Connecting with Communities

BLM Recreation Strategy

U.S. Bureau of Land Management, Recreation & Visitor Services Program

2014–2019

Carbondale, Colorado - Photo by Tyler Stableford©
Strategy: The Bureau of Land Management (BLM) will reposition the 

resources of the Recreation & Visitor Services Program to achieve social, economic, 

and environmental goals of local communities and provide more benefits for 

mutually shared customers. 

Vision: By increasing and improving collaboration with community 

networks of service providers, the BLM will help communities produce greater 

well-being and socioeconomic health and will deliver outstanding recreation 

experiences to visitors while sustaining the distinctive character of public lands 

recreation settings. 

Strategic Focus: Externally, the BLM will capitalize on its recreation 

brand of America’s “Backyard to Backcountry” treasure, consistently coordinating 

with community and regional landscape-level representatives when planning and 

managing recreation settings, services, and facilities; prioritize recreation areas 

that provide the most significant public benefits; and leverage financial resources 

through community partner organizations to ensure that top-priority sites and 

services are maintained. 

Internally, the BLM will train and maintain a recreation workforce capable of 

engaging productively in community relations and identifying outcomes to 

benefit communities and visitors alike; revise internal processes to provide 

greater support for a community-centered approach and better information for 

decisionmaking; improve communication and outreach efforts; and use traditional 

and alternative funding sources as efficiently and effectively as possible.

Bureau

of Land

Management

Locally Based

Government

Agencies

Locally Based Government Agencies include 

municipal and county governments, the National 

Association of Counties, tribal governments, state and 

regional agencies, other federal agencies, schools, etc.

Private Sector Industry and Business includes 

outfitters and tour operators, lodging and restaurants, 

nature and youth centers, chambers of commerce, 

tourism industry associations, sporting goods and 

retail, other nongovernmental organizations, etc.

Private Sector

Industry and

Business Service

Providers

Acknowledgments: This strategy was developed under the guidance of the BLM’s Recreation 

and Visitor Services Advisory Team (RVSAT).  RVSAT advises BLM management regarding recreation 

and visitor services priorities, policies, programs, and budget. Chartered in 2004, the advisory group 

is composed of the 12 BLM state office recreation leads, BLM’s deputy chief of the Recreation & 

Visitor Services Division, and representatives from BLM’s Engineering Advisory Team and National 

Landscape Conservation System. RVSAT also advises staffs of the National Training Center and 

National Operations Center.

The Recreation Strategy Team gratefully acknowledges the contribution of the RVSAT members, as 

well as the continuing support of the BLM’s Executive Leadership Team.

Recreation Strategy Team members include: Cathi Bailey, Anthony Bobo, Don Bruns, Dave Howell, 

Bill Overbaugh, Andy Tenney, and Angela West.
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Recreation & Visitor Services Program

Background

The BLM’s Recreation & Visitor Services 

Program manages recreation resources and visitor 

services to offer the greatest benefits possible 

to individuals and communities and to better 

enable communities to achieve their own desired 

social, economic, and environmental outcomes. 

Recreation is one of the “[a]uthorized activities on 

public lands [that] produce income and provide 

valuable commodities, services, and opportunities 

for the American people,” as described in the 

BLM’s national strategy, “Winning the Challenges 

of the Future: A Road Map for Success in 2016” 

(hereinafter referred to as the “national strategy”). 

The BLM manages its programs to provide a 

variety of benefits to the American taxpayer and 

to communities, consistent with the national 

strategy’s guidance that “[t]he public should 

receive the greatest return” from allowable 

activities on public lands. 

The BLM spends funds appropriated from 

Congress efficiently, striving to provide at no 

additional cost to the recreating public a wide 

variety of developed and dispersed opportunities. 

At the same time, legislation such as the Federal 

Lands Recreation Enhancement Act (2004) 

and prior acts allow the BLM to charge modest 

fees for amenities at many developed sites. The 

BLM diligently applies these funds to uses at the 

sites where they were collected to demonstrate 

to members of the public how their fees are 

being used. The BLM also charges fees, and in 

some cases recovers additional administrative 

costs, for special recreation permits associated 

with specific events and activities. Tremendous 

additional value—critical to the success of the 

recreation program—is derived from partners 

and volunteers, who multiply the BLM’s available 

resources as they accomplish work with tangible 

benefits on the ground. 

