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http://www.wildlifecenter.org/
PO BOX 1557
Waynesboro VA 22980-1414
Mail donations to:
P.O. Box 1557
Waynesboro VA 22980
Waynesboro VA | IRS ruling year: 1983 | EIN: 54-1215402
The Wildlife Center of Virginia was formed in 1982 to provide quality health care, often on an emergency basis, to native wildlife. Since its inception, the Wildlife ... (More)
The Wildlife Center of Virginia was formed in 1982 to provide quality health care, often on an emergency basis, to native wildlife. Since its inception, the Wildlife Center has treated more than 85,000 wild animals, representing 200 species of native birds, mammals, reptiles, and amphibians; shared the lessons learned from these cases with some 1.4 million school-children and adults across Virginia; and trained a corps of wildlife medicine practitioners, including veterinarians, veterinary technicians, and volunteer wildlife rehabilitators. Those who have benefited from the professional training programs offered by the Center may now be found on the cutting-edge of wildlife veterinary medicine around the world. (Less)
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.
Date Published | Form 990 FYE | Overall Score | Overall Rating |
Rating Version: 2.1 | |||
5/1/2021 | 2018 | 95.58 | |
9/3/2019 | 2017 | 94.28 | |
7/1/2018 | 2016 | 91.19 |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Wildlife Center of Virginia is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Wildlife Center of Virginia has earned a 96% 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 2018, which is the most recent Form 990 currently available to us.
Learn more
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
Independent Voting Board Members ... (More) 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. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
No Material Diversion of Assets ... (More) A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
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Audited Financials Prepared by Independent Accountant ... (More) Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
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Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
Conflict of Interest ... (More) Such a 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 or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) |
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
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. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Edward E. Clark, President
$131,346 (7.10% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
Source: IRS Form 990 (page 7), filing year 2019
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:
Preservation of natural resources (conservation) (BMF activity code: 350)
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 (Wildlife Center of Virginia) or EIN (541215402) 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.
Wildlife Center of Virginia 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 Wildlife Center of Virginia is dependent on fundraising revenues for most of its operating budget. That required an aggressive pivot across most of our operations that is outlined in subsequent questions. Financially, our funding through grants was largely unaffected. Events, which include an annual Gala and benefit auction as well as a professional conference and other smaller donor events and site visits were disrupted, and had to either shut down or convert from in-person to virtual. Events typically account for 10% of annual fundraising. Our annual direct appeals to donors to support us through the pandemic and the conversion to virtual events were largely successful, keeping us in a stable financial track. Several substantial bequests and legacy gifts allowed us to maintain and expand revenues through the pandemic.
How COVID-19 impacted the organization's delivery of programs:
The Wildlife Center of Virginia’s three core programs were affected in slightly different ways by COVID. First, as a veterinary teaching hospital, the patient load of sick, injured, and orphaned animals delivered to our facility increased substantially in 2020 and 2021. The hospital remained open throughout the pandemic with fewer students, interns, and volunteers, and with strict masking, distancing, and disinfection protocols in place. Second, the Center has wildlife rehabilitators on staff, who must also be present in person to support our resident animal population. However, a substantial amount the Center’s rehabilitation work is done by a community-based network of rehabilitation partners across the state. That work was unaffected by COVID. Finally, our Outreach and Education program cut all in-person site visits and tours to local schools and education centers, replacing them with an enhanced program of online talks about wildlife issues featuring our ambassador animals.
How this organization adapted to changing conditions caused by COVID-19:
Administration, Fundraising, and Outreach and Education staff who did not need to be present at the facility worked remotely from the start of the pandemic, and are beginning to return to in-person work with masking and distancing in place. The hospital continued operations but without volunteers and with a decrease in students and interns that typically train at the hospital in any given year. Our annual Call of the Wild conference, which provides essential training and certification credits for veterinarians and rehabilitators across the nation, was converted to a virtual conference. Outreach and education events to schools and the general public have been converted to virtual. The Center continues to monitor COVID recommendations from the CDC and the Virginia Department of Health. The Center also will continue to be in compliance with COVID standards established by the Virginia Department of Wildlife Resources, designed to prevent the spread of COVID to mammalian patients.
Innovations the organization intends to continue permanently after the pandemic:
The ability for some administrative, fundraising, and education staff to work some part of their jobs remotely will probably continue after the pandemic. The most significant program change that will be likely to remain is the conversion of our annual Call of the Wild conference to virtual. The conference provides a significant professional development opportunity for wildlife rehabilitators and veterinarians. The 2020 conference, held virtually, had double the attendance over previous years. The success of the 2020 event indicates to us that an online conference has great value for many who cannot attend it in person. We are actively considering maintaining it as a virtual or hybrid conference in coming years. We have also changed our patient admission procedures, with patient delivery now taking place entirely outside the building. That change may persist past COVID.
