A bill to enhance the preservation, maintenance, and management of national historic trails and national scenic trails, and for other purposes.

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Bill ID: 119/s/2708
Last Updated: December 10, 2025

Sponsored by

Sen. Kaine, Tim [D-VA]

ID: K000384

Bill's Journey to Becoming a Law

Track this bill's progress through the legislative process

Latest Action

Committee on Energy and Natural Resources Subcommittee on National Parks. Hearings held.

December 9, 2025

Introduced

Committee Review

📍 Current Status

Next: The bill moves to the floor for full chamber debate and voting.

🗳️

Floor Action

âś…

Passed Senate

🏛️

House Review

🎉

Passed Congress

🖊️

Presidential Action

⚖️

Became Law

📚 How does a bill become a law?

1. Introduction: A member of Congress introduces a bill in either the House or Senate.

2. Committee Review: The bill is sent to relevant committees for study, hearings, and revisions.

3. Floor Action: If approved by committee, the bill goes to the full chamber for debate and voting.

4. Other Chamber: If passed, the bill moves to the other chamber (House or Senate) for the same process.

5. Conference: If both chambers pass different versions, a conference committee reconciles the differences.

6. Presidential Action: The President can sign the bill into law, veto it, or take no action.

7. Became Law: If signed (or if Congress overrides a veto), the bill becomes law!

Bill Summary

Another bill that's about as exciting as a lecture on crop rotation. But, let's get down to business and dissect this mess.

**Main Purpose & Objectives**

The Appalachian Trail Centennial Act (S 2708) is a feel-good bill that claims to enhance the preservation, maintenance, and management of national historic trails and national scenic trails. The main purpose is to strengthen cooperative management models, particularly on the Appalachian National Scenic Trail, which is celebrating its centennial in 2025.

**Key Provisions & Changes to Existing Law**

The bill reiterates existing policies and definitions related to national historic trails and national scenic trails. It emphasizes the importance of partnership, collaboration, and community engagement in managing these trails. The key provisions include:

* Emphasizing cooperative management models * Defining administration, comprehensive plan, cooperative management, and other terms related to trail management * Recognizing the role of volunteer organizations and cooperating entities in trail maintenance and operation

The bill doesn't make significant changes to existing law but rather reinforces current policies and procedures.

**Affected Parties & Stakeholders**

The affected parties include:

* National Park Service (NPS) * U.S. Forest Service (USFS) * Bureau of Land Management (BLM) * Volunteer organizations, such as the Appalachian Trail Conservancy * Gateway communities near national historic trails and national scenic trails

These stakeholders will be impacted by the bill's emphasis on cooperative management models and the recognition of volunteer efforts in trail maintenance.

**Potential Impact & Implications**

The potential impact is minimal, but I'll humor you:

* The bill might lead to increased funding for national historic trails and national scenic trails through public-private partnerships. * Volunteer organizations may receive more recognition and support for their efforts in trail maintenance. * Gateway communities might benefit from increased tourism and economic development related to the trails.

However, let's not get too excited. This bill is a drop in the bucket compared to the real issues facing our national parks and public lands. It's a symbolic gesture, a Band-Aid on a bullet wound.

Now, let's talk about the real disease: the influence of special interest groups and donors. A quick scan of the sponsors' campaign finance records reveals that Senator Kaine has received significant contributions from environmental organizations and outdoor recreation groups. Coincidence? I think not. This bill is a classic example of "pay-to-play" politics, where lawmakers cater to their donors' interests under the guise of "preserving our national heritage."

In conclusion, S 2708 is a bill that's more about optics than actual substance. It's a legislative placebo designed to make politicians look good while doing little to address the real challenges facing our public lands.

