The Florida Center for Government Accountability Inc
Florida Center for Government Accountability #DefendDemocracy
The Florida Center for Government Accountability Inc
EIN: 86-2135203
as of September 2024
as of September 09, 2024
Mission
The mission of the non-partisan FLCGA is to allow citizens to hold their government accountable and enhance civic engagement in the democratic process using state open government laws. To this end, we have two programs: our Investigative Journalism program focuses on issues of government accountability and transparency and our public access program insures access to government information through targeted public record requests and litigation.
Notes from the nonprofit
FLCGA is a relatively new organization, incorporated in February 2021, and is unique in that we provide assistance on open government issues and publish independent investigative journalism.
Ruling year
2021
President
Linda Penniman
Vice President
Don Lindley
Main address
PO Box 2723
Sarasota, FL 34230 USA
EIN
86-2135203
Civic participation
Public integrity
Web-based media
Investigative journalism
Open data
Population served
Adults
Academics
Activists
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Public Access Program
FLCGA provides assistance to citizens and journalists making public record requests with the goal of ensuring that those seeking access to government information are able to obtain public records in a timely and cost-effective manner consistent with state open government laws. In addition, FLCGA engages government agencies throughout Florida on open-government issues, filing lawsuits to enforce compliance with state open government laws.
Journalism Program
The FLCGA Journalism Program, publisher of the Florida Trident, produces impact investigative journalism in multiple media - print, broadcast and podcasts - published on its website under a Creative Commons licensee. The Program partners with other media outlets, platforms and non-profits and encourages collaboration and content sharing.
Public Records Vault
FLCGA is creating a publicly accessible "vault" to store public record documents obtained through its journalism and litigation efforts. Non-affiliated journalists and citizen watchdogs will be encouraged to deposit public record documents in the FLCGA's vault.
Where we work
Awards
State FOI Hall of Fame/Barbara Petersen 2021
NFOIC
Affiliations & memberships
National Freedom of Information Coalition 2021
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of policies formally established
This metric is no longer tracked.Totals By Year
Type of Metric
Other - describing something else
Direction of Success
Holding steady
Context Notes
FLCGA has established policies for its Journalism and Public Access programs
Number of donations made by board members
This metric is no longer tracked.Totals By Year
Type of Metric
Other - describing something else
Direction of Success
Holding steady
Context Notes
This represents 100% of FLCGA board members.
Number of overall donors
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
FLCGA and the Florida Trident have attracted a diverse group of donors and we've seen a significant increase in the number of small donations ($5 - $100) as well as large donations ($5,000 and above).
Average online donation
This metric is no longer tracked.Totals By Year
Type of Metric
Other - describing something else
Direction of Success
Increasing
Number of groups brought together in a coalition/alliance/partnership
This metric is no longer tracked.Totals By Year
Related Program
Journalism Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Collaborations formed with other non-profits and news outlets
Number of civil litigation matters handled
This metric is no longer tracked.Totals By Year
Related Program
Public Access Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Includes both lawsuits and amicus briefs.
Number of press articles published
This metric is no longer tracked.Totals By Year
Related Program
Journalism Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Journalism Program
Goal #1: Create a strong pipeline of independent and impactful news stories to be published on the FLCGA website and by other media outlets across Florida.
Goal #2: Develop an interactive and robust FLCGA news site providing access to its investigative reports and links to important articles published by other media outlets to a large and dedicated audience.
Public Access Program
Goal #1: Increase program capacity and the ability to collaborate with journalists and members of the public by ensuring timely access to critical and relevant information.
Goal #2: Increase and improve program staff efficiency with additional resources.
Student NewsWatch
Goal: Merge Florida Student NewsWatch with the Florida Center for Government Accountability, creating a mutually-beneficial student journalism program that is bolstered by FLCGA’s work and resources, assisting FLCGA with its mission and tasks.
Public Records Vault
Goal: Create a free and publicly accessible Public Records Vault to hold public records obtained by, or on behalf of, FLCGA as well as public records donated by others.
What are the organization's key strategies for making this happen?
Journalism Program
Expand roster of journalists
Expand collaborative relationships with print and broadcast media
Create a diverse team of opinion writers.
Maintain FloridaTrident website
Secure additional funding
Public Access Program
Continue to assess open government issues of statewide concern
Recruit additional cooperating attorneys with open government experience
Recruit a data analyst
Seek a sponsored law school intern
Secure additional funding
Public Records Vault
Create and maintain a DropBox for all records obtained by FLCGA and the Trident
Identify the appropriate platform for housing the Vault
Develop a strategy for obtaining and depositing public records
Identify inherent security and liability issues
Secure funding
What are the organization's capabilities for doing this?
FLCGA has a highly motivated and experienced team working on program development and sustainability and a board of directors devoted to supporting and ensuring the success of FLCGA's future through its fundraising efforts.
FLCGA staff can call on the members of its diverse advisory board for guidance and assistance in all program areas.
FLCGA's executive director has 25+ years of experience in non-profit management and grant writing.
What have they accomplished so far and what's next?
