HomeMy WebLinkAbout03-01-1999 Parks and Recreation CommissionPLEASE NOTE CHANGE IN MEETING TIME
Saratoga Parks and Recreation Commission Meeting
City Hall Administrative Offices
13777 Fruitvale Avenue, Saratoga
Monday, March 1, 1999
5:30pm
AGENDA
OLZanization
A) Roll Call: Alberts, Clabeaux, Friedrich, Ioannou, Olsen, Swan, Whitney
B) Report on Posting of the Agenda:
Pursuant to Government Code 54954.2 the agenda was properly posted on
February 26, 1999
C) Approval of February 22, 1999 Minutes
II. Administration
A) More Brown Act Materials
B) Montalvo Associates Project- Proposed Meeting Time
III. Oral & Written Communication
This section is for the public to speak on any item not on the agenda
IV. Old Business
A) Community Center Improvements - Phase 11 Assessment Approval
B) Playfield Project Meetings - Proposed Process & Schedule
C) Joint Meeting with Council (March 9th) - Report Assignments
1. Historical Introduction to New Council of Priority List
(Community Workshop etc)
2. Community Center Renovation- Anderson Brulle Presentation
3. Restrooms at Wildwood Park
4. Playfield Project- Proposed Process
5. Trail Grant Program- First Grant Approval
6. CPRS Conference
7. Congress Springs - Contract Renewal
V. New Business
A) Playfield Community Meetings- Facilitator Proposal
B) Congress Springs Park - Contract Renewal with User Groups
VI. Commissioner & Staff Reports
A) Commissioner Reports
B) City Hall Update - Irene Jacobs
C) Recreation Department Status Report - Joan Pisani
VII. Adjournment
MEMORANDUM
Date: February 26, 199
To: Parks & Recreation Commission
From: Irene Jacobs, Staff Liaison
RE: Congress Springs Park - User Group Contract Renewal
At Monday Night's meeting, staff will be requesting that the Commission support staff's
recommendation to the City Council to extend the existing agreement between the City
and American Youth Soccer Organization (AYSO) and Saratoga Little League for the use
of Congress Springs Park during the 1998 -1999 season.
Both user groups currently pay the City a flat rate of $1,500 for the use of Congress
Springs Park for their season. Since the Playfield Development Project is still evolving,
and no resolution has to the maintenance issue has been reached as of yet, staff would
like to propose that the current arrangements with the mentioned user groups be
extended until such time when the Parks and Recreation Commission is at a point in the
Playfield Project where it feels comfortable proposing a different maintenance plan.
In light of the participation of both of these groups in the recent Task Force and the
efforts that have been made on their part to find a feasible solution to the maintenance
issue, staff is requesting the Commission's support in this recommendation.
MEMORANDUM
Date: February 26, 199
To: Parks & Recreation Commission
From: Irene Jacobs, Staff Liaiso
RE: Playfield Development Project- Professional Facilitator
At Monday night's meeting, I shared staffs recommendation with the Commission that
it consider hiring a professional consultant, preferably one specializing in conflict
resolution, to facilitate the meetings that are being scheduled for the proposed playfield
development sites. The Commission's concerns with this recommendation revolved
around 1) the additional costs that would be incurred by this process; costs that would
be drawn from the Park Development Fund as well as 2) the additional time that would
be added to the process by incorporating a consultant. Although I understand its
concerns, I need to let the Commission know that staff has grave concerns of
proceeding without the aide of a professional facilitator.
Staffs first concern is with what I consider to be the inappropriateness of the
Commission playing the dual role of a non -bias third party facilitator for these site
meetings while at the same time participating in the final decision making process for
the project. I see this as a conflict and do not understand how Commissioners will be
able to differentiate between these dual roles. In addition, I do not see how the
community would be able to differentiate the Commission's role which could lead to
even more concern about the Commission's ability to remain non -bias.
Secondly, while I share the Commission's desire that the process progress as quickly as
is possible, I do not think that it should proceed at the expense of possibly jeopardizing
the success of this process. I know that the Commission is very much aware of the
controversial nature of the issue before the Commission. It has been evident in the
volumes of correspondence that have been received, the number of meetings where this
issue has been discussed and the amount of time and attention that this project has
received before it was ever allowed to proceed. I think that it is naive to think that
although very capable, the Commission will be able to host four meetings in which a
solution will be reached for each site within a couple of hours with no prior knowledge
or training in the area of facilitating meetings let alone controversial meetings.
The various members of the community that have been invited to participate in these
site meetings have very different ideas of how the process should proceed and what the
outcome should be. I am convinced that it will take an experienced professional to
guide the City through this process so that it can focus on the validity of the actual
proposal and move forward with the project. I do not feel that this will be possible
without the aide of a professional. Another way of looking at this is for the Commission
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Members to consider themselves in Jaye Beals' role as the Task Force Facilitator. Does
any Commissioner feel that he or she is prepared to play a role similar to Jaye's role on
the Task Force?
I strongly urge the Commission to reconsider the use of an independent facilitator to
assist in the discussions that will take place. As I told the Commission last Monday, I
have done initial calling of facilitators who specialize in conflict resolution. I have
included the little information that I have received so far for one particular facilitator
but I will hopefully have more information to share with the Commission next week.
I know that the process is long and that professional facilitators are expensive but, if
this Commission has waited since 1996 to move this project forward, staff's
recommendation is to take some time to carefully think through the process before
proceeding quickly and perhaps jeopardizing the success of the entire project.
I have asked that this item be placed on the agenda for consideration. Please feel free to
contact me on Monday should you have any questions.
JAMES L. CREIGHTON
PRESIDENT
James L. Creighton is the President of Creighton & Creighton, Inc., with more
than twenty -five years as an independent consultant. His areas of expertise
include public participation, risk communication, dispute resolution, meeting/
conference design and facilitation, social assessment/ institutional analysis,
alternative futures planning, and organizational development.
Creighton is the author of The Public Involvement Manual (Abt Books/
University Press, 1981), which has been described by Planning Magazine as
"widely recognized as the authoritative text in the field." A more recent
guidebook, Involving Citizens in Community Decision Making, is published by
the Program for Community Problem Solving, a division of the National Civic
League. He is co- author of Guide to Social Assessment: A Framework for
Assessing Social Change, and author of more than 30 manuals and guides in
public participation, partnering, dispute resolution, organizational change, and
risk communication.
Creighton is the co- author of Cyber Meeting: How to Link People and
Technology in Your Organization, published by the American Management
Association (AMACOM) in 1997. His book, How Loving Couples Fight, will be
published in a paperback edition in the Fall 1998. Creighton is also co- author
of the international bestseller Getting Well Again (J. P. Tarcher, 1978, Bantam,
1980), which has been translated into seventeen languages, and has sold
nearly 1,000,000 copies worldwide. While promoting his books Creighton has
appeared on more than 100 radio and television shows including the Sally
Jessy Raphael, Montel Williams, and ABC Home shows.
Public Participation:
Dr. Creighton has been in the public participation field since 1972, and has
been involved in designing or conducting nearly 300 public participation
programs for more than 50 Federal, state and local agencies, public utilities
and private sector companies. He has been described by the American Water
Works Association as "the nation's leading authority on public participation." He
served two terms as the President of the International Association of Public
Participation Practitioners, the professional association of public participation
practitioners.
Recent projects illustrate the range of Creighton's activities:
• Developing and conducting a series of agency -wide public participation
training programs for the U.S. Department of Energy,
• Facilitating dialogues between Pacific Gas & Electric Company and
neighbors regarding the siting of controversial energy facilities;
• Assisting the U.S. Environmental Protection Agency Common Sense
Initiative panel with efforts to improve integration of EPA's stakeholder
involvement and dispute resolution initiatives;
• Developing guides on partnering for the Department of Defense
Environmental Mission and the Army Corps of Engineers Civil Works
Mission.
• Assisting the Idaho Department of Health & Welfare with implementation of
an agency -wide public participation program, including developing an
overall plan for its pilot programs, conducting public participation training
and team building, and preparing draft guides on public participation and
community development,
• Providing briefings on public participation to National Academy of
Science /National Research Council panels;
• Assisting the Brookhaven National Laboratory and Fermi National
Laboratory with the establishment of citizen advisory boards.
• Assisting with the development of a plan for identifying a municipality to act
as volunteer host for Pennsylvania's low -level radioactive waste disposal
facility,
Among his major activities in the governmental sector are:
• Developed the SYNERGY Citizen Participation /Public Involvement Skills
course, that, for a number of years was by far the most widely used
training program in the field for federal or state agencies. Nationwide
training programs were conducted for the U.S. Forest Service, Corps of
Engineers, Federal Highway Administration, Federal Aviation
Administration, Environmental Protection Agency, National Park Service,
and the course was conducted for more than fifty federal and state
agencies.
• Designed four levels of training programs for the U.S. Army Corps of
Engineers including Basic, Executive, Advanced, and Regulatory
Functions courses. He also edited a public involvement reader for the
Corps, and has recently completed a second reader.
• Developed manuals and guides on public involvement for the U.S.
Bureau of Reclamation, Federal Aviation Administration, Bonneville
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Power Administration, and the U.S. Army (teaching installation planners
how to work with local communities to solve noise problems). He also
co- authored a guide for the Canadian Federal Environmental
Assessment Review Office. Recently he completed a public involvement
guide for the City of Glendale, CA, which is now distributed nationally.
• Wrote preliminary drafts of public involvement policies for the U.S.
Bureau of Reclamation and Bonneville Power Administration.
•. Retained by the U.S. Bureau of Reclamation, Federal Highway
Administration, US Army Corps of Engineers North Pacific Division, and
the Bonneville Power Administration to evaluate their existing public
involvement programs and identify means of improving these programs.
• As a consultant to the U.S. General Accounting Office, assessed the
public involvement programs of the Bonneville Power Administration and
Northwest Power Planning Council, and participated in an assessment
of the U.S. Department of Energy's consultation process with the,states
and tribes on the siting of a nuclear waste repository.
• Developed a computer -based interactive guide on developing public
involvement plans for the Bonneville Power Administration.
Creighton's extended work with the Bonneville Power Administration was
recently featured in an article in the Harvard Business Review by former BPA
Administrator, Peter T. Johnson. Johnson and Creighton recently made a joint
presentation on public involvement to the Commission on Engineering and
Technical Systems of the National Research Council /National Academy of
Science.
Beginning in the late 1970s, Creighton also began working with the private
sector on public involvement issues including the siting of a crude oil pipeline
(Northern Tier Pipeline Company), siting of a coal gasification plant (Panhandle
Eastern Pipeline Company), and siting of numerous transmission lines
(Pacific Gas & Electric, BC Hydro, Puget Power & Light, Public Service of
Colorado, PSI Energy, Hawaii Electric, Florida Power & Light, Transmission
Agency of California, Central Power & Light). Other industry clients include the
Salt River Project, (establishing a citizen task force to review company policies
and rate structures), Pennsylvania Power & Light (working with an advisory
group to develop alternative futures scenarios to test corporate strategy), and
Arizona Public Service (assisting an advisory group to get organized, establish
groundrules, and select its leadership).
Creighton is the author of the Edison Electric Institute's Public Participation
Manual (Second Edition, 1994). Creighton also designed and conducted a
public involvement training course for the Edison Electric Institute, which he
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personally instructed throughout the U.S. He has conducted public involvement
training programs for the American Public Power Association, and clients in
Canada including BC Hydro and Ontario Hydro He is a frequent speaker at
utility industry conferences.
Risk Communication
Dr. Creighton has worked extensively with utilities on siting of controversial
facilities, and this led him into the risk communication field. He is the principal
author of two manuals for the Tennessee Valley Public Power Association, one
on communication with the public regarding electric and magnetic fields (EMF),
and the other on understanding the science of EMF. Also for the Tennessee
Valley Public Power Association, and with the assistance of Robert S. Banks
Associates, Creighton prepared a risk communication manual and video
tapes, and designed and led a training program on that subject for more than
125 TVPPA members. These materials won a trophy award from the American
Society of Association Executives.
Creighton also completed a study for Pennsylvania Power & Light in which he
reviewed risk communication practices of major U.S. utilities related to the
(EMF) issue. Creighton is also the author (with Robert S. Banks) of a manual
on risk communication titled Sourcebook for Utility Communications on EMF
that is published by the Electric Power Research Institute (EPRI)
Creighton has made two presentations on public participation and risk
communication to National Academy of Science - National Research Council
panels providing review of the Army's program for disposal of chemical
weapons.
Creighton recently played a major role in developing a community partnering
plan for siting of Pennsylvania's Low -Level Radioactive Waste disposal facility.
This plan outlined the process by which the state and its contractors would
work with local communities to find a volunteer community willing to act as host
of the facility. Creighton continues to advise on participation and risk
communication issues for the project.
He is also an instructor for the EPRI Risk Communication Workshop, which is
offered periodically to member utilities. In addition to working on this issue as
part of the many transmission line projects on which he's been involved, Dr.
Creighton assisted the Florida Electric Power Coordinating Group in preparing
testimony on EMF which was presented to the Governor's Scientific Advisory
Panel. He also assisted Public Service of Colorado in making a presentation
to the Douglas County Commissioners regarding EMF. He has also consulted
on this issue to the Tennessee Valley Authority, PSI Energy, and others. He
also co- developed and co- instructed the Edison Electric Institute's EMF Risk
Communication Training Course. He also co- authored a guide for the U.S.
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Environmental Protection Agency which addressed public involvement and risk
communication issues related to siting of solid waste facilities. He is a
frequent speaker and workshop leader in the risk communication field. Recent
speaking engagements on risk communication include the California
Manufacturer's Association, Santa Clara Valley Manufacturer's Association,
Canadian Electrical Association, Colorado Power Council, Edison Electric
Institute, Electric Power Research Institute, Florida Municipal Electric
Association, Western Systems Coordinating Council, Alberta Power Planning
Council, and Northwest Public Power Association.
Alternative Futures Planning/Strategic Planning
In the mid -1970s Dr. Creighton became concerned that many organizations
were so committed to a straight -line projection of the future that they were both
unresponsive to public concerns, and in danger of being non - responsive to
changing circumstances. As a result he began to devise planning processes
which involved the public in identifying alternative futures scenarios and
protected an organization's ability to respond to these alternatives. His first
project, for the U.S. Bureau of Reclamation, was an analysis of the future water
needs of four California counties. The techniques developed during this study
where published by the Bureau in a guide titled Alternative Futures Planning.
Since that time he has applied alternative futures planning techniques in a
variety of situations including land use planning (Klamath County, Oregon),
long -range corporate planning (Wickes Corporation), land management (U.S.
Forest Service and U.S. Bureau of Land Management), projecting the future
service load of a utility (Pennsylvania Power & Light), developing long -term
goals for a construction agency (Corps of Engineers), and assessing major
issues facing public power in the United States (American Public Power
Association). Working with researchers from the U.S. Forest Service, he co-
developed a simulation game designed to teach forest managers to plan
flexibility for a variety of changing external conditions. Dr. Creighton also
prepared a "strategic directions" guide for the Office of Strategic Initiatives, U.S.
Army Corps of Engineers. Creighton also assisted with the design of the North
Dakota 2000 and Eugene Decisions strategic planning processes.
