WILDERNESS MEDICAL SOCIETY
Inspiring you to be alive in the wilderness
WILDERNESS MEDICAL SOCIETY
EIN: 20-0382329
as of October 2024
as of October 15, 2024
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Fellowship in the Academy of Wilderness Medicine (FAWM)
The Academy is a modular system of adult education that organizes the broad range of information in the discipline of Wilderness Medicine. It measures achievement through a packaged, standardized system according to modern concepts of medical education using objectives as the basis for learning experiences and outcomes evaluation where appropriate.
Diploma in Mountain Medicine (DiMM)
The Diploma in Mountain Medicine (DiMM) is an exciting program designed to train the participant in the essentials of caring for patients in the technical mountain environment. It has set the standard over the past 10 years in Europe and other parts of the world for education of doctors, mid-level providers, nurses, and medics in mountain medicine and rescue. The Wilderness Medical Society is partnering with the University of Utah and University of Colorado to introduce this exciting program in the USA. Medical commissions of the International Mountaineering and Climbing Federation (UIAA) and International Commission for Alpine Rescue (ICAR), together with the International Society for Mountain Medicine (ISMM), established minimal requirements for these courses in 1997.
Diploma in Diving and Marine Medicine (DiDMM)
DiDMM is an exciting program designed to train the participant in the essentials of caring for patients in the marine environment. The participants will receive specialized training in diving physics, physiology and medicine; management of diving accidents; hazards of the marine environment; the essentials of medicine at sea; water rescue and survival techniques; and trip planning.
The DiDMM is composed of 3 domains: Diving Medicine, Marine Medicine and Sciences, and Medicine at Sea. The DiDMM is open to candidates that possess (or will possess in the near future) a nationally recognized professional medical certification appropriate to the level of the DiDMM curriculum. These include Medical Doctor (MD), Doctor of Osteopathy (DO), Registered Nurse (RN), Physician Assistant (PA), Advanced Practice Registered Nurse (APRN), Paramedic (EMT-P), Advanced EMT (EMT-A). Other certifications may be eligible and will be evaluated on a case-by-case basis. Historically, successful candidates will also have some exposure to diving, sailing, boating, other water sports, and/or marine science.
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of trees planted
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
via Tree Nation
Total number of organization members
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total dollar amount of grants awarded
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Total number of grants awarded
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
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?
Prioritize academic rigor in research and education to achieve excellence.
Engage members and enhance the value of WMS membership to improve retention.
Diversify sources of revenue to improve accessibility and ensure financial stability of the WMS.
Implement recruitment strategies to grow and diversify membership.
Increase recognition of the Wilderness Medical Society as the global center of excellence and expertise in wilderness medicine.
What are the organization's key strategies for making this happen?
Our committees have each identified various SMART goals that will directly impact one of the overarching strategic goals and are working toward the completion of these SMART goals throughout the year.
What are the organization's capabilities for doing this?
We have identified strategic goals which we believe are attainable and will have a significant and lasting impact on the society. Through the work of our board, staff, and committees, progress toward our goals will be ongoing and positive.
What have they accomplished so far and what's next?
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 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 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 demographics (e.g., race, age, gender, etc.), We act on the feedback we receive, 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?
