BLM Ranger coordinates with Alaska State trooper in northern Alaska. (photo by Edward Bovy, BLM's Alaska State Office)
Natural resource agencies are becoming increasingly aware of the complexities involved in public land management and the effects land use decisions have on others. Land ownership patterns in the West are fragmented. Public lands are intermingled with lands owned and managed by many others. As a result, watersheds, plant and animal populations, and human uses frequently cross jurisdictional boundaries.
The BLM is committed to managing the land and its resources for the good of both the environment and the people who rely on resources from public lands. But the BLM is acutely aware that it cannot accomplish this in a vacuum. The Bureau's land use decisions affect adjacent landowners and State, local, and Tribal governments, as well as BLM public lands themselves. Given these realities, the BLM is dedicated to understanding socio-economic and environmental trends, being more inclusive in its decision making, and implementing appropriate on-the-ground activities.
Cooperation among the BLM and other agencies or private interests that have a stake in public land management is essential. A few examples of existing cooperative efforts include the following:
The BLM is committed to building effective partnerships that will accomplish three interrelated goals: (1) Improve understanding of environmental, social, and economic conditions and trends; (2) Promote community-based planning; and (3) Expand partnerships to implement on-the-ground activities.
A partnership between BLM and the city of Lake Havasu resulted in this Rotary Park in Arizona. (courtesy BLM's Arizona State Office)
Information and education are essential to managing the public lands. To sustain the health, diversity, and productivity of the public lands, land managers need sound information about resource conditions, ecological trends, and ecosystem function. They also need information about the sustainability of public land uses and the contribution these uses make to local and regional socio-economic conditions.
The BLM is committed to using the best scientific and technical information available to make resource management decisions and to communicating that information to its partners.
The public will be able to effectively participate in managing the public lands only if it has sound information about resource management opportunities and constraints. The Bureau is committed to working with others to ensure that the public has access to timely and pertinent information about environmental, social, and economic trends affecting the management of the public lands.
The BLM is not a research organization and must rely primarily on others to conduct basic and applied research for its use. The Bureau collaborates with others on a variety of functions and across diverse geographic areas. It is vital that we continue to work with others to identify where the greatest benefit can be realized when research results are applied to on-the-ground situations.
Information that is useful to managing the public lands is gathered by many parties, including the BLM itself; other Federal agencies; State, Tribal, and local governments; quasi-governmental entities such as watershed councils; land grant colleges and universities; local land users; and non-governmental organizations such as the World Resources Institute. Research information is gathered at varying scales and for disparate purposes. Interactive data bases will be essential to effectively share this wealth of information.
Anglers seeking cutthroat trout drift past waterfalls on the South Fork of the Snake River. (photo by Don Smurthwaite, BLM's Idaho State Office)
Management of wild horse and burro populations requires accurate, up-to-date information on population numbers and habitat conditions. (courtesy BLM's Eastern States Office)
Effective public land management depends on bringing together all who use and care about the land to shape a shared, common vision for its management. While the ultimate decision-making authority for the public lands cannot be delegated, Federal land management agencies must more actively serve as facilitators of the planning process and as sources of technical assistance.
The BLM always benefits from the knowledge and experience of others. Planning is a two-way street that is most successful when Federal, State, and Tribal land managers, private landowners, public users, and the general public maintain open lines of communication and work together towards a common vision for the land.
The Federal Land Policy and Management Act (FLPMA), the National Environmental Policy Act (NEPA), and other resource-specific laws establish broad principles and policies for the BLM to:
These laws guide BLM's planning and environmental impact assessment activities and provide a sound basis for decision making.
The planning process that the BLM implemented in the early 1980s to meet its statutory requirements has proven to be complicated, expensive, and time consuming. To address this, the BLM has participated in extensive discussions with other Federal agencies; State, Tribal, and local governments; and a wide variety of non-governmental organizations. As one example, the BLM, in partnership with the U.S. Forest Service, is cooperating with the Western Governors' Association and the National Association of Counties on practical improvements in the planning process.
