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EDUCATION, INTERPRETATION, AND YOUTH ENGAGEMENT NATIONAL STRATEGY, 2013–2018

Contents

From the Director . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Guiding Principles . . . . . . . . . . . . . . . . . . . . . . . . . . 5

I. PROGRAM FRAMEWORK . . . . . . . . . . . . . . . . . . . 6

Foundational Elements . . . . . . . . . . . . . . . . . . . . . . . . 6

Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

II. PROGRAM DEVELOPMENT AND DELIVERY . . . . . 8

Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Interpretation and Youth Engagement . . . . . . . . . . . 12

Career Pathways . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

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EDUCATION, INTERPRETATION, AND YOUTH ENGAGEMENT NATIONAL STRATEGY, 2013–2018

From the Director

I am pleased to present the Bureau of Land 

Management (BLM) Education, Interpretation, 

and Youth Engagement Strategy for 2013–2018. 

This Strategy underscores the BLM’s commitment 

to the concept of shared stewardship. We know 

that the health and productivity of the public 

lands depend on citizens who are informed and 

willing to assist us in protecting and restoring 

America’s natural and cultural legacy. Strong 

education, interpretation, and youth programs are 

essential to our efforts to engage citizens in the 

work we do on behalf of the American people. 

These programs help foster meaningful connections between people and their 

public lands, expand citizen understanding of our complex multiple-use mission, 

and inspire conservation stewardship and service.

BLMers have traditionally engaged partners as part of the way we do business. 

The goals and objectives outlined in this Strategy can help the bureau strengthen 

those partnerships and reach out to new and diverse audiences as well. This will 

be particularly important as we seek to expand awareness of resource careers and 

establish pathways to careers for youth from all backgrounds. In fact, by pursuing 

the goals outlined in this Strategy, the BLM is making an investment in the future. 

Education, interpretation, and youth engagement will lead to the next generation 

of conservation leaders who will be responsible for America’s public lands for years 

to come.

States should feel empowered by this Strategy to build on their successes and 

their existing programs. I urge all BLM staff to review the goals and objectives 

and to consider steps that can be taken at your organizational level to achieve 

them. By raising the profile of education, interpretation, and youth programs and 

committing ourselves to using these programs as important management tools, 

this Strategy will help to ensure that the health, diversity, and productivity of the 

public lands are sustained for present and future generations.

Mike Pool

Acting Director, Bureau of Land Management
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Vision

Education, interpretation, and youth programs 

are essential for the BLM to achieve its mission of 

sustaining the health, diversity, and productivity 

of America’s public lands. The BLM’s expansive 

land holdings are significant resources for 

engaging people of all ages in learning about the 

interconnections among people, cultural heritage, 

and the natural world. Through learning, play, 

and work, individuals forge connections to their 

public lands and find personal inspiration. Young 

people, engaged from an early age in learning 

and recreation on the public lands, often go on to 

become active stewards and conservation leaders.
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EDUCATION, INTERPRETATION, AND YOUTH ENGAGEMENT NATIONAL STRATEGY, 2013–2018

Guiding Principles

COLLABORATION We embrace collaborative approaches, working with partners, 

volunteers, and communities in all aspects of our programs.

DIVERSITY We acknowledge cultural diversity and regional differences in 

perspective in developing our programs and materials. 

SOUND SCHOLARSHIP Our programs and materials are based on sound 

scholarship, research, and scientific methods.

BEST PRACTICES We share best practices and resources with all levels of 

the organization in the planning and implementation of our programs.

LIFELONG LEARNING We provide opportunities for lifelong learning 

starting at the preschool level and continuing through adulthood.

ACCESSIBILITY We strive to make our programs accessible for all 

visitors regardless of their backgrounds, cultures, ages, languages, abilities, 

and needs. 

CITIZEN INVOLVEMENT We encourage and provide opportunities for 

active stewardship of public lands.