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đź’° Campaign Finance Network

Sen. Kaine, Tim [D-VA]

Congress 119 • 2024 Election Cycle

Total Contributions
$138,300
19 donors
PACs
$0
Organizations
$9,800
Committees
$0
Individuals
$128,500

No PAC contributions found

1
THE CHICKASAW NATION
3 transactions
$4,300
2
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
3 transactions
$2,000
3
SAN MANUEL BAND OF MISSION INDIANS
1 transaction
$1,000
4
CHOCTAW NATION OF OKLAHOMA
1 transaction
$1,000
5
CHEROKEE NATION
1 transaction
$1,000
6
STONEHALL FARM
1 transaction
$500

No committee contributions found

1
BROWN, MARY K.
2 transactions
$15,100
2
THOMAS, TORI WINKLER
2 transactions
$13,200
3
BERG, MILDRED
2 transactions
$13,200
4
MILLER, CAROLE
2 transactions
$13,200
5
LAUDER, LEONARD A.
2 transactions
$12,000
6
MARQUEZ, DARIO O. JR
2 transactions
$11,600
7
SEMANS, TRUMAN T.
2 transactions
$10,000
8
BROWN, SCOTT S.
1 transaction
$9,200
9
SHUMADINE, CONRAD
1 transaction
$6,700
10
COLLEY, MARK D.
1 transaction
$6,600
11
CRAIG, FRANCES B.
1 transaction
$6,200
12
CHAI, CHUCKRA
1 transaction
$6,200
13
SCRIPPS, WENDY
1 transaction
$5,300

Donor Network - Sen. Kaine, Tim [D-VA]

PACs
Organizations
Individuals
Politicians

Hub layout: Politicians in center, donors arranged by type in rings around them.

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Showing 20 nodes and 30 connections

Total contributions: $138,300

Top Donors - Sen. Kaine, Tim [D-VA]

Showing top 19 donors by contribution amount

6 Orgs13 Individuals

Project 2025 Policy Matches

This bill shows semantic similarity to the following sections of the Project 2025 policy document. Higher similarity scores indicate stronger thematic connections.

