mojave national preserve business plan I 7

Preserve Overview Mission and History

Mojave National Preserve was created to protect the area’s diverse 

natural and cultural resources and to perpetuate the sense of 

discovery, solitude, and adventure that has existed for generations. 

Established by Congress on October 31, 1994, the preserve is 

a vast expanse of the Mojave Desert that also encompasses 

elements of the High Desert Steppe and Sonoran Deserts. This 

combination allows visitors to experience a variety of historical 

and natural features that exist nowhere else in the United States in 

such proximity to one another.

The preserve showcases an incredibly diverse set of natural 

landscapes. Mountain ranges, dry river beds, great mesas, 

“singing” sand dunes, striking cinder cones, domes, and lava flows 

define Mojave. Ancient rocks that date back 2.5 billion years have 

been discovered in the Clark Mountains. 

Resources

Although deserts are often thought of as barren places, Mojave 

encompasses many features of natural and historic significance:

•	 Mojave National Preserve protects an extensive variety of

habitats, species, and landforms unique to the Mojave Desert 

and is the best place to experience this ecosystem.

•	 Mojave National Preserve contains outstanding scenic

resources rich in visual diversity containing a varied landscape 

of sand dunes, mountain ranges, dry lake beds, lava flows, 

cinder cones, Joshua tree forests, and far-reaching vistas.

•	 The Joshua tree forest of Cima Dome and Shadow Valley

is the largest and densest population of Joshua trees in the 

world.

•	 The preserve is internationally known as a place to conduct

desert research, and its lands are known for their geological 

features such as Cima Dome, the Cinder Cones, and the Kelso 

Dunes.

•	 Mojave National Preserve is a naturally quiet desert

environment with very dark night skies that offers park 

visitors and researchers opportunities for natural quiet, 

solitude, and star gazing with few human-caused noise or light 

glare sources.

•	 The Mojave Desert has a long cultural history as a travel

corridor across a harsh and foreboding desert, linking 

different areas in the Southwest.

•	 During the late nineteenth and early twentieth centuries,

railroads were constructed in this historic transportation 

corridor; more recently, modern interstate highways traverse 

the area.

•	 Mojave National Preserve protects many significant rock art

sites that provide evidence of early American Indian use of the 

Mojave Desert.

•	 Mojave National Preserve protects numerous historic sites

of early mining, ranching, homesteading, and railroading 

endeavors that serve as reminders of the bold and tough 

people that opened the harsh and forbidding western frontier.

•	 Historic Kelso Depot is associated with the early twentieth

century heyday of the great steam locomotives and the 

establishment of the final major rail crossings of the Mojave 

Desert. The Kelso Depot, built in 1924, is a rare surviving 

example of a combined depot, railroad restaurant, and 

employees’ rooming house.

Visitation

In Fiscal Year 2007 Mojave National Preserve had 540,000 visitors. 

Mojave is the third largest national park unit in the continental 

United States, so solitude can be easily found. The latest in-depth 

visitor survey in 2003 found that 83 percent of visitors felt “not 

at all crowded” and 69 percent said that “solitude/quiet” was an 

“extremely important” or “important” feature of the preserve.

Visitor Activities

Unlike many national parks, Mojave National Preserve receives 

fewer visitors during the summer than other times of year. 
8 I national park service

Mojave

National

Preserve

Map
mojave national preserve business plan I 9

November, with mild temperatures and a hunting season, is the 

busiest month of the year, with 20 percent more visitors than 

an average month. Spring, when the desert is in full bloom, 

is also busy. This presents a few challenges for the preserve's 

management team, which must accelerate budget and personnel 

planning to accommodate the early spring visitors.

When Kelso Depot opened as a visitor center in 2005, it caused 

a dramatic rise in the number of people who used information 

centers in the preserve. Whereas only 20,000 people toured 

information centers in FY 2004, nearly 59,000 visited in FY 

2007. Surveys conducted prior to the opening—in 1997 and 

2003—indicated that between 30 and 50 percent of people drove 

through the park without spending much time outside of their 

car. Kelso Depot Visitor Center now provides these visitors an

opportunity to learn more about desert ecosystems and history.

Historical Trends

In 1993, the year before Mojave was designated a national 

preserve, visitation to the area was estimated at 250,000. Fifteen 

years later, visitation has doubled and is now about the same 

as Kings Canyon National Park or Santa Monica Mountains 

National Recreation Area. The chart below shows visitation 

counts for the last 10 years. The number of visitors to Mojave 

National Preserve has increased 42 percent over the past decade, 

with sharp increases from FY 1998 to FY 2003, followed by a 

leveling off in the past five years. Other national parks in the 

desert—such as Death Valley National Park, Joshua Tree National

Park, and Lake Mead National Recreation Area—have seen 

similar flat visitation trends over the past five years.

Future Trends

While overall visitation has been flat recently, preserve staff is 

predicting an increase in visitation in the long term. Surrounding 

counties are expected to double in population between 2000 and 

2030. A new Las Vegas, Nevada, airport is currently proposed for

construction in the Ivanpah Valley; this would bring millions of

people annually to within an hour of the preserve’s borders. As is 

often the case, increased usage of Mojave’s roads, visitor facilities, 

and campgrounds could require that more resources be dedicated 

to facility and visitor and resource protection activities.

Recreation

Before being designated a national preserve, much of Mojave’s 

land was managed by the Bureau of Land Management (BLM). 

Since its inception, the National Park Service has partnered with 

federal, state, and private entities to acquire and manage land 

within the preserve’s boundaries. In keeping with its enabling 

Mojave National Preserve 

Enabling Legislation

On October 31, 1994, Congress passed 

the California Desert Protection Act, 

creating Mojave National Preserve and 

directing the new national park unit to:

Preserve unrivaled scenic, geologic and 

wildlife values associated with these 

unique natural landscapes; 

Perpetuate in their natural state 

significant and diverse ecosystems of the 

California desert; 

Protect and preserve the historical and 

cultural values of the California Desert 

associated with ancient Indian cultures, 

patterns of western exploration and 

settlement, and sites exemplifying the 

mining, ranching and railroading history 

of the Old West;

Provide opportunities for compatible 

public outdoor recreation, protect and 

interpret ecological and geological 

features and historic, paleontological, 

and archeological sites, maintain 

wilderness resource values, and promote 

public understanding and appreciation 

of the California desert; and

Retain and enhance opportunities 

for scientific research in undisturbed 

ecosystems.

Mojave National Preserve Annual Visitation

600,000

500,000

400,000

300,000

200,000

100,000

0

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

Number of Visitors

Recreational Visits

Ox Ranch barn. nps photo
10 II national national park service service

State-operated lands inside Mojave include Zzyzx, 

home to the Desert Studies Center, which is part 

of Mojave National Preserve, but managed cooperatively with California State University, Fullerton. 

The preserve also surrounds Providence Mountains 

State Recreation Area, Mitchell Caverns Natural 

Preserve, and the Granite Mountains Research 

Center, which is operated by the University of 

California Riverside. nps photo

Opposite: The Kelso Dune complex features some 

of the highest dunes (600 feet) in the region. 

nps photo by tim duncan

legislation, the preserve seeks to provide the public with many 

of the same recreational opportunities available in the past, such 

as four-wheel drive roads, backcountry camping, wildflower 

viewing, and hunting. The preserve’s vast size, unique ecosystems, 

and diverse user groups can create challenges for its staff. It is 

also becoming clear that planned development near its borders 

will increasingly affect two of the preserve’s greatest resources: 

the dark night sky and the sense of solitude visitors can still 

experience. Mojave’s management team is already working 

proactively with local and regional partners to meet these and 

other future challenges.

Impact on the Local Economy

Whether it is a family buying supplies for a weekend of camping 

at Hole-in-the-Wall, a bird enthusiast staying in a local hotel, or a 

four-wheel drive vehicle owner buying gas for an excursion down 

the historic Mojave Road, visitors to Mojave National Preserve 

spend money in surrounding towns. 

