Management Plan Implementation.................................................................................................

2
6.1 Executive Responsibility.......................................................................................................2
6.1.1 Partnerships...................................................................................................................2
6.1.1.1 Trail Manager.........................................................................................................3
6.1.1.2 The MLRT Management Committee...................................................................4
6.1.1.3 Working Groups.....................................................................................................4
6.1.1.4 Volunteers..............................................................................................................5
6.1.2 Funding and Costs.........................................................................................................5
6.1.2.1 Endowment............................................................................................................5
6.1.2.2 Fundraising............................................................................................................5
6.1.2.3 Fees........................................................................................................................5
6.1.2.4 Costs......................................................................................................................6
6.1.2.5 Action Plan.............................................................................................................6
  MANAGEMENT PLAN IMPLEMENTATION

6.1 EXECUTIVE RESPONSIBILITY

The MLRT project started in 1996 when STB issued a “Notice of Interim Trail Use”(NITU) to
begin negotiations of a rail banking agreement between UP and BLM for the Modoc Line. Nine
years and countless extensions of the deadline later, Lassen Land and Trails Trust was named the
“Interim Trail Manager” (ITM). Section 8(d) of the National Trails Systems Act details the
obligations of the ITM as follows:

"…to assume full responsibility for management of such rights-of-way and for any legal
liability arising out of such transfer or use, and for the payment of any and all taxes that
may be levied or assessed against such rights-of-way."

With this obligation and the fee-title acquisition of the entire MLRT corridor, LLTT assumed
full managerial and fiscal responsibility for the property. Management responsibilities include
the following:

• Work with BLM, county and city governments to identify associated trails that should be
acquired, maintained, or constructed
• Hire appropriate staff and assemble a corps of competent volunteers to meet the
obligations of the agreement
• Develop a budget and manage funds related to trail construction and maintenance
• Educate the public about trail etiquette and conservation practices
• Work with local governments to manage commercial uses of the MLRT and to generate
additional revenues for the management of the MLRT and the benefits of local
communities
• Enforce policies, rules and regulations
• Oversee construction of facilities and improvements identified in the Master Plan

6.1.1 Partnerships
Partnerships form the foundation of MLRT trail development. Key partnerships need to be
encouraged and developed to maintain and manage the existing trail corridor, improve surface
conditions, provide safety monitoring, develop trailheads, advance funding, develop long term
volunteer programs, conduct maintenance and encourage advocacy. The MLRT trail project has
gained significant support at the local (Lassen and Modoc Counties) and state level (Sierra
Nevada Conservancy).

BLM provided interim funding to develop proposals, match grants and finally develop this
management plan. BLM is the MLR’s largest neighbor, has managerial responsibility for similar
recreational rails and areas I the vicinity of the MLRT and continues to support the development
of the MLRT as a public trail. The counties of Lassen and Modoc both have shown interest in
development of the MLRT as a regional recreation resource. Both counties have a recreational
policy in place that supports projects like the MLRT. Both counties have supported LLTT in
various ways, by supporting planning efforts (Lassen County) or by granting tax exemptions
(Modoc County). Additional partnerships should be fostered and expanded to incude federal
state and county corrections, local ranchers and farmers, and college students. Continued support
from all levels of government and private citizens is critical to the final implementation and
success of the MLRT.

There are a number of non-profit groups and organizations that may have overlapping interests
and could be potential partners for the MLRT. These groups may be willing to sponsor events,
such as races, equestrian events, youth activities etc. They could also develop joint projects for
trail improvements, or help with educational outreach efforts. Members of these groups often
have technical expertise that can be valuable in the implementation of the Master Plan. Such
groups represent recreational, conservation or civic interests.

Commercial interest may emerge along the MLRT once local businesses and landowners realize
the benefits of the added visitation the MLRT brings to local communities. A concession system
should be firmly built into the fundraising plan for the MLRt, which would benefit both local
operators and the managing entity. Concessions could include shuttle services for bike riders
(Crest to Karlo; Sagehen to Likely or Madeline), horseback and chuck wagon rides, bike, ATV
and ski rentals, guided nature tours, campfire events, etc. Local hospitality operators should be
invited to informational meetings and should be actively included in the MLRT’s future
planning.