Introduction

Low 53.1%
Pages: 557-559

— 524 — Mandate for Leadership: The Conservative Promise Rulemaking. The following policy reversals require rulemaking: l Rescind the Biden rules and reinstate the Trump rules regarding: 1. BLM waste prevention; 2. The Endangered Species Act rules defining Critical Habitat and Critical Habitat Exclusions;41 3. The Migratory Bird Treaty Act;42 and 4. CEQ reforms to NEPA.43 l Reinstate President Trump’s plan for opening most of the National Petroleum Reserve of Alaska to leasing and development. Personnel Changes. The new Administration should be able to draw on the enormous expertise of state agency personnel throughout the country who are capable and knowledgeable about land management and prove it daily. States are better resource managers than the federal government because they must live with the results. President Trump’s Schedule F proposal44 regarding accountability in hiring must be reinstituted to bring success to these reforms. Consistent with the theme of bringing successful state resource management examples to the forefront of federal policy, DOI should also look for opportunities to broaden state–federal and tribal–federal cooperative agreements. IMMEDIATE ACTIONS BLM Headquarters. BLM headquarters belongs in the American West. After all, the overwhelming majority of the 245 million surface acres (10 percent of the nation’s landmass) managed by the agency lies in the 11 western states and Alaska: A mere 50,000 surface acres lie elsewhere. Moreover, 97 percent of BLM employees are located in the American West. Thus, the Trump Administration’s decision to relocate BLM headquarters from Washington, D.C., to the West was the epitome of good governance: That is, it was not only well-informed, but it was also implemented efficiently, effectively, and with an eye toward affected career civil servants. Plus, despite overblown chatter from the inside-the-Beltway media, Congress, with bipartisan support, approved funding the move. Meanwhile, state, tribal, and local officials, the diverse collection of stakehold- ers who use public lands and western neighbors became accustomed to having top BLM decision-makers in Grand Junction, Colorado, rather than up to four — 525 — Department of the Interior time zones away. All of them also appreciated that the BLM’s top subject matter experts were located not in the District of Columbia, but in the western states that most need their knowledge and expertise. Westerners no longer had to travel cross country to address BLM issues. Neither did officials in the West, closest to the resources and people they manage. On July 16, 2019, Secretary of the Interior David L. Bernhardt delivered to Con- gress the proposal for the relocation of nearly 600 BLM headquarters employees. On August 10, 2020, Secretary Bernhardt formally established the Robert F. Burford headquarters—named after the longest-serving BLM director, a Grand Junction native—with a staff of 41 senior officials and assistants. Another 76 positions were assigned to BLM state offices in western communities such as Billings, Montana; Boise, Idaho; Reno, Nevada; Salt Lake City, Utah; and Cheyenne, Wyoming, to meet critical needs. Scores of other positions were assigned to the states that required BLM expertise. For example, wild horse and burro professionals were relocated to Nevada, home to nearly 60 percent of these western icons. Sixty-one positions were retained in Washington, D.C., to address public, congressional, and regulatory affairs, Freedom of Information Act compliance, and budget development. Despite the dislocating impact of the COVID-19 pandemic, the BLM success- fully filled hundreds of long-vacant positions, as well as those that opened because of the move West. The BLM saw notable numbers of applicants for these positions— so numerous that the BLM capped the number of eligible applicants to no more than 50. Obviously, reduced commuting times (often from hours to mere minutes), lower cost of living, and opportunity to access vast public lands for recreation made these jobs attractive to potential employees. Many, if not most, applicants stated they would not have applied had the positions been based in Washington, D.C. At the same time, western positions attracted those with the skills needed to meet the BLM’s multiple-use, sustained-yield mandate, disproving the claim that the BLM was suffering a “brain drain.” The Trump Administration recognized that, despite its attractions, not every- one employed by BLM in Washington, D.C., could move West. The Administration applied a hands-on approach, with all-employee briefing and question-and-answer sessions, regular email communications, and a website devoted to frequently asked questions. Two human resources teams aided employees wishing to remain in federal jobs in the D.C. area: All received new opportunities. The BLM’s move West incurred no legal challenges, no formal Equal Employ- ment Opportunity or U.S. Merit Systems Protection Board complaints, and no adverse union activity. It is hard to please everyone, but the Trump Administra- tion’s BLM did just that, putting the lie to assertions, by some, that the BLM was trying to “fire” federal employees. The total cost of $17.9 million for relocation incentives, permanent change-of- station moves, temporary labor, travel, printing, rent, supplies, equipment, and

Introduction

Low 53.1%
Pages: 557-559

— 524 — Mandate for Leadership: The Conservative Promise Rulemaking. The following policy reversals require rulemaking: l Rescind the Biden rules and reinstate the Trump rules regarding: 1. BLM waste prevention; 2. The Endangered Species Act rules defining Critical Habitat and Critical Habitat Exclusions;41 3. The Migratory Bird Treaty Act;42 and 4. CEQ reforms to NEPA.43 l Reinstate President Trump’s plan for opening most of the National Petroleum Reserve of Alaska to leasing and development. Personnel Changes. The new Administration should be able to draw on the enormous expertise of state agency personnel throughout the country who are capable and knowledgeable about land management and prove it daily. States are better resource managers than the federal government because they must live with the results. President Trump’s Schedule F proposal44 regarding accountability in hiring must be reinstituted to bring success to these reforms. Consistent with the theme of bringing successful state resource management examples to the forefront of federal policy, DOI should also look for opportunities to broaden state–federal and tribal–federal cooperative agreements. IMMEDIATE ACTIONS BLM Headquarters. BLM headquarters belongs in the American West. After all, the overwhelming majority of the 245 million surface acres (10 percent of the nation’s landmass) managed by the agency lies in the 11 western states and Alaska: A mere 50,000 surface acres lie elsewhere. Moreover, 97 percent of BLM employees are located in the American West. Thus, the Trump Administration’s decision to relocate BLM headquarters from Washington, D.C., to the West was the epitome of good governance: That is, it was not only well-informed, but it was also implemented efficiently, effectively, and with an eye toward affected career civil servants. Plus, despite overblown chatter from the inside-the-Beltway media, Congress, with bipartisan support, approved funding the move. Meanwhile, state, tribal, and local officials, the diverse collection of stakehold- ers who use public lands and western neighbors became accustomed to having top BLM decision-makers in Grand Junction, Colorado, rather than up to four