This strategic plan aligns the resources of the 

BLM’s Recreation & Visitor Services Program 

with the desired outcomes of local communities, 

businesses, and other service providers (as 

consistent with federal law and policy) to deliver 

as many benefits as possible to the recreating 

public. It does so while respecting the unique 

character of public lands recreation settings and 

making the most of the BLM’s recreation brand. 

Central to the success of this revised strategy 

are collaboration with community networks of 

service providers and improvements in the BLM’s 

internal processes and training.

Collaboration with Community 

Networks of Service Providers

Community networks of service providers 

are the driving forces in our cities and 

towns. These networks include locally based 

government agencies at all levels (city, county, 

tribal, state, and federal). Private sector 

industries and businesses are also key service 

providers, including outfitters, tour operators, 

lodging, restaurants, nature and youth centers, 

chambers of commerce, tourism industry 

associations, sporting goods and retail stores, 

and other nongovernmental organizations.

The Recreation & Visitor Services Program 

has adopted an outcome-focused approach 

to planning and management. This approach 

requires coordination with public and private 

visitor service providers (1) to manage 

recreation settings, services, and facilities, and 

(2) to provide positive recreation experiences 

and outcomes. Central to this framework is 

the understanding that the BLM is only one 

of a number of providers in the community 

network, all of whom can benefit individually 

and collectively from collaboration in ways not 

possible through separate efforts. Partnership 

in community networks will enable the BLM 

to manage public lands recreation resources to 

deliver the social, economic, and environmental 

gains described below.
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Social Outcomes: Recreation contributes to 

social well-being by adding value to people’s 

quality of life. At the individual level, people 

may experience a greater sense of selfreliance, an improved sense of resource 

stewardship, a greater respect for culture, 

reduced stress, improved physical health, 

and reduced health maintenance needs. 

Families and communities may experience 

greater cohesion and well-being as a result 

of recreation experiences—especially 

when youth are encouraged to connect 

with the outdoors. Not only do recreation 

experiences improve quality of life, but 

they strengthen positive social connections 

and may even reduce juvenile delinquency. 

Participation in community networks also 

reinforces cultural values tied to community 

identity.

Economic Outcomes: A strong local 

economy contributes to the overall 

success of retail outlets, outfitters and tour 

operators, lodging, restaurants, nature 

and youth centers, chambers of commerce, 

tourism industry associations, and many 

more. A 2012 report by the Outdoor 

Foundation concluded that the total 

economic activity from outdoor sports in 

the United States is nearly $646 billion a 

year and that it generates 6.1 million jobs 

across the country. Outdoor recreation 

spending is greater than consumer 

spending in pharmaceuticals ($331 billion), 

motor vehicles and parts ($340 billion), 

gasoline and other fuels ($354 billion), and 

household utilities spending ($309 billion). 

A 2011 Department of the Interior (DOI) 

report on the BLM’s economic contribution 

stated that BLM recreation initiatives 

provided more than $2.7 billion in revenue 

to the private sector and a total of $7 

billion in direct and indirect revenue—and 

these numbers are increasing annually. It 

therefore makes good sense to leverage the 

BLM’s recreation visitor service resources 

within community service networks that are 

already engaged and invested in serving our 

shared customers. 

Environmental Outcomes: A healthy 

environment contributes to the users’ 

positive recreation experience by helping to 

reduce vandalism and looting; by retaining 

distinctive natural landscape features and 

preserving historic sites; by contributing 

to improved soil, water, and air health; 

by encouraging better stewardship of 

natural resources; and by helping maintain 

a community’s distinctive character. 

Participation in community networks can 

help the BLM accomplish a key goal of the 

national strategy—to “ensure the longterm sustainability of the public’s land” (a 

goal described in the national strategy as 

“Do It Right the First Time”). In addition, 

enforcement of environmental laws, in 

partnership with other federal, state, and 

local entities, improves the quality of the 

experience for recreation-tourism visitors 

and sustains setting characteristics and the 

sense of place that communities value. 
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This strategy provides a framework for BLM 

offices at all levels to develop action plans that 

will increase the efficiency and effectiveness of 

the BLM’s Recreation & Visitor Services Program 

by more fully integrating with communitybased service delivery systems. The strategy 

repositions all program resources—recreation 

setting management and visitor services, program 

funding, operational knowledge and skills, and the 

BLM culture and brand—to support community 

values. Consistent with the BLM’s national 

strategy, this recreation strategy revises and 

refines program objectives to achieve recreationtourism outcomes that communities value most, 

while capitalizing on the inherent advantages of 

the BLM’s unique recreation brand.