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, It is difficult to get honest feedback from the people we serve, It is difficult to identify actionable feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
1.39
Months of cash in 2023 info
1.6
Fringe rate in 2023 info
11%
Funding sources info
Assets & liabilities info
Financial data
WILDERNESS MEDICAL SOCIETY
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 WILDERNESS MEDICAL SOCIETY’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 | $209,127 | $444,350 | $635,924 | -$599,426 | $265,045 |
As % of expenses | 13.1% | 34.6% | 48.4% | -26.6% | 12.3% |
Unrestricted surplus (deficit) after depreciation | $209,127 | $444,350 | $635,924 | -$599,426 | $265,045 |
As % of expenses | 13.1% | 34.6% | 48.4% | -26.6% | 12.3% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $1,625,176 | $1,985,423 | $1,840,089 | $2,055,564 | $2,226,866 |
Total revenue, % change over prior year | 12.4% | 22.2% | -7.3% | 11.7% | 8.3% |
Program services revenue | 96.4% | 73.1% | 89.2% | 96.5% | 93.9% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.8% | 1.0% | 1.4% | 1.7% | 1.9% |
Government grants | 0.0% | 0.0% | 3.4% | 0.0% | 0.0% |
All other grants and contributions | 1.1% | 0.8% | 2.4% | 0.9% | 0.8% |
Other revenue | 1.6% | 25.1% | 3.5% | 1.0% | 3.4% |
Expense composition info | |||||
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Total expenses before depreciation | $1,596,603 | $1,284,703 | $1,315,057 | $2,255,129 | $2,158,952 |
Total expenses, % change over prior year | -1.3% | -19.5% | 2.4% | 71.5% | -4.3% |
Personnel | 17.7% | 31.1% | 31.3% | 20.2% | 26.7% |
Professional fees | 13.1% | 15.5% | 20.3% | 25.5% | 7.3% |
Occupancy | 0.2% | 0.2% | 0.2% | 0.2% | 1.5% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 2.2% | 2.4% | 3.1% | 1.4% | 1.4% |
All other expenses | 66.7% | 50.8% | 45.1% | 52.8% | 63.1% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
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Total expenses (after depreciation) | $1,596,603 | $1,284,703 | $1,315,057 | $2,255,129 | $2,158,952 |
One month of savings | $133,050 | $107,059 | $109,588 | $187,927 | $179,913 |
Debt principal payment | $0 | $0 | $63,159 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $1,729,653 | $1,391,762 | $1,487,804 | $2,443,056 | $2,338,865 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
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Months of cash | 2.4 | 3.0 | 4.5 | 1.5 | 1.6 |
Months of cash and investments | 9.4 | 16.4 | 24.3 | 10.6 | 12.3 |
Months of estimated liquid unrestricted net assets | 0.2 | 4.4 | 10.1 | 2.7 | 4.3 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
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Cash | $318,855 | $316,852 | $497,078 | $286,649 | $286,281 |
Investments | $926,267 | $1,437,050 | $2,161,549 | $1,704,177 | $1,924,732 |
Receivables | $5,616 | $3,490 | $5,053 | $8,174 | $4,070 |
Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 | $0 |
Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Liabilities (as a % of assets) | 96.9% | 73.6% | 58.8% | 74.5% | 65.9% |
Unrestricted net assets | $28,977 | $473,327 | $1,109,251 | $509,825 | $774,870 |
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 | $12,551 | $14,515 | $45,835 | $46,805 | $50,327 |
Total net assets | $41,528 | $487,842 | $1,155,086 | $556,630 | $825,197 |
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
CEO
Renita Fonseca CAE, CMP
Renita Fonseca, CAE, CMP joined the WMS as CEO in September of 2018. She is passionate about the association industry where she has spent her entire 20-year career working with all aspects of association management from board governance to strategic planning, conference planning to program development, budgeting to operations, membership to marketing and more. She received her Bachelor of Arts in Communication Studies from Texas Tech University, and is a Certified Meeting Professional (CMP), as well as a Certified Association Executive (CAE) - the highest professional credential in the association industry. Renita was born and raised in India, having permanently moved to the United States when she was 16 years old. She is passionate about travelling and the outdoors, and enjoys hiking, volleyball and fitness.
Number of employees
Source: IRS Form 990
WILDERNESS MEDICAL SOCIETY
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
WILDERNESS MEDICAL SOCIETY
Board of directorsas of 01/20/2024
Board of directors data
Dr. Jennifer Dow
Shana Tarter
Graham Brant-Zawadzki
Stephanie Lareau
Avinash Patil
Jason Williams
Joseph Forrester
Christanne Coffey
Cory Kreutzer
Ian Wedmore
Susanne Spano
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? No
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
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 10/20/2023GuideStar 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 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 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 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 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.