San Bernardino National Forest Land Management Plan - Part 2

September 2005 Land Management Plan Part 2
San Bernardino National Forest Strategy
Prospectus
The prospectus describes recent trends and expectations regarding the levels of experiences,
goods and services, or other outcomes that are supplied by the national forest, as well as
anticipated resource improvements planned over the next three to five years. Past performance is
generally a good indicator of what is expected in the near future. Performance expectations under
two budget levels are projected into the future. Annual monitoring and evaluation of trends in
performance indicators determine if there is a need to shift program emphasis to more effectively
move toward the desired conditions (see Monitoring Trends and Performance Indicators).
Strategic program emphasis is described through specific objectives that the national forest will
focus on under current budget expectations. The Forest Supervisor will plan and implement
projects that contribute to achieving desired conditions described in Part 1, while meeting the
standards described in Part 3. Information in this prospectus will be updated on a regular basis to
reflect changes in management emphasis or budget fluctuations. Specific strategies and tactics
that are linked to program objectives are found in Appendix B. These are referenced from each
of the applicable program objectives discussed in this section. The final section describes
examples of performance risks that could cause a need for change in management emphasis (see
Performance Risks).
Program Emphasis and Objectives
A methodology common to the four southern California national forests was applied during the
development of the Forest Business Plan (http://www.fs.fed.us/r5/business-plans), in
order to describe the activities and programs for the San Bernardino National Forest. Activities
were organized into six functional areas, which include all areas of business for which the
national forest is responsible. The functional areas collectively include 35 programs. National
Forest management uses the results to clearly communicate program capability both internally
and externally.
The six functional areas are:
• Management & Administration: National Forest leadership, management and
administrative support activities, communications, external affairs, community outreach,
planning, human resources, information technology, and financial management.
• Resource Management: Activities related to managing, preserving, and protecting the
national forest's cultural and natural resources.
• Public Use & Enjoyment: Activities which provide visitors with safe, enjoyable and
educational experiences while on the national forest and accommodate changing trends in
visitor use and community participation and outreach.
• Facility Operations & Maintenance: Activities required to manage and operate the
national forest's infrastructure (i.e., roads, facilities, trails, and structures).
• Commodity & Commercial Uses: Grazing management, forest special product
development, and activities related to managing non-recreation special-uses such as
national forest access, telecommunications sites, and utility corridors.
• Fire & Aviation Management: Wildland fire prevention through education, hazardous
fuels reduction, and proactive preparation. This program also includes on-forest wildland
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