6.1.1.1 Trail Manager

It is recommended that there be a volunteer or part-time staff position of trail manager to perform
the day-to-day tasks associated with implementing the plan under the direction of the Executive
Director and the Lands Manager of the Lassen Land and Trails Trust. The Trail Manager would
be an employee or volunteer of LLTT and would work with the MLRT Management Committee
on implementing the MLRT Master Plan. The Trail manager’s position could also possibly be
combined with that of the LLTT Depot Manager, perhaps under an new title “Operations
Manager”. Roles and responsibilities for the Trail Manager may include:

• work with BLM and other funding organizations in writing grants, develop
bid documents and negotiate contracts for work related to the trail
• Oversee trail construction management; supervise consultants and contractors, unless
BLM is doing the work.
• Coordinate community outreach and education
• Act as liaison to county, state and Federal agencies
• Provide administrative support to advisory and working groups
• Draft budget and work plan for trail construction and maintenance
• Coordinate volunteers, campground hosts and cleanup crews
• Oversee enforcement, respond to emergencies, act as liaison to local and federal law
enforcement agencies
• Develop and implement maintenance program, train volunteers
 6.1.1.2 The MLRT Management Committee
To effectively manage the complex issues of the MLRT, including routine maintenance and
capital improvements, LLTT and its partners will form a chartered implementing entity, the
MLRT Management Committee. The existing trails committee of LLTT will develop a strategy
to assemble the Committee consisting of representatives of BLM (both field offices), Lassen and
Modoc counties, tribes, cities and other special interest groups. The committee will meet
regularly to provide input on policy issues, trail design, trail construction, and other trail related
matters. The committee will help set priorities on construction projects and can perform other
functions such as producing an annual report on trail progress. Once appointed, the committee
will establish by-laws, meeting dates, and other administrative procedures.

Prior to Implementing the MLRT Master Plan, the close cooperation between BLM and LLTT
must be formalized through a Trail Management Agreement or Memorandum of Understanding
(MOU) between Lassen Land and Trails Trust and BLM Eagle Lake and Alturas Field offices.
The MOU will detail each partner’s responsibility in the cooperative management of the MLRT.
Other responsibilities may be identified through this process. Specifically, the MOU will contain
at a minimum provisions regarding each party’s obligation for:

• Formation of the TMC, participation in collaborative planning and implementing the

MLRT Master Plan.
• Providing funding for routine management activities related to trail maintenance, such as
grading, weed abatement, minor repairs, replacement of signs, cleanups etc.
• Providing funding for capital improvement projects, such as ballast removals,
campground and corral construction, repair of bridges and culverts, etc.
• Enhancement of interpretive and educational signage
• Distribution of information, visitor services and educational programs
• Annual cleanups and safety inspections
• Emergency management (closures, restrictions, enforcement)
• Enforcement and monitoring of trail users, trail conditions and trail facilities.
• Development of a strong volunteer corps to assist in routine management and monitoring

6.1.1.3 Working Groups

In addition to the MLRT Management Committee, periodically there may be a need to establish
a working group to perform specialized, short term tasks for the trail. Possible working groups
may concentrate on fundraising, interpretive research or signage, or producing some of the
technical studies that are identified in the action plan. It is recommended to establish a mapping
and GIS support group, who will be using global positioning system (GPS) technology to
accurately inventory existing trail resources, inventory activities (weed control!) or survey new
trail features in the field. The field data can then be transferred to a geographic information
system (GIS) format to produce maps for the trail and share these resources across agencies and
trail users via Google Earth. The Mapping and GIS working group will also guide the Trail
Manager and Management Committee on efforts to display and update map information on the
web. The database will be maintained and updated to track progress in the field, identify and
disseminate pertinent information to the public and provide baseline data.
 6.1.1.4 Volunteers
Volunteers can be an important pool of labor for activities such as trail maintenance, community
education, and fundraising. An active volunteer corps should be recruited from various
backgrounds to assist the Trail Manager and implement management projects.

6.1.2 Funding and Costs

6.1.2.1 Endowment
An endowment fund will be established and the interest from the endowment will provide
income to assist in funding staff and maintenance costs. Sponsorship and planned giving appear
the most promising vehicles to build the endowment. Additional funds could be generated
established through donations, car donations, event fees, and fundraising campaigns. Building
the endowment will be an on-going endeavor.