HANDS-ON LEARNING We believe that hands-on learning enables 

people to be active instead of passive learners, allowing them to extract 

meaning and understanding through in-depth experiences with objects, 

resources, and ideas.

CHILDREN AND NATURE We support opportunities to connect 

children and nature.

INNOVATION AND EXCELLENCE We promote, support, and 

reward innovation. We take pride in our work and are committed to the 

pursuit of excellence.
 I. PROGRAM FRAMEWORK

6

Foundational 

Elements

The BLM is already pursuing a broad 

range of education and interpretation 

activities and has been routinely 

engaging youth in stewardship and 

work to achieve the bureau’s land 

management objectives. Education, 

interpretation, and youth engagement 

are important tools for land managers. 

The time has come to raise the profile 

of these efforts and to institutionalize 

them as BLM programs that support our mission. 

u GOAL 1:

Programmatic Foundation

Establish a strong programmatic foundation for education, interpretation, and youth 

engagement throughout the bureau.

For education, interpretation, and youth programs 

to be implemented and sustained successfully, 

a strong foundation needs to be in place. That 

foundation includes staff with clearly defined roles and 

responsibilities, policies that ensure program quality 

and consistency, and sustained funding along with 

partnership support.

Objective 1: 

Roles and Responsibilities

Articulate staff roles and responsibilities related to education, interpretation, and 

youth programs throughout the BLM.

Many education, interpretation, and youth program 

efforts have been undertaken by individuals on their 

own initiative as their workload permits or as collateral 

duties. To realize the full benefits of these programs 

and activities, the BLM must designate staff at all levels 

to provide leadership for planning and coordinating 

education, interpretation, and youth programs. 

Objective 2: 

Policy and Guidance

Provide overarching policy and guidance that clearly delineate the role of education, 

interpretation, and youth programs in supporting 

the BLM’s land management mission and that 

assist BLM staff with effectively and efficiently 

implementing these programs.

As with every program, clear and consistent policies 

must be in place to integrate education, interpretation, 

and youth engagement with BLM resource 

management objectives, to meet legal requirements, 

and to ensure excellence. 

Objective 3: 

Funding and Partnership Support

Establish a systematic approach to identifying and focusing resources for education, 

interpretation, and youth programs.

Education, interpretation, and youth programs are 

long-term investments in the future of the BLM. They 

cannot be ad hoc, intermittent efforts, but instead 

require time to develop and refine. Sustained funding 

and partnership support are critical to success.
 I. PROGRAM FRAMEWORK

7

Communication

Education, interpretation, and youth programs play a 

critical role in raising awareness of the value of public 

lands and in engaging youth and the public in their 

stewardship. Through these programs, the bureau 

can promote safe and enjoyable visitor experiences, 

encourage participation in volunteer projects, and 

inspire community involvement in decision-making 

as well as young people’s interest in careers. Taking 

advantage of rapidly evolving communication tools, 

staff at all levels should identify and use media that are 

appropriate for the audiences that the BLM needs to 

reach. Our partners, too, can play an important role 

in communicating with diverse audiences, identifying 

their particular needs, and helping to expand our reach. 

u GOAL 2: 

Information Sharing

Disseminate information about education, interpretation, and youth programs and 

share program accomplishments with internal and 

external audiences.

All employees should 

be informed about 

education, interpretation, 

and youth programs and 

about their value as land 

management tools. With 

policies and systems in 

place, all employees can 

be communicators to the 

diverse audiences that the 

BLM should be reaching.

Objective 1: 

Internal Audiences

Maintain effective internal 

communication and 

coordination.

By improving information 

sharing about education, 

interpretation, and youth programs within the BLM, 

the bureau will be able to replicate those programs that 

have proved successful and will be able to meet public 

expectations for consistent quality programs.

Objective 2: 

External Audiences

Maintain effective communication about education, interpretation, and youth 

programs with diverse external partners and 

stakeholders.

