PLATINUM2023

Florida Wildlife Hospital

Keeping Wildlife Wild

aka FWH   |   Melbourne, FL   |  www.floridawildlifehospital.org
GuideStar Charity Check

Florida Wildlife Hospital

EIN: 23-7292826


Mission

Florida Wildlife Hospital is open 365 days a year to admit native Florida wildlife. On average, 5,000 animals are admitted per year and there is never a charge for patient care. Our mission is to keep wildlife wild by providing quality, compassionate care. We support this mission by focusing on: • 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 • And more

Notes from the nonprofit

Our Board recruitment process has evolved into becoming more inclusive of our community, less about individuals who are experts in animal care and more about people who have expertise and influence that will lead the organization to long term sustainability.

Ruling year info

1974

executive director

Tracy Frampton

Main address

4560 N. U.S. Highway 1

Melbourne, FL 32935 USA

Show more contact info

EIN

23-7292826

Subject area info

Wildlife biodiversity

Animal welfare

Veterinary medicine

Safety education

Population served info

Adults

NTEE code info

Wildlife Preservation/Protection (D30)

Animal Protection and Welfare (includes Humane Societies and SPCAs) (D20)

Safety Education (M40)

What we aim to solve

SOURCE: Self-reported by organization

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

SOURCE: Self-reported by organization

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.

Population(s) Served
Adults

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.

Population(s) Served
Adults

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.

Population(s) Served
Adults
Children and youth

Where we work

Our results

SOURCE: Self-reported by organization

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

Increasing

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 are back to pre-COVID volunteer participation.

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

Totals are for individual programs performed, not quantity of people attending each event. Getting back to pre-COVID numbers.

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

Increasing

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

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

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

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.

- 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.

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

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • 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

  • 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

  • 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

Florida Wildlife Hospital
Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

55.22

Average of 85.98 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

14.3

Average of 8.1 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

9%

Average of 10% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Florida Wildlife Hospital

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Florida Wildlife Hospital

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Florida Wildlife Hospital

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

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.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $1,542 $172,969 $348,178 $222,770 $100,843
As % of expenses 0.4% 43.4% 80.4% 43.9% 16.4%
Unrestricted surplus (deficit) after depreciation -$28,608 $117,634 $318,009 $154,535 $57,604
As % of expenses -7.0% 25.9% 68.6% 26.8% 8.8%
Revenue composition info
Total revenue (unrestricted & restricted) $381,266 $569,718 $778,604 $714,393 $730,955
Total revenue, % change over prior year -25.3% 49.4% 36.7% -8.2% 2.3%
Program services revenue 1.3% 1.3% 0.2% 0.1% 2.0%
Membership dues 19.6% 13.0% 14.2% 16.8% 18.8%
Investment income 0.2% 0.1% 0.2% 0.6% 0.8%
Government grants 0.0% 1.2% 1.3% 15.3% 0.0%
All other grants and contributions 78.8% 84.3% 84.0% 67.1% 86.7%
Other revenue 0.1% 0.0% 0.1% 0.1% -8.4%
Expense composition info
Total expenses before depreciation $379,724 $398,387 $433,276 $507,531 $614,869
Total expenses, % change over prior year 10.6% 4.9% 8.8% 17.1% 21.1%
Personnel 63.1% 60.2% 63.4% 66.5% 71.2%
Professional fees 3.5% 4.9% 4.8% 4.3% 4.3%
Occupancy 5.5% 6.3% 5.4% 6.5% 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 27.8% 28.6% 26.3% 22.6% 19.6%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $409,874 $453,722 $463,445 $575,766 $658,108
One month of savings $31,644 $33,199 $36,106 $42,294 $51,239
Debt principal payment $0 $15,260 $0 $0 $0
Fixed asset additions $62,060 $98,388 $79,339 $0 $72,040
Total full costs (estimated) $503,578 $600,569 $578,890 $618,060 $781,387

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 5.6 7.1 15.3 16.4 14.3
Months of cash and investments 5.6 7.1 15.3 16.4 14.3
Months of estimated liquid unrestricted net assets 5.0 7.0 13.9 16.5 14.2
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $176,984 $235,918 $551,035 $695,616 $734,440
Investments $0 $0 $0 $0 $0
Receivables $0 $0 $0 $0 $0
Gross land, buildings, equipment (LBE) $792,294 $890,685 $970,024 $995,945 $1,067,987
Accumulated depreciation (as a % of LBE) 45.3% 46.5% 45.8% 51.4% 52.0%
Liabilities (as a % of assets) 3.3% 1.1% 5.0% 0.2% 1.0%
Unrestricted net assets $590,572 $708,206 $1,026,215 $1,180,750 $1,238,354
Temporarily restricted net assets $0 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $0 $0 $0 $0 $15,243
Total net assets $590,572 $708,206 $1,026,215 $1,180,750 $1,253,597

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

The people, governance practices, and partners that make the organization tick.

Documents
Form 1023/1024 is not available for this organization

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 employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Florida Wildlife Hospital

Board of directors
as of 12/13/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

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

SOURCE: Self-reported by organization

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? 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

SOURCE: Self-reported; last updated 3/1/2023

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
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

No data

Equity strategies

Last updated: 03/04/2021

GuideStar 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

Data
  • 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.
Policies and processes
  • 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.