Appalachian Trail Conservancy
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1 Appalachian Trail Conservancy Executive Director/Chief Executive Officer Position Profile July 2011 This profile provides information about the Appalachian Trail Conservancy (ATC) and the position of Executive Director/Chief Executive Officer. The profile is designed to assist individuals in assessing their interest in and qualifications for the position. The search for the Executive Director/Chief Executive Officer of ATC is being conducted by Association Strategies, Inc., 1111 North Fairfax Street, Alexandria, VA Applicants may submit a cover letter and resume to the Association Strategies, Inc., website: To learn more about ATC, go to The deadline for applications is September 2, Page 1 of 11
2 Executive Director/Chief Executive Officer Position Profile for the Appalachian Trail Conservancy Profile Methodology The profile for the position of Executive Director/Chief Executive Officer (ED/CEO) of ATC was developed using organizational data; discussions with key stakeholders and staff; and responses to an online survey of volunteer leaders and representatives of related organizations. The survey was conducted to identify and prioritize the skills, knowledge, experience, qualifications and qualities required and desired in an ED/CEO. Information regarding programs and services; organizational and cultural factors; challenges and opportunities; and indicators of success was also developed from the survey responses and discussions. About the Organization ATC is a volunteer-based organization whose mission is to preserve and manage the Trail ensuring that its vast natural beauty and priceless cultural heritage can be shared and enjoyed today, tomorrow, and for centuries to come. Its volunteers, staff and activities are all dedicated to the preservation and management of the natural, scenic, historic and cultural resources associated with the Trail. ATC is the only organization dedicated solely to protecting and promoting the world s most famous long-distance hiking trail, providing outdoor recreation and educational opportunities for Trail visitors. Founded in 1925, ATC is a 501(c)(3) organization headquartered in Harpers Ferry, West Virginia, and has regional offices in Massachusetts, Virginia, Pennsylvania and North Carolina. ATC is both a confederation of 31 local Trail-maintaining clubs, with assignments to maintain the Trail, and a membership organization with support from all 50 states and more than 15 foreign countries. Under agreements that date back to the 1930s, buttressed by federal legislation, ATC leads a cooperative management system for the Trail in close cooperation with federal, state and local agencies and Trail-maintaining clubs. Page 2 of 11
3 The Trail is the longest continuously marked footpath in the world, measuring roughly 2,180 miles in length. An estimated three million people visit the Trail every year, and about 2,000 people attempt to thru-hike the Trail. The Trail was completed in 1937 and is a unit of the National Park System. It is managed under a unique partnership between public and private sectors that include, among others, the National Park Service, the U.S. Forest Service, an array of state agencies, and the 31 local Trail-maintaining clubs. Volunteers from these clubs are responsible for most of the day-to-day work of keeping the Trail open building and repairing shelters and other structures; monitoring and protecting the corridor; monitoring rare plants and invasive species; and developing management plans for their respective Trail sections. Volunteers participate in and support ATC outreach and education programs; in turn, ATC supports the clubs by providing Trail and land-management programs, funding and training. Structure, Governance and Staff: The ED/CEO reports to a 15-member Board of Directors. A 45-member professional staff administers the programs, services and activities of the organization within a $7.3 million operating budget. Under the direction of the ED/CEO, a Chief Operating Officer manages the day-to-day activities through a team of senior directors. Four regional partnership committees (RPCs) and a Stewardship Council serve at the direction of and report to the Board of Directors. The RPCs comprise representatives from each of the Trailmaintaining clubs in ATC s geographical regions; serve as a communication link between ATC, the clubs and agency partners on policy issues; and serve as advisors to ATC regional directors. The Stewardship Council oversees policy development and programs related to stewardship of the Trail and surrounding lands; advises the conservation program on overall strategic direction; and recommends policy to the Board of Directors Key Interactions: In addition to working closely with the Board of Directors and staff, the ED/CEO represents ATC through interaction with a wide range of entities. These include but are not limited to: Current and prospective donors, including individuals, corporations and foundations; National Park Service; U.S. Forest Service; Page 3 of 11
4 Leadership of Trail-maintaining clubs; Community leaders along the Trail corridor; Congressional leaders and policy makers; State conservation, recreation and land management agencies; and Corporate partners. Programs, Initiatives and Resources Given the Trail s historic legacy of volunteerism, many of ATC s programs are focused on supporting and encouraging volunteers. ATC works cooperatively with the local Trailmaintaining clubs and agencies to develop meaningful Trail policies, share expertise on trail design and construction, and protect the landscapes and natural and cultural resources that represent the unique and inspiring experience of the Trail. Some of the key activities and initiatives include the following: 1. Trail Management: Trail management encompasses the on-the-ground stewardship performed by volunteers and agency partners to maintain the Trail, its structures, and its natural and cultural resources. This stewardship effort includes educating and supporting Trail users to adopt hiking and camping techniques that minimize damage to the natural environment. To help ensure consistent management practices along the Trail, ATC provides a number of resources for volunteer leaders, agencies and others, including a library of Trail management policies and other reference materials. 2. Conservation: ATC s conservation work is focused on the protection and stewardship of the land surrounding the Trail identifying high priority tracts for permanent protection and working collaboratively with numerous conservation partners. Today, there is a 250,000- acre greenway around the Trail that connects significant public lands in the eastern United States. 3. Advocacy: ATC and its members play a vital role in defending the Trail by voicing support for state and federal conservation funding and other legislative action to protect the Trail. These advocacy efforts range from obtaining funds to protect Trail lands to providing a voice to protect the hiking experience. Since 1972, more than $180 million dollars of the federal Page 4 of 11