Dispute Resolution
Since 1988 Dr. Creighton has headed a team of nationally recognized
experts in dispute resolution assisting the U.S. Army Corps of Engineers
in encouraging the use of alternative dispute resolution techniques
(ADR) as an alternative to litigation. The Corps ADR program recently
won the Hammer Award from the Secretary of Defense. The award
presentation was made in a White House ceremony conducted by Vice
President Gore who singled out the program as an outstanding example
of reinventing government.
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As part of this program, C &C oversees a team of the nation's leading
ADR consulting firms who are developing training courses, editing a
series of techniques pamphlets, editing a quarterly ADR newsletter, and
providing direct consultation as part of the Corps program. Creighton
has been directly involved in developing a series of pamphlets providing
an overview of ADR, and covering specific techniques such as mini - trials
and non - binding arbitration, as well as editing several case studies and
a reader of articles on ADR and public participation.
Recent tasks personally completed by Creighton include:
• Writing a guide on "partnering" which has been distributed to all
Department of Defense entities
• Conducting an assessment of less successful partnering cases
• Developing a case study on the use of mediation to resolve EEO
complaints
• Developing a partnering guide for the Directorate of Civil Works,
and conducting briefings on partnering nation -wide
Creighton recently designed and led a team which conducted a series of
dispute resolution training courses in Russia and the Republic of
Georgia. The program was sponsored by The International Foreign
Policy Association, with funds from the U.S. Agency for International
Development.
Creighton developed and facilitated an interest -based negotiation
process used by the Bonneville Power Administration to renegotiate all
of its power sales contracts with Bonneville's 150 utility customers. (BPA
supplies much of the power to the four states of Washington, Oregon,
Idaho, and Montana).
Creighton has served as a mediator on a number of local issues. Examples
include mediating a dispute between the Ventura County Health Department
and the Ventura Regional Sanitation District over solid waste planning,
mediating a dispute about a long- standing commercial operation in a
residential neighborhood (Menlo Park, CA); and assisting a citizen task force in
Menlo Park. CA, in developing consensus recommendation regarding limits on
additions to existing homes. He coordinated negotiations between the
Northern Tier Pipeline Company and seventeen Washington counties
regarding mitigation and social effects of that project, and initiated a similar
process on the WyCoalGas project.
Creighton prepared the script for a videotape titled Conflict Resolution: A Primer
for Communities, developed by Pennsylvania Power & Light, in cooperation
with the League of Women Voters, and the Pennsylvania Department of
Environmental Resources. He also led a team, under the sponsorship of the
Edison Electric Institute, which developed and conducted a consensus -
building course combining public participation and mediation /negotiation
techniques for utility managers, and has also conducted conflict management
training for the American Electronics Association. He also developed and
conducted a conflict management training program for the Bonneville Power
Administration.
Meeting /Conference Design and Facilitation /Collaborative Technology
Creighton has designed and facilitated literally hundreds of public meetings,
work groups, and conferences for more than twenty -five years, including work
on the White House Conference for Global Change. He recently headed a
team which operated a "skunkworks" (a highly- interactive team -based policy
development center) on a full -time basis for the Department of Labor. Out of
that experience he been involved in a three -year analysis of how people will
perform collaborative work in the future. Based on this study he has authored
(with Jim Adams, Senior Vice President, Facilities, Madison Square Garden) a
book titled Cyber Meeting, which predicts how present trends in technology,
facilities, and group process will be combined in future meetings.
Creighton has been involved in facilitating public meetings for such
controversial issues as Orme Dam (on President Carter's "hit list" of western
water projects), whether to restart construction of the WPPSS 1 & 3 nuclear
power program, the cleanup program for Kesterson Reservoir, and more than
fifty other projects. Creighton was also a facilitator for the National Energy
Consensus Experiment, an effort to get agreement on a national energy policy
between 50+ national leaders of all the major interests concerned with national
energy issues.
He has designed and conducted conflict - resolution conferences bringing
scientists and technical experts from around the world to establish research
priorities regarding storage of nuclear waste in crystalline rock (Lawrence
Berkeley Laboratories), fisheries (smoltification) on the Columbia River
(Bonneville Power Administration), and social impacts of coal development in
the West (Bureau of Land Management),. Other conferences were designed to
get agreement on research protocols for assessing cumulative impacts of
energy development upon wildlife (U.S. Fish & Wildlife Service) and developing
criteria for emission of toxics in bays and streams (U.S. Bureau of
Reclamation), and resolve water issues in the Sacramento River Delta:
Creighton was also retained by the U.S. Committee on Irrigation and Drainage
to design and facilitate a workshop bringing together key people in agriculture
with environmental leaders to hammer out a proactive program for agriculture's
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handling of hazardous or toxic substances. Creighton also prepared a
pamphlet summarizing the group's recommendations, which has been
distributed nationally within agriculture.
Social Assessment/institutional Analysis
Creighton was a member of a team of social scientists which developed a -
social assessment guide for the U.S. Bureau of Land Management during the
early 1980s. This team included many of the leading figures in the field, and
Dr. Creighton served as facilitator of the group meetings. Subsequently he co-
authored the guide itself, which was later issued as a text titled Guide to Social
Assessment: A Framework for Assessing Social Change (Westview Press:
1984). He also developed a social impact assessment training program for
the U.S. Army Corps of Engineers. He also conducted an extensive review of
the values literature for the Corps of Engineers, with a particular emphasis on
its usability in public involvement and social assessment. More recently he
prepared a report on the socioeconomic impacts of terminating irrigation on
49,000 acres in California's San Joaquin Valley, and studies on the future of
agriculture in the San Joaquin Valley (U.S. Bureau of Reclamation). He also
analyzed the institutional barriers to water conservation and the establishment
of a trust fund to purchase water savings (U.S. Bureau of Reclamation). He
was also a member of a large team assessing the potential socioeconomic
effects of locating a high -level nuclear waste repository at Hanford,
Washington. Creighton headed the Monitoring & Mitigation Group, which
prepared a draft Monitoring & Mitigation Plan for the state before Nevada was
chosen as the repository site.
Recently, Dr. Creighton currently headed a team conducting an assessment of
the social impacts on major changes to Federal water law and practices
involved the Central Valley project in California. He also wrote a Technical
Appendix for a major EIS describing institutional alternatives for decision
making regarding future operation of the Columbia River System, and was a
member of the team identifying social impacts associated with possible
changes in river operations.
Organizational Development
Dr. Creighton's consulting practice began in the organizational development
field. Prior to establishing his own consulting practice, he worked closely with
Dr. Thomas E. Gordon, and under his guidance developed the first participant's
workbook for Leader Effectiveness Training, which later became a nationally -
recognized training program. After establishing his own practice, he conducted
training courses on communication skills, meeting leadership, and
participative management for a number of clients including corporations such
as Hewlett Packard, Wells Fargo Bank, Travenol Laboratories and Control
Data, a number of school districts, and governmental agencies such as the
U.S. Forest Service and U.S. Department of Labor. He trained counselors for
the Neighborhood Youth Corps, Job Corps, Alameda County Probation
Department, and the Berkeley Public Schools, and trained Economic
Opportunity Program and Economic Assistance Office counselors for the
University of California, Davis. He also developed a counselor's guide for the
U.S. Department of Labor. Dr. Creighton worked with training staff at the U.S.
Bureau of Reclamation to develop an extensive program to train internal
facilitators to conduct team - building sessions throughout the Bureau. He has
conducted numerous team building sessions himself, for a variety of
governmental and private sector clients. He also prepared a Team Action
Workbook for the Willamette National Forest, which is a self- administering
workbook which a supervisor can utilize to develop more effective team
decision making. In recent years he has not concentrated on the
organizational development field, but has conducted team building sessions
with interdisciplinary and interagency teams as part of many of the other
projects on which he has worked.
Stress Management
During his early work at Bridge Mountain Foundation, Dr. Creighton was trained
in the use of a number of relaxation and stress management techniques, and
continued to utilize these techniques personally, even when his professional
interests moved in new directions. In 1976 both he and Mrs. Creighton
became interested in the work of Dr. 0. Carl Simonton and Stephanie
Matthews - Simonton, who were exploring the role which psychological factors
played in both the onset and recovery from cancer. For several years both the
Creightons served as consultants to the Simonton's Cancer Counseling &
Research Center in Fort Worth, Texas, developing the Center's professional
training programs. During this period Dr. Creighton co- authored Getting Well
Again with the Simontons. This book has now sold more than a half million
copies and has been translated into seventeen languages. Dr. Creighton then
adapted many of the same concepts and developed a Managing Corporate
Stress training program which he has conducted for such clients as the
Wickes Corporation, Grass Valley Group, University of California Extension
(Davis), Yuba County Probation Department, U.S. Army Executive Development
Program, U.S. Forest Service, and others.
General Information
Academic: Dr. Creighton received his B.A. in Psychology from the University of
California, Berkeley, where he also participated in departmental honors
programs in American Studies and Political Theory. He received his Ph.D. in
Psychology from the International Institute for Advanced Studies, Clayton,
Missouri (external degree). He has given guest lectures at Princeton University,
Stanford University, University of Vienna, and the University of California, Santa
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Cruz and Davis. He has also taught several courses for the University of
California Extension.
Pre - Consulting Experience: Prior to becoming a consultant he served as
Executive Director of Bridge Mountain Foundation, developing and conducting
an adult education program designed to enhance creativity and encourage
personal growth. He also served as Regional Coordinator of Dr. Thomas E.
Gordon's Parent Effectiveness Training, training and supervising approximately
seventy part -time instructors conducting training programs for parents and
teachers in communication and mutual problem - solving skills. He also had
experience in the electronics industry in management training, corporate
communications, and professional recruiting.
Honors: Participant, 1999 President's Day Renaissance Weekend, Santa Fe,
New Mexico.
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PUBLICATIONS
BOOKS
(0. Carl Simonton, Stephanie Matthews - Simonton, and James L. Creighton),
Getting Well Again, J. P. Tarcher, Inc., Los Angeles, CA. 268 pgs., 1978.
Reprinted by Bantam Books, New York, N.Y. 1980. Subsequently translated
into sixteen other languages.
The Public Involvement Manual, Abt Books /University Press, Cambridge,
Mass., 333 pgs., 1981.
(Kristi Branch, James G. Thompson, Douglas Hooper, and James L.
Creighton), Guide to Social Assessment: A Framework for Assessing Social
Change, Westview Press, Boulder, Colorado, Social Impact Assessment
Series # 11, 316 pgs., 1984.
Don't Go Away Mad: How to Make Peace with Your Partner, Doubleday, New
York (1991). Currently translated in French, German, and Chinese.
Involving Citizens in Community Decision Making, Program for Community
Problem Solving, National League of Cities, Washington D.C., 1992.
Cyber Meetings: Introducing Collaborative Technology in Your Organization,
New York: AMACOM, 238 pgs., 1997.
How Loving Couples Fight: 12 Essential Tools for Working Through the Hurt,
Aslan Publishing, 281 pgs., 1998.
MANUALS/GUIDES
Communication and Problem- Solving Skills: Participant's Workbook,
Synergy Consultation Services, Los Gatos, CA. 153 pgs., 1970.
Team Action Workbook, Willamette National Forest, Eugene, Oregon, 102
pgs., 1972.
Citizen Participation /Public Involvement Skills Workbook, Synergy
Consultation Services, Los Gatos, CA. 92 pgs., 1972.
Public Participation in the Planning Process: Executive Seminar Workbook,
U.S. Army Institute for Water Resources, 119 pgs., 1976.
Alternative Futures Planning, U.S. Bureau of Reclamation, Denver, Colorado.
200 pgs., 1976. (Available National Technical Information Service).
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Advanced Course: Public Involvement in Water Resources Planning, U.S.
Army Institute for Water Resources, Fort Belvoir, Virginia. 220 pgs., 1977.
Revised 1982.
(Edward C. Thor and James L. Creighton), Mystic Mountain: An Educational
Alternative Futures Wildlife Planning Game, Pacific Southwest Forest and
Range Experiment Station, U.S. Forest Service, Berkeley, CA, Report PSW -30,
16 pgs., 1978.
Community Involvement Manual, Federal Aviation Administration, Report FAA -
EE, 79 -06. U.S. Department of Transportation, 94 pgs., 1979.
Public Involvement Manual, U.S. Department of the Interior, 333 pgs., (U.S.
Government Printing Office: 024 - 003 - 00139 -2)
Public Involvement in Corps Regulatory Programs: Participant's Workbook,
U.S. Army Institute for Water Resources, Fort Belvoir, Virginia, 208 pgs., 1980.
Social Impact Assessment: Participant's Workbook, U.S. Army Institute for
Water Resources, Fort Belvoir, Virginia, 305 pgs., 1982.
(Kristi Branch, James G. Thompson, James L. Creighton, and Douglas
Hooper), Guide to Social Assessment, U.S. Bureau of Land Management,
Denver, Colorado, 310 pages, 1982.
(James L. Creighton, Jerry Delli Priscoli, and C. Mark Dunning, editors), Public
Involvement Techniques: A Reader of Ten Years Experience at the Institute
of Water Resources, IWR Report 82 -R1, U.S. Army Institute for Water
Resources, Fort Belvoir, Virginia, 470 pgs., 1983.
Public Participation Manual, Edison Electric Institute, Washington D.C., 173
pgs., 1983.
ICUZ Community Involvement Manual, U.S. Army Training and Doctrine
Command, Fort Monroe, Virginia, 260 pgs., 1984.
Public Involvement Guide, Bonneville Power Administration, U.S. Department
of Energy, Portland, Oregon, 205 pgs., 1985.
Managing Conflict in Public Involvement Settings: Participant's Workbook,
prepared for the Bonneville Power Administration, Creighton & Creighton, Los
Gatos, CA, 80 pgs., 1985.
(James L. Creighton, John A. S. McGlennon, Peter Schneider), Building
Consensus through Participation and Negotiation, Edison Electric Institute,
Washington D.C., 315 pgs., 1986.
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(Richard Roberts, James L, Creighton, Bruce Fraser, Sarah Kipp, Maureen
Bush), Manual on Public Involvement in Environmental Assessment:
Planning and Implementing Public Involvement Programs, Federal
Environmental Assessment Review Office, Government of Canada, 1988.
(Lester Edelman, Frank Carr, and James L. Creighton), The Mini - Trial, U.S.
Army Corps of Engineers, Fort Belvoir, Virginia, Alternative Dispute Resolution
Series, Pamphlet #1, 1989.
Michael J. Regan, James L. Creighton, and William H. Desvousges), Sites for
Our Solid Waste: A Guidebook for Effective Public Involvement, Office of Solid
Waste, U.S. Environmental Protection Agency, Washington D.C., 1990.
(Frank Carr, James L. Creighton, and Charles Lancaster), Non - Binding
Arbitration, U.S. Army Corps of Engineers, Fort Belvoir, Virginia, Alternative
Dispute Resolution Series, Pamphlet #2, 1990.
Project Open Hand Replication Manual, Project Open Hand, (funded by the
Robert Wood Johnson Foundation), San Francisco, CA, 1990.
Public Participation Manual, City of Glendale, Glendale, CA, 1990.
(James L. Creighton, Robert S. Banks, and Thomas Duening, Communicating
with Customers about EMF, Tennessee Valley Public Power Association,
Chattanooga, TN, 249 pgs., 1991. Available from the American Public Power
Association, Washington D.C.