6.1.2.2 Fundraising
Successful fundraising relies on a fundraising/marketing strategy that sets goals, targets specific
donor groups, creates awareness, and effectively uses an organization’s resources. Partnering
with a multitude of different organizations could strengthen fundraising efforts. Fundraising for
the MLRT needs to be coordinated among the organizations . To provide this coordination, a
marketing/fundraising plan may be needed that addresses the following issues:

• Immediate need for revenue to meet monthly operational costs until an endowment is
established.
• On-going fundraising strategy to make-up any gap between endowment revenue and
operational costs.
• Building donor base for long-term giving.
• Specific capital campaigns for trail construction.

Common fundraising events include annual giving campaigns, web site donations, sponsorships,
merchandising, and dues. Events are most effective in increasing awareness and cultivating
future donors. Given the geographic extent and diversity of the MLRT, several communities
may benefit from events and may be willing to contribute to the endowment. Events could
include athletic events, antique fairs and flea markets, and children’s events (fishing derby at
Biscar, nature rally). Grants are also available for trail construction, conservation measures, and
education. LLTT maintains an active subscription to Grant Station, an online web based grant
database. The Trail manager will be responsible for selecting and contacting potential
grantmakers in preparation for submitting grant applications.

6.1.2.3 Fees
Currently, there are no fees charged to access the MLRT or adjacent public lands. However, the
implementation of a motorized vehicle fee should be considered, to generate funds from the user
group most likely to damage trail surfaces. LLTT could require purchase of an annual access
license or sticker (featuring a slogan like “I rode the Modoc”), costing a nominal amount (e.g.,
$10). Alternatively, a self-check-in station similar to that at many USFS campgrounds could be a
possible source of income. Certainly, if campgrounds are developed along the MLRT, a
volunteer camp host could aid in the collection of camping fees.

6.1.2.4 Costs
Detailed costs estimates have not been prepared at this time. Specific construction costs can vary
widely depending on terrain, soils, condition of existing trail surfaces, and labor. There are also
unknown factors such the number and size of trailhead features, camping areas, parking lots,
costs for pedestrian crossings at highway intersections, and structural reconditioning of bridges
and culverts. There will likely be technical studies required for environmentally sensitive areas
(wetlands) and the costs of trading or acquiring additional adjacent parcels will vary from parcel
to parcel. The trail will be completed in phases and costs will be estimated for each phase as
more detailed information becomes available. The trail system is a long term, dynamic project
that will continue to grow and evolve over time. Following are the types of costs that can be
expected in the project.

a) Operational
• Staffing – Trail manager, seasonal employees, enforcement ...
• Maintenance Budget
• Administrative – Office space, supplies, meetings ...
• Community Outreach – Web page, brochures, maps, ...
• Professional – Legal, Financial, ...

b) Design and Construction

• Technical, Planning and Engineering Studies
• Construction plans
• Contract Labor to build trail and improvements
• Materials
• Real estate costs
• Financing Costs

6.1.2.5 Action Plan

Action items are those tasks that have been identified throughout the Master Plan that are
required in order to implement the plan. Currently, thereare no approved action items hence this
list is only a suggestion. The action matrix includes a general time frame for each task as
follows:

• Immediate Immediate need. To be addressed within one year.

• Near Term Within 1 to 3 years
• Mid Term Completed in 3 to 6 years
• TBD Phasing to be determined.
• Ongoing Ongoing activity.

1. Intergovernmental Coordination
 • MOU --- Immediate
• Coordinate with Lassen and Modoc County on incorporating MLRT into the
county General Plan ----- Near Term
2. Administrative
• Hire trail manager --- Near Term
• Appoint Advisory Committee --- Immediate
• Develop fundraising/marketing plan ---Immediate
• Establish 5-year capital improvement plan Near Term New links, land acquisitions,
construction projects--- Near Term
• Grant writing ---On-going

3. Technical, Planning, and Design Studies

• Evaluate structural integrity – engineer’s study --- Near Term
• Investigate acquisition of Karlo Ranch --- Near Term
4. Community Outreach
• Celebration/kick-off event ----Near Term
• Prepare and distribute trail maps ----Near Term
• Prepare and distribute educational materials---- TBD
• Update web site(s) --- Near Term
• Establish Volunteer Program ---Near Term
• Marketing Program On-going