Wildlife Ecology Institute is located in Helena, MT. The organization was established in 2016. According to its NTEE Classification (C30) the organization is classified as: Natural Resources Conservation & Protection, under the broad grouping of Environment and related organizations. As of 12/2023, Wildlife Ecology Institute employed 9 individuals. This organization is an independent organization and not affiliated with a larger national or regional group of organizations. Wildlife Ecology Institute is a 501(c)(3) and as such, is described as a "Charitable or Religous organization or a private foundation" by the IRS.
For the year ending 12/2023, Wildlife Ecology Institute generated $106.6k in total revenue. The organization has seen a slow decline revenue. Over the past 7 years, revenues have fallen by an average of (2.4%) each year. All expenses for the organization totaled $488.6k during the year ending 12/2023. You can explore the organizations financials more deeply in the financial statements section below.
Form
990
Mission & Program ActivityExcerpts From the 990 Filing
TAX YEAR
2023
Describe the Organization's Mission:
Part 3 - Line 1
ADVANCE WILDLIFE MANAGEMENT AND CONSERVATION THROUGH APPLIED RESEARCH AND EDUCATION ACTIVITIES.
Describe the Organization's Program Activity:
Part 3 - Line 4a
BLACK-FOOTED FERRETS WERE ONCE THOUGHT TO BE EXTINCT, BUT AFTER DISCOVERING A SINGLE REMNANT POPULATION, A SUCCESSFUL CAPTIVE-BREEDING AND REINTRODUCTION PROGRAM WAS DEVELOPED AND IMPLEMENTED. HOWEVER, DESPITE THE ACHIEVEMENTS OF CAPTIVE-BREEDING AND REINTRODUCTION EFFORTS, CONSERVATION OF THIS RARE MUSTELID CURRENTLY FACES SUBSTANTIAL CHALLENGES. OUR ONGOING WORK INCLUDES COLLABORATIONS WITH STATE, TRIBAL, AND FEDERAL AGENCIES, AND OTHER NGOS, TO DEVELOP EFFECTIVE AND EFFICIENT TECHNIQUES FOR MANAGING THE SUBSTANTIAL IMPACTS OF SYLVATIC PLAGUE ON POPULATIONS OF FERRETS AND PRAIRIE DOGS, TO ASSESS FIELD TECHNIQUES (TRADITIONAL SPOTLIGHTING, INFRARED CAMERAS, SCENT-DETECTION DOGS) TO IMPROVE MONITORING OF FERRET POPULATIONS, AND OTHER CONSERVATION EFFORT FOR THIS FEDERALLY ENDANGERED SPECIES.MUSKRAT POPULATIONS HAVE BEEN EXPERIENCING LARGE-SCALE POPULATION DECLINES ACROSS AT LEAST THE EASTERN HALF OF THE U.S., BUT WE CURRENTLY DO NOT UNDERSTAND THE MECHANISMS ASSOCIATED WITH THESE DECLINES. THIS SPECIES HAS A POSITIVE INFLUENCE ON WETLAND ECOSYSTEMS, AND CAN BE CONSIDERED AN INDICATOR SPECIES OF WETLAND HEALTH. WE HAVE TRANSITIONED INTO PHASE II OF OUR RESEARCH IN THE GREAT LAKES BASIN, WHICH IS BUILT UPON THE FOUNDATION OF OUR WORK DURING PHASE I, BUT ALSO RECENT RESEARCH OF OTHERS. PHASE II IS A FOCUSED FIELD-BASED INVESTIGATION TO EVALUATE MUSKRAT DEMOGRAPHICS AND HEALTH ACROSS MULTIPLE STUDY SITES THAT WERE SELECTED ACROSS A GRADIENT OF HABITAT AND HYDROLOGY CONDITIONS.
GRAY FOXES ARE A VALUABLE AND UNDERSTUDIED FURBEARER ACROSS ITS ENTIRE RANGE. SEVERAL INDICES SUGGEST RANGE CONTRACTIONS IN INDIANA, BUT ALSO OTHER MIDWEST STATES. THE FACTOR(S) CAUSING THESE DISTRIBUTIONAL CHANGES IS UNKNOWN, BUT MAY BE LINKED TO HABITAT LOSS AND FRAGMENTATION, CHANGING MESOCARNIVORE (E.G., COYOTE) COMMUNITY STRUCTURE, DISEASE, AND OTHER FACTORS, AND LIKELY IS A COMPLEX RELATIONSHIP AMONG THESE FACTORS. WE ARE ASSESSING GRAY FOX POPULATIONS AT TWO STUDY SITES IN INDIANA THROUGH A 4-YEAR COMPREHENSIVE STUDY DESIGNED TO DIRECTLY ASSESS CAUSES OF POPULATION CHANGES OF GRAY FOXES, AND TO PROVIDE RECOMMENDATIONS FOR MANAGEMENT OF THIS SPECIES THAT CAN BE APPLIED IN INDIANA, BUT ALSO OTHER MIDWEST STATES.
