HomeMy Public PortalAbout19980928 - Agendas Packet - Board of Directors (BOD) - 98-21 Regional erg Spy
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Meeting 98-21
NOTICE OF SPECIAL.MEETING
BOARD OF DIRECTORS
AGENDA*
6:30 P.M. 330 Distel Circle
Monday Los Altos, California
September 28, 1998
(6:30) PUBLIC MEETING OF THE BOARD OF DIRECTORS
** ORAL COMMUNICATIONS -- Public
ADOPTION OF AGENDA
BOARD BUSINESS
(6:45) 1. Presentation of the Final Draft Report of the Operations Program Review by the
Warner Group.
ADJOURNMENT
*NOTE: Times are estimated and items may appear earlier or later than listed. Agenda is
subject to change of order.
** BOARD: The Chair will invite public comment on agenda items at the time
TO ADDRESS THE
S
each item is considered by the Board of Directors. You may address the Board concerning other
matters duringoral communications. Each speaker will ordinarily be limited to 3 minutes.
pe ly
Alternately, you may comment to the Board by a written communication, which the Board appreciates.
330 Distel Circle - Los Altos, CA 94022-1404 * Phone: 650 691 1200
FAX: 650-691-0485 . E-mail: mrosd@opcnspace.org Web site.www.openspace.org
Hoard oft)ire ctors.Pate Siemmns,Mary C.Davev,Jed C`vr, David I.Smernott, Nonette Hanko,Betsy Crowder,Kenneth C.Nitc . General Manager:l.Craig Britton
Rqgional Open Spi, 2
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MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-98-1 10
Meeting 98-21
September 28, 1998
AGENDA ITEM -1
AGENDA ITEM
Presentation of the Final Draft Report of the Operations ram Review by the Warner
Group P rog
GENERAL MANAGER'S RECOMMENDATIONS
1. Receive a formal presentation of the final draft report on the Operations Program
Review from the Warner Group, and discuss and make comments for the final report.
2. Direct the Operations Program Review Ad Hoc Committee to work with the General
Manager and Operations administrative staff to develop a specific implementation plan
based upon the Board's direction as a result of report discussion.
BACKGROUND
As part of last year's union negotiations, which culminated in the current Memorandum of
Agreement, the Board confirmed the process for an Operations Program Review in a letter of
intent dated March 10, 1997 to Service Employees International Union (SEIU), Local 715 (see
report R-97-49). In that letter, the District agreed to commission a study by a qualified
consultant to review the Operations Program, including, but not limited to, law enforcement
issues.
At the regular meeting of October 8, 1997, the Board accepted the Request for Proposals and
authorized the General Manager to solicit bids for the project (see report R-97-1 11). In
keeping with the provisions of the letter of intent, the request for proposals was reviewed by
representatives from the bargaining unit, who were also involved in reviewing the submittals.
At the regular meeting of January 14, 1998, the Board authorized the General Manager to
execute a contract with the Warner Group, and an Ad Hoc Committee of the Board was
appointed to oversee the process and to provide input (see report R-98-07).
DISCUSSION
The Warner Group began work on the Operations Program Review in January, 1998.
Methodology for conducting the review included the following:
330 Distel Circle # Los Altos, CA 94022-1404 - Phone:650-691-1200
FAX: 650-691-0485 E-mail: nirosd@openspace.org * Web site:www.openspace.org 9,
Hoartl of Directors:Fete Siemens,Mary C.Davey,led Cyr, David T.Sinernoff, Nonette Hari ko,Betsy Crowder,Kenneth Nitz - General Manage L.Craig Britton
R-98-110 Page 2
• Conducting individual interviews with Board members, District management,
and staff to gather individual input on the District's performance and other
issues.
• Performing a comprehensive review of available documentation to develop an
understanding of the District's organization, services, processes, and present
conditions.
• Facilitating employee focus groups to gather input from cross-functional groups
of employees on the District's strengths and opportunities for improvement.
