6

159Alternatives

Photos (clockwise): 1. Lashbrook Park. NPS photo. 2. Study team collaboration. NPS photo. 3. Puente Hills. NPS Photo. 

4. Downtown LA skyline, city view, and the San Gabriel mountains (with Mt. Baldy in the center. Photo © David Liu. 
160 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 
 Chapter 6: Alternatives Introduction 161

Chapter 6: Alternatives

Introduction

The NPS evaluates four management alternatives 

in this special resource study. The “no action,” 

or current management, serves as a baseline of 

existing conditions. Alternatives A, C, and D, 

the action alternatives, emphasize collaborative 

management approaches to nationally recognize 

and protect the signifi cant resources of the San 

Gabriel Watershed and Mountains study area. Two 

of the three action alternatives call for National Park 

Service (NPS) recognition and involvement. 

Issues Addressed in the 

Alternatives

Through the scoping process, numerous 

stakeholders including public agencies, local 

residents, organizations, and elected offi cials 

identifi ed specifi c issues and concerns that should 

be addressed in this special resource study. Based 

on this input, the following issue statements 

were developed by the study team to describe 

the context for this study. The alternatives explore 

various approaches to addressing the issues 

identifi ed.

Funding

Many land management agencies in the study 

area lack adequate funding and staffi ng to meet 

their resource protection and recreation objectives. 

Nationally signifi cant resources may warrant 

enhanced funding from outside of the region. 

While new partnerships among the region’s land 

management agencies and private organizations 

may provide additional resources and funding 

opportunities, some agencies lack the authorities or 

staffi ng needed to pursue such strategies. 

Barriers to Outdoor Recreation

Barriers to outdoor recreation in the area 

include: insuffi cient close-to-home recreational 

opportunities, lack of awareness of recreational 

opportunities, poor public transit connections 

to park and forest entry points, personal safety 

concerns, and opportunities that do not match the 

desired recreational activities of growing segments 

of the population. This is particularly apparent in 

some low-income and minority communities. Many 

children in these communities disproportionately 

suffer from health issues related to poor access to 

parks and open space, such as obesity and diabetes.

Recreation Demands

The Los Angeles area continues to experience 

tremendous population growth, contributing to 

crowding, user confl ict, and resource degradation 

in some recreational areas. Recreation opportunities 

have not kept pace with demand. There is a 

need to disperse recreational use from the most 

congested and impacted areas, and to stabilize and 

rehabilitate areas where visitor use has negatively 

affected natural and cultural resources, recreation 

experiences, and public safety. 

Ecological Communities

Greater protection is needed for the region’s 

threatened ecological communities, including 

coastal sage scrub, alluvial fan sage scrub, riparian 

areas, walnut woodland communities, and other 

native habitats, as well as for the region’s wildlife 

corridors and habitat linkages. Protection of these 

communities could be enhanced by additional 

scientifi c knowledge, expertise, technical assistance, 

and cooperative planning and management.

Cultural Resources

The area’s cultural resources, including the heritage 

resources of the Angeles National Forest and 

sites associated with Native Americans, Hispanic 

and American settlement and exploration, and 

other local stories, would benefi t from further 

documentation, designations, protection, and 

interpretation.

Regional Identity

The study area lacks a clear sense of identity that 

could help connect communities to the natural and 

cultural resources of the San Gabriel Mountains and 

the Puente-Chino Hills. A stronger sense of identity 

would help to expand people’s awareness of the 

natural systems, cultural heritage, and recreational 

opportunities in their communities, and increase the 

political and fi nancial viability of conservation and 

recreation-related projects.

Regional Coordination

The region’s natural, cultural, and recreation 

resources lack a comprehensive management 

plan and could benefi t from a regional planning 

structure. Greater cooperation among regional land 

managers, governments, and other organizations 

would support leveraging resources, sharing 

scientifi c information, creating a regional identity, 

and meeting the needs of a complex social and 

ecological region.
162 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

Water

There is an ongoing need to protect and restore 

riparian ecosystems and provide appropriate 

recreational use of waterways while improving 

water quality, enhancing effi ciency of water storage 

and use, and providing fl ood protection.

Overview of the Alternatives

The management alternatives presented in this 

chapter were developed in cooperation with 

multiple land management agencies after an 

analysis of public comments, recreational needs, 

resource issues, and signifi cant resources. Three 

preliminary alternative concepts were presented 

for public review in the fall of 2009. Based on 

the comments received and further input from 

stakeholders, the NPS revised the preliminary 

alternatives. Many commenters suggested that the 

NPS develop an alternative that combines the best 

components of each of the preliminary alternatives. 

Therefore, the NPS developed “Alternative D: 

San Gabriel Region National Recreation Area: 

A Partnership Linking Signifi cant Resources and 

Recreation.” Based on public comments, preliminary 

alternative B, “Parks and Open Space Network,” 

has been dropped from further consideration (see 

section “Alternatives Considered but Dismissed” 

for more information on why this alternative was 

dismissed). 

The term “action alternative” is sometimes used to 

refer to all alternatives that propose a set of actions 

that are different from current management. The 

common focus of all three action alternatives is an 

emphasis on encouraging cooperative management 

of existing public lands and federal recognition 

for a national recreation area. These alternatives 

do not propose large federal land acquisitions, 

although small strategic purchases from willing 

sellers to support partnership objectives may be 

possible. Each action alternative seeks to enhance 

the capabilities of existing agencies by leveraging 

resources, sharing information, and cooperative 

planning and administration. 

The alternatives described in this chapter explore 

a range of possible actions to address the issues 

described above, including federal recognition 

of nationally signifi cant resources, new funding 

opportunities, coordinated recreational and 

resource planning, technical assistance, cooperative 

management, and resources from the NPS.

The full range of alternatives presented for 

consideration includes:

• Continuation of Current Management (No 

Action Alternative): Current programs and 

policies of existing federal, state, county and 

non-profi t conservation organizations would 

remain in place and current conditions and 

trends would continue.

• Alternative A: San Gabriel Mountains 

National Recreation Area (A U.S. Forest 

Service Designation): The Angeles National 

Forest unit within the San Gabriel Mountains 

would be designated by Congress as a National 

Recreation Area which would continue to 

be managed solely by the U.S. Forest Service 

(USFS). 

• Alternative B- San Gabriel Parks and Open 

Space Network (Dismissed): See alternatives 

dismissed from further consideration.

• Alternative C: San Gabriel Watershed 

National Recreation Area: A river-based 

national recreation area would raise the 

visibility of the San Gabriel River Watershed, 

improve river-based recreation, and offer new 

educational and interpretive opportunities 

along the river and throughout the watershed. 

 Alternative D: San Gabriel Region 

National Recreation Area (A Partnership 

Linking Signifi cant Resources and 

Recreation):Alternative D proposes a broader 

national recreation area (NRA) that would 

recognize the signifi cant resources associated 

with the San Gabriel Mountains and Puente 

Hills, explore opportunities to protect and 

enhance interconnected ecosystems, provide 

important open space connections for 

recreation, and offer new educational and 

interpretive opportunities. The NPS would 

offer technical assistance to surrounding 

communities for recreation and conservation 

planning. 

Case Studies

Throughout the chapter, case studies are presented 

to help illustrate the ideas in the alternatives. 

The case studies emphasize how partnership and 

cooperative management efforts in urban areas 

have been successfully implemented in other park 

and recreation areas. 
 Chapter 6: Alternatives Alternatives Considered But Dismissed 163

Alternatives Considered But 

Dismissed

Public review of the preliminary alternatives 

revealed a high level of dissatisfaction for 

preliminary alternative B, the San Gabriel Parks 

and Open Space Network (see Appendix F 

for a description of preliminary alternative B). 

Commenters who favored components of 

alternative B preferred these components in 

combination with proposals included in preliminary 

alternatives A and C. Components of alternative B 

that were favored include the potential protection 

of rivers and riparian areas, and the opportunity 

for NPS technical assistance to plan for habitat 

connections and provide close to home recreation 

for urban communities. Some commenters 

expressed concerns about potential impacts on 

local land use control in alternative B. Technical 

assistance from the NPS for conservation and 

recreation planning has been incorporated into 

alternative D.

Photos (top to bottom): 1. Paseo del Rio, San Gabriel 

River Coastal Spreading Grounds. NPS photo. 2. Lake 

Palmdale. NPS photo. 3. Puente Hills. NPS photo. 
164 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

Items Common to All Action 

Alternatives 

A Partnership Approach

The National Park Service recognizes that many 

other public agencies, private conservation 

organizations, and individuals successfully 

manage important natural and cultural resources 

and recreational opportunities within the study 

area. The NPS applauds these accomplishments 

and actively encourages the expansion of 

conservation activities by state, local, and private 

entities and by other federal agencies. The 

alternatives presented retain current management 

and build on existing efforts by suggesting new 

partnerships, funding sources, and technical 

assistance opportunities. 

U.S. Forest Service Management

U.S. Forest Service management and ownership 

of existing Angeles National Forest lands would 

be maintained in all of the alternatives. U.S. Forest 

Service policies would continue to be applied to 

management of these lands. 

National Recreation Area (NRA)

Each of the three action alternatives proposes a 

national recreation area designation to increase 

the capacity to protect signifi cant resources and 

to provide improved recreational opportunities for 

the region. Two of the national recreation area 

alternatives would include the establishment of a 

national park unit to be managed in partnership 

with existing agencies. The other would be a U.S. 

Forest Service national recreation area designation 

applied to existing Angeles National Forest lands. 

The NPS would have no role in that alternative 

(alternative A).

Retention of Local Land Use and 

Existing Regulatory Authorities

The designation of a NPS national recreation area 

would not establish additional regulatory or land 

use authorities over local governments. The NPS 

is not a regulatory agency. NPS land management 

policies and regulations would only apply to 

lands that the NPS acquires. The NPS would only 

consider acquiring land on a limited basis from 

willing sellers. 

All of the alternatives would respect existing 

general plans and local zoning, as well as state 

and local laws and policies for lands that are not 

federally owned.

Protection of Water Supply, 

Flood Protection, and Sanitation 

Infrastructure Facilities and 

Functions

The Los Angeles metropolitan region has highly 

complex systems of public infrastructure to 

transport and store local and regional water 

supplies. In addition, numerous facilities are 

necessary to treat wastewater and manage solid 

waste. No alternative presented would change 

existing water rights, water supply operations, 

water treatment operations, fl ood protection 

efforts, or other agency functions necessary to 

maintaining public infrastructure essential for 

public health and safety. 

All of the proposed alternatives would retain 

existing and future water rights. Management 

of water supply and treatment plants would 

continue under current authorities. The NRA 

designation would not entail any new or future 

benefi cial uses or requirements for water supply, 

water quality, or air quality regulations.

This study recommends that any resulting 

legislation ensure that existing sanitation facilities 

and operations such as landfi lls and water 

treatment plants, would continue to be operated 

and regulated by existing agencies and would not 

be affected by the NRA designation.

Private Property Rights

Any legislation proposed to implement this study 

should specify that eminent domain would not be 

used for land acquisition within the NRA. The NPS 

would only consider acquiring land on a limited 

basis from willing sellers. Designation would not 

impact local land use authority over lands not 

owned by the NPS.

Fire Protection

Fire protection would remain the responsibility 

of existing federal, state, and local agencies (Los 

Angeles County, U.S. Forest Service, California 

Department of Forestry and Fire Protection). The 

NRA partnership could work together to take 

a pro-active approach to coordinated resource 

management to reduce catastrophic fi res.
 Chapter 6: Alternatives Description Of The Alternatives 165

Description of the Alternatives

CONTINUATION OF CURRENT 

MANAGEMENT (NO ACTION 

ALTERNATIVE)

CONCEPT

The no action alternative is required by the National 

Environmental Policy Act to provide a baseline 

from which to compare action alternatives. Under 

this alternative the NPS would have no role in the 

study area beyond existing national park units 

and programs (segments of two national historic 

trails and the Route 66 corridor), and fi nancial and 

technical assistance programs such as the Land 

and Water Conservation Fund grant program, the 

Rivers, Trails and Conservation Assistance Program, 

and the National Historic Landmark program. This 

alternative assumes that current programs and 

policies of existing federal, state, county and nonprofi t conservation organizations would continue 

at existing levels and current conditions and trends 

would continue. 

MANAGEMENT

Existing cooperative management efforts between 

agencies would continue. Current efforts to protect 

wildlife corridors and provide new recreational 

opportunities would continue to occur on a caseby-case basis as existing funding allows.

The following section briefl y describes the current 

efforts of existing land management agencies, local 

governments, non-profi t conservation activities, and 

existing partnership efforts. Although fl uctuations 

are inevitable, in most cases it is assumed for the 

purposes of comparison, that these actions will 

continue at their current levels. 

Public Land Management and Access

Under the no action alternative, public land 

management agencies would continue their land 

management, visitor services, public education, 

and interpretation programs at approximately the 

current levels of activity and funding, according to 

current plans. 

Federal, state, and local government agencies 

manage signifi cant amounts of land in the study 

area. Over two-thirds of the study area is currently 

managed by the U.S. Forest Service as part of 

the Angeles National Forest. Other agencies that 

manage land include the Army Corps of Engineers, 

the Bureau of Land Management, Los Angeles 

County Parks, Los Angeles County Department of 

Public Works, the Puente Hills Landfi ll Native Habitat 

Preservation Authority, and local governments. 

Angeles National Forest (ANF): The ANF 

(approximately 415,000 acres within the study 

area) represents 70% of the open space in Los 

Angeles County. Although originally established in 

1892 for the purpose of watershed protection, the 

current primary use of the ANF is public recreation. 

The ANF also contains extensive infrastructure that 

serves the Los Angeles region including power lines, 

water supply and fl ood control facilities, media 

communications facilities, and roads. Activities 

within the ANF are managed according to the 2006 

Land and Resource Management Plan (Forest Plan) 

to allow sustained use and protection of a variety of 

forest resources. 

The majority of funding for the ANF is dedicated 

to wildfi re preparedness and fuels reduction. 

Budgets for visitor management, interpretation, and 

education have remained fl at while visitation has 

continued to increase over time. In the no action 

alternative, the ANF would continue to remain 

inadequately funded for visitor management and 

programming. 

Bureau of Land Management (BLM): The Bureau of 

Land Management (BLM) manages over 3,000 acres 

of land in the study area. These lands consist of 

isolated parcels scattered throughout Soledad Basin 

and the Antelope Valley. Most of the parcels are 

designated for sale or exchange under the Federal 

Land Policy and Management Act of 1976 (FLPMA). 

Several parcels are designated for exchange with 

the U.S. Forest Service. Parcels with habitat value in 

the Antelope Valley will be retained or consolidated 

to refl ect their value (BLM 1994 and 2006). 

California State Land Conservancies: Two California 

state land conservancies have jurisdictions within 

the study area. The entire study area is within 

the jurisdiction of the Lower Los Angeles and 

San Gabriel Rivers and Mountains Conservancy 

(RMC). The western San Gabriel Mountains are 

also included in the jurisdictional boundary of the 

Santa Monica Mountains Conservancy. Both state 

land conservancies would continue to work in 

partnership with local governments, other public 

agencies, nonprofi t organizations, and private 

landowners to purchase, protect, restore, and 

enhance resources, and to provide public access to 

open space. 

National Park Service: No new unit of the national 

park system would be established under this 

alternative. The NPS would continue to provide 

technical and fi nancial assistance through existing 

park system units and through technical assistance 
166 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

and grant programs. The Juan Bautista de Anza 

National Historic Trail would continue to partner 

with local parks and recreation agencies to provide 

interpretation of the Anza Trail and mark the 

historic route. The recently established Old Spanish 

National Historic Trail would likely have some 

local interpretation following the completion and 

implementation of its comprehensive management 

plan. The Route 66 Corridor Program would 

continue to administer cost-share grants to preserve 

and interpret the Route 66 corridor, and provide 

technical assistance to public and private entities to 

address Route 66 preservation needs.

The National Park Service would continue to 

provide technical assistance to local communities 

and organizations through the Rivers, Trails and 

Conservation Assistance Program. Grants for 

local recreation and conservation would continue 

to be administered through the Land and Water 

Conservation Fund. Such assistance programs 

would be assumed to continue at current levels.

California State Parks: The Angeles District of the 

California Department of Parks and Recreation 

(California State Parks) is responsible for managing 

state parks within the study area, including the Pio 

Pico State Historical Park. Currently the park’s hours 

of operations have been limited by funding cuts. 

Under the no action alternative, the Pio Pico State 

Historical Park would continue to operate on a 

limited basis contingent on funding availability. 

Los Angeles County Parks: Within the study area, 

the Los Angeles County Department of Parks and 

Recreation manages trails and parks. Under the 

no action alternative, these parks and trails would 

continue to be managed according to current 

plans. The county would continue planning and 

development of its trail system. 

Puente Hills Landfi ll Native Habitat Preservation 

Authority (Habitat Authority): The Habitat Authority 

is dedicated to the acquisition, restoration, and 

management of open space in the Puente Hills 

for preservation of the land in perpetuity, with the 

primary purpose of protecting biological diversity. 

The agency also provides opportunities for outdoor 

education and low-impact recreation. The Habitat 

Authority’s jurisdiction extends within eastern Los 

Angeles County approximately from the intersection 

of the 605 and 60 Freeways in the west to Harbor 

Boulevard in the east. The Habitat Authority 

currently manages approximately 3,860 acres of 

preserved public open space, of which 1,878 is 

owned by the Habitat Authority. In the no action 

alternative, the Habitat Authority would continue to 

acquire and manage lands within its jurisdiction.

Local Land Use Authorities

Local governments govern and manage land within 

the study area. The 50 cities and unincorporated 

areas would continue to conserve open space and 

provide recreational opportunities where possible. 

Often local governments rely on state and federal 

grant programs to acquire land for recreation and 

conservation. Local agencies would continue to 

provide services as funding allows. Coordination 

and communication between local governments 

would continue to occur on a case-by-case basis.

Non-Profi t Conservation Activities

It is assumed that non-profi t conservation activities 

would continue at approximately the same levels. 

Numerous organizations in the region work to 

conserve lands and recreation areas. This includes a 

network of land trusts in the San Gabriel Mountains 

foothills that work towards conserving open space 

and habitat on the urban-wildland fringe. The 

Amigos de los Rios is a non-profi t organization that 

led the effort to defi ne the Emerald Necklace vision. 

The San Gabriel Mountains Forever Campaign 

is a coalition of environmental, wilderness, and 

social justice organizations working to create more 

recreational opportunities and protect resources. 

Many other organizations, local community groups, 

and clubs also play important roles in supporting, 

maintaining, and advocating for resources and 

recreational opportunities.

Existing Partnership Efforts

Existing partnership efforts would continue at 

current levels. The following section describes 

current partnership efforts within the study area.

Joint Power Authorities: A Joint Powers Authority 

(JPA) is an entity permitted under state law, 

whereby two or more public authorities (e.g. 

local governments, or utility or transport districts) 

can operate collectively. Joint powers agencies 

have been successful in leveraging funding and 

implementing projects which serve the purposes 

of each member agency. Several joint powers 

authorities that are responsible for recreation 

and land management within the study area are 

described below. 

The Mountains Recreation and Conservation 

Authority (MRCA) is a joint powers public agency 

established in 1985. A partnership between the 

Santa Monica Mountains Conservancy and the 

Conejo and Rancho Simi Recreation and Park 

Districts, the MRCA is dedicated to the preservation 

of open space and parkland, watersheds, trails, and 

wildlife habitat. In addition, the MRCA manages 
 Chapter 6: Alternatives Description Of The Alternatives 167

and provides ranger services, fi re protection, 

planning and natural resources expertise, and 

educational programs for almost 50,000 acres 

of public lands and parks under its or the Santa 

Monica Mountains Conservancy’s ownership. 

The Watershed Conservation Authority (WCA) is a 

joint powers entity of the RMC and the Los Angeles 

County Flood Control District (LACFCD).  Through 

the WCA, the RMC and Los Angeles County 

conduct joint projects to provide open space, 

habitat restoration, and watershed improvement in 

the watersheds of both the San Gabriel River and 

the Lower Los Angeles River. 

The Wildlife Corridor Conservation Authority 

(WCCA) was established to provide for the proper 

planning, conservation, environmental protection, 

and maintenance of lands within the Puente-Chino 

Hills corridor area. WCCA’s governing board consists 

of representatives from the cities of Brea, Whittier, 

Diamond Bar, La Habra Heights, the Santa Monica 

Mountains Conservancy, California Department of 

Parks and Recreation, California Department of Fish 

and Game (ex offi cio member), and Los Angeles 

County, plus two public members. 

San Gabriel River Master Plan: This plan represents 

a shared vision for the San Gabriel River corridor. 

A steering committee representing cities, other 

public agencies, water groups, and community and 

environmental groups developed this shared vision 

of the river and a plan for how to achieve it.

The master plan integrates many objectives, 

including habitat, recreation, open space, fl ood 

control, water supply and economic development, 

and it identifi es priorities, provides guidance, and 

coordinates multiple goals of the many jurisdictions 

and other stakeholders that share the river. 

Emerald Necklace – Park Network: The Emerald 

Necklace is a vision for a 17-mile loop of parks 

and greenways connecting 10 cities and nearly 

500,000 residents along the Río Hondo and San 

Gabriel Rivers. The Emerald Necklace Accord is 

an agreement among agencies of the region to 

preserve the rivers and tributaries for recreational, 

open space and native habitat conservation 

and restoration purposes. Examples of projects 

completed by the partnership include the Encanto 

Nature Park Bioswale and Outdoor Classroom 

project in Duarte and Lashbrook Park in El Monte.

Greater Los Angeles County Region Integrated 

Regional Water Management Plan (IRWMP):

Local agencies, organizations, cities, and county 

government within the greater Los Angeles County 

region collaborated to develop the Integrated 

Regional Water Management Plan (IRWMP) that 

focuses on water resource management while 

creating a platform for future funding. A critical 

component of the planning effort is identifying 

projects that would help achieve the goals and 

objectives of the IRWMP. The plan is being 

funded by Proposition 50, and Chapter 8 grants 

administered by the State Department of Water 

Resources. The IRWMP for the Greater Los Angeles 

County Region seeks to make the region more 

competitive for funding beyond Proposition 50.

Water Supply, Flood Protection, and 

Sanitation Infrastructure

Much of the study area includes densely developed 

urban areas within the San Gabriel Valley. These 

areas require extensive public infrastructure for 

water supply, fl ood protection, and sanitation 

infrastructure. In the no action alternative, water 

districts and public agencies would continue 

to manage water supply, fl ood protection, and 

sanitation infrastructure at current levels. Such 

agencies would also continue existing partnership 

efforts. Regulatory and management agencies 

responsible for fl ood control and sanitation include 

the Los Angeles County Department of Public 

Works, the Army Corps of Engineers, and the Los 

Angeles County Sanitation Districts. 

Los Angeles County Department of Public Works: 

The Los Angeles County Department of Public 

Works (DPW) is responsible for much of the fl ood 

control and watershed management services within 

the study area, and manages watersheds to provide 

a balance between fl ood control, recreation, and 

protecting the natural environment. The DPW 

manages dams and spreading grounds along 

the San Gabriel and Rio Hondo Rivers. The DPW 

partners with many other agencies in its efforts to 

promote best management practices for activities 

that may affect the watershed.

Army Corps of Engineers (ACOE): The Los Angeles 

District of the ACOE has jurisdiction over various 

fl ood protection facilities within the San Gabriel 

River Watershed. The ACOE jurisdiction includes 

dams, fl oodways, and debris basins. The ACOE 

has agreements with the Los Angeles County 

Department of Recreation for its management of 

the recreational lands around the Santa Fe Dam, 

Puddingstone Reservoir, and Whittier Narrows. 

Sanitation Districts of Los Angeles County: The Los 

Angeles County Sanitation Districts are responsible 

for managing wastewater and solid waste 

management. The Sanitation Districts function on a 

regional scale and consist of 23 independent special 
168 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

CASE STUDY: ENCANTO NATURE PARK, 

BIOSWALE AND OUTDOOR CLASSROOM

Background

• The Encanto Nature Park Bioswale 

and Outdoor Classroom is one of 

the newest additions in the regional 

Emerald Necklace project, completed in 

December 2010. 

• The project includes a 1,000 feet 

bioswale along the western perimeter 

of the park. The bioswale fi lters the 

surface water from the park before 

it reaches the San Gabriel River, and 

includes interpretive signage, native 

landscaping, and a small infi ltration basin 

to manage storm runoff from the park. 

Other components of the project include 

a small outdoor nature center with 

interpretive displays and a kiosk, and an 

outdoor classroom. A nature 1,500 feet 

multi-use path with interpretive signage 

is included along the west bank of the 

San Gabriel River to a view point which 

projects nearly 200 feet out into the 

river channel to enhance the connection 

between the park and the river.

• The City of Duarte also involved at-risk 

youth in the project by contracting with 

the Los Angeles Conservation Corps 

for construction of the river trail and 

viewpoint. The City’s street maintenance 

staff will provide long-term maintenance 

for the project and will receive training 

for native landscape maintenance from 

Amigos de los Rios. 

Benefi ts

• Helping at-risk youth and providing 

opportunities for local employment

• Preventing pollution and contaminants 

from entering the San Gabriel River

• Encouraging education and exploration 

with its outdoor classroom and 

interpretive displays

Source:

http://www.accessduarte.com 

CASE STUDY: LASHBROOK PARK, 

MULTIPLE-USE BENEFITS ALONG THE SAN 

GABRIEL RIVER

Background

• Lashbrook Park is a recently completed 

park established as part of the Emerald 

Necklace.

• Lashbrook Park is located along the east 

bank of the Rio Hondo bike trail within 

the Army Corps of Engineers jurisdiction. 

This 1.8-acre park was completed in 

2006. 

Benefi ts

• The park site was cleared of trash and 

debris.

• A vegetated bioswale winds through the 

length of the site, using plants native to 

the watershed. The bioswale is designed 

to remove silt and pollution from surface 

runoff water. 

• Recreational amenities located in 

Lashbrook Park include picnic areas, 

benches, wayfi nding signage, and a water 

fountain for use by the local community 

and regional trail users.

Source: 

http://www.amigosdelosrios.org/project2.htm

Lashbrook Park. NPS Photo. 
 Chapter 6: Alternatives Description Of The Alternatives 169

districts serving Los Angeles County. Within the 

study area, the Sanitation Districts manage water 

reclamation plants at Whittier Narrows, Pomona, 

and San Jose Creek; landfi lls in the Puente Hills 

and Spadra (closed); and intermodal and materials 

recovery facilities in the Puente Hills.

EDUCATION AND INTERPRETATION

Existing national forest lands, national historic 

landmarks, museums, visitor centers, parks, and 

other sites owned by federal, state and local 

agencies and nonprofi t organizations would 

continue to be interpreted as they are today. 

Existing national park units would continue to 

provide interpretation and education opportunities. 

Improvements in interpretive programs and 

media may occur as funding becomes available. 

Coordinated efforts to interpret the signifi cant 

resources of the San Gabriel Watershed and 

Mountains would not occur. Education and 

interpretation efforts would continue to occur on a 

project-by-project basis. 

RECREATIONAL OPPORTUNITIES AND ACCESS

New recreational opportunities and access would 

occur through existing agencies, organizations, and 

local governments as funding permits. 

RESOURCE PROTECTION (ECOLOGICAL 

COMMUNITIES AND CULTURAL RESOURCES)

Protection of natural and cultural resources under 

the management of existing agencies would 

continue. Government grant programs, California 

state land conservancies, local governments, and 

non-profi t land conservancies/trusts throughout 

the study area would continue to conserve and 

restore native ecosystems and habitat. It is assumed 

that these efforts would continue at current levels. 

Existing planning efforts to link habitat connections 

such as the South Coast Missing Linkages Project 

would continue. Implementation would be the 

responsibility of existing agencies and landowners. 

The California Department of Fish and Game 

(CDFG): The CDFG works to maintain native fi sh, 

wildlife, plant species and natural communities for 

their intrinsic and ecological value and their benefi ts 

to the public. The CDFG is responsible for planning 

and regulatory activities related to threatened and 

endangered species of special concern, and related 

resources and activities. The CDFG also regulates 

hunting and sport fi shing seasons in the study area, 

including on Angeles National Forest lands. In the 

no action alternative, CDFG would continue to plan 

for and regulate these resources and activities at 

current levels. 

The U.S. Fish and Wildlife Service (USFWS) would 

continue to work with private landowners, 

local and state governments, federal agencies, 

corporations, and other entities to conserve and 

protect threatened and endangered species and 

other species of concern on both public and private 

lands. The USFWS also offers incentive and grants 

programs for wildlife and habitat conservation.

Cultural Resource Management: Historic sites 

and other cultural resources on public lands 

would continue to be protected by the managing 

agencies. Documentation and preservation would 

be limited by current funding availability and would 

continue to be managed on a project by project 

basis. Cultural resources on private lands would 

be protected at the discretion of the landowner. 

Coordinated interpretation of cultural themes 

would occur on a limited basis. 

National Park Service technical assistance would 

continue to be available for National Historic 

Landmarks (NHLs), nationally signifi cant historic 

places designated by the Secretary of the Interior 

because they possess exceptional value or quality in 

illustrating or interpreting the heritage of the United 

States. Limited federal grants are also available 

through the Historic Preservation Fund. 

OPERATIONS AND MAINTENANCE

Operations and maintenance of existing parks 

and open space would be assumed to remain at 

existing levels. For some agencies, more resources 

are available for the acquisition of lands than are 

available for operations and management.
170 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 
 Chapter 6: Alternatives Description Of The Alternatives 171

ALTERNATIVE A: SAN GABRIEL 

MOUNTAINS NATIONAL 

RECREATION AREA (A U.S. 

FOREST SERVICE DESIGNATION)

CONCEPT

Congress would designate the San Gabriel 

Mountains unit of the Angeles National Forest 

(ANF) a U.S. Forest Service National Recreation Area 

(NRA) that would continue to be managed solely 

by the U.S. Forest Service. The designation would 

bring additional recognition, tools, and resources 

to the Angeles National Forest in order to steward 

watershed resources and ecosystems, and improve 

recreational opportunities.

Legislation establishing the NRA would reaffi rm 

the primary importance of the ANF in preserving 

watershed and natural resources and emphasize 

future management practices that are compatible 

with resource protection. Authorizing legislation 

would also recognize the importance of the NRA 

for its recreational value and establish mechanisms 

to increase funding for facilities, maintenance, 

ecological restoration, visitor management, 

educational programming, and stewardship 

activities.

No unit of the national park system would be 

established.

PROPOSED AREA

The NRA would encompass the existing Angeles 

National Forest lands associated with the San 

Gabriel Mountains (see Map, Alternative A: San 

Gabriel Mountains National Recreation Area).

MANAGEMENT

The NRA lands would continue to be owned and 

managed by the USFS and managed according 

to existing USFS management policies. The 

legislation establishing the NRA would authorize 

the USFS to enter into cooperative management 

agreements with local agencies and conservancies 

to protect biodiversity and watershed resources, 

interpret signifi cant resources, enhance recreational 

opportunities, and provide more educational and 

interpretive opportunities within and beyond the 

NRA. In addition, the legislation would provide 

the Angeles National Forest with the ability to 

accept donations from philanthropic and partner 

organizations to improve facilities and resources 

within the NRA. The NRA legislation would also 

direct the USFS to engage in partnership efforts and 

interagency coordination. 

NPS Role

Existing units of the NPS outside of the proposed 

NRA would continue current management. The 

Santa Monica Mountains National Recreation 

Area would continue to partner with the USFS, 

as it currently does, on an informal basis. The 

NPS would continue to provide technical and 

fi nancial assistance through existing programs in 

the greater Los Angeles area, but there would not 

be any specifi c focus or emphasis on providing 

new recreational opportunities and open space 

protection in the study area. No unit of the national 

park system would be established.

EXISTING AGENCIES, REGULATORY

AUTHORITIES, AND LAND USE

Alternative A would not impact the authority 

of existing agencies and local governments or 

impact existing water rights and agreements. The 

designation would only apply to lands currently 

owned and managed by the USFS. The legislation 

would not affect existing inholdings. However, 

funding from appropriations, partnerships, and 

donations could be made available to purchase 

land. 

EDUCATION AND INTERPRETATION

The Angeles National Forest would be recognized 

for its nationally signifi cant resources associated 

with the San Gabriel Mountains. Through 

partnerships and additional staff, as funding 

allows, the U.S. Forest Service would provide more 

interpretive information about signifi cant resources 

and offer new educational programs. Educational 

programs would emphasize to visitors the value of 

watershed resources and how to recreate in a way 

that is compatible with protecting such resources.

The NRA could also explore new opportunities 

for educational programs associated with the San 

Dimas Experimental Forest.

RECREATIONAL OPPORTUNITIES AND ACCESS

Recreation is the primary use of the Angeles 

National Forest. With over 3 million annual visitors, 

the ANF has one of the highest national forest 

visitation levels in the nation. Over the past ten 

years, funding for recreation, interpretation, and 

education has remained fl at. 

Existing recreational opportunities would remain 

on the Angeles National Forest. However, increased 

attention and a narrower management focus 

resulting from the designation may encourage 

additional or reprioritized federal funding for 

enhanced recreational experiences in the San 
172 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

Gabriel Mountains. This could include improved 

visitor management in heavily used recreational 

areas as a result of more forest rangers, better 

facilities, improved trail connections and trailheads, 

better educational efforts, and new approaches to 

manage visitation. 

New partnership opportunities may also assist 

the ANF in fundraising for improved recreational 

experiences and planning for recreational 

connections (e.g. trails, bicycle paths).

RESOURCE PROTECTION (ECOLOGICAL 

COMMUNITIES AND CULTURAL RESOURCES)

The Angeles National Forest would continue to 

balance use and resource protection in accordance 

with its multiple-use policy. Legislation establishing 

the NRA would direct that any proposed new uses 

would need to be compatible with the original 

legislative intent of the national forest to protect 

watershed resources. The NRA would also bring 

additional recognition, tools, and resources to the 

ANF in order to steward the signifi cant geological 

and biological resources associated with the San 

Gabriel Mountains. For example, the San Gabriel 

Mountains function as a refuge for many rare 

and endangered species. To protect the habitats 

and ecosystems associated with these species, the 

USFS could enter into cooperative management 

agreements with other agencies to protect habitat 

that spans multiple jurisdictional boundaries 

providing opportunities for the dispersal of wildlife 

and plants within the forest and into other areas. 

Protection of habitat across the region would also 

benefi t wildlife and plant adaptation to climate 

change. 

A higher priority would be placed on ecological 

restoration. Extensive restoration efforts will ensue 

to assist in recovery from the 2009 Station Fire.

The San Gabriel Mountains are rich in cultural 

resources including archeology, Native American 

resources, historical recreation sites, historic mining 

sites, architecture, and historic fl ood protection 

structures. New resources would be allocated to 

document, protect, and interpret cultural resources 

in the San Gabriel Mountains. Programs would be 

designed for the public to experience the cultural, 

historical, and spiritual value of the San Gabriel 

Mountains. 

OPERATIONS AND MAINTENANCE

Authorizing legislation may direct additional 

funding for operations and maintenance of the 

NRA allowing the ANF to provide more rangers 

and other staff in heavily used visitor areas. New 

volunteer programs would be developed to assist 

in the maintenance of facilities, preservation/

restoration efforts, and interpretation of signifi cant 

resources.

The NRA would also have dedicated staff to 

coordinate new partnerships and volunteer efforts. 

FUNDING AND COSTS

In order to accomplish the goals of the NRA, 

substantial additional funding would be required, 

either through appropriations, partnerships, or 

philanthropy. The increased attention and a 

narrower management focus resulting from the 

special designation may encourage additional or 

reprioritized federal funding, over time, for the 

ANF to achieve resource restoration and protection 

goals, as well as provide improved recreation, 

interpretation, and educational facilities, and 

programs. 

The Angeles National Forest receives the majority 

of its funds through allocations appropriated 

by Congress. In FY2011, the ANF received $32 

million in funding for the entire forest. Of this 

amount, 60%, or $19.3 million, was budgeted for 

wildfi re preparedness and fuels reduction, with the 

remaining 40 percent, or $12.7 million, covering all 

other operations. Of this funding, $2.9 million was 

appropriated for recreation, planning, resources, 

and wildlife management. Capital Improvement 

funds which includes facilities, trails, and roads 

maintenance was $900,000 for the entire forest 

($131,000 of this total is for trails). When adjusted 

for infl ation, the ANF has had a continuing drop in 

non-fi re operational funding on the ANF since 1995. 

Within the study area, total funding for the ANF for 

FY2011 is $7.4 million (non-fi re). Of this amount, 

$1.7 million is allocated to recreation (700k), 

planning, resources, and wildlife management. 

Only $540,000 is allocated to capital improvements 

including facilities, trails, and roads maintenance, North Fork San Gabriel River, Angeles National Forest. 

NPS Photo. 
 Chapter 6: Alternatives Description Of The Alternatives 173

$78k of this is allocated for trail maintenance. 

The Angeles National Forest does receive revenue 

from a variety of forest programs and users, 

especially use fees collected under the Recreation 

Enhancement Act (the Adventure Pass). This source 

of funding has become increasingly important, 

as it can be used for a wider range of purposes 

than reimbursable revenue, and has helped to 

supplement appropriated funds. However, the cost 

of enforcing and administering this program is 

almost equal to the revenue.

Designated national recreation areas in the U.S. 

Forest Service do not receive stand-alone budgets 

separate from total forest budgets. Because all 

such NRAs have been carved from larger forests 

and retain the preexisting funding structures, the 

funding that fl ows exclusively to an NRA is diffi cult 

to track. Nor can it be shown that designations 

elsewhere have led to signifi cant increases in 

appropriated funding. 

This study recommends that the establishing 

legislation require specifi c additional funding to 

be allocated each year for recreation, planning, 

visitor services, wildlife management, and resource 

protection. Without this, the ANF is not likely to 

experience an increase of appropriated funds simply 

through designation of the San Gabriel Mountains 

as a national recreation area. 

