NEWS.....ROUTE 66
CALIFORNIA’S
HISTORIC
ROUTE 66
AN ACTION PLAN FOR "AMERICA’S MAIN STREET"
BASED ON TWO PUBLIC WORKSHOPS - APRIL 25
& 27, 2000
HOSTED BY THE BUREAU OF LAND MANAGEMENT
& THE
COUNTY OF SAN BERNARDINO
PREPARED BY
TRIAD COMMUNICATIONS
TUSTIN, CALIFORNIA
AUGUST 14, 2000
2
TABLE OF CONTENTS
INTRODUCTION ...................................................
3
EXECUTIVE SUMMARY ............................................ 6
HOW THIS REPORT WAS DEVELOPED ............................... 8
THE VISION FOR THIS ACTION PLAN ............................... 10
PROJECT GOALS & ACTION STEPS .................................
11
THE ROUTE 66 PARKING LOT ...................................... 23
EXHIBITS ........................................................
24
1 This Action Plan pertains to the
California section of Route 66 only.
3
INTRODUCTION
As historic Route 66 approaches its 75 th birthday
in Y2001, the roadway is
enjoying a surge in popularity and interest throughout the country and
around the world.
In fact, Route 66 enthusiasts and business owners along the roadway
report a noticeable
increase in the number of tourists - both American and international
- traveling the
route, hungry to learn more about its past and eager to experience first-hand
the
mystique of this cultural icon.
In 1999, the federal government demonstrated its interest in the roadway
with the
passage of HR66, which earmarks $10 million over 10 years to help restore
and preserve
this important piece of Americana. In the wake of this legislation,
the California office of
the Bureau of Land Management (BLM) set out to identify other agencies,
organizations
and individuals who shared their belief that this remarkable part of
history should endure.
A significant portion of Route 66 in California’s Mojave Desert
traverses public
lands managed by the Bureau of Land Management (BLM). As a consequence,
the
BLM felt there was a great opportunity as well as a responsibility to
play some role in
helping to focus attention on the restoration and preservation of the
Mother Road. Over
the years, the County of San Bernardino - which has direct responsibility
for maintaining
and preserving the many miles of Route 66 within its jurisdiction -
has undertaken
various efforts to document the historic resources associated with the
roadway, including
a plan of study addressing Route 66 preservation that was funded in
1998. Their
common interest provided the basis for these two government agencies
to form a
partnership that could serve as a catalyst for creating a broader coalition
to work on a
plan to preserve, protect and interpret the values presented by Route
66.
This report - The Route 66 Action Plan 1 - is the
result. The Action Plan
4
presented here includes five broad goals and a series of specific action
steps which, taken
together, provide a roadmap for reviving Route 66 in California. It
is actually a report of
the proceedings of two workshops held in the spring of 2000 that brought
together a
broad cross section of public agencies, non-governmental groups and
individuals with an
interest in both the past and future of Route 66. This report is not
a typical government
document, nor is it a required element of any legally mandated process.
It is intended as
a stimulus to promote collaboration and organize the thoughts, ideas
and passions of a
diverse group of people who believe the physical existence and cultural
richness of the
roadway should not be allowed to further deteriorate and eventually
be completely lost.
It’s an example of how the energy of a committed few can power
the engine that will
move the Route 66 effort.
Following the Introduction, the Action Plan Report is divided into five
major
sections:
Section One - Executive Summary
Section Two - How This Report Was Developed
Section Three - The Vision for This Action Plan outlines the
ideas expressed
by workshop participants in creating a Vision for the Action Plan.
Section Four - Project Goals & Action Steps
Section Five - Parking Lot preserves for future examination and
discussion
those ideas and comments expressed by the workshop group that didn’t
find a
place in this plan.
A series of Exhibits completes the plan, listing those invited to attend,
actual
participants in the workshop, and other materials relating to the overall
process.
On behalf of BLM and the County of San Bernardino who served as co-sponsors
of the workshops, TRIAD wishes to express our collective gratitude to
those people
who took the time to share their ideas and passion about Route 66 with
us at these
5
meetings. TRIAD is also grateful to the County of San Bernardino and
BLM staff
members - and specifically Molly Brady and Elaine Downing from BLM’s
Needles field
office and Tim Smith from the agency’s Sacramento state office
- for their vision and
commitment to making this project a reality.
