Florida Wildlife Corridor Foundation, Inc.

aka Florida Wildlife Corridor   |   St. Petersburg, FL   |
GuideStar Charity Check

Florida Wildlife Corridor Foundation, Inc.

EIN: 20-1822793


Our Mission is to champion a collaborative campaign to permanently connect, protect and restore the Florida Wildlife Corridor. We are a unifying voice that provides a window into wild Florida. We seek landscape-scale conservation through high quality, impactful, and authentic storytelling. We partner with organizations and individuals nearly as diverse as the wildlife we aim to protect. Though many don’t yet know it, Florida’s long term economic prosperity and quality of life depends on a healthy and sustainable ecosystem. Using a science-based approach, on-the-ground knowledge of the Corridor, and the support of thousands of followers throughout the state and nation, we work to identify and elevate the most pressing threats and opportunities facing the Corridor.

Notes from the nonprofit

The Florida Wildlife Corridor is a connected wild area that ensures the long-term survival of many native species, as well as the health of our waters and Florida’s rural way of life. Without long-term protection, significant portions of the Florida Wildlife Corridor are at risk of fragmentation - either by roads or other development. Fragmenting the Corridor threatens the ability of wildlife to travel, restricts breeding opportunities and ultimately harms plant and animal communities. Fragmentation would also be detrimental to Florida’s fresh water resources. We have a fleeting opportunity to keep natural and rural landscapes connected in order to protect the waters that sustain us, the working farms and ranches that feed us, the forests that clean our air, the coastal zones that protect us from storms and the habitat that all of these lands provide for Florida’s diverse wildlife.

Ruling year info


Chief Executive Officer

Ms. Mallory Lykes Dimmitt

Main address

2606 Fairfield Ave S, Building 7

St. Petersburg, FL 33712 USA

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Formerly known as

Legacy Institute for Nature and Culture



Subject area info

Arts and culture


Natural resources

Population served info






Show more populations served

NTEE code info

Fund Raising and/or Fund Distribution (A12)

Natural Resource Conservation and Protection (C30)

Alliance/Advocacy Organizations (C01)

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


Programs and results

What we aim to solve

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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?

2023 Florida Wildlife Corridor Expedition

Our expeditions and subsequent films involve unique treks to tell the story of the importance of connecting, protecting and restoring the Florida Wildlife Corridor. These Expeditions include a robust media campaign to share the Corridor concept and vision and highlight the real time tension in at-risk areas (“bottlenecks”) in the Corridor where development or fragmentation could permanently sever the habitat connection. Each expedition we embark on has been tailored to a unique landscape within the Corridor. We capture the journey of each expedition to share stories of wild Florida with the public with the goal of raising visibility of the critical mission of connecting, protecting and restoring the Florida Wildlife Corridor that will benefit generations of Floridians to come.

Population(s) Served

The annual Summit brings together stakeholders from across the state, from ridge to reef, engaging state and federal leaders to brainstorm about scaling of our collective efforts to accelerate success. The Summit will broaden the tent of supporters and create a collaborative environment for corridor connectivity implementation. This event will bring together stakeholders from across the state and will include opportunities to interact with local, state and federal policy makers. The Summit will engage a wide variety of partners and will facilitate conversation, innovation and planning that will result in concrete, actionable steps to protect the Corridor.

Population(s) Served

The Florida Wildlife Corridor plans to “go wild” by artistically promoting towns within and adjacent to the Corridor by embarking upon a mural campaign. We will design and create a series of fifty beautiful murals to be painted in fifty towns throughout the state up and down the corridor to promote the connection, protection and restoration of wild Florida. The goal is to create milepost destinations for visitors and citizens alike, in highly visible, well trafficked areas. Other than the donation of the use of the wall itself, there will be no cost to the towns or property owners.

Population(s) Served

We’re carving a unique path and creating a model for Zoos, festivals, and conserved land partners across Florida to easily collaborate with us on large-scale public facing exhibits. As the geographic Florida Wildlife Corridor gains in popularity, there has been a growing interest from zoos to engage with organizations that work to protect this geography. This enthusiasm is leveraged through the creation of exhibits that tell the stories of the Corridor with the inspiration and curiosity of an exploring scientist. As a visitor walks through the exhibits, they feel as if a scientist has opened up their field journal to share the secret wonders of wild Florida.

Population(s) Served

Where we work

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.

