GOLD2023

NORTH AMERICAN LAKE MANAGEMENT SOCIETY

To foster the management and protection of lakes and reservoirs ... for today and tomorrow.

aka NALMS   |   Madison, WI   |  https://www.nalms.org/

Mission

The Purpose of the Society is to forge partnerships among citizens, scientists, and professionals to foster the management and protection of lakes and reservoirs ... for today and tomorrow.

Ruling year info

1990

President

Kellie Merrell

President-Elect

Victoria Chraibi

Main address

PO Box 5443

Madison, WI 53705 USA

Show more contact info

EIN

01-0372129

NTEE code info

Water Resource, Wetlands Conservation and Management (C32)

Professional Societies, Associations (Y03)

Citizen Participation (W24)

IRS filing requirement

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

Sign in or create an account to view Form(s) 990 for 2022, 2021 and 2020.
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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

To forge partnerships among citizens, scientists, and professionals to foster the management and protection of lakes and reservoirs for today and tomorrow. NALMS is not focused on professionals, academic researchers, or any smaller interest group alone. Rather NALMS is a melting pot, welcoming anyone interested in lakes.

Our programs

SOURCE: Self-reported by organization

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

Sponsored Student Program

This program provides undergraduate and graduate students with free NALMS membership through support from member donations. Sponsored students are eligible for the following member benefits: 1 year NALMS membership, four mailed issues of the Lake & Reservoir Management journal, a lifetime subscription to the NALMS Notes e-newsletter, access to electronic copies of LakeLine Magazine (current and back issues), access to electronic copies of Lake & Reservoir Management (current and back issues), access to networking through the NALMS membership directory, eligibility to vote and participate in NALMS affairs, conference registration discounts and discounts on NALMS publications.

Population(s) Served
Young adults

NALMS created the Student Mentorship Program in an effort to advance the careers of our student members, enhance their lake and reservoir management knowledge and encourage their connection and active participation in our society. In addition, the Mentorship Program provides a chance for our longtime NALMS members to act as mentors and improve their leadership and communication skills, discover new perspectives and gain personal satisfaction from helping our student members.

Population(s) Served
Young adults

NALMS awards grants to students to present the results of graduate-level research at our annual International Symposium. Students may use these travel grants to cover the costs of registration fees, travel, and/or overnight accommodations.

Population(s) Served
Young adults

The Jody Connor Student Awards are given annually to recognize and honor the best student presentation and best student poster at the Annual NALMS Symposium.

Population(s) Served
Young adults

The aim of the Professional Certification Program is to identify individuals who have exceptional training and experience in lake ecology and management. The three-year recertification system guides the certified professionals to continue their professional growth and contribution to the NALMS mission by sharing their lake management expertise beyond their daily professional obligations.

To gain a NALMS certification, an individual must demonstrate training and expertise through a specified combination of education and experience. To maintain certification, one must continue learning through the acquisition of NALMS Continuing Education Units (NCEUs). This learning is best accomplished by participation in NALMS programs, but alternative sources are recognized with proper documentation.

Population(s) Served
Adults

NALMS calls out the month of July as Lakes Appreciation Month. Lakes Appreciation Month is a time to think about about the threats facing lakes and reservoirs and to actively work to recognize and appreciate these resources. Program activities include:

- A letter writing campaign to US Governors asking that they proclaim July as lakes appreciation month.
- Advise to local organizations on pursuing media coverage to highlight local lake issues and Lakes Appreciation Month events.
- A social media campaign to help promote lake and reservoir issues.

Population(s) Served
Adults

The Secchi Dip-in is an event held during July each year that helps volunteers like collect water transparency data. Dip-in volunteers monitor all types of waterbodies including lakes, streams, and estuaries.

The Dip-in shows that volunteers can collect quality data. And this data helps map regional differences and detect trends in water transparency. Input also shows that water quality problems go beyond algae and weeds to include human-related problems such as noise, rude boaters, and trash.

Population(s) Served
Adults

Harmful Algal Blooms (HAB) often consist of cyanobacteria (blue-green algae) that impact lakes and reservoirs worldwide. While a large body of research has focused on the ecology, monitoring, and management of cyanobacteria, this information is relatively diffuse and not readily available in one central location. To address this problem, NALMS has developed a website that serves as a clearinghouse of cyanobacterial related information and resources for water resource managers and state, federal, and university scientists.

Population(s) Served
Adults

LakeLine Magazine is a quarterly electronic magazine published by NALMS containing news, commentary and articles on topics affecting lakes, reservoirs and watersheds. Usually organized around a theme, like control of invasive species or resolving recreational conflicts, each issue becomes a valued resource for lake users and advocates.

Population(s) Served
Adults

The Lake and Reservoir Management journal (LRM) issues original, previously unpublished studies relevant to lake and reservoir management. Papers address the management of lakes and reservoirs, their watersheds and tributaries, along with the limnology and ecology needed for sound management of these systems.

Population(s) Served
Adults

The NALMS Symposium attracts an international collection lake management professionals, academia, and citizen attendees. The Symposium promotes the exchange of lake and reservoir management science, produces material for NALMS' high quality publications, provides a rare opportunity for face-to-face contact and networking, as well as an opportunity to recognize excellence in the field of lake and reservoir management.