• Conducting an external stakeholder assessment to understand the perspective of
the District's key customers and associated agencies, including fire and law
enforcement.
• Researching and benchmarking comparable open space agencies to learn best
practices in open space management and operation.
• Completing an assessment of current Operations Program practices, methods,
and processes.
• Developing service delivery models to provide alternatives to current service
methods.
• Preparing an interim progress report and presenting it to management and staff.
• Developing findings and recommendations.
• Preparing gthe final Operations Program Review Report.
Based upon the recommendations in this report, the following is the proposed course of action
for the Ad Hoc Committee:
1) Work with management staff to develop a work plan based on the priorities
identified by the Board at this workshop and to develop specific implementation
plans.
implementation
r f r staff to review the r sed work and
2 Provide a process for P �
plans.
3) Return to the Board for approval of the work and implementation plans, and for
consideration of budget issues, as necessary.
4) Provide regular updates to the Board on the status of the plans.
R-98-110 Page 3
Conclusion
Extensive consultant and staff time has been devoted to the process of conducting the
Operations Program Review. The Warner Group has independently developed their findings
and recommendations based on their interviews, research, and knowledge.
The findings and recommendations present possible directions for the Operations Program.
Staff expects extensive discussion and deliberation about these issues and seeks the Board's
direction for the next steps in this process.
A copy of the Executive Summary has been distributed to all regular recipients of Board
meeting packet materials. Copies of the complete final draft report are available for public
review at the District's administrative office.
Prepared by:
Gordon C. Baillie, Operations Analyst
Contact:
John M. Escobar, Operations Manager
Executive Summary
Background
Midpeninsula Regional Open Space District (the District) is a multi-county special district
that has preserved over 42,000 acres, and owns and manages over 38,000 acres of scenic
open space and recreational land on the peninsula between San Francisco and San Jose. The
District was created in 1972 with the expressed mission to acquire and preserve a regional
greenbelt of open space land in perpetuity, protect and restore the integrity of the natural
environment, and provide opportunities for public enjoyment and education which are
consistent with ecological values. Guiding the District in achieving its mission is an elected
seven-member Board of Directors. Each Board member represents a geographic ward for a
four-year term of office.
The District has a full-time staff of 56 employees and 6 seasonal staff. The District is
divided into five programs: Acquisition, Administration, Operations, Planning and Public
Affairs. By far the largest program is Operations, which provides resource management,
public safety, construction and maintenance necessary for effective stewardship of District
lands in accordance with Board policies. Given the increased emphasis on public safety, a
steady increase in the level and intensity of visitor use, and rising trail maintenance costs, the
Board decided that it was an appropriate time to review the Operation Program's
organization and operations.
The key objectives of the Operations Program Review include:
1. Evaluating the Operations Program organizational structure, staffing levels, workloads;
utilization of employees and use of contractors.
2. Analyzing each functional area within the Program including the quality and levels of :s.
services provided.
3. Evaluating the range of services provided by the Program.
4. Assessing ranger safety needs and concerns.
5. Developing alternative service delivery models, including one with an armed force,,a sYu
employed by the District. _...
6. Identifying and prioritizing those areas which require further study.
7. Providing Program Managers,the General Manager, the Board of Directors and others as
appropriate with an interim progress report and eliciting on-going input regarding key
issues.
8. Preparing a comprehensive written report of the study, including specific
recommendations, and presenting the review findings to all appropriate internal and :a
external stakeholders.
:t.