5 Land and Water Conservation Fund have been awarded to help secure a land base for the Trail. Through partnerships with the U.S. Forest Service, the National Park Service and multiple state agencies, funds have been secured to protect the corridor. 4. Boundary Program: The Boundary Program s main purpose is to protect the public s investment in lands that surround the Trail. Volunteers from Trail-maintaining clubs work with ATC to monitor and maintain more than 1,500 miles of exterior boundary from Tennessee to Maine. The Boundary Program also educates nearby communities and landowners about the conservation mission in an effort to mitigate encroachments. 5. Environmental Monitoring and Research: Working in close collaboration with the National Park Service, ATC collects and analyzes new and existing data on key indicators of environmental health from agencies, organizations, researchers and citizen scientists; transforms data into status reports and tracks trends; and informs and engages the public, decision-makers and stakeholder organizations. 6. Trail to Every Classroom: One of ATC s newer initiatives is the Trail to Every Classroom, a professional development program for K through 12 teachers that provides educators with the tools and training for place-based education and service learning on the Trail. Specifically, the program engages youth in volunteer activities; encourages a love of learning; promotes healthy lifestyles; creates a conservation ethic; and forms a respect for the Trail among the next generation of supporters and visitors. The program offers a regional spring workshop, a week-long summer institute and a regional fall workshop for teachers. 7. Appalachian Trail Communities: The Appalachian Trail Community program recognizes communities that promote and protect the Trail and assists communities with sustainable economic development through tourism and outdoor recreation. The program engages citizens; acts as a catalyst for enhancing sustainable economic development; and aids local municipalities with conservation planning. Organizational Culture Stakeholders describe the ATC staff as universally passionate about and committed to the organization and its mission, and exceptionally hard-working. They are considered by volunteers to be resourceful, as they attempt to do more with less while seeking to expand Page 5 of 11
6 programs and services with limited resources. The respective tenure of staff members with the organization varies significantly (from a few months to more than 30 years), which creates opportunities for collegial collaboration, challenges to the status quo and a culture that is still evolving. Staff members themselves cite the extremely rewarding work, the dedication of volunteers, the variety in their responsibilities, and the family-friendly atmosphere at ATC as reasons that they view their work as a calling, not just a job. Volunteers both those who devote significant time and energy to maintaining the Trail, and those serving in Board and committee leadership positions -- are described as the soul of the Trail; many have devoted much of their lifetime to Trail management and maintenance. They are uniquely invested in the mission of the organization and take stewardship of the trail very seriously. These dedicated volunteers and their extensive networks are clearly the lifeblood of ATC; as such, the role of the staff and ED/CEO in continuing to identify, engage and support their activities is critical. Finally, volunteer leaders have a clear sense of and respect for the history and tradition of ATC, while at the same time recognizing that the organization is entering an important and potentially transformational phase. The significant work of land acquisition and legal protection that has occurred throughout the organization s history has created a strong foundation, and as such there is an opportunity going forward to refocus priorities and resources toward a more conservationoriented outlook and future. Challenges and Opportunities Stakeholders give ATC exceptionally high marks for adherence to its core mission of preserving and managing the resources of the Trail and cite in particular the following: (1) land acquisition and maintenance; (2) cooperative management with federal partners and agencies; (3) legislative outreach and advocacy efforts to protect the Trail; (4) programs such as Appalachian Trail Communities and Trails to Every Classroom; (5) engagement of communities along the Trail so that the Trail becomes an integral part of the social and ecological landscape; (6) facilitating and leading land protection efforts with multiple stakeholders; (7) delegating maintenance and Page 6 of 11
7 management responsibilities to volunteers in the Trail-maintaining clubs; and (8) providing necessary information to Trail-maintaining clubs and services, information and resources to hikers and others who enjoy the Trail. As is the case in any large and complex organization with multiple stakeholders, there are a number of areas that provide both challenges and opportunities for ATC. The current economic climate of decreased federal funding presents a significant opportunity and critically important mandate for the ED/CEO to focus more externally on growing the organization and increasing non-government funding through identification and cultivation of major donors, corporations, foundations and public support. Other key challenges and opportunities include the following areas: 1. Volunteerism: Maintaining a strong volunteer base in the face of changing population demographics; recruiting and supporting new volunteers, particularly youth, who will be the next generation of Trail users and maintenance clubs. 2. Public visibility and support: Developing a compelling case for the importance and relevance of ATC and the Trail; building a stronger case for public support; identifying new ways to engage the public and to heighten use and awareness of the Trail; encouraging greater public financial support; and establishing a stronger and more meaningful brand for ATC and the Trail. 3. Trail-maintaining clubs: Strengthening relationships with and support and training for the clubs, in order to maximize their effectiveness, engagement and continued adherence to the cooperative management system that sustains ATC. 4. Donors and members: Developing a more robust major-donor program; strengthening relationships with major donors; identifying and cultivating new major donors; and growing the number and diversity of members. 5. Trail communities: Capitalizing on the engagement of communities along the Trail to address opportunities (e.g., increased tourism, a greater profile for and use of the Trail) and potential threats (energy development, transportation projects, development on adjacent lands). Page 7 of 11
