Wakulla County Economic Development Council Inc
Nonprofit profile at a glance
- EIN
- 820768613
- IRS 990 coverage
- 2017–2024
- Forms available
- Form 990 2024
- Location
- Crawfordville, FL, USA
- Phone
- 8509261848
- Rating
- 79
- Verdict
- SUPPORTED
- Rating confidence
- Moderate
- Sector
- Chambers of Commerce & Business Leagues
Reported finances
- Revenue
- $125,558
- Expenses
- $126,435
- Assets
- $76,102
- Liabilities
- $0
Source: IRS Form 990. Selected filing: tax year 2024. Amounts in USD.
Leadership & pay
16 people listed
Executive titles in this filing
- JOHN SHUFF (PRESIDENT)
People named in this filing
- SHELLY BELL (DIRECTOR)
- WALT DIXON (DIRECTOR)
- DAVID EDWARDS (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
Facilitate sustainable economic development and further assist business and commerical interest by leveraging wakulla county's existing and potential resources, which support business creation, attraction, and expansion. To protect and promote wakulla county's unique natural resources and quality of life. Increase the number and quality of developable business sites in wakulla county. Prepare and support the workforce to meet and fill current and new job opportunites. Market wakulla county globally to businesses and visitors. Support civic and governmental organizations to enhance wakulla county's economic well-being. Position wakulla county edc to be a leading voice for economic development.
What it reported doing in 2024
The edc is in contract with wakulla county to employ two edc coordinators via contract labor. Money was collected from wakulla county bocc along with local businesses to fund the coorditors and their task. A coordinator committee was created to manage the roles and funding of these coordinators. The coordinators help market and promote wakulla county to industries and businesses world wide looking to relocate. The coordinator committee advises the coordinators on the needs for wakulla county to help them connect with local businesses to sustain and grow our local economy. Money was received from career source grant and was used to help pay for the marketing cost the coordinators used to advertise wakulla counties commercial land to the world to grow the number of jobs available in wakulla county. Grant was received from duke energy to help provide gas utility to the industrial park of wakulla county.
Operating model
- Revenue model
- Donor-supported. 88% of the money available for current operations came from contributions and gifts.
- Distribution model
- Direct operator. The filing allocates 100% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.
The verdict
SUPPORTED - A large share of available resources goes toward mission work and the filed numbers largely add up. Some filing-based governance responses are negative or unanswered and expenses are high relative to revenue.
Rating breakdown
- Financial Efficiency: 78
- Transparency & Controls: 92
- Accountability: 64
- Sustainability: 43
- Growth: 100
Detailed rating inputs
Financial Efficiency
- Mission deployment rate: 88.5%; rating input score 88
- Program expense ratio: 87.5%; rating input score 87
- 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: Yes; rating input score 100
- Related-party transparency: Limited
Accountability
- Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
- Governance controls: 1 of 7 controls in place; rating input score 14
- 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: Missing
- Independent financial-statement audit: Fail
Sustainability
- Operating margin: -0.7%; rating input score 37; 37th percentile among comparable filings
- Total-asset coverage ratio: 0.6; rating input score 28; 28th percentile among comparable filings
- Liabilities to assets ratio: 0; rating input score 80; 80th percentile among comparable filings
- Officer compensation ratio: 0%; rating input score 69; 69th percentile among comparable filings
Growth
- Program expense growth: 31.6% per year; rating input score 100; 91st percentile among comparable filings
- Revenue growth: 24.1% per year; rating input score 100; 90th percentile among comparable filings
- Asset growth: 3% per year; rating input score 100; 38th percentile among comparable filings
Details
- Where the money goes: 88.5% of revenue deployed · 87.5% of spending went to programs
- Governance: 21 of 21 board members independent · 1 of 7 filing controls reported
- Programs: 1 filed program accomplishment · $111K in reported program spending
- Leadership: top reported pay $0 · 16 people listed
- Consistency: 16 of 16 current checks pass
- Schedules: 2 filed schedules · includes major donors
- Filing history: 8 filing years from 2017 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.
- High — Accountability: Governance controls: 5 of 6 not reported.
- Moderate — Sustainability: Operating margin scored 37/100.
- High — Sustainability: Total-asset coverage ratio scored 28/100.