Thriving Foundation- with a meaningful, congruent culture breeds employee engagement, increases productivity, and accelerates our mission. Goal-oriented actions and initiatives drive us to stay focused on and accomplish our strategic priorities. We value a sense of belonging, inclusivity, and diversity of race, wealth, education, life-experiences, and we clearly reflect diversity in our messaging and actions. We achieve sustainable and diversified revenue streams to support a thriving foundation and our mission.
Goal 1: Build an intentional culture that attracts and retains top talent and makes decisions strategically
Goal 2: Establish sustainable and diversified funding and people to support the Foundation’s operations, goals and programs
Advancing Conservation of Connections at Risk- The Foundation elevates high priority areas among the Corridor’s hotspots and bottlenecks that are most at risk of conversion by 2030. We engage our statewide network to identify and tackle problems at the local level and inspire innovation within these critical areas to accelerate conservation and achieve lasting impact at the Corridor scale.
Goal 1: Cultivate adoption of the Horizon 1 concept of urgency and ecological prioritization to increase ownership and action at the local and regional level
Goal 2: Foster collective organizational & legislative investment in the Corridor through contextual positioning and activities that support strategic and impactful conservation decision making to protect priority areas.
Goal 3: Create a Big Tent for creative thinking and problem solving that builds partner relationships, trust, and enactment of high-priority Corridor projects
Goal 4: Shift the focus and activities of Corridor-conscious organizations to H1 landscapes
Corridor Sense of Place- Through a recognizable Corridor icon and common Corridor language, the Corridor is visibly identified at all places of intersection. By making the signage, maps and related branded content accessible and available in many forms, conserved lands, businesses, communities, landowners, and developers take pride in their place in the Corridor and are enhanced by their association with the Corridor.
Goal 1: Raise awareness of location within the geography and the importance of connectedness
Goal 2: Create deeper engagement and exploration of the Corridor by enhancing digital offerings
Scaled Storytelling-We build a sense of pride and connection with local and regional decision makers where we need it most. Shift to high-priority regional and scaled storytelling and education allows additional champions to emerge, drives new sources of energy, creativity, talent that sustain and grow awareness of priority landscapes.
Goal 1: Empower others to tell Corridor stories
Goal 2: Develop stories around, within identified priority areas and communities to create awareness and pride
Goal 3: Advance the impact of our mission through communications and programming

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 shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    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, To understand people's needs and how we can help them achieve their goals,

  • What significant change resulted from feedback?

    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.

  • With whom is the organization sharing feedback?

    Our staff,

  • How has asking for feedback from the people you serve changed your relationship?

    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.

  • Which of the following feedback practices does your organization routinely carry out?

    We don’t use any of these practices,

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback,


Florida Wildlife Corridor Foundation, Inc.
Fiscal year: Aug 01 - Dec 31

Revenue vs. expenses:  breakdown

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

Liquidity in 2019 info

SOURCE: IRS Form 990


Average of 16740.04 over 6 years

Months of cash in 2019 info

SOURCE: IRS Form 990


Average of 13.8 over 6 years

Fringe rate in 2019 info

SOURCE: IRS Form 990


Average of 12% over 6 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

Source: IRS Form 990 info

Florida Wildlife Corridor Foundation, Inc.

Revenue & expenses

Fiscal Year: Aug 01 - Dec 31

SOURCE: IRS Form 990

Fiscal year ending: cloud_download Download Data

Florida Wildlife Corridor Foundation, Inc.

Balance sheet

Fiscal Year: Aug 01 - Dec 31

SOURCE: IRS Form 990

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 Corridor Foundation, Inc.

Financial trends analysis Glossary & formula definitions

Fiscal Year: Aug 01 - Jul 31

SOURCE: IRS Form 990

This snapshot of Florida Wildlife Corridor Foundation, 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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* This organization changed its fiscal year accounting period in 2019. Please refer to its 2019 990s for more information.