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Operations Program Review Methodology
In conducting the Operations Program Review, we undertook the following tasks:
• Conducted individual confidential interviews with Board members, District
management and staff to gather input on the District's performance and other issues
• Performed a comprehensive review of available documentation to develop an
understanding of the District's organization, services, processes and present
conditions
• Facilitated employee focus groups to gather input from cross-functional groups of
employees on the District's strengths and opportunities for improvement
w Conducted an external stakeholder assessment to understand the perspective of the
District's key customers and associated agencies, including fire and law enforcement
• Extensively researched and benchmarked comparable open space agencies to learn
best practices in open space management and operation
• Completed an assessment of current Operations Program practices, methods and
processes
• Developed service delivery models to provide alternatives to current service methods
•: Prepared an interim progress report and presented it to management and staff
• Developed findings and recommendations
• Prepared this final Operations Program Review Report
Summary of Findings and Recommendations
A. Organizational Structure
1. The current organizational structure of the Operations Program is adequate.
The Operations Program should maintain its current organizational structure,
establishing additional work stations when enough new land is acquired, facilities are
built and public use increases to warrant it. The District should actively work to
foster ongoing communication and teamwork between the Foothill and Skyline Field
Offices.
B. Customer Service
1. Customers are generally satisfied with District services.
Customers believe that the District is doing very well in achieving its mission of land
acquisition and preservation. Customers appreciate the opportunity to provide input
to the Board through public meetings. The District does not, however, sufficiently
track visitor use levels, patterns or trends. The District should continue gathering
customer input through surveys, polls,public forums and other methods. The District
should also develop a visitor use reporting process to consistently track use levels and
patterns.
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C. Leadership and Management
1. Delegation of decision-making authority to the Area Superintendents, and
Area Superintendents' consistent use of decision-making authority could be
improved.
The Operations Manager and Area Superintendents should decide where decision-
making authority should reside, and then should keep to those choices. To the
greatest extent possible, Area Superintendents should have the freedom to manage as
efficiently as possible. Written Delegation of Authority Guidelines, summarized in a
matrix form, would identify the specific areas of authority of the Operations Manager,
the Area Superintendents and, if appropriate, the Supervising Rangers. Performance
in the area of decision-making should be monitored by the Operations Manager and,
when necessary,the General Manager.
2. Cooperation among District management and field staff in the decision-
making process should be improved.
District management has a responsibility to provide alternatives, analysis, relevant
input and recommendations to the Board by weighing staff input along with input
provided by many others, including other District programs, customers, and external
stakeholders. While staff input may not always be evident in decisions rendered by
the Board, staff input is considered. The District should first clarify staff s role in'the
decision-making process. Secondly, District staff from all programs, 'including-
Operations, should work within a coordinated process established for providing input,
on issues. Lastly, the Board and management should continue to base decisions on
sound analysis of key business factors.
D. Resource Management
1. Because resource management is a key part of effective resource protection
and sound land stewardship, the District should place greater emphasis on its
resource management efforts.
While recent resource management efforts are important, the level of financial
resources expended on resource management is small relative to the extent of District
land holdings and the District's 25-year history. Recognizing that the Board must
balance resource management with other District functions, including acquisition,'the
District should place a greater emphasis on resource management to develop a viable,
proactive resource management program and fulfill the District's critical land,
stewardship mission.
E. District-wide Planning
1. The District lacks a comprehensive management plan. i
The District's plan for land use is not clear, especially in the areas of visitor levels;11
visitor experiences desired in the preserves, capability of resources to accommodate
use, land use classifications for managing natural resources (e.g,, intensive use,
wilderness), and the need for trail construction and maintenance.. The District should
MATUBLIOMidpeninsuIa.ot.ca\DraftReport5.doc iii V
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undertake a comprehensive District-wide planning process to identify its goals and
��yy objectives in the areas of resource management, maintenance and visitor use.
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F. Law Enforcement
}; :Li,Responsibility for and jurisdiction over some law enforcement functions are
Vl, ,' ,,- not clear.
F = The District should develop clear, written agreements with the appropriate agencies to
define law enforcement jurisdictions and responsibilities, and to establish service
expectations. The District should establish regular executive level meetings between
" District management and management in all of the law enforcement agencies with
which the District works. The District should also participate in local/regional
meetings of law enforcement agencies to further clarify responsibilities and foster
µ'F - good communication.