Audiences and communication methods are constantly 

changing. By developing a comprehensive plan and 

using a variety of materials and media to communicate 

about education, interpretation, and youth programs, 

the BLM can ensure that partners, stakeholders, and 

the public are being reached and heard.

Objective 3: 

Data Collection and Reporting

Establish a system for data collection and reporting on education, interpretation, and 

youth programs.

Particularly in times of 

shrinking budgets and 

competing demands 

for limited resources, 

managers, stakeholders, 

and partners need 

to see the value of 

investing in education, 

interpretation, and 

youth programs. 

Such returns on 

investment can be 

conveyed most clearly 

by collecting accurate 

data and reporting 

regularly on program 

accomplishments. 
 II. PROGRAM DEVELOPMENT AND DELIVERY

8

Education

Education programs at the BLM enhance the 

public’s environmental and heritage literacy and its 

understanding of land management issues. Through 

both formal and nonformal programs, youth and adults 

learn about natural and cultural resources and about 

the BLM’s mission to sustain the health, diversity, 

and productivity of America’s public lands. They also 

learn how they can become involved in that important 

mission as volunteers or as part of the next generation 

of conservation leaders. 

The BLM’s goals for school programs focus on 

strengthening the signature Hands on the Land 

(HOL) network of outdoor classrooms and Project 

Archaeology, which provides teaching materials and 

professional development opportunities to educators 

nationwide. HOL and Project Archaeology are longterm efforts with demonstrated benefits that are 

sustained in large part by valuable partnerships. 

BLM offices at all levels also work with partners to 

provide myriad other opportunities for students and 

teachers to use the public lands as laboratories for 

learning. These field-based experiences can build 

proficiency in Science, Technology, Engineering, 

and Mathematics (STEM) fields and encourage 

the development of critical thinking skills that are 

essential to resource management. To ensure that 

BLM education programs meet the needs of managers, 

educators, and other stakeholders, the Strategy outlines 

steps to ensure that well-trained staff and partners, 

equipped with the best resources, are developing and 

delivering programs and materials. 

In addition, outreach to people of all ages at both the 

national and field levels, including visitors and others, 

helps the American public increase their understanding 

and appreciation of the role of public lands in their 

daily lives. The Strategy identifies goals and objectives 

that will better coordinate these outreach efforts across 

all levels of the bureau. 

u GOAL 3: 

Development of Education Staff

Strengthen the capacity of BLM staff and partners to develop and deliver quality 

education programs.

Whether supporting the use of public lands as outdoor 

classrooms, delivering a classroom presentation, 

leading a field trip or afterschool program, developing 

materials that meet the needs of teachers and students, 

or helping to educate the public about natural and 

cultural resources, BLM staff, volunteers, and partners 

who work with learners of all ages need to possess the 

knowledge and skills that will make them valuable 

partners in education.

Objective 1: 

Core Competencies

Establish core competencies for staff and partners who work on education programs.

Establishing core competencies for individuals involved 

in education programs ensures quality programs that 

meet the needs of students, teachers, and resource 

managers. 
 II. PROGRAM DEVELOPMENT AND DELIVERY

9

Objective 2: 

Training

I

dentify available training and work through 

partners to develop and deliver additional 

education program competency training as needed.

A well-trained staff is critical to the success of the 

BLM’s education programs. Training needs to be 

offered not only to staff but also to a wide range of 

volunteers and partners who assist with BLM education 

programs.

Objective 3: 

Tools, Resources, and Best Practices

I

dentify and promote existing educational tools, 

resources, and best practices to BLM educators, 

volunteers, and collaborating partners to facilitate 

the development and delivery of quality education 

programs. Develop additional tools and resources 

as needed. 

Appropriate tools and educational resources are 

essential for high-quality education programs.

u GOAL 4: 

Public Education Programs

I

ncrease knowledge and understanding of public 

land resources and land management challenges, 

as well as appreciation of the opportunities 

available on public lands to learn about broadbased themes, such as energy development and 

climate change.