The National Park Service provides annual estimates of how this 

visitor spending impacts the communities around each national 

park. The latest update for Mojave National Preserve, in 2006, 

estimated that the 537,000 visitors to Mojave spent $6.9 million 

in local businesses with non-local visitors accounting for over 

90 percent of this total. Spending by non-locals supported an 

estimated 127 jobs, added $2.5 million to the incomes of local 

employees, and provided an additional $1.4 million in profits and 

sales taxes to the local economy.

Preserve operations also have an impact on the local economy. 

Mojave National Preserve employed 64 people on a full-time, 

part-time, or seasonal basis in FY 2006, totaling $3 million in 

salary. In addition, the preserve approaches local businesses for 

contracting and purchases. As local consumers, the employees of 

Mojave National Preserve also spend part of their paychecks at 

local businesses. These direct and secondary effects of preserve 

operations accounted for 92 local jobs, $4.7 million in payroll, and 

$660,000 in additional benefits to the local economy.

Finally, it is important to note that visitor spending is only one way 

to estimate the value of Mojave National Preserve and does not 

include the intangible benefits, to local residents and the public at 

large, of preserving Mojave’s cultural and natural resources.

Preserve Inventory

General

n 1,589,165 acres of total land area

n 695,000 acres of designated wilderness

n 7,929 ft. at the highest point (Clark Mountain)

n 800 ft. at the lowest point

n 60 employees, including wildland firefighters, permanent, 

term, temporary, and seasonal employees

n 107,871 total hours worked

n 96 volunteers (Fiscal Year 2007)

n 541,000 total visitors (Calendar Year 2007)

n 11 employee housing units

n 6 Recreational Vehicle sites

n 88 buildings

n 3 campgrounds, including 1 equestrian and group 

campground

n 61 formal campsites

n 1 visitor center and museum inside the preserve

n 1 information center inside the preserve

n 2 information centers outside the preserve

Natural Resources

n 3 distinct desert ecosystems (Mojave, Sonoran, and Sage 

Steppe)

n 783,000 acres of designated desert tortoise critical habitat

n 900 species of plants

n World’s largest, densest Joshua Tree forest

n 40 mammal species, including bighorn sheep and mountain 

lions

n 115 bird species, including golden eagles

n 33 reptile species

n 1 threatened species (desert tortoise)

n 1 endangered species (Mohave tui chub) and possible 

habitat for two others (southwestern willow flycatcher and 

least Bell’s vireo)

Cultural Resources

n 1,300 archeological sites up to 12,000 years old, 

representing Mojave, Chemehuevi, and other peoples

n 1,500 mining structures

n 3,500 open mine shafts

n Rock Springs Land & Cattle Company Historic District, 

encompassing 845,000 acres
mojave national national preserve preserve business business plan II 11
12 I national park service

Current Operations

In FY 2007 Mojave National Preserve operated with 51.5 fulltime equivalent (FTE) employees, including seasonal employees 

and interagency fire personnel. An FTE is equal to 2,080 hours 

of work per year. The preserve was also supported by employees 

and resources shared among the desert network parks (Joshua 

Tree National Park, Death Valley National Park, and Lake Mead

National Recreation Area) and members of the Desert Managers 

Group. The preserve spent $3.6 million in FY 2007 for personnel 

salaries and benefits, and a total of $5.9 million overall. 

Mojave National Preserve's overall budget was composed 

primarily of its base budget appropriation ($4.3 million), nonbase funds dedicated to specific projects ($910,000), and funding 

for the preserve’s portion of shared wildland fire resources 

($610,000). Mojave’s expenditures are grouped into seven areas: 

Resource Management, Interpretation and Education, Visitor

and Resource Protection, Wildland Fire Management, Facility 

Operations and Maintenance, Management and Administration, 

and One-Time Charges/Non-Operations Activities. 

Resource Management

The Resource Management program protects the natural 

ecosystems and physical landscapes of Mojave National Preserve 

through research, monitoring, and management of resources. 

In addition, this program preserves the prehistoric and historic 

cultural resources of the park. The broad scope of work in the 

program is reflected in the variety of its employees: Resource 

Management includes staff trained in archeology, geology, 

hydrology, environmental and cultural compliance, wildlife 

biology, geographical information systems, landscape architecture, 

and hazardous materials management.

In FY 2007 Mojave National Preserve spent a total of $1,360,000 

on management of cultural and natural resources. Of that total, 

$1,165,000 came from park base funding, with the balance deriving from short-term project accounts. Uses of this funding were as 

diverse as is the Resource Program’s scope of work. Like many of 

the other divisions of the preserve, much of this non-base funding 

was used on joint projects with other national parks, federal agenMembers of the Desert Managers Group meet in 

the field to discuss site-specific issues such as mine 

reclamation. nps photo by dennis schramm
mojave national preserve business plan I 13

cies, local communities, and outside researchers, as many of the 

resource challenges in the California desert cannot be solved by 

focusing solely within Mojave National Preserve’s borders.

Biological Resources

Located at the intersection of three different desert ecosystems, 

Mojave National Preserve is home to over 350 species of animals. 

In FY 2007 the preserve introduced “critter cams”—motion 

activated digital cameras—to better understand how animals 

were using the available water sources of the park and to provide 

interesting pictures of desert animals to the public on the 

preserve’s website. 

Mojave National Preserve’s enabling legislation, the California 

Desert Protection Act of 1994, was not universally embraced by 

all parties and thus represented a compromise in its final form. 

As a result, the act established hunting as part of the basis for the 

preserve’s creation. The State of California issues hunting permits 

for game species such as mule deer, game birds, and desert 

bighorn sheep. In FY 2007 Mojave began work with university 

researchers to understand how the ranching water systems in the 

preserve affect mule deer populations. A long-term study of mule 

deer populations and surface water availability in Mojave National 

Preserve has started in FY 2008 and is expected to generate 

data over the next 10 years. Mojave National Preserve and state 

agencies also relocated 13 ewes from the Old Dad Peak bighorn 

sheep population to Eagle Crag on the China Lake Naval Air 

Weapons Station.

Mojave National Preserve is also actively trying to restore the 

populations of threatened and endangered species found within 

its boundaries and elsewhere in the California desert. For 

instance, partnering with the U.S. Forest Service, the State of 

California, and outside researches, the preserve hopes to establish 

additional viable communities of the endangered Mohave tui 

chub, which currently is naturally occurring only in MC Spring 

near Zzyzx in the northwest corner of the preserve. Critical 

habitat for the threatened desert tortoise makes up about one 

half of the preserve’s 1.6 million acres. The habitat also extends 

outside of the preserve’s boundaries; as a result, recovery depends 

on cooperation and coordination between the many members 

of the Desert Managers Group. The preserve’s specific actions 

regarding resource management are outlined in the Priorities 

section of this business plan.

Physical Resources

As mentioned in the Park Overview section, Congress also 

directed the national parks in the California desert to protect 

the “unrivaled” scenic and geologic values of the landscape. In 

Mojave National Preserve, this involves monitoring ambient air 

quality and paying close attention to neighboring developments 

in hopes of limiting their impacts on the park’s viewsheds. Other 

scenic values are found in the silent solitude of the desert; Mojave 

staff measure ambient sound levels throughout the park and reach 

out to local communities to seek their help in maintaining the 

dark night sky.

Because water is so limited, understanding the hydrology of the 

preserve is essential to understanding how the desert ecosystem 

functions, particularly in light of ever increasing regional 

development pressure. With the help of several volunteer groups, 

the preserve is monitoring water sources to identify water quality 

and quantity in various seasons and will continue to develop 

an inventory of water sources and their flow and chemical 

characteristics. 