The BLM public lands—once described as 

“the lands nobody wanted”—are now recognized 

as America’s Great Outdoors, a “Backyard-toBackcountry” treasure. Moreover, these lands 

are uniquely positioned, close to both rural 

and urban communities and intermingled with 

lands managed by state and local governments 

and others. More than 120 urban centers in the 

western United States and thousands of rural 

towns are located within 25 miles of BLM lands, 

according to data from the 2010 census. Although 

many in the past have viewed this intermingling 

of public lands with state, county, and private 

lands as a weakness, this ready accessibility to 

public lands actually creates a unique recreationtourism product, a distinctive niche in the federal 

recreation marketplace that offers a competitive 

advantage. This proximity to varied stakeholders 

can also be viewed as a great strength in that 

opportunities abound to pool resources for the 

common good. In fact, the BLM has always 

fostered close relationships with community 

groups, boards, and councils. This strategy takes 

the next step by reaching out to locally based 

government agencies (city, county, tribal, state, 

and federal) and service provider businesses, 

emphasizing benefits to community networks.

The need for collaborative relationships 

with community networks of service providers 

is only growing as communities expand and as 

demands increase for open space recreation. 

The 2010 census showed that at least 64 million 

people live within 100 miles of BLM-managed 

lands in the western continental United States. 

The Outdoor Industry Association noted “that the 

outdoor recreation economy grew approximately 

5 percent annually between 2005 and 2011—this 

Why This Strategy and Why Now? 2001 Millions 2002 2003 2004 2005 2006 2007 2008

2009201020112012

60

55

50

45

Visitors Moving Average, Visitors

Visitors to BLM Public Lands, 2001–2012

during an economic recession when many sectors 

contracted.” Between 2001 and 2012, estimated 

visitors to public lands increased from 51 million 

to 59 million. Yet, even as recreation demand may 

grow during economic recessions, government 

agencies at all levels (federal, state, and local) feel 

a continued budget pinch long after a recession 

ends. 

Community service provider networks are 

considered a high-leverage “game changer” for 

building capacity, gaining community support, 

and growing capabilities in the face of tough 

economic times. Such networks enable all 

providers to leverage funding and staffing for 

maximum effect, and they promote innovation 

and the exchange of ideas. Repositioning the 

BLM as a key collaborator within such networks 

will enable the agency to improve visitor 

experiences by increasing the quantity and quality 

of recreation services and benefits; to make the 

management of recreation settings more efficient 

and sustainable; and to contribute to greater 

social, economic, and environmental benefits for 

communities. 
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I. External Repositioning Strategy 

Public lands should be viewed as connected 

to and integrated with communities—part of 

a greater whole—not as federally designated 

islands separated from them. By developing 

closer ties to and greater mutual accountability 

with communities that the BLM serves, the 

recreation program will help achieve the 

national strategy goal “Be a Good Neighbor,” 

while improving service capacity, efficiency, 

and effectiveness. Repositioning of program 

resources to support a community network 

approach should focus on the following goals: 

Goal 1. Reposition the Recreation 

Program within Community Service 

Provider Networks To Better Serve 

Mutually Shared Customers.

Strategic Focus 1: Proactively Engage with 

Community Networks of Service Providers. 

Typically, the BLM has engaged with 

recreation partners when opportunities have 

presented themselves for specific activities. 

BLM leadership has determined that the 

agency, at all levels, should be less reactive 

and should devote the necessary resources to 

making sustained efforts to identify and develop 

outcome-focused partnerships with community 

networks of service providers as a matter of 

good business. Similarly, the BLM intends to 

facilitate community engagement by creating 

and maintaining partnerships and agreements 

with regional and national service provider 

networks as well.

Strategic Focus 2: Plan and Manage Recreation 

Efforts To Achieve Specific and Desired 

Benefits to the Community. 

It is widely accepted that recreation and 

tourism are good for community well-being 

and socioeconomic health. However, until 

public lands recreation is objectively planned 

and managed to achieve those beneficial endresults with community partners, most of 

those benefits will languish in the intuitive 

realm and be largely unrealized. As noted 

under “Internal Repositioning Strategy” 

below, doing so demands that the BLM train 

and maintain a recreation workforce able to 

engage productively with network providers, 

to understand and respond to community 

values and quality of life issues, and to identify 

recreation opportunities that meet the changing 

needs of communities as well as increasing 

public demands for recreation experiences and 

beneficial outcomes. 

Goal 2. Facilitate Greater WellBeing and Economic Benefits within 

Communities.