BLM offices at the national, state, and field level offer a 

wide variety of products and programs to help learners 

of all ages increase their understanding of public land 

resources and land management challenges. Targeted 

education products and programs inform the public 

and engage them in the responsible use of natural and 

cultural resources. Products and programs range from 

topic-based printed materials to annual events and 

national celebrations. Through these efforts, the BLM 

raises awareness of public lands and instills a sense of 

stewardship for our nation’s natural and cultural legacy.

The BLM’s programs and messages are not limited to 

audiences that staff and partners reach on a personal 

basis. It is increasingly important for the BLM to reach 

audiences throughout the nation so that the American 

public can understand and appreciate the role of public 

lands in their daily lives. The BLM works toward 

this end through social and other media, and with 

the assistance of numerous partners. Education staff 

members work with staff from resource programs and 

the National Landscape Conservation System (NLCS) 

to identify key audiences and broad-based themes as 

well as partners who can assist in education efforts. 

Objective 1: 

Priority Themes

On an annual basis, identify priority themes for education about BLM resources and provide 

guidance to the field on using and developing 

programs and materials that address these themes.

Highlighting priority themes at the national level 

and correlating them with state priorities will create a 

cohesive educational program at all levels of the bureau. 
 II. PROGRAM DEVELOPMENT AND DELIVERY

10

Objective 2:

Product and Program Evaluation

Evaluate the effectiveness of all education products and partnerships.

Evaluation of products and partnerships will lead to 

improved efforts at all levels.

u GOAL 5: 

Hands on the Land

Expand and enhance the BLM’s Hands on the Land program.

Hands on the Land is a national network of outdoor 

classrooms on public lands. HOL sites develop 

education programs in partnership with local schools 

and communities in a way that can foster connections 

to nature, expose students to issues confronting 

21st-century land managers, and create broad-based 

community support for the BLM. HOL outdoor 

classrooms also provide field-based opportunities that 

address the Department of the Interior’s “Science, 

Technology, Engineering, and Mathematics (STEM) 

Education and Employment Pathways Strategic Plan” 

and other departmental and national youth initiatives. 

Additionally, HOL programs are a meaningful way to 

introduce students to natural resource careers, helping 

create the next generation of conservation leaders and 

ensuring that the nation’s public lands are managed and 

conserved for future generations.

Since the program’s inception in 1999 the number 

of BLM HOL sites has grown from 2 to 50. The best 

HOL sites deliver high-quality, sustained educational 

programming that introduces students to resource 

management issues. They also serve as centers for 

educational excellence in the BLM that share resources, 

expertise, and best practices with the other members 

of the HOL network. By enhancing the quality of 

programming at existing sites, improving networking 

among HOL sites, and increasing participation, Hands 

on the Land will become the standard for quality 

education in the BLM. The Hands on the Land 

Working Group, an interdisciplinary team composed of 

staff from all levels of the bureau, has been established 

to represent the needs and perspectives of the field and 

help the BLM realize this goal. 

Objective 1: 

Program Expansion

Through enhanced communication and support, build greater awareness and understanding 

of the HOL program and provide a pathway to 

participation that will increase the number of 

BLM HOL sites. 

Although HOL was established more than a decade 

ago and there are currently 50 HOL sites in the BLM, 

considerable confusion remains about the purpose 

of the HOL program. Greater clarity about what the 

HOL program is, how new sites can join the program, 

and how the program can help the BLM accomplish 

its mission are needed to advance the 

program to the next level. 

Objective 2: 

Programming 

Enhancements

M 

easure and 

enhance the quality of 

programming at HOL sites.