Today, the BLM has broad representation from local and national stakeholders who participate in 24 Resource Advisory Councils that advise the BLM on State-level resource management issues. Input is also received from other advisory boards that address local, regional, or national issues. While community-based planning can be time-consuming and expensive, the BLM is committed to this effort because it results in shared ownership of plans and more effective implementation.
Based on what it has learned, the BLM is developing a new approach to planning. At a minimum, this new approach will:
Biologists in field camp discussing next day's work. (photo by Edward Bovy, BLM's Alaska State Office)
In fiscal year 1997, the BLM expedited the review of planning protests to allow approval of six Resource Management Plans (RMPs) along with integrated Environmental Impact Statements (EISs), compared to none in FY 1996. Five RMPs are in progress and one new RMP will begin in FY 1998. The RMP for the Grand Staircase-Escalante National Monument will supersede the plan that was in progress for that area prior to monument designation.
Continuing its efforts to promote collaborative management, the BLM hosted a workshop in cooperation with the Center for the Rocky Mountain West in Missoula, Montana, to better understand the issues and strategies associated with successful collaborative planning efforts involving Federal agencies and local communities. This workshop helped define tools to support the performance goal related to multi- jurisdictional planning.
The Bureau also actively participated in the Forest Service companion workshop on Collaborative Stewardship and agreed to co-sponsor four joint training sessions with the Forest Service in FY 1998 for Federal land managers and their partners on the use of collaborative tools. And the BLM agreed to co-sponsor, with American Forests, a national workshop on community-based approaches to ecosystem management in 1998.
Nationwide, most BLM field offices have community-based efforts underway. One example of BLM's accomplishments in multi-jurisdictional planning is the scoping process used for the Grand Staircase-Escalante National Monument management plan. A collaborative planning team staffed with BLM and State of Utah employees held 15 meetings around the country to gather public input. The Bureau also obtained support from Garfield and Kane Counties with the socio-economic assessments needed for the draft RMP in progress.
Another example is BLM's participation in the San Diego County Partnership Agreement and the Mono County Collaborative Planning Memorandum of Understanding. These two successful collaborative planning efforts with local jurisdictions in California demonstrate the importance of taking advantage of opportunities created by others.
A third example is BLM's active participation with the State of California in planning efforts, such as the West Mojave Coordinated Management Program and the California 
Biodiversity Council, a State-led effort involving Federal, State, and local agencies working together to develop adaptive approaches to bioregional diversity and a common statewide biodiversity strategy.
In Wyoming, BLM actively participated in State and locally led major partnerships. Wyoming is one of the Western States with the most Coordinated Resource Management (CRM) planning efforts in progress today; about 75 CRM efforts are in various stages of completion. The Bureau also participated in Coordinated Activity Plans, which are integrated planning efforts between multiple Federal and State agencies and other interests in Wyoming.
Montana is also heavily involved in the CRM process, with 35 CRMs at various stages of completion. Seven multi-jurisdictional planning efforts have been completed and 17 new efforts are underway. Four multi-integrated activity plans are scheduled for FY 1998.
In Idaho, the BLM successfully coordinated efforts with the Environmental Protection Agency, U.S. Geological Survey, U.S. Fish and Wildlife Service, and Coeur d'Alene Tribe at Pine Creek as part of the Coeur d'Alene Restoration Project. Outreach to Native Americans on water quality issues has been in the forefront. The BLM and Environmental Protection Agency, along with all of the other partners, succeeded in reconciling differences of opinion and contradictory mandates to address shared concerns such as the Clean Water Act and Superfund issues.
In Colorado, the Bureau joined with the San Miguel Watershed Coalition to produce The San Miguel Watershed Plan, a collaborative management framework for the basin that is consistent with existing RMPs for BLM lands in the watershed. Key to this plan has been the active involvement of stakeholders: private citizens who live in the Basin, as well as representatives from local towns, county governments, Federal and State resource management agencies, quasi-governmental entities, and land conservation and environmental groups. The Coalition provides a forum through which citizens of the watershed can address issues such as water, natural resources, recreation and commodities, and community growth and preservation.