(James L. Creighton, Robert S. Banks, and Thomas Duening, Sourcebook for
Utility Communications on EM F, EPRI TRA00580, Electric Power Research
Institute, Palo Alto, CA, June 1992.
(James L. Creighton, Jerome Delli Priscoli, and C. Mark Dunning, editors),
Public Involvement and Dispute Resolution: The Second Decade, U.S. Army
Institute for Water Resources, Fort Belvoir, Virginia, in press, 1992.
(James L. Creighton, and Lorenz Aggens), Environmental Managers'
Handbook on Public Involvement, Institute for Water Resources, Fort Belvoir,
Virginia, unpublished, 1994.
Public Involvement Manual, Edison Electric Institute, Washington D.C., 1994
(Revised 2nd Edition).
(James L. Creighton, Jerome Delli Priscoli, Norah D. Davis and Trudie
Wetherall, Partnering Guide for Department of Defense Environmental
Missions, U.S. Army Institute for Water Resources, Fort Belvoir, VA, 1995.
13
Understanding Electric and Magnetic Fields (EMF), Tennessee Valley Public
Power Association, Chattanooga, TN, 1995.
Communicating with the Public About Electric and Magnetic Fields (EMF),
Tennessee Valley Public Power Association, Chattanooga, TN, 1995.
(James L. Creighton and Jerome Delli Priscoli) An Overview of Alternative
Dispute Resolution (ADR), U.S. Army Institute for Water Resources, Fort Belvoir,
Virginia, 1996, IWR Pamphlet 96- ADR -P -5.
A Case Study in Dispute Resolution System Design: The Corps of
Engineers Early Resolution Program (CEERP) for Allegations of
Discrimination, U.S. Army Institute for Ware Resources, Fort Belvoir, VA,
1997, IWR Case Study 97- ADR- CS -14.
REPORTS
An Appraisal of Community Involvement in the Federal Highway
Administration, a report to the Office of Environmental Policy, Federal Highway
Administration, Washington D.C. 35 pgs. 1974.
Public Involvement in the U.S. Bureau of Reclamation, a report to the U.S.
Bureau of Reclamation, Denver, Colorado. 96 pgs. 1979.
An Analysis of the State -of -the -Art of Values Research for Application in Public
Involvement Programs, a report to the U.S. Army Institute for Water Resources,
Fort Belvoir, Virginia. 60 pgs. 1982.
A Prospectus on the Use of the Social Sciences in the U.S. Army Corps of
Engineers, a report to the U.S. Army Institute for Water Resources, Fort Belvoir,
Virginia. 20 pgs. 1982.
Report on the Bonneville Power Administration Public Involvement Program.
Bonneville Power Administration, U.S. Department of Energy, Portland,
Oregon. DOE /BP -304. 129 pgs. 1984.
Public Involvement Training Plan. Bonneville Power Administration, U.S.
Department of Energy, Portland, Oregon. DOE /BP -303. 42 pgs. 1984.
A Preliminary Analysis of the Socioeconomic Impacts of Terminating Irrigation
to 49,000 Acres in the San Joaquin Valley, a report to the U.S. Bureau of
Reclamation, Sacramento, CA. 40 pgs. 1985.
14
The U.S. Department of Energy's Implementation of the Consultation
Provisions of the Nuclear Waste Policy Act, a report to the Nuclear Waste
Management Group, Edison Electric Institute, Washington D.C. 61 pgs. 1985.
An Evaluation of the Public Involvement Programs of the Bonneville Power
Administration and Northwest Power Planning Council, a report to the U.S.
General Accounting Office, Portland, Oregon. 35 pgs. 1985.
Establishing a Trust Fund to Purchase Water Conservation, a report to the U.S.
Bureau of Reclamation, Boise, Idaho, and the Washington State Department of
Ecology. 35 pgs. 1985.
The Potential for Conflict Resolution between DOE and the States regarding
the Consultation Process of the Nuclear Waste Policy Act, a report to the U.S.
General Accounting Office, Seattle, Washington. 47 pages. 1986.
A Preliminary Social Assessment of the Future of Agriculture in the San
Joaquin Valley, a report to the U.S. Bureau of Reclamation, Sacramento, CA,
1986,
Creighton, James; Ronald C. Faas, Robin J. Gregory, Alice Shorett, and
Alexander Mackie, State of Washington Draft Mitigation and Monitoring Plan for
Siting of a High -Level Nuclear Waste Repository at Hanford, Washington,
Impact Assessment Inc., La Jolla, CA, October 1987.
Report on the Bonneville Power Administration Public Involvement Program, a
report to the Bonneville Power Administration, Portland, OR, March 1991, 30
pages.
Building a Public Involvement Strategy for the North Pacific Division of the US
Army Corps of Engineers, a report to the North Pacific Division, US Army Corps
of Engineers, Portland, OR, 106 pgs.
(Mark Farman and James L. Creighton) Social Environment - Existing
Conditions Technical Appendix (Preliminary Administrative Draft), Central
Valley Project Improvement Act, Programmatic Environmental Impact
Statement, 1994.
(James L. Creighton et al) Columbia River Forum Technical Appendix,
Columbia River System Operations Review Environmental Impact Statement,
1994.
(L. L. Armacost, D. von Winterfeldt, J. Creighton, and M. Robershotte) Public
Values Related to Decisions in the Tank Waste Remediation System Program,
prepared for the U.S. Department of Energy by Pacific Northwest Laboratory,
PNL- 10107/UC -630, October 1994.
15
(J. Creighton, D, von Winterfeldt, L. L. Armacost and M. Robershotte), Methods
for Analyzing and Communicating Technical and Value Information in the Tank
Waste Remediation System Program, prepared for the U.S. Department of
Energy by Pacific Northwest Laboratory, in press.
An Evaluation of PP &L's Communication with the Public During Transmission
Line Siting, a report prepared for Pennsylvania Power & Light, 1994.
A Report on Social Impacts Associated with Implementation of the Central
Valley Improvement Act, prepared for the U.S. Bureau of Reclamation and U.S.
Fish & Wildlife Service, May 1995.
ARTICLES
(Charles T. Tart and James L. Creighton), The Bridge Mountain Community:
An Evolving Pattern for Human Growth, Journal of Humanistic Psychology, Vol.
VI, No. 1., Spring 1966, pp. 53-67.
New Processes for Alternative Futures Planning, World Future Society Bulletin,
Vol. XI, No. 1, January- February 1977, pp. 3 -11.
The Limitations and Constraints on Effective Citizen Participation, in At Square
One, Proceedings of the Conference on Participation in Government Decision
Making, Washington D.C., Dec. 1977, pp. 42 -51.
Creating Organizational Climates for Citizen Participation, in Citizen
Participation Perspectives, Proceedings of the National Conference on Citizen
Participation, Stuart Langton, Editor; Lincoln Filene Center, Tufts University,
Medford, Massachusetts, 1979, pp. 214 -218.
A Tutorial: Acting as a Conflict Conciliator, The Environmental Professional,
Vol. 2, No. 1, 1980, pp. 119 -127.
The Future of Citizen Participation: Topics and Techniques, World Future
Society Bulletin, Nov.- Dec. 1980, pp. 19 -22.
(James L. Creighton, James A. Chalmers, and Kristi Branch), Integrating
Planning and Assessment through Public Involvement, Environmental Impact
Assessment Review, Vol. 1, No. 4, Dec. 1980, pp. 349 -354.
(James L. Creighton and Ken Dychtwald), Alternative Therapies and
Management of Stress and Catastrophic Diseases, in Eldercare: A Practical
Guide to Clinical Geriatrics, edited by Mary O'Hara - Deveraux, et al. Grune &
Stratton, New York, 1981, pp. 307 -317.
16
In Public Involvement and Social Impact Assessment, Gregory A. Daneke,
Margot W. Garcia, and Jerome Delli Priscoli, (editors), Social Impact
Assessment Series No. 9, Westview Press: Boulder, Colorado, 1982.
Creighton, James L., An Overview to the Research Conference on
Public Involvement and Social Impact Assessment, pp. 1 -10.
Creighton, James L., The Use of Values: Public Participation in the
Planning Process, pp. 143 -160.
Creighton, James L., Chalmers, James A., and Branch, Kristi,
Integrating Planning and Assessment through Public Involvement,
pp. 177 -184.
In Proceedings of the 1st International Conference on Social Assessment,
Vancouver, B.C., October 24 -28, 1982.
Creighton, James L., The Relationship between Public Involvement and
Social Assessment.
Creighton, James L., Designing Public Involvement and Social
Assessment Training.
Keynote Address -- Public Involvement: The Critical Path in Siting Controversial
Facilities, Proceedings, Public Involvement: The Critical Path in Siting
Controversial Facilities, a conference sponsored by the Low -Level Hazardous
Waste Program, U.S. Department of Energy, New Orleans, Louisiana, May
1986.
Public Involvement in Utility Decisions, Proceedings of the International Utility
Symposium on the Health Effects of Electric and Magnetic Fields, Toronto,
Canada, September 1986.
Uses and Abuses of Public Involvement Consultants, Proceedings, Public
Participating and Environmental Issues in the Utility Land Use Planning
Process, November 1987, Cincinnati, Ohio.
Creighton, James L., Robert Horton, and Kristi M. Branch, When Large -Scale
Farms Cut Back, Helping Workers, The Rural Sociologist, Vol. 8, Number 1,
February 1988.
Creighton, James L. and Alice S. Shorett, Dispute Resolution in the Nuclear
Waste Repository Program, Waste '88, Proceedings of the Symposium on
Waste Management, Tucson, Arizona, February 29 -March 4, 1988.
17
Mosher, Charles D., Steven N. Calvo, David A. Bella, and James L. Creighton,
Solutions to Nuclear Waste Disposal - -The Question of Trust, presented at the
49th National American Society of Public Administration Conference on
Frontiers in Public Service, Portland, Oregon, April 19, 1988.
(On behalf of a panel of experts), How Can Irrigated Agriculture Exist with Toxic
Waste Regulations ?, Toxic Substances in Water Supply and Drainage,
Proceedings, 1987 National Meeting, U.S. Committee on Irrigation and
Drainage, 1988, pgs. 3 -21.
A Comparison of Successful and Unsuccessful Public Involvement: A
Practitioner's Viewpoint, in the Proceedings of the Society for Risk Analysis,
October 1988.
Designing and Conducting Public Meetings, in Margaret S. Herrman (Ed.)
Resolving Conflict: Strategies for Local Government, Washington D.C.:
International City /County Management Association, 1994.
Trends in the Field of Public Participation in The United States, Interact: The
Journal of the International Association of Public Participation Practitioners
(IAP3), Portland, Oregon, Vol. 1, Number 1, Fall 1995.
(Creighton and J. W. R. Adams) The Cybermeeting's About to Begin,
Management Review, New York: American Management Association, January
1998.
Meeting Rooms of the Future, Group Computing Magazine, Sept/Oct 1998, pg.
28.
BOOK REVIEWS
A Review of Benjamin Barber's Book, Jihad vs. McWorld: How Globalism and
Tribalism are Reshaping the World, Interact: The Journal of the International
Association of Public Participation Practitioners (IAP3), Alexandria, VA, Vol. 4,
Number 1, July 1995.
LIST OF CLIENTS
A partial list of clients with whom Dr. Creighton has worked includes:
Alameda County Probation Department
Alumax, Inc.
American Electronics Association
American Public Power Association
Arizona Public Service Co.
Associated Electric Cooperatives, Inc.
Battelle Human Affairs Center
BC Hydro
Berkeley Public Schools
Bonneville Power Administration
Cancer Counseling & Research Center
Cancer Support & Education Center
California Dept. of Economic
Development
California Dept. of Parks & Recreation
California Dept. of Transportation
California Dept. of Water Resources
California Lt. Governor's Office
California - Oregon Transmission Project
California State Personnel Board
California Municipal Utilities Assoc.
California Urban Water Agencies
CBS Radio
Central Power & Light
CH2M Hill
City of Menlo Park
City of Glendale
Colorado State University
Cominco American, Inc.
Commodity Futures Trading Commission
Contra Costa County Office of Education
Control Data Corporation
Corporation for Public Broadcasting
Cowell Memorial Hospital
Dames & Moore
Dow Chemical
Edison Electric Institute
Electric Power Research Institute
Envirosphere Corp.
Florida Electric Power Coordinating
Group
Florida Power & Light
Grass Valley Group
Hawaii Electric Corporation
Hewlett- Packard Corporation
Hyland Laboratories
Illinois Dept. of Transportation
Institute for the Future
Job Corps
Kentucky Dept. of Transportation
Klamath County Planning Dept.
Lawrence Berkeley Laboratories
Lawrence Halprin & Associates
League of California Cities
Mills Memorial Hospital
Mountain West Research Corp.
Neighborhood Youth Corps.
Nevada State Legislative Counsel
North Dakota Dept. of Planning
Northern Tier Pipeline Company
Oakland Public Schools
Ontario Hydro
Optics Technology
Pacific Gas & Electric Company
Palo Alto Public Schools
Panhandle Eastern Pipeline Company
Pennsylvania Power & Light
Placer County Office of Education
Platte River Power Authority
Praxis
Princeton University
PSI Energy
Public Service of Colorado
Puget Power & Light
Salt River Project
San Mateo County Office of Education
San Mateo Elementary School District
SCM Corporation
Sequoia Union High School District
SRI International
Stanford University
Tennessee Valley Authority
Tennessee Valley Public Power
Association
University of California, Davis
University of California Extension, Davis
University of California Extension, Santa
Cruz
U.S. Army Corps of Engineers
U.S. Army Institute for Water Resources
U.S. Bureau of Indian Affairs
U.S. Bureau of Land Management
U.S. Bureau of Reclamation
U.S. Civil Service Commission
U.S. Committee on Irrigation & Drainage
U.S. Dept. of Agriculture Graduate
School
U.S. Dept. of Energy
U.S. Dept. of Health & Human Services
U.S. Dept. of Labor
U.S. Environmental Protection Agency
U.S. Federal Aviation Administration
U.S. Federal Highway Administration
U.S. Fish & Wildlife Service
U.S. Forest Service
U.S. General Accounting Office
19
U.S. National Park Service
U.S. Soil Conservation Service
Utility Nuclear Waste Management Group
Ventura County
Vidar Corporation
Washington State Nuclear Waste Office
Wells Fargo Bank
Western System Coordinating Council
Wickes Corporation
20
COULD PUBLIC
STOP IMPORTANT
YOUR
CONTROVERSY
PROJECTS IN
COMMUNITY?
These days no project is immune
to NIMBY (Not In My Backyard) or
its latest variation, NOPE (Not on
Planet Earth).
Many public concerns are
legitimate. But some are based
on incomplete information or fear
of change.
" The proven strategy for
minimizing public
controversy is to establish dialogue with potentially
affected individuals and groups before the situation
becomes polarized; and, to the extent possible, respond
to the public's issues and concerns during the design of
the project. ,
It works! On the next few pages we'll describe projects
where important community issues got resolved by working
with the public to find mutually acceptable solutions.
Creighton & Creighton, Inc. works with governmental
agencies, companies and other organizations to design
processes by which project proponents can work with
potentially affected citizens and groups in the community to
resolve problems and concerns during the siting or design
process.
If you are considering a project that could be controversial --
or you make recommendations to project applicants -- we'd
like you to know about Creighton & Creighton.
I
CREIGHTON & CREIGHTON, INC.