Even as BLM partnerhip efforts emphasize 

social and economic benefits to communities, 

they must also sustain the distinctive character 

of public lands recreation settings upon which 

community benefits depend. Partnering with 

communities at the landscape level, across 

administrative boundaries, will help the BLM 

do so—accomplishing the national strategy goal 

of “Thinking Big.” Partnership in community 

networks will also help the BLM focus on its 

recreation brand and develop systematic plans 

that maximize the most significant shared 

benefits, without trying to be “all things to all 

people.” The BLM has various mechanisms 

by which to recognize and manage important 

recreation settings. These include Special 

Recreation Management Areas (SRMAs) for 

high-value recreation opportunities, where 

recreation is the principal resource value, 

and Extensive Recreation Management Areas 

(ERMAs) for locations where recreation use, 

while important and potentially high profile, is 

one of many shared uses allowed. The BLM will 

give priority attention to managing SRMAs first. 
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Strategic Focus 1: Capitalize On and Protect 

the BLM’s “Backyard to Backcountry” 

Recreation Brand.

The diversity of backcountry getaways 

on public lands—from mountain and arctic 

landscapes, to prairies, to river and lake 

settings—and the proximity of many of these 

areas to vibrant communities is what makes 

the BLM’s “brand” of recreation so distinctive 

and unique. This ease of accessibility to the 

backcountry from the backyard is a strength 

on which the BLM should capitalize. The 

development of unnecessary recreation 

facilities, however, is a threat to the BLM’s 

recreation brand. Recreation facility and trail 

development should normally be limited to 

those projects that are consistent with the 

character of recreation settings and that help 

meet key needs of network providers, such 

as providing important portal facilities and 

maintaining top- priority sites and services. 

Strategic Focus 2: Create Collaborative 

Recreation Management Plans. 

The Resource Management Plan 

(RMP) process currently guides the BLM 

in performing public outreach, formalizing 

recreation objectives and desired outcomes, 

and maintaining the open space character 

of the public lands. Under this strategy, the 

RMP process will continue to allow BLM field 

managers the flexibility to choose priorities 

and to determine, with the help of partners 

in community networks, which recreation 

activities to support.

To be most effective, the BLM’s recreation 

plans for community network opportunities 

will carefully analyze and weigh (1) the 

outcome-based objectives of all participants, 

(2) recreation setting characteristic inventories 

(to help maintain conditions essential to 

achieving objectives), and (3) a mutually 

developed list of essential visitor services (not 

only to achieve objectives and maintain settings, 

but also, initially, to determine whether new 

facilities are warranted). Recreation proposals 

will be coordinated with interdisciplinary teams 

to consider the short- and long-term effects of 

the proposals on the environment, and apply 

the appropriate laws and policies that pertain to 

environmental analyses. Such coordination is 

consistent with the BLM’s national strategy goal 

of ensuring the sustainability of public lands.

Once a decision is made on desired 

recreation outcomes, implementation plans will 

be developed. As envisioned by BLM leadership, 

these plans will identify the complementary 

group actions and administrative support 

necessary to manage, market, and monitor 

these recreation opportunities. The plans will 

be adaptable documents that allow the BLM to 

“work collaboratively with partners at different 

scales to...readily address the rapidly changing 

environment and conditions,” consistent with 

the BLM’s national strategy. 
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Strategic Focus 3: Give Priority to Those 

Recreation Opportunities That Promise the 

Most Significant Social and Economic Benefits, 

That Are within the Productive Capacity of 

the Community’s Delivery Systems, and That 

Best Fit the Character/Setting of Place-Based 

Recreation. 

To make investments in recreation as 

efficient and effective as possible, decisions 

about whether to develop new recreation 

opportunities must seek the greatest benefits 

possible—both in terms of visitor demand 

for the BLM’s unique recreation brand, and 

in terms of the potential to create significant 

socioeconomic benefits for communities 

near the affected public lands. In particular, 

priority should be given to sustainable serviceproviding businesses that support both visitor 

and local resident recreation needs (e.g., food, 

lodging, fuel, equipment sales and repair, 

clothing, and other necessities). The BLM’s 

recreation program can, on a year-round basis, 

help sustain desirable communities, promote 

more vibrant local economies, and protect 

environmental values on public lands and 

within communities to “Work for America,” as 

envisioned in the national strategy. The BLM 

will need to continue working with volunteers 

(individuals and organizations) to accomplish 

priority work. To the extent practicable and 

allowable by federal laws, the BLM will also 

work with local businesses and governments 

to contribute jobs to the local economy by, 

for example, hiring local youth as seasonal 

staff members to maintain sites, contracting 

with local construction companies for site 

improvements, and using local suppliers for 

materials.

