Florida Wildlife Hospital
Keeping Wildlife Wild
Florida Wildlife Hospital
EIN: 23-7292826
as of October 2024
as of October 15, 2024
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
We are trying to prevent harmful interactions between people and wildlife and aid native wildlife in distress. Many of our patients are harmed by well-meaning people. Others suffer from preventable injuries. It's a tough world out there for wildlife; some of the injuries are caused by the natural cycle of life. No matter the cause, we are here to help Florida native wildlife in need. We place an emphasis on education in order to prevent injuries or harm to wildlife and to people.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Wildlife Rehabilitation
Raising orphans, caring for sick and injured Florida native wildlife, preparing patients for life back in the wild and releasing them again.
Volunteer Program
We have a diverse volunteer core. Our volunteers range from high school students (16 years old and up) to retirees. Volunteer opportunities range from cleaning laundry, dishes, and floors to animal care, maintenance work, data entry, customer service and fundraising. There's a job for everyone here. In 2019, our volunteers clocked nearly 15,000 hours.
Outreach and Education
We provide education programs for school groups and retirement communities and everywhere in between. We also attend local festivals and events. In 2019, we began a partnership with a local town, doing worker safety training and programs for residents. Most programs include a visit from one or more of our ambassador animals.
Where we work
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Total dollars of operating costs per animal per day
This metric is no longer tracked.Totals By Year
Related Program
Wildlife Rehabilitation
Type of Metric
Output - describing our activities and reach
Direction of Success
Decreasing
Context Notes
This amount is simply the total expenses per year divided by the number of patients per year. It will vary significantly from animal to animal, depending on the length of stay and the type of animal.
Total number of volunteer hours contributed to the organization
This metric is no longer tracked.Totals By Year
Population(s) Served
Older adults, Young adults, Adolescents
Related Program
Volunteer Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
We had 147 active volunteers in 2023.
Number of public events held to further mission
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth, Economically disadvantaged people, At-risk youth
Related Program
Outreach and Education
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
6,253 people attended our outreach events.
Number of donors retained
This metric is no longer tracked.Totals By Year
Related Program
Wildlife Rehabilitation
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
Context Notes
Based on percentages of donors retained from previous year. Considering the current economy, we are pleased with this number.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn 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?
The Florida Wildlife Hospital's mission is to keep wildlife wild by providing quality, compassionate care.
- Our primary goal is to have healthy wildlife populations in our communities and to prevent the suffering of animals who have found themselves in harm's way.
- Our secondary goal is help residents and visitors appreciate and value wildlife in their neighborhoods.
- Our third goal is to provide rewarding and valuable volunteer opportunities to anyone from high school students to retired adults
What are the organization's key strategies for making this happen?
Our guiding principles to help us reach our goals:
- Providing quality care through networking, continued education, and medical
advancements.
- Releasing only mentally and physically “sound” native Florida wildlife that
can positively contribute to the ecosystem in their intended way.
- Acting as the front lines for disease detection, treatment, and prevention.
- Empowering our community through education to protect native Florida
wildlife and their natural environment.
- Providing a place to give back through volunteering and donations.
- Providing internships to engage the younger generations ensuring continued
success of the wildlife rehabilitation field.
- Conducting business in a sustainable and environmentally friendly fashion.
What are the organization's capabilities for doing this?
- We are the only facility of its kind in the area and our mission began in 1973. Our business is centrally located and easy to find.
- Our passionate and dedicated staff shares their knowledge with each other and volunteers. They participate in educational opportunities to better themselves and the FWH.
- We partner with the Brevard Zoo with assistance from their two board certified veterinarians and a veterinary intern.
- We work closely with Florida Fish and Wildlife Conservation Commission, Brevard County Sheriff's Office Animal Services, and the Humane Society of Vero Beach & Indian River County.
- Our volunteer program is always evolving to better serve our volunteers and our patients. Volunteers assist in every aspect of hospital operations, including animal care and education.
- Our donor base continues to increase due to new, more robust donor software, utilizing social and traditional media to tell our story.
- FWH is a member of the Melbourne Chamber of Commerce and Space Coast League of Cities, affording us the opportunity to more widely share our mission in the community.
What have they accomplished so far and what's next?
Progress so far:
- FWH routinely receives traditional thank you notes often accompanied by a donation.
- FWH routinely receives positive comments on social media; the very few negative comments are personally responded to by the Director.
- FWH has been the subject of numerous radio reports and news articles. All have been in a positive light and with the goal of educating the public.
- Host annual events such as our annual 5K Running Wild Event and Hoot in the Park.
- Increased requests for educational programs (both in-person and virtual).
- Implemented a legacy giving program.
What's next:
- Continue to take care of our patients, staff, and volunteers.
- Protect and secure our property and resources.
- Facilities expansion: Increase patient holding spaces outside and hospital square footage.
- Strengthen our monthly membership program and increase financial support.
- Strengthen our marketing strategy.