Since 1980, Creighton & Creighton (C &C) has supported
efforts to resolve potentially controversial issues through
early participation and collaborative problem solving.
James L. Creighton, C &C's President
L?,§ci) F7 personally supervises each C &C
project. In his more than twenty -five
years as a public participation
consultant, Creighton has been
involved in designing or implementing
more than 200 public participation
programs. He has been described by
the Canadian Electrical Association
as "the public involvement guru of
North America" and by the American
Water Works Association as "the
nation's leading authority on public participation." He was the founding
President of the International Association for Public Participation, the 1,000 -
member strong professional association of public participation practitioners.
Our practice is national, but many of our biggest success
stories are local. They include:
• Hewlett Packard received its permits to build a large new office building
in Palo Alto after working with neighbors to address their concerns about
traffic and visual impacts
• The Palo Alto YMCA was able to double the size of its existing facility in a
residential neighborhood
• Raychem overcame initial community resistance to build its hazardous
waste transfer station
• PG &E has sited transmission lines and substations throughout Northern
California
• A task force appointed by the City of Menlo Park City Council developed
guidelines controlling the size of rebuilt homes that significantly reduced
the heat on this controversial issue
CREIGHTON & CREIGHTON, INC.
EXAMPLES OF COMMUNITY -LEVEL PROJECTS
M
ALLIED ARTS GUILD - CITY OF MENLO PARK
The City of Menlo Park retained C &C to mediate a dispute between a landmark arts
center located in the midst of a residential neighborhood, and its neighbors. The Allied
Arts Guild, a non - profit organization, had been in operation for many years, and raises
funds for the Stanford Children's Hospital by serving lunch and selling crafts and art
work. To cope with a decline in the number of people lunching at the Guild, it shifted its
emphasis to serving people who arrived on tour buses. But the neighbors objected
vehemently to the noise, fumes, and traffic congestion created by the buses.
C &C facilitated meetings between the officers of the Guild and immediate neighbors.
There was substantial bitterness and mistrust. After several clearing- the -air sessions,
the Guild and neighbors hammered out an agreement that required buses to drop off
patrons, then park several blocks away at a nearby park and wait there until it was
time to pick up patrons. Also, the Guild agreed to open up its books to one of the
neighbors, an accountant.
About six months later, the Guild called C &C and asked that we set up an emergency
meeting with the neighbors. They said that many of the tour bus companies were no
longer willing to bring tour buses to the Guild because of the new parking
arrangements, and business was dropping off rapidly. After the Guild had laid out its
case, and the accountant had confirmed the facts, the neighbors acquiesced to a new
plan that allowed the buses to park at the Guild, with the Guild provided better
monitoring, and rearranging its parking lot to reduce the noise from buses backing up.
M
ALMADEN VALLEY SUBSTATION - PG &E
PG &E needs to increase substation capacity in the Almaden Valley area to prevent
power outages. PG &E proposed to put a large substation on the site of an existing
smaller substation. Residences surround this site on all sides. PG &E's proposal was met
by loud protests from neighbors.
At the urging of a local Councilwoman, and with assistance from C &C, PG &E agreed to
meet regularly with a neighborhood advisory group to explore all alternative sites,
including PG &E's initial preference. PG &E would share the results of its technical and
economic studies, so that the neighbors had access to the same information as PG &E's
decision - makers. This re- examination of fundamental assumptions led PG &E to identify
new sites in undeveloped areas that appear to be economically preferable. PG &E's final
decision is pending.
HEWLETT PACKARD • 395 PAGE MILL OFFICE BUILDING
In the mid -90s Hewlett Packard (HP) decided to phase -out its manufacturing facility at 395
Page Mill Road in Palo Alto and build a new office building on the site. HP discussed its
plan with the City of Palo Alto Planning Director who suggested that HP needed to work
with neighbors to reduce potential controversy since the property is surrounded on two
sides by a residential neighborhood. C &C worked with an HP team to develop a
community liaison plan. The team implemented a strategy which included a series of
workshops with immediate neighbors, meetings with the Boards of nearby Homeowner's
Associations, and a newsletter sent to community leaders.
Because the building conformed to existing zoning, HP needed only to obtain Architectural
Review Board approval. But everybody knew that if the project got controversial, it
would end up in front of the City Council. That didn't happen. Only three neighbors (and
no community activists) showed up at the Architectural Review Board meeting and all
three neighbors spoke in favor of the project, praising the manner in which HP worked
with the neighborhood. The permit was granted unanimously.
MENLO PARK "MANSIONIZATION" COMMITTEE
The Menlo Park City Council 4ppointed a task force of representatives of all
neighborhoods in Menlo Park to develop recommendations for limits on the size of
remodeled homes in residential neighborhoods. Many owners of modest one -story homes
were very upset when very large remodeled homes were built next door. C &C was hired
to facilitate the work of the task force.
Over a period of time the Task Force was able to reach general agreement on a
recommendation to the City Council. Subsequently the task force's recommendation was
largely adopted by the City Council. One neighborhood subsequently demanded
changes in the planning regulations, but Menlo Park generally enjoyed greater calm on this
issue than surrounding cities.
MOUNTAIN VIEW DOWNTOWN COMMITTEE
Mountain View's downtown has undergone a dramatic revitalization over the past ten
years. But with success has come a need to rethink the vision of the downtown. The
City Council appointed a committee that included representatives of the major business
and residential interests concerned about the downtown and asked this committee to
revise or develop new planning policies for the downtown.
C &C was hired to help the City get the committee up and running. One of the first
activities was a "CityWalk" designed to be sure committee members were familiar with
each part of the downtown, and the issues in each area. Each participant received a
workbook that directed them to visit selected locations in the downtown, recording their
experiences at these locations. Then committee members participated in a workshop in
which they shared their experiences and identified key issues in the downtown. C &C
also helped plan and facilitate the initial meetings of the committee, and helped write a new
vision statement for the downtown that was approved by the Committee. The Committee
recently elected a chair and developed its first -year workplan.
Q
PALO ALTO YMCA • BUILDING EXPANSION
The Palo Alto YMCA, located in the heart of a residential Palo Alto neighborhood, needed
to add new facilities if it was to be economically viable. But a prior effort to get a use
permit to expand had met with determined opposition from neighbors and the permit was
denied.
C &C worked with the staff and Board of the YMCA to design and implement a program of
door -to -door visits by Board members, neighborhood meetings, and the establishment of
a Neighborhood Sounding Board. Sounding Board members participated in the selection
of the architect, and the YMCA and the sounding board systematically worked through a
list of neighborhood concerns including traffic, noise, lighting, and building design. Although
the sounding board never voted to "approve" the project, many of the neighbors'
concerns were addressed and, more important, the YMCA began to prove itself as a good
neighbor.
The public hearing in front of the City Council went on for hours, but in the end the
Council approved the expansion, with a number of stipulations designed the address
neighbor's concerns. The new Palo Alto YMCA is now in operation and is economically
viable. Some of the most vocal opponents are now active members.
Q
RAYCHEM • HAZARDOUS WASTE TRANSFER FACILITY
The City of Menlo Park wanted Raychem to improve its handling of hazardous waste.
This waste was stored in steel drums in a parking lot awaiting pick -up by the special
trucks that transport hazardous waste.
Raychem responded by designing a state -of- the -art transfer facility. Virtually everything
about the facility was an improvement. But when Raychem announced its plans, they
were met by highly vocal opposition from the immediate community. The City Council
was in the awkward position of wanting to approve the project but worried about
offending an outraged community.
C &C worked with Raychem to set up a series of tours with community leaders to show
them the existing facility and look at a model of the proposed one. There were also
community meetings at which neighbors could ask questions directly of fire, safety and
regulatory officials. Although several people still spoke against the project at a City
Council meeting, the heat had gone out of the opposition and the City Council approved
the project unanimously.
Q
VASONA SUBSTATION - PG &E
In 1976, PG &E obtained a use permit from the Town of Los Gatos to build a substation at
the Vasona Site. It even went so far as to build a masonry wall around the site and do
some preliminary landscaping. But it never got around to building the substation itself.
By 1996, when PG &E proposed construction of the substation, its Los Gatos permit has
lapsed and PG &E needed to obtain a permit from the California Public Utilities
Commission. CPUC regulations require that PG &E "consult" with local governments, but
the regulations do not specify what this consultation looks like. The Los Gatos Town
Council did not take a position on a preferred site, but wrote the CPUC expressing its
belief that because of the confusion about what "consultation" meant, it did not believe
there had been an adequate process. A CPUC Administrative Law Judge directed PG &E
to set up a facilitated process.
By mutual agreement of PG &E, the Town's attorney, and the attorney representing the
neighbors, C &C was hired as the facilitator for the process. C &C's role was to get the
process set up, facilitate meetings, and prepare summaries of meetings. In addition, C &C
prepared newsletters that were distributed to almost 2,000 residents living near the
Vasona site or any alternative sites.
The committee met weekly to discuss possible mitigation measures if the Vasona site
were selected, as well as alternative sites. The committee was unable to reach agreement
on a site, but some smaller issues were resolved. The Town of Los Gatos has
expressed satisfaction with the process itself, since Town officials believe there was a
greatly improved airing of the issues. The formal CPUC process was also substantially
shortened by virtue of the facilitated process.
LIMil
WHISMAN NEIGHBORHOOD PLANNING
The City of Mountain View, CA wanted to pay attention to the Whisman neighborhood of
Mountain View, which at the time didn't have much sense of community. This
neighborhood includes a mix of industrial development, apartment complexes, and
moderate - income housing. The City knew the neighborhood hadn't received as much
attention as other parts of the rapidly development community, but when it had tried to
involve people through ordinary public hearings there was little participation.
The City of Mountain View retained C &C to help find a way to engage the residents.
C &C worked with City staff to develop a mailer that challenged residents with the
message "You can shape the future of your neighborhood!" Inside the mailer was a map
of the neighborhood, along with stickers with words like "Problem," "Park," "Traffic,"
"Walking Path" which permitted residents to put a sticker on the map to show where there
was a problem or where a desired facility would go. The mailer invited people to mail in
the completed map, or bring the map to a community workshop held on a Saturday
morning. The City made arrangements so that the mailer was hand - delivered to 4,000
residents in the neighborhood.
More than 60 people mailed -in their maps, and another 65 attended the community
workshop. This launched a planning process that has now been completed and is
considered by all to have been a significant success.
CREIGHTON & CREIGHTON, INC.
WHAT DO SUCCESSFUL PROJECTS HAVE IN
COMMON?
There are no absolute guarantees when it comes to controversial projects, but
there are common elements among those projects that do succeed
• The project sponsor seeks out the community and works with those
people who were most directly affected in an effort to address their
concerns.
• The sponsor makes appropriate design changes in response to
community concerns or includes the neighbors in developing the design.
• The sponsor provides full and complete information to potentially affected
neighbors
• The sponsor uses a team approach, with the active participation of the
sponsor's staff, Creighton & Creighton, architects or environmental
consultants.
For those who haven't used this approach, it may seem somewhat risky. It
almost seems as if is stirring up trouble, with no guarantee of a payoff at the
end. But our experience is that it is a wise investment, with significant returns
both for reducing the level of controversy and building goodwill in the
community. With this approach, instead of burning bridges you are building
them.
SERVICES PROVIDED BY CREIGHTON &
CREIGHTON
Creighton & Creighton will:
• Facilitate the development of an overall strategy
• Provide training or coaching to project staff or other team members
involved in the project
• Develop workshop or meeting formats, and if appropriate, serve as the
meeting facilitator or recorder
• Advise on ways to ensure that the planning or decision making process
maintains visibility and credibility to the community
• Review or prepare public information materials written for simplicity,
clarity and credibility
CREIGHTON & CREIGHTON CLIENTS
Alumax, Inc.
American Electronics Association
American Public Power Association
Arizona Public Service Co.
Associated Electric Cooperatives, Inc.
Battelle Pacific Northwest Laboratory
BC Hydro
Bonneville Power Administration
Brookhaven National Laboratory
California Dept. of Parks & Recreation
California Dept. of Transportation
California Dept. of Water Resources
California - Oregon Transmission Project
California Municipal Utilities Assoc.
California Urban Water Agencies
Central Power & Light
City of Glendale, CA
City of Menlo Park, CA
City of Mountain View, CA
Cominco American, Inc.
Dow Chemical
Edison Electric Institute
Electric Power Research Institute
Florida Electric Power Coordinating Group
Florida Power & Light
Hawaii Electric Corporation
Hewlett- Packard Corporation
Illinois Dept. of Transportation
Institute for the Future
Kentucky Dept. of Transportation
Klamath County Planning Dept.
Lawrence Berkeley Laboratories
League of California Cities
North Dakota Dept. of Planning
Northern Tier Pipeline Company
Ontario Hydro
Pacific Gas & Electric Company
Palo Alto Public Schools
Panhandle Eastern Pipeline Company
Pennsylvania Power & Light
Platte River Power Authority
PSI Energy
Public Service of Colorado
Puget Power & Light
Salt River Project
Santa Clara Valley Water District
SRI International
Tennessee Valley Authority
Tennessee Valley Public Power Assoc.
U.S. Army Corps of Engineers
U.S. Army Institute for Water Resources
U.S. Bureau of Land Management
U.S. Bureau of Reclamation
U.S. Committee on Irrigation & Drainage
U.S. Dept. of Energy
U.S. Dept. of Labor
U.S. Environmental Protection Agency
U.S. Federal Aviation Administration
U.S. Federal Highway Administration
U.S. Fish & Wildlife Service
U.S. Forest Service
U.S. General Accounting Office
U.S. National Park Service
U.S. Soil Conservation Service
Utility Nuclear Waste Management Group
Ventura County
Washington State Nuclear Waste Office
CREIGHTON & CREIGHTON, INC.
P.O. Box 1030, Los Gatos, CA, 95031
408/354 -8001 • Fax 408/354 -8012 • E -mail: jim@CandCInc.com
Visit our web site: www.CandCInc.com
V
What is the Brown Act?
• California Open Meeting Law
(commonly known as the Brown Act)
• Named after State legislator Ralph M. Brown;
signed by then Governor (later Supreme Court
Justice) Earl Warren
• Found in California Government Code
(sections .5 4950 et seq. )
•
In 1953 was
686 words,
after
53 sets of
amendments
in 45 years,
now
is 12,845 words
• Court "interpretations" such as meaning of the
word "meeting" that is now defined in the statute
• California Attorney General Opinions
T
What Is the Purpose of the Brown Act?
• Section 54950, legislative policy
• Require local government agencies (and their
committees and maybe subcommittees) to notify
the public of upcoming issues to be discussed
• Require decisions to be made in public view subject
to certain exceptions
• Protect against back -room deals, under -the- table
dealing
• In practice, tension between efficient conduct of
business and open conduct of business; Brown Act
resolves tension in favor of knowledge and
accountability
I
What types of committees or groups are subject to
the Brown Act?
• "Legislative bodies" defined in statute as permanent
committees with continuing subject matter
jurisdiction and hold regular meetings
• City Councils, Planning Commissions, Parks and
Recreation Commissions - these are all "standing"
committees
• Ad Hoc or "special purpose" committees
• Creation of subcommittees, task forces, etc.
• Committees with delegated authority or who
receive money and have voting members from City
Council (i.e. Chamber of Commerce)
I
What are the basic requirements of the Brown Act?