2. District lands have a low incidence of crime due primarily to changes in use
r.
patterns and diligent regulation enforcement.
The District should continue utilizing Rangers to ensure that District regulations are
enforced on District lands. The enforcement of District regulations is best done by
Ranger staff, as they are on-site, more familiar with District land use regulations than
the Sheriff, and can also educate users about appropriate uses of the preserves during
enforcement contacts. The limited set of State and County laws currently enforced by
the Rangers facilitate the protection of natural resources. The current set of State and
County laws should continue to be enforced by the Rangers. Rangers should also
continue to rely on the Sheriff to respond to any situation in which Ranger safety may
be at risk.
3. While the Rangers should retain their current enforcement responsibilities,
additional measures are required to ensure Ranger safety.
Given the desired level of regulation enforcement responsibilities, the best way to
ensure Ranger safety is three-fold. First,the District should maintain its strict rules of
engagement. Second, the District should rely on the Sheriff to respond to law
enforcement situations and any other situations in which Rangers feel their safety is at
risk. Third,the District should set more accurate expectations on the part of the public
and other agencies regarding the Rangers' enforcement role by moving away from an
armed law enforcement officer image, and toward an image of a Ranger that is
focused on the public's safe enjoyment of natural resources.
More specifically, the District should take the all of the steps listed below to help
ensure Ranger safety. These steps should be taken together, as a comprehensive
effort to help ensure Ranger safety and effectiveness.
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• Reinforce the existing policy of defensive posture under all circumstances, and
with Rang
er duties and equipment.
come corresponds
'n
which g
provide training F
• Use equipment that enhances Ranger safety while helping to set accurate
expectations about the Rangers'
ers enforcement role including the following:
- Rangers should not carry firearms;
- Make carrying OC spray and radios mandatory;
Make wearing body armor mandatory during patrol functions. Body armor
- Y
g
may be worn at will at other times;
- Remove handcuffs from the duty belt, as they contribute to increased
expectations about the Rangers' enforcement role; handcuffs should, however,
be available in patrol vehicles for use as a defensive tool when needed in
situations in which adequate back-up is available; and
- Eliminate expandable batons, as they can be construed as offensive weapons,
require extensive and potentially dangerous physical contact with subjects;
and also contribute to increased expectations about the Ranger's enforcement
role.
• Modify the uniform so as not to emulate armed law enforcement officers and to
establish more accurate expectations about the Rangers regulation enforcement
and visitor assistance role. The image projected by the Ranger is created, in part,
by the uniform, badge, equipment and vehicle utilized by the Ranger. These
should be modified in the following ways in order to project an image that reflects
the Rangers' focus on helping visitors safely enjoy the District's natural
resources, instead of a focus on law enforcement:
- Change the badge from the 7-paint badge to one that is less similar to law
enforcement agencies;
- Use a slimmer duty belt(if possible and available}; and o
- Assess Ranger uniforms to determine if there are other opportunitiesfr
projecting an image that focuses more on helping visitors safely enjoy.;the
preserves and on protecting natural resources, such as enforcing the District's
policy regarding wearing the traditional Ranger hat while on patrol.
• Ranger performance evaluations should emphasize the District's clear
expectations for staff performance in the area of regulation enforcement,
including the following:
- Strict adherence to a defensive enforcement posture;
- Strict adherence to the District's policies relative to the scope of staffs
enforcement responsibilities;
- Staff s willingness and ability to remove themselves from potentially
dangerous situations;
- The importance of using Sheriff deputies when needed; and
- Projection of an image that communicates the Rangers' role in helping users
safely enjoy the District's natural resources.
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• Immediately establish service level agreements and/or contracts, if necessary,
with appropriate Sheriff agencies for greater law enforcement presence in selected
portions of District lands.
• Schedule Ranger staff to allow joint/coordinated patrols during summer late shift
and other specific times.