6
EXECUTIVE SUMMARY
The process initiated by the California office of the Bureau of Land
Management
and co-sponsored by the County of San Bernardino on behalf of Route
66, involved 42
people representing a broad cross-section of organizations, both inside
and outside
government. The discussions resulting from the two workshops that were
held as part of
the process produced two Vision statements (see page 10), and five broad
goals.
The five goals identified by the workshops are:
Goal #1 - To identify or establish a permanent nonprofit organization
to assume
responsibility for guiding the long-term implementation of the Route
66 Action Plan.
It was the consensus of the group that the California Historic Route
66 Association
(CHR66A) - in some expanded form - would be the best candidate to assume
this
role.
Goal #2 - To develop a clear and specific "definition"
of Route 66, and identify
measures necessary to physically keep the road open; inventory, preserve
and
enhance its historic values; and realize its full potential as a cultural
icon, catalyst for
local economic development, and education tool.
Goal #3 - To encourage the Association to move forward as expeditiously
as possible to
develop new partners; expand participation by seeking involvement of
local
communities and interests representing the western portion of Route
66 within
California; identify sources of funding; and undertake four planning
projects: a
Comprehensive Marketing/Communications Plan, a Comprehensive Preservation
Plan, an Interpretive/Education Plan, and an Economic Development Plan.
Goal #4 - To develop an accurate list of official designations
that apply to Route 66 in
order to enhance funding opportunities, and enrich the story of the
roadway as told
through marketing and communications efforts.
7
Goal #5 - To create a sustainable method for ongoing implementation,
management and
review of the Action Plan.
In addition to these goals, the Plan identifies 14 specific action steps
that support the
goals. All the goals and action steps are fully discussed in the Report.
8
HOW THIS REPORT WAS DEVELOPED
In the absence of a comprehensive organized plan dealing with the restoration
and preservation of the California segment of historic Route 66, the
Bureau of Land
Management decided to initiate a process they hoped would result in
a successful
partnership between various stakeholders who shared an interest in the
future of the
roadway. Their hope was that this effort would produce a comprehensive
plan to take
advantage of the opportunities Route 66 presents to the state, nation
and local
communities along the route to preserve and utilize this unparalleled
cultural resource for
the benefit of future generations.
From the outset, BLM’s intent was to be one of many partners collaborating
on
the project. To that end, the County of San Bernardino - the local government
agency
with extensive responsibility for and interest in the long-term health
of the roadway -
was invited to co-sponsor two workshops planned as facilitated discussions
dealing with
the future of Route 66, and involving a variety of different stakeholders.
There were six
goals that guided the agenda for these workshops:
To create a common vision and set goals for the future of Route 66
To prioritize a list of activities designed to restore, preserve and
enhance the
roadway
To identify a preferred method of providing long-term leadership and
direction to the
effort
To identify resources needed to implement the plan including funding,
personnel and
special skills
To identify key roles and responsibilities for all identified stakeholders
To identify a list of next steps and a timeline for future work
On April 25, 2000, a workshop was held in San Bernardino, with a second
meeting in
9
Barstow on April 27 th . The workshops were followed
by a Summary Session involving a
small group of the participants, to synthesize the discussions and provide
direction for
the development of this Action Plan Report.
A total of 42 people participated in the workshops, which were facilitated
by Paul
Ideker and Diana Janas of TRIAD Communications. A list of participants
appears as
Exhibit A at the end of this Report. A list of individuals and groups
who were invited to
participate but did not attend either workshop appears as Exhibit B.
A copy of the
invitation letter is included as Exhibit C.
The discussion at both workshops focused on developing a Vision for
the Plan,
identifying broad goals to guide the Action Plan, and making recommendations
on how
the Plan would be managed and implemented. While there was some discussion
about a
specific timeline and the resources needed to realize the Plan, workshop
participants felt
these decisions should be left to the group responsible for actually
implementing and
managing the Action Plan.
