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Association of State Wetland Managers, Inc.

aka National Association of Wetland Managers   |   Portland, ME   |  https://www.nawm.org

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Association of State Wetland Managers, Inc.

EIN: 03-0303870


Mission

The mission of NAWM is to build capacity for state and tribal members and foster collaboration among the wetland community of practice by encouraging the application of sound science to wetland management and policy, promoting the protection and restoration of wetlands and related aquatic resources, and providing training and education for members and the general public.

Notes from the nonprofit

In 2022, as a result of NAWM’s strategic planning process, we decided to change our name from The Association of State Wetland Managers, Inc. to the National Association of Wetland Managers (NAWM). The intention behind the change was to let our community of practice (which includes not only states, but also Tribes, local agencies, federal agencies, private consultants, non-profits, universities, and more), know that everyone has a seat at our table, in particular our Tribal colleagues. The Association’s membership was polled regarding the potential name change and responded with overwhelming support (90%). NAWM continues to robustly support state and Tribal wetland programs and be a voice for state and Tribal wetland programs in federal policy decisions and elsewhere. However, our impact is greatly magnified by providing a framework for all wetland managers to collaborate, learn from each other, and improve our collective efforts to protect and restore our nation's wetlands.

Ruling year info

1988

Executive Director

Marla Stelk

Main address

500 Washington Ave., Suite 201

Portland, ME 04038 USA

Show more contact info

Formerly known as

Association of Wetland Managers, Inc.

EIN

03-0303870

Subject area info

Environment

Science

Public affairs

Population served info

Adults

NTEE code info

Professional Societies & Associations (C03)

Management & Technical Assistance (W02)

Science, General (includes Interdisciplinary Scientific Activities) (U20)

What we aim to solve

SOURCE: Self-reported by organization

Wetlands provide many important benefits for people including clean water, flood and storm surge protection, groundwater storage, biodiversity for better crop production, commercial seafood production and outdoor recreational opportunities. Wetlands also provide critical habitat for waterfowl, certain mammals and amphibians, reptiles, aquatic insects, fish and birds. However, wetland managers face a number of challenges in protecting our critical wetland resources, including: sprawl and development pressure; conversion of wetlands into use for intensive agricultural production; confusing Supreme Court cases and legal battles; climate change impacts; invasive species; and a general lack of understanding about the value of wetlands and the benefits they provide for our families and our communities. This is not just a regional or national issue of importance - it is a global issue.

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?

MARSH

MARSH (Mentorship Assisted Resource & Support Hub) is a new, one-year mentoring program for students, early career professionals, and people transitioning between careers to network, gain experience, and receive one-on-one coaching to support their growth as wetland professionals. The goals of MARHS are to:
1) Demystify hiring practices and processes
2) Increase diversity in the wetland workforce
3) Provide opportunities for wetland-specific skills training to meet individual students’ needs, outside of the constraints of a curriculum
4) Provide opportunities for 1-on-1 mentoring
5) Maximize networking potential through mentor/mentee pairs and program-wide networking events
6) Support students and mid-career professionals individually through various academic and professional transition hurdles
7) Provide opportunities for wetland professionals to help guide the next cohort of wetlanders
8) Grow the wetland workforce

Population(s) Served
Young adults
Older adults
Students

The National Association of Wetland Managers (NAWM) is passionate about knowledge sharing. As part of NAWM’s mission, providing training is key to ensuring our members are using the most scientifically up to date methods and information to run successful, effective, and efficient wetland programs. NAWM offers free educational webinars on a variety of topics ranging from wetland program development, wetland mapping, and beaver related restoration to basics of the Clean Water Act, regulatory capacity building and more. NAWM also develops and delivers online training modules for anytime/anywhere learning and in-person trainings, tailored specifically for the topic and audience.

Population(s) Served

The National Association of Wetland Managers actively conducts research on a variety of wetland science and policy topics and monitors many issues of concern to our members and the public. NAWM regularly provides comments on proposed federal policies and other actions when appropriate. Recent research includes state and Tribal needs for sustainable wetland program management, impacts of the Sackett decision on state and Tribal wetland programs, case studies of local coastal wetland protections, and strategies and an action plan for protecting and restoring wetland and floodplain functions.

Population(s) Served
Adults
Researchers
Students
Adults
Researchers
Students

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of stakeholders/stakeholder groups with whom communication has been achieved and expectations shared

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

• Help states and Tribes develop and implement wetland regulatory and management programs.
• Improve the coordination of wetland programs and policies at all levels of government.
• Provide training and capacity building for state and tribal wetland programs.
• Facilitate the integration of wetlands into water resources and watershed management.
• Build conservation and restoration partnerships among states, tribes, local governments, nonprofits, and other
interested parties.
• Translate wetland science into fair and reasonable government policies.
• Encourage minority participation in wetland protection, restoration, and management.
• Integrate wetlands into broader landscape and resource management initiatives.