Future decisions made by the Board regarding public use and resulting enforcement
needs should be made within the context of a lower-profile Ranger force focused on
maintaining a defensive posture. Also, consideration of amending Ranger position
descriptions to provide for visitor contact and interpretive and educational duties
would contribute to a more comprehensive Ranger role.
G. Trail Construction and Maintenance
1. The District needs better balance among the three main factors in trail
construction and maintenance: the number of trail miles open to the public,
the. level of quality used in trail construction and maintenance, and the
staffing and financial resources required to maintain the trail system at the
desired quality level.
The current quality standard used in trail construction and maintenance is extremely
high, as evidenced by awards presented to the District for outstanding trail quality.
,. The District should continue using high quality standards for trail construction, since
well-constructed trails tend to have lower ongoing maintenance costs. To ensure
adequate trail maintenance, the District should resist opening new lands and trails to
the public when there is no adequate funding source for ongoing maintenance costs.
The District-wide plan should be used to guide land use, the number of trail miles
needed, the quality standards required on those trails, and the extent to which trails
should be opened to the public. Costs for maintaining trails to the desired quality
level should be included as an integral part of the capital improvement program.
2. Customers have expressed an interest in a wider variety of trail experiences,
providing varied levels of difficulty.
The District should consider providing a wider variety of trail experiences for users,
while ensuring the prevention of resource damage and considering potential cost
impacts. This could be accomplished by changing various aspects of construction
and maintenance on some trails, including surface quality and materials, grade and
width. Analysis of the impact of a wider variety of trail experiences should be
conducted as part of the District-wide planning process.
1\LA\PUBLICiMidpeninsulaot.ca\DraftReportS.doc vl ,,
H. Wildland Fir
e Protection
1. On-going communication with fire agencies should be improved and
responsibilities should be clarified.
The District should ensure that fire jurisdiction and emergency response
responsibilities are clear. The District should establish regular executive level
meetings between District management and management in all of the fire agencies
with which the District works. The District should also participate in local/regional
meetings of fire agencies to further clarify responsibilities and foster good
communication.
2. Field staffs role in wildland fire protection services is appropriate, and .the
District should work with fire agencies to identify equipment and training that
will help staff fulfill that role.
The District should work with the county fire departments and with the California
Department of Forestry (CDF) to establish clear responsibilities `'and service
expectations. Through this process, the type of equipment and training provided to
field staff for use in their assistance role should also be reviewed. The District should
also establish regular executive level meetings between District managemefii and
management in all of the fire agencies with which the District works. n,
I. Planning Program
1. Communication and cooperation between the Planning Program and
Operations Program could be improved.
The District should continue to monitor the self-directed work team`organization in
the Planning Program, identify projects that could be accomplished by field staff Ind
should identify opportunities for teaming Operations and Planning Program 'staff
together to complete projects.
I Other Services ,
1. The District's services and staff roles/responsibilities are appropriate 'in' the
areas of visitor information/interpretation, emergency medical services and
search and rescue.
Benefits to be Achieved
AM
We believe that significant benefits should be derived by 'the*,District as a result�,of
implementing the recommendations contained in this Operations Program Review report.
Some of these are as follows:
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• The District should be better able to identify the need for public access and other
improvements through consistent tracking of visitor use levels and patterns.
• The Operations Program should have more effective decision-making processes by
clearly delegating authority among the Operations Manager and Area
Superintendents, and by monitoring performance in this area to ensure that decisions
1 are made appropriately.
• A stronger sense of teamwork among management and staff, and a better
understanding of roles and responsibilities, should result from clarifying staff s role in
the decision-making process, continuing to gather staff input that is combined and
provided through an established process, and communicating the rationale behind
decisions whenever possible.
• Understanding of the District's natural resources, the capability of those resources,
acid the types of improvements that are needed and feasible should result from
developing a comprehensive,District-wide management plan.