Continued management support 

for HOL will depend on 

the bureau’s ability 

to show that HOL 

programming meets 

identified standards 

of excellence that 

contribute to the BLM’s 

ability to accomplish 

its mission. In times of 

reduced budgets, enhanced 

program evaluations and 

reporting will assist the national 

office in identifying 

outstanding 

programs 

for future 

funding 

and 

support.
 II. PROGRAM DEVELOPMENT AND DELIVERY

11

Objective 3: 

Networking and 

Interactivity

I

mprove networking 

and interactivity 

among HOL sites.

Many outstanding 

programs and materials 

have been developed 

by HOL sites and 

their partners. Sharing 

these resources and 

the expertise involved 

in developing them 

will reduce redundant 

efforts, encourage best practices, and ensure that all 

participants have the tools they need to be effective.

u GOAL 6: 

Project Archaeology

Continue strong support for Project Archaeology as the BLM’s signature heritage education 

program.

Project Archaeology is an educational program 

dedicated to teaching scientific and historical inquiry, 

cultural understanding, and public land stewardship 

ethics, specifically, the importance of protecting our 

nation’s rich cultural resources. The program was 

founded in 1990 by the BLM to satisfy, in part, 

protection mandates spelled out in section 10(c) of 

the Archaeological Resources Protection Act. The 

primary audiences are formal educators of grades 3–8 

and informal educators in museums, visitor centers, 

youth groups, afterschool programs, and other youth 

education organizations. Through Project Archaeology, 

the BLM has provided strong leadership for agencies 

and individuals undertaking historic preservation 

education throughout the nation as mandated by the 

National Historic Preservation Act. 

Project Archaeology is a public/private partnership 

and currently operates as a joint program of Montana 

State University (MSU), Department of Sociology and 

Anthropology, and the BLM. The Project Archaeology 

Strategic Plan developed in partnership with MSU and 

the National Project Archaeology Network of State and 

Regional Programs guides daily program operations, 

including general program organization and support, 

production and distribution of educational materials, 

assessment of learning outcomes, and general program 

evaluation. The BLM contributes to the national 

Project Archaeology program by providing heritage 

education staff dedicated to assisting partners with 

program operations and financial support as feasible. 

Continued direct support for this proven program will 

help to ensure that the public appreciates the importance 

of protecting our cultural and heritage resources.

Objective 1: 

Leadership and Support

Provide continued leadership and support to Project Archaeology programs at all levels. 

Establishing and maintaining state and regional Project 

Archaeology programs requires strong leadership and 

support from the BLM.

Objective 2: 

BLM State Programs

Establish a Project Archaeology program in each BLM state in support of archaeological 

stewardship education for educators, students, and 

family learners throughout the state and/or region.

As the BLM’s flagship heritage education program, 

Project Archaeology is an important tool for managers 

in developing cultural understanding and promoting 

stewardship of cultural resources. 
 II. PROGRAM DEVELOPMENT AND DELIVERY

12

u GOAL 7: 

Development of Interpretation Staff

Strengthen the capacity of BLM staff and partners to develop and deliver quality 

interpretive programs and products.

Professional and competent staff and partners are 

essential to developing, producing, and presenting 

personal and non-personal interpretive programming, 

products, and media for visitors. 

Interpretation and 

Youth Engagement

With more than 245 million acres of land under its 

management, the BLM offers ample opportunities 

for visitors to connect with America’s public lands. 

Through personal and non-personal interpretation, 

BLM staff and partners facilitate connections between 

visitors and the bureau’s natural, cultural, and 

recreational resources, facilitating public appreciation 

of the complexity and value of the lands that the BLM 

manages.

The BLM has dedicated employees, world-class visitor 

centers, and outstanding natural and cultural resources 

to share with visitors. However, the interpretation 

program and its staff across the bureau have suffered 

from a lack of dedicated funding; a decentralized 

approach; inconsistent messages; out-of-date or 

nonexistent interpretive plans; and a scarcity of readily 

available quality training for employees engaged in 

interpretive activities.