Sustaining the productive capacity of public 

lands recreation settings and working within the 

productive capacity of the community service 

delivery systems is an indispensable pairing of 

goals for this recreation strategy. Identifying 

recreation efforts that fit this paradigm must 

be a collaborative effort between the BLM 

and the community network of providers with 

whom the bureau seeks to partner. Prioritizing 

investments to support these types of recreation 

opportunities can be expected to provide 

significant quality of life, social, and economic 

benefits for visitors, community residents, and 

businesses. 
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Not only is the BLM in a unique position to 

benefit communities by adopting an external 

repositioning strategy; it also can reposition 

resources internally to support that strategy, 

and to complement other bureau missions (e.g., 

cultural and heritage resources, and wildlife 

programs), as described in the following goals. 

Goal 1. Deepen the Knowledge and 

Skill Base Needed for Maximizing 

Partnership Opportunities. 

The BLM has a dedicated field staff of 

outstanding outdoor recreation planners, 

recreation technicians, and park rangers, 

supported by field office managers and others. 

Field staff interact daily with members of 

the public and various organizations in their 

communities, and are often asked to respond 

to questions about non-recreation matters 

that nevertheless affect the overall health 

and well-being of communities. Currently, 

however, an insufficient number of BLM 

recreation specialists at the field office level 

possess (1) knowledge of socioeconomic and 

quality of life issues in their communities, and 

(2) skills to facilitate bureau engagement with 

community networks of service providers (not 

only participating effectively in partnerships but 

seeking them out or creating them). The BLM 

recognizes that it must align internal budget 

and human resources policies (e.g., recruitment, 

retention, and training), as well as planning 

practices, to support the development of the 

needed knowledge and skills. 

II. Internal Repositioning Strategy

Strategic Focus 1: Provide Enhanced Skills 

Training.

The Recreation & Visitor Services Program 

will offer training that not only encompasses 

current, vital recreation planning skills, 

but also provides techniques for gaining 

an understanding of community social and 

economic values and quality of life issues, 

as well as skills for creating, facilitating, 

and maintaining effective partnerships. 

Ideally, training will result in collaborations 

that correctly anticipate public demands 

for recreation experiences and beneficial 

outcomes—both in the short term and long 

term—and that quickly respond to changes 

when needed. 

Strategic Focus 2: Encourage KnowledgeSharing.

The BLM will continue to encourage 

and facilitate sharing of knowledge and best 

management practices beyond the agency’s 

administrative boundaries to promote needed 

diversification of recreation staff knowledge and 

skills. Remarkable expertise and innovation 

in harnessing the power of communities 

and service providers already thrives among 

the staffs of certain BLM field offices. Those 

innovators constitute a wonderful core resource 

for training and information about how to 

collaborate well. Accordingly, the recreation 

program will encourage veteran recreation 

planners to share information and to train 

and mentor less-experienced recreation staff 

members. 
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Goal 2. Ensure That BLM 

Participation in Partnerships 

Remains Relevant and Effective. 

Strategic Focus 1: Stay Up-to-Date about the 

Interests of Network Providers and Primary 

Recreation-Tourism Visitors. 

Maintaining a focus on the needs and 

desires of the community and of visitors 

will keep partnerships vital and relevant. 

Consequently, BLM leadership will expect 

field staff to engage in ongoing, structured 

conversations with network providers and 

with the public in affected communities to 

find out what matters most and how well the 

bureau is supporting their interests. In-depth 

visitor assessments will also enable field staff to 

evaluate and measure how well the partnership 

is meeting the public’s desired outcomes. 

As the results of these outreach efforts are 

systematically recorded, the BLM will be able 

to adjust its management practices as necessary 

to make sure the values that contribute to the 

outcomes most desired by the public (which 

may change over time) receive priority and that 

the agency effectively retains the public lands 

for “the long-term needs of future generations” 

(as envisioned in the Federal Land Policy and 

Management Act, §103(c)). 

Strategic Focus 2: Maintain an Accurate 

Inventory of Data. 

For decades, the BLM has conducted annual 

inventories and monitoring at its recreation 

management areas, sites, roads, and trails. 

