Idaho Trails Association

Keeping Idaho's hiking trails open for all!

GuideStar Charity Check

Idaho Trails Association

EIN: 36-4667290


Idaho Trails Association works to keep Idaho's hiking trails open for all.

Notes from the nonprofit

ITA is a small non-profit focused on our on-the-ground work of stewarding Idaho's public hiking trails and offering diverse opportunities for volunteers to participate in trail maintenance projects. The budget/expenditures breakdown is an estimate of time spent on administrative tasks and fundraising- the bulk of our funds support actual trail project/program work, even by the Executive Director.

Ruling year info


Executive Director

Melanie Vining

Main address

PO Box 165

Boise, ID 83701 USA

Show more contact info



Subject area info

Land resources

Environmental education

Community recreation

Hiking and walking

Population served info



NTEE code info

Parks and Playgrounds (N32)

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



Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Idaho is home to 10,000 miles of non-motorized trails, but only roughly 30% are maintained to standard. ITA wants to help change that for the better.

Our programs

SOURCE: Self-reported by organization

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

Youth Trail Projects

ITA organizes volunteer trail projects for youth ages 14 through 18. These weeklong projects focus on teaching youth trail maintenance skills using traditional tools, teamwork, and public land stewardship in a backcountry environment. We welcome all youth!

Population(s) Served

These projects aim to promote a fun and empowering environment for all female-identifying persons to come and learn or continue honing their trail maintenance skills.

Population(s) Served

ITA plans trail maintenance projects all over the state and recruits volunteers to join. Projects range from single day to week-long trips.

Population(s) Served
Children and youth

Volunteers spend a week hiking trails in the Wilderness to collect data about trail conditions for Land Managers.

Population(s) Served

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of free participants on field trips

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

Total number of volunteers participating in a trail project (note: number counts volunteers per trip,; some people may have been on more than one trip, so were counted twice)

Total number of fields trips

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

Trail projects range from one day to one week in length.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

Idaho Trails Association's mission is keeping Idaho's hiking trails open for all.

Goal 1: Improve ITA procedures, processes, and practices to facilitate continued safe, high quality and efficient work.

Goal 2: Increase the hours of time spent by ITA staff and volunteers on the maintenance and construction of hiking trails in Idaho.

Goal 3: Increase the annual income, allowing ITA to continue to expand the amount of work done each year on Idaho’s hiking trails and to fund the Executive Director, Trails Program Director, and Communications Director positions as full-time.

Goal 4: Increase the number of ITA members and volunteers to expand trail work and stewardship activities and to improve financial sustainability.

Goal 5: Raise public awareness of ITA’s work and establish ITA as a leader in stewardship of non-motorized trails.

Strategies, by Goal
a) Determine which written policies, procedures, and practices are critical to the success of how we plan, conduct, manage, and provide oversight of our work.
b) Assess the effectiveness of critical policies, procedures, and practices and identify those that need improvement.
c) Develop, revise, replace all policies, practices, procedures that must be improved.
Goal 2
a) Annually issue Trail Project Work Plan that identifies where and when ITA will be doing trail maintenance or construction work during the coming fieldwork season.
b) Increase the geographic diversity of our project work throughout the state.
c) Increase the pool of trained crew leaders and of volunteers
e) Increase the hours of work done by ITA 15% per year.
Goal 3
a) Issue an annual operating budget to project, monitor, and manage expenditures and income.
b) Implement an annual fundraising plan to identify, prioritize, and track grants and other income opportunities at the national, state, and local levels.
c) Assess the need for additional staff to help develop and implement the fundraising plan.
d) Build and expand relationships with businesses, foundations, and other sources of funding across the state, region, and nation.
e) Expand ITA’s capabilities in identifying and pursuing fundraising opportunities.
f) Increase, on a three-year rolling average, annual income by 10% per year.
Goal 4
a) Implement an Outreach and Communications Program that will seek and recruit new ITA volunteers while retaining existing volunteers for trail work.
b) Continue to develop ITA Youth Program that will provide opportunities for youth to participate in trail projects. Form a Youth Committee to include youth giving input on trips and the program.
c) Clearly and consistently communicate with members, volunteers, subscribers, and other trail users to increase participation in trail projects and deepen their relationship to and passion for our mission.
d) Maintain and improve the quality of our work through volunteer leader training at Crew Leader Education and Mentoring (CLEM, fka Crew Leader College) every year.
e) Identify and pursue opportunities to increase the number and diversity of volunteers for trail projects. Such opportunities may include partnerships with corporations, other non-profit organizations, women’s organizations, or other outdoor recreation groups.
f) Actively seek feedback from all trail project volunteers and use this feedback to correct problems and enhance success.
g) Establish and nurture relationships with supporters in every region of Idaho.
h) Conduct periodic membership drives to increase membership numbers.
Goal 5
a) Develop and implement an Outreach and Communications Plan, updated annually, that includes our diverse audiences of members, volunteers, land managers, and potential funders.
b) Attend meetings, symposia, fairs, etc
c) Continue to build relationships with land managers and partner stewardship

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback


Idaho Trails Association
Fiscal year: Oct 01 - Sep 30

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2023 info

SOURCE: IRS Form 990


Average of 19.15 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990


Average of -76.2 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990


Average of 4% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Idaho Trails Association

Revenue & expenses

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Idaho Trails Association

Balance sheet

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Idaho Trails Association

Financial trends analysis Glossary & formula definitions

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

This snapshot of Idaho Trails Association’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.