Cultural Resources

From examples of prehistoric rock art to photos of homesteaders 

in the 1920s, the interpretive exhibits at Kelso Depot illustrate 

how people have lived in the area over the years, but evidence can 

also be found throughout the preserve. In FY 2007 staff located 

and assessed 395 archeological sites and finished cataloging all of 

the museum objects stored in the Barstow curation facility and 

displayed at the Kelso Depot. The Resource Management staff has 

also nominated a large historic ranching district to the National 

Register of Historic Places that will facilitate preservation 

of the park’s remaining historic ranching infrastructure and 

interpretation of desert ranching to the public.

Interpretation and Education

People visit Mojave National Preserve for a variety of reasons, 

from hiking and camping to stargazing and hunting. Due to 

its location adjacent to the major freeway route between Los 

Angeles, California, and Las Vegas, Nevada, some visitors also

enter the preserve or stop in at headquarters out of curiosity 

or to simply take a break from driving. Helping these diverse 

groups understand that the preserve is much more than desolate 

scrubland is critical to fostering appreciation and stewardship. 

Through exhibits, ranger-led programs, classroom presentations, 

Mine Safety and Reclamation

Until the creation of the preserve in 

1994, mining companies and individuals were able to file and maintain mining claims, and numerous attempts at 

striking it rich were undertaken from 

the 1850s on. Most of these mines have 

been abandoned by companies that no 

longer exist, so it falls to the National 

Park Service to take action to preserve 

their historic value while also ensuring 

that they do not pose physical safety 

risks to the public. This is no small task, 

as there are roughly 1,500 mining structures and 3,500 prospects, mining shafts, 

and adits remaining in the preserve. 

Depending on the site, Resource 

Management staff take one of three 

actions. For many of the small sites 

where visitor accidents are a primary 

concern, dangerous slopes need to 

be stabilized and/or holes closed with 

gates to keep people out, but allow the 

resident bat communities to survive. 

As another option, structures at a few 

major mining sites may be stabilized so 

that they can be safely used as interpretive sites. For example, in FY 2007, staff 

from Mojave National Preserve and an 

expert crew from Point Reyes National 

Seashore performed an emergency stabilization of the timber structure of the 

Evening Star Mine headframe. 

In other cases, mining activity at some 

of the sites involved hazardous materials 

and some of these areas still need to be 

cleaned up. In particular, 250 acres near 

the Morning Star Mine were affected by 

the use of cyanide as a leaching agent 

in the mining process. Through remediation, the preserve hopes to turn this 

problem into an environmental benefit 

by using the surface mining pit as future 

habitat for the endangered Mohave tui 

chub.
14 I national park service

and a range of informational media, Mojave’s Interpretation and 

Education program serves diverse visitor groups, as well as nearby 

communities.

In FY 2007 Mojave National Preserve spent a total of $527,000 

on interpretation and education activities. Of that total, $490,000 

came from park base funding, with the balance coming from 

short-term project accounts. Among other things, project funds 

supported the design and fabrication of informational exhibits at 

the Barstow headquarters building, Kelso Depot Visitor Center,

and Piute Springs, as well as outdoor exhibits at various locations 

throughout the preserve.

Visitor Center Operations 

There is one visitor center (VC) and two information centers (ICs)

in and around Mojave National Preserve that serve as primary 

points of contact between visitors and staff. Kelso Depot Visitor

Center and Hole-in-the-Wall Information Center are located 

inside the preserve. The lobby of the headquarters office, located 

in Barstow, serves as the third information center, open during 

regular business hours. All three facilities contain bookstores 

operated by Western National Parks Association and stocked 

with Mojave and NPS-related materials. Combined, these three 

centers served nearly 60,000 visitors in FY 2007. In addition, a 

seasonal employee is stationed part time at a Bureau of Land 

Management information center in Needles, California, near the 

southeast corner of the preserve, to provide information during 

peak visitation seasons. 

Mojave’s principal visitor center, Kelso Depot VC, is open 9 a.m.

to 5 p.m. every day except Christmas. Serving primarily campers 

and hunters, Hole-in-the-Wall IC is open five days a week during 

the spring and fall (traditionally the peak visitation periods) 

and three days a week during the summer. Both paid staff and 

volunteers operate these centers. Kelso Depot’s large size and 

complex layout require at least two people to operate the center.

Interpretation

Mojave’s Interpretation program encompasses the development of exhibits, publications such as brochures, and a website. 

Rangers offer talks and guided hikes during peak seasons to help 

visitors understand Mojave’s natural and historical significance. 

Although surveys show that visitors view the information centers, 

exhibits, brochures, and programs very positively, their understanding of the preserve's significance is below the national park 

average. Part of this may be due to the fact that several important 

cultural features in the preserve, such as abandoned mine sites, 

ranches, and ancient petroglyphs, lack field interpretive materials such as outdoor exhibits or descriptive brochures. Mojave’s 

Interpretation staff plans to increase visitor understanding by 

developing interpretive materials that address these themes, and 

by increasing the quality and quantity of ranger programs. 

Education

Interpretive rangers provide educational programming for schools 

and organized groups in communities near the preserve. Although 

rangers present classroom programs in the Barstow-Victorville

and Needles-Bullhead City areas, most education programming is 

delivered through the Desert Discovery Center (DDC) in Barstow. 

The DDC is jointly supported by the National Park Service, 

the Bureau of Land Management, the City of Barstow, Barstow 

College, the Barstow Unified School District, and two local 

nonprofit organizations. The opening of Kelso Depot in March of 

2006 created a new educational opportunity within the preserve. 

Baker schools now visit the Depot each year for education 

programs. Overall, Mojave’s education programs reached 1,900 

students in FY 2007. 

Mojave staff are members of the Desert Manager Group’s Desert 

Tortoise Education Committee, along with staff from other 

desert parks, military bases, and non-governmental organizations 

representing off-road recreation and conservation interests. This 

group has developed “desert tortoise traveling trunks,” which 

contain all of the necessary resources for a teacher-led program 

on the desert tortoise. Trunks have been introduced to teachers 

through workshops and are now being field-tested in anticipation 

of a desert-wide launch. 

There are approximately 85,000 students within an hour’s 

drive of Mojave National Preserve or the headquarters office in 

Barstow. Hiring an education specialist would allow Mojave’s 

Interpretation staff to reach many more students through 

development of new curriculum-based programming. In addition 

to expanding Mojave’s education programs, an education 

specialist would allow the preserve to contribute more to the 

efforts of the Desert Tortoise Education Committee. A base 

funding increase proposal addressing this need currently ranks 

second on the preserve’s priority list. 

Kelso Depot Visitor Center, a beautifully restored 

1920s-era train depot and water station, is Mojave 

National Preserve’s cultural centerpiece. Opened in 

March 2006, the depot has been extremely popular 

with visitors. Most of the former dormitory rooms 

contain exhibits describing various aspects of the 

surrounding desert, from tortoises to sand dunes 

to desert mining and ranching. The old baggage 

room, ticket office, and two dormitory rooms have 

been historically furnished to illustrate life in the 

depot in the first half of the twentieth century.

nps photo by Christine Schlegel
mojave national preserve business plan I 15

Visitor and Resource Protection

Mojave National Preserve’s Protection staff is responsible for 

providing for the safety and protection of visitors and resources 

throughout the preserve. While visitor safety and resource 

protection are the program’s primary goals, the preserve’s 

Protection staff supports operations in a number of other ways. 

In FY 2007 Mojave National Preserve spent a total of $896,000 on 

visitor and resource protection, not including fire management 

funds. Of that total, $844,000 came from base funding, with the 

balance composed of short-term project funds. In addition to 

base and project funds, the preserve spent $600,000 supporting 

fire management activities in the region. Fire management funding 

is not considered part of the preserve’s base budget. 

Fire Management

With an arid climate and scrub vegetation, the California desert 

is prone to frequent wildfires. At Mojave National Preserve, 

employees work on the prevention and suppression of wildland 

fires as well as the rehabilitation of burned areas. The preserve is 

also home to a NPS/BLM interagency fire center; the fire crew 

based here participated in fire management activities not only 

inside the preserve’s 1.6 million acres, but also in many other 

areas of the Southern California desert.

