Environmental Quality Protection, Beautification

CONTINENTAL DIVIDE TRAIL COALITION

Golden, CO

Mission

The Continental Divide Trail Coalition's mission is to complete, promote and protect the Continental Divide National Scenic Trail. The CDTC will do this by building a strong and diverse trail community, providing up-to-date information to the public, and encouraging conservation and stewardship of the Trail, its corridor, and surrounding landscapes.

Ruling Year

2012

Director

Ms. Teresa A Martinez

President, CDTC Board of Directors

Bryan Martin

Main Address

710 10th Street, Suite# 200

Golden, CO 80401 USA

Keywords

Continental Divide Trail

EIN

45-5051775

 Number

0306216045

Cause Area (NTEE Code)

Natural Resource Conservation and Protection (C30)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs + Results

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Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Stewardship

Community Engagement

Trail Promotion

Strengthen CDTC Organizational Effectiveness

Where we workNew!

Charting Impact

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

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

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What have and haven't they accomplished so far?

Our goals are to:
o Preserve the Great Divide’s nationally significant scenic, historic, natural and cultural features.
o Encourage people to experience the Trail ,while promoting safe and responsible use.
o Protect and manage the values, features and experiences critical to the Trail Experience and its surrounding lands.

In 2015 the Continental Divide Trail Coalition will continue to pursue activities under all four of its strategic goals – to enhance the stewardship of the CDT, to build a strong community of CDT supporters, to promote the CDT to the broader public, and to strengthen our own organizational effectiveness.

As we deliver services and implement activities along the CDT that are designed to meet our short and long term goals, we will strive to ensure that our actions build and cultivate strong relationships with the agencies, stewardship organizations, funding partners and other stakeholders. We will continue to think regionally in terms of specific strategies and activities, but ensure this regional focus supports our National goals.

CDTC hopes to strengthen and demonstrate our partnership with the Volunteers for Outdoor Colorado, Colorado Trail Foundation, Rocky Mountain Youth Corps, Southwest Conservation Corps, Montana Conservation Corps, New Mexico Volunteers for the Outdoors, and the Montana Wilderness Association. We will continue to work to develop collaborations that respect these efforts, and leverage them in the best way possible to ensure that our services are delivered to the places most in need. We will assist these organizations in developing the appropriate framework to support their long term plans for the CDT. In addition, we will seek to create the resources and implement the activities that are value added to the long term health and betterment of the CDT.

The CDTC’s strategic pillars are:

Stewardship-Embracing the Vision for the CDNST.
Building a Strong Trail Community
Trail Promotion
Organizational Effectiveness

IN 2014: We’ve reached out to and met more than 3,000 people face-to-face, through presentations, awards, and events. And, we’ve upped our presence on-line, with over 6,000 Facebook likes and 350,000 visits to our website. We expanded our Board of Directors, all of whom pay their own way, out of their own pockets, and then give more besides. We now have a diverse, creative, and strong eight-member Board, and dozens more advisors and helpers who chip in at a moment’s notice.

2015 promises to be an even bigger year. We signed a 5- year Memorandum of Understanding with the Forest Service identifying the CDTC as the Lead National Partner working on behalf of the CDT. We will be building 32 miles of Trail in southwestern Colorado. We will be expanding our Trail Adopter Program and our Gateway Community Program. We will be supporting eight different volunteer construction projects, in partnership with Volunteer Outdoors Colorado, the Colorado Trail Foundation, the Colorado Mountain Club, the Backcountry Horsemen of America, and the Student Conservation Corps. We’ll be working with Youth Corps in Montana, Wyoming, Colorado and New Mexico.

1. ENHANCING THE STEWARDSHIP OF THE CDT

Outcome 1: 300 miles of trail is improved, signed, maintained, or constructed by the end of 2015.
Outcome 2: 10 partnerships have been officially recognized and their goals and objectives for the care and stewardship of the trail have been documented by the end of 2015.
Outcome 3: 5 land trusts along the trail have been briefed on the status of the CDT in their service area and how they can assist in the completion of the CDT through their work by the end of 2015.
Outcome 4: Developed and submitted appropriate responses to priority agency project proposals.

2. BUILDING A STRONG COMMUNITY OF CDT SUPPORTERS

Outcome 1: Key partners, agency offices, and community leaders are informed about and engaged in the strategic direction of the CDT and CDTC.
Outcome 2: Strong relationships with partners and individual members are established and/or enhanced.
Outcome 4: Increased understanding of the factors affecting the CDT’s stewardship region to region.
Outcome 5: Members, partners and agency leads have the sense of improved “customer service” from the CDTC on all issues related to the trail.
Outcome 6: Public funding for the CDT at the federal level is secured or enhanced.
3. PROMOTING THE CDT TO THE BROADER PUBLIC

Outcome 1: Individuals are increasing their level of engagement in national, state, and local CDT projects and plans.
Outcome 2: Increased financial support to fund projects and support the CDTC.
4. STRENGTHENING ORGANIZATIONAL EFFECTIVENESS

Outcome 1: More secure and professionally managed organization with proper oversight function being played by a strong board.
Outcome 2: More attractive candidates for board and other leadership positions
Outcome 3: More transparency with our supporters, partners, and the public – instilling the public trust.

Increased boots on the ground, the success of the organization’s launch, an ongoing investment in relationship building and outreach, along with the strategic investment in strong organizational governance and planning paid dividends for CDTC’s fundraising work in 2014. We now have some wonderful stories to tell through a significant number of on-the-ground ambassadors who have benefited from the CDT and are strong supporters of the creation of the CDTC. These stories will continue to be an invaluable resource for us as we continue to build sustainable funding sources for the organization. We are successfully re-establishing ourselves in the trails community, thus ensuring our relevancy to funders. With this success comes the opportunity to demonstrate to our most dedicated supporters that their renewed investment in us will pay off.

At the same time, we continue to face a major challenge in the uncertainty relating to the future funding for the trail. Agency budgets are tightening, state grants funds are drying up, and there is more competition for these scarce resources than ever. Continuing to demonstrate to these funders our plan and our value will be our top priority. Moreover, our board will continue to manage relationships with foundations to properly manage each grant, submit LOIs, and submit proposals. In addition, we will initiate new relationships in our priority geographies and seek out foundation leads for further discussion and development.

In 2014 we implemented a new major donor strategy. We also initiated and successfully completed a second Indiegogo Campaign (https://www.indiegogo.com/projects/the-next-32-miles/x/3212388) The board, in coordination with our partners and advisors developed a fundraising plan for 2014-2015. The plan outlines our strategies to develop the financial support necessary to implement our work plan. The plan also identifies key volunteers responsible for fundraising outreach, cultivation, and closing, as well as, the specific individuals we could find support from. 2014 also saw the growth of our corporate strategy for reaching out to outdoor industry partners. CDTC will continue this effort through attendance at both winter and summer OR shows, as well as further developing the “triple crown” partnership with the Appalachian Trail Conservancy and the Pacific Crest Trail Association. CDTC will strengthen this partnership and hopes to build even more partners in 2015. This program involves giving beyond “in kind” but moving our partners to financial contributions.

External Reviews

Financials

CONTINENTAL DIVIDE TRAIL COALITION

Fiscal year: Jan 01 - Dec 31

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Operations

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

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Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & 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 & 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

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Gender

Race & Ethnicity

Sexual Orientation

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Disability

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Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan