Executive Summary

There’s no shortage of outdoor recreation in the Pine Tree State, but plenty of potential exists. That’s why we’re blazing a trail for Maine’s outdoor recreation economy — to sustain it and help it grow for years to come.

We all play a vital role in advancing this work—especially you!

Your ideas and actions to support each goal are needed. Click on each goal’s “Draft Action Items” button to share your comments and ideas on how we can drive progress.

GOAL 1 - DRAFT ACTION ITEMS GOAL 2 - DRAFT ACTION ITEMS GOAL 3 - DRAFT ACTION ITEMS GOAL 4 - DRAFT ACTION ITEMS

Maine’s outdoor recreation economy is a cornerstone of the state’s economy, culture, competitiveness, identity, and quality of life. Outdoor recreation economy resources range from boat builders in the Mid-Coast to guides and outfitters in the Katahdin Region to gear manufacturers in Freeport and the hundreds of cherished parks, waterways, and forests such as the Allagash and Acadia National Park.

This summary of Maine’s 10-Year Outdoor Recreation Roadmap is a guide to growing and diversifying Maine’s $3.4B outdoor recreation economy over the next ten years. It identifies trends, challenges, and opportunities facing the outdoor recreation economy and outlines a comprehensive suite of strategies to enable the continued success of this vital sector.

The outdoor recreation economy comprises workers across the private, public, and nonprofit sectors, making up about 4.5% of statewide employment. With 30,000 workers in 2023, Maine employs a higher share of people in the outdoor recreation economy than many other states – ranking 10th nationally for the percentage of wage and salary employment in outdoor recreation. The outdoor recreation economy has the potential to be a catalytic economic driver for decades to come, as defined in the following document.

30k

In 2023, Maine’s outdoor recreation economy employed 30,000 workers.

#7

Maine ranks 7th nationally for the percentage of wage and salary employment in outdoor recreation.

The Roadmap defines the outdoor recreation economy as the economic activity (manufacturing, retail, tourism, construction, professional services, lodging, arts, culture, and so much more) generated by Maine’s outdoor recreation destinations through activities like boating, biking, running, hiking, hunting, fishing, RVing, snowmobiling, skiing, and more, supported by a network of businesses, public agencies, volunteers, and nonprofit partners.

Maine’s Outdoor Economy Roadmap marks the first time that a focus on outdoor recreation as an economic driver has been defined in this broad way.

Maine’s Outdoor Recreation Economy Roadmap was developed through a multi-pronged process including:

• Engaging nearly 450 Maine residents from throughout the state and representing the diversity of sectors that make up the outdoor recreation economy
• Analyzing data from the outdoor recreation economy, including workforce, industry, supply chain, and competitiveness factors
• Leveraging and aligning with the goals and targeted actions defined in prior published State plans, including:
• Maine’s 2020-2029 Economic Development Strategy: THE 2024 RESET (2024)
• Office of Tourism Destination Management Plan (2024)
• Maine Climate Council Climate Action Plan (2024)
• State Comprehensive Outdoor Recreation Plan (update in process)
• Wabanaki Cultural Tourism Plan (2024)
• Forest Opportunity Roadmap / Maine (FOR/Maine) (2018)
• SEA Maine Roadmap for the Marine Living Resource Economy (2024)

The Roadmap Process

The planning effort prioritized extensive outreach to stakeholders to hear as many perspectives as possible and ensure that those who benefitted from the outdoor recreation economy in Maine were part of the planning process.

60

interviews conducted

8

focus groups facilitated

200+

leaders engaged

31

cities & towns represented

16

Maine counties represented

7

roadshow stops across Maine

A Shared Vision

The Roadmap, aligned with the visions and goals of these plans and other initiatives throughout Maine, emphasizes two essential themes: Collaboration and Assurance. By working in partnership and strategically aligning our efforts, we can preserve, enhance, and expand Maine’s assets. This unified approach enables us to not only directly confront challenges, but also foster the expansion of economic opportunities for Maine’s communities.

By 2035, Maine will be a trailblazing force in the outdoor recreation economy, amplifying its world-class natural assets, innovative businesses, and rich heritage across all seasons to significantly drive Maine’s economic growth, foster a skilled and diverse workforce, enhance community well-being, and champion sustainability, climate resilience, and stewardship.

Existing Opportunities and Challenges

To realize the vision, the Roadmap first identifies opportunities and challenges facing Maine's outdoor recreation economy, including:

A Focused Mission

Maine’s Outdoor Recreation Roadmap is guided by four main goals and supporting strategies that outdoor recreation economy leaders seek to achieve over the next ten years:

The full report builds on these strategies and provides detailed recommendations and actions that leaders in the outdoor recreation economy can take to further the sector's impact and meet a shared vision.

Overall Measures of success

The following overall metrics will measure successful implementation of the recommendations of Maine’s Outdoor Recreation Economy Roadmap:

$3.7B

Maine’s outdoor recreation economy will grow by 10%, matching the overall state GDP goals with a value of $3.7B by 2035.

4.5%

Maine will maintain its 4.5% workforce employed in the outdoor recreation economy, remaining in the top ten states nationwide.

Additional measures of progress and success are contained in the full report under each core strategy.

As the outdoor recreation economy continues to evolve, Maine is well-positioned to capitalize on growing interest in outdoor activities and experiences. With strategic investments and policies, Maine can secure its position as a leading destination for outdoor recreation businesses, workers, and enthusiasts, generating economic growth, fostering community well-being, and preserving its natural heritage for generations.

Strategies and Recommendations

Each of the four goals of the Roadmap is supported by specific strategies that have emerged throughout the planning process.
Note that these are not the only ideas that emerged in the planning process — there are many other ways to support a thriving outdoor recreation economy in Maine. However, these emerged as top priorities among stakeholders during the Roadmap planning process. These goals, strategies, and action items build on a long history of developing, supporting, and maintaining the outdoor recreation economy in Maine. 

Goal 1

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DRAFT ACTION ITEMS

Elevate Maine’s outdoor recreation industry into a critical and thriving pillar of the state’s economy.

Strategy 1A: Strengthen collaboration and unify Maine’s outdoor recreation industry

While outdoor recreation has long been a cornerstone of Maine’s identity, the sector now requires dedicated representation and support to fully realize its potential. Maine’s outdoor businesses are diverse but connected by their shared reliance on the natural environment and a values-driven workforce. By bringing together outdoor recreation industry trade associations to align on policy and convening the industry annually at gatherings like the Maine Outdoor Economy Summit, we can foster a unified voice and strengthen collaboration across the sector. Creation of an implementation team and continued engagement, especially from the private sector, alongside state, federal, educational, and nonprofit partners, will ensure that key recommendations are acted on, and stakeholders remain committed to the industry’s long-term growth and success.

Strategy 1B: Define and communicate the value of Maine’s outdoor recreation economy

To position Maine as a leader in the outdoor recreation economy, we must effectively showcase the sector's vast depth and breadth. Collecting and sharing annual economic benchmarking data will highlight the industry's significant contributions to the state's overall economy. Paired with inclusive, coordinated storytelling, we can present a compelling narrative that resonates with a wide range of audiences — policymakers, consumers, investors, economic developers, entrepreneurs, educators, and potential workers. A clear and focused message, strategically delivered to both local and global audiences, will strengthen Maine’s standing as a hub for outdoor recreation, driving further growth, awareness, and investment in the sector.

Goal 2

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DRAFT ACTION ITEMS

Increase and sustainably manage outdoor recreation.

Strategy 2A: Enhance, expand, and modernize Maine’s outdoor recreation infrastructure to meet evolving recreation demands

To sustain and grow Maine’s outdoor recreation economy, it’s essential to invest in modern, resilient infrastructure that meets the needs of current and future outdoor enthusiasts. This includes improving community walkability and bikeability, developing climate-resilient trail networks, expanding recreation areas, and enhancing facilities such as parking, boat launches, and restrooms to improve visitor experiences and facilitate greater participation. Assessing existing outdoor recreation infrastructure through comprehensive inventory and needs assessment will provide a clearer understanding of our current state, allowing us to better prioritize upgrades and expansions that enhance the outdoor experience for all residents and visitors. Identifying and advocating for permanent funding streams will be critical to ensuring these infrastructure improvements are sustainable and able to support long-term growth.

Strategy 2B: Ensure that Maine's outdoor recreation opportunities are inclusive, accessible, and welcoming to all communities

Ensuring that Maine residents and visitors can enjoy the benefits of outdoor recreation will create a more robust and sustainable sector. This includes fostering diversity in participation and representation across dimensions such as race, ethnicity, gender, ability, age, sexual orientation, and nationality. To achieve this, outdoor spaces must be designed inclusively, with clear information on trail difficulty, facilities, and accessibility so that everyone feels confident in participating. Efforts should reduce barriers — such as transportation, language, and financial — through programs like gear-lending libraries and free access days, while expanding access to information and training to empower new participants. Supporting community-led organizations — such as those focused on women, BIPOC, LGBTQ+, and adaptive recreation — will allow leaders from these groups to help teach, mentor, and foster a deeper connection to outdoor activities within their communities.

Strategy 2C: Expand programming to teach outdoor recreation skills and promote everyday access

Maine’s outdoor recreation culture can be further strengthened by expanding skills-based programs, increasing public knowledge of recreational opportunities, and promoting access through four-season activities. By leveraging Maine guides and outdoor educators, residents, visitors, and students will gain confidence in biking, hiking, paddling, skiing, and other outdoor pursuits while learning responsible practices. Promoting four-season recreation and enhancing access to information about where to go and what to expect will help make outdoor recreation a regular part of life in Maine. Events, races, and festivals will further celebrate and connect the community through shared outdoor experiences. These efforts will support physical and mental well-being while driving economic growth.

Strategy 2D: Support private landowners to maintain and improve recreational access

Maine’s outdoor recreation economy relies heavily on the unique tradition of public access to private lands, with about 94% of the state’s forest land privately owned. More than half of this land is open to the public, and the state’s implied permission structure allows recreationists access to private property unless posted. As outdoor participation grows, strengthening relationships with private landowners becomes critical to maintaining access to recreational assets like trails and waterways. There should be a focus on supporting landowners through stewardship agreements, increasing recreationist education about responsible practices, and enhancing volunteer capacity to maintain access and landowner relationships. Programs like the Outdoor Partners initiative at IF&W will play a key role, and increasing funding for state agencies to hire staff will further support landowners with education and enforcement efforts.

Strategy 2E: Grow Maine’s outdoor recreation management and resource stewardship capacity

As outdoor participation increases, Maine must expand its ability to manage recreation sustainably while protecting natural resources. This strategy focuses on increasing public education initiatives to promote responsible outdoor behavior, emphasizing safety, Leave No Trace principles, and respectful interactions with wildlife and fellow recreationists. To address current gaps, it is essential to invest in a dedicated workforce to steward outdoor spaces effectively. Developing standard messaging and stewardship principles that partners across the public, private, and nonprofit sectors may voluntarily adopt will promote consistency in recreation management. Collaboration with public agencies, businesses, nonprofits, and volunteer groups will enhance Maine’s capacity to maintain recreational assets, manage visitor impacts effectively, and ensure adequate staffing is in place, equipped to uphold and protect Maine’s natural resources.

Goal 3

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DRAFT ACTION ITEMS

Establish outdoor recreation as a tool for building vibrant, economically diverse, and resilient communities

Strategy 3A: Connect outdoor recreation initiatives to community development and economic growth

Leaders across the state are working to re-energize Maine’s downtowns and rural communities, re-imagining their economies, capitalizing on historic assets, and infusing arts and culture into civic life. With traditional industries in flux, outdoor recreation presents a transformative opportunity for rural communities. Considering outdoor recreation as a key part of state and local economic development efforts and making outdoor recreation a meaningful economic multiplier will help support current and future work, and build prosperity in rural communities. Recent data has shown that the outdoor industry can be a powerful driver of Maine’s economy. Outdoor recreation also fuels employment in other sectors, such as manufacturing, finance, retail, transportation, food services, tourism, travel, and more.

Strategy 3B: Strengthen municipalities' and local planning entities' research and implementation capacity

Maine’s municipalities strongly influence land use, development, infrastructure investment, and transportation, some of the fundamental building blocks of community growth. However, many small municipal governments are stretched thin, with few paid staff and limited resources. Additionally, in much of northern Maine, a significant portion of outdoor-related development takes place in the Unorganized Territory with the Land Use Planning Commission serving as the planning and zoning authority where there is no local government in place. Municipalities and planning entities need robust capacity-building support and resources to achieve local and state goals around outdoor recreation economy development. These can include additional staff and/or outside technical assistance to bolster their in-house capabilities, enhancing data and trends analysis, access to state and federal funding, connections to planning entities and consultants, and support for collaborations with nearby towns and other potential partners. Additionally, municipal staff need easy access to best practices, such as planning, zoning, permitting tools, broadband, housing, climate-resilient infrastructure standards, and funding mechanisms.

Strategy 3C: Enhance and connect communities’ outdoor recreation infrastructure and destination assets to downtowns, schools, and local neighborhoods

Maine is home to a rich array of natural resources like forests, mountains, lakes, rivers, and the coast. However, having these natural resources near our communities isn’t enough to spur economic development on its own. We know that towns and cities that invest in their outdoor assets attract employers and employees who value the work-life-balance that outdoor access provides. Investments must be carefully planned to create assets that are sustainable, accessible to residents, attractive to visitors, and benefit local economies and communities. Connecting outdoor recreation assets to downtowns, schools, and neighborhoods is a proven strategy to spur local business activity.

Strategy 3D: Reinforce the outdoor recreation economy narrative to highlight the combined benefits of healthy communities, robust business environments, vibrant outdoor recreation places, and quality of life

Maine’s natural resources can drive talent and business attraction that support a high quality of life. Understanding the importance of the interdependence of a healthy environment, outdoor recreation, and a vibrant economy is critical. Outdoor recreation, combined with placemaking initiatives, can make communities more inviting, encourage social interaction, and stimulate economic growth. Strengthening the connection between people and the places they share can improve how people feel about the world around them. Additionally, research shows that outdoor recreation can improve educational outcomes for students of all ages including attention and test scores, retention, and high school graduation rates. It can also lower long-term individual and public health care costs by reducing stress and obesity rates, improving physical fitness, increasing productivity, and strengthening social bonds with family and friends.

Goal 4

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DRAFT ACTION ITEMS

Establish Maine as a premier state for outdoor recreation businesses, education, training, and career opportunities

Strategy 4A: Engage and equip Maine's youth for careers in the outdoor industry

Maine’s outdoor recreation sector offers diverse careers — from boat building and guiding to manufacturing, design, business, and more — but many young people are unaware of these opportunities. With an aging workforce, it is critical to focus on attracting and preparing the next generation. To address this, we need to foster a passion for the outdoors by increasing access to outdoor experiences, integrating outdoor education and career pathways into K-12 curricula, and boosting enrollment in specialized career and technical training programs. Hands-on experiences, internships, and mentorship will help students build early connections and skills. Strong partnerships with industry, schools, and nonprofits will be key to preparing Maine’s next generation of outdoor professionals.

Strategy 4B: Attract talent through post-secondary education and training

With a strong employer base and higher education opportunities that include access to outdoor recreation, Maine can be a leading hub for outdoor industry post-secondary education on the East Coast. By promoting existing programs that offer essential training in business management, leadership, and hands-on skills like boat building, and designing new ones based on industry need, we can draw both in-state and out-of-state students to explore diverse career paths in the outdoor economy. Supporting summer jobs, internships, and apprenticeships will provide practical experience and valuable connections. Additionally, integrating specialized training with traditional classes through microcredentials will equip students with the skills needed in this evolving sector.

Strategy 4C: Strengthen professional development and employer collaboration

Maine's outdoor industry offers opportunities for both first-time workers and those seeking second careers, with roles that develop valuable leadership skills. We must collaborate with employers to understand evolving skill needs, create clear career pathways, and address recruitment challenges. Supporting professional development through on-the-job training, microcredentials, and tailored growth opportunities will help equip employees for evolving industry needs. Additionally, advocating for workforce housing and exploring employer consortiums or statewide benefits pools can reduce costs and improve retention.

Strategy 4D: Strengthen support for starting and scaling outdoor recreation companies

Maine can be a hub for outdoor recreation businesses by offering comprehensive support for both startups and scaling companies, building tailored programs that address the unique needs of the outdoor industry. By integrating entrepreneurial networks, mentorship opportunities, and access to funding, Maine can empower entrepreneurs and fuel business growth. Additionally, expanding Maine’s national and international presence will enhance the visibility of the state’s outdoor products and experiences. By leveraging strategic partnerships, participating in trade shows, and expanding supply chain connections, Maine can strengthen its brand recognition in key markets, further positioning itself as a destination for outdoor business innovation and success.

Strategy 4E: Drive innovation and R&D for outdoor recreation companies

Maine's research and development capabilities, coupled with its unparalleled access to natural testing environments in all four seasons, makes it a prime hub for outdoor innovation. The University of Maine's pioneering work in textiles, advanced composites, and renewable materials offers outdoor companies’ unique opportunities to develop cutting-edge products. Innovations in lightweight, durable, and sustainable materials derived from forest products could revolutionize outdoor gear and equipment. By fostering collaborations between businesses and research institutions, creating funding opportunities, and promoting sustainable manufacturing practices, Maine can enhance competitiveness and sustainability in the outdoor recreation sector, both locally and globally.

Strategy 4F: Promote development of the outdoor recreation entrepreneurial ecosystem

An industry-focused development approach fosters collaboration among outdoor recreation businesses and business support organizations, enabling them to share resources, reduce costs, drive innovation, and build scale. By facilitating shared access to knowledge, equipment, facilities, materials, and staff, businesses can overcome challenges like high overhead costs and seasonal employment gaps. Shared spaces, such as co-working or co-manufacturing facilities, can serve as hubs for startups and established companies alike, promoting knowledge exchange and collective growth. Strategic partnerships with educational institutions, government agencies, and anchor institutions/firms will enhance workforce development, sustainability practices, business scaling opportunities, and resource circulation to promote Maine’s economy.

Strategy 4G: Bolster climate resilience for Maine’s outdoor recreation industry

Maine’s outdoor economy is on the frontlines of climate change, facing direct impacts such as shorter winters and increased extreme weather events. We must equip the industry with up-to-date data and practical solutions to enhance resilience. By helping businesses and organizations adapt their operations, infrastructure, and offerings to withstand climate disruptions — such as expanding shoulder season activities and developing durable trail systems to handle increased heavy rainfall and flooding — Maine can safeguard the long-term success of its outdoor recreation sector.