Resource Protection

Both Protection rangers and Fire Management staff participate 

in and conduct a wide variety of resource management projects, 

including protecting endangered species and cultural resources, 

monitoring grazing, and managing wilderness areas. They monitor 

and inventory resource conditions, coordinate the cleanup and 

minor restoration of parklands, and manage trespass issues and 

closures.

Visitor Safety and Emergency Services

Managed visitor safety programs include law enforcement, 

emergency medical services, structural and wildland fire, search 

and rescue (SAR), and hazardous materials spill response. Law 

enforcement functions include frontcountry and backcountry 

The defining feature of Mojave National Preserve—

and one of the main challenges facing its staff—is 

the preserve’s immense size and remoteness. At 1.6 

million acres, Mojave National Preserve is the third 

largest national park unit outside Alaska. This view 

is of the New York Mountains from Teutonia Peak. 

nps photo by anne maasberg
16 I national park service

patrols, criminal investigations, case management, and wildlife 

enforcement. Patrol activities include the protection of the natural 

and cultural resources, visitor assistance, and resource education. 

Visitor Services

Due to the remote nature of the preserve, NPS personnel are 

often the only staff available to respond to incidents in and 

around the preserve. In addition to handling routine questions, 

employees assist visitors with mechanical breakdowns, trip planning, directions, and other inquiries. Protection rangers at Mojave 

aim to provide the visitor with safe and enjoyable experience.

Facility Operations and Maintenance

The Facility Operations and Maintenance program (O&M) 

encompasses all of the activities that are necessary to safely 

operate Mojave National Preserve’s buildings, roads, trails, 

campgrounds and utility systems. Operations and maintenance 

activities include janitorial services, cyclic maintenance, and asset 

rehabilitation. Mojave’s Facility Operations and Maintenance 

program is currently composed of eight full-time employees, 

including the chief, as well as one seasonal employee. All 

employees contribute to both operations and maintenance 

activities. The preserve spent $1.5 million on operations and 

maintenance activities in FY 2007, of which $500,000 came from 

non-base project funds.

The preserve’s vast size and the geographic disbursement of 

its assets directly impact the capacity of its Operations and 

Maintenance program. Work activities in the preserve simply 

take longer to complete than would similar tasks in a smaller park 

because of the time required to reach work sites and to pick up 

supplies. In addition, Mojave’s remote location makes contracting 

difficult since work is relatively abundant in the cities where 

contractors are located. Jobs that would normally be contracted 

out in less remote parks are often completed by Mojave staff 

when contractors submit unreasonably high bids. A recently 

completed park asset management plan quantified the negative 

impacts of these challenges, estimating Mojave’s maintenance 

backlog at over $6.9 million. This asset management plan, which 

prioritizes park assets, will guide Operations and Maintenance 

program decisions in the coming years. 

The O&M program has been proactive in addressing contracting 

and location issues by working extensively with the other 

Desert Network parks and implementing systems, such as solar 

electric and microwave communications, to make the preserve’s 

structures less dependent on infrastructure that is costly to extend 

into remote areas.

Buildings

Mojave National Preserve includes 88 buildings, although most 

activity is centered on a handful of major buildings—Kelso Depot 

Visitor Center, Hole-in-the-Wall Information Center, Hole-inthe-Wall Fire Center, Barstow Headquarters, Baker maintenance 

facility, and the Zzyzx Desert Studies Center—the preserve’s 

15 comfort stations and 18 residential structures (5 houses, 2 

duplexes, 1 trailer, 3 double-wide trailers, a 16-room dorm in the 

fire center, and 6 recreational vehicle pads with utility hookups). 

The preserve’s Operations and Maintenance program is 

responsible for all of the systems related to the buildings detailed 

above. From an operations standpoint, O&M employees must 

change light bulbs, clean each building regularly, and care for 

the grounds around them. Custodial activities are carried out 

daily at Kelso Depot VC and weekly at Hole-in–the-Wall IC. The

Preserve’s 15 comfort stations are cleaned weekly. 

Maintenance activities include pumping vault toilets, 

rehabilitating historic structures, repairing building damage, 

housing repairs, and transitioning buildings acquired with land 

into employee housing. In FY 2007 Mojave’s O&M program 

completed two duplexes and two houses in Baker that are now 

being used for employee housing. 

Roads

Mojave’s O&M program is responsible for all aspects of 28 miles 

of park roads, including grading/gravel surfacing, stabilizing, 

cleaning the roadsides and repairing damaged culverts. An 

additional 180 miles of paved roads are maintained by San 

Bernardino County, although the preserve carries out roadside 

cleanup and emergency repair activities as necessary. The O&M 

program is responsible for directional signs on all paved roads 

within the preserve.

Facility Operations and Maintenance must also perform repairs 

on washed out portions of the Mojave’s 1800-mile network of 

backcountry, dirt roads. Although these roads are naturally rough, 

major washouts must be filled so the area can be safely navigated 

Facility Operations and 

Maintenance leads the charge 

toward a greener Mojave

Mojave National Preserve has been 

proactive in developing and implementing comprehensive plans aimed 

at making all aspects of the preserve’s 

operations more energy efficient and 

environmentally friendly. In recent years, 

the preserve’s Facility Operations and 

Maintenance program has installed 

solar arrays at nine buildings and residences, replaced all incandescent light 

bulbs with energy-efficient compact 

fluorescent lights, and developed a new 

solid waste plan. The Operations and 

Maintenance program is also in the process of developing an energy conservation plan, transitioning to environmentally friendly cleaning supplies, replacing 

hydraulic fluid in park equipment with 

biobased products, and starting a recycling program. 

The preserve is hoping to secure funding to expand the off-grid solar system 

at Zzyzx (above photo) by 100 percent, 

completely eliminating the need for 

a diesel generator. Mojave National 

Preserve's Chief of Facility Operations 

and Maintenance foresees a future in 

which the desert parks are nearly energy 

independent, drawing power from a 

large-scale, shared solar array. 
mojave national preserve business plan I 17

by visitors. Failing to perform these repairs can result in dangerous 

conditions for visitors as well as major resource damage when 

visitors leave the road to bypass washed out sections. Mojave 

does not have a designated road crew, as is the norm in most large 

parks, but hosts road crews from Death Valley and Joshua Tree

National Parks two to three times each year.

Campgrounds and Backcountry Campsites

Mojave’s two established campgrounds are located in the Mid 

Hills and Hole-in-the-Wall areas of the preserve. Together they 

contain 61 campsites as well as toilet facilities. In addition, the 

Black Canyon Equestrian and Group Campground, located near 

Hole-in-the-Wall, offers corrals as well as picnic and camping 

space for large groups. Mojave’s O&M program regularly cleans 

the bathrooms, removes trash, and cleans the fire rings at each of 

the campgrounds.

The preserve also contains approximately 120 mapped 

backcountry campsites. The O&M program cleans backcountry 

campsites at least once per year, although this is difficult to track 

since the preserve is still in the process of mapping all existing 

backcountry camp sites. As more campsites are discovered, 

the number of sites that must be cleaned each year rises. The 

maintenance activities associated with both established and 

backcountry campsites include repairing or replacing fire rings, 

kiosks, and signage as necessary.

Trails

Mojave maintains a limited number of developed trails, totaling 

approximately 12 miles, most of which are used only lightly 

by visitors. Trail maintenance work is primarily performed 

by volunteers through programs organized by the Student 

Conservation Association, Youth Conservation Corps, and 

California Conservation Corps. 

Utility Systems

The O&M program is responsible for testing, maintaining, 

and repairing the preserve’s electrical, solar, water, and waste 

systems. Since the preserve is so isolated, most visitor centers and 

residential buildings have their own water and electrical systems, 

each of which must be monitored on a daily basis. 

In total, nine preserve buildings receive all or part of their 

electricity from solar systems. Kelso Depot is also heated and 

cooled through an underground exchange system. Installing 

and maintaining these systems require a diverse set of skills 

and technical expertise. Batteries and backup generators for all 

solar systems are checked daily, as are water systems. Deep wells 

with chlorination systems supply preserve buildings with water. 