Additional opportunities for increased funding exist 

from outside sources. The legislation can authorize 

the forest to receive direct donations and provide a 

mechanism for establishing a nonprofi t fundraising 

or “friends” group. The elevated visibility and 

attention of a new designation, coupled with an 

increased sense of identity for those living in the 

region, would enhance the ability of the ANF to 

more successfully raise private funds and seek 

special appropriations for particular projects. 

Photos (top to bottom): 1. East Fork San Gabriel 

River, Angeles National Forest. NPS photo. 2. Day use 

activities, Angeles National Forest, NPS photo. 

3. Western San Gabriel Mountains. NPS Photo.
174 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 
 Chapter 6: Alternatives Description Of The Alternatives 175

ALTERNATIVE C: SAN GABRIEL 

WATERSHED NATIONAL 

RECREATION AREA 

CONCEPT

Alternative C proposes a river-based national 

recreation area (NRA) that would raise the visibility 

of the San Gabriel River watershed, offer new 

educational and interpretive opportunities along the 

river and throughout the watershed, and improve 

river-based recreation. 

The NRA would be established by an act of 

Congress, which would provide the U.S. Forest 

Service, the NPS, and other land management 

agencies and organizations with guidance and 

direction to collaborate in protecting signifi cant 

resources, providing new recreational opportunities, 

and improving visitor use of existing recreation 

areas. 

Very little land would need to be acquired for 

direct management by the National Park Service. 

Instead, partnership arrangements among federal 

and state agencies, local governments, non-profi t 

organizations, and area landowners would achieve 

the conservation, recreational, and educational 

goals of the NRA.

PROPOSED AREA

The NRA would encompass the upper San Gabriel 

River watershed within the Angeles National Forest 

and a half-mile corridor around the San Gabriel 

and Rio Hondo Rivers, down to Santa Fe Springs. 

The general rule for planning community parks is 

that the park should serve areas within a one halfmile walking distance of the park. That translates 

into a one-mile wide circle, with the park at its 

center. When applied to the San Gabriel River, this 

park-planning standard translates into a half-mile 

distance from the centerline of the river on either 

side, forming a one-mile wide corridor. This is the 

same corridor width used for the San Gabriel River 

Master Plan. (See Maps, Alternative C: San Gabriel 

Watershed NRA and Alternative C: San Gabriel 

Watershed NRA River Corridor Detail). The NRA 

would include approximately 178,000 acres of land, 

89% of this area is already protected by existing 

agencies and organizations.

MANAGEMENT

NRA Partnership

The NRA would be managed by a voluntary 

partnership that would include agencies and 

organizations with land and interests in the 

area. Each partner and jurisdiction would retain 

landownership, management, and decision-making 

authorities for lands that it owns. Private lands 

would continue to be regulated by local land use 

authorities. 

The NRA partnership could include, but would 

not be limited to, the following agencies: the U.S. 

Forest Service, the National Park Service, the Rivers 

and Mountains Conservancy, the Army Corps of 

Engineers, California Department of Parks and 

Recreation, the California Department of Fish 

and Game, the U.S. Fish and Wildlife Service, the 

U.S. Geological Survey, Los Angeles County, and 

the Watershed Conservation Authority. Through 

coordinated management agreements, NRA 

partners would be able to provide coordinated 

educational and recreational programming, 

and share funding, staff, and buildings. Other 

partnerships could also be established, such as with 

community-based organizations and tribal groups.

There are excellent examples of such partnership 

efforts between the NPS and other agencies. 

For example, the California Department of Parks 

and Recreation (CDPR) has the authority to enter 

into agreements with federal agencies for the 

care, maintenance, administration, and control of 

lands under their jurisdiction. Examples of such 

agreements are in place at Redwoods National and 

State Parks and Santa Monica Mountains National 

Recreation Area. Through formal management 

agreements, the NPS and CDPR share funding 

and operational functions such as interpretation, 

resource management, and facility maintenance.

The primary functions of the NRA partnership 

would be to: 1) develop and implement a 

coordinated management strategy for the NRA 

to improve recreational experiences, public safety, 

research opportunities, information and educational 

programs, and habitat and wildlife protection, 2) 

seek outside funding for the goals and programs of 

the partnership and its members, and 3) coordinate 

a voluntary, shared information network in which 

local communities within NRA and surrounding 

communities could participate in delivering 

coordinated interpretive messages and education 

programs about the San Gabriel River. 

Land Management

Agencies and organizations that own and manage 

land within the NRA would continue to manage 

their lands according to their own policies and 

regulations.
176 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

NPS Role

The primary role of the NPS in alternative C would 

be: 1) coordinating the formal partnership that 

would manage or coordinate activities within the 

NRA and 2) providing interpretation and education. 

The NPS would take the lead in the coordination 

and administration of the NRA partnership, 

providing technical, planning, and administrative 

services, and developing a comprehensive 

management strategy for the NRA. Through 

cooperative management agreements, the NPS 

could also provide education, interpretation, law 

enforcement and other services to partner agencies. 

The NPS would have a role in developing 

coordinated interpretive messages for the 

watershed information network. The NPS would 

offer interpretive and educational programs within 

the NRA and at area schools. 

The NPS would have no land use regulatory 

authority for lands that it does not own. As funding 

permits, the NPS would be authorized to acquire 

lands from willing sellers within the NRA to protect 

signifi cant resources. Any land areas acquired by 

the NPS would likely be relatively small. Most of the 

lands within the proposed NRA are publicly owned 

and would continue to be managed by existing 

agencies and organizations. 

U.S. Forest Service Role

The Angeles National Forest lands would continue 

to be owned and managed by the U.S. Forest 

Service. As in alternative A, the NRA legislation 

could provide the U.S. Forest Service with the 

authority to enter into cooperative management 

agreements to protect biodiversity and watershed 

resources, interpret the signifi cance of its resources, 

enhance recreational opportunities, and provide 

more educational and interpretive opportunities 

within San Gabriel River watershed. In addition, the 

legislation would provide the ANF with the ability 

to accept donations from philanthropic and partner 

organizations to improve facilities and resources 

within the NRA. The NRA legislation would also 

direct the USFS to engage in partnership efforts and 

interagency coordination. The U.S. Forest Service 

may require additional funding to participate in new 

partnership and coordination efforts.

EXISTING AGENCIES, REGULATORY 

AUTHORITIES, AND LAND USE

The majority of the lands within the proposed NRA 

(almost 90%) are already protected by various 

agencies and organizations. Each agency and 

organization would continue to protect these lands 

according to their own management authorities 

and policies. 

The Sanitation Districts of Los Angeles County 

facilities would be exempted by the legislation 

establishing the NRA from the special use permit 

provisions typically required for landfi lls within 

national recreation area; however, all existing permit 

requirements would stay in place. 

With this exemption in place, Alternative C would 

not impact the authority of any existing agencies , 

local governments. Nor would it impact water rights 

and agreements. NPS policies would apply only to 

those lands acquired by the NPS. Private lands and 

inholdings would continue to be regulated by local 

land use authorities (See Actions Common to All 

Alternatives).

EDUCATION AND INTERPRETATION

Through new interpretive and educational 

programs, the NRA partnership would provide 

opportunities for learning and education to help 

teach and engage residents of all ages about the 

signifi cant natural and cultural resources within 

the San Gabriel River watershed. Examples of 

interpretive messages would include the history and 

importance of water resources, regional biodiversity, 

the geological signifi cance of the San Gabriel 

Mountains, Native American history and prehistory, 

the role of fi re on the landscape, the impacts of the 

Station Fire, and early California settlement. 

The NRA partnership would coordinate a 

voluntary information network to partner with 

established environmental education centers, visitor 

centers, etc. throughout the watershed to help 

augment and enrich interpretive and educational 

programming related to the signifi cance of the 

San Gabriel River Watershed. The primary role 

of the NPS within the NRA would be to lead the 

effort to provide coordinated interpretive messages 

and educational programs. An example of such 

a network is described in the Chesapeake Bay 

Gateways Network case study.

In addition to programs conducted within the NRA 

by NPS and US Forest Service staff and volunteers, 

NRA staff would coordinate with local school 

districts and area youth organizations to conduct 

programs to instill messages of environmental 

stewardship and engage youth about the natural 

world around them. When needed and as funding 

permits, new facilities and programs may be 

developed to support educational efforts. The NPS 

Junior Ranger program could be promoted for 

visiting school-aged children. Given the rich cultural 

heritage of the region, there is also opportunity to 
 Chapter 6: Alternatives Description Of The Alternatives 177

inspire youth about the history and culture of the 

NRA resources.

RECREATIONAL OPPORTUNITIES AND ACCESS

Recreational uses and activities would be 

determined by the existing land management 

agency (e.g. the U.S. Forest Service and local 

park districts would continue to determine what 

recreational activities are appropriate according to 

their own agency policies).

The NRA partnership would explore various 

opportunities to increase the amount and variety 

of public open space, parks and recreational 

lands along the San Gabriel and Rio Hondo river 

corridors. Recreational opportunities that are 

compatible with maintaining watershed values and 

high quality habitat would be emphasized. 

The NRA partnership would seek to provide a 

higher level of management for impacted recreation 

areas through more law enforcement staff, more 

educational programming, and improvements to 

maintenance, facilities, and interpretive features. 

Agency partnerships would provide more resources 

to manage highly used existing recreation areas. 

For example, the Angeles National Forest could 

enter into management agreements with partner 

agencies to provide more staff and resources to 

manage visitor use in the highly used San Gabriel 

Canyon to provide more opportunities for visitor 

education and safety.

Because much of the proposed NRA outside 

of the Angeles National Forest is urbanized, 

additional opportunities to provide open space 

and recreational opportunities would be actively 

pursued. This may include working with local 

redevelopment authorities and private landowners 

to reclaim lands involving former aging industrial 

and commercial infrastructure and converting 

sites into new green public parks and open 

spaces. Additionally the partnership could explore 

enhancing existing parks and open space to 

achieve multiple objectives such as improved water 

quality, habitat enhancement, and recreational 

opportunities.

The partnership would seek to provide urban 

populations with better access to the public lands 

of the NRA through enhanced public transportation 

services. Weekend special buses from park-andride lots, school sites, and other transportation 

ideas should be fully explored to enhance public 

recreation access to these lands. See case study, 

Transit to Trails Program.

CASE STUDY: CHESAPEAKE BAY GATEWAYS 

NETWORK 

Congress authorized the Chesapeake Bay Gateways and 

Watertrails Network (Gateways Network) in 1998, to be 

administered by the National Park Service. The Chesapeake 

Network Gateways Network connects visitors to the 

Chesapeake Bay and its rivers through a network of more 

than 160 sites throughout the Chesapeake Bay Watershed.

Voluntary Information Network

• The Gateways Network is a partnership effort to help 

visitors fi nd, enjoy, and learn about the special places 

and stories of the Chesapeake Bay. Participants in the 

Gateways Network include over 160 sites including 

parks wildlife refuges, museums, sailing ships, historic 

communities, and trails. The NPS brings these places 

together with the goal of helping visitors understand 

and care about the Bay. 

• Participation in the Gateways Network allows each site 

to become part of an integrated system for providing 

information to the public—through the visitor-friendly 

web site, guides, maps, signage, and Gateways logo. 

• The NPS does not own any sites or land as part of the 

Gateways Network, but instead facilitates technical 

assistance, and interpretation for the partners. The NPS 

has also offered matching grants to Gatway partners 

for interpretation, access, conservation, and restoration 

projects.

• Gateways are nominated by the organizations that 

manage them. Nominations are reviewed by a working 

group that includes representatives of 14 non-profi t 

organizations, and state and federal agencies. The 

Gateways participate on a voluntary basis. 

• The Friends of Chesapeake Gateways, is a key nonprofi t partner that works to enhance the programmatic 

and fi nancial capacity of the Gateways Network 

and provide assistance for interpretive, education, 

outreach, public relations, and stewardship goals. 

Accomplishments

• Each Gateway is part of an integrated system for 

providing information to the public about the 

Chesapeake Bay. 

• The 160 existing Gateways provide unique 

opportunities for the public to access, enjoy, 

understand and appreciate the natural, cultural, 

historic and recreational resources and values of the 

Chesapeake Bay. 

• Over eleven years, Congress has appropriated 

$15.4 million for the Gateways Network, with $10 

million in fi nancial assistance awarded directly to 

Gateway partners through matching grants. Each 

$1 of Federal money awarded has been matched by 

$1.55 in non-federal funds.

Sources: 

NPS 2009 Year in Review Document – Chesapeake Bay Offi ce 
178 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

The voluntary information network would 

identify parks and sites with recreational and 

learning opportunities related to the San Gabriel 

River Watershed. Participating sites would work 

together in coordinating marketing approaches 

for sharing information to the public. A logo could 

be developed for the sites to use in their materials 

and signs/wayfi nding. At each site, visitors would 

fi nd maps and guides linking one site with others 

pertaining to the same or related themes. 

RESOURCE PROTECTION (ECOLOGICAL 

COMMUNITIES AND CULTURAL RESOURCES)

Primary responsibility for resource protection would 

remain with existing agencies and landowners. 