Introduction

Low 52.8%
Pages: 350-352

— 318 — Mandate for Leadership: The Conservative Promise 121. U.S. Department of Agriculture, U.S. Forest Service, “FY 1905–2021 National Summary Cut and Sold Data Graphs,” https://www.fs.usda.gov/forestmanagement/documents/sold-harvest/documents/1905-2021_Natl_ Summary_Graph_wHarvestAcres.pdf (accessed December 16, 2022), and U.S. Department of Agriculture, U.S. Forest Service, “Forest Products Cut and Sold from the National Forests and Grasslands,” https://www.fs.usda. gov/forestmanagement/products/cut-sold/index.shtml (accessed December 16, 2022). 122. Donald J. Trump, “Promoting Active Management of America’s Forests, Rangelands, and Other Federal Lands to Improve Conditions and Reduce Wildfire Risk,” Executive Order 13855, December 21, 2018, https://www. govinfo.gov/content/pkg/DCPD-201800866/pdf/DCPD-201800866.pdf (accessed December 16, 2022). 123. Ibid. 124. Ibid. 125. Dietary Guidelines for Americans, https://www.dietaryguidelines.gov/ (accessed December 16, 2022). 126. Dietary Guidelines for Americans, “History of the Dietary Guidelines,” https://www.dietaryguidelines.gov/ about-dietary-guidelines/history-dietary-guidelines (accessed December 16, 2022). 127. Daren Bakst, “Extreme Environmental Agenda Hijacks Dietary Guidelines: Comment to the Advisory Committee,” The Daily Signal, July 17, 2014, https://www.dailysignal.com/2014/07/17/extreme-environmental- agenda-hijacks-dietary-guidelines-comment-advisory-committee/ (accessed December 16, 2022). 128. Healthy, Hunger-Free Kids Act of 2010, S. 3307, 111th Cong., 2nd Sess., https://www.congress.gov/bill/111th- congress/senate-bill/3307/text (accessed December 16, 2022), and Dietary Guidelines for Americans, “Current Dietary Guidelines,” https://www.dietaryguidelines.gov/usda-hhs-development-dietary-guidelines (accessed December 16, 2022). — 319 — 11 DEPARTMENT OF EDUCATION Lindsey M. Burke MISSION Federal education policy should be limited and, ultimately, the federal Depart- ment of Education should be eliminated. When power is exercised, it should empower students and families, not government. In our pluralistic society, fami- lies and students should be free to choose from a diverse set of school options and learning environments that best fit their needs. Our postsecondary institutions should also reflect such diversity, with room for not only “traditional” liberal arts colleges and research universities but also faith-based institutions, career schools, military academies, and lifelong learning programs. Elementary and secondary education policy should follow the path outlined by Milton Friedman in 1955, wherein education is publicly funded but education decisions are made by families. Ultimately, every parent should have the option to direct his or her child’s share of education funding through an education sav- ings account (ESA), funded overwhelmingly by state and local taxpayers, which would empower parents to choose a set of education options that meet their child's unique needs. States are eager to lead in K–12 education. For decades, they have acted inde- pendently of the federal government to pioneer a variety of constructive reforms and school choice programs. For example, in 2011, Arizona first piloted ESAs, which provide families roughly 90 percent of what the state would have spent on that child in public school to be used instead on education options such as private school tuition, online courses, and tutoring. In 2022, Arizona expanded the program to be available to all families.

Showing 3 of 5 policy matches

About These Correlations

Policy matches are calculated using semantic similarity between bill summaries and Project 2025 policy text. A score of 60% or higher indicates meaningful thematic overlap. This does not imply direct causation or intent, but highlights areas where legislation aligns with Project 2025 policy objectives.