Morning mist rises from the sparkling waters of the San Miguel River, an important riparian area for which proper land use planning is essential. (photo by Rick Athearn (retired), BLM's Colorado State Office)
The BLM has long relied on partnerships to help manage the public lands. Visitors injured on the public lands might be rescued by a county's volunteer search and rescue team and brought to a local hospital. State and Federal agencies share regulatory responsibilities for managing oil and gas fields on the public lands. Girl Scout troops and other local groups undertake wildlife improvement projects and help construct trails and other recreation facilities. Other examples of cooperation include wildland fire management and weed eradication, where local and Federal crews and the general public work side by side.
BLM, Forest Service, and The Nature Conservancy pull yellow starthistle in Idaho. (photo by Jerry Asher)
States, counties, and other agencies work with the BLM to determine where cooperation can save funds and time or can improve the quality of service to the public. Partnerships work two ways, as communities also benefit from the resources that the BLM and its employees provide. Many offices have agreements with local governments to share firefighting, law enforcement, rescue, and other personnel and equipment. The total value often exceeds the sum of the parts.
People who volunteer their time and service to the BLM provide invaluable benefits to the agency, donating more than 1 million hours annually. Volunteers are vital stewards of the public lands and often serve as BLM ambassadors in local communities as well.
BLM's contributions to Challenge Cost Share agreements leverage millions of dollars in direct funding and in-kind contributions of materials and goods to maintain and restore public land resources.
Through BLM Memorandums of Understanding with the Western Governors' Association, the National Association of Counties, and the Western States Land Commissioners, cooperation is increasing among BLM's local managers and State and county representatives.
The BLM's efforts to forge and maintain partnerships occur against the backdrop of two key realities:
The BLM continued to work with the Western Governors Association and the National Association of Counties throughout FY 1997, seeking to more effectively share resources and to arrive at a more efficient division of labor.
Numerous successful partnerships with State and local units of government are already benefitting the agencies involved and the American public. Here is a listing of just a few of these efforts:
Pompeys Pillar in Montana is an excellent example of successful partnership efforts. (courtesy BLM's Montana State Office)
In southeastern Utah, partners are working together to manage the land. (photo by Jerry Sintz, BLM's Utah State Office)
Through Challenge Cost Share the BLM has successfully leveraged millions of congressionally appropriated dollars with contributions from non-Federal funding partners. Based on congressional guidance, the BLM strives to meet a one-to-one or greater funding ratio on a project-by-project basis. Projects typically involve on-the-ground initiatives like threatened and endangered species inventories, watershed restoration, fish and wildlife habitat improvements, improvements to recreation sites, and education and public outreach.
In FY 1997, the BLM earmarked $5.6 million in funding for Challenge Cost Share Projects, which was matched by over $6 million in contributed funds. The BLM's successes are evident in all BLM states. Arizona and Oregon BLM allocated $1 million each to Challenge Cost Share in base program funds in FY 1997 that was matched by over $2.2 and $2.3 million, respectively, in contributed funds.
The BLM plans to build on past Challenge Cost Share successes in FY 1998. A total of $8.1 million in base funding is earmarked for Challenge Cost Share projects; the BLM anticipates $12 million in matching funds from non-Federal partners.
Environmental Education activities and Volunteer programs proved to be very successful in fiscal year 1997. Some highlights are summarized below.
National Public Lands Day: Five natural resource organizations--the BLM, National Park Service, U.S. Forest Service, Army Corps of Engineers, and National Environmental Education and Training Foundation--hosted National Public Lands Day. This nationwide program encourages all Americans to pitch in to protect the Nation's treasures while providing an opportunity for children, families, young adults, and seniors to participate in volunteer and education activities linked to the public lands. Since 1994, more than 13,000 volunteers from across the country have worked to rehabilitate trails, improve wildlife habitats, restore streambanks, stabilize archaeological sites, construct accessible walkways, remove invasive plants, and accomplish many other vital tasks. In FY 1997, the BLM hosted 18 National Public Lands Day events throughout the country.
"Linking Girls to the Land": This program provides workshops designed to encourage conservation, environmental science, history, and community-service projects by Girl Scout councils and natural resource agencies on a local level. The nationwide program is sponsored by the BLM, National Park Service, U.S. Fish and Wildlife Service, U.S. Forest Service, National Resources Conservation Service, and Girl Scouts USA. "Linking Girls to the Land" was instituted in 1995 to encourage girls to become involved in conservation and natural resource issues and careers. The BLM hosted workshops for Girl Scout leaders in both FY 1996 and 1997.