The NRA partnership would facilitate opportunities 

to work collaboratively to conserve and enhance 

resources through research, cooperative 

management, and restoration. Ecological 

communities could be enhanced by additional 

scientifi c knowledge, expertise, technical assistance, 

and cooperative management. The NRA partnership 

would also seek additional funding for resource 

protection. 

Coordinated cultural resource protection would be 

an emphasis of the partnership. Cultural resources 

within the NRA would benefi t from further study, 

documentation, and protection. Such efforts 

would improve the ability of the NRA to develop 

interpretive materials and programming related to 

cultural resources. 

OPERATIONS AND MAINTENANCE

Existing agencies would continue to be responsible 

for the operation and maintenance of their lands 

and facilities.

Staffi ng

Given NPS budget constraints, it is likely that the 

NRA would initially have a small staff that would 

increase over time as funding is available. A general 

management plan would identify park priorities, 

management emphases, and required staffi ng for 

a 15-20 year timeframe. For example, the Rosie 

the Riveter World War II Home Front National 

Historical Park, established in 1999, had only two 

full-time equivalent staff (FTE) during its fi rst fi ve 

years of operation, a superintendent, and a chief of 

interpretation. By the time the park’s draft general 

management plan was completed in 2007, the 

park had 6.5 FTE. The general management plan 

recommended 21.5 FTE over the 15-20 year period 

of the plan to support implementation. 

Because the NPS would be managing the national 

recreation area in partnership with other agencies, 

less staff would be required than what would be 

expected in a traditional national park. Partnership 

parks typically require staff to handle park 

coordination and outreach, assist partners with 

conservation planning, and provide interpretive and 

educational programs. 

Based on comparisons of staffi ng levels for existing 

partnership parks with small NPS landownership, 

the following types of staff positions could be 

recommended for alternative C:

• Partnership Specialist

• Superintendent

• Administrative Assistant

• Visitor Use Assistant 

• Interpretive Park Rangers 

• Law Enforcement Park Rangers 

• Teacher Ranger

• GIS Technician

• Volunteer/Outreach Program Coordinator

• Education Program Specialist

• Cultural Resource Specialist

• Outdoor Recreation Planner/Community 

Planner 

• Wildlife Ecologist

• Biological Technician

In early years of park establishment, the NRA could 

possibly share positions with the Los Angeles-based 

Rivers, Trails, and Conservation Assistance Program 

(RTCA) and seek assistance from the Santa Monica 

Mountains National Recreation Area and other 

parks in the area. As previously mentioned, staffi ng 

recommendations would be refi ned through 

completion of a general management plan which 

would identify management priorities for the NRA 

for a 15-20 year timeframe. The ability of the NPS 

to fulfi ll such positions would be dependent on NPS 

and partner funding.

Through cooperative management agreements, the 

NRA agency partners would be able to share staff, 

facilities, and funding to assist in the operations and 

maintenance of heavily used visitor areas. The NPS 

would coordinate new partnerships and facilitate 

the development of more volunteer programs to 

assist in the maintenance of facilities, preservation/

restoration efforts, and interpretation of signifi cant 

resources. The NRA partnership could also leverage 

funding and resources to improve existing facilities 

or provide new facilities where necessary.
 Chapter 6: Alternatives Description Of The Alternatives 179

Job training and conservation stewardship programs 

for youth and nearby community members would 

be offered. In addition to the positions listed above, 

area youth would be encouraged to be involved 

with service organizations by applying for positions 

through existing programs such as the Student 

Conservation Association, Youth Conservation 

Corps, AmeriCorps and other organizations which 

expose youth to the conservation and stewardship 

of our public lands.

LAND ACQUISITION

Lands within the NRA would remain under their 

current jurisdictions, with each land management 

agency continuing to fund its own operations. As 

almost 90% of the land in the proposed NRA is 

already protected for recreation and conservation 

by partner agencies (158,000 of approximately 

178,000 acres), land acquisition needs would be 

small. Much of the remaining 20,000 acres are 

comprised of urbanized lands in commercial and 

residential use that would not be appropriate 

or feasible for NPS land acquisition. The NRA 

partnership would be eligible to request NPS 

funding for land acquisition within the NRA for 

acquisition of small areas with resource signifi cance 

such as a historic site or open space with native 

habitat. However, it should be noted that such 

funding is extremely limited. Funding for land 

acquisition would also be available from partner 

agencies and through local fundraising efforts.

OPERATIONAL AND VISITOR FACILITIES

Construction of new administrative facilities for NPS 

operations and management would not necessarily 

be required to support the proposed NRA. Given 

the existing amount of offi ce space available in 

and near the proposed NRA, it is likely that the 

NPS could lease administrative and operational 

facilities from partner agencies or through existing 

offi ce space available in the area. There may also be 

opportunities to adaptively reuse a historic building 

or property through leasing if the NPS acquired land 

that contained such facilities. The NPS could also 

use partner facilities or adaptively reuse buildings 

to provide visitor facilities. If established, the NRA 

partnership would identify specifi c operational 

and visitor facilities needs through a general 

management plan.

CASE STUDY: TRANSIT TO TRAILS 

PROGRAM 

Background

Transit to Trails is a pilot project created by a 

partnership between the NPS, the Anahuak 

Youth Association, The City Project, Mountains 

and Recreation Conservation Authority, and 

an anonymous donor. Transit to Trails takes 

inner city youth and their families on different 

mountain, beach, and river trips. 

Program Description

• Santa Monica Mountains NRA partners with 

Transit to Trails to provide buses that allow 

school and community groups to visit the 

national recreation area. 

• By bridging the gap between urban youth 

and the outdoors, Transit to Trails is not 

only encouraging physical activity, but also a 

healthy and better mental lifestyle. 

• Currently, the City Project is hoping to 

expand the Transit to Trails pilot project to 

throughout Southern California and beyond. 

It is encouraging other park agencies to 

join the Mountains Recreation Conservation 

Authority and the NPS in providing buses, 

rangers, and programs for Transit to Trails. 

Accomplishments

• Transit to Trails provides more opportunities 

for area youth and their families to learn 

about water, land, wildlife, cultural history, 

and engage in physical activity through 

recreational opportunities. 

• It also helps reduce traffi c congestion and 

parking problems, improve air quality, 

and reduce run-off of polluted water into 

rivers and the ocean by providing a more 

accessible, public transportation.

Sources: 

http://www.cityprojectca.org/ourwork/forests.html, 

Public Transportation to Local National Forests Study 

by USC Dept.of Geography
180 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

FUNDING AND COSTS

The NRA in this alternative would rely on the 

funding streams of partner agencies. Lands 

within the NRA would remain under their current 

jurisdictions, with each land management agency 

continuing to fund its own operations. As discussed 

under alternative A, legislation creating a special 

designation on the ANF may enhance funding or 

fundraising opportunities for the U.S. Forest Service 

to achieve resource restoration and protection 

goals, as well as provide improved recreation, 

interpretation, and educational facilities and 

programs. 

The NPS would need additional federal funding 

for its administrative, educational, technical 

assistance, and interpretive roles. In addition, the 

NRA partnership could establish a fundraising 

organization, be a coordinating body for existing 

grant programs, and work together to leverage 

funds from a variety of sources (e.g. state bonds, 

Land & Water Conservation Fund) to increase 

and prioritize funding for projects and staff in the 

NRA and San Gabriel Watershed. Organizations 

participating within the partnership could also work 

together to leverage private funding and donations. 

NPS operating costs of national recreation areas 

vary widely, depending on the amount and type 

of resources managed, number of visitors, level 

of programs offered, safety and security issues, 

and many other factors. Table 9: National Park 

Service National Recreation Area Annual Operating 

Budgets, shows the park operational base budgets 

for fi scal year 2009 of several partnership-based 

units that could be comparable to the NRA 

partnership proposed in this alternative. While 

no formal estimates of operating costs have been 

completed for this study, these examples illustrate 

the potential range. Boston Harbor Islands NRA, 

Chattahoochee River NRA, Mississippi National River 

and Recreation Area, and Santa Monica Mountains 

NRA are all partnership-based NPS units comprised 

primarily of non-NPS lands. The annual operating 

base budgets for these units range from $1.22 

million to $8.6 million. While the NRA in alternative 

C would be similar to Santa Monica Mountains in 

total acreage, the NPS-owned portion would be 

comparatively insignifi cant. Based on the size of 

the area, and the types of services and assistance 

offered through the partnership, the cost of NPS 

operations for the NRA could be expected to be 

$1 to $3 million. The estimated operational budget 

would primarily fund salaries. Additional costs 

would include leasing or maintaining administrative 

space, interpretive and educational programs, and 

cyclical maintenance of any NPS-owned facilities.

PLANNING AND IMPLEMENTATION PROJECTS

Planning and implementations projects are not 

refl ected in the operational budgets described in 

Table 9. With an NPS designation, the NRA would 

be eligible to receive funding for planning and 

projects through the NPS. For example, soon after 

establishment of the NRA, the NPS could provide 

initial planning funds for a general management 

plan which would defi ne management priorities, 

more specifi c actions, and funding needs for the 

NRA. The general management plan would be 

completed in collaboration with the partnership 

agencies. A general management for a partnership 

park the size and scale of which is proposed in 

alternative C would likely take 4 to 5 years to 

complete and and could cost between $500,000 

and $700,000. Additional NPS funding may also be 

available for specifi c projects such as trail planning 

and development and interpretive materials. A 

general management plan would identify more 

specifi c implementation needs.

The example partnership parks listed in Table 9 

also rely on private fundraising through “friends” 

groups. The funds raised through these groups 

can be used to supplement the operating budgets 

of the partners. At Boston Harbor Islands NRA, 

for example, the Boston Harbor Island Alliance 

is a nonprofi t organization authorized through 

legislation to raise and manage funds for facilities 

and programming on partner lands. In 2008, the 

Alliance spent $2.25 million for visitor programming 

and capital improvements within the NRA on lands 

owned by state, federal, municipal, and private 

entities. In addition, the Alliance received $5 million 

for environmental mitigation projects over several 

years, to be used on partner lands.

These partnerships also rely on private fundraising 

through “friends” groups.  The funds raised 

through these groups can be used to supplement 

the operating budgets of the partners. At Boston 

Harbor Islands NRA, for example, the Boston 

Harbor Island Alliance is a nonprofi t organization 

authorized through legislation to raise and manage 

funds for facilities and programming on partner 

lands.  In 2008, the Alliance spent $2.25 million 

for visitor programming and capital improvements 

within the NRA on lands owned by state, federal, 

municipal, and private entities.  In addition, the 

Alliance received $5 million for environmental 

mitigation projects over several years, to be used on 

partner lands.
 Chapter 6: Alternatives Description Of The Alternatives 181

CASE STUDY: COOPERATIVE MANAGEMENT 

AGREEMENTS - SANTA MONICA 

MOUNTAINS NATIONAL RECREATION AREA 

Background

• The Santa Monica Mountains National Recreation 

Area (SMMNRA), a unit of the National Park 

System since 1978, includes 150,000 acres 

of private, local, state and federal lands. The 

SMMNRA is managed under a unique partnership 

umbrella in which the federal government owns 

approximately 15 percent of the land. 

• SMMNRA parklands and open space are 

managed in collaboration with city, county, and 

state agencies as well as organizations such as 

the California Native Plant Society and Mountains 

Restoration Trust

Cooperative Management Agreement

• A cooperative management agreement among 

the NPS, California State Parks, the Santa Monica 

Mountains Conservancy, and the Mountains 

Recreation and Conservation Authority allows 

these agencies to share funding, staff, and 

buildings; cooperate on programs; and jointly 

manage recreation areas. By signing into this 

voluntary agreement, these parties become 

offi cial partners that work together toward 

SMMNRA’s shared conservation and recreational 

goals. Cooperative management allows for 

greater operational effi ciencies, enhanced 

resource protection, and improved public services. 

Accomplishments

• The participating agencies under the 

cooperative management agreement realize 

greater effi ciency and cost savings from 

shared operating procedures, cohesive law 

enforcement management (both resource and 

visitor protection), and collaborative educational 

programming that serves a much greater 

segment of the public than if agencies worked 

individually. 

Source:

http://www.nps.gov/samo

NRA NPS Acres Total Acres 2009 NPS Base Budget Staffi ng

Boston Harbor Islands NRA 241 1,482 $1.2 Million 14 FTE

Mississippi NRRA 62 53,775 $2.1 Million 28 FTE

Chattahoochee NRA 4,891 9,886 $3.5 Million 39 FTE

Santa Monica Mountains NRA 23,120 156,673 $8.6 Million 99 FTE

FTE (Full-time equivalent employees). One FTE is one person working 40 hours per week for one year, or 

the equivalent.