• By -laws or other similar rules must establish regular
meeting time, place
• Meetings must be held in jurisdiction (i.e. the City
limits), subject to certain exceptions
• Notice of the meeting before it occurs
• 72 hours for regular meeting
•24 hours for special meetings
• Post an agenda
• Agenda must show time and location of meeting,
and must be posted in a freely accessible location
(often identified in local Code)
• Agenda must contain general description of items to
be discussed and /or business to be transacted
• Must offer an opportunity for public to comment
on agenda items and non - agenda items within
subject matter jurisdiction; cannot prohibit critical
comments from public
I
• Precludes discussion or action on items not on the
agenda, subject to limited exceptions
*emergency items: disaster, requires
majority vote to determine emergency
•immediate need items: the need to take
action arises after agenda posted; requires 2/3
vote to put on agenda
• Public has
right to
record
meetings and /or to
view /hear
agency's
record
of meeting
• Adjourn to next meeting
• May seem complicated but NOT hard and is worth
the time
.t
What
are
meetings
and
what
are variations
or other
procedures
(such
as if
there
is not a quorum)?
• Meeting defined in statute
• Adjourned meeting (items carried over to next
regular meeting and notice of adjournment must be
posted - no new items can be added)
• Continued meeting procedures - same as adjourned
unless less than 24 hours
• Changing location of meetings after posting (size of
crowd, availability of facility)
• Switching meetings due to holidays or vacations
• Reminder of possible relation to By -laws or local
policies that may exist
I
What happens if the Brown Act is not followed - what
remedies exist?
• If there are complaints about violations of the Act
there must be a "demand for a cure"
ost common complaints are from the newspapers
• Judicial action (criminal - District Attorney
prosecutes as .a misdemeanor; civil action by DA or
citizen to invalidate action taken unless "substantial
compliance ")
• Open discussion of alleged violations
What are some actions which may create Brown Act
violations?
• Ex parte communications; potential due process
problems, decision makers should all have same
information, should declare ex parte contacts
• "Seriatim" meetings
illegal meeting, meet
same time and place
illegal action, action
vote
of a quorum (daisy chain);
ting is majority "present" at
to hear, discuss, deliberate;
is commitment, promise, actual
• Hub- and -spoke meetings
• Discussion and /or action on items not on agenda
• Discussion and /or action on items outside of
meeting by obtaining collective concurrence of
quorum
• E -mail, memorandum, phone call to other members
asking what they think about a matter on next
agenda
• Secret votes prohibited
I
As a member of a commission or board which is subject to
the Brown Act, what are important items to remember and
what are some intangible benefits of the Brown Act?
• Only discuss and take actions on items on the agenda
• Always provide for items from the audience
• Be careful about agenda items outside the public meeting
(communications which are not "on the record")
• Appearances are important
• Take it seriously!
• Prevention of violations is best solution
• General fund gets the bill for violations that result in
attorneys fees
• Trust in government (no back room deals)
• Good relations with the press and communication of
accurate information about items to be discussed or
actions to be taken
• Encourages participation by public in the public's
business
4
What types of situations are not violations?
• Examples can be park openings /dedications,
promotional events, concerts in the park, fund-
raisers, parades, high school graduations, sports
events
• Chamber of Commerce mixers, Boys and Girls Club
auctions
• Caveat - don't have a quorum together talking
about commission business!
• Informational meetings - one on one contacts with
staff or proponents /opponents
Resources for more information about the Brown Act
• Consult your staff, the city clerk and /or the city
attorney's office (early and often!)
• State of California legislative website on the
Internet, www.leginfo.ca.gov
• User's Guide to Ralph M. Brown Act: "Open and
Public 11" (May 1994); League of California Cities
• The Brown Act: "Open Meetings for Local
Legislative Bodies" (1994); California Attorney
General's Office
• "A Pocket Guide to Open Meeting Laws in
California: The Brown Act "; Society of Professional
journalists (415 -703 -7902)
• Western City, February 1999, Wonderful article
with the history of the Brown Act in the League of
California Cities' magazine
• Rules may be somewhat different for some agencies
(i.e. school districts, hospital districts) - don't
apply the rules discussed today without further
inquiry
• Check your local rules, policies and by -laws
-711T
Children belong
in neighborhoods-,
I have been follow_ing:tfie articles and.
the debates about improving or installing,
new
playing fields at the Marshall Lane:. .
School. the latest comment was -that .`.'we-; ,
don?t want more children, in our -neigh
borhoods.".We need t to
create 'a neighborhood' and most.
impor.tantlythesb children are our future.
i onsifefields"
-top
Aren't they entitled
in a save environment?.It'is not 9 lotto .ask.
The field it MarshallLane is being used .
now for sports; ham a.bit conf used, what
-
the conflict is:aboUt to* want to improve
.'these,fields. Isn Vit important not to risk.-
thechance of injuries?.
At stated by Larry ,Fine in the Jan:.:27th
issue Of'SAWAT'06A NEWV'It should'algo
;:.'be noted` -that :.even;without -the field
improvements, whichAl will enjoy, the.
fields can be.'us'edby* any "and all citizens."
It is interesting that if the school had the
money to improve these fields, it would be
done—no questions asked. , --
We all must remember what is in the
best interests of the children.
KATHY SMITH
Paseo Flores
March 1, 1999
Parks and Recreation Commission
RE: Marshall Lane Proposed Sportsfields
Dear Members:
Are you aware that if the proposed fields were to be put in at Marshall Lane School,
Saratoga would be using our developer tax dollars to put a field at a Campbell School
which would benefit Quito Little League consisting of players largely from San Jose,
Campbell, and Los Gatos? To put the fields at Marshall Lane School would be spoiling
your own Saratoga neighborhood with 500 more cars per day and on weekends.
According to Bealsgroup there is not nearly enough parking.
"Charity begins at home ". Let's address the traffic, access and safety problems
already existing at Marshall Lane School. Let's not add more problems to your and our
Saratoga neighborhood.
Sincerely,
Geraldine Barrett
February 28, 1999
Saratoga Parks and Recreation Commission
RE: Proposed Sportsfields at Marshall Lane School
Attached please find an additional page to add to our original petition of immediate
neighbors opposing sportsfields at Marshall Lane School.
This addition makes 80 immediate Saratoga resident neighbors in opposition to the fields.
There were at last count (February `99) 49 Quito Little League players with Saratoga
addresses. 17 attend Marshall Lane School.
Common sense tells us that the greater number of Saratoga neighbors of the school
should have your first consideration. Especially in view of all the unresolved traffic and
related problems that already exist.
Sincerely,
Darwin S. Barrett
February 28, 1.999
To: Saratoga City Council
We, the undersigned, from the surrounding neighborhood, are totally opposed to the
installation of playfield fiicilities on the grounds of Marshall Lane School. We already
have an influx of students from outside the city attending the Marshall Lane School
which has created a tremendous traffic problem.
Name (Print) Address Signatures
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VILLA __
MONTALVO
C.,I_IF��I \i.- N1STOI"C ��TAT t. ±,i -F 1-1 \�T�
MEMO
DATE: March 1, 1999
TO: Parks and Recreation Commission Members, City of Saratoga
Irene Jacobs, City Manager's Office, City of Saratoga
FROM: Kathryn Funk
Artist Residency Program Director
RE: Possible site visit dates and times
We are pleased that the commissioners are interested in visiting the site where
Villa Montalvo plans to build the new Artist Residency facility. Rather than
attempt to find a date that all seven commissioners can agree upon, I am
suggesting the following dates as possible site visit alternatives:
Tuesday, March 2, 3:30 to 5 PM
Wednesday, March 3, 12 - 1:30 PM
Thursday, March 4, 12 - 1:30 PM
Friday, March 5, 9 - 10:30 AM and 4:00 - 5:00 PM
Saturday, March 6, 9:30 - 11:00 AM
Please confirm the date and time from the above selection by calling me at
961.5818. (If you get my voice mail, press the star key twice to leave a
message.) Please leave your name and telephone number with your requested
time.
Plan to meet me at the Villa Montalvo main office. We can view the site plan in
the gallery first and then proceed to the orchard site, if you have not already
been there on your way up to the Villa.
Thank you for the opportunity to share our proposed project with you.
15400 Montalvo Road PO Box 158 Saratoga, CA 95071 -0158 408/961 -5800 Fax: 408/961 -5850 www.villamontaivo.org
MEMORANDUM
To: Irene Jacobs
From: Heather Bradley
Date: February 8`h, 1999
Subject: Central Park Orchard
James asked me to gather all of the information I could find regarding the Central Park
Orchard to help you respond to questions about turning it in to play fields I guess.
The first items are from the General Plan Open Space Element and Area H plan, then copies
of everything in the Heritage Preservation file with the application form and City Council
Resolution which makes the site not only an Inventory property, but a City Designated
landmark. Next are newspaper articles about the orchard.
If I come across anything more I'll forward it to you. Let me know if there is anything else
you need.
1983 General Plan of the City of Saratoga
OPEN SPACE ELEMENT (OS)
To. assure that cities and counties recognize the open space
land is a limited and valuable resource which must be con-
served wherever possible. To assure that every city and
county will prepare and carry out open -space plans which,
along with state and regional open -space plans, will accomplish
the objectives of a comprehensive open -space program.
OS.1.4 The City owned orchard land (Central Park), bounded by Wildcat
Creek and Fruitvale and Saratoga Avenues shall be designated
as an historic resource under the heritage preservation
ordinance. /
Saratoga flews ...
(Looking back on his 8% years as Saratoga's city
manager, Beyer points to sev e 1.apcomplishments. He
�s4id . that he is �roud how the City organized the
community center }Ie is pleased that the City purchased
orchard land from Allendale Avenue to caratoaa Avenue.
( "I believe that it will be the last remaining orchard in .
Saratoga. And he is especially happy with the outcome
of the library bond issue.
"There was lots of community dialogue in 1979 when
the bond issue was on the ballot," he recalled. "Even _
though those were tough economic times, it's a tribute to..
the people of Saratoga that they passed the bond.I am
also pleased that we installed solar heating in the library,
even though we got a lot,of guff about it. I think that the
demonstration unit will become more valuable with
time,". _ _
11. IF..
OPEN SPACE ELEMENT
CITY OF SARATOGA
Planning Commission Recommended Approval on 7/14/93.
Adopted by City Council 11/17/93
A I 'L
43. Agricultural Land. The City strongly supports the use of Williamson Act contracts
to preserve land in agricultural use. In addition, the City shall consider the formation
of an Agricultural Land Trust to acquire the development rights of lands currently in
agricultural use in order to prevent the loss of such lands to urban development. The
City shall also consider the purchase of agricultural land for leaseback to farmers.
44. Funding. The City shall establish and maintain a coordinated funding program for
neighborhood and community parks and open space acquisition. The City should pursue
all means available including private donations and dedications, private land trusts, State,
Federal and other grant sources, use of assessment districts, bond issues, development
requirements, user fees, public /private joint ventures and all other means to insure park
and recreation facilities are available for all City residents.
45. Acquisition Legislation. The City should support the enactment of Federal, State
and local legislation intended to facilitate city's ability to acquire the surplus property of
public agencies for parks, open space and recreation purposes.
46. Open Space System Coordination. The City shall coordinate the City's open space
system with adjacent cities and county, state, regional and private open space systems.
The City shall encourage and seek agreements with other governmental jurisdictions such
as the Mid - Peninsula Open Space District, for the purpose of funding acquisitions, and
coordinating the improvement, maintenance and use of open space.
47. Dedication Acceptance by other Agencies. The City encourages the County and
other public agencies to accept dedications of open space lands of regional significance,
including water sheds, wildlife habitats, woodlands, historic sites, and scenic lands.
48. Public Utility Rights -of -Way. The City encourages the Santa Clara Valley Water
District, the Pacific Gas and Electric Company and other public agencies and utilities to
provide for safe and appropriate open space uses of their respective properties and
rights -of -way.
Implementation Programs
s. Dedications and In -Lieu Fees. The City shall require the sponsors of new residential
housing to provide for the open space needs of future residents of that development in
accordance with the Saratoga Park and Open Space standards and Quimby Act Parkland
Dedication Requirements. Needs may be satisfied by the dedication of land and
development of recreation facilities to serve the new residents. In -lieu fees may be
considered when, during project review, it becomes clear that dedication and
development of parkland is not a feasible or appropriate option.
t. New Funding. The City may consider expanding the existing Landscaping and
Lighting District, and consider increasing the business license, utility, construction and
23
AREA H, FRUITVALE WEST
Fruitvale West is bordered on the north by Saratoga Avenue, on
the east by Fruitvale, on the south by Saratoga -Los Gatos Road
and on the west by Park Place. Fruitvale West is a mixture of
residential densities and orientations, interspersed with some
vacant land. Wildcat Creek and several smaller unnamed tributaries
of Wildcat Creek meander throuqh this area. Much of the core of
the area is in orchard, but only one of these orchards is under
Agricultural Preserve. Residential densities vary from R- 1- 10,000
(4 per acre) to R -1- 40,000 (1 per acre). One of the large orchards
is zoned Agricultural with one corner zoned Planned Community.
The lowest density residential area (1 unit per acre) is
encompassed by Montauk Drive, Fruitvale, Saratoga -Los Gatos to the
back of the lots on Horseshoe Drive. This area is almost completely
developed and is similar in character to the adjacent Fruitvale-
Sobey Road area. The higher density single family uses extend
about three - quarters of the way along Saratoga Avenue toward the
Fruitvale intersection. The highest densities (R -1- 10,000) are
close to the Village, between Park Place and Lutheria Way, and tend
to be oriented to the Village. The two units per acre development
extends from Lutheria to the undeveloped parcels near the corner
of Saratoga and Fruitvale Avenues. The Fruitvale West area
contains one church, two schools: Sacred Heart and Redwood Junior
High, the Civic Center, the Youth Center, the Senior Citizens
Center, the Post Office, the Library, and one undeveloped park
(Central Park) on Fruitvale adjacent to City Hall. The new library
occupies a small percentage of this thirteen acre park, part of
which is City orchard. As with the other areas, Fruitvale West
is bounded by arterials; however, this area lacks through - collector
streets.
Future development in the area should be limited to single family
residential. The higher density (R -1- 20,000) should be confined
to the west side of Wildcat Creek and its major tributary. Flood
plain zoning and protection should be observed in any development
in this area. One acre single family residential density should
be extended to the east bank of Wildcat Creek and its major
tributary.
There is a shortage of public open space and recreation areas in
the Fruitvale West area, particularly west of Wildcat Creek. As
the orchards are developed, the absence of park areas will become
more noticeable. The banks of Wildcat Creek and its tributaries
should be protected for open space use wherever possible. Areas
particularly prone to flooding might also be preserved and used
for recreation purposes. Here the large private lots provide
visual relief and meet personal recreation needs.
The Fruitvale West area is so well served by peripheral arterials
that the need for a through - collector has been mitigated. Residents
of the area express little concern for the inconvenience resulting
4 -23
AREA H, FRUITVALE WEST
from the absence of a through- collector, and the Fire and Sheriff
Departments report that the surrounding arterials provide
sufficiently good access that a collector street is not necessary.