The interpretation program will focus on building 

strong partnerships, using new media, and enhancing 

interpretation throughout the bureau through welltrained staff, up-to-date interpretive plans, consistent 

and readily identifiable core messages, and program 

evaluation, thereby fostering appreciation for the 

resources and helping to forge strong connections 

between people and their public lands.

The BLM also realizes the importance of beginning to 

establish those connections at an early age. While many 

children first encounter the public lands through class 

field trips associated with formal education programs, 

BLM’s Take It Outside! program provides children and 

families with opportunities to explore, learn about, 

and play on their public lands. Having reached tens 

of thousands of young people since its inception in 

2007, Take It Outside! is a critical component of the 

BLM’s efforts to reach new and diverse audiences with 

core messages about the benefits of pursuing healthy 

lifestyles on America’s public lands. 
 II. PROGRAM DEVELOPMENT AND DELIVERY

13

Objective 1: 

Core Competencies Establish interpretive core competencies for staff 

and partners who work in interpretation and 

other programs.

Establishing core competencies for individuals involved in 

interpretation clarifies work standards and ensures quality 

programming that meet the needs of managers as well as the 

expectations of visitors.

Objective 2: 

Training I

dentify available training and work through partners 

to develop and deliver additional competency training 

as needed for staff, volunteers, and partners who work in 

interpretation.

A well-trained staff is critical to the success of the BLM’s 

interpretation program. Training needs to be provided not only 

to staff but also to a wide range of volunteers and partners who 

assist with BLM interpretation.

u GOAL 8: 

Interpretive Programming Strengthen and enhance interpretive programming 

throughout the BLM.

Strong and well-planned interpretive programming provided by 

staff and partners will provide visitors with factual, up-to-date 

information and core messages promoting understanding of and 

appreciation for America’s public lands and the BLM’s important 

role in managing them.

Objective 1: 

Core Messages Provide the public with consistent core interpretive 

messages about the BLM.

Core messages can set the BLM apart from other land 

management agencies by clearly and concisely identifying the 

bureau, stating its mission, and explaining why public lands are 

important.
 II. PROGRAM DEVELOPMENT AND DELIVERY

14

Objective 2: 

Interpretive Plans

Develop and implement five Visitor Experience/Interpretive (VE/I) plans per year over the 

next 5 years for BLM units that have more than 

10,000 visitors per year.

Interpretive planning ensures that essential public land 

values and experiences are accessible to visitors and that 

facilities and media are designed to accomplish visitor 

use and resource protection goals.

Objective 3: 

Partnerships

Expand the BLM’s capacity to develop and deliver quality interpretive programming 

through the use of trained partners.

Diverse partners trained in 

interpretive skills are vital to 

provide essential services for 

visitors, provide links to local 

communities, and broaden 

the reach of the BLM in 

interpreting the public lands.

Objective 4: 

Program Evaluation

Through evaluation, measure and 

enhance the quality 

of programming at 

interpretive sites.

By evaluating the design 

and implementation 

of local and national 

interpretive programming, the 

BLM can identify areas for 

improvement and, ultimately, 

realize its interpretive goals. 

The information collected and 

reported is critical to clarifying 

the value of the program to 

managers and stakeholders. 

u GOAL 9: 

Youth Engagement: Take It Outside!

Expand and enhance the Take It Outside! program. 

Take it Outside! (TIO) is the BLM’s flagship youth 

engagement program. It was established to help 

ensure that children, youth, and families have access 

to outdoor experiences on public lands. TIO stresses 

health, family, fun, and stewardship and connects 

young people and families with their public lands, 

while fostering future generations of public land 

stewards. The BLM established Take It Outside! in 

2007 to emphasize and facilitate efforts to connect 

children and nature. Since then tens of thousands of 

children and their families have been able to pursue 

healthy outdoor recreation activities on the public 

lands. Hundreds of partners have also been 

involved in TIO, helping the BLM expand 

opportunities for new and diverse audiences 

to experience and 

connect with their 

public lands. The field 

has embraced the TIO 

concept, contributing 

regular stories to the 

“TIO Tuesday” feature 

of The BLM Daily. 