Population(s) Served
Adults
Young adults

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

NALMS goals are:

To promote the exchange of information on aspects of managing lakes and their watersheds.
To promote public awareness of lake ecosystems.
To encourage public support for promoting management of lakes and their watersheds.
To provide guidance to agencies involved in management activities for lakes and their watersheds.
To boost the professional status of those engaged in managing lakes and their watersheds.
To identify needs and encourage research on lake ecology and watershed management.

NALMS updated its strategic plan in 2016 to focus on the basic tenants of membership, communication, the NALMS brand and financial health for sustainable growth. Though the 2017–2020 strategic plan guided NALMS for a three-year period, it was also intended to be a living document and updated as NALMS continues to grow and excel. In addition, the plan called for a formal review in 2020 and every five years thereafter to evaluate the need for modification and updates. Given uncertainties due to the coronavirus pandemic and current events that have led to a national and international reckoning with racial justice, this update is intended to cover another three-year period (2021–2024) before a formal review in 2024 and update every three to five years thereafter.

The focus of each successive strategic plan is to build upon past successes and identify new initiatives that can assist NALMS in meeting future challenges and opportunities. The result is an updated plan detailing NALMS’ priorities and direction.

In 2023, we operate with two full-time staff, as well as a dedicated Board that volunteer their time to reach our goals. Our funding comes from a variety of sources, including our annual conference and sponsorships, membership dues, and fundraising. We use these funds to make our programs better.

From the beginning, NALMS has published its periodical, LakeLine, first as a newsletter then in a magazine format, as well as holding an annual international symposium in locations throughout the US and Canada. The proceedings from those early conferences were published as Lake and Reservoir Management, which a few years later became a peer-reviewed research journal.

One of the primary focuses of the organization in its early years was the funding of Section 314 of the Clean Water Act, the Clean Lakes Program. The Clean Lakes Program provided funds, through the states, to clean up individual lakes. NALMS actively supported EPA funding appropriations and implementation of this program, but dedicated funding for the Clean Lakes Program ended in 1994, creating financial challenges for lake management activities.

In 1989, NALMS established its certification program, which recognizes members with special training and experience in lake management. Certified Lake Managers (CLMs) are directly involved in managing lakes and reservoirs, including their watersheds, and have satisfied the NALMS requirements intended to properly perform the above duties with maximum competency. In 2003, the program was expanded to include Certified Lake Professional (CLPs) for those members who are also involved in managing lakes and reservoirs but focus on providing the critical technical or socioeconomic data used in making decisions that affect the quality and use of these water bodies.

The Secchi Dip-In was founded in 1994 by Dr. Robert Carlson at Kent State University and NALMS has been a key partner of the Dip-In from the beginning. The Secchi Dip-In is a demonstration of the potential of citizen scientists to gather environmentally important information on our lakes and reservoirs. Individuals in volunteer monitoring programs take a transparency measurement of their lake or reservoir on one day during the month of July. These transparency values are used to assess the transparency of volunteer-monitored lakes in the United States and Canada.

In July 1998, NALMS launched Lakes Appreciation Week to focus attention on lakes and reservoirs, their unique value as well as the management issues they face. In 2003, Lakes Appreciation Week became Lakes Appreciation Month, held each July.

In 2004, NALMS formed an ad hoc committee on algal toxicity. The ad hoc committee eventually gave way to a new NALMS Freshwater HABs (harmful algal blooms) program. In 2020, the program has a website with educational materials on the topic and information on freshwater HABs for NALMS members and the public.

In 2006, NALMS expanded its partnership with the National Water Quality Monitoring Council, a scientific advisory committee to federal agencies. NALMS facilitates the Council’s biennial conference and has a representative on the Council’s parent organization, the Advisory Committee on Water Information (ACWI).

How we listen

SOURCE: Self-reported by organization

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

done We shared information about our current feedback practices.
  • 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

  • Which of the following feedback practices does your organization routinely carry out?

  • What challenges does the organization face when collecting feedback?

Financials

NORTH AMERICAN LAKE MANAGEMENT SOCIETY
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Operations

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

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Connect with nonprofit leaders

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Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

NORTH AMERICAN LAKE MANAGEMENT SOCIETY

Board of directors
as of 11/13/2023
SOURCE: Self-reported by organization
Board chair

Kellie Merrell

Vermont Department of Environmental Conservation

Term: 2023 - 2024

Danielle Wain

7 Lakes Alliance

Victoria Chraibi

Tarleton State University

Mark Rosenkranz

Lake Oswego Corporation

Liz Favot

Queen's University, Kingston, ON

Nicole White

Little Bear Environmental Consulting LLC

Jay Toews

Toews Environmental Consulting and Aquatic Sciences

Brian Ginn

Lake Simcoe Region Conservation Authority

Kiyoko Yokota

State University of New York College at Oneonta

Shannon Brattebo

Tetra Tech

Jeremy Deeds

Maine Department of Environmental Protection

Ben Rhoades

Reston Association

Amy Giannotti

AquaSTEM Consulting LLC

Ralph Bednarz

Michigan DEQ (Retired)

Tony Thorpe

[email protected]

Caleb Owen

[email protected]

Deena Hannoun

[email protected]

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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? No

Organizational demographics

SOURCE: Self-reported; last updated 11/13/2023

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
White/Caucasian/European
Gender identity
Female

The organization's co-leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 11/13/2023

GuideStar 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

Data
  • 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 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.
Policies and processes
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • 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.