Projections for average daily traffic on Saratoga -Los Gatos Road
(Route 9) will probably require future attention to the intersection
of Routes 9 and 85, Saratoga Avenue and Big Basin Way. Traffic
drops off significantly on Saratoga Avenue north of Herriman
Avenue. The major traffic generators, the churches, the college
and high school, are south of or at Herriman Avenue. Therefore
it is suggested that Saratoga Avenue be improved from Fruitvale
to the intersection of Herriman Avenue. As part of the improvement,
the paved area and moving lanes should be more clearly marked.
4 -24
AREA H - GUIDELINES FOR AREA DEVELOPMENT
1. Future development in the Fruitvale West area shall be limited
to single family detached residential uses. Areas of more than
one unit per acre shall be confined to the west side of Wildcat
Creek and its major tributary.
2. Flood Plain Zoning should be strictly enforced in the undeveloped
area along Wildcat Creek and its tributaries.
3. To provide needed open space and passive recreation areas, the
banks of Wildcat Creek, and its tributaries should be preserved
as open space and developed with pathways wherever possible.
4. Saratoga Avenue should be improved from Fruitvale to Herriman
Avenue. Improvements should include delineation of traffic and
bike lanes, the pruning of trees and the improvement of safety
along Saratoga Avenue.
5. Traffic projections for Saratoga -Los Gatos Road indicate that
the use of Saratoga -Los Gatos Road (Route 9) will be increased
by 1990. Highway 9 has been designated a scenic highway and
therefore any future expansion should be actively discouraged.
The City shall work with the State to ensure that needed im-
provements will mitigate problems created for adjacent land uses
and to protect the scenic quality of this highway.
6. The City orchard land (Central Park) bounded by Wildcat Creek
and Fruitvale and Saratoga Avenues, shall be designated as a
heritage resource under the Heritage Preservation Ordinance.
7. If public ownership of Redwood School is not possible, restrict
use of this property to residential development at densities
and intensities no higher than adjoining R -1- 40,000 residential
development.
8. Vacant residential parcels shall be developed as single family
residential at the same density as the surrounding residential
area.
4 -25
Fruitvale and Saratoga Avenues
IT his orchard, at the
southwest corner of Fruitvale
and Saratoga Avenues, was
originally part of the large
Marion- Cox - Kitchen-
Seagraves Ranch. It has been
preserved by the City of
Saratoga as a link with our
agricultural past and continues
to be a producing orchard for
apricots and prunes.
HISTORIC RESOURCES INVENTORY ( #24)
IDENTIFICATION
1. Common name: Central Park Orchard
2. Historic name: Marion - Cox - Kitchen - Seagraves Ranch
3. Street or rural address: S.W. corner Fruitvale and Saratoga Avenues
City: Saratoga Zip: 95070 County: Santa Clara
4. Parcel number: 397 -30 -53
5. Present Owner: City of Saratoga Address: 13777 Fruitvale Avenue
City: Saratoga Zip: 95070
Ownership is: Public: X Private:
6. Present Use: Heritage Orchard Original Use: Orchard
DESCRIPTION
7a. Architectural style: Not applicable
7b. Briefly describe the present physical appearance of the site or
structure and describe any major alterations from its original
condition:
Located on the southwest corner of Saratoga Avenue and Fruitvale is
this prune and apricot orchard, consisting of nearly fourteen acres.
It is well maintained and new fruit trees are planted to replace
diseased or dying ones. The orchard is traversed on its southern
boundary by Wildcat Creek and the property is relatively flat.
8. Construction date: N/A
Estimated:
Factual:
9. Architect: N/A
10. Builder: N/A
11. Approx. prop. size
Frontage:
Depth:.
approx. acreage: 13.9
12. Date(s) of enclosed
photograph(s): 1988
. s , It
13. Condition: Excellent: Good: X Fair: Deteriorated:
No longer in existence:
14. Alterations: Construction of Saratoga Community Library in adjacent
acreage.
15. Surroundings: (Check more than one if necessary)
Open land: Scattered buildings: X Densely built -up:
Residential: X Industrial: Commercial: Other:
16. Threats to site: None known: X Private development: Zoning:
Vandalism: Public Works project: Other:
17. Is the structure: On its original site? Moved? Unknown?
18. Related features: Site is traversed on its southern boundary by
Wildcat Creek.
SIGNIFICANCE
19. Briefly state historical and /or architectural importance (include
dates, events, and persons associated with the site).
Central Park Orchard exemplifies the agricultural era that was very
important in Saratoga's early history. Many years ago, orchards of
prunes and apricots covered the Santa Clara Valley, particularly in and
around Saratoga. Orchards were the economic backbone of Saratoga.
This orchard has been owned by several prominent Saratoga families:
the Marion family in the 18801s, F.C. Cox in the 1920's and W. Seagrave
in the 19501s. This site has been designated by the City of Saratoga as
a Heritage Landmark, in acknowledgement of its importance to Saratoga's
history.
20. Main theme of the historic resource:
(If more than one is checked, number
in order of importance.)
Architecture: Arts /Leisure:
Economic /Industrial:
Exploration /Settlement: 2
Government: Military:
Religion: Social /Ed.:
Agriculture: 1
21. Sources (List books, documents,
surveys, personal interviews and
their dates).
Saratoga Parks Booklet; Property
Deeds; Dan Trinidad, City Parks
Director, 1986.
22. Date form prepared: 4/88
By (name): SHPC
Organization: City of Saratoga
Address: 13777 Fruitvale Ave.
City: Saratoga Zip: 95070
Phone: 867 -3438
Locational sketch map (draw and label site and
surrounding streets, roads, and prominent landmarks):
NORTH
(11
EMAM
Ua
A
sA R�
?O
G^1
CITY of = � ' ATOGA
13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070 • (408) 867 -3438
January 25, 1995
Santa Clara Historical Heritage Commission
c/o Lois Sklar, Clerk of the Board
County Government Center
70 West Hedding St.
San Jose, Ca 95110
Subject: Grant Proposal
COUNCLL NIEN113ERS:
Ann Make Swaer
Fain E. Jacobs
Giiian A901D,7
harFn 7ucker
Dmald L. Wolf;
This note is in response to your request for further information
regarding the existing maintenance program for Saratoga's Heritage
Orchard.
Since the City purchased the property in the mid 19701s, an
orchardist has been under contract to provide all routine
maintenance. As indicated in the grant proposal text, this includes
irrigation, spraying, pruning, discing, thinning and harvesting. A
copy of the contract is attached for reference.
I hope this information assists the Commission in deciding to help
Saratoga restore this valuable historical and agricultural
resource. If any additional information or background is needed, I
would be pleased to provide. I can be reached at 867 -3438 ext. 233.
Sin e l
y'
George bite, Secretary
Heritage Preservation Commission
attachment
hhcl
Printed on recycled paper.
THIS AGREEMENT made this 1st day of July 1 1992 by and between
the CIT- OF SARATOGA, a municipal corporation, hereinafter referred to as
City; and MATHEW NOVAKOVICH, hereinafter referred to as Contractor:
WITNESSETH:
WHEREAS, City is the owner of approximately 14.1 acres of real property
located on Saratoga Avenue in the City of Saratoga, County of Santa Clara,
State of California, and consisting of a prune and apricot orchard, and
Contractor is interested in cultivating said orchard, harvesting the crops
therefrom and selling the same on the following terms, covenants and
conditions:
NOW, THEREFORE, IN CONSIDERATION OF THE FOLLOWING TERMS AND COVENANTS
and conditional upon their fulfillment it is hereby agreed by and between the
City and Contractor as follows:
1
1. Contractor agrees to farm said orchard property in a manner
consistent with good farming practices, including but net limited to
spraying, , ;cultivating, pruning, discing, fertilizing, watering, replacin-
trees or grafting of trees, harvesting of crop, and delivery and selling of
crop.
2. City agrees to provide funds not to exceed $16,000 per crop year
to assist with farming and maintenance of orchard, including replacement of
trees, as long as Contractor agrees to peform or have performed the labor
involved in said work.
3. Contractor shall retain all of the gross sales proceeds from the
harvest cf said crop for said orchard, in consideration of the frregoing.
4. Contractor agrees to provide City, on an annual basis after harvest,
an itemized account_ng of costs of farming the orchard in the aforementioned
manner, and shall provide City with receipts showing gross sales or proceeds
from sale of crop resulting from harvest of said orchard. The Contractor
will sub; ,�it all invoices for eac:: crop year on or before June 30 of each
year. No invoices will be accepted for the previous crop year after June
5. The term of the agreement shall be from July 1 through June 30th of
each year. This agreement shall automatically renew from year to year until
such time as City or Contractor terminates as outlined in paragraph 7 or 8.
Upon termination thereof, Contractor agrees to leave said premises in good
an' orderly condition in accord with good farming practices in the County of
Santa Clara, State of California.
6. It is understood and agreed that NOVAKOVICH is an independent
Contractor and has not been given and is not given a lease of said premises
or any part thereof and acquires no easement nor interest in said real
property.
7. Anything to the contrary hereinabove notwithstanding, City reserves
the-right to terminate the within license on sixty (60) days prior written,
notice to Contractor, in the event City should determine to develop said real
property or any portion thereof as a public par's prior to the expiration of
the within Crop Agreement. In the event of such termination at anytime prior
to the completion of an annual harvest, which termination prevents Contractor
from completing any such harvest, then as a condition precedent to such
termination short of permitting Contractor to complete such harvesting, City
shall reimburse Contractor for all costs and expenses of spraying,
cultivating, pruning, discing and otherwise farming said orchard property
preparatory to such harvest, to the extent that such costs and expenses would
constitute an out -of- pocket loss to said Contractor. In no event shall any
costs and expenses incurred by Contractor after receipt of the aforesaid
notice of termination be included in the computation of any of said losses.
J
3. In addition to the paragraph above, both City and Contractor each
reserve the right to terminate the within license on sixty (60) days prior
,, ,iritten notice to the other, providing the notice is presented so that
termination occurs during the period of October to February of any year.
Neither party ma:, terminate this agreement during the growing or harvest
season of said orchard under this paragraph.
9. This agreement and any and all rights contained herein is
nonassigra.1le by Contractor without the written consent cf City first had and
obtained.
IN WITNESS WHEREOF, the parties :Hereto have executed this agreement the
day and year first above written.
CITY OF SARATOGA, A Municipal
Corporation
By:
ATTEST:
CITY CLERK
CONTRACTOR:
MATHEW NOVAKOVICH
14251 Fruitvale Avenue
Saratoga, California 95070
867 -3131
U
ORDINANCE NO. HP -3
c
AN ORDINANCE OF THE CITY OF SARATOGA DESIGNATING
THE PROPERTY KNOWN AS CENTRAL PARK (APN 397- 30 -53)
AS A HERITAGE RESOURCE
The City Council of the City of Saratoga heroby ordains as follows:
SECTION l: After careful review and.consideration of the report of
the Heritage Preservation Commission, the application and supporting
materials the City Council has determined that the findings per
Exhibit "B" can be made and hereby: designates tape property known as
Central Park as a Heritage Resource of the City of Saratoga.
SECTION 2: This designation shall become operative and take effect
thirty (30) days from its date of passage.
This ordinance was regularly introduced and after the waiting time
required by law was thereafter passed and adopted this 15th day of
August 198.4 , by the following vote:
AYES: Councilmembers Callon, Clevenger, Hlava, Moyles and Mayor Fanelli
NOES: None
ABSENT: None
ABSTAIN: None
MA OR
ATTEST:
DEPUTY CITY CLERK
EXHIBIT "B"
REPORT OF FINDINGS
1. Central Park has special historical, cultural, and aesthetic
value as part of the heritage of Saratoga and Santa* Clara County.
2. Central Park satisfies criteria a, e, and g of Section 5 of
Ordinance No. 66 in that its orchard exemplifies the agricultural
use of land which once dominated the Santa Clara Valley, it is an
established visual feature of the neighborhood, and contributes
to the unique natural setting of Wildcat Creek which is of special
aesthetic interest and value.
C
C
EXHIBIT "B"
REPORT OF FINDINGS
1. Central Park has special historical, cultural, and aesthetic
value as part of the heritage of Saratoga and Santa* Clara County.
2. Central Park satisfies criteria a, e, and g of Section 5 of
Ordinance No. 66 in that its orchard exemplifies the agricultural
use of land which once dominated the Santa Clara Valley, it is an
established visual feature of the neighborhood, and contributes
to the unique natural setting of Wildcat Creek which is of special
aesthetic interest and value.
2. Report from Heritage Preservation Commission Concerning Ordinance
Designating Central Park as Heritage Resource
Sharon Iandsness spoke as Chair of the Heritage Preservation Commission. She
explained the ordinance and the Commission's desire to establish support for it.
She felt that adopting the ordinance would follow the General Plan and set a good
example for the community, encouraging citizens to apply for Heritage Resource
designation. Assistant Planner Flores pointed out that one of the General Plan
policies, as well as the Area H General Plan Guidelines, called for the designation
of Central Park as a Heritage Resource
Mayor Fanelli thanked the Heritage Preservation Commission on their outstanding job.
She stated that she had been told that_the City had acclAired the land partly for the
future use for a museum, cultural center, or other .City use. Ms. Landsness replied
that the Heritage Resource designation could be removed through due process.
Assistant Planner Flores added that any such project would have to be reviewed by
the Commission to determine its consistency with the agricultural and historic
nature of the site if it were designated as a Heritage Resource. Further, he said,
the land is designated as Open Space, so such projects would require a General Plan
amendment. Mayor Fanelli commented that over a period of time the essence of a
site's character can be lost; she felt that documentation was needed to preserve
that essence.
CALLON /HLAVA MOVED TO READ ORDINANCE BY TITLE ONLY, WAIVING FURTHER READING. Passed
5 -0.
CA1WN /H11AVA MOVED TO INTRODUCE ORDINANCE. Passed 5 -0.
Councilmember Moyles stated that although he supported the ordinance he had certain
reservations which he requested be transcribed verbatim. (Councilmember Moyles'
statement appears below.)
"I will vote for the motion, but I will make it explicitly clear to the community
that I reserve the right to reverse this judgment if I find myself unable to provide
my constituents essential City services in the future. And I would say, still, that
there is no City asset that is not subject to that same jeopardy. Until the City is
on stable, predictable sources of funding, we will have to look wherever we must.
Even if we don't like looking in these places, we will still have to consider them
as sources of funding if the day comes when we can't keep the police on the streets
or pave the streets the police are supposed to be riding on. So with that
explanation, I will vote in favor of this ordinance changes. As I understand it, it
adds a very useful loop to the reconsideration process if we do have to renege on
this commitment tonight. It's appropriate to have the Heritage Commission be a part
of that process. It would serve to alert the community to a very difficult and
painful decision that we would be addressing, and I can support that. But I don;'t
want this to be interpreted as a lifelong pledge never to reconsider these issues.
I think we're going to be looking at them in the near future."
Mayor Fanelli brought up the possibility of holding a public hearing on the matter.
Other Councilmembers felt a public hearing was not necessary because it is the
Council's decision, based on the ownership of the land; public concern is focused on
possible expansion of City offices into the site, not sale of the land; the proposed
designation is in the General Plan, which is established through public hearings;
the issue of sale of City land has been addressed in a recent public hearing; the
Council must make decisions based on the information available at the time the
decisions is made.
Mayor Fanelli directed that the minutes be incorporated with the history of the
site.
C. ORDINANCES AND RESOLUTIONS
CITY OF SARATOGA
AGENDA BILL NO.