- Expand our Board of Directors.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
128.90
Months of cash in 2023 info
33.1
Fringe rate in 2023 info
9%
Funding sources info
Assets & liabilities info
Financial data
Florida Wildlife Hospital
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.
Fiscal Year: Jan 01 - Dec 31
This snapshot of Florida Wildlife Hospital’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.
Created in partnership with
Business model indicators
Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $172,969 | $348,178 | $222,770 | $100,843 | $45,640 |
As % of expenses | 43.4% | 80.4% | 43.9% | 16.4% | 6.2% |
Unrestricted surplus (deficit) after depreciation | $117,634 | $318,009 | $154,535 | $57,604 | -$20,392 |
As % of expenses | 25.9% | 68.6% | 26.8% | 8.8% | -2.5% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $569,718 | $778,604 | $714,393 | $730,955 | $2,179,958 |
Total revenue, % change over prior year | 49.4% | 36.7% | -8.2% | 2.3% | 198.2% |
Program services revenue | 1.3% | 0.2% | 0.1% | 2.0% | 0.5% |
Membership dues | 13.0% | 14.2% | 16.8% | 18.8% | 0.0% |
Investment income | 0.1% | 0.2% | 0.6% | 0.8% | 0.8% |
Government grants | 1.2% | 1.3% | 15.3% | 0.0% | 0.0% |
All other grants and contributions | 84.3% | 84.0% | 67.1% | 86.7% | 94.2% |
Other revenue | 0.0% | 0.1% | 0.1% | -8.4% | 4.5% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $398,387 | $433,276 | $507,531 | $614,869 | $737,343 |
Total expenses, % change over prior year | 4.9% | 8.8% | 17.1% | 21.1% | 19.9% |
Personnel | 60.2% | 63.4% | 66.5% | 71.2% | 64.2% |
Professional fees | 4.9% | 4.8% | 4.3% | 4.3% | 5.0% |
Occupancy | 6.3% | 5.4% | 6.5% | 4.9% | 4.9% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 28.6% | 26.3% | 22.6% | 19.6% | 25.8% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $453,722 | $463,445 | $575,766 | $658,108 | $803,375 |
One month of savings | $33,199 | $36,106 | $42,294 | $51,239 | $61,445 |
Debt principal payment | $15,260 | $0 | $0 | $0 | $0 |
Fixed asset additions | $98,388 | $79,339 | $0 | $72,040 | $146,771 |
Total full costs (estimated) | $600,569 | $578,890 | $618,060 | $781,387 | $1,011,591 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 7.1 | 15.3 | 16.4 | 14.3 | 33.1 |
Months of cash and investments | 7.1 | 15.3 | 16.4 | 14.3 | 33.1 |
Months of estimated liquid unrestricted net assets | 7.0 | 13.9 | 16.5 | 14.2 | 10.2 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $235,918 | $551,035 | $695,616 | $734,440 | $2,032,423 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $0 | $0 | $0 | $0 | $0 |
Gross land, buildings, equipment (LBE) | $890,685 | $970,024 | $995,945 | $1,067,987 | $1,214,758 |
Accumulated depreciation (as a % of LBE) | 46.5% | 45.8% | 51.4% | 52.0% | 51.2% |
Liabilities (as a % of assets) | 1.1% | 5.0% | 0.2% | 1.0% | 0.6% |
Unrestricted net assets | $708,206 | $1,026,215 | $1,180,750 | $1,238,354 | $1,217,962 |
Temporarily restricted net assets | N/A | N/A | N/A | N/A | N/A |
Permanently restricted net assets | N/A | N/A | N/A | N/A | N/A |
Total restricted net assets | $0 | $0 | $0 | $15,243 | $1,412,218 |
Total net assets | $708,206 | $1,026,215 | $1,180,750 | $1,253,597 | $2,630,180 |
Key data checks
Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
executive director
Tracy Frampton
Tracy worked for 28 years in AZA zoos. She spent most of her tenure as a zookeeper but worked as an animal registrar and a conservation coordinator. She cared for species ranging from spiders to elephants. She also lead butterfly surveys and carried out Florida Scrub-jay translocations and cared for a critically endangered rodent species and help reintroduce them back into the wild.
Number of employees
Source: IRS Form 990
Florida Wildlife Hospital
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Florida Wildlife Hospital
Board of directorsas of 10/23/2024
Board of directors data
Josie Quiroz
FWH
Term: 2019 - 2023
Josie Quiroz
Daniela Goyer
Herndon Solutions Group
Donna McGill
retired
Stephen Long
Animal Medical Clinic
Lali DeRosier
Holy Trinity Episcopal Academy
Eileen Olejarski
ONE Sotheby;s International Realty
Jo Faden
retired
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
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? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
No data
Equity strategies
Last updated: 03/04/2021GuideStar 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 review compensation data across the organization (and by staff levels) to identify disparities by race.
- 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 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 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.