Table 9: National Recreation Area Annual Operating Budgets

Glendora Canyon Road, Angeles National Forest. NPS Photo. 
182 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 
 Chapter 6: Alternatives Description Of The Alternatives 183
184 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

ALTERNATIVE D: SAN GABRIEL 

REGION NATIONAL RECREATION 

AREA (A PARTNERSHIP LINKING 

SIGNIFICANT RESOURCES AND 

RECREATION)

CONCEPT

Alternative D represents a combination of ideas 

from the preliminary alternatives that were 

presented to the public in fall 2009. Alternative 

D proposes a larger scale national recreation 

area (NRA) that would recognize and protect the 

signifi cant resources associated with the San Gabriel 

Mountains and Puente Hills, explore opportunities 

to protect and enhance interconnected ecosystems, 

provide important open space connections 

for recreation, and offer new educational and 

interpretive opportunities. Ecological restoration 

would be emphasized.

The management approach of alternative D 

would be the same as alternative C. The NPS, U.S. 

Forest Service, and numerous other agencies and 

organizations with land and interests in the area 

would work collaboratively to protect signifi cant 

resources and improve recreational opportunities. 

Very little land would need to be acquired for direct 

management by the NPS.

Unlike the other alternatives, in alternative D the 

NPS and the NRA partnership would offer technical 

assistance to willing communities for conservation 

planning to extend open space connections and 

form a network of parks, habitats, and open spaces.

PROPOSED AREA

Alternative D proposes the largest NRA of the three 

action alternatives, providing more opportunities for 

resource protection, inter-agency coordination, and 

recreation. The NRA would include the San Gabriel 

Mountains, portions of the San Gabriel and Rio 

Hondo Rivers, and a portion of the western Puente 

Hills. 

Within the San Gabriel Mountains, the NRA would 

include the ANF, adjacent foothill areas with 

ecological resource values and areas near the San 

Andreas Fault. Areas with ecological resource values 

include designated critical habitat for federally 

listed threatened or endangered species, and/or are 

within one of the Los Angeles County proposed 

signifi cant ecological areas. Below the Angeles 

National Forest, the NRA would include a half-mile 

corridor around the San Gabriel and Rio Hondo 

rivers, south to Santa Fe Springs. Portions of the 

western Puente Hills with ecological resource value 

and recreational potential (areas west of Harbor 

Boulevard) would also be included. This primarily 

includes lands owned and managed by the Puente 

Hills Landfi ll Native Habitat Authority and lands 

proposed by Los Angeles County to be included 

in the Puente Hills Signifi cant Ecological Area 

(See Maps: Alternative D – Linking Resources and 

Recreation and Alternative D – River Corridor and 

Puente Hills Detail).

The NRA would include approximately 581,500 

acres of land, 82% of this area is already protected 

by existing agencies and organizations.

MANAGEMENT

NRA Partnership

The management structure and primary functions 

of the NRA partnership would primarily be the same 

as alternative C, a voluntary partnership that would 

include agencies and organizations with land and 

interests in the area. However, the functions of 

the partnership would be somewhat broader. The 

NPS and the partnership would offer additional 

conservation planning assistance to interested 

local communities in order to extend open space 

connections and form a network of parks, habitats 

and open spaces. 

Because of the diversity of communities throughout 

the broader NRA and differing recreation and 

resource protection needs, the NRA partnership 

could have different management approaches 

to address the various needs. For example, in 

the more urban areas associated with the river 

corridors, the NRA partnership could work with 

interested surrounding communities to increase the 

amount and variety of public open space, parks 

and recreational lands, particularly in under-served 

areas, and to enhance public transportation access 

between urban populations and the public lands of 

the NRA.

In rural areas such as Soledad Basin, Antelope Valley 

or Mt. Baldy, where future growth pressures may 

threaten open space, and the rural quality of life, 

the NRA could work with communities to preserve 

additional open space and improve recreational trail 

connections and staging areas. 

In existing public land areas, interagency 

agreements could augment agency staffi ng to 

manage highly used areas such as the San Gabriel 

Canyon, providing higher levels of visitor services, 

education, and safety.

The NRA partnership could include, but would 

not be limited to, the following agencies: the 

U.S. Forest Service, the National Park Service, the 
 Chapter 6: Alternatives Description Of The Alternatives 185

Rivers and Mountains Conservancy, the Puente 

Hills Landfi ll Native Habitat Authority, the Army 

Corps of Engineers, California Department of Parks 

and Recreation, the California Department of Fish 

and Game, the U.S. Fish and Wildlife Service, the 

U.S. Geological Survey, Los Angeles County, the 

Santa Monica Mountains Conservancy, and the 

Wildlife Corridor Conservation Authority. Through 

coordinated management agreements, NRA 

partners would be able to provide coordinated 

educational and recreational programming, 

and share funding, staff, and buildings. Other 

partnerships could also be established, such as with 

community-based organizations and tribal groups.

Land Management

Agencies and organizations that own and manage 

land within the NRA would continue to manage 

their lands according to their own policies and 

regulations.

NPS Role

As in alternative C, the NPS would take a lead 

role in the formal partnership that would manage 

or coordinate activities within the NRA. Through 

cooperative management agreements, the NPS 

could also provide educational, interpretive, 

law enforcement and other services to partner 

agencies. See case study, Cooperative Management 

Agreements – Santa Monica Mountains National 

Recreation for more information about cooperative 

management agreements. The NPS would also take 

a lead role inproviding coordinated interpretative 

and educational messages about the signifi cance 

of the NRA resources for existing nature centers, 

museum, park programs, etc. The U.S. Forest 

Service may require additional funding to participate 

in new partnership and coordination efforts.

The NPS would have no land use regulatory 

authority for lands that it does not own. As funding 

permits, the NPS would be authorized to acquire 

lands from willing sellers within the NRA to protect 

signifi cant resources. Any land areas acquired by the 

NPS would likely be relatively small.

In alternative D, the NPS would offer technical 

assistance to interested public agencies, private 

landowners, and organizations to create and 

connect parks, conserve habitat, provide new 

recreational experiences, and foster a sense of 

regional identity. The NPS could also assist in 

organizing volunteer programs within the NRA. 

As in alternative C, the NPS would have no land use 

regulatory authority for lands that it does not own. 

The NPS could be authorized to acquire lands within 

the NRA if they became available from willing sellers 

for operational purposes and to protect signifi cant 

resources. As most of the lands within the NRA are 

currently in public ownership, land acquisition by 

the NPS would be limited.

U.S. Forest Service Role

The Angeles National Forest role would be the 

same as alternative C, although the entire ANF 

unit within the San Gabriel Mountains would be 

included. The U.S. Forest Service would continue 

to own and manage its lands in the San Gabriel 

Mountains according to its policies. However, the 

NRA designation would reaffi rm the original intent 

of the Angeles National Forest to protect watershed 

resources, provide the U.S. Forest Service with more 

authorities to enter into cooperative management 

agreements with other agencies, and to retain fees 

and donations. The NRA legislation would also 

direct the USFS to engage in partnership efforts and 

interagency coordination.

EXISTING AGENCIES, REGULATORY 

AUTHORITIES, AND LAND USE

The majority of the lands within the proposed 

NRA (over 80%) are already protected by various 

agencies and organizations. Each agency and 

organization would continue to protect these lands 

according their own management authorities and 

policies. 

Authorizing legislation would exempt the Sanitation 

Districts of Los Angeles County from the special 

use permit provisions typically required for landfi lls 

within national park boundaries to avoid impacting 

operations necessary for public health and safety. 

With this exemption in place, alternative D would 

not impact the authority of any existing agencies or 

local governments or impact existing water rights 

and agreements. NPS policies would apply only to 

those lands acquired by the NPS. Private lands and 

inholdings would continue to be regulated by local 

land use authorities. See Actions Common to All 

Alternatives on page 146.

EDUCATION AND INTERPRETATION

The approach to education and interpretation 

would be the same as alternative C. The NPS 

would provide assistance for coordinated education 

and interpretative messages, provide on-site 

educational and interpretive programs, and 

reach out to youth through targeted programs. 

Such programs would be expanded beyond the 

watershed focus of alternative C, to cover the 

broader NRA of alternative D, offering more 

opportunities to interpret the signifi cance of the 
186 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

CASE STUDY: PARTNERSHIP MANAGEMENTBOSTON HARBOR ISLANDS NATIONAL 

RECREATION AREA

Background

Boston Harbor Islands National Recreation Area (BHINRA) 

is a national park unit established in 1996 to preserve 

the Boston Harbor’s natural systems. Initially, the 34 

Boston Harbor Islands were managed separately by a 

dozen federal, state, municipal, and non-profi t agencies, 

each with its own priorities, programs, and needs. The 

establishment of BHINRA provided a common vision for 

the islands and provided a framework for cooperative 

management. The NPS does not own any land within 

BHINRA

Management Structure

• Management of BHINRA is coordinated by the 

Boston Harbor Islands Partnership (Partnership).

The Partnership includes 13 federal, state, city, and 

nonprofi t agencies, the Boston Harbors Islands 

Advisory Council, tribes, not-for-profi t organizations, 

colleges and universities, and businesses. The 

partners operate subject to their own governing laws 

or through formal agreements among the partner 

agencies.The BHIP includes a range of 13 federal, 

state, city, and nonprofi t agencies, the Boston 

Harbors Islands Advisory Council, tribes, not-forprofi t organizations, colleges and universities, and 

businesses. The partners operate subject to their own 

governing laws or formal agreements. 

• The Boston Harbor Islands Advisory Council was 

established by the BHINRA’s enabling legislation, 

and advises the BHIP on the development and 

implementation of a general management plan for 

the islands, including ongoing operations. 

• The Partnership agencies provide funding and staff, 

including volunteers for management and operation 

of the BHINRA. Funds are not shared across 

agencies, nor does the NPS receive any funds from 

participating agencies. The Island Alliance is charged 

by the Boston Harbor Islands Partnership with 

generating private revenue to support the park. 

• The BHINRA also relies on private- and public-sector 

investments since the authorizing legislation limits 

federal spending to 1⁄4 of the operating budget. The 

Island Alliance is a non-profi t organization charged 

by the Partnership with generating private revenue to 

support the BHINRA. 

Accomplishments

• The BHINRA benefi ts from more resources and 

coordinated research and resource management, 

leading to greater conservation efforts. 

• By branding BHINRA’s identity throughout Boston 

and using media to make visitors aware of 

recreational opportunities, the islands have become a 

much loved and popular destination. 

Source: 

www.nps.gov/boha, http://www.bostonislands.com

San Gabriel Mountains. Interpretation could also be 

expanded to include natural and cultural resources 

of the Puente Hills. See case study, Coordinated 

Interpretation – Rosie the Riveter/World War II 

National Historical Park.

RECREATIONAL OPPORTUNITIES AND ACCESS

Within the NRA, a variety of recreational 

opportunities would be available to the public. 

Recreational uses and activities would be 

determined by the existing land management 

agency (e.g. the U.S. Forest Service would continue 

to determine what recreational activities are 

appropriate according to its own agency policies). 

In alternative D, the NRA partnership would seek 

to improve recreational access and opportunities 

in urban areas that are defi cient in recreation and 

park lands by offering assistance in planning for 

close-to-home recreational opportunities, better 

trail access, and improved public transportation 

options to recreational areas. Additionally, the 

partnership would explore opportunities to restore 

vacant or unused land to provide new recreational 

opportunities. See next page for case study 

Lashbrook Park, Multiple-Use Benefi ts along the 

San Gabriel River.

The NRA partnership would also seek ways to 

improve the recreational experience in more heavily 

impacted areas such as the San Gabriel Canyon 

by providing more education, improving facilities, 

improving maintenance and law enforcement, and 

enhancing visitor management to reduce impacts. 

Improved recreational experiences in more rural 

areas such as the Antelope Valley could focus on 

protecting the rural recreational experience by 

providing better trail connections and improved 

equestrian staging areas.

Similar to alternative C, the voluntary information 

network would identify parks and sites with 

recreational and learning opportunities. However, 

in alternative D, this network would be more 

expansive, including sites with recreational and 

learning opportunities associated with the San 

Gabriel River Watershed, the Puente Hills, and the 

San Gabriel Mountains. At each site, visitors would 

fi nd maps and guides linking one site with others 

pertaining to the same or related themes. 

RESOURCE PROTECTION (ECOLOGICAL 

COMMUNITIES AND CULTURAL RESOURCES)

Alternative D would emphasize protecting 

signifi cant resources associated with the San Gabriel 
 Chapter 6: Alternatives Description Of The Alternatives 187

Mountains and Puente Hills. The NRA partnership 

would explore opportunities to preserve and restore 

open space and to protect and enhance wildlife 

corridors within the NRA. 

As in alternative C, primary responsibility 

for resource protection would remain with 

existing agencies and landowners. The NRA 

partnership would facilitate opportunities to 

work in collaboration with partner t agencies and 

organizations to conserve and enhance resources 

through research, cooperative management, 

and restoration. Ecological communities could 

be enhanced by additional scientifi c knowledge, 

expertise, technical assistance, and cooperative 

management.