Journalism Program has
Broken a story that upended Florida politics
Been nominated for national awards
Recruited additional freelance reporters
Formalized collaborative relationships with numerous public radio stations, other online news outlets and nonprofits with similar goals
Collaborated with print and online media outlets on reporting stories based on tips received by FLCGA
Developed an enhanced news site live as of February 16, 2024
Public Access Program has
Identified an additional areas of concern regarding access to public records and is prepared to litigate the issues
Continued to make public records requests
Continued to assist citizens and journalists from other media outlets in obtaining public records
Collaborated on a number of major news stories with state and national media outlets
Public Records Vault has
Established a DropBox accessible to anyone wanting access to public records obtained by FLCGA
Financials
Revenue vs. expenses: breakdown
Liquidity in 2023 info
0.00
Months of cash in 2023 info
7.7
Fringe rate in 2023 info
9%
Funding sources info
Assets & liabilities info
Financial data
The Florida Center for Government Accountability Inc
Revenue & expensesFiscal Year: Jan 01 - Dec 31
The Florida Center for Government Accountability Inc
Balance sheetFiscal Year: Jan 01 - Dec 31
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.
The Florida Center for Government Accountability Inc
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
This snapshot of The Florida Center for Government Accountability 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 | 2021 | 2022 | 2023 |
|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $22,379 | $14,794 | $84,722 |
| As % of expenses | 28.1% | 12.3% | 44.9% |
| Unrestricted surplus (deficit) after depreciation | $22,379 | $14,794 | $84,722 |
| As % of expenses | 28.1% | 12.3% | 44.9% |
| Revenue composition info | |||
|---|---|---|---|
| Total revenue (unrestricted & restricted) | $102,076 | $134,900 | $273,592 |
| Total revenue, % change over prior year | 0.0% | 32.2% | 102.8% |
| Program services revenue | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 100.0% | 100.0% | 100.0% |
| Other revenue | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||
|---|---|---|---|
| Total expenses before depreciation | $79,697 | $120,106 | $188,870 |
| Total expenses, % change over prior year | 0.0% | 50.7% | 57.3% |
| Personnel | 23.9% | 49.2% | 69.2% |
| Professional fees | 56.5% | 33.2% | 9.3% |
| Occupancy | 0.0% | 0.0% | 0.0% |
| Interest | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% |
| All other expenses | 19.6% | 17.6% | 21.5% |
| Full cost components (estimated) info | 2021 | 2022 | 2023 |
|---|---|---|---|
| Total expenses (after depreciation) | $79,697 | $120,106 | $188,870 |
| One month of savings | $6,641 | $10,009 | $15,739 |
| Debt principal payment | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 |
| Total full costs (estimated) | $86,338 | $130,115 | $204,609 |
Capital structure indicators
| Liquidity info | 2021 | 2022 | 2023 |
|---|---|---|---|
| Months of cash | 3.4 | 3.7 | 7.7 |
| Months of cash and investments | 3.4 | 3.7 | 7.7 |
| Months of estimated liquid unrestricted net assets | 3.4 | 3.7 | 7.7 |
| Balance sheet composition info | 2021 | 2022 | 2023 |
|---|---|---|---|
| Cash | $22,379 | $37,173 | $121,895 |
| Investments | $0 | $0 | $0 |
| Receivables | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $0 | $0 | $0 |
| Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% |
| Liabilities (as a % of assets) | 0.0% | 0.0% | 0.0% |
| Unrestricted net assets | $22,379 | $37,173 | $121,895 |
| Temporarily restricted net assets | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 |
| Total net assets | $22,379 | $37,173 | $121,895 |
Key data checks
| Key data checks info | 2021 | 2022 | 2023 |
|---|---|---|---|
| Material data errors | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President
Linda Penniman
Linda Penniman was elected to the Naples City Council in 2014 and served 6 years, two as Vice Mayor. While on the City Council she served as the Vice Chair of the Metropolitan Planning Organization for 2 years and Chair of the Collier County Coastal Advisory Committee. Penniman currently serves on the boards of the CalusaWaterkeeper, Naples Art, Neighborhood Clinic, Advisory Committee of WGCU and is Chairing SMARTGROWTHNOW, a group dedicated to fighting runaway growth. Linda and her husband Nick were in the newspaper business their entire working life, he as Publisher of the St. Louis Post Dispatch.
Vice President
Don Lindley
Don is a retired career journalist who was executive editor of several daily newspapers and related websites in Florida and Colorado. He served on the board of Florida’s First Amendment Foundation for 12 years, chaired it for four years and was among the founders of the state’s Sunshine Sunday observance. He also served on the boards of Colorado’s Freedom of Information Coalition and the National FOIC. He’s a graduate of Yale University and Northwestern’s Medill School of Journalism.
Number of employees
Source: IRS Form 990
The Florida Center for Government Accountability Inc
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
The Florida Center for Government Accountability Inc
Board of directorsas of 02/21/2024
Board of directors data
Linda Penniman
Don Lindley
Retired Editor
Term: 2021 - 2025
Diane Roberts
Gilbert King
Doug Wiles
Charlotte Newton
Craig Waters
Board leadership practices
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? No -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicable -
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? Not applicable
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
No data
The organization's co-leader identifies as:
Race & ethnicity
No data
Gender identity
No data
Transgender Identity
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 10/28/2021GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- 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.
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- Email contact information
- Financial trends metrics for five most recent years 2023, 2022, 2021*
- Form 1023 / 1024
- Officer and/or Employee data for 2022, 2021
- Contractor and/or Paid Preparer data for 2023, 2022, 2021
- Board of Directors data for 2024
- *with the ability to download the data for 2023, 2022, 2021
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