1) Identify priority needs for wetland research and applied science.
2) Conduct research and studies and publish results online.
3) Encourage the exchange of information among wetland scientists, managers, and policy makers.
5) Conduct open forums, workshops, webinars, conference calls, discussion boards and symposia.
6) Coordinate policy discussions with other state and professional associations/organizations.
7) Provide direct technical assistance to states, tribes and others requesting our assistance.
8) Analyze the implications of proposed policy changes on wetland resources from a variety of perspectives to assist and inform decision-makers.
9) Actively pursue partnerships with federal agencies, tribes, states, nonprofit organizations, the regulated community and other organizations and interest groups.
10) Increase the availability of wetland information, including providing online learning opportunities such as webinars, online training, forums and other opportunities for interested parties to share information and discuss solutions to current issues.

NAWM currently has a staff of ten. Marla Stelk, the Executive Director, is a highly qualified wetland professional with over 30 years of experience working on wetland, water, and wildlife issues, policy and research, land use planning, outreach, and leadership. Donna Downing, JD, LL.M, Esq., Senior Legal Policy Advisor, has 40+ years’ experience, was formerly the Jurisdiction Team Leader in EPA’s Office of Wetlands, Oceans, and Watersheds and has been an adjunct professor at George Washington University Law School since 1996. Jeff Lapp, Senior Science Policy Advisor, formerly EPA Region III Associate Director for the Office of Environmental Programs, has 32+ years of technical and policy experience in wetland restoration and mitigation, delineation, regulatory policy and enforcement, and senior level management. Portia Osborne, Project Manager, has 10+ years’ experience, formerly as an environmental consultant, with detailed knowledge of state and federal regulations, technical report writing and review, and conducting environmental assessments. Ian Grosfelt, Environmental Analyst, has 10+ years of experience in facilitation and environmental education, program management for environmental nonprofits, sustainable agriculture, and is trained in data analysis and geospatial mapping.

Sharon Weaver, Webmaster, has managed NAWM’s website and publications for 33 years. She publishes NAWM’s monthly ezine Wetland News Digest, weekly Insider’s Edition, and updates NAWM’s website daily. Laura Burchill, NAWM’s Office Manager for over 19 years, has extensive experience organizing conferences, workshops and providing logistical support for webinars, correspondence, membership outreach and more. Dawn Smith, NAWM’s Communications Specialist since 2012, handles all NAWM’s social media communications, external communications schedule and activities, and post-processes NAWM’s recorded webinars. Marti Northover, Accounting & HR Manager since 2018, manages NAWM’s accounting systems, oversees payables and receivables, staff payroll, staff benefits and personnel policies, and ensures all budgets and required financial reports are up to date and submitted on time. Justin Farino, Administrative Assistant, supports NAWM’s membership program, updates NAWM’s state agency contacts list, and collects weekly wetland news stories for sharing.

Collectively, NAWM staff form a cohesive team undertaking a wide variety of successful projects to build the capacity of state and tribal wetland programs to manage wetlands. NAWM’s greatest strength is its ability to develop and facilitate national expert workgroups that bring a level of expertise to NAWM’s projects that has been critical to NAWM’s success for over 40 years. NAWM staff contribute their expertise to collect, organize, analyze, and communicate workgroup findings to make them accessible and transferable.

Since 1983, the primary goal of NAWM has been to help states and Tribes build effective wetland programs. Over the years, NAWM has held multiple meetings and workshops, and published numerous reports relative to wetland science, legal issues and development of wetland programs. NAWM has added to these activities by leveraging online tools to develop a website with extensive information on how to develop and implement wetland programs and by hosting and recording multiple monthly webinars on diverse topics relevant to the development of wetland programs and the restoration, protection and conservation of wetlands and related aquatic resources.

For more than 40 years, NAWM has developed extensive knowledge and expertise about state and Tribal wetland programs that is unique. As such, state and Tribal wetland staff across the country rely on NAWM for policy and technical support. NAWM has repeatedly demonstrated the ability to provide timely, useful information to wetland managers as well as other organizations. In the past decade, NAWM has written a number of reports and legal analyses and has also held workshops on the impacts that the Sackett v EPA Supreme Court decision his having on state and Tribal wetland programs. In recent years, NAWM has issued reports and developed web pages to support development of local wetland ordinances, wetland water quality standards, wetland program plans, §404 assumption, §401 certification and permitting of voluntary wetland restoration projects.

In addition, NAWM maintains contact lists for broader communities of wetland professionals and maintains a robust communications and outreach strategy. In total, ASWM’s contacts include over 18,850 professionals, including state and Tribal wetland managers and those they work with, such as the EPA, Corps, U.S. Fish & Wildlife Service, consultants, nonprofits, academics, tribes, local government and more.

NAWM continues to identify pressing needs, information gaps and opportunities to improve wetland programs and wetland health nationwide. New initiatives include better integration of wetlands into hazard management programs, water quality programs (nutrient and emerging contaminants removal) and environmental markets (water quality trading, mitigation crediting, carbon credits, etc.)