Alternative D emphasizes protecting ecosystems 

and wildlife corridors. For example, the San Gabriel 

Mountains and Puente-Chino Hills are refuges for 

rare and endangered species. These species need 

to be able to move to and from these open space 

areas, particularly in the case of wildfi re events and 

for adaptation associated with climate and habitat 

change. Better ecosystem connectivity also fosters 

greater biodiversity. The NRA partnership would 

seek to leverage additional funding for ecological 

restoration and wildlife and habitat management 

and conservation efforts. 

Coordinated cultural resource management would 

be the same as in alternative C, but would cover 

a broader area with the larger NRA. Cultural 

resources within the study area would benefi t from 

further study, documentation, and protection. Such 

efforts would improve the ability of the NRA to 

develop interpretive materials and programming 

related to cultural resources. 

OPERATIONS AND MAINTENANCE

Existing agencies would continue to be responsible 

for the operation and maintenance of their lands 

and facilities.

Staffi ng

Similar to alternative C, the NPS would manage the 

national recreation area in partnership with other 

agencies. Given NPS budget constraints, it is likely 

that the NRA would inwould initially have a small 

staff that would increase over time as funding is 

available, and following the completion of a general 

management plan which would identify park 

priorities, management emphases, and required 

staffi ng for a 15-20 year timeframe. 

Because alternative D incorporates a larger land 

area and broader set of programs than alternative 

C, it would be expected to require slightly higher 

CASE STUDY: COORDINATED 

INTERPRETATION ROSIE THE RIVETER/

WORLD WAR II NATIONAL HISTORICAL 

PARK

Background

Rosie the Riveter/ World War II National Historical 

Park was established in 2000 to commemorate 

the sacrifi ces and accomplishments of the City of 

Richmond and the people’s contributions to the 

World War II Home Front effort. Located in Richmond, 

California, the park tells the story of the home front 

effort during World War II. 

Partnership Management

• Park sites include an historic shipyard, the SS 

Red Oak Victory, the Rosie the Riveter Memorial, 

several historic structures, trails, and parks along 

Richmond’s waterfront, and refl ects one of the 

most intact histories of the World War II Home 

Front. 

• The NPS does not own any of the sites in the 

historical park. Most of the sites are owned by the 

City of Richmond. 

• NPS operates the park through partnerships with 

a range of local and regional groups, the City of 

Richmond, and different nonprofi t and private 

organizations. 

Coordinated Interpretation

• The NPS provides visitors with opportunities to 

learn and experience the home front stories that 

are preserved and interpreted. 

• The roles of the NPS are mainly to develop 

interpretive exhibits, orient visitors to the national 

historical park, develop and coordinate visitor 

programs, provide technical assistance to the sites 

and partners, and collect and preserve the WWII 

home front artifacts and histories. 

Accomplishments

• The NPS has brought national focus and 

attention to the World War II-era resources of 

Richmond and has helped to leverage grants and 

endowments to other cooperating partners.

• The NPS also provides technical assistance in 

preserving historic resources and telling the 

American home front stories. 

Source:

http://www.nps.gov/samo

staffi ng levels. For example, additional rangers 

and resource specialists would be required. Based 

on comparisons of staffi ng levels for existing 

partnership parks of similar size and with small NPS 

landownership, the following types of staff might 

be recommended for alternative D:
188 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

• Partnership Specialist

• Superintendent

• Administrative Assistant

• Visitor Use Assistant 

• Interpretive Park Rangers 

• Law Enforcement Park Rangers 

• Teacher Ranger 

• GIS Technician

• Volunteer/Outreach Program Coordinator

• Education Program Specialist 

• Cultural Resource Specialist

• Outdoor Recreation Planner/Community 

Planner 

• Wildlife Ecologist 

• Biological Technician

In early years of park establishment, the NRA could 

possibly share positions with the Los Angelesbased Rivers, Trails, and Conservation Assistance 

Program (RTCA). Staffi ng recommendations 

would be refi ned through completion of a 

general management plan which would identify 

management priorities for the NRA for a 15-20 

year timeframe. The ability of the NPS to fulfi ll such 

positions would be dependent on NPS and partner 

funding.

The NRA partnership would also provide the 

opportunity for agencies to share staff, facilities, 

and funding to assist in the operations and 

maintenance of heavily used visitor areas. Through 

cooperative management agreements the NPS 

could share staff with other land management 

agencies. For example, the NPS could provide 

rangers to supplement U.S. Forest Service staff in 

high use areas of the Angeles National Forest. The 

NRA partnership could also leverage funding and 

resources to improve existing facilities or provide 

new facilities where necessary.

The NPS would coordinate new partnerships and 

facilitate the development of more volunteer 

programs to assist in the maintenance of facilities, 

preservation/restoration efforts, and interpretation 

of signifi cant resources. Additionally, the NPS 

would provide opportunities for job training and 

conservation stewardship programs for youth 

and nearby community members. See case study: 

Minority Youth Education and Employment 

Program: Santa Monica Mountains NRA.

LAND ACQUISITION

Lands within the NRA would remain under their 

current jurisdictions, with each land management 

agency continuing to fund its own operations. 

Approximately 82% of the land in the proposed 

NRA is already protected for recreation and 

conservation by partner agencies (479,000 of 

approximately 581,500 acres). Much of the 

remaining 100,000 acres are comprised of 

urbanized lands in commercial and residential 

use that would not be appropriate or feasible for 

NPS land acquisition. However, the alternative 

D NRA would include more unprotected lands 

with signifi cant resources than alternative C. The 

NRA partnership would be eligible to request NPS 

funding for land acquisition within the NRA for 

acquisition of small areas with resource signifi cance 

such as a historic site or open space with native 

habitat. However, partner agencies would also be 

expected to contribute funding to land acquisition 

within the NRA. NPS land acquisition funding is 

extremely limited.

OPERATIONAL AND VISITOR FACILLITIES

Construction of new administrative facilities for 

NPS operations and management would not likely 

be required to support the proposed NRA. Given 

the existing amount of offi ce space available in 

and near the proposed NRA, it is likely that the 

NPS could share administrative and operational 

facilities with partner agencies or lease other 

offi ce space available in the area. There may also 

be opportunities to adaptively reuse an historic 

building or property if the NPS acquired land that 

contained such facilities. The NPS could also use 

partner facilities or adaptively reuse buildings to 

provide visitor facilities. The Angeles National Forest 

and various local and state park and recreation 

agencies also operate and manage existing visitor 

facilities within the proposed NRA. If established, 

the NRA partnership would identify specifi c 

operational and visitor facilities needs through a 

general management plan.

FUNDING AND COSTS 

Lands within the NRA under alternative D would 

remain within their current jurisdictions, with each 

existing land management agency continuing to 

fund its own operations. 

As with each action alternative, legislation 

establishing a special designation on the Angeles 

National Forest may enhance funding or fundraising 

opportunities for the U.S. Forest Service to achieve 

resource restoration and protection goals, as well 

as provide improved recreation, interpretation, and 

educational facilities and programs. 

The NPS would also require additional federal 

funding for its administrative, educational, technical 
 Chapter 6: Alternatives Description Of The Alternatives 189

assistance, and interpretive roles. In addition, the 

NRA partnership could establish a fundraising 

organization, be a coordinating body for existing 

grant programs, and work together to leverage 

funds from a variety of sources (e.g. state bonds, 

Land & Water Conservation Fund) to increase and 

prioritize funding for projects and staff in the NRA 

and San Gabriel Watershed. 

The NRA partnership under alternative D would 

operate much the same as the partnership under 

alternative C, with the NPS and the partnership 

seeking funding from similar sources. Two key 

differences between the alternatives are the size 

of the NRA managed by the partnership and the 

scope of technical assistance by the NPS outside of 

the NRA. A larger NRA would require more from 

the NPS in terms of its administrative, educational, 

and interpretive assistance to the partnership. In 

addition, alternative D provides technical assistance 

from the NPS to communities, organizations, and 

landowners outside of the NRA for the purposes 

of enhancing recreational access and protecting 

resources. Based on the larger size of the area, 

and the additional types of services and assistance 

offered through the partnership, the cost of NPS 

operations for the NRA could be expected to be 

toward the middle end of the scale of comparable 

park budgets provided in Table 10. The estimated 

annual operating budget for the NPS could range 

from between $2 to $4 million. As with alternative 

C, the partnership would also benefi t from private 

fundraising.  Funds raised through the types of 

groups described under alternative C could be 

used to supplement the operating budgets of the 

partners.

PLANNING AND IMPLEMENTATION PROJECTS

Planning and implementation projects are not 

refl ected in the operational budgets described in 

Table 10. With an NPS designation, the NRA would 

be eligible to receive funding for planning and 

projects through the NPS. For example, soon after 

establishment of the NRA, the NPS could provide 

initial planning funds for a general management 

plan which would defi ne management priorities, 

more specifi c actions, and funding needs for the 

NRA. The general management plan would be 

completed in collaboration with the partnership 

agencies. A general management for a partnership 

park the size and scale of which is proposed in 

alternative D would likely take 4 to 5 years to 

complete and could cost between $500,000 

and $700,000. Additional NPS funding may also 

be available for specifi c projects such as trail 

development, interpretive signage, and materials. 

A general management plan would identify more 

specifi c implementation needs.

CASE STUDY: MINORITY YOUTH 

EDUCATION AND EMPLOYMENT 

PROGRAM: SANTA MONICA MOUNTAINS 

NRA 

Background

Santa Monica Mountains NRA is adjacent to one 

of the largest urban areas in the United States. 

However, many youth, especially minorities, lack 

knowledge about national parks and employment 

opportunities with the National Park Service (NPS) 

or other conservation agencies. Employing minority 

youth within the environmental fi eld adds to a 

broadening diversity of perspectives in NPS operation 

and management decisions. 

Accomplishments

The National Park Service provides high school 

students with summer jobs working as a team 

outdoors. In return, the employment program 

provides the NPS with bright, capable students who 

already have an interest and educational background 

in diverse aspects of park management. 

The program allows students to meaningfully 

contribute to the national recreation area’s mission. 

A benefi t of this is that it encourages students 

to pursue long-term careers in the National Park 

Service, or in the natural and environmental fi elds.

Sources: 

http://www.nps.gov/partnerships/minrty_yth_santa_

monica.htm, www.nps.gov/samo

NRA NPS Acres Total Acres 2009 NPS Base Budget Staffi ng

Boston Harbor Islands NRA 241 1,482 $1.2 Million 14 FTE

Mississippi NRRA 62 53,775 $2.1 Million 28 FTE

Chattahoochee NRA 4,891 9,886 $3.5 Million 39 FTE

Santa Monica Mountains NRA 23,120 156,673 $8.6 Million 99 FTE

FTE (Full-time equivalent employees). One FTE is one person working 40 hours per week for one year, or 

the equivalent.

Table 10: National Recreation Area Annual Operating Budgets
190 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 
 Chapter 6: Alternatives Description Of The Alternatives 191
192 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

Component No Action Alternative A

Concept Current programs and policies of existing federal, 

state, county and non-profi t conservation 

organizations would remain in place and current 

conditions and trends would continue.

No new unit of the national park system would be 

established. 

Congress would designate the San Gabriel Mountains unit of 

the Angeles National Forest (ANF) a U.S. Forest Service National 

Recreation Area (NRA) that would continue to be managed 

solely by the U.S. Forest Service. The designation would bring 

additional recognition, tools, and resources to the ANF in order 

to steward watershed resources and ecosystems, and improve 

recreational opportunities.

The NRA designation would reaffi rm the primary importance 

of the ANF in preserving watershed resources and emphasize 

future management practices that are compatible with 

resource protection. Authorizing legislation would also 

recognize the importance of the NRA for its recreational value 

and establish mechanisms to increase funding for facilities, 

maintenance, visitor management, and programming.

No unit of the national park system would be established.

Proposed Area N/A The NRA would encompass the existing ANF boundary within 

the San Gabriel Mountains.

Management 

structure

Existing federal, state, and local governments, 

nonprofi t organizations and private property owners 

would continue to own and manage lands and 

resources within the study area. 

Existing coordination and collaboration between 

existing agencies and organizations for resource 

protection and recreational opportunities would 

continue.

The ANF would continue to manage the NRA according to 

existing policies. 

The legislation establishing the NRA would provide the ANF 

with new authorities that would allow the U.S. Forest Service 

to partner with organizations to provide additional resources 

for recreation, resource protection, maintenance, and safety.

NPS role There would be no new NPS role.

Existing units of the NPS would continue current 

management. 

The NPS would continue to provide technical and 

fi nancial assistance through existing programs.

No unit of the national park system would be established. 

Existing units of the NPS would continue current management. 

The Santa Monica Mountains National Recreation Area would 

continue to partner with the U.S. Forest Service, as it currently 

does, on an informal basis.

The NPS would continue to provide technical and fi nancial 

assistance through existing programs.