Bluebird boxes being built with volunteer assistance on National Public Lands Day in Virginia. (BLM file photo)
Environmental Education and Interpretation Awards: For the first time ever in FY 1997, the BLM presented awards to its top interpreters and educators at the National Association for Interpreters' Annual Conference held on October 23, 1996, in Billings, Montana. Candidates were rated on their ability to involve partners, their program's success in enhancing the public's understanding of cultural and natural resources, their program's accessibility and sensitivity to diverse audiences, and their program's success in helping the BLM accomplish its management goals.
Boy Scout Jamboree: The BLM's Environmental Education and Volunteers Group coordinated the Bureau's participation at the 1997 quadrennial National Boy Scout Jamboree at Fort A.P. Hill in Fredericksburg, Virginia. Boy Scouts from all 50 States and 31 different countries gathered from July 28 through August 5 to form the sixth largest city in Virginia at Fort A.P. Hill. BLM's Trails to Adventure exhibit, located on the Jamboree's mile-long Conservation Trail, consisted of a four-part interactive journey through a variety of natural and cultural environments. An estimated 35,000 scouts trekked through the BLM exhibit.
Educational Partnership with the National Science Teachers Association: Since 1991, the BLM has had a cooperative agreement with the National Science Teachers Association (NSTA). Under this agreement, the NSTA and BLM bring their resources and expertise together to provide teaching resource materials to a national audience of educators on ecosystems, history, and archaeology subjects as they relate to science through Science and Children magazine. Science and Children, NSTA's magazine for elementary and secondary school teachers, reaches a national audience of approximately 60,000 teachers. In FY 1997, the Bureau worked with the NSTA to produce an article on the Sonoran Desert ecosystem.
Partners for Resource Education: Partners for Resource Education, a coalition of the BLM, National Park Service, U.S. Fish and Wildlife Service, Natural Resources Conservation Service, U.S. Forest Service, and National Environmental Education and Training Foundation, was established to promote interagency collaboration for environmental education. The Partners coalition has continued efforts to develop quality environmental education materials for educators and resource professionals on key resource topics such as invasive weeds, fire, and ecosystem management. The coalition sponsored an interagency exhibit at the National Science Teachers Association national convention, which was attended by close to 15,000 teachers. The Partners also began work on an on-line scientist program to provide a forum for citizens to interact directly with resource professionals.
Volunteer Program: The Bureau's Volunteer Program continues to be successful, making an enormous contribution to BLM's efforts and successes. Bureauwide, 16,522 participants worked a total of 1,139,074 hours for a cash value to the BLM of $11,750,928 in FY 1996 (the most recent year for which data is available). The programs attracting the most interest were recreation (48%), biological resources and wild horses & burros (both 13%), and cultural and historical resources (8%).
Numerous partners volunteered their time and talents, among them the Audubon Society, Desert Sidetracks, the 4-H Club, Multiple Sclerosis Society, Nevada Cattlemen's Association, Sierra Club, Sons and Daughters of Utah's Pioneers, and Yavapai Trails Association. Several dozen schools and universities also lent a helping hand.
A number of individuals were recognized at the national level for their contributions to BLM's Volunteer Program. The National Award Winners were Marty Felix, the "Wild Horse Lady" of Grand Junction, Colorado, who devoted 300 hours of work to the Wild Horse and Burro program; Theodore "Ted" Krein, who's been a "jack-of-all-trades" in New Mexico's Rio Puerco Resource Area; Kathryn Mear, who put in some 3,600 hours of archaeological work in the Lakeview Resource Area of Oregon; Norman and Tim Spitz, a father-and-son team who have logged 7,000 hours over the last two years patrolling and performing maintenance work in Utah's Kanab Resource Area; Illa Willmore, who devoted 4,000 hours of her time as a campground host in the Missouri Breaks; and the Trail Tenders, who for the past 4 1/2 years have assisted with the daily operations of the BLM National Oregon Trail Interpretive Center in Baker City, Oregon.
