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Sacramento CA | IRS ruling year: 1989 | EIN: 33-0051202
Organization Mission
The mission of the Pacific Crest Trail Association is to protect, preserve and promote the Pacific Crest National Scenic Trail as a world-class experience for hikers ... (More)
The mission of the Pacific Crest Trail Association is to protect, preserve and promote the Pacific Crest National Scenic Trail as a world-class experience for hikers and equestrians, and for all the values provided by wild and scenic lands. (Less)
Good
This charity's score is 89%, earning it a Three-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores, weighted as follows: 85% Accountability & Finance, 10% Leadership & Adaptability, 5% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 5/1/2021 | 2019 | 86.81 | |
| 10/1/2019 | 2018 | 85.87 | |
| 12/21/2018 | 2017 | 81.60 | |
| 3/1/2018 | 2016 | 83.27 | |
| 5/1/2017 | 2015 | 85.50 | |
| 6/1/2016 | 2014 | 78.73 |  |
| Rating Version: 2.0 | |||
| 12/1/2015 | 2014 | 77.94 | |
| 5/1/2015 | 2013 | 70.55 | |
| 12/1/2013 | 2012 | 78.46 | |
| 12/1/2012 | 2011 | 85.60 | |
| 12/1/2011 | 2010 | 87.67 | |
| 9/20/2011 | 2009 | 85.40 | |
| Rating Version: 1.0 | |||
| 6/1/2011 | 2009 | 84.83 | |
| 12/22/2010 | 2008 | 82.36 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Pacific Crest Trail Association is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Pacific Crest Trail Association has earned a 87% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2019. More recent filing data is available, but it has not been factored into this score, due to COVID-19's effect on this organization.
Rating update postponed due to COVID-19's impact on this organization. View Pacific Crest Trail Association's response.
Learn more
Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| No Material Diversion of Assets ... (More) A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
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| Audited Financials Prepared by Independent Accountant ... (More) Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
| Conflict of Interest ... (More) Such a policy protects the organization, and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) | Partial |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 6.20% - 10/10 ptsLiabilities to Assets Ratio - 6.20% - 10/10 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Working Capital Ratio - 0.90 years - 7.5/10 ptsWorking Capital Ratio - 0.90 years - 7.5/10 pts
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Efficiency - $0.25 - 5/10 ptsFundraising Efficiency - $0.25 - 5/10 pts
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Administrative Expense Ratio - 12.10% - 10/10 ptsAdministrative Expense Ratio - 12.10% - 10/10 pts
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Expense Ratio - 19.50% - 5/10 ptsFundraising Expense Ratio - 19.50% - 5/10 pts
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Ratio - 68.30% - 5.22/10 ptsProgram Expense Ratio - 68.30% - 5.22/10 pts
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).
This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Growth - 8.87% - 8.87/10 ptsProgram Expense Growth - 8.87% - 8.87/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Liz Bergeron, Executive Director & CEO
$166,397 (4.43% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
Source: IRS Form 990 (page 7), filing year 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Pacific Crest Trail Association) or EIN (330051202) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Pacific Crest Trail Association reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Staffing
Administrative Capacity
Grants Received
Balance Sheet
How COVID-19 impacted the organization's operations financially:
Our contributions declined by 24%. Factors included the loss of donations from program participants, fewer program opportunities for funders who give restricted grants and donations, and loss of corporate revenue due to the impact of the pandemic on businesses. Our expenses declined by 14%. We cut our travel, event and program expenses related to in-person activities. We received a PPP loan and were able to retain a full staff. The PPP appears on our financials as a liability to be paid.
How COVID-19 impacted the organization's delivery of programs:
Due to social distancing, travel restrictions, and partner policies, we were unable to provide many opportunities for volunteer trail maintenance projects. We stopped issuing long-distance permits for trail users and encouraged all trail users to follow state and local COVID-19 guidelines, maintain a physical distance and to travel self-supported in order to limit the risk to rural communities that the trail passes through.
How this organization adapted to changing conditions caused by COVID-19:
Staff adapted our volunteer trail maintenance program by assessing the pandemic situation with our agency partners, implementing a volunteer re-engagement plan, evaluating and adjusting enhanced safety protocols, modifying policies and procedures, and reassessing and adjusting as needed. Staff trained volunteer leaders and trail crews on COVID-19 protocols, including virtual safety sessions and digital paperwork for all volunteers before each project. We offered bi-weekly online meetings for crew leaders to get updates, ask questions, and share their experience volunteering under the COVID-19 protocols. We developed new online training courses. We cancelled in-person donor visits and community events and spent more time communicating by phone, email and video calls. We held a virtual Annual Meeting which allowed members from all over the country to attend. Staff shifted to remote work with technology that allowed for more collaboration online and virtual meetings.
Innovations the organization intends to continue permanently after the pandemic:
We have had success bringing our community together for virtual events and training sessions and will continue to offer those in addition to our in-person gatherings after the pandemic. We will also continue to utilize virtual meetings to include remote staff when possible and reduce the need to travel for meetings.
