Florida Association of City Clerks Inc
Nonprofit profile at a glance
- EIN
- 160724856
- IRS 990 coverage
- 2019–2024
- Forms available
- Form 990 2024
- Location
- Tallahassee, FL, USA
- Phone
- 8502229684
- Rating confidence
- Limited
Reported finances
- Revenue
- $392,454
- Expenses
- $430,353
- Assets
- $831,150
- Liabilities
- $103,900
Source: IRS Form 990. Selected filing: tax year 2024. Amounts in USD.
Leadership & pay
11 people listed
Executive titles in this filing
- PATRICIA J BURKE MPA MMC (PRESIDENT)
- ELIZABETH GARCIA-BECKFORD MMC (PRESIDENT - ELECT)
- RENEE BASEL MMC (VICE PRESIDENT)
- ANGIE GUY MMC (IMMEDIATE PAST PRESIDENT)
People named in this filing
- LEANNE WILLIAMS MMC FCRM (NORTHEAST DIRECTOR)
- LESLIE GUYER CMC (NORTHWEST DIRECTOR)
- GWEN PEIRCE MPA CMC (CENTRAL EAST DIRECTOR)
Selected names, not a complete roster or a statement of current roles. Open leadership details for the complete filed list.
Source: IRS Form 990. Selected filing: tax year 2024. Names and roles reflect this filing, not necessarily current officeholders.
Overview
Mission
The objectives of the Florida association of city clerks are to discuss problems of mutual concern, to increase the efficiency of the city clerk's function, to cooperate with and assist all city administrators, to strive for greater educational standards for city clerks, and to gather and disseminate information to improve proceduresand the efficiency of the administration of municipal government.
What it reported doing in 2024
Two professional education academies are hosted each year - one in the fall and one in the summer - affording city clerks in Florida the opportunity to earn education points/hours toward their certified municipal clerk and master municipal clerk designations. This year's fall academy was cancelled and rescheduled in the winter due to a hurricane. These academies offer the attendees a chance to explore common forums and network. Topics this year for the rescheduled fall academy included speaking with confidence and credibility, developing the next generation of leaders, parliamentary procedure, presenting well master class, municipal elections 101, effective business writing, structure and function of local government in Florida, emotional intelligence and strategic communication, and succession planning. Topics this year for the summer academy included legislative update, artificial intelligence in municipal administration, coaching and mentoring strategies to strengthen mental wellness at work, disaster preparedness, Florida's dual office holding law, responding to unique public records requests, land use, chatgpt for city clerks, and cybersecurity leadership and strategy professional education program in city administration.the rescheduled fall academy had 120 attendees and the summer academy had 206 attendees.
Operating model
- Revenue model
- Earned-program. 79% of the money available for current operations came from fees and other program revenue.
- Distribution model
- Cannot be determined from the filing. The filing does not provide enough consistent spending detail to tell whether the nonprofit works directly or through others.
The verdict
- The available evidence is not sufficient to produce an overall rating for this filing. This is not a warning sign.
Rating breakdown
- Financial Efficiency: NotEnoughData
- Transparency & Controls: 90
- Accountability: 76
- Sustainability: 39
- Growth: 60
Detailed rating inputs
Financial Efficiency
- Mission deployment rate: Limited
- Program expense ratio: Limited
- Fundraising efficiency: Limited
Transparency & Controls
- Consistency checks: 100%; rating input score 100; 64th percentile among comparable filings
- Pay-setting controls: Limited
- Foreign activity oversight: Limited
- Grant itemization coverage: Limited
- Major donor itemization: Limited
- Related-party transparency: Limited
Accountability
- Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
- Governance controls: 3 of 7 controls in place; rating input score 43
- Conflict-of-interest policy: Fail
- Whistleblower policy: Fail
- Document-retention policy: Fail
- CEO compensation review process: NotApplicable
- Other executive compensation review process: NotApplicable
- Form 990 shared with the board: Fail
- Board meeting minutes documented: Pass
- Audit committee oversight: Pass
- Independent financial-statement audit: Pass
Sustainability
- Operating margin: -9.7%; rating input score 23; 23rd percentile among comparable filings
- Total-asset coverage ratio: 1.93; rating input score 58; 58th percentile among comparable filings
- Liabilities to assets ratio: 0.13; rating input score 24; 24th percentile among comparable filings
- Officer compensation ratio: 0%; rating input score 69; 69th percentile among comparable filings
Growth
- Program expense growth: Limited
- Revenue growth: 7.2% per year; rating input score 100; 63rd percentile among comparable filings
- Asset growth: 6.8% per year; rating input score 100; 55th percentile among comparable filings
Details
- Where the money goes: Financial trends and filed revenue, expense, asset, and liability detail
- Governance: 11 of 11 board members independent · 3 of 7 filing controls reported
- Programs: 3 filed program accomplishments
- Leadership: top reported pay $0 · 11 people listed
- Consistency: 11 of 11 current checks pass
- Schedules: 2 filed schedules
- Filing history: 6 filing years from 2019 to 2024
- Contacts: How to reach this organization
- Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
- People: Everyone the filings name, and which of them the filings identify by more than a name.
Key Signals
Signals prioritize questions for review. They are not findings of misconduct.
- Moderate — Accountability: Governance controls: 4 of 7 not reported.
- High — Sustainability: Operating margin scored 23/100.
- Review — Sustainability: Total-asset coverage ratio scored 58/100.
- High — Sustainability: Liabilities to assets ratio scored 24/100.