach program (1 of 3 programs). Events were conducted in New Mexico, Alaska, Florida, and Oklahoma - some events were multi-day events.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
The SAME Foundation supports programs that introduce youth to STEM, develop emerging leaders with our membership, and increase the number of veterans transitioning into the engineering and construction workforce. We strive to increase the number of people served in the hopes of increasing the number of students entering and staying in STEM fields - specifically engineering-related fields. We also aim to provide an increasing number of leaders in those fields who can influence the next generation of students.
What are the organization's key strategies for making this happen?
Leader Development Program
Through support from the SAME Foundation, in 2019 SAME launched the Leader Development Program to identify and cultivate talent from within the Society’s membership to address the nation’s grand challenges. The program supports the development of the next generation of world-class military, government, and industry leaders through a curriculum of hands-on training, study, utilization projects and active engagement in new opportunities.
Engineering & Construction Camps
Working with the network of Posts, volunteers, and sponsors, and support from the SAME Foundation, the Society develops, maintains, and grows a variety of camps to provide in-person experiences to students interested in exploring STEM-related skills and careers. The net outcome is more technical professionals available to meet the nation’s needs
Camp Alumni Scholarships
The SAME Foundation has supported a scholarship program for Engineering & Construction camp alumni. Qualified applicants must have attended an SAME Engineering & Construction Camp, are currently high school seniors preparing to enter college, and will major in engineering, architecture, or an engineering-related field. Learn more about these scholarships.
Camps Mentoring Program
The SAME Foundation supports the participation of members to serve as mentors at the Engineering & Construction Camps. Mentors play a vital role in providing a rigorous and supportive camp experience. By interacting with the campers, their guidance and advice, based on their own experience and education, creates strong bonds that last beyond the camps. Participants are no longer alone in their pursuit of a STEM degree. They know they have someone to count on and get answers or support. This relationship is extremely valuable to their academic and professional trajectory.
Indigenous STEM Program
Designed as a framework for SAME Posts to engage American Indian/Alaska Native communities in STEM, the “We Must Go to Them” project (created through the Leader Development Program) was selected for a grant from the United Engineering Foundation in 2021. The SAME Foundation has furthered its involvement in this important effort by underwriting the cost-match required to conduct pilot activities in Alaska, North Dakota, New Mexico, and Florida.
What are the organization's capabilities for doing this?
Established in 2016, the SAME Foundation is the philanthropic arm of SAME with a singular
compelling purpose: Fostering Engineering Leadership for the Nation. By leveraging the
charitable capacity of the Society and of engineering and related professions, the SAME
Foundation invests in youth mentoring and emerging leader programs.
We are comprised of a 24,000 member force of volunteers and 1,500 companies as potential donors to assist us with these endeavors. Members are located world-wide and can leverage the federal engineering network to inspire the next generation.
What have they accomplished so far and what's next?
Just for one program (LDP) - Past LDP participants can be found throughout the Society, from Post Presidents to the SAME Board of Direction to COI Chairs. LDP Graduates Lt Col Craig Bryant, Capt Arpan Patel, CMSgt Adam Boubede are directors; Lt Kevin Remley is the USPHS liaison officer; and Pam Little is the Southeast Regional Vice President. There are also LDP alumni on the SAME Board of Direction Ballot for Elected Director positions…incredible!! Another LDP graduate, Zakary Payne, has been part of the COI leadership team since completing the program and is currently serving as the Post President for the San Antonio Post. Zakary followed in the footsteps of Joshua Graham, a current LDP student, who is poised to become the K12 STEM Outreach COI Chairperson and an inductee into the 2023 Academy of Fellows. Albuquerque Post President and LDP Task Force member, Colleen Rust, is just another example of LDP graduates giving back by engaging in the Society in meaningful ways. A common statement from LDP alumni is that they never would have taken on important Post and national SAME roles without the confidence they developed through the LDP program. The LD COI and LDP Task Force are also benefiting significantly from the LDP alumni with no less than eight members actively engaged in COI/Task Force activities. But it doesn’t end there, LDP alumni are supporting the start-up of the 2023 Texas Region LDP and a new program is also being planned by LDP alumni at the Atlanta Post. Finally, members are also being promoted within the industry with one former student being named President of their Company shortly after graduating from the LDP.