Water quality at each of the preserve’s residences and visitor 

centers must be tested monthly and chlorination components 

are inspected at least once a week (every day at Kelso Depot and 

Hole-in-the-Wall), in accordance with NPS regulations. Solid 

waste is managed by sewage lift systems at Kelso Depot and 

Zzyzx Desert Studies Center, and through septic systems at other 

preserve buildings. 

In addition to the daily monitoring activities required by all of 

these utility systems, O&M personnel must carry out recurring 

maintenance and repairs. The solar systems and their backup 

generators require quite a bit of attention. Beginning in 2009, 

the oldest solar systems will require component replacement. 

Emergency repairs requiring overtime, often on utility systems, 

are a concern for the program. 

Management and Administration

The preceding pages have documented the diversity of work that 

goes on at Mojave National Preserve. Supporting these various 

functions are the Management and Administration offices of the 

Preserve. The Preserve spent $620,000 in FY 2007 on activities 

ranging from contracting and budget management to coordinating 

research with graduate students.

Administrative Support

The employees of the Administration program perform many 

of the supporting activities that are found in most nonprofit and 

private organizations: budgeting, human resources, contracting 

and procurement, computer and telephone maintenance, and 

vehicle fleet coordination. Unlike many organizations, however, 

the Administration program must provide these services across 

1.6 million acres of desert landscape. Innovative solutions have 

arisen in response; for example, the preserve uses satellite dishes 

to beam internet, phone, and networking connections to remote 

ranger stations and the Kelso Depot.

Several staff members at Mojave National Preserve spend a 

portion of their time working for neighboring national parks 

such as Death Valley National Park, Joshua Tree National Park,

The Desert Managers Group

The National Park Service is one of many 

agencies that manage public lands in 

the California desert. From California 

State Parks to the Bureau of Land 

Management to the Department of 

Defense, the desert is a patchwork of 

jurisdictions that all cooperate under the 

auspices of the Desert Managers Group 

(DMG).

While each agency has a unique mission 

and management philosophy, there are 

certain issues that transcend lines on a 

map. Recovery of the desert tortoise is 

one of the foremost issues on the agenda. The various agencies provide more 

than habitat for the tortoise, they are 

active participants in the recovery effort. 

The effort includes tasks such as monitoring, public outreach, raven management, landfill oversight, and the operation of "head start" facilities where 

tortoises are raised in captivity until 

they can be safely released back into the 

wild. The DMG’s five-year work plan also 

includes riparian zone restoration, cultural resource preservation, abandoned 

mine safety, and other common issues.
18 I national park service

and Lake Mead National Recreation Area. By forming a network 

of parks, specialized services and training opportunities can be 

shared and overall costs are reduced. For example, the contracting 

officer at Mojave National Preserve works on large and complex 

projects for other parks that do not have staff with the same level 

of expertise. 

Park Management

The superintendent’s office oversees and coordinates 

planning and management activities for the preserve. This 

office also coordinates external activities such as interagency 

communications and community affairs. Annual goals for Mojave 

National Preserve are drafted by senior staff; accomplishments are 

then tracked at both the preserve level and for individual staff.

The Management program also includes a science advisor. 

The various managers in the park—from Facilities to Resource 

Management—have a source of objective scientific information 

while making decisions. The science advisor also works 

on projects within the park (such as the “critter cam”) and 

coordinates the various outside researchers who study the cultural 

and ecological resources of the preserve.

External Relations

In addition to managing the internal operations of the preserve, 

the superintendent also collaborates with outside partners and 

neighbors. The preserve works with other federal agencies 

through regular meetings with the Desert Managers Group 

(see sidebar on previous page). The superintendent conducts 

community meetings every six months to meet with people who 

live inside or near preserve boundaries. In FY 2007 the preserve 

also worked closely with the City of Barstow and the County of 

San Bernardino to establish bus service to Kelso Depot with the 

hope of starting eventual train service. Many of the actions listed 

in the Priorities section of this plan will require Mojave National 

Preserve to forge even stronger ties with these important partners.

Right: The long-eared owl is one of over 350 species of animals in Mojave. PHOTO by todd esque

Opposite: Joshua trees bloom at the New York 

Mountains. NPS PHOTO BY DENNIS SCHRAMM
mojave national national preserve preserve business business plan II 19
20 I national park service

Operational Priorities

Established in October 1994, Mojave National Preserve is a 

relatively new national park unit. The early years were devoted 

to understanding resources, developing programs and policies, 

and drafting a long-term general management plan. Guided by its 

general management plan, the preserve is now transitioning from 

start-up to routine operations. 

This section details Mojave National Preserve’s operational 

priorities for the next five years. The work outlined in the Current 

Operations section will continue; it is central to keeping Mojave 

open to visitors and protecting natural and cultural ecosystems. 

The priorities presented here have been identified as areas where 

the preserve wants to focus new funds or reallocate resources. 

These priorities are intended to be achievable action items; along 

with its priorities, each program identified success measures that 

will allow the preserve to track its progress over the next five years.

Mojave National Preserve management has identified five 

overarching goals for the preserve’s operations over the next 

five years. Each functional program will contribute to these 

overarching goals. The operational priorities from each program 

have been aligned with a corresponding preserve goal to provide 

a comprehensive picture of Mojave’s integrated approach to 

planning and operations. 

The lead program and planned implementation time frame is 

listed along with each priority. Initiatives designated with a black 

diamond (u) require no additional funding or are expected to 

receive federal funding in the next two years. Initiatives with a 

hollow circle (m) are dependent on future funds that have not 

been secured. 

1. Engage the public in park stewardship and foster 

an appreciation for the ecosystems and human 

history of the Mojave Desert.

Continuing development along the Los Angeles-to-Las Vegas

corridor will increase pressure on Mojave’s desert ecosystems. 
mojave national preserve business plan I 21

Even so, these conditions also represent an opportunity to 

enhance the preserve’s outreach programs. Over the next 

five years, the preserve will take specific actions to expand 

partnerships, encourage stewardship, and openly provide 

information regarding controversial issues to help foster 

understanding among stakeholders.

The preserve currently participates in several partnerships 

through which it develops and implements educational, 

recreational, resource protection, and endangered species 

recovery projects and programs. These cooperative arrangements 

are critical to daily operations and help foster stewardship by 

engaging regional stakeholders. Mojave’s biannual newspaper 

has served as a primary communication tool to help achieve 

this objective. In the coming years, Mojave plans to become 

more proactive in communicating its accomplishments, 

events, and concerns through jointly developed public service 

announcements, a greater emphasis on website content, and news 

releases for local newspapers.

Preserve staff plans to implement the following actions in addition 

to current operational activities:

u Continue desert tortoise outreach initiatives and education 

programs. (Interpretation and Education; beginning FY 

2008) – The Desert Managers Group (DMG) Desert Tortoise

Outreach group has funds available for regional education and 

outreach initiatives. Mojave’s Interpretation and Education 

(I&E) staff will continue working with this group to develop 

outreach initiatives, including television public service 

announcements, the Desert Tortoise Emergence Contest for 

students in eight counties, and teacher workshops on the use 

of the desert tortoise traveling trunks. 

u Support the Barstow-Kelso Railroad (BKRR) initiative. 

(Interpretation and Education; beginning FY 2008-2012) –

This external initiative to develop excursion train service 

from Barstow to Kelso is in the early planning stages; the 

superintendent and I&E chief will attend planning meetings 

and provide support to the community group as needed. 

The BKRR committee plans to continue operating a weekly 

excursion bus tour between Barstow and Kelso in spring, 2008.

u Build volunteer program. (Interpretation and Education; FY 

2008) – Mojave’s volunteer program has grown dramatically

since FY 2000. The volunteer coordinator hopes to continue 

this trend by increasing efforts to recruit volunteers and by 

providing positive work experiences for volunteer work 

groups, including the Youth Conservation Corps, the Student 

Conservation Association, and Volunteer Vacations.

u Create informational website on deer-water issues. 

