Florida Wildlife Corridor Inc.
Florida Wildlife Corridor Inc.
www.floridawildlifecorridor.org
2606 FAIRFIELD AVE BLDG 7
Tampa FL 33712-1600
Tampa FL | IRS ruling year: 2007 | EIN: 20-1822793
Mission not available
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www.floridawildlifecorridor.org
2606 FAIRFIELD AVE BLDG 7
Tampa FL 33712-1600
Tampa FL | IRS ruling year: 2007 | EIN: 20-1822793
Mission not available
Great
This charity's score is 96%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 85% Accountability & Finance, 10% Leadership & Adaptability, 5% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
Florida Wildlife Corridor Inc. has earned a 95% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2021, which is the most recent Form 990 currently available to us.
Learn more
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters.
Source: IRS Form 990
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
Total Revenue Amount | Expectation to Receive Credit |
---|---|
$1 million or higher | Expected to complete an audit |
$500,000 - $1 million | Expected to complete an audit, review, or compilation |
Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Charity Navigator looks for the existence of a conflict of interest policy on the Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Charity Navigator looks to confirm on the Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Charity Navigator looks for the existence of a document retention and destruction policy per the Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Charity Navigator looks for the existence of a whistleblower policy per the Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Charity Navigator looks for a website on the Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
Liabilities to Assets Ratio | Amount of Credit Received |
---|---|
Less than 50% | Full Credit |
50% - 59.9% | Partial Credit |
60% or more | No Credit |
Source: IRS Form 990
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Program Expense Percentage | Amount of Credit Received |
---|---|
70% or higher | Full Credit |
60% - 69.9% | Partial Credit |
50% - 59.9% | Zero Points for Program Expense Score |
Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
Source: IRS Form 990
No Data Available
Revenue and expense data is not available for this organization. This data is only available if this charity has at least one year of electronically-filed Form 990 data filed within the last six years.
No Data Available
Key Persons data is currently unavailable for this organization. This data is only available if this charity has at least one year of electronically-filed Form 990 data filed within the last six years.
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Activity data not reported from the IRS
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Florida Wildlife Corridor Inc.) or EIN (201822793) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Florida Wildlife Corridor Inc. reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Staffing
Administrative Capacity
How COVID-19 impacted the organization's operations financially:
The need to purchase equipment and shift to fully remote work. Inability to hold fundraising events and raise capital.
How COVID-19 impacted the organization's delivery of programs:
We were unable to host events for our donors or to get our message out. We are heavily influenced by the arts and dependent on visual, in-person programs.
How this organization adapted to changing conditions caused by COVID-19:
We shifted to socially distant and virtual events. Our staff worked fully from home and we implemented and vaccination and quarantine policy.
Innovations the organization intends to continue permanently after the pandemic:
We plan to keep a hybrid work model for staff and continue to enforce the vaccination and quarantine policy.
Not Currently Scored
Florida Wildlife Corridor Inc. cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
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No 990 Program Data Found
Florida Wildlife Corridor Inc. has earned a 100% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
100% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
The audiences we directly serve include mission-aligned public and private organizations, decision makers (local, state, and federal government), Communities within Horizon 1, bottleneck areas, and all efforts raise awareness of the value of the Florida Wildlife Corridor to all Floridians. We exist to ignite the Corridor vision. We align efforts to lead conservation of the Corridor’s highest priorities, we accelerate connectivity by providing tools and resources that elevate partners’ work, and we celebrate collective Corridor successes through storytelling and art. These actions raise awareness of the Corridor and inspire support statewide and beyond. These actions serve all Floridians by protecting and preserving the Florida Wildlife Corridor.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person)
How is your organization using feedback from the people you serve?
To make fundamental changes to our programs and/or operations
With whom does your organization share the feedback you got from the people you serve?
Our staff
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
The passing of the Florida Wildlife Corridor Act was the result of a decade of collaborative effort between a variety of organizations across the state. Collaboration between stakeholders has allowed for tremendous effort to be made in the Florida conservation sphere. Internally, donor feedback played an active role in the creation of our new strategic plan which maps the trajectory of our organization and its programs moving forward.
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
During the 2022 summit it was made clear that the mission to permanently connect, protect and restore the Florida Wildlife Corridor could not be accomplished without collaboration. A summit survey was sent out to participants to provide feedback that has been incorporated into the planning process for future summits and programs. One direct response was the creation of five Collaboration Teams that meet regularly to discuss strategic communications, land acquisition within the corridor and other mission aligned efforts.
The organization reported that it is currently only implementing 2 Equity Practices. At this time, organizations must implement 3 or more of these practices in order to be scored on this metric. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (1/7) | |
---|---|
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
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 employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
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. |
Equity Policies and Procedures (1/7) | |
---|---|
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
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 measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
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. |
Florida Wildlife Corridor Inc. has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
To champion a collaborative campaign to permanently connect, protect and restore the Florida Wildlife Corridor.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
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
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
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.
The nonprofit provides evidence of investment in leadership development
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.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
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.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
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.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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