Much of this data has been compiled in the 

BLM’s Recreation Management Information 

System (RMIS). While extremely valuable, 

RMIS does not currently interface with the 

BLM’s Geographic Information System (GIS), 

nor is there a way to verify whether existing 

data, gathered from the BLM’s 133 field 

offices, were collected using standardized 

methodologies and reporting tools. By investing 

in modifications of existing systems such 

as RMIS, or developing new systems that 

incorporate the strengths of GIS and other new 

technologies, the BLM will enhance the quality 

of data used in land management decisions. 

Goal 3. Transform Communication 

and Outreach Efforts. 

The BLM’s Recreation & Visitor Services 

Program provides the best “first impression” 

of the BLM’s mission for the vast majority 

of Americans—especially those beyond the 

industrial and environmental communities 

with whom the BLM typically works. Under this 

strategy, the BLM will continue to engage in 

good communications planning and outreach 

at levels commensurate with desired outcomes 

and experiences. Desired outcomes at the field 

office level will inform and shape national level 

policies. Recreation staff will be expected to 

work closely with public affairs staff to shape, 

expand upon, and distribute the BLM’s message 

contained in outreach efforts. 

Strategic Focus 1: Employ a Palette 

of Interpretive Communication Tools 

and Technology To Market Recreation 

Opportunities. 

The BLM, along with its partners, should use 

both print and electronic media (e.g., Internet, 

Facebook, Twitter, Tumblr) to disseminate 

information about, and market, recreation 

opportunities. The BLM’s recreation and public 

affairs program staff at all levels are responsible 

for planning communication efforts well and 

choosing the tools/technology most appropriate 

for the targeted customer audience. All offices 
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are being encouraged to find creative ways of 

using the power of social media to engage with 

users and community service providers.

Strategic Focus 2: Access Communications 

Expertise, As Well As BLM and Partner Social 

Media, To Improve Message Content and 

Delivery.

Most BLM offices have insufficient staffing 

and funding to develop or distribute definitive 

and effective outreach content—content that 

promotes the BLM’s recreation-tourism 

opportunities and recreation brand, promotes 

the benefits to communities outlined in 

Resource Management Plans, and otherwise 

complements the goals described in this 

strategy. Yet more effective local outreach, 

as well as national/international exposure, is 

urgently needed to help users find information 

about public lands recreation opportunities and 

plan safe and fun activities, and to help BLM 

field offices align their desired outcomes with 

those of communities. 

Consequently, field office staff will work 

with community service providers to tailor 

and market messages to target audiences. In 

particular, the BLM will seek to partner with 

individuals, universities, and organizations 

that have the means and expertise to measure 

and articulate the socioeconomic benefits 

of recreation on public lands and how such 

benefits contribute to a community’s overall 

health and economic sustainability. This 

information can then be manifested in a 

good communications plan. BLM leadership 

also envisions the BLM’s Washington Office 

and state offices working with national and 

state tourism organizations and initiatives to 

advance strategically their message content and 

distribution. 

Goal 4. Establish Secure and Reliable 

Funding Sources. 

Strategic Focus 1: Use All Funding Sources 

Available To Maintain Priority Sites

and Services.

The BLM will continue to rely on 

appropriated funds to maintain sites, and 

(subject to guidance from the Office of 

Management and Budget and from DOI) will 

ask for funds to maintain sites and services 

in its annual budget request to Congress. 

BLM field managers will look for operational 

efficiencies to gain cost savings at sites and 

facilities by, for example, evaluating the 

hours of operation, seasons of use, amenities 

provided, maintenance contracts, and staffing 

of all facilities; increasing partnerships, 

volunteerism, and services through commercial 

lessees to enhance public recreation and 

education opportunities; and evaluating sites 

and facilities for decommissioning where 

feasible.

The BLM may leverage funds from 

alternative sources, such as state recreation 

grant funds (e.g., California’s green sticker 

program) or funds available through the Federal 

Highway Administration or other federal 

agencies. When alternative sources of funding 

are not available or appropriate, the BLM will 

request funding from Congress to meet critical 

mission needs.

Strategic Focus 2: Use Collected Fees to Their 

Maximum Potential To Develop Recreation 

Benefits.

Fee revenues will continue to support 

sites where the fees are collected, improving 

recreation opportunities in and near the 

communities where they are located. Field 

managers can also use fee dollars as an 

investment that supports the overall recreation 

and tourism goals of the community. The BLM 

will improve external communications about 

fee revenue expenditures by highlighting the fee 

program’s value.
This strategic plan aligns the resources of the BLM’s 

Recreation & Visitor Services Program with the desired 

outcomes of local communities, businesses, and other 

service providers (as consistent with federal law and 

policy) to deliver as many benefits as possible to the 

recreating public.