• The District should be better able to fulfill its critical land steward role by placing
greater emphasis on its resource management function, while balancing it with other
Districtf responsibilities.
• The District should receive better service from law enforcement agencies by
w developing service level agreements and/or contracts and improving communications.
• The District should be better able to assist fire agencies in emergency situations by
working with fire agencies to identify any needed equipment and training, and by
improving communications.
>,r • Ranger safety should improve through continuing to provide code and minimal
additional law enforcement services, relying upon county Sheriffs to provide primary
law enforcement services, and modifying the Ranger's equipment, uniforms and
vehicles so as to not emulate law enforcement while providing appropriate safety
equipment.
• The District should be able to provide the appropriate level of trail maintenance on
the trail system through balancing quality standards, the budget for maintenance, and
the number of miles of trail maintained.
• The working relationship between the Operations Program and the Planning Program
should improve through increased delegation to field staff, improved communication
mechanisms and joint participation and responsibility for project completion.
In summary, as the recommendations of the Operations Review are implemented,the District
should improve its operational effectiveness, land stewardship capabilities, its work
environment, 'and its ability to ensure the long-term delivery 'of quality- services to its
customers in a highly professional and responsive manner.
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Regional pen Sp"-2
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
TO: Board of Directors
FROM: C. Britton, General Manag r
DATE: September 28, 1998
SUBJECT: FYI
330 Distel Circle Los Altos,CA 94022-1404 « Phone: 650-691-1200
FAX: 650-691-0485 - E-mail: mrosd@openspace.org Web site:www.openspace.org
Board of Directors:Pete Siemens,Mary C.Davey,led Cyr, David T.Smernoff, Nonette Hanko,Betsy Crowder,Kenneth C. Nitz m General Manager;t.Craig Britton
September 27 1998 S EP 2 8 199a
P�'_'%,NSULA REDIONAL
Board of Directors �-L_:'d,SPACE DISTRICT
Midpeninsula Regional Open Space District
330 Distel Circle
Los Altos CA 94022-1404
To the Directors:
I am writing to express my support of the Rangers being
armed to assure the safety of the Rangers as well as
the visiting public.
I am a 48-year resident of Kings Mountain, living adjacent
to PurisimO Creek Open Space, and I am well acquainted with
the area. The Rangers work alone in isolated remote locations
far removed from back-up or assistance. They need and
deserve to be able to protect themselves against the possibility
of harm from man or beast.
I favor and recommend that the Rangers be permitted to be armed
in the commission of their duty.
rodside
nman
k Road j
94062-4507
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September 28, 1998 Pages- 1
To-, Betsy Crowder
Midpeninsula Regional Open Space District
Fax.- 691-0485
Re: MROSD Rangers
I understand that the Board of Directors is seeking public input this evening on a report on
the function of the Operations Group. I understand this report recommends that the
District's rangers not carry firearms.
I would prefer to support the findings of this report. However, in this day and age I cannot.
By having public open space so close and so easily accessible to so many people, the
users and their motives have changed greatly over the years. No longer are users only
those willing to go the extra mile to experience nature. No longer are they only people who
enjoy and respect nature and each other, Personally, I do not feel comfortable hiking on
MROSD lands alone. When 'Wilderness"was less accessible, everyone who took the
trouble to get there pretty much had the same attitude of respect and responsibility.
Judging by the people I have seen on the District's trails, this assumption seems to no
longer be true.
State park rangers have been armed since the 1970s and, unfortunately, have had no
reason to regret the decision. If I understand correctly, MROSD rangers are required to be
trained peace officers. If they are already receiving the training, why not use it? If there are
financial concerns, it seems to me that it is part of the commitment and responsibility of
maintaining and protecting the District's lands.
We are in a special situation up here in Kings Mountain of being rural and remote yet close
and accessible. I realize that arming the rangers is not going to insure everyone's safety. I
pray that they will never need to use their guns. However, if it gives the rangers more
confidence and security in the performance of their duties, I am in favor of them being
armed.