Created in partnership with

Business model indicators

Profitability info 2014 2015 2021 2022 2023
Unrestricted surplus (deficit) before depreciation $10,345 $8,532 $83,726 $73,322 $93,487
As % of expenses 146.4% 0.0% 37.9% 32.2% 34.3%
Unrestricted surplus (deficit) after depreciation $9,723 $7,910 $82,436 $71,905 $91,711
As % of expenses 126.4% 0.0% 37.1% 31.4% 33.4%
Revenue composition info
Total revenue (unrestricted & restricted) $17,413 $30,449 $304,789 $301,171 $365,995
Total revenue, % change over prior year -0.8% 74.9% 0.0% -1.2% 21.5%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 6.1% 10.4% 19.4% 30.1% 29.5%
Investment income 0.1% 0.2% 0.1% 0.1% 0.1%
Government grants 0.0% 13.9% 26.5% 29.9% 43.6%
All other grants and contributions 93.9% 75.7% 54.1% 39.9% 26.7%
Other revenue 0.0% 0.0% 0.0% 0.1% 0.1%
Expense composition info
Total expenses before depreciation $7,068 -$622 $221,063 $227,849 $272,508
Total expenses, % change over prior year -35.9% -108.8% 0.0% 3.1% 19.6%
Personnel 0.0% 0.0% 67.0% 60.7% 64.8%
Professional fees 22.8% -1601.3% 9.1% 13.3% 14.1%
Occupancy 0.0% -40.2% 0.2% 0.6% 1.1%
Interest 0.4% -14.1% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 76.8% -1868.0% 23.7% 25.4% 20.0%
Full cost components (estimated) info 2014 2015 2021 2022 2023
Total expenses (after depreciation) $7,690 $0 $222,353 $229,266 $274,284
One month of savings $589 -$52 $18,422 $18,987 $22,709
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $1,244 $0 $3,437 $2,695 $0
Total full costs (estimated) $9,523 -$52 $244,212 $250,948 $296,993

Capital structure indicators

Liquidity info 2014 2015 2021 2022 2023
Months of cash 55.1 -839.2 5.9 6.1 9.9
Months of cash and investments 55.1 -839.2 5.9 6.1 9.9
Months of estimated liquid unrestricted net assets 41.3 -646.3 6.8 10.3 12.8
Balance sheet composition info 2014 2015 2021 2022 2023
Cash $32,468 $43,500 $107,987 $115,641 $223,774
Investments $0 $0 $0 $0 $0
Receivables $0 $0 $31,220 $85,912 $67,347
Gross land, buildings, equipment (LBE) $2,910 $2,910 $11,650 $14,345 $14,345
Accumulated depreciation (as a % of LBE) 74.8% 96.2% 63.0% 61.1% 73.4%
Liabilities (as a % of assets) 22.6% 22.9% 9.6% 2.6% 0.5%
Unrestricted net assets $25,702 $33,612 $129,784 $201,689 $293,400
Temporarily restricted net assets $0 $0 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $0 $0 $0 $0 $0
Total net assets $25,702 $33,612 $129,784 $201,689 $293,400

Key data checks

Key data checks info 2014 2015 2021 2022 2023
Material data errors Yes No No No No


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

Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

Executive Director

Melanie Vining

Melanie began her career in the volunteer trails world as a youth crew leader for ITA. She fell in love with connecting people with trails and the Idaho backcountry and left her job as a Forest Service hydrologist to work for ITA full time. Going on her third year, she is both humbled and proud of the work and growth ITA has seen over the past eleven years, when a few dedicated trail lovers formed the organization. In her spare time, Melanie enjoys backpacking and packing with her horses and mules in the backcountry both for fun and in support of ITA volunteer trips.

Number of employees

Source: IRS Form 990

Idaho Trails Association

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Idaho Trails Association

Board of directors
as of 06/18/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Tim Martin

Micron Technologies

Term: 2021 - 2023

Pam Bond

GIS private contractor

Tom Dabrowski

retired CEO

Bryan DuFosse

City of Boise

Tobey Jinkins

retired software sales

Lilly Ragan

CPA, Eide Bailly

John Wheaton

retired, City of Boise

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • 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? No
  • 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? No

Organizational demographics

SOURCE: Self-reported; last updated 6/18/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 11/18/2022

GuideStar 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 review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • 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.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.