DATE: June
11, 1984
(June 20,
1984)
DEPARTMENT:
Community
Development
c
Initial:
Dept. Hd.
C. Atty.
C. Mgr.
SUBJECT: HP -3, ORDINANCE DESIGNATING CENTRAL PARK AS A HERITAGE RESOURCE
Issue Summary
1. The General Plan calls for the designation of Central Park as a
Heritage Resource under the Open Space Element policy OS.1.4.
2. Central Park contains one of the last remaining orchards in the
City of Saratoga.
3. The Heritage Preservation Commission has determined that Central
Park meets the criteria for Heritage Resources.
4. The designation will require the review of any modification to
Central Park by the Commission.
Recommendation
1. The Heritage Preservation Commission recommends that the City Council
approve an or designating Central Park as a heritage resource.
2. The council needs to make the required finding(s) if it wishes to
adopt this ordinance after the first reading of the ordinance.
3. The second reading of the ordinance would occur at the next council
meeting and would go into effect 30 days after adoption.
Fiscal Impacts
The designation could limit City use of the property in an economic
sense and would make any sale of the - property unlikely.
Exhibits /Attachments
Exhibit A - Staff Report dated June 11, 1984
Exhibit B - Application and Commission findings.
Exhibit C - Ordinance No. HP -3
Exhibit D - Heritage Resource criteria
Council Action
C
EP RT-_" __. TO...... -
CITY COUNCIL
DATE: 6/11/84
COUNCIL MEETING: 6/20/84
SUBJECT HP -3, Central Park, Southwest Corner of Saratoga Avenue
and Fruitvale Avenue.
At its meeting of May 23, 1984 the Heritage: Preservation Commission
reviewed, on its own initiative, the designation of Central Park as
a Heritage Resource in accordance with the Heritage Preservation
Ordinance. This was done in compliance with the General Plan which
calls for this designation under Open Space Element Policy OS.1.4
which.reads as follows:
OS.1.4 The City owned orchard land (Central Park), bounded by
Wildcat Creek and Fruitvale and Saratoga Avenues, shall
be designated as an historic resource under the heritage
preservation ordinance.
OS.1.4 (Imp) Refer to the Heritage Preservation Commission
The Commission gathered information on Central Park which it has
used to fill out the attached application. After review of this
information the Commission made specific findings indicating that
Central Park conforms with the criteria of the ordinance and is
recommending that the Council approve this designation.
One of the reasons for this recommendation is that the orchard in
Central Park is one of the last remaining orchards in Saratoga that
is actively maintained and used. It is an important legacy of Saratoga's
and -Santa Clara Valley's agricultural history.
The City Council must now decide to approve, modify or deny the request.
To approve the request the Council must adopt an ordinance designating
Central Park as a Heritage Resource. The ordinance will go into
effect 30 days after adoption. Prior to adopting the ordinance the
Council must make the findings shown on Exhibit "B" of that ordinance.
Once the designating ordinance goes into effect, Central Park will be
subject to the regulations of Ordinance No. 66 which will restrict
changes permitted to the site and require review by the Commission
prior to any changes to the site.
Report to the Mayo City Council 6/11/84
HP -3, Central Park C Page 2
RECOMMENDATION: The Heritage Preservation Commission has made findings
indicating Central Park complies with the criteria of the ordinance
and is important to the history, especially agricultural history, of
Saratoga. Therefore, the Commission recommends that the City Council
designate Central Park as a Heritage Resource.
APPROVED ...�i
Mjphael Flor s
Assistant Planner
MF /bjc
C.C. Agenda 6/20/84
Da(-
Received
Designation No. V p- 3
Meeting Date
Fee
(No fee for designation only)
CITY OF SARATOGA HERITAGE RESOURCE
DESIGNATION /PERMIT APPLICATION FORM
I, Identification of Heritage Resource
A. Name
1) Common Name Central Park
2) Historic Name
B. Location /Address Corner Saratoga Ave. & Frvitvale Ave.
C. Assessor's Parcel Number 397-30-53
D. Use of Site Open space and orchard
1) Original Orchard
.E. Present Owner City of Saratoga
(Please attach.documentation of ownership)
1) Address -13777 Frvitvale Ave., Saratoga
2) Phone Number 867 -343$
3) Public or Private Ownership Public
4) Has Owner been Notified of Application? N/A
II. Purpose of Application
A. Application for Designation.or Permit? 'Designation
I. If application for permit briefly describe proposal and
alterations required.
B. Application for Heritage Landmark, Lane or District?
1. If application for heritage lane or district please
attach required petitions (Section 6(a) Ord. No. 66).
Heritage Landmark
C
III. Description
A. Briefly describe the present physical appearance of the
site (including major vegetation features) or structure
and describe any existing major alterations from its original
condition:
The area is currently being held Iin open space and orchard
until the potential for development occurs. The City of
B.
C.
D.
E.
.Saratoga is currently speeding funds to improve the orchard
so that it will be a productive crop- bearing orchard. he
orchard is currently under crop agreement on a yearly basis
and within five years will--be comp e e y self-supporting
Architectural Style possibly revenue producing.
Year of Construction
Name of Architect or Builder"
Approximate property size in feet
description if available)
1) Fronta e 1225 feet
(please attach legal
g -
2 ) Dep th 800 feet
3) Approximate Acreage acres
F. Condition of Structure and /or Site (circle one):
1) Excellent 2) Fair 3) Deteriorated
G. Is structure altered or unaltered?
H. Secondary structures on site. Describe..
No
I. Is this the original site or has the structure been moved?
N/A
2
� C
J. Photo (Date Taken: ( I Location Ma
A
N
(Label site and surrounding street!
roads and prominent landmarks)
IV. Significance
A. Briefly describe historical and /or - architectural importance
of the resource (include dates, events and persons associated
with the site): t
•rnls orchar' is one of the last remaining rune and apricot
orchards in Saratoga. Because these crops are so signif cant
in Saratoga's agricultural history preserving them as a
— valuable resource is very important. (See Attached sheet)
(Attach sheet if more space required)
B. List sources used to determine historical value (i.e. books,
documents, surveys, personal interviews and their dates):
Saratoga Parks booklet
Property deeds
Mr. Dan Trinadad,
C. Does this site/structure have a county, state or federal
historical landmark designation? No
V. Form submitted by:
1) Name
2) Address
3) Phone Number
4) or Saratoga Heritage Preservation Commission XXX
3.
C
IV. (continued)
This site was originally
by the following people:
(no relation to the old
(1950's).
C
part of the Quito Rancho and was owned
The Marion Family (1880's), F.C. Cox
Cox Family) (.1920's), and W. Seagrave
� C
I M P O R T A N T
Prior to submitting an application_ -for heritage resource designation
or permit application to alter such a resource, the following should
be read carefully. j
I, the applicant, understand that by applying for a permit
to alter such a resource that the site of this resource will
be subject to the limitations and provisions of Ordinance No.
66. I also agree that these limitations and provisions will
be complied with as well as any conditions upon which the
application is granted. In witness whereof, I here unto set
my hand this _day o �� , 198
Signature
Print NameZA7p(,/4 CAC-t& PK-06- S047-tUA/�v,{l,r,(fS'Slo�/
Address 13777 fj 1(tW,4 & 24Y& �A gS"o7o
Phone: Residence
Business 0(07- 3 V3g
VI. Recommendation of Commission to (circle one):
City Council Planning Commission /Community Development Department
A. The Heritage Preservation Commission is fo /against the
ropose designation. /permit application.
B. Comments: We..feel- that - Central Park should be retained
as orchard property since it exemplifies an era that was
extremely important in Saratoga's. history. We feel that
it is vital that.this orchard be portected as a heritage
resource since it is one of the last remaining orchards
in the Citv.
4
•� c
CENTRAL PARK
'9,%1•IE- e4
(4) C
19722 ` I
1'1S'2S In •�., sy�"tb -24
0) �4
w70A 'A0ti
X 31'~9 2<. . O '
.9691
1�t.41 9'27
ya1.49 * �N\ Tl
:968 t Ov
O �9f sy :z e Y.
1 p ?`
1 r 397 -3o -S;
l�
397-50-47
\3c,,
397• •So• 41.
IS
e�
e
t--�
' ': -
10.
C �
C. Findings:
1. Central Park has special historical, cultural and
aesthetic interest and value as part of the heritage"
and history of the City and County.
2. Central Park satisfies criteria a, e, and g of
Sections 5 of Ordinance No. 66 in that its orchard
exemplifies the agricultural use of land which once
dominated the Santa Clara Valley, it is an established
visual feature of the neighborhood, and contributes
to the unique natural setting of Wild Cat Creek which
is of special aesthetic interest and value
Signed �I ������o�
C�airmar. of Heritag— e�-
Preservation Commission
5
__
'Continued from page 1 . - -
tect Julia Morgan, cif Saratoga
SubBCtl�bCt Ed1L10II
timeless building `
`Avenue If the Village, said Reid. Its I 25°
designation 'came about "through _
the ladies of the Foothill Club. They -
applied, and met the criteria, and
: -now the building win be Preserved," 12 -400 -
ICTJRT
VOF, STLR - -
-Ale Heritage Preservation Com- 1�' 2 51 �URi� S � ] AY ti = News 252�68f '
mission is not about to rest on its . 'i G t� , S � . 95070 C�eMA& 252 -2t 3i -
laurels following its recent success.. S rR =1`� _12 6 =�� - -- ,: ckcuion:26re57o
--
.Heid said that about 70 local build- -
ings and sites which the commission z52�88t
Protected have - -- _ - --
would like to see P ���
been recorded on a registry. Next on �R
the list is the Judge Foster House,
now an office building, between z A a
Third and Fourth streets on Big,.x
Basin Way. s,
ANSI
- The Saratoga.City _Council. has dedicated 13.9 acres of city - owned orchard at the- corner of Saratoga and: Fruitvale avenues -as a heritage resource
• •
ounci moves
Toan -- ' •�.-' ... _
One of last in, area :designat�df �as heritage: resourceY
�, One of the commission members, . reverse my judgment V we find � .. April or May and it *ks-demonstra money - mating vellum Named till`
local architect Warren. Heid, said selves unable to provide . essential ted how Mthusiastic the Pte, is harmed Some opt the trees, apowing `
"Sara a has always - "Apricots and .prunes may be m6 bees active in city services It wiaild alert the com= about retaining this .land. -the db' blight and insect 10datian to
bought by the bushel in Saratoga, agriculture. it's important for future munity to - painful decisions if we must ad an ezample: We too are ' continue uncbected, v
but the orchards from whence the Generations to have a feeling for have to reconsider." interested in preserving our berl- He noted that the trees have' a 4�
bait germinates are exceedingly this. When I grew up here it was Mo les was to - the Cage.' 'SO _ '
Y Seer life, end t+eaCh. maturity"
bucolic. It's important to. preserve council's search for additional city Heid said that "I hope. we will withinfiveylara.
-rare in. this,, the valley of silicon whatever resources we have that
,..: operating funds months earlier. The some day have the funds to maintain . The Heritage Preservation ft `
Saratoga's .City Council wants delineate the heritage for future gear gale of tfie. orchard, which was sur- the orchard as an apricot and prime mission now has three resource
Valley residents to remember that erations. _ . plus land at 'the. time, was con- ranch. I remember my uncle ranch- designations under its belt with the
agriculture preceded computer "Unless we. preserve it three sidered: but rejected, despite, the ing when I was.a boy. It would be orchard's recent addition. - The
manufacturing, and so has dedi- generations from now will never threat of Jarvis IV. The state -wide nice to retain that industry." Saratoga Foothill Club was dedg
cated 'the city -owned 13.9-acre know we had prune and apricot initiative will appear._ on the nated in March, and Villa Montalvo :
Central . Park at the corner of orchards here. The orchard now November ballot and, if approved, Held went on to say that while the in Apt Saratoga and Fndtvale avenues as a represents an industry that is long will limit prop" — taxes to 1 per city maintains the orchard now, the The Foothill Club, built in 1912
heritage resource. gone," Heid said. cent, Saratoga's current assessment trees. contained within would in under the direction of famed archl.
The orchard is one of the few that Councilmember Linda Callon level, . some cases need to be replaced in
remain in Saratoga and, indeed, in that, "We've lost the essence Now, however, the orchard will order to �snstain '.the ranch as a - Please turn to page 3
;the entire region. The new heritage of orchards over time. This is one remain protected unless the City.
`resource.was designated as such fol- we'd like to protect." Council votes to alter its desig- i
lowing public hearings in which it Two weeks prior to the dedication nation. Its sale' "remains .'highly The orchard was. labeled an important
.� vote, however, Councilmember unlike however," said Mike • ..
war labeled an important legacy of '�' le ae of Surat a s agricultural his
�� David Moyles said that, "This desig- F; •*ss, assistantcity planner. .
Saratoga's agricultural history by - g y � � . -
`its supporters,. the city's Heritage nation has an opportunity cost. I will vneilmember Marty. Cleven-
Preservation Commission. vote for it but I reserve the right to ger said, "We bad public hearings in tort' .'by , its supporters.
n
z
Saratoga Boy Scout Paul Hagelin will receive scouting's.highest
honor, Eagle Scout rank, Saturday at St. Andrew's Church.
-�pw ..��-- t -��-_o _ -.- --vim - - -- - - -- -- - -
this handsome sift for the city -owned Heritage off Saratoga Library.
Saratoga'youth wi ns
highest utin c honor
s o g
By Cindy Cooper erecting the sign which now keeping, computers, camping
Hard work doesn't always go
unrewarded. At least not for Boy
Scout Paul Hagelin.
He will be receiving scout -
ing's highest honor, the Eagle
Scout award at 3:30 p.m. Satur-
day, Dec. 6 at St. Andrew's
Church in Saratoga.
Seventeen- year-old Hagelin,
a senior at Saratoga High, spent
about 103 hours making and
OLM U L
Continued from page 12
A7
stands in the city's Heritage
Orchard.
In order to earn the Eagle
Scout award, Hagelin had to
earn '21 merit badges — he
earned 26, had to be a leader in
the troop — he has served as
senior patrol leader and is now
junior assistant scout master —
and had to complete a service
project which may not have got-
ten done otherwise
Twelve merit badges were
required including first aid,
safety, communication, and
emergency preparedness. His
Ykerer merit badges include bee
and hiking.
Hagelin got the idea for the
sign from Ray Swanson, city
parks and buildings supervisor.
The- sign may not have been
done in the near future because
it is more of historical value
than a pressing need, said Hage-
lin.
The sign is ' six . foot . by 18
inches and three inches thick.
The city donated the wood base,
gravel and pipes to hold it up...
The hardest part of the prot-
ect,was making the letter tem-
plate which he designed before
Please turn to page 32
engraving the letters on the
wood.
Hagelin did most of the work
himself but when it came to dig-
ging the site and putting up the
sign he was assisted by fellow
scouts Bobby Ridolfo, Jeff Var-
nell, Ted Scheel, Greg Scheel,
Dave Goreman, Brett Crawford
W
and Matt Missakian who earned
service hours for their work.
After the completed project,
Hagelin had to submit a report
to the Santa Clara County Coun-
cil of Boy 'Scouts and the Na-
tional office in Texas for final
approval.
Hagelin is a member of
Troop No. 535, a member of the
Order of the Arrow— an organi-
zation where members are
chosen by fellow scouts, and at-
tended the 1985 National.