Business model indicators

Profitability info 2015 2016 2017 2018 2019 *
Unrestricted surplus (deficit) before depreciation $47,973 $17,556 $26,561 $204,456 $695,483
As % of expenses 12.2% 6.7% 15.4% 58.0% 195.6%
Unrestricted surplus (deficit) after depreciation $47,731 $17,556 $26,561 $204,456 $695,483
As % of expenses 12.2% 6.7% 15.4% 58.0% 195.6%
Revenue composition info
Total revenue (unrestricted & restricted) $440,269 $278,493 $198,782 $556,983 $1,046,441
Total revenue, % change over prior year 0.0% -36.7% -28.6% 180.2% 87.9%
Program services revenue 16.4% 40.0% 14.7% 21.0% 18.4%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.0% 0.7%
Government grants 46.6% 0.0% 0.0% 0.0% 0.0%
All other grants and contributions 37.0% 60.0% 85.3% 79.0% 80.8%
Other revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $391,633 $260,937 $172,460 $352,285 $355,566
Total expenses, % change over prior year 0.0% -33.4% -33.9% 104.3% 0.9%
Personnel 34.3% 52.7% 55.8% 25.5% 14.7%
Professional fees 64.6% 38.1% 32.4% 13.8% 16.3%
Occupancy 0.0% 0.0% 3.5% 1.3% 1.3%
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 1.1% 9.1% 8.3% 59.4% 67.7%
Full cost components (estimated) info 2015 2016 2017 2018 2019
Total expenses (after depreciation) $391,875 $260,937 $172,460 $352,285 $355,566
One month of savings $32,636 $21,745 $14,372 $29,357 $29,631
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $424,511 $282,682 $186,832 $381,642 $385,197

Capital structure indicators

Liquidity info 2015 2016 2017 2018 2019
Months of cash 1.8 3.0 6.6 10.3 12.4
Months of cash and investments 1.8 3.0 6.6 10.3 33.6
Months of estimated liquid unrestricted net assets 1.6 3.2 6.6 10.2 33.6
Balance sheet composition info 2015 2016 2017 2018 2019
Cash $58,633 $66,086 $94,943 $301,987 $366,967
Investments $0 $0 $0 $0 $628,148
Receivables -$7,578 $2,588 $0 $0 $0
Gross land, buildings, equipment (LBE) $9,183 $9,183 $9,183 $9,183 $9,183
Accumulated depreciation (as a % of LBE) 100.0% 100.0% 100.0% 100.0% 100.0%
Liabilities (as a % of assets) 0.0% 0.1% 0.0% 0.8% 0.0%
Unrestricted net assets $51,055 $68,611 $95,172 $299,628 $995,111
Temporarily restricted net assets $0 $0 $0 $0 $0
Permanently restricted net assets $0 $0 $0 $0 $0
Total restricted net assets $0 $0 $0 $0 $0
Total net assets $51,055 $68,611 $95,172 $299,628 $995,111

Key data checks

Key data checks info 2015 2016 2017 2018 2019
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

Chief Executive Officer

Ms. Mallory Lykes Dimmitt

Mallory Dimmitt is the inaugural CEO of the Corridor Coalition and former Vice President of Strategic Development for Lykes Bros. Inc., a fifth-generation family-owned agribusiness based in Florida. Previously, Mallory led The Nature Conservancy’s Colorado Plateau Initiative from Telluride, Colorado, assessing large-scale conservation opportunities in a four-state region of the West, and prior to that directed the Southwest Colorado Project for the Conservancy’s Colorado Chapter. She has served as a member of Telluride’s Town Council and has worked with local, regional, state, and federal agencies and organizations on natural resource issues. Mallory earned her B.S. in Natural Resources from the University of the South in Sewanee, Tennessee. She was awarded a Doris Duke Conservation Fellowship at Duke University’s Nicholas School of Environment, where she earned a Masters of Environmental Management (MEM) in Environmental Economics and Policy.

Number of employees

Source: IRS Form 990

Florida Wildlife Corridor Foundation, Inc.

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

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 Corridor Foundation, Inc.

Board of directors
as of 03/15/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

PJ Marinelli

Riverglades Family Offices

Term: 2023 - 2024

Amanda Moore

National Wildlife Federation

Chad Rischar

DRMP, Inc.

Oscar Anderson

The Southern Group

Tiffany Busby

Wildwood Consulting

Gage Couch


Kimberly Davis Reyher

Coalition to Restore Coastal Louisiana

Maurice Pearson

MSE Group

Lynn Cherry

Carpe Diem Community Solutions

Blake Poole

Bernstein Private Wealth Management

Arnie Bellini

Bellini Better World

Scott Nolan


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 ? No
  • 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? No
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 2/1/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation


We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 08/26/2022

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

  • 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.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.