10
THE VISION FOR THIS ACTION PLAN
One of the initial tasks at both workshops was the development of an
overarching
Vision to guide decisions about specific goals and objectives for the
Action Plan. As a
way to shape the Vision, participants in the workshops were encouraged
to create a list
of what needs to be done with respect to the California segment of Route
66. The
facilitators presented a list of words and concepts designed to spur
discussion, and each
group was invited to add or remove any of the thoughts from the list.
The results of this
exercise are included as Exhibit D.
Based on the combined list of ideas and concepts developed by workshop
participants, the following two Vision Statements were developed. It
will be up to
CHR66A and its advisors to select one of these statements and further
refine it.
Vision Statement #1
To work together to preserve and restore California Route 66 in
order to manage and interpret its historic and cultural values as
a
national treasure for current and future generations, and to
promote appropriate local economic development.
Vision Statement #2
To work together to manage and interpret California Route 66 in order
to preserve and restore its historic and cultural values as a national
treasure to benefit and educate current and future generations, and
promote compatible economic development for local communities.
PROJECT GOALS & ACTION STEPS
Participants in the workshops identified 12 overlapping goals to include
in the
Action Plan. TRIAD has clustered these 12 goals into five project goals
that incorporate
all the individual items identified by the group. Each of these goals
is presented below.
In most cases, the group decided the action steps that support each
goal should
be determined by the organization assuming responsibility for managing
the
11
implementation of the Action Plan. Specific action steps identified
by the group appear
after the appropriate goal in this report. In some cases, as requested
by the sponsors of
the workshops, TRIAD has added its own recommendations. This material
appears in
italics.
There was unanimous agreement among members of the group to give the
highest priority to establishing a sustainable organization to manage
full implementation
of the Action Plan (Goal #1).
The group also agreed that the final priority order for implementing
the other
goals should be left to the management group to decide. Many members
of the workshop
groups expressed their support for implementing some goals on parallel
tracks,
depending on the availability of both financial and personnel resources.
Goals #2-5 are
presented in the report in the order of importance assigned by the group
at the
workshops.
Goal #1 - Identify or establish a permanent nonprofit organization
to assume
responsibility for guiding the long-term implementation of the Route
66 Action
Plan.
Representatives of the various government agencies attending the workshops
(including the host organizations) made it clear that they did not see
themselves as being
responsible for guiding implementation of the completed Action Plan.
Instead, these
groups - especially BLM and the County of San Bernardino - see themselves
as partners
in a larger effort to realize the goals identified in this Action Plan.
With this in mind,
participants in both workshops acknowledged that the highest priority
need is to identify
or establish an organization to assume responsibility for managing the
long-term
restoration, preservation and interpretive programming associated with
Route 66.
Representatives of both the National Historic Route 66 Association and
the
2 Board size varies from group
to group. The "right" size provides for a broad cross-section
of
membership that represents passion for the cause, a shared sense
of purpose and a commitment to the
financial success of the organization.
12
California Historic Route 66 Association (CHR66A) participated in the
San Bernardino
workshop. As a result of the discussion at that workshop, members of
CHR66A’s
leadership were contacted before the Barstow session, and a preliminary
agreement was
announced establishing CHR66A as the organization that will most likely
be successful in
moving the Action Plan forward. It is generally understood that further
discussion with
other key members of CHR66A’s leadership and membership, as well
as some of the
advisory groups at the workshops, will be necessary before a final decision
to proceed.
However, this report assumes that CHR66A will serve in this role. Therefore,
the
following list of specific Action Steps is offered to help guide the
reinvention of this
group as it moves forward with its plans.
Action Step #1:
Members of CHR66A should meet to discuss what changes the group will
need
to make to meet the challenges of this new expanded role.
This should include a review of the existing by-laws to make sure
they provide
for a Mission that includes an active role in supporting the future
of the California
portion of Route 66 outlined by workshop participants and set out
in this Action Plan.
If necessary, the by-laws should also be amended to provide for an
expanded Board of
Directors 2 .
