Wisconsin Wetlands Association
Helping people and communities care for wetlands
Wisconsin Wetlands Association
EIN: 39-1852601
as of September 2023
as of September 18, 2023
Mission
Wisconsin Wetlands Association is dedicated to the protection, restoration, and enjoyment of wetlands and associated ecosystems through science-based programs, education, and advocacy.
Ruling year
1996
Executive Director
Tracy Hames
Main address
214 N Hamilton St Ste 201 Suite 201
Madison, WI 53703 USA
EIN
39-1852601
Natural resources
Water resources
Population served
Adults
NTEE code
Water Resource, Wetlands Conservation and Management (C32)
Natural Resource Conservation and Protection (C30)
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
Communication
Programs and results
What we aim to solve
Altered hydrology across most of Wisconsin has reduced the land’s natural capacity to manage runoff. Drainage, ditching and tiling, development, roads, and other infrastructure have all contributed to altered hydrology. These degraded conditions contribute to flooding, erosion, water quality, and habitat concerns. In most watersheds, combinations of many factors have altered the way water moves across the land. Often, these alterations result in damaging feedback loops that lead to further disruption of hydrology. Add more extreme storm events due to climate change on top of all this, and things can get out of control very fast. All of these landscape alterations are causing serious and sometimes very costly impacts in our communities, including erosion, flood damages, and water quality and quantity challenges. It will take more than wetlands to solve these problems, but we can’t solve these problems without wetlands.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Local government outreach
Promoting strong wetland conservation policies and programs:
Landscape level wetland conservation requires sound wetland policy at all levels. Through our policy and outreach programs, we work to sustain and expand policies and programs that promote wetland conservation and restoration. Because effective wetland policy must be rooted in good wetland science, we aim to provide the science-policy link for decision makers at every level. We also work with people who are directly involved in land use decisions, including counties, tribes, communities, and landowners.
Landowner outreach
Protecting wetlands through education and advocacy:
We promote the importance and value of wetlands for watershed health, wildlife habitat, and other natural benefits through targeted, field-based outreach to communities, decision makers, and landowners. When people understand how wetlands can provide solutions to the local water and watershed challenges they face (like flooding and poor water quality), they are better equipped to take action. Our approach is to connect those who have influence over land use decisions with the knowledge, tools, and resources they need to protect their local wetlands and watersheds, and to encourage them to connect with others facing similar challenges. We believe that wetland conservation is most effective when people learn from each other, neighbor to neighbor.
Wetland advocacy support
Engaging policy makers for wetlands:
We work in Wisconsin's capitol and beyond to build relationships with decision-makers and other interest groups and to help them see how wetlands relate to the issues they care about. THis groundwork elevates our efforts to sustain and expand policies and programs that promote wetland conservation and restoration.
Wetland science conference
Advancing wetland science and practices:
Good wetland science is essential for effective wetland policy and management. We seek to promote and advance the latest and best wetland science and practices through all of our work. Our annual Wetland Science Conference is the cornerstone of our efforts to advance wetland science and practices. The conference, which in 2015 celebrated its 20th anniversary, is a multi-day event with speakers, field trips, and workshops that attracts hundreds of people annually from Wisconsin, the Upper Midwest, the Great Lakes region, and beyond. Not only is the conference important for sharing and discussing the latest wetland science, it also builds connections, relationships, and partnerships that make our wetland professional community more effective at wetland conservation.
“There’s no way you won’t come out of this conference without relevant connections, ideas, inspiration, and contacts.” – Previous conference attendee
Where we work
External reviews
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of conference attendees
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Researchers, Students, Retired people, Self-employed people
Related Program
Wetland science conference
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?
WWA envisions a state where wetlands are healthy and plentiful and support ecological and societal needs and where citizens care for, appreciate, and interact with these natural treasures.
What are the organization's key strategies for making this happen?
-Advancing wetland knowledge - Our work advances the body of wetland knowledge and practice to help incorporate wetlands as solutions to the water-related issues facing Wisconsin.
-Disseminating wetland knowledge - Our programs and outreach activities advance wetland action by providing the wetland knowledge needed by those working for wetlands and those that have the potential to influence wetlands
-Advancing wetland conservation policies and practices - We work with agencies, elected officials, and other decision-makers to develop and implement policies, rules, and funding sources to support and advance healthy wetlands in Wisconsin.
-Engaging in place-based projects - we demonstrate innovative approaches to incorporating wetlands as solutions at watershed and regional scales.
-Building wetland partnerships - We build and support partnerships that explore wetlands as solutions and implement pro-active wetlands protection, restoration, and management.
What are the organization's capabilities for doing this?
With a membership of more than 1,700 throughout the state of Wisconsin, with our reputation of successful, science-based, non-partisan work for wetlands, and with our more than 50 years of experience as an organization, we are uniquely positioned to protect Wisconsin's wetlands.
What have they accomplished so far and what's next?
With the help of our members over the years, we have protected wetlands when they have been threatened, helped create some of the strongest wetlands policies and laws in the nation, and raised awareness of the role that wetlands play in maintaining the ecological, economic, and societal health of Wisconsin. We have also developed robust policy and outreach programs. Our policy programs are helping remove barriers and create opportunities to protect, restore, and manage wetlands so that they can be solutions to our communities' water management challenges. Our outreach connects with landowners, local decision-makers, and advocates all across the state. We seek out and foster partnerships that allow us to protect and care for Wisconsin's wetlands.
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 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?
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What challenges does the organization face when collecting feedback?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
7.12
Months of cash in 2022 info
6.8
Fringe rate in 2022 info
13%
Funding sources info
Assets & liabilities info
Financial data
Wisconsin Wetlands Association
Balance sheetFiscal Year: Jul 01 - Jun 30
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: Jul 01 - Jun 30
This snapshot of Wisconsin Wetlands Association’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 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $1,670 | $60,805 | $13,610 | -$113,882 | $92,876 |
| As % of expenses | 0.3% | 9.5% | 1.9% | -14.6% | 11.9% |
| Unrestricted surplus (deficit) after depreciation | $937 | $59,017 | $11,385 | -$116,107 | $90,511 |
| As % of expenses | 0.2% | 9.2% | 1.6% | -14.8% | 11.5% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $586,718 | $665,935 | $881,304 | $789,852 | $878,330 |
| Total revenue, % change over prior year | 2.3% | 13.5% | 32.3% | -10.4% | 11.2% |
| Program services revenue | 8.2% | 7.9% | 5.9% | 5.9% | 4.2% |
| 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 | 24.2% | 24.0% | 27.2% | 27.3% | 26.2% |
| All other grants and contributions | 66.9% | 68.0% | 66.9% | 66.8% | 69.5% |
| Other revenue | 0.7% | 0.0% | 0.0% | 0.0% | 0.1% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $576,048 | $640,130 | $699,225 | $782,504 | $782,407 |
| Total expenses, % change over prior year | 13.6% | 11.1% | 9.2% | 11.9% | 0.0% |
| Personnel | 73.4% | 67.6% | 70.4% | 70.5% | 76.4% |
| Professional fees | 4.1% | 10.4% | 9.7% | 13.7% | 8.4% |
| Occupancy | 4.0% | 3.4% | 3.4% | 3.0% | 2.9% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 18.5% | 18.6% | 16.5% | 12.8% | 12.3% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $576,781 | $641,918 | $701,450 | $784,729 | $784,772 |
| One month of savings | $48,004 | $53,344 | $58,269 | $65,209 | $65,201 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $4,475 | $6,650 | $0 | $0 | $2,794 |
| Total full costs (estimated) | $629,260 | $701,912 | $759,719 | $849,938 | $852,767 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 3.7 | 4.2 | 5.6 | 5.2 | 6.8 |
| Months of cash and investments | 3.7 | 4.2 | 5.6 | 5.2 | 6.8 |
| Months of estimated liquid unrestricted net assets | 3.9 | 4.6 | 4.4 | 0.7 | 7.2 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $178,640 | $226,480 | $324,504 | $336,167 | $442,380 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $57,282 | $32,467 | $110,464 | $126,111 | $99,881 |
| Gross land, buildings, equipment (LBE) | $9,482 | $16,132 | $16,132 | $13,584 | $16,377 |
| Accumulated depreciation (as a % of LBE) | 51.6% | 41.4% | 55.2% | 63.2% | 66.8% |
| Liabilities (as a % of assets) | 6.7% | 8.5% | 18.1% | 17.0% | 10.5% |
| Unrestricted net assets | $193,654 | $252,671 | $264,056 | $52,362 | $475,797 |
| Temporarily restricted net assets | $35,000 | $0 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $35,000 | $0 | $168,469 | $385,286 | $55,500 |
| Total net assets | $228,654 | $252,671 | $432,525 | $437,648 | $531,297 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Tracy Hames
Tracy Hames became Executive Director of the Wisconsin Wetlands Association in November 2011. From 1989 to 2011 he was employed as a Waterfowl Biologist with the Yakama Nation Wildlife Resource Management Program and was the lead biologist in the Yakama Nation's Wetlands and Riparian Restoration Project in Washington State. He received a BA in Biology and Environmental Studies from Macalester College, St. Paul, MN in 1989 and a MS in Natural Resources from the University of Wisconsin - Stevens Point in 1990.
Number of employees
Source: IRS Form 990
Wisconsin Wetlands Association
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Wisconsin Wetlands Association
Board of directorsas of 09/15/2023
Board of directors data
Alison Peña
Jim Ruwaldt
R. Tod Highsmith
Gretchen Benjamin
The Nature Conservancy
Susan Schumacher
Nicole Staskowski
Stantec
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
Sexual orientation
Disability
No data
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