8 Position Description, Responsibilities and Requirements Responsibilities: The ED/CEO is responsible for: 1. Providing leadership in the development and execution of organizational strategy consistent with the mission of the organization; 2. Fundraising through the identification and solicitation of support from individual donors, the public, foundations and corporations; 3. Engaging and working with the Board of Directors on matters of governance, mission, vision and strategy; 4. Promoting and enhancing ATC s public profile and visibility with a view toward increasing public support; 5. Recruiting, mentoring and motivating a professional staff and providing leadership through delegation of responsibilities for daily operations; 6. Developing public policy and strategic partnerships with related organizations and agencies; and 7. Ensuring the continued protection of the financial integrity of the organization and its funds and assets to the highest level of fiscal and legal responsibility. Education and Experience: The ideal candidates will have a Bachelor s degree (a Master s degree in business administration, public administration or a related field is an asset), and a minimum of 10 years of executive- or senior-level experience in nonprofit organizational management (preferably in the field of nature preservation, conservation, environmental or related organizations). Previous experience as an ED or CEO is preferred but not required. The following experience is considered essential to success in the position: 1. Developing and implementing strategic plans and initiatives, and identifying and prioritizing short- and long-term organizational goals, needs and resources; 2. Fundraising and expansion/diversification of revenue sources to support programs and initiatives; 3. Employing effective public relations to raise the profile and reputation of the organization among external and internal audiences; Page 8 of 11
9 4. Advancing the organization s advocacy, legislative and public policy interests at the federal, state and local levels; 5. Developing a strong and effective relationship with and supporting the Board of Directors and committee structure, and managing organizational governance issues and structures; 6. Developing, managing and motivating a high-functioning professional staff; 7. Demonstrating financial and business acumen to ensure short- and long-term stability of the organization s assets; and 8. Leading and managing this large and complex organization with diverse stakeholders. In addition, experience in these areas is highly desired: organizational development and change management in a nonprofit, philanthropic or donor-based arena; conservation, environmental or nature trail activities or enterprises; federal/state land management; and working with affiliated volunteers and volunteer groups. Skills and Abilities: The following skills and abilities are essential to the candidate s success in the position of ED/CEO: 1. Visionary leadership and foresight, in order to capitalize on opportunities, and to identify challenges and the resources necessary to meet those challenges; 2. Strong written and oral communications skills, with the ability to deliver clear and effective messages to all stakeholders; 3. Building and maintaining strong relationships and partnerships with related external organizations, agencies and other entities; 4. Public speaking and serving as an organizational spokesperson to diverse audiences; 5. The ability to foster a healthy organizational culture, to encourage teamwork and collaboration; 6. An affinity for working with a diverse community of volunteers and other stakeholders; and 7. The ability to move seamlessly within the land-conservation, business, government and environmental communities. Page 9 of 11
10 Personal Characteristics and Behaviors: Candidates must possess the following personal characteristics and behaviors: 1. Strong dedication to and passion for the mission of the organization; 2. An entrepreneurial spirit; 3. Dynamic, engaging and enthusiastic; 4. A strong collaborator and listener who invites input from a variety of areas, is able to astutely evaluate information and then make decisions quickly and efficiently; 5. An articulate communicator who is adept at conveying those decisions and messages to stakeholders with diverse and sometimes conflicting opinions; 6. Confident, poised and decisive without being authoritarian; a professional with a sense of humility; 7. Optimistic, motivational and inspirational; able to motivate and engage others in effectively articulating the organization s vision; 8. Respectful of opposing points of view and differences of opinion; but able to make and convey difficult decisions tactfully and diplomatically; 9. Politically astute and adept; and 10. Effective and results-oriented in overseeing daily operations and implementing Board decisions; able to manage multiple priorities effectively. Indicators of Success The ED/CEO s success in the position will be measured by demonstrated progress in the following areas: 1. Successful integration into the staff and volunteer culture of the organization; 2. Quality of relationships with the Board, stakeholders and related organizations and individuals; and 3. Growth of the organization s financial resources and membership, and enhancement of the public profile of the organization # # # Page 10 of 11
11 The search for the ED/CEO of ATC is being conducted by Association Strategies, Inc., 1111 North Fairfax Street, Alexandria, VA Applicants should submit a cover letter and resume to the Association Strategies, Inc., website: To learn more about ATC, go to The deadline for applications is September 2, Page 11 of 11
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