Action Step #2:
TRIAD recommends that CHR66A consider using the Guild Model to create
local affiliates to fully utilize the passion for the roadway that
already exists in many
local communities, and help realize the goals contained in the Action
Plan. According
3 According to the Guild Model,
existing community-based support groups who share CHR66A’ s goals
would be invited to formally affiliate with the group.
13
to this model, local groups formally connected to CHR66A would be
incorporated 3 or
created wherever there is interest and support. Appropriate by-law
language should be
developed that will eliminate competition and provide for united
support of a common
Vision and Mission. Representatives from the local affiliates should
be invited to
participate as either advisors to or full members of the CHR66A Board.
Action Step #3:
The current CHR66A Board of Directors should be expanded to include
broader
representation from all geographic segments of the roadway, as well
as members able
to make a substantial contribution to the financial success of the
organization either
through a personal gift or the ability to cultivate gifts from a
broad cross-section of
donors. Once current strengths and weaknesses are identified and
future needs
determined, a systematic board recruitment and development plan for
CHR66A should
be created and implemented.
Action Step #4:
A specific strategy should be developed to connect CHR66A to the
National
Route 66 Association, as well as other regional organizations with
whom there is shared
interest in historic preservation, transportation, automotive history,
and the like.
Action Step #5:
As soon as CHR66A’ s new organizational structure and leadership
are in place,
the group should research potential funders who might consider a
proposal to fund the
group’ s organizational development activities, and help it
become self-sustaining in a
reasonable amount of time. This would include the funding necessary
for professional
staff who would manage the organization and its programs, as well
as undertake an
aggressive effort to raise funds and identify sources of support
for the Action Plan and
14
board development. Once the research is completed, a formal letter
of inquiry
outlining the case for giving should be developed and submitted to
possible funders.
Based on the success of these inquiries, a formal proposal should
be developed for
submission. The group should also pursue options for developing earned
income as
part of its long-term financial mix. This could include such things
as retail sales,
licensing of Route 66 logo merchandise, and the development and sale
of special
products such as high quality books and tour tapes.
Goal #2 - Develop a clear and specific definition of the resource
(Route 66) and
identify measures necessary to physically keep the road open; inventory,
preserve
and enhance its historic value; and realize its full potential as
a cultural icon,
catalyst for local economic development and educational tool.
Much of the discussion at both workshops centered on the participants’
desire to
ensure that specific actions - both long and short term - are taken
to keep Route 66
open and functional, preserve the roadway, and enhance its cultural,
historical and
educational values.
As a result of this discussion, participants identified the following
activities to
include in the Action Plan.
Action Step #1:
Through a collaborative effort led by local, state and federal government
agencies, complete a physical inventory of the roadway in order to identify
features or
segments of Route 66 that require repair or attention to avoid closure
of the road. Once
identified, the same group should develop an action plan and timeline
to address the most
critical and immediate needs first, followed by a list of other repair
needs in priority
order.
15
The action plan should include the group’ s best estimate of
the cost for these
repairs as well as other resources, including possible legal authority
and all potential
barriers to progress.
Action Step #2:
CHR66A, along with various government agencies and local affiliates,
as well as
other historical/cultural organizations and private/corporate groups
with an interest in
Route 66 should complete a cultural/heritage inventory of the roadway.
This inventory
should include a listing of all existing historic and cultural features
noting their current
condition, use and ownership. The inventory should also be used to develop
specific
plans to enhance educational and interpretive uses of the roadway, promote
local
economic development, and guide a comprehensive communications and marketing
effort to inform and educate the general public about Route 66.
Goal #3 - CHR66A should move forward as expeditiously as possible
to establish a
priority and implementation plan for three important planning projects.
Participants at the workshops identified three major action steps they
felt were
essential for the new management group to address as soon as possible.
The group,
however, was not willing to set priorities for these action steps. Instead,
they felt
strongly that the priority for these activities should be established
by CHR66A. TRIAD
is presenting the following action steps in the order we feel reflects
the importance
assigned to each by participants in the workshops.