By clarifying the TIO 

brand, promoting 

sustainable models, 

and expanding 

outreach to partners, 

the BLM will continue 

to connect increasing 

numbers of children 

and families with 

America’s public lands. 
 II. PROGRAM DEVELOPMENT AND DELIVERY

15

Objective 1: 

Core Messages

Establish core messages and incorporate 

them into all Take It 

Outside! activities, 

communications, and 

marketing.

By incorporating core 

messages into all Take 

It Outside! activities and 

communications, the TIO 

brand can be fully established 

across the bureau and with the 

public.

Objective 2: 

Program Growth

I

ncrease the number of TIO opportunities 

provided to youth and families by at least 10 

percent over the next 5 years.

Outdoor experiences provided by 

TIO can promote healthy lifestyles 

and spark interest in learning more 

about the natural world—the 

first step to developing public 

land stewards and future natural 

resource professionals. By engaging 

greater numbers of youth from 

all backgrounds in TIO activities, the 

BLM can increase awareness of 

America’s public lands. 

Objective 3: 

Program Evaluation

Evaluate the 

effectiveness of TIO 

programs and recognize 

excellence within the 

program.

Successfully engaging young 

people in TIO activities involves 

more than just counting the number 

of youth involved. TIO programs need 

to be evaluated to ensure that the BLM 

is successfully promoting health, family, fun, and 

public land stewardship. Evaluation can also identify 

best practices and successful models that can then be 

replicated more effectively across the bureau.
 II. PROGRAM DEVELOPMENT AND DELIVERY

16

Career Pathways

The BLM’s programs for teens and young adults build 

on youth education and engagement programs—from 

outdoor classrooms in the Hands on the Land network 

to recreation and volunteer opportunities provided 

throughout the school-age years. A continuum of 

such experiences should nurture lifelong stewardship 

ethics and may generate interest among young people 

in pursuing careers in natural and cultural resource 

management. 

The BLM has long served as a model for student 

employment programs, recruiting youth from diverse 

backgrounds to work for the bureau. Field offices have 

routinely worked with local and national youth corps 

and other partners to engage youth in project-based 

work experiences. With the launching of the Secretary’s 

Youth in the Great Outdoors initiative in 2009, these 

efforts became part of the department-wide effort to 

establish the 21st Century Conservation Service Corps. 

The BLM is working with federal and nonfederal 

partners to develop innovative models for creating 

career pathways for youth from all backgrounds. These 

efforts are critical to the future of the bureau. They help 

ensure that a diverse and highly skilled workforce will 

be prepared to take the reins as the next generation of 

conservation leaders.

u GOAL 10: 

Teen/Young Adult Opportunities

Provide opportunities for teens and young adults to strengthen connections to the 

outdoors.

The BLM’s current education and engagement 

programs provide myriad opportunities for elementaryand middle-school-age children to learn about and 

experience their public lands. These programs spark 

curiosity and establish connections to the public lands. 

To build on those connections and create pathways 

to careers and lifelong stewardship, the BLM needs to 

provide teens and young adults with opportunities to 

participate in a wide range of activities, from recreation 

to field schools to in-depth volunteer projects.

Objective 1: 

Best Practices

Evaluate existing teen and young adult programming and identify best practices.

The BLM already pursues a wide range of programs for 

teens and young adults. By conducting a bureauwide 

inventory and evaluating these programs, best practices 

can be identified and successful models can be 

replicated more effectively.
 II. PROGRAM DEVELOPMENT AND DELIVERY

17

Objective 2: 

Expansion of 

Opportunities

I

ncrease the 

number of 

teens and young 

adults involved 

in recreation, 

education, and 

stewardship 

activities on BLM 

public lands by at 

least 10 percent 

over the next 5 

years. 