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 identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, 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, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
1.67
Months of cash in 2023 info
28.4
Fringe rate in 2023 info
0%
Funding sources info
Assets & liabilities info
Financial data
SOCIETY OF AMERICAN MILITARY ENGINEERS FOUNDATION
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOCIETY OF AMERICAN MILITARY ENGINEERS FOUNDATION
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.
SOCIETY OF AMERICAN MILITARY ENGINEERS FOUNDATION
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
This snapshot of SOCIETY OF AMERICAN MILITARY ENGINEERS FOUNDATION’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 | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $181,647 | $219,506 | $175,492 | -$96,484 | $200,022 |
| As % of expenses | 188.2% | 402.4% | 256.4% | -57.1% | 85.5% |
| Unrestricted surplus (deficit) after depreciation | $179,155 | $217,014 | $173,416 | -$96,484 | $200,022 |
| As % of expenses | 180.9% | 380.5% | 245.9% | -57.1% | 85.5% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $174,241 | $231,746 | $165,649 | $273,390 | $334,012 |
| Total revenue, % change over prior year | 193.8% | 33.0% | -28.5% | 65.0% | 22.2% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 18.1% | 14.9% | 16.8% | 14.1% | 16.5% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 81.9% | 85.1% | 83.2% | 85.8% | 96.4% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.1% | -12.9% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $96,537 | $54,549 | $68,454 | $168,994 | $233,814 |
| Total expenses, % change over prior year | 81.7% | -43.5% | 25.5% | 146.9% | 38.4% |
| Personnel | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Professional fees | 50.0% | 39.7% | 22.5% | 16.4% | 6.5% |
| Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 17.7% | 31.6% | 24.2% | 19.4% | 77.8% |
| All other expenses | 32.2% | 28.7% | 53.2% | 64.3% | 15.6% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $99,029 | $57,041 | $70,530 | $168,994 | $233,814 |
| One month of savings | $8,045 | $4,546 | $5,705 | $14,083 | $19,485 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $107,074 | $61,587 | $76,235 | $183,077 | $253,299 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 16.3 | 62.9 | 59.3 | 32.8 | 28.4 |
| Months of cash and investments | 288.9 | 764.0 | 696.2 | 256.5 | 229.2 |
| Months of estimated liquid unrestricted net assets | 114.5 | 251.0 | 230.8 | 86.6 | 72.9 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $131,114 | $286,025 | $338,231 | $461,565 | $553,256 |
| Investments | $2,193,198 | $3,186,762 | $3,633,520 | $3,151,063 | $3,912,103 |
| Receivables | $1,250 | $21,210 | $20,990 | $57,895 | $0 |
| Gross land, buildings, equipment (LBE) | $7,475 | $7,475 | $7,475 | $7,475 | $7,475 |
| Accumulated depreciation (as a % of LBE) | 38.9% | 72.2% | 100.0% | 100.0% | 100.0% |
| Liabilities (as a % of assets) | 47.3% | 58.0% | 57.6% | 57.3% | 59.3% |
| Unrestricted net assets | $925,908 | $1,142,922 | $1,316,338 | $1,219,854 | $1,419,876 |
| Temporarily restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Total restricted net assets | $302,134 | $324,698 | $376,569 | $352,618 | $410,916 |
| Total net assets | $1,228,042 | $1,467,620 | $1,692,907 | $1,572,472 | $1,830,792 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Foundation Chair
RADM Dave Nash P.E., USN (Ret.)
Number of employees
Source: IRS Form 990
SOCIETY OF AMERICAN MILITARY ENGINEERS FOUNDATION
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
SOCIETY OF AMERICAN MILITARY ENGINEERS FOUNDATION
Board of directorsas of 08/29/2023
Board of directors data
RADM (Ret.) Dave Nash
NA
Term: 2023 - 2024
Tim Byers
Randy Gardner
Sal Nodjomian
Jane Penny
Bob Schlesinger
Susan Thames
Ron Silva
Sally Riker
John Henderson
Ed Jackson
Mercedes Enrique
Mike Blount
Todd Semonite
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
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 06/01/2023GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
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