Action Step #1:
CHR66A should identify a comprehensive list of potential partners. This
list
should include groups and individuals which CHR66A believes have or
could have an
interest in the future of Route 66 - including those with a geographical
connection to the
4 A case statement is the "reason
for giving" that is provided to potential donors and funders in order
to convince them to make a gift to a worthy cause or project.
16
roadway, as well as historic preservation, cultural heritage, museums
and transportation
groups. An exhaustive list of government agencies at all levels with
some direct or
potential connection to Route 66 should also be included. Potential
corporate and
business partners should also be identified and added to CHR66A’s
contact network.
In order to help identify partners at the western end of the route,
CHR66A and
BLM should consider hosting at least one open workshop to present
and discuss the
Route 66 Action Plan soon after its completion. This meeting should
be held in one of
the communities along the western portion of Route 66 such as Los
Angeles, Pasadena
or Santa Monica. Ideally, similar sessions could also be held at
the east end of the
Route and somewhere in the mid-section.
Action Step #2:
In order to implement the Route 66 Action Plan, undertake the wide range
of
projects identified within the Plan, and support the ongoing operations
of the CHR66A,
a broad range of potential funding sources must be identified, cultivated
and eventually
solicited.
This list of potential funders should include appropriate government
agencies
and programs at all levels, foundations and philanthropic funds,
as well as
corporations, businesses and individual major donors. As program
priorities are set
and better defined, CHR66A should begin developing compelling case
statements 4 that
can be submitted to potential funders whose giving guidelines are
consistent with the
Route 66 Vision and the goals of the Association.
Once program implementation has begun and CHR66A has stabilized as
an
organization, the group should consider initiating a broad campaign
to attract
individual supporters through a formal membership and annual giving
program.
17
CHR66A should also consider developing an earned income plan. This
plan
would deal with funds derived from the sale of Route 66 merchandise,
licensing
agreements, publishing and other activities.
Under the best circumstances, it would be valuable to have a trained
fundraiser
on staff or as hired counsel working on behalf of the Association.
However, on an
interim basis CHR66A should consider creating a Development Advisory
Committee to
help create and oversee the implementation of an initial fundraising
plan for the
Association. This Committee should include representation from the
Association as
well as its government and community partners.
18
Action Step #3:
Create planning documents that guide project and program development
in the
following areas:
A comprehensive marketing/communications effort - Raising the
positive
visibility of Route 66 among a variety of audiences, including the general
public,
is essential to creating a supportive environment for future preservation,
education and fundraising activities. A well-planned and informed marketing
and
communications plan that addresses this need should be developed as
soon as
possible. The plan should include a broad range of marketing and
communications activities such as traditional press releases, brochure
and a
newsletter, as well as special events that provide a connection to audiences
with
an identified interest in the roadway. Implementation of this plan should
be left to
a sub-committee of the CHR66A Board of Directors.
A comprehensive preservation plan - Preservation activities aimed
at restoring
and preserving Route 66 should be included in a comprehensive plan that
identifies specific needs, sets priorities, and outlines the resources
necessary to
complete various preservation projects.
A comprehensive interpretive/education plan - Using the roadway
- as well
as various historic and cultural sites along its path - to link current
and future
generations to this unique American icon can best be accomplished through
a
detailed plan that identifies interpretive and educational opportunities.
This plan
should include an exhaustive list of programs and projects that, if
implemented,
will create a deeper understanding and appreciation for the impact Route
66 has
had on contemporary life.
An economic development plan - This plan should identify opportunities
to use
Route 66 as the catalyst for local economic development, with a special
focus on
19
promoting responsible cultural and heritage tourism.
Funding for this planning effort is likely to be available from a
variety of
sources including government at all levels, as well as the private
philanthropic and
corporate sectors. Once decisions about priorities are made by CHR66A,
clearly
written case statements for the highest priority planning effort
on the list should be
developed and submitted to potential funders.
Goal #4 - Develop an accurate and current list of official designations
that apply to
Route 66.