(Interpretation and Education; beginning FY 2008) – Mojave’s

I&E staff will create an informational web page on deer-water 

issues designed for the general public. The page will present 

information relevant to the controversial issue of maintaining 

artificial water sources for deer. 

u Publish educational articles. (Interpretation and Education; 

FY 2008-2012) – I&E staff will publish interpretive and

informational articles on resource management activities in the 

biannual preserve newspaper. 

u Provide news releases. (Interpretation and Education; 

beginning FY 2008) – Preserve staff will develop news releases

and opinion pieces for placement in local and regional 

newspapers. 

u Close abandoned mine shafts. (Resource Management; beginning FY 2008) – In FY 2008 staff at Mojave National Preserve

hopes to oversee the construction of safety devices at abandoned mine sites throughout the desert. As part of this effort, 

Mojave will not only keep the public informed of its progress, 

but also publicize the dangers created by abandoned mines. 

m Introduce urban youth to Mojave. (Resource Management; 

beginning FY 2008) – Preserve staff would like to develop

long-term partnerships with groups such as the California 

Conservation Corps to employ disadvantaged youth and 

college students in resource stewardship projects. 

m Develop website for tortoise facility. (Interpretation and 

Education; tentatively beginning FY 2010) – Mojave plans to

develop a desert tortoise “head start” facility to protect and 

study young tortoises if funding from a hazardous materials 

settlement becomes available. Once the facility has been 

created, staff will develop a web page on the program with 

information on research into the causes of the desert tortoise’s 

population decline. 

2. Provide visitor experiences that carry out the 

NPS mission, “To conserve the scenery and the 

natural and historic objects and the wildlife 

therein and to provide for enjoyment of the same 

in such manner and by such means as will leave 

them unimpaired for the enjoyment of future 

generations.” (Organic Act of 1916, 16 USC 1)

Above: Western National Parks Association operates three bookstores within Mojave National 

Preserve that provide site-specific information for 

learning more about area resources. nps photo

Opposite: Interagency efforts are underway to 

reintroduce desert bighorn sheep with a life 

span of 10 to 15 years, to their previous ranges. 

Estimates put the current population in and near 

Mojave Preserve between 680 and 1075. nps photo

Note: Initiatives designated with a black diamond 

(u) require no additional funding or are expected 

to receive federal funding in the next two years. 

Initiatives with a hollow circle (m) are dependent 

on future funds that have not been secured. 
22 I national park service

Mojave National Preserve’s unique blend of diverse terrain and 

ecosystems, wilderness character, and historical significance 

provides countless recreational and educational opportunities. 

As the preserve continues its transition from startup activities 

to routine operations, the management team is committed to 

identifying, planning, and developing facilities that will promote 

high-quality recreational experiences, along with new media 

products that will assist visitors in understanding significant park 

resources

Although Mojave National Preserve already offers a variety of 

activities for visitors, these recreational opportunities will be 

expanded and formalized over the next five years. Connecting 

equestrian and motor vehicle trails in the preserve to trails on 

adjacent public lands, for instance, will increase opportunities for 

visitors to experience the desert for a relatively low cost. Likewise, 

broadening the range of available interpretive materials and media, 

including outdoor wayside exhibits, brochures, and podcasts, 

will help visitors make intellectual and emotional connections 

to Mojave’s rich history and diverse ecology. Ensuring that all 

of Mojave’s compelling themes and resources are interpreted, 

and that as many facilities as possible are physically accessible to 

visitors, will improve the overall visitor experience.

Preserve staff plans to implement the following actions in addition 

to current operational activities:

u Develop site plans. (Cross-functional planning team; FY 2008)

– Beginning in FY 2008 Mojave staff will be selected for a site

planning team. Site planning involves assessing and prioritizing 

future restoration and development of sites in the preserve to 

address important themes that are not adequately interpreted. 

Subsequently, site plans will be created for all remaining 

development in the preserve, such as stabilization and 

restoration of historic mining sites and structures on Kessler 

Spring ranch for interpretive use. 

u Develop wayside interpretive planning framework.

(Interpretation and Education; FY 2008) – The development

of outdoor wayside exhibits helps visitors connect directly to 

park features, and is a cost-effective way to reach out to the 

large number of visitors who drive through Mojave. Guided 

by themes identified in Mojave’s long-range interpretive plan, 

I&E staff will develop a preserve-wide wayside interpretive 

planning framework to prioritize current and future project 

funding requests for wayside exhibits. 

u Develop a self-guided tour booklet of mine sites. 

(Interpretation and Education; FY 2012) – A cluster of mine

sites in the Standard Mining District, not far off Cima Road, 

tell the story of mining in the east Mojave. Interpretive rangers 

will develop a booklet to be used as a road guide for this trip. 

Other media, such as downloadable audio files for portable 

media players, may also be developed for this tour. 

u Conduct a comprehensive accessibility survey of all park 

facilities. (Facility Operations and Maintenance; FY 2008) – The

Facility Operations and Maintenance chief will work with 

volunteers to conduct a thorough review of accessibility issues 

within the preserve. 

u Develop employee housing and fleet management plans. 

(Administration; FY 2008) – As the number of staff in Mojave

increase, the preserve is working to make sure that there is 

adequate infrastructure to accommodate this increase without 

adversely impacting the natural environment. Administrative 

staff will complete an employee housing plan and a vehicle 

fleet management plan to address both current and future 

needs.

u Provide programming at Desert Discovery Center (DDC).

(Interpretation and Education; continuing FY 2008) – Mojave’s

participation in the DDC partnership is an important part 

of the preserve’s educational activities. Interpretation staff 

will continue to offer existing programs at the DDC, but does 

not currently have the capacity to develop new programming 

without an education specialist on staff. 

u Develop scheduled programs at Information Centers.

(Interpretation and Education; beginning FY 2008) – Expand

ranger contacts with visitors by developing regularly scheduled 

programming at Kelso Depot and evaluating ranger-led 

programs at Hole-in-the-Wall. 

u Develop orientation film. (Interpretation and Education; FY 

2009-2010) – Pending receipt of proposed project funding in

FY 2009, the I&E division will develop a new orientation film 

to be shown at the Kelso Depot Visitor Center, as well as a

longer version that provides broader and deeper coverage of 

themes. 

u Fabricate exhibits being planned for HQ office. (Interpretation 

and Education; FY 2008-2009) – I&E will design exhibits and

execute a fabrication contract, although actual fabrication and 

installation may continue into FY 2009. 

u Complete build-out of website. (Interpretation and Education; 

FY 2008) – When complete, the website will include more

Developing additional wayside exhibits throughout 

the preserve is a priority for Mojave management. 

nps photo

Note: Initiatives designated with a black diamond 

(u) require no additional funding or are expected 

to receive federal funding in the next two years. 

Initiatives with a hollow circle (m) are dependent 

on future funds that have not been secured. 
mojave national preserve business plan I 23

comprehensive information on the history, nature and science, 

and management of Mojave National Preserve. 

u Initiate Backcountry Asset Inventory. (Visitor and Resource 

Protection; beginning FY 2008) – To aid in planning the

protection staff will identify, inventory, and map all 

backcountry and wilderness planning assets.

u Secure a concessioner to operate the Kelso Depot lunch 

counter. (Management and Administration; beginning FY 2008) 

– Mojave hopes to add to the visitor experience by opening the

Kelso Depot lunch counter. There are very few food options 

in or near the preserve, and offering some food service would 

allow visitors to spend more time at the historic visitor center. 