Jamboree in Virginia.
A7
stands in the city's Heritage
Orchard.
In order to earn the Eagle
Scout award, Hagelin had to
earn '21 merit badges — he
earned 26, had to be a leader in
the troop — he has served as
senior patrol leader and is now
junior assistant scout master —
and had to complete a service
project which may not have got-
ten done otherwise
Twelve merit badges were
required including first aid,
safety, communication, and
emergency preparedness. His
Ykerer merit badges include bee
and hiking.
Hagelin got the idea for the
sign from Ray Swanson, city
parks and buildings supervisor.
The- sign may not have been
done in the near future because
it is more of historical value
than a pressing need, said Hage-
lin.
The sign is ' six . foot . by 18
inches and three inches thick.
The city donated the wood base,
gravel and pipes to hold it up...
The hardest part of the prot-
ect,was making the letter tem-
plate which he designed before
Please turn to page 32
0
City saves.orchard a's-part of history
By. Millie Bobro[i .
A fruit orchard that traces its
mots back to the nineteenth cen-
-fury `has offiElW y been pro-
claimed a "heritage orchard"
with a sign created by. Paul
Hagelin for his Eagle Scout pro-
]ect-
"We wanted the sign made so
that the people of Saratoga
would appreciate this land,"
says Sharon Landsness, chair-
man of the Heritage Preserva-
tion Commission. "It is one of
the last undeveloped orchards
left in the city."
It is one of the last
undeveloped
orchards left in
the city.'
Sharon Landsness
The 13.9 acres surrounds the .
Saratoga Community Library,
bordering the. corner. of Sara-
toga and Fruitvale Avenues.
Originally, the land was part of
the Mexican Land Grant. In
1880s the Marion family pur-
chased the property until the
1920x. F.C. Cox (no relation to
the original Saratoga Coxes)
grew apricots and prunes for the
nest 30 years . until the Sea-
graves family acquired the
erV in the 1960x.
i In 1972, the city of Saratoga
bought' 11.4 acres, adding
another 4.2 acres in 1979 and an
additional 2.6 in 1977 for a total
of 18. When the library was built,
four-and -a -half acres were tak-
en by the building and parking
area.
The ' cost of maintaining the
property runs between $8 000
and $8,000 a year, according to
Roy Swanson, parks and build-
ings supervisor. Die city has
made a crop agreement with
Matt Novkavich h-and Walt Sea-
graves (family members of the
last owner) to maintain the or-
chard in exchange for the right
to harvest and sell the fruit.
Because the trees were neg-
lected for 20 years, the orchard
.today is a far cry from the
healthy.apricot.and prime trees
that bloomed each spring, thril -.
ling residents and .visitors. "The
city replaced 400 trees two years
ago and 390 died because of di-
sease," says Swanson. "We plan
to try again this year but it will
take five.years before the trees
are productive. Eventually we
hope-the cZty will realize a profit
from the fruit but like any agri-
cultural venture, it is an 'iffy'
thy."
An orchard isn't complete
without a farmhouse, and the
Heritage Preservation Commis-
sion is currently lobbying city
officials to acquire one. The
Warner Hutton House which
stands on the West Valley Cor-
ridor has been purchased by
CalTrans. The state agency is
Willing to sell it to the city for a
token fee if a need can be found.
Landsness says that dozens of
volunfeeii groups- could use the
farmhouse for meetings:
The 180 - square foot house
was built in 1890 by Warner
Hutton, a farmer. It has a par-
lor, two bedrooms, a fireplace,
kitchen, one- and -a -half baths,
and an enclosed porch.
"The front of the Queen Anne
cottage is perfect," says Lands -.
ness. "It was never remodeled
and still has a gingerbread
look."
Although there is some talk
about moving the house _ to
Wildwood Park, Landsness says
..the Heritage Orchard is a more
local location. "The orchard
needs a farmhouse, and we can
merge two historic landmarks
on one piece of property."
Landsness doubts that the
Warner Hutton House would be
placed on the same location as
the original farmhouse since
that one, was located in a grove
of trees near Sacred Heart
Church. The historian hopes the
transported cottage would be
moved closer to city offices in
order for visitors to use city
purging facilities and tbe: build-
ing could be maintained more
conveniently by city personnel.
"We really should encourage
the city. to purchase the farm-
house from CalTrans and move
it to the orchard," says Lands -
ness. "Otherwise, CalTrans will
Just auction it off."
It's happened. The orchards which once covered this one on Fndtvale Avenue marked for
the Santa Clara Valley have become so rare they . preservation by the city of Saratoga .
are being set aside as historical preserves —Moe
Jose Stell
Staff Writer
The way orchards have been dis-
appearing these past few years, it
was predictable that one of them
some day would be singled out to
be preserved as a relic. of the vat-
ley's agricultural, past.
That "some day" is today Sara
toga's City Council has' declared
one of its few remaining orchards
as a "heritage resource ".to be pro-
tected by law from bulldozers. 5
The designation was Hurried
along after the city -owned orchard
narrowly-escaped being placed'on
the sale block a few months- ago
when the council was searching for:
untapped revenue sources.. ,
The sale of some or all of Sara -
toga's "surplus" public ,lands was a
possible source, and the umdevel-
oped 13.9 -acre Central Park at Sar=
atoga and Fruitvale avenues was
among those considered. A hearing
was held to test public reaction.
Sale opposed by public
Speaker after speaker said that
Saratoga's ' parks are a priceless
legacy of open space and should be
sold only, as a..last hedge against
municipal bankruptcy..
The council now has designated
Central Park and its orchard as a
"heritage resource." .At the urging
.'of the city's Heritage Preservation
Commission; . the - council _intro .
duced: an ordinane c to that. that effect.'
Commissioners 'based their rec-
ommendation on the fact that Cen
tral Park is the location of one of
the last prune and apricot orchards .
in Saratoga. Nhchael Flores, assis
iai L. city planner, said Ute pa-I is
represents "an important legacy of '
Saratoga's agricultural history.
Flores, warned: the . council,
though, of a possible hitch. "The
designation could limit city use of
the property' in: an economic'•
send, he said,. and would make..
.any sale of the property. unlikely. "'
'That, of course,-is the point, but
'this aspect. of the designation trou-
bled Councilman David Moyles.
"We don't, even know, because of ,
a , pending initiative, whether our
street lights are going to be lit nest
December;' ' Moyles said. "No city
asset "is not, subject to that jeop-
^ardy"
Tax bind feared .
Moyles referred to the so- called
Jarvis -IV statewide constitutional.
amendment on the November bal=
lot which, would limit all taxes- on
property to*. 1 percent — including
lighting and other special assess
.ment- district taxes.
Should the initiative be
.approved, Saratoga and most other
California cities soon would be
strapped for money with which to
provide accustomed municipal ser-
vices. .
Moyles voted with the rest of the
council to designate the park. acre-
age as a "heritage resource," but
he declared that everything has.a
price tag.,
"I want to make it clear — and I
for the record — that I reserve the
right to reverse this judgment," he
said:
Central Park
:maybe
!; nam_ ed protected land
gy gelky-Mnibou ' `. _
ger said "we had4k public bearing in
Saratoga,; City 'Council ;will
April or May and it was demon-
strated that the public is enthus-
,
dedicate Central Park. as a, heritage ,4 -� iastic about retaining this land 1be
resource if :it votes at its' second " ";•dty is setting an example. We, too, "
`.:
reading, Wedoesday,.,Aug. 15 as it
- did at first reading on Wednes-
:interested in . preserving ' our
. .the
'da' Aug. L x ;.
heri�e, and are enthusiastic about,
with,
Sharon ,Landsoess a� the Heritage
iPeeservation ,Commission
Polic y. - � `
-. ; nitted,: tier'.'.group's:; :dedication.-
Joyce His noted that "witti the
request to,' the council .asst week,
ft as the landowner we have more
:.where h ' was:: applauded .: and ' ap. ,
proved as a _forward step for the
flenbility than. any -other owner
would:• We are, making a decision .
commission and the city.
with Abe the best information we have;
The city�wned drehard, bounded
now.. ' If things change, we can
:by Wildcat Creek and_Fruitvale and:
:change thedecision:"
_
Saratoga Avenues; is currently
David Moyles, while voting along
designated as open space. If the
with the other councilmembers,
council should once again vote W
pointed out "I will vote but I reserve
,approve : its .proposed -; -,new
the right to reconsider the usage if
=. ,:•classiScadon;`the orchard - will be
we find we are .unable to fund.
:: ' `pa+otected Protected, unless a future "
essential city services. We mustlook .
by a city , co ncI redefines its
wherever we must for sources of..
usage.
funding." Mayor Virginia : ' Fanelli
Comcilmember Marty Cleven-
agreed.
,am crew ore .1110 prWimut ukM16 a Wwu va uuLu auw we ovaa.aa,.a ..........
;Rural relic A }
L06SOM. Hill Road got its name hon- ciently. urbanized to be roomed about pre
estly, serving ' some vestige of . its •rural; past. Ye
4 a o it was still ible that's precisely what the Saratoga" City Cohn
y 6 Pte' cil has just done, declaring its undeveloped
in late February and early March — to 13.9 -acre Central Park at Sarato a and F`ruit
drive east 'front Los Gatos and see a Santa g
i : • i,sn -n 4.. i71�. :.ie VA�P_, avem�� a "Heritage resource" 'And: s l;= V l& t,arpzwu s;i Gtit ruari�ua: w h•j,..•�� limits to development. : (i
in pink and;altiW..
k a mote: than 100,000, acres The heritage thus preserved is.the last Ltin3
TAY yam g�' scraggly rune and a ricot orchard in Sara
were; stffl planted in::fruit trees, prunes and. 8lY P P
a riots ; mostly $y :1977, : orchards covered , toga, perhaps the last one in all the W
fewer than; 20,0.00 acres; today ;only: about
The spectacular vistas are gone;' and file
3 0.00. acre$, of prunes`. and:: apricots rema in they: are aocated-� largely in the' southern" won't; be :resurrected : by : saving 14 acres._; c
E• reaches of', the 'o0unty;`far .from such urban : prune and apricot trees I n Saratoga. ButSai
j ^� Jose, pro � Sara togas ° heritage resource preserves fo
1 ' . t 'today and 'tomorrow a. small.living•.picturE`'c
4� toga one of our esterda and WiN well wort
It Ii.,
s ironic that Saratoga, once Santa Clara Y ys� i
County's: ooammsinate ,whinge, is now 'suffi- ' dOmg-
�l�lq.i� b _ .
a
city �nll re ce axe n
Her
its e
Or-'hard t
Some 50 Heritage Orchard
trees have been cut down by city
crews and Brill be replaced with
new prune trees, City Mainte-
nance Director Dan 'Trinidad
has announced.
The city switchboard has
been flooded with calls from
alarmed Saratoga residents ask-
ing why the .trees were cut down
in the city's orchard, preserved,.
as a historic remnant of the fruit
trees which, once blanketed the
Santa Clara Valley.
Trinidad said that most of the
trees cut down were dead or dy-
ing, but admitted that "some
reasonably" good trees were
cut."
Replacement of the trees has
been budgeted by the city, and
the new trees will be planted as
soon as bare root stock is avail-
able.— probably in December or
January — Trinidad said.,
The . trees -which were re-
moved were mostly apricots,
Trinidad said. They will be re-
placed with prunes, he added,
because blight has been attack -
ing apricots in the Santa Clara
Valley.
"Until that is solved, we'll be
planting prunes," Trinidad said.
Two hundred new trees are
on order. They will replace not
only the trees cut down last
week, but other dead or dying
trees that have been removed
from time to time.
Saratoga News /February 10, 1988 /page 19
- '�VJ1X 11 V 11. 1 N
She knows it's silly to cry
will miss the familiar si Writer ht of Cali Bros. g
EDITOR:
It is silly, of course, to cry
when an old feed store is de-
molished. But I did. I am refer-
ring to the Cali Bros. Feed store
at the corner of Stevens Creek
Blvd. and Saratoga - Sunnyvale
Road (old Highway 9). I have a
friend who once said, "When
Cali Bros. goes, so do 1_"
How we laughed.
I first saw the building as we
drove up highway 9 with the
realtor in the mid -50s. We bump-
ed our way along the two lane
road from Sunnyvale to Sara-
toga with orchards in bloom on
either side. At one point, we
even ran through a swarm of
bees. As we passed the intersec-
tion, the realtor pointed to the
feed store and said, "If you ever
get your kids ponies or horses,
this is where you'll buy the
hay."
Well, we did get a pony. One
clear, crisp Christmas morning
all the visiting relatives piled in-
to our old station wagon for the
short ride down Highway 9 and
over Prospect Avenue. Our des-
tination was the Parker Ranch
to watch our youngest daughter
receive her new pony, Dandy.
She had so wanted this parti-
cular animal, and her joy was
boundless as her cousin and her
sisters appeared through the
trees leading her surprise.
And so, we became custom-
ers of the feed store. We would
park in front and go into the
sales office, not just to pay for
the hay we were buying, but to
let the little fingers run through
all the various grains in the open
gunny sacks, a tactile pleasure
few children lodaY will ever
t
experience. We smelled the
leathery scent of new tack and
the pungent odor of medicinal
remedies for the animals. We
heard the gossip of the locals .,
and the laughter of long -lime
friendship. Cali Bros. spelled
"country," and. cuuntry we
were.
One thing about this valley
that has always startled me is
the surprise of Spring. While
wearing heavy woolens and lis-
tening to dire weather reports,
in my mind 1 am still in the mid-
dle of Winter. Spring and tulips
and baby -bird sounds seem far
away. And then. in February,
I'd pass an empty lot and a wild
almond would be bursting its
popcorn blossoms, saying,
"Aha, I caught you, didn't I ?'
Today, in February of 1988,
as I drive past the Apple build-
ings (an "orchard" that does not
bloom in the Spring!) I tell my-
self I should feel the excitement
of living in the oelly button of the
modern computer world. Here is
where it is all happening, this is
life in the fast lane, and 1 am a
vital and active part of it. But 1
look at the buildings, at all the
cars, and at the empty skyline
where that old feed store used to
be and what only comes to mind
is what lovely trees are gone,
what rich soil has been buried.
I continue on and off to my
right is the Parker Ranch. To-
day, for all to see, it is a
developed neighborhood of huge
homes. But as I look at that
parcel of land, for me it will
always be trees and trails and
meadows and the echoing happy
cry of that Christmas morning.
"It's Dandy, oh, it's Dandy,
is he really mine ?"
I then cross over Cox Avenue
and turn up Saratoga Avenue
passing the closed Masson wine
cellars and the ominous freeway
corridor. My turn off is ahead,
but I am lured to the library at
fhe corner of Fruitvale.
I stop and get out of the car
and then silently thank God that
someone or some group had the
foresight to preserve the sur-
rounding historical orchard.
Because, I find that if I position
myself just so, all I see are pink
blossoms out of the corner of my
eye, yellow mustard at my feet,
and the soothing sight of misty
clouds modestly veiling the for-
ever hills. I can then pretend
that behind me, my valley is still
clothed in soon -to- blossom fruit'
trees, that there are empty lots
with wild almond to cause sur.
prise, that kids still walk to town
for a 10¢ toy at the Variety, and
that Cali Bros. is still res
there.
Nancy Watson Ander:
Saratu