Florida Wildlife Corridor Foundation, Inc.
Florida Wildlife Corridor Foundation, Inc.
EIN: 20-1822793
Mission
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
2007
Chief Executive Officer
Ms. Mallory Lykes Dimmitt
Main address
2606 Fairfield Ave S, Building 7
St. Petersburg, FL 33712 USA
Formerly known as
Legacy Institute for Nature and Culture
EIN
20-1822793
Arts and culture
Environment
Natural resources
Population served
Adolescents
Adults
Students
Teachers
Researchers
NTEE code
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
Communication
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
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.
Florida Wildlife Corridor Annual Summit
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.
Florida Wildlife Corridor Mural Campaign
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.
Zoo Installation Collaboration
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.
Where we work
External reviews
Videos
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?
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
What are the organization's key strategies for making this happen?
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
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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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.
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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),
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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,
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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.
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With whom is the organization sharing feedback?
Our staff,
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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.
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Which of the following feedback practices does your organization routinely carry out?
We don’t use any of these practices,
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback,
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2019 info
177.11
Months of cash in 2019 info
48.6
Fringe rate in 2019 info
11%
Funding sources info
Assets & liabilities info
Florida Wildlife Corridor Foundation, Inc.
Revenue & expensesFiscal Year: Aug 01 - Dec 31
SOURCE: IRS Form 990
Florida Wildlife Corridor Foundation, Inc.
Balance sheetFiscal 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: 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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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 |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
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 employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Florida Wildlife Corridor Foundation, Inc.
Board of directorsas of 03/15/2023
Board of directors data
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
Cadence
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
WUSF
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 ? 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
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
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 08/26/2022GuideStar 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.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
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- Letter of Determination
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- Contractor and/or Paid Preparer data for 2019, 2019, 2018
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