The concession contract was open to bidders in the beginning 

of Fiscal Year 2008.

m Develop Mohave tui chub education activities. (Interpretation 

and Education; tentatively beginning FY 2008) – In conjunction

with other partners, I&E staff will develop learning activities 

centered around tui chub fish tanks at the Desert Discovery 

Center. 

m Develop partnership with Nipton. (Interpretation and 

Education; tentatively beginning FY 2011-2012) – I&E hopes to

develop multi-day desert learning activities based in Nipton, 

a privately-owned gateway community on the preserve’s 

northern border. This long-term priority will depend on 

funding for initial program development and ongoing 

operations. Such a partnership would provide an unparalleled 

educational opportunity for student groups in the region to 

experience the desert night sky and natural soundscape. 

m Develop education programs for desert tortoise facility. 

(Interpretation and Education; tentatively beginning FY 2010)

– When the desert tortoise facility is built, an education

specialist will develop learning activities centered on the “head 

start” facility.

m Facility Operations and Maintenance is Mojave’s top priority 

among its base budget increase requests. The request is not 

ranked highly at the regional level, so the preserve will not 

receive this requested increase before FY 2011. If the base 

budget increase does come through, it will be used to address 

the following priorities:

m Take proactive measures to maintain and repair facilities. 

(Facility Operations and Maintenance; after FY 2011) –

Mojave National Preserve recently completed an asset 

management plan which identified the assets that can 

benefit most from preventive maintenance. Spending 

funds on preventive maintenance can help avoid much 

more costly repairs and replacement in the future, 

ultimately saving taxpayer dollars. 

m Increase the frequency of cleanings for all restroom facilities. (Facility Operations and Maintenance; after FY 2011)

– Currently, only 58 percent of visitors rated Mojave’s

restrooms as “very good.” More frequent cleanings should 

result in higher visitor satisfaction with preserve facilities.

m Develop utility preventive maintenance program. (Facility 

Operations and Maintenance; after FY 2011) – To reduce

the impact of emergency repair calls for solar electricity 

and water systems on the preserve’s budget, Facility 

Operations and Maintenance will develop a preventive 

maintenance program for park utility systems. Currently 

O&M is more reactive than the division chief prefers, due 

to a shortage of qualified technicians. 

m Increase frequency of water system inspections. (Facility 

Operations and Maintenance; after FY 2011) – Many of

Mojave’s buildings and housing units rely on deep wells for 

water. While the preserve is able to meet state and federal 

health requirements, Mojave’s Public Health Inspection 

Report, completed in 2007, noted several deficiencies 

in the preserve’s water systems that can be corrected by 

hiring a full-time Water Treatment Operator. 

3. Promote safety for both park staff and the 

visiting public.

Mojave National Preserve strives to be a leader in safety and accessibility. This goal includes creating a culture of safety among preserve staff, implementing preventive safety measures on primary 

roads, improving the ability of park staff to respond to incidents 

throughout the preserve, and providing safe access to the preserve’s natural and historical resources. As the preserve develops, 

these ideas shape all planning and programming decisions. 

Several characteristics of Mojave National Preserve present 

challenges to visitor and staff safety. Decades of mining and 

ranching have left thousands of open mine shafts and wells 

throughout the preserve. The preserve’s sheer size and extensive 

wilderness areas make incident response and SAR operations 

both difficult and time consuming. The preserve’s proximity to the 

Los Angeles and Las Vegas metropolitan areas also presents law

enforcement challenges.

The Zzyzx Desert Studies Center provides opportunities for research on species such as the Mohave 

tui chub. nps photo

Note: Initiatives designated with a black diamond 

(u) require no additional funding or are expected 

to receive federal funding in the next two years. 

Initiatives with a hollow circle (m) are dependent 

on future funds that have not been secured. 
24 I national park service

Although Mojave’s staff has demonstrated a strong safety record, 

the preserve plans to take the following actions to address 

remaining safety challenges:

u Promote and enforce visitor and employee safety. (Visitor and 

Resource Protection; beginning FY 2008) – In an effort to reduce

the number of visitor and employee incidents, protection 

employees will take a lead in reducing and preventing 

incidents through incident analysis and resource deployment, 

implementing “Operational Risk Management” practices.

u Professionalize Emergency Services. (Visitor and Resource 

Protection; beginning FY 2008) – In order to meet readiness

requirements and provide exceptional services, all protection 

employees will obtain national certifications at a standard 

response level (e.g. EMT), in addition to their current 

certifications. 

u Implement a long-range employee development and training 

plan for Visitor and Resource Protection staff. (Visitor and 

Resource Protection; beginning FY 2008) – Develop a long-range

division employee development and training plan, and commit 

the resources necessary to achieve plan goals. 

m Stabilize mining structures for interpretive use. (Resource 

Management; beginning FY 2008) – In FY 2008 the preserve

will begin fencing off the Standard #1 Mine and will install 

safety devices in a number of nearby mines as part of an 

ongoing effort to mitigate physical safety hazards at these sites. 

Completing the process of stabilizing mine structures within 

the Standard Mining District and making them safe to the 

public, and thus available for interpretive use, will depend on 

future project funding. 

m Rehabilitate historic ranching structures. (Resource 

Management; FY 2008-2011) – Currently planned for

historic protection, the Kessler Springs Ranch Headquarters 

compound has been identified as an I&E priority. 

Rehabilitating the ranching infrastructure is a first step to 

allowing visitors to safely explore and learn about this unique 

cultural resource. 

4. Protect the resources of the Preserve.

Mojave National Preserve is tasked not only with a variety of 

recreational opportunities, but also preserving fragile ecosystems 

and historical sites. In order to carry out this complex mission, 

staff must first thoroughly understand the locations, origins, 

and significance of the preserve’s natural and cultural resources. 

Ongoing survey, mapping, and research projects contribute to 

this baseline information. Mojave staff must also study natural 

processes within the preserve, such as fire hazard areas and 

wildlife population disbursement, so they can understand the 

preserve’s natural conditions.

Once a natural and historical baseline has been established, 

preserve staff can progress to restoration and monitoring activities. 

Protecting cultural sites from vandalism, helping to recover the 

endangered Mohave tui chub and threatened Mojave population 

of desert tortoise, removing invasive species, and managing 

wildfires in a consistent manner all fall into this last category.

In addition to current activities, Mojave’s staff plans to implement 

the following actions to help them further understand and protect 

preserve resources:

u Begin to study the link between wildlife and human-made 

water sources. (Resource Management; FY 2008-2009) – When

ranchers relocated from Mojave National Preserve to other 

lands, they took many of their windmills and abandoned other 

artificial water sources. Understanding how the installation 

and removal of these manufactured features impact wildlife 

will help staff to preserve the natural ecosystem. Resource 

Management staff, in conjunction with the California 

Department of Fish and Game and the University of Nevada, 

Reno, will carry out a long-term study of the effects of water 

supplies on the number and distribution of mule deer within 

the preserve.

u Ongoing Land Acquisition. (Preserve-wide, coordinated 

through Superintendent’s office; ongoing) – The preserve has

placed a high priority on land acquisition to meet preservation 

needs and restrict development within the park boundary. 

Land acquisition helps to preserve habitat including wildlife 

corridors, and conserve the scenic values and solitude.

u Expand "critter cam" program. (Resource Management; 

beginning FY 2008) – Mojave’s Resource Management staff

members have placed motion-triggered cameras at several 

water sources throughout the preserve to learn more about 

the types of animals that use the water sources. Resource 

Management will continue and expand this “critter cam” 

program to include other sites throughout the preserve. 

u Assess and stabilize archeological sites. (Resource 

Management; beginning FY 2008) – Mojave National Preserve

remains in the process of mapping the locations and assessing 

Mojave National Preserve employees complete fire 

extinguisher training in an effort to reduce the 

number of employee and visitor safety incidents.

nps photo by dennis schramm

Note: Initiatives designated with a black diamond 

(u) require no additional funding or are expected 

to receive federal funding in the next two years. 

Initiatives with a hollow circle (m) are dependent 

on future funds that have not been secured. 
mojave national preserve business plan I 25

the conditions of cultural sites throughout the preserve. 