MANAGEMENT OF ELK IN THE WESTERN U.S. HAS BECOME INCREASINGLY COMPLEX AND SCRUTINIZED. STATE WILDLIFE AGENCIES MUST BALANCE SOCIAL, ECONOMIC, POLITICAL, AND ECOLOGICAL ASPECTS DURING DECISION MAKING. POPULATIONS OF LARGE CARNIVORES HAVE BEEN RECOVERING, POPULATIONS OF ELK ARE ABOVE MANAGEMENT OBJECTIVES IN MANY AREAS, AND DISTRIBUTION OF ELK HAS SUBSTANTIALLY SHIFTED FROM PUBLIC TO PRIVATE LANDS DURING HUNTING SEASONS. ACCESS TO PRIVATE LANDS IS RELATIVELY LIMITED FOR HUNTERS TO DECREASE ELK POPULATIONS, AND ECONOMIC LOSS (DAMAGE) TO LANDOWNERS HAS INCREASED. WE ARE EVALUATING STATE MODELS FOR ELK MANAGEMENT IN THE WESTERN U.S. TO COMPARE MODELS AND MAKE RECOMMENDATIONS.
Name (title) | Role | Hours | Compensation |
---|---|---|---|
Doug Cottam Director | Trustee | 1 | $0 |
Brent Rudolph Director | Trustee | 1 | $0 |
Shaun Deschene Director | Trustee | 1 | $0 |
Timothy Hiller Executive Director | OfficerTrustee | 40 | $100,162 |
Statement of Revenue | |
---|---|
Federated campaigns | $0 |
Membership dues | $0 |
Fundraising events | $0 |
Related organizations | $0 |
Government grants | $94,911 |
All other contributions, gifts, grants, and similar amounts not included above | $2,055 |
Noncash contributions included in lines 1a–1f | $0 |
Total Revenue from Contributions, Gifts, Grants & Similar | $96,966 |
Total Program Service Revenue | $0 |
Investment income | $0 |
Tax Exempt Bond Proceeds | $0 |
Royalties | $0 |
Net Rental Income | $0 |
Net Gain/Loss on Asset Sales | $9,629 |
Net Income from Fundraising Events | $0 |
Net Income from Gaming Activities | $0 |
Net Income from Sales of Inventory | $0 |
Miscellaneous Revenue | $0 |
Total Revenue | $106,595 |
Statement of Expenses | |
---|---|
Grants and other assistance to domestic organizations and domestic governments. | $0 |
Grants and other assistance to domestic individuals. | $0 |
Grants and other assistance to Foreign Orgs/Individuals | $0 |
Benefits paid to or for members | $0 |
Compensation of current officers, directors, key employees. | $100,162 |
Compensation of current officers, directors, key employees. | $28,200 |
Compensation to disqualified persons | $0 |
Other salaries and wages | $114,030 |
Pension plan accruals and contributions | $0 |
Other employee benefits | $3,005 |
Payroll taxes | $17,180 |
Fees for services: Management | $0 |
Fees for services: Legal | $0 |
Fees for services: Accounting | $20,947 |
Fees for services: Lobbying | $0 |
Fees for services: Fundraising | $0 |
Fees for services: Investment Management | $0 |
Fees for services: Other | $1,374 |
Advertising and promotion | $200 |
Office expenses | $10,225 |
Information technology | $0 |
Royalties | $0 |
Occupancy | $11,249 |
Travel | $40,841 |
Payments of travel or entertainment expenses for any federal, state, or local public officials | $0 |
Conferences, conventions, and meetings | $435 |
Interest | $0 |
Payments to affiliates | $0 |
Depreciation, depletion, and amortization | $17,650 |
Insurance | $5,625 |
All other expenses | $127 |
Total functional expenses | $488,621 |
Balance Sheet | |
---|---|
Cash—non-interest-bearing | $45,821 |
Savings and temporary cash investments | $20 |
Pledges and grants receivable | $634,238 |
Accounts receivable, net | $0 |
Loans from Officers, Directors, or Controlling Persons | $0 |
Loans from Disqualified Persons | $0 |
Notes and loans receivable | $0 |
Inventories for sale or use | $0 |
Prepaid expenses and deferred charges | $0 |
Net Land, buildings, and equipment | $31,408 |
Investments—publicly traded securities | $0 |
Investments—other securities | $0 |
Investments—program-related | $0 |
Intangible assets | $0 |
Other assets | $75 |
Total assets | $711,562 |
Accounts payable and accrued expenses | $0 |
Grants payable | $0 |
Deferred revenue | $622,822 |
Tax-exempt bond liabilities | $0 |
Escrow or custodial account liability | $0 |
Loans and other payables to any current Officer, Director, or Controlling Person | $17,504 |
Secured mortgages and notes payable | $0 |
Unsecured mortgages and notes payable | $55,400 |
Other liabilities | $846 |
Total liabilities | $696,572 |
Net assets without donor restrictions | $14,990 |
Net assets with donor restrictions | $0 |
Capital stock or trust principal, or current funds | $0 |
Paid-in or capital surplus, or land, building, or equipment fund | $0 |
Retained earnings, endowment, accumulated income, or other funds | $0 |
Total liabilities and net assets/fund balances | $711,562 |