Attendees at the workshop were not certain about the entire list of
official
designations that apply to Route 66. The participants developed the
following list of
possibilities:
All-American Highway
National Scenic Byway (or Highway)
State Scenic Highway
Back Country Byway
National Historic Landmark
National Register Site
Having an accurate list of current and possible designations for Route
66 is
important for two reasons. First, there could be funding available from
certain
government agencies and programs for roadways that carry a particular
designation. An
official designation could be an attractive element of a case statement
for a proposal
presented to institutional funders on behalf of the roadway. Second,
these designations
provide credibility and cachet that will be invaluable as CHR66A and
others prepare to
tell its story through a focused communications and marketing effort.
Action Step #1:
Construct a comprehensive list of possible designations that Route 66
might qualify for,
20
as well as the criteria that must be met in order to receive the designation.
Based on this,
develop a firm list of current designations and conduct further research
to determine
special benefits available to CHR66A as a result of these designations.
Action Step #2:
If Route 66 meets the criteria for other designations, take steps to
obtain that recognition
as soon as possible.
Goal #5 - A sustainable method to provide ongoing implementation,
management
and review of the Action Plan should be developed and put in place
by CHR66A.
The work outlined in this Action Plan is ambitious and will, no doubt,
take
several years to complete. As initial goals are reached, new goals will
be identified and
added to the Plan to continue realizing the project Vision. For that
reason, CHR66A and
its advisors must start the implementation process with an eye to the
future in order to
insure that appropriate steps are taken to maintain the consistency
and momentum of this
work.
Action Step #1:
CHR66A and its advisors should create a process to provide periodic
review of the
progress made in implementing the Action Plan. This review should be
conducted at
regular intervals. It should provide CHR66A and other groups involved
with the project
with an opportunity to revise priorities based on changing needs and
resources.
Action Step #2:
CHR66A should identify key contacts the group feels should be informed
on an ongoing
basis about the project. This should include a broad range of key strategic
allies who -
as the project proceeds - may be asked to provide some kind of support.
This
information should become part of a dynamic database that is regularly
updated.
Communication with this group should take place at regular intervals
to keep them
informed, and thus strengthen their support for any activity that benefits
Route 66.
22
THE ROUTE 66 PARKING
LOT
It is common during a process like the one used to develop this Action
Plan that
certain ideas and concepts emerge that do not fit precisely within the
current scope of
work. Rather than lose these worthwhile thoughts, a Parking Lot was
established at
both workshop sessions so this material could be revisited at another
time. The
following are parked ideas from each workshop.
The San Bernardino Parking Lot
Maintain quality of image and resource links
Develop a committee to aggressively preserve/market Route 66
Develop a good resource (map) marking the actual route
Deploy resources
Specifically define what is of significant value along the Route
Create consistent design for signage
Consider phased implementation
The Barstow Parking Lot
Develop a map with more information about all areas of interest/museums
along
the Route
Encourage schools to include a study of Route 66 in their curriculum
Address the graffiti, vandalism and fencing issues
23
EXHIBITS
24
EXHIBIT A
Workshop Participants
John Anicic Jr.
Fontana Historical Society
Molly Brady
Bureau of Land Management - Needles Field Office
Craig Bruorton
City of Fontana
Danny Castro
California Historic Route 66 Association
Sally Cunkelman
Bureau of Land Management - Barstow
Gloria Darling
Councilmember, City of Barstow
Sheri Davis
Inland Empire Film Commission
Elaine Downing
Bureau of Land Management - Needles Field Office