Table 11: Summary of Alternatives
 Chapter 6: Alternatives Description Of The Alternatives 193

Alternative C Alternative D

Alternative C proposes a river-based national recreation area that 

would raise the visibility of the San Gabriel River Watershed, offer 

new educational and interpretive opportunities along the river and 

throughout the watershed, and improve river-based recreational 

opportunities. 

The NRA would be established by an act of Congress, which would 

provide the U.S. Forest Service, the NPS, and other land management 

agencies and organizations with guidance and direction to work 

together in new ways. 

This would be a new model for a national park unit. Very little land 

would be acquired for direct management by the NPS. Instead, 

partnership arrangements among federal and state agencies, local 

governments, non-profi t organizations, and area landowners would 

achieve the conservation, recreational, and educational goals of the 

NRA.

The hallmark of alternative D is a national recreation area (NRA) that 

would recognize the signifi cant resources associated with the San Gabriel 

Mountains and Puente Hills, explore opportunities to protect and enhance 

interconnected ecosystems, provide important open space connections 

for recreation, and offer new educational and interpretive opportunities. 

The management approach of alternative D would be the same as 

alternative C- a new model of national park management where the NPS, 

USFS, and numerous other agencies and organizations with land and 

interests in the area would work collaboratively. Very little land would be 

acquired for direct management by the NPS.

Alternative D would also offer technical assistance programs for 

conservation planning in coordination with willing communities to extend 

open space connections and form a network of parks, habitats, and open 

spaces. 

The NRA would encompass the upper San Gabriel River Watershed 

within the ANF, portions of the San Gabriel and Rio Hondo river 

corridors in the San Gabriel Valley, and associated trails and access 

points, and adjacent public lands.

The NRA would encompass the ANF boundary within the San Gabriel 

Mountains, portions of the San Gabriel and Rio Hondo River corridors, 

and portions of the western Puente Hills. This larger NRA would include 

both urban areas, rural undeveloped areas, and large areas of protected 

open space.

The NRA would be managed by a voluntary partnership that would 

include agencies and organizations with land and interests in the area. 

In existing public land areas, interagency agreements could augment 

agency staffi ng to manage highly used areas such as the San Gabriel 

Canyon, providing higher levels of visitor services, education, and 

safety.

The NRA would partner with existing environmental education 

centers, school districts, visitor centers, and youth organizations to 

provide ranger programs and opportunities to engage children and 

residents of all ages in learning about environmental stewardship 

and the natural and cultural signifi cance of the San Gabriel River 

Watershed.

The management structure would primarily be the same as alternative 

C, with broader functions. The NPS and the partnership would offer 

conservation planning assistance to interested communities to extend 

open space connections and form a network of parks, habitats, and open 

spaces. 

In the more urban areas associated with the river corridors, the NRA 

partnership would work with interested surrounding communities 

to increase the amount and variety of public open space, parks and 

recreational lands, particularly in under-served areas, and to enhance 

public transportation access between urban populations and the public 

lands of the NRA.

In rural areas such as Soledad Basin, Antelope Valley or Mt. Baldy, where 

future growth pressures may threaten open space and rural quality of life, 

the NRA would work with communities to preserve additional open space 

and improve recreational trail connections and staging areas. 

In existing public land areas, interagency agreements could augment 

agency staffi ng to manage highly used areas such as the San Gabriel 

Canyon, providing higher levels of visitor services, education, and safety.

The primary role of the NPS would be: 1) coordinating the formal 

partnership that would manage activites within the NRA and 

2) providing interpretation and education. 

The NPS would take the lead in coordinating a voluntary information 

network throughout the San Gabriel Watershed to provide 

interpretative and educational messages about signifi cant resources. 

Same as alternative C, plus:

The NPS would offer conservation planning assistance to interested public 

agencies, private landowners, and organizations to create and connect 

parks, conserve habitat, and provide new recreational experiences.
194 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

Component No Action Alternative A

Existing Agencies 

and Authorities

Existing federal, state, and local governments, 

nonprofi t organizations and private property owners 

would continue to own and manage lands and 

resources within the study area. 

The designation would only apply to lands currently owned 

and operated by the U.S. Forest Service.

Private lands and inholdings would continue to be regulated by 

local land use authorities.

Education and 

Interpretation

Current interpretive programs at existing parks, 

open spaces, and cultural sites would continue. 

Coordinated interpretation about the San Gabriel 

Mountains and Watershed would be limited.

The ANF would be recognized for its nationally signifi cant 

resources associated with the San Gabriel Mountains.

New partnership efforts and additional funding for education 

and interpretation staff would allow for interpretive media and 

programs within the ANF.

The NRA could explore new opportunities for education and 

research associated with the San Dimas Experimental Forest.

Recreational 

Opportunities and 

Access

Existing agencies and organizations would continue 

to provide recreational opportunities for the public. 

Recreational access would continue to be limited for 

some portions of the study area. 

Transportation options would continue to be limited.

Increased attention and a narrower management focus 

resulting from the designation may encourage additional 

or reprioritized federal funding for improved recreational 

experiences in the San Gabriel Mountains.

New partnership opportunities may assist the ANF in 

fundraising for improved recreational experiences and planning 

for recreational connections (e.g. trails, bicycle paths).

Resource 

Protection

Resource protection would continue to be managed 

by existing federal, state and local agencies, nonprofi t 

organizations, and private property owners. 

Coordination among agencies to protect wildlife 

corridors and habitat would occur on a case-bycase basis. Examples include the Integrated Water 

Resources Management Plan, the Emerald Necklace, 

and the San Gabriel River Master Plan.

The ANF would continue balancing use and resource protection 

in accordance with its multiple-use policy. The legislation 

establishing the NRA could direct that any proposed new uses 

would need to be compatible with the original legislative intent 

to protect watershed resources.

The NRA would bring additional recognition, tools and 

resources to the ANF in order to steward signifi cant resources 

associated with the San Gabriel Mountains. 

For example, to protect habitats and ecosystems, the U.S. 

Forest Service could enter into cooperative management 

agreements with other agencies to protect habitat that cross 

jurisdictional boundaries. Ecological restoration would be 

emphasized.

New resources would be allocated to document, protect, and 

interpret cultural resources in the San Gabriel Mountains.
 Chapter 6: Alternatives Description Of The Alternatives 195

Alternative C Alternative D

The designation of the NRA would not apply additional regulatory or 

land use authorities over existing agencies or local governments. Each 

partner and jurisdiction would retain landownership, management, 

and decision-making authorities for lands that they own. 

NPS land management policies and regulations would only apply to 

lands that the NPS acquires.

Private lands would continue to be regulated by local land use 

authorities.

Same as alternative C.

The NRA would partner with existing environmental education 

centers, school districts, visitor centers, and youth organizations to 

provide ranger programs and opportunities to engage children and 

residents of all ages in learning about environmental stewardship 

and the natural and cultural signifi cance of the San Gabriel River 

Watershed.

Through cooperative management agreements, the NPS could provide 

interpretive programs at existing recreation areas, schools, interpretive 

centers, and historical sites/areas within the NRA.

The NRA partnership would coordinate a voluntary, shared 

information network in which sites within the San Gabriel Watershed 

would deliver coordinated interpretive messages about the watershed.

Same as Alternative C. However, with a larger NRA in alternative D, a 

wider array of interpretive topics and themes, and on-site interpretive 

and educational programming would occur throughout the San Gabriel 

Mountains, along the San Gabriel River, and in the Puente-Chino Hills.

Recreational uses and activities would be determined by the existing 

land management agency (e.g. the U.S. Forest Service would continue 

to determine what recreational activities are appropriate according to 

its own agency policies).

The NRA partners would work together to improve and enhance 

the quality of existing recreational experiences through facility 

improvement, additional staff (rangers and interpreters), monitoring 

efforts, and cooperative planning.

Within the NRA, the partnership would work to foster new 

recreational opportunities that are compatible with maintaining 

watershed values, water supply, fl ood protection, and habitat values. 

Better transportation/connections to destinations within the NRA, 

such as the ANF, would be explored. 

Same as Alternative C, plus:

The NRA partnership would offer technical assistance in planning 

for close-to-home recreational opportunities, better trail access, and 

improved public transportation options to recreational areas.

The NRA partnership would seek additional funding for resource 

protection and facilitate opportunities to work collaboratively to 

conserve and enhance resources along the San Gabriel River and its 

upper watershed through research, cooperative management, and 

ecological restoration. 

New resources would be allocated to document, protect, and interpret 

cultural resources within the NRA. 

The NRA partnership would facilitate opportunities to work collaboratively 

to conserve and enhance signifi cant resources associated with the San 

Gabriel Mountains, Watershed, and Puente Hills through research, 

cooperative management, and ecological restoration. 

The NRA partnership would seek to leverage additional funding for 

wildlife and habitat management and offer conservation technical 

assistance when requested. 

Coordinated cultural resource management would be the same as in 

alternative C, but would cover a broader area with the larger NRA.
196 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment 

Component No Action Alternative A

Operations and 

Maintenance

Funding and staffi ng for operations and maintenance 

would remain at current levels.

Authorizing legislation would direct additional funding for the 

operation and maintenance of the NRA.

The NRA would coordinate new partnerships and develop 

more volunteer programs to assist in the maintenance of 

facilities, preservation/restoration efforts, and interpretation of 

signifi cant resources.

Costs and Funding No new federal capital or operating costs other than 

through existing authorities.

In order to accomplish the goals of the NRA, substantial 

additional funding would be required, either through 

appropriations, partnerships, or philanthropy. 

Legislation could allow the forest to receive direct donations 

and provide a mechanism for establishing a nonprofi t 

fundraising or “friends” group. The elevated visibility and 

attention of a new designation, coupled with an increased 

sense of identity for those living in the region, would enhance 

the ability of the ANF to more successfully raise private funds 

and seek special appropriations for particular projects. 
 Chapter 6: Alternatives Description Of The Alternatives 197

Alternative C Alternative D

Lands within the NRA would remain under their current ownership 

and jurisdictions, with each land management agency continuing to 

fund its own operations.

The need for land acquisition by the NPS would be small, targeted for 

protection of signifi cant resources, and subject to available funding. 

Partner agencies would also contribute funds for land acquisition 

within the NRA.

The NPS would share offi ce space with partner agencies or lease offi ce 

space in or near the NRA for operations and administration. The NPS 

could also seek use of existing buildings for visitor serving facilities.

The NPS would require funding for staff including administration, 

interpreters, planners, law enforcement, outreach coordinator, 

education specialists, and resource management specialists. 

Through cooperative management agreements, the NRA would 

provide the opportunity for agencies to share staff, facilities, and 

funding to assist in the operations and maintenance of heavily used 

visitor areas. 

The NRA would coordinate new partnerships and develop more 

volunteer programs to assist in the maintenance of facilities, 

preservation/restoration efforts, and interpretation of signifi cant 

resources.

Job training programs could be made available for youth.

Lands within the NRA would remain under their current ownership and 

jurisdictions, with each land management agency continuing to fund its 

own operations. 

The need for NPS land acquisition would be small, targeted for protection 

of signifi cant resources, and subject to funding availability. Partner 

agencies would also contribute funds for land acquisition within the NRA.

The NPS would share offi ce space with partner agencies or lease space in 

or near the NRA for operations and administration. The NPS could also 

seek use of existing buildings for visitor serving facilities. 

Required NPS staff for the NRA would be similar to alternative C. 

However, with a larger land area and a broader set of programs, 

alternative D would be expected to require slightly higher staffi ng levels. 

Through cooperative management agreements, the NRA would provide 

the opportunity for agencies to share staff, facilities, and funding to assist 

in the operations and maintenance of heavily used visitor areas. 

The NRA would coordinate new partnerships and develop more 

volunteer programs to assist in the maintenance of facilities, preservation/

restoration efforts, and interpretation of signifi cant resources.

Job training programs could be made available for youth.

Legislation creating a special designation on the ANF may enhance 

funding or fundraising opportunities for the U.S. Forest Service. 

The NPS would require federal funding for its administrative, 

educational, technical assistance, and interpretive roles.

The NRA partnership could be a coordinating body for existing 

grant programs, and work together to leverage funds from a variety 

of sources (e.g. state bonds, Land & Water Conservation Fund) to 

increase and prioritize funding for projects in the NRA and San Gabriel 

Watershed. 

Based on comparisons with existing partnership parks of similar size 

and function, alternative C could require an annual NPS operating 

budget of approximately $1-3 million. 

Same as alternative C. However, a larger NRA would require more from 

the NPS in terms of its administrative, educational, and interpretive 

assistance to the partnership. In addition, alternative D provides 

conservation planning assistance from the NPS to communities, 

organizations, and landowners outside of the NRA. For these two 

reasons, the annual NPS operating budget for the NRA is estimated to be 

approximately $2-4 million. 
198 Draft San Gabriel Watershed and Mountains Special Resource Study & Environmental Assessment