Not Currently Scored
Wildlife Center of Virginia 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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Wildlife Center of Virginia reported its largest program on its FY 2018 Form 990 as:
Spent in most recent FY
Percent of program expenses
Center Veterinary Treatment
Spent in most recent FY
Percent of program expenses
Veterinary Treatment and Rehabilitation
Spent in most recent FY
Percent of program expenses
Center Education Programs
Spent in most recent FY
Percent of program expenses
Educational Programs
Spent in most recent FY
Percent of program expenses
Center Training Programs
Spent in most recent FY
Percent of program expenses
Veterinary Training
Wildlife Center of Virginia 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 Wildlife Center of Virginia serves a number of core constituencies. Primary among them is the network of wildlife rehabilitators who work with the animals we treat. Rehabilitators nationwide train with us and receive certification credits through our Wildlife Care Academy courses and our annual Call of the Wild conference. We also serve in advisory and support capacity for peer wildlife facilities statewide and across the nation, and in active leadership positions in professional organizations nationwide. We also serve the public who bring animals for treatment and who follow the progress of our animals through treatment and beyond. Finally, we serve the general public (both adults and school children) who participate in our public education programs.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Paper surveys, Case management notes, Suggestion box/email
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, 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
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our community partners
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 Wildlife Center of Virginia’s primary service mission is to treat injured wildlife. In the course of executing that mission we develop partnership, training, education, and support relationships with a number of human constituencies discussed above. In each of those relationships, the feedback we receive shapes our offerings and serves to empower those audiences to be better stewards of wildlife and the environment. For example, the feedback we receive from the individuals who rescue and transport animals feeds directly into our outreach and education work and empowers the public to make better, more appropriate, more informed decisions about wildlife and their local environment.
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback, Other means
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Feedback from our engaged public has been a major reinforcer of our organizational culture of openness and transparency about the fate of the wildlife we treat and the challenges they face. We continually hear grateful feedback about the quality of the information we dispense, the follow-up we provide on our patients, and the frank sharing of information about terminal or euthanized patients. That direct feedback has led us to expanded offerings in our online Wildlife Care Academy and annual Call of the Wild Conference focused on the ethics of wildlife care, and on the best practices for wildlife rehabilitators surrounding end-of-life issues for the animals brought in for care.
This organization has not provided information regarding the Equity Practices it is presently implementing. As such, the organization has not earned a score 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.
Wildlife Center of Virginia 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
The Wildlife Center of Virginia is a hospital for native wild animals, teaching the world to care about, and care for, wildlife and the environment.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
To exemplify and inspire excellence in wildlife 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: Leverage our training expertise to expand the healthcare capacity of the veterinary and rehabilitation network across Virginia to respond to an increasing caseload of patients.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Leverage our database of nearly 500,000 wildlife patients worldwide to develop and share new insights, techniques, and protocols and publish scientific data on wildlife and the environment.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Position the Wildlife Center of Virginia as a thought and opinion leader in public relations or public policy campaigns to help shape key issues with profound implications for wildlife.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
The nonprofit provides evidence of investment in leadership development
In order to continue to grow our capacities to meet our mission, we created and staffed a new senior leadership position – Director of Strategic Advancement. We have reorganized our Outreach and Education staff to advance one of our employees to the position of Public Affairs Manager, and we are undertaking a program of salary enhancement to help retain and support the professional development of key long-time senior staff.
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
The WCV maintains partnerships with major wildlife conservation, rehabilitation, and veterinary organizations. Our President and senior staff sit on related governmental and non-profit policy and advisory boards, including the Federal Invasive Species Advisory Commission, the National Wildlife Rehabilitators Association, and the advisory committee for the VA Dept. of Wildlife Resources. The WCV staff regularly presents at professional conferences. In addition, we host one of the nation’s largest professional wildlife rehabilitation conferences every year. Our website lists 100 professional publications for which the Center staff was either author or contributor. The Center is the essential provider for training for the network of wildlife rehabilitators in the state of Virginia, and a significant provider nationwide. Our Emmy-nominated TV series UNTAMED: Life in the Wild is distributed nationwide by American Public Television. Social media outreach has an audience of nearly 200,000.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
As with many organizations, COVID has been the most significant driver of our organizational adaptability in the past year. As we’ve outlined in previous answers, having had a very prominent online presence and robust technology infrastructure for more than a decade, we easily shifted our fundraising and conference events online, instituted a policy of remote work for employees who don’t require a physical presence, closed our Center to the public, and shifted our outreach and education programs to a variety of live and recorded online formats. The changes have been largely successful. We treated more animals in 2020 (and so far in 2021) than in any comparable period in our 39-year history. The number of attendees to our annual wildlife conference doubled with its transition to virtual. Our annual fundraising kept pace with previous years, and our 2021 Great Rebuild capital campaign to fund upgrades to our facility has met and significantly exceeded its goals. But COVID has not been the only driver of organizational change. In order to continue to grow our capacities to meet our mission, we created and staffed a new senior leadership position – Director of Strategic Advancement. We have reorganized our Outreach and Education staff to advance one of our employees to the position of Public Affairs Manager, and we are undertaking a program of salary enhancement to help retain and support the professional development of key long-time senior staff. We are also responding to the substantial increase in patient admissions by working to increase the capacities of the statewide network of wildlife rehabilitators and rehabilitation facilities. WCV is actively enhancing outreach to, support of, and training for rehabilitators with financial support, networking, sharing of best practices and consulting.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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