Louis Flores
Representing Dick Doyle
Caltrans District #8
Elliott L. Graham
San Bernardino National Forest
Lee Greenwood
Lewis and John Gilbert Foundation
Betty Halbe
California Route 66 Museum - Victorville
John Hamill
Department of Interior Desert Managers’ Group
Roger Hathaway
County of San Bernardino
Robert F. Hilburn
Mojave River Valley Museum Association
25
EXHIBIT A
Workshop Participants - Continued
Ed Hlava
Azusa Cultural and Historical Landmark Commission
Barbara Howard
Helendale Chamber of Commerce
Gene Huey
County of San Bernardino
Chick Kirk
California Route 66 Museum - Victorville
David Knudson
National Route 66 Association
Robin Laska
Archaeological Information Center - Glendora
State Office of Historic Preservation (Representing Eugene Itogawa)
Al Lavin
City of Glendora
Jeanetta Lawrence
Needles Chamber of Commerce
Sondra Lee
City of Monrovia
Ili Lobaco
City of La Verne
Bob Lundy
San Bernardino County Tourism Development Council
Maggie McShan
Needles Museum
Patrick J. Mead
San Bernardino County Public Works Department
John R. Murray
Bureau of Land Management - Needles Field Office
Craig Murray
City of Upland
26
EXHIBIT A
Workshop Participants - Continued
Maria Mutschler
California Historic Route 66 Association
Ruth E. Neal
Needles Museum
Flavio Nunez
City of Rancho Cucamonga
Jennifer Nutter
Inland Empire Tourism Council
Rolla Queen
Bureau of Land Management - Riverside
Joe M. Rodriguez
Representative, Supervisor Jerry Eaves
Maggi Stamm
Representative, Supervisor Jon Mikels
JoAnne Webb
California Convention and Visitors Bureau
Mr. & Mrs. Geoffrey Willis
California Historic Route 66 Association
27
EXHIBIT B
Workshop Invitees (Not Attending)
Judy Anderson
California Desert Protection League
Kris Assel
San Bernardino National Forest Association
Steve Baker
Monrovia Historical Society
Mary Ball
Arcadia Historical Society
Richard Carrico
Society for California Archeology
Dennis Casebier
Friends of the Mojave Road
Robert H. Chesney
Friends of El Garces
Rick Cole
City of Azusa
Kathy Davis
San Bernardino County Board of Supervisors
James Dodson
Sierra Club
Pete Dwyer
Mayor, City of Needles
Ginger Elliott
Claremont Heritage Society
John Fisher
City of Los Angeles
Pauline Goss
Sierra Club
Mr. & Mrs. Norman Hancock
Newberry Springs Chamber of Commerce
Steve L. Hartman
California Native Plant Society
28
EXHIBIT B
Workshop Invitees (Not Attending) - Continued
Douglas Hogue
Caltrans District #8
Jan Holmbrand
General George S. Patton Jr. Museum
Sean Joyce
City of South Pasadena
James Kinley
City of Rialto
Pete Kinnahan
City of Arcadia
Mr. & Mrs. Harold W. Knoll
Hand H. Enterprises
Cynthia Kurtz
City of Pasadena
Mary Martin
National Park Service - Mojave National Preserve
Susan McCarthy
City of Santa Monica
Blaine M. Michaelis
City of San Dimas
Jane Negley
Glendora Preservation Society
Ginger Ontizeros
California Welcome Center
Tom Parry
City of Needles
Thomas A. Potter
Chief of Park Operations - San Bernardino County
29
EXHIBIT B
Workshop Invitees (Not Attending) - Continued
Jon Roberts
City of Victorville
Victor Rollinger
City of Pomona
Mark Scott
City of Beverly Hills
Emilyn Sheffield
Chico State University
Glenn Southard
City of Claremont
Roger Van Helden
Los Angeles Convention and Visitors Bureau
Carol A. Wiley
Sierra Club
Walt Wilson
Roy’ s Café and Motel - Amboy, California
Sue Yee
Chinese Historical Society
Mr. & Mrs. Najah Zeinaty
Hi Sahara Oasis - Essex, California
Office of Congressman Jerry Lewis
Marine Corps Logistics Base - Barstow
Santa Monica Historical Society
Cadiz, Inc. - Cadiz, California
Upland Historical Preservation Society
32
EXHIBIT D
Vision Concepts
Route 66
Developing a Common Vision of the Future
As you think about the Vision, consider:
Original San Bernardino Additions Barstow Additions
Restoration Fun Education/Interpretation
Preservation Education Coordination/Consistency
Historic Values Signage Management
Cultural Icon Hospitality Experience Evolution
Future Generations Enhancing Friendships Definition/Inventory of
Historic Values
Transportation History Renewal Heritage
Motorized Transportation Linkage Marketing
Posterity Activate Historical and
Economic Values
Nostalgia
Economic Values Discovery Advocacy
Partnership Heritage Tourism
Enhance
California
BLM Home Page
