To champion a collaborative campaign to permanently connect, protect and restore the Florida Wildlife Corridor.

By 2030 our actions have resulted in: 1) secured protections for the most at-risk threads so that the Corridor remains connected and viable; 2) increased focus on high-priority landscapes within the Corridor across the Florida conservation community; 3) connecting organizations to the Corridor vision and resources needed to accelerate the pace of conservation

Source: Nonprofit submitted responses

Goal One: Build an intentional culture that attracts and retains top talent and makes decisions strategically.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).

Goal Two: Establish sustainable and diversified funding and people to support the Foundation’s operations, goals and programs.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).

Goal Three: Cultivate adoption of the Horizon 1 concept of urgency and ecological prioritization to increase ownership and action at the local and regional level.

Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.

Describe an investment in leadership

Within the past year, our leaders have participated in executive leadership coaching with Dianne Falk of Create Greater Impact to hone their skills and ability to steer our organization. We have also invested in our leaders by enlisting feedback from staff in anonymous culture evaluations. This process has led to the establishment of a Culture Committee and has been followed up with one-on-one conversations between staff and leadership. Staff and leadership are confident in sharing feedback at any time and are aware of how to grow within the organization. Leadership works with everyone on their personal growth goals to measure success and provide coaching each month. Our updated strategy incorporates this process to improve Culture Accountability by soliciting and responding to an annual feedback survey, establishing a Culture Committee that meets quarterly, and implementing an annual 1/1 review process with direct supervisors with 6-month intermediate check ins at a minimum.

This organization mobilizes for mission in the following ways:

• Strategic Partnerships

• Networks of Collective Impact Efforts

• Thought Leadership

• Raising Awareness

• Community Building

• Policy Advocacy

What are this organization’s external mobilizaton efforts?

A key part of our mission is to build partnerships to achieve the goal of protecting the Florida Wildlife Corridor. Our partners are vital to the success of our mission, and we do everything we can to celebrate and support them. Whether it’s by providing access to resources, logistics, bridge building or raising awareness, supporting our partners is a big part of what we do. Our leaders have participated in a wide range of speaking engagements to spread the Corridor vision. In April 2022, we held the inaugural Florida Wildlife Corridor Summit. This Summit, which will be held annually, brought together stakeholders from across the state (conservationists, business and real estate experts, elected officials and state agency leaders to work on some of the most pressing concerns facing the Corridor today. The Summit broadened the tent to build a community of Corridor enthusiasts. Working groups were created during the Summit to continue group collaboration and innovation year-round.

In the last year our organization has responded to external changes with the passage of the Florida Wildlife Corridor Act. This landmark accomplishment launched our organization into high gear. We have expanded our staff and board with diverse and talented individuals that allow us to do even more work towards to saving the Corridor. We also used the new recognition and funding to help support our partners in their efforts to conserve land in the Florida Wildlife Corridor. In response to increased development and population growth in Florida, the Foundation commissioned McKinsey to identify the economic and ecological value (locations) of the Corridor. Thanks to the study, we have shifted our focus to the most critical, at-risk linkages in the Corridor that were identified as most-at-risk of being developed before 2030. Those map points (referred to as Horizon 1, bottlenecks) are a resource the Foundation relies on to guide and influence partner conservation work in order to accelerate the pace of conservation in those key areas.