Programs for teens 

and young adults 

help ensure that the BLM provides the continuum 

of experiences from early childhood through young 

adulthood, nurturing interest in public lands 

stewardship and, for those who are interested, careers in 

natural and cultural resource management.

Objective 3: 

Career Awareness

Provide information on BLM careers to teens and young adults of all backgrounds.

To create a 21st-century workforce that reflects the 

diversity of the nation, as envisioned in the 

Department of the Interior’s Strategic Plan for 

2011–2016, the BLM needs to ensure that youth 

from all backgrounds are aware of career 

pathways in the bureau. 

u GOAL 11: 

Entry-Level Positions

Recruit and retain youth from diverse backgrounds for entry-level careers.

As a critical component of workforce 

planning efforts, the BLM needs to be 

engaged now in recruiting young people to 

replace employees who are expected to retire over the 

next decade. Current employees can play important 

roles as official and unofficial recruiters and mentors. 

And managers at all levels should consider ways in 

which young people can be engaged in mission-critical 

work.

Objective 1: 

Workforce Planning

I

dentify workforce planning needs and science 

and resource priorities that can be addressed by 

teens and young adults as volunteers or interns, or 

as members of youth corps crews.

Hiring young people should not be viewed as just a 

nice thing to do, but rather as an essential element in 

workforce planning. The BLM’s 21st-century workforce 

will be made up of youth who are training for and 

entering careers today. 

Objective 2: 

Staff Resources and Guidance

Provide guidance and resources to assist BLM staff with creating career pathways for teens 

and young adults.

The BLM has a long history of working with youth and 

creating pathways to entry-level careers. To ensure that 

young people have safe, quality experiences, the BLM 

needs to provide explicit and consistent guidance on 

working with youth. 
 II. PROGRAM DEVELOPMENT AND DELIVERY

18

Objective 3: 

Federal Jobs and Partner Positions

Hire youth through federal employment programs and through partner organizations.

In addition to helping the BLM address workforce 

planning needs, youth employment is a high-priority 

goal for the Department of the Interior and is included 

in the Strategic Plan for 2011–2016.

Objective 4: 

Program Evaluation

Evaluate the effectiveness of youth programs throughout the BLM.

Educating, engaging, and employing youth should be 

more than a “numbers” exercise. Youth programs need 

to be evaluated to ensure that the BLM is enhancing 

environmental and heritage literacy, promoting 

conservation stewardship, inspiring service, and 

creating career pathways for young people. 
19

Acknowledgments

Development of this Strategy has involved close 

collaboration with staff, partners, and other 

stakeholders. State Youth Leads and interagency 

partners on the Department of the Interior Youth 

Task Force have contributed their ideas. Members of 

the Hands on the Land Working Group and Take It 

Outside! team have been consulted. Input was also 

solicited at several national meetings, including the 

National Association for Interpretation and the Society 

of American Archaeology. At the summit that led 

to the development of the strategy for the National 

Landscape Conservation System, staff and partners 

provided input on education and interpretation 

as well as youth programs. The Strategy is integral 

to other bureau strategies as well, so program 

leads in Washington as well as the states provided 

valuable input. Close collaboration across all BLM 

programs and levels will continue to be required 

as implementation gets under way. Staff from the 

Division of Education, Interpretation and Partnerships 

appreciate all the contributions to the Strategy that 

have been made thus far and look forward to working 

together as we pursue goals and objectives outlined here.

For more information on the BLM’s education, 

interpretation, and youth programs, see: 

www.blm.gov/education.

This publication was produced by the BLM Division of 

Education, Interpretation and Partnerships. 

Additional copies may be obtained by calling 

(202) 912-7457 or by writing to: BLM Division of Education, 

Interpretation and Partnerships, 1849 C Street, NW, 

2134LM, Washington, DC 20240.

Printing, editing, and design by the 

National Operations Center.

BLM/WO/GI-13/006+1114

The mention of company names, trade names, or commercial products 

does not constitute endorsement or recommendation for use by the 

federal government.