Environmental Quality Protection, Beautification
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.
Ms. Teresa A Martinez
710 10th Street, Suite# 200
Golden, CO 80401 USA
Continental Divide Trail
Natural Resource Conservation and Protection (C30)
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This organization is required to file an IRS Form 990 or 990-EZ.
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What are the organization's current programs, how do they measure success, and who do the programs serve?
SOURCE: Self-reported by organization
Stewardship-Embracing the Vision for the CDT. CDTC recognizes the Trail belongs to the American Public and that we have a responsibility to future generations to responsibly manage the Trail’s resources and to place those resources in a sacred trust that will ensure the Trail continues to nurture others the way it has nurtured us. To that end, CDTC is committed to building a non-motorized backcountry Trail and protecting the Trail corridor along the Continental Divide. CDTC serves the Trail through on the ground projects that ensure the Trail is maintained and its corridor is protected in perpetuity. This will be accomplished through advocacy efforts for the Trail with agencies, law makers and the general public; supporting, and inspiring volunteerism for Trail construction and maintenance; communicating the vision and direction of the Trail as a sustainable resource; educating users, volunteers and the general public on the appropriate route and uses of the Trail; cultivating strong partnerships; fundraising to help leverage resources and widen our impact to protect and preserve the CDT; and by encouraging and supporting land protection efforts to acquire the acquisition of the Corridor on private lands to solve some of the Trail’s most challenging connectivity issues.
Building a Strong Trail Community. CDTC formed to establish strong community-based relationships through activities that support the construction, maintenance and support of the CDT. We seek to engage a wide audience of volunteers, supporters, and partners in an on-going process that will inform the work and the priorities of CDTC as the organization evolves. We feel that building stronger local relationships with communities adjacent to the Trail and involving volunteers on the ground is the most powerful way to build our movement and preserve and protect the CDT. This would include municipalities, "gateway communities", state and federal governments, public entities, and tribal communities and governments. While we will always look outward to build a diverse and broad coalition of supporters for the Trail, we will be mindful of our closest allies, including but not limited to; the federal and state agencies whom we depend on for support and guidance, the Trail’s users particularly hikers and equestrians, and the volunteer stewardship organizations along the trail whom have adopted many sections of the CDT as their own and work independently with local land managers to implement projects. CDTC will also seek to establish formal cooperative agreements and strong cooperative relationships with federal and state agency partners. Through building this network of individuals, groups, and local communities, we will build a strong and healthy voice for the CDT that will help promote the Vision for the CDT and ensure it remains a national landmark for generations to come.
Trail Promotion. CDTC seeks to ensure the Trail enjoys a high profile with the public, and to ensure all Trail data and information remain of high quality and easily accessible to the various audiences who desire this information. To this end CDTC will serve as a virtual clearing-house to coordinate information among our partners, both public and private. We will work with various web based and print media outlets to disseminate trail information and data. We will frequently post information on-line to highlight unique areas and opportunities to experience the Trail, provide available resources and services to users, and reach out with general information about the CDT and other National Trail resources. It is our goal to be the hub of accurate, reliable information for the CDT, its partners, and the general recreation and conservation communities. This also includes doing formal and informal presentations to existing and new communities and partners, and producing materials that effectively brand the Trail. Finally, CDTC will also focus on cultivating partnerships with media outlets and other promotional avenues for dissemination of Trail resources, issues impacting the Trail and partner and CDTC activities.
Strengthen CDTC Organizational Effectiveness
CDTC has benefited from consistent communication with stakeholders and various land agencies to develop a secure and diverse trail community. Our collaborative relationships with agencies including USFS, NPS, BLM and State partners have enabled CDTC to expand efforts in completing, protecting and promoting the trail. This is largely due to CDTC's encouragement of appropriate trail use of all types, and this unique community of users has undoubtedly assisted our efforts to work effectively with multiple partners and in a mutually beneficial way. These efficiencies allow CDTC to accomplish many high-priority projects, both on-the-ground and through free online resources available to the public.
Where we workNew!
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?
How will they know if they are making progress?
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
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.
CONTINENTAL DIVIDE TRAIL COALITION
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as of 8/23/2018
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