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 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 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?

    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 demographics (e.g., race, age, gender, etc.), 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

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time

Financials

Association of State Wetland Managers, Inc.
Fiscal year: Jan 01 - Dec 31
Financial documents
2022 NAWM Financial Statements 2020 ASWM Financial Statement 2020 2018 ASWM Financial Statement 2018
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

0.82

Average of 14.50 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

5.5

Average of 6.9 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

24%

Average of 19% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Association of State Wetland Managers, Inc.

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Association of State Wetland Managers, Inc.

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Association of State Wetland Managers, Inc.

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Association of State Wetland Managers, Inc.’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 $152,491 $88 $54,500 -$211,297 -$196,399
As % of expenses 23.8% 0.0% 9.0% -30.8% -25.7%
Unrestricted surplus (deficit) after depreciation $152,491 $88 $54,500 -$211,297 -$196,399
As % of expenses 23.8% 0.0% 9.0% -30.8% -25.7%
Revenue composition info
Total revenue (unrestricted & restricted) $752,345 $678,066 $653,591 $479,393 $586,978
Total revenue, % change over prior year 7.6% -9.9% -3.6% -26.7% 22.4%
Program services revenue 4.9% 9.8% 6.1% 8.1% 5.7%
Membership dues 5.6% 7.5% 9.3% 13.7% 11.0%
Investment income 0.2% 0.8% 0.4% 0.7% 0.1%
Government grants 79.4% 70.6% 63.2% 70.1% 78.4%
All other grants and contributions 9.4% 11.4% 20.6% 5.4% 2.6%
Other revenue 0.4% 0.0% 0.5% 2.0% 2.1%
Expense composition info
Total expenses before depreciation $639,854 $672,788 $604,281 $685,130 $763,948
Total expenses, % change over prior year 0.9% 5.1% -10.2% 13.4% 11.5%
Personnel 69.8% 61.4% 82.0% 81.2% 69.2%
Professional fees 0.6% 3.6% 4.6% 1.5% 1.5%
Occupancy 3.3% 3.2% 3.5% 3.4% 5.4%
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 26.3% 31.9% 9.8% 13.8% 23.9%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $639,854 $672,788 $604,281 $685,130 $763,948
One month of savings $53,321 $56,066 $50,357 $57,094 $63,662
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $693,175 $728,854 $654,638 $742,224 $827,610

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 8.5 8.7 12.5 2.4 5.5
Months of cash and investments 8.5 8.7 12.5 5.9 7.3
Months of estimated liquid unrestricted net assets 9.2 8.7 10.8 5.8 2.1
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $452,944 $486,820 $628,649 $137,947 $350,502
Investments $0 $0 $0 $197,770 $117,096
Receivables $15,199 $16,187 $10,788 $19,174 $781
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) 6.6% 1.9% 15.4% 10.4% 81.0%
Unrestricted net assets $490,054 $490,142 $544,642 $330,050 $133,651
Temporarily restricted net assets $0 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 $0 $5,190 $0 $5,855 $0
Total net assets $490,054 $495,332 $544,642 $335,905 $133,651

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
Form 1023/1024 is not available for this organization

Executive Director

Marla Stelk

Marla is the Executive Director at the National Association of Wetland Managers (NAWM) where she has worked on wetland policy and management issues since 2013. Marla has over 25 years of experience working on wetland, water, and wildlife issues, climate change, environmental policy and research, land use planning, communications and organizational leadership. Marla has led research at NAWM on topics such as ecosystem service valuation for wetland restoration, the role of wetlands in floodplain and natural hazard management, wetlands and watershed health, wetland mapping and communications. Prior to coming to NAWM, Marla worked for a variety of environmental and social nonprofit organizations helping to build organizational capacity, manage projects and improve internal processes. Marla earned her MA in Community Planning and Development with a focus on Land Use and the Environment at the University of Southern Maine’s Muskie School of Public Service and her BA in Environmental Issues f

Number of employees

Source: IRS Form 990

Association of State Wetland Managers, Inc.

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Association of State Wetland Managers, Inc.

Board of directors
as of 05/16/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Mark Biddle

Delaware Department of Natural Resources and Environmental Control


Board co-chair

Samantha Vogeler

Kentucky Department for Environmental Protection

Term: 2022 - 2024

Marla Stelk

NAWM

Amy Lounds

Michigan Department of Environmental Quality

Mark Biddle

Delaware Department of Natural Resources and Environmental Control

Denise Clearwater

Maryland Department of the Environment

Lauren Driscoll

Washington State Department of Ecology

Andrew Robertson

Saint Mary's University of Minnesota

Collis Adams

Self-Employed

Stacia Bax

Missouri Department of Natural Resources

Bill Ryan

Oregon Department of State Lands

Mary Ann Tilton

New Hampshire Department of Environmental Services

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 5/16/2024

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, Not transgender
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person without a disability

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data

Disability

No data