Continuing work begun in past years, Resource Management 

staff members will complete condition assessments of all 

known archeological sites within the preserve and plan for 

their stabilization as needed. The preserve will also put this 

field work into perspective, by undertaking an archeological 

overview and research design to assemble previous research 

on the prehistory of the area.

u Restore disturbed lands. (Resource Management; FY 

2008-2010) – Mojave National Preserve is scheduled to receive

funding to restore disturbed lands impacted by a variety of 

past land uses. Six projects will be coordinated by Resource 

Management personnel to restore a total of 133 acres, 

including part of the Morningstar Mine. 

u Develop and implement a resource monitoring and protection 

program. (Visitor and Resource Protection; beginning FY 

2008) – The Protection staff will develop more structured

backcountry patrolling and reporting procedures, based on 

the backcountry asset inventory currently being developed. 

These procedures will help Protection staff to more carefully 

monitor the preserve’s natural and cultural resources.

u Enhance fire prevention and education programs. (Visitor 

and Resource Protection; beginning FY 2008) – Visitor centers

exhibits will feature fire prevention information. Current 

community outreach will be expanded with “Smokey Bear” 

programs to address more people. The preserve will also 

educate inholders about creating defensible space around 

homes and their responsibilities for preventing wildland fire.

Motion-activated cameras have been set up at 

springs across Mojave National Preserve to monitor 

wildlife activity such as this mountain lion drinking 

at a watering station. NPS PHOTO

Note: Initiatives designated with a black diamond 

(u) require no additional funding or are expected 

to receive federal funding in the next two years. 

Initiatives with a hollow circle (m) are dependent 

on future funds that have not been secured. 
26 I national park service

u Identify potential fire hazard areas. (Visitor and Resource 

Protection; beginning FY 2008) – The Fire Management

program will use GIS (Geographic Information System) 

computer programs to better understand the fire history of 

preserve lands and to identify hazard areas. 

m Create a desert tortoise “head-start” facility. (Resource 

Management; tentatively beginning in FY 2008 or 2009) –

The scientific community has little information on what is 

causing the population decline of young desert tortoises. 

Pending funding from a hazardous materials settlement, 

Mojave National Preserve will develop a desert tortoise “head 

start” facility in conjunction with the U.S. Geological Survey 

and private donors. The facility will provide research on 

juvenile desert tortoise mortality that will help multiple land 

management agencies as they work towards recovering the 

desert tortoise. The facility can also be used by the preserve's 

Interpretation and Education staff to educate the public as 

part of a broader effort within the Desert Managers Group to 

increase awareness and education about the desert tortoise. 

5. Promote energy efficiency and sustainable 

“green” practices in Preserve facilities and 

management.

The National Park Service has committed to being a leader in 

environmental sustainability. Mojave’s management team has 

integrated this commitment into its core operational priorities.

The preserve has already made visible progress in energy conservation and plans to build on its momentum in the coming years. 

Nine preserve buildings have already been converted to solar 

electrical systems. In the past year, all incandescent light bulbs in 

preserve facilities were replaced with energy-efficient, compact 

fluorescent bulbs and the Facility Operations and Maintenance 

staff began the process of switching to 100 percent “green” 

cleaning supplies and biobased hydraulic fluids. In the next year, 

Mojave will develop comprehensive plans for reducing its reliance 

on carbon-emitting power generation and lowering the amount 

of solid waste the preserve sends to the landfill each year. The 

preserve will actively seek out new partners and leverage existing 

relationships to help implement its environmental initiatives.

Preserve staff plans to implement the following actions in addition 

to current operational activities:

u Conduct parkwide energy audit. (Facility Operations and 

Maintenance; FY 2008) – One of Mojave’s first actions this

year will be to work with Southern California Edison to 

complete a parkwide energy audit. This is a free service 

offered by Southern California Edison. Facility Operations 

and Maintenance staff will assess and prioritize the audit 

recommendations for future implementation. 

u Create and implement parkwide energy conservation plan.

(Facility Operations and Maintenance; beginning FY 2008)

– Energy conservation efforts in Mojave National Preserve

have largely been ad-hoc activities. Following the Southern 

California Edison energy audit, Mojave’s Facility Operations 

and Maintenance program will develop a parkwide energy 

conservation plan. Although much of the plan will likely 

consist of staff and visitor education, it should also provide a 

more comprehensive view of current and future conservation 

efforts. 

u Purchase environmentally preferable products.

(Administration; FY 2008) – The preserve’s Administration

staff will be trained in how to maneuver through the federal 

procurement system to purchase environmentally preferable 

products.

u Require contractors to be environmentally minded. (Facility 

Operations and Maintenance; beginning FY 2008) – All future

project contracts will require contractors to recycle and reuse 

waste materials where appropriate and feasible. 

u Incorporate sustainability into construction. (Facility 

Operations and Maintenance; beginning FY 2008) – All future

projects will incorporate sustainable practices and products, as 

mandated by the preserve’s environmental management plan. 

For example, building designs will minimize each building’s 

visual impact on the desert surroundings and incorporate only 

sustainable building materials such as certified wood products. 

This policy will slightly increase the overall cost of future 

projects. 

u Reduce vehicle miles driven. (Administration; FY 2008–2012)

– The preserve will decrease the number of miles driven by

its employees by increasing the number of positions that are 

housed closer to the preserve and by encouraging employees 

to carpool to the extent possible. 

u Increase recycling. (Facility Operations and Maintenance; 

beginning FY 2008) – Pending expected funding for a recycling

trailer from the environmental management program and 

Centennial Commitment funding for seasonal employees, 

Sustainability efforts include solar panels to power 

facilities at Kessler Spring Ranch. nps photo

Note: Initiatives designated with a black diamond 

(u) require no additional funding or are expected 

to receive federal funding in the next two years. 

Initiatives with a hollow circle (m) are dependent 

on future funds that have not been secured. 
mojave national preserve business plan I 27

Mojave National Preserve’s Facility Operations and 

Maintenance division will implement a recycling program for 

all park facilities, campground, and public use areas. 

u Use only environmentally friendly cleaning supplies. (Facility 

Operations and Maintenance; FY 2008) – Mojave will complete

the transition to 100 percent usage of environmentally 

preferable cleaning supplies. 

u Use biobased fluids in equipment. (Facility Operations and 

Maintenance; FY 2008) – Pending passage of the FY 2008

budget, the preserve’s Facility Operations and Maintenance 

staff expects to receive project funding to complete the 

transition from traditional hydraulic fluids to biobased fluids 

in all preserve equipment.

m Work with partners to install a solar energy system at 

the Zzyxx Desert Studies Center. (Facility Operations and 

Maintenance; tentatively beginning FY 2008) – Under the

NPS Centennial Challenge, parks and park partners can 

submit projects for federal matching funds. One project that 

has been submitted for funding through this potential fund 

source would convert the Zzyzx Desert Studies Center to a 

100 percent solar energy system. Whether through Centennial 

Challenge funding or traditional project funding, Mojave 

National Preserve plans to work toward its goal of obtaining all 

of its power from sustainable solar energy systems.

m Reduce gasoline consumption by park vehicles. (Administration; FY 2008–FY 2012) – As federal policy, funding, and alternative fuel availability allows, Mojave will add hybrid vehicles 

and alternative fuel vehicles to the preserve fleet. This may 

increase the operating costs of the fleet, but would also result 

in a reduction in the preserve’s environmental footprint. 

Mojave National Preserve includes 1,800 miles of 

backcountry roads for visitors to explore. NPS PHOTO

Note: Initiatives designated with a black diamond 

(u) require no additional funding or are expected 

to receive federal funding in the next two years. 

Initiatives with a hollow circle (m) are dependent 

on future funds that have not been secured. 
28 

I national park service

Over half of the preserve is critical habitat for the 

Mojave desert tortoise. The primary reasons for 

listing the Mojave population of the desert tortoise 

as a "threatened" species include deterioration and 

loss of habitat, collection for pets or other purpos-

es, elevated levels of predation, disease, and the 

inadequacy of existing regulatory mechanisms to 

protect desert tortoises and their habitat. 

NPS PHOTO