Sincerely
Came German
13080 Skyline Blvd.
Woodside, CA 94062
650-851-4198
FROM BETSY CROWDEP OHONE NO. : 65089-10410 28 1998 12:52PN P3
09-28-1999 07,260" FROM ;:L#, HILLS TCl PS10410 P.01
The members Qf the Midpeninsula,Rangers Peace Officer Association would like
to thank the Board of Directors for there commitment fur fun&ng and carrying
through with the operations program review. However we feel you should mot
accept this report as it is not a comprehensive study. This Review does not appear
to be based on sound businew reasons,but to be based more an personal opinions
that am not supported by facts or statistics. This review skims lightly over the
bases of the Operations Program but fails to give specific steps to enhance each
program.
While there are many things we a" as problems with this review, I would like to
sham a number that we have found.
&MMAry of Find Up and Be MM g, ftiow
fr. lAmEntocwttent
I. agree that the District should develop clear expectations with other law
enforcement agencies.
2- agree that the"enforcement of District regulations is best dQue by P=Wr staff*
however,with the fIndinige of this review we would be doing the same job with less
equipment.
8. regulation enforcement=law enforcement
"Third"the espects*ns on the part of the public Is that the rangers are there to
help In any problem that happens in the preserve. a so called move away from a
"armed law enforcement officer Image* is not valid because our current uniform
emulates traditional ranger uniforms found around the country.
*"Reiz6orce the existing policy* - Rangers know this policy and it has not been a
problem
Use equipment that enbames Ranger safety"
This is not mVported by the body of the report,contrary to training experts
-Rangers should not carry ftewmr, 749.7?7 is this personal opinion or is there
some made's showing it,19 edor In OUR job
-body armor, What about during bicycle patrol,estenaed foot patrols,or do we
went our ranger"VW to there trucks?
- Handcuft. ilovr do we retrieve those hand cuffs when needed when away from
our trucks; i.e., bicycle patrol,foot patrols?During defensive tactics training We
are taught to handcuff a sweet that has attacked us so they would not be able to
do so spin.
-Batons. They are defensive weapons,do not'require' extensive and potentially
dangerous physical contact.How does It increase Mecta6ione about the RangWs
enforcement role., We have not had am problems yet The only time so far just
deploying the baton stopped the aggression from the suspect.
"'Please refer to board report -R-95-95,Meeting 96-19,July 26, im
FROM BETSY CROWDER OHONE NO. 6508510410 28 1998 12:53PM P4
09-28-!99e 07:27E"I FROM PCWHILLS TO Eff'10410 P.02
Mod* uniform
Our uniform amulatos,that of traditional ranger uniforms. dangers requested to
have patches on both x1mulders of there uniform so they could bi7identified by both
sides. Rangers also asked that wben the patch was redesigned t1w word
"RANGER"could be on It.The field staff has worked for years with the
Management on tho UrVorm Committee to create a positive uniform. We have not
had public complaint about any aspect of our uniform.
-Change the badge. To change the badp would only confuse the public when a
rauW was attempting to make law enforcement contact. The badge allows the
public to know the,ranger has authority to perform the functions of there job.
- Duty bolt.This duty belt was picked by management because there were no
buckle or keepers,and Wd all the equipment for better back health.
- Wearing Ranger Hats. Sound#good,District got rid of the winter felt hat due to
costs. U the review suggesting there to a correlation between a Rangers uniform
as a vehicle to encourage different use patterns?
Ranger performance evaluations
Strict adherence to the Districts policies. We already do this!
Remove ftm dangerous situations. We are very willing but what happens
when we can not remove ourselves?
Service agreements In"selected portions"of District lands. Can we now forecast
crime?
Schedule Ranger staft W by just surnzaer late shifts, we will need to hire more
til rangers.
TOTAL P,02