Not Currently Scored
Pacific Crest Trail Association cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
Pacific Crest Trail Association reported its three largest programs on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
Preserve
Spent in most recent FY
Percent of program expenses
Promote
Spent in most recent FY
Percent of program expenses
Protect
Pacific Crest Trail Association has earned a 100% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
100% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
The primary beneficiaries of our mission are those who enjoy and recreate on the Pacific Crest Trail and the communities connected to the trail.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Community meetings or town halls, Constituent (client or resident, etc.) advisory committees, Suggestion box/email, Other means
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, 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
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our funders, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
By deeply and authentically listening to feedback from the PCT’s various communities, we are constantly learning how much value and potential power lies within under-represented voices. The more we have engaged, the more we have learned to share power, to co-create, and to collaborate to make change. By yielding power, we’re learning that we all become more powerful; hoarding it was holding us back while harming others. While we still have much to change in this regard, the PCTA is dedicated to continuing on this journey to center and empower marginalized peoples and communities of color to make the trail a more equitable and inclusive space.
What challenges does your organization face in collecting feedback from the people you serve?
We don't have the right technology to collect and aggregate feedback efficiently, Staff find it hard to prioritize feedback collection and review due to lack of time
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
In 2020, 1100+ of our community members signed an open letter demanding that PCTA take action to make the trail safe and inclusive for people of color. Since then, we have undergone deep transformation internally and externally, building decades-long strategies to counteract white supremacy and othering. We now engage with trail communities, trail users, and partners very differently—centering communities of color, shifting culture to be inclusive and diverse, and deeply listening to understand and make change.
Equity Practices - No Data Available - UnscoredEquity Practices - No Data Available - Unscored
This organization has not provided information regarding the Equity Practices it is presently implementing. As such, the organization has not earned a score on this metric. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Pacific Crest Trail Association has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
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Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
The mission of the Pacific Crest Trail Association is to protect, preserve and promote the Pacific Crest National Scenic Trail as a world-class experience for hikers and equestrians, and for all the values provided by wild and scenic lands.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
The entire PCT corridor is permanently protected, well maintained and effectively managed. The trail is world renowned for offering a rare opportunity to travel through exceptionally scenic, remote, primitive landscapes. The PCTA, widely recognized as the trail’s champion and steward, achieves its work through the strength of its partnerships, staff, volunteers, and the rest of the PCT community.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Diversity, Equity and Inclusion: Our DEI commitment is an ongoing journey as we work to transform our internal culture and external programs to best support the PCT, its users and our mission.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Land Protection: The PCTA works toward permanent protection of the Pacific Crest Trail, trail corridor and viewshed which supports the 30×30 initiative to combat effects of climate change.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Three: 3. Trail maintenance and restoration: We're increasing capacity through funding from the Great American Outdoors Act to rebuild and reopen trail damaged by wildfires and address deferred maintenance.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
PCTA has invested in developing skills for all members of our Leadership Team with individual and group coaching sessions with a leadership consultant over the past several years. In the summer of 2021, our long-time Executive Director and CEO announced her retirement for the spring of 2022. In preparation for the leadership change, PCTA established a Deputy Director position to create more capacity in our leadership team and to help lead the organization through the transition. The Deputy Director, Megan Wargo, is now serving as the Acting Executive Director and CEO. The board has decided to wait to hire a new Executive Director and CEO until we complete our strategic planning process in 2023 so that we may seek a leader with the qualities to lead us in new directions.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
Our mission is focused on the 2,650-mile Pacific Crest Trail. Partnerships and community support are key to our efforts to protect, preserve, and promote the trail. Partners include land management agencies, land trusts and other nonprofits, and corporate partners and foundations. We recruit, train and organize the efforts of hundreds of volunteers who maintain the trail and provide other support and services. Our staff is active in leadership roles with the Partnership for the National Trails System and regularly presents at conferences. We engage with the California 30x30 climate initiative to share the importance of the PCT corridor in combatting the effects of climate change for wildlife and plants. We actively raise awareness via our website, emails, social media, printed materials, and events. We advocate at the local, state, and federal levels for funding and policies that affect the PCT and other trails and engage our community to lend their voice to these efforts.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Climate change and racial inequality emerged as the defining issues of our era and our organization is changing so we may better address the challenges of today and those that lie ahead. DEI: PCTA acknowledges systemic racism in our organization and in the trail culture and we are committed to change. We’re focused on ensuring the PCT remains welcoming and accessible to all people. We’ve changed our recruiting practices to attract a more diverse pool of candidates for staff and board positions. We provide diversity, equity and inclusion training and education for staff and board members to change our culture and programs. We established a task force to review the findings of a community survey, describe our current and desired future states and identify ways to bridge the gap. We’re revising our mission, vision and values statements with community input to reflect our diversity, equity and inclusion values. Climate Change: Wildfires have reshaped Western landscapes with increased frequency and intensity. They are curtailing and preventing people’s enjoyment of the PCT and public lands, dampening the already seasonal economies of trail towns and increasing the maintenance backlog on the trail. 532 miles of the PCT were closed due to fires in 2020 and 2021—and 194 trail miles were within burned areas and may require years to repair. Fire is normally a natural and healthy force. But the warming climate has caused an extended drought, damaging once-healthy forests until they are more prone to burn, increasingly leading to catastrophic megafires. In 2021, the PCTA worked closely with land management agencies throughout the ever-lengthening fire season to keep the trail community updated on complex and rapidly changing closure orders along the PCT. We’re partnering with researchers and collaborations such as the California 30x30 initiative to better understand the role of the PCT in combatting climate change and how to adapt our work in this new climate.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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