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[Criminal Justice] - Crime Control in California State Parks, 1968
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Ronald Reagan Presidential Library
Digital Library Collections
This is a PDF of a folder from our textual collections.
Collection: Reagan, Ronald: Gubernatorial Papers,
1966-74: Press Unit
Folder Title: [Criminal Justice] - Crime Control in
California State Parks, 1968
Box: P34
To see more digitized collections visit:
https://reaganlibrary.gov/archives/digital-library
To see all Ronald Reagan Presidential Library inventories visit:
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Contact a reference archivist at: [email protected]
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PRESS
CRIME CONTROL
IN THE CALIFORNIA STATE PARKS
A SURVEY à 1968
00000
OFFICER PEACE * COMMISSION EUGERA AND TRAINING
PREDADED DV
STANDARDS
CRIME CONTROL
IN THE CALIFORNIA STATE PARKS
A SURVEY - - 1968
Prepared by
The Commission on
Peace Officer Standards and Training
State of California
The following background resumes of the consultants
were prepared by Gene S. Muehleisen, Executive
Officer, Commission on Peace Officer Standards
and Training, Sacramento, California:
Edward M. Toothman
Harry V. Reynolds, Jr.
Gare Executive S. S. Muchleisen MUEHLEISEN Officer
Edward M. Toothman
Consultant
Edward M. Toothman has served in all divisions of the
Oakland Police Department, and was Chief of Police from
1959 to 1966.
In 1967 he was appointed Project Director of the California
Law Enforcement Recruitment Program on the staff of the
Commission on Peace Officer Standards and Training. At
the completion of his role as Project Director, he was
appointed Senior Consultant in charge of the Administrative
Counseling Section, where he is responsible for administra-
tive management surveys of police and sheriffs' departments
in California.
Mr. Toothman served as Chairman of International Association
of Chiefs of Police, Committee on Uniform Crime Records;
Chairman of Standards and Ethics Committee of the California
Peace Officers' Association; is a member of the International
Association of Chiefs of Police and California and Bay Counties
Peace Officers Associations; and has recently been appointed
to serve on the Task Force on Law Enforcement of the
California Council on Criminal Justice.
Harry V. Reynolds, Jr.
Consultant
Harry V. Reynolds has been employed in seasonal and permanent
status during a period of 35 years by the U. S. Forestry and
National Park Service. He served in several large national parks
including Yosemite, Blue Ridge Parkway, and Glacier in the capac-
ities of district ranger, wildlife research assistant, and chief law
enforcement officer. He served as assistant chief of the Branch
of Visitor Protection, National Park Service, Washington, D. C.,
where he exercised overall staff direction for law enforcement
activities throughout the 200 existing national park areas. His
assignments included that of revising all the rules and regulations
applicable in the National Park System, and formulation of a service-
wide report and record system for law enforcement and traffic
safety.
Mr. Reynolds is a World War II veteran of the Army Airborne, and
served in the Philippines and Japan with the Parachute Regiment of
the 11th Airborne Division. He also served with the U. S. Depart-
ment of Defense as a survival training officer during 1952-53 of the
Korean Emergency, and assisted in the formulation and execution of
a survival training program for the military services.
Mr. Reynolds holds a Bachelor of Science degree from the School
of Forestry, University of California at Berkeley, where he also
took post-graduate courses in police administration. He is also a
graduate of the FBI National Academy.
Mr. Reynolds has been granted several citations, commendations,
and awards. For his accomplishments in the field of Visitor
Protection and Resources Management, in 1968 he received the
Meritorious Service Award of the Department of the Interior.
TABLE OF CONTENTS
Page
INTRODUCTION
1
The Survey
1
Methodology
2
The Problem
3
Counteraction
5
ADMINISTRATION AND ORGANIZATION
7
Legislative Authority
8
The California Administrative Code
10
Policy on Law Enforcement
10
Organization of Department
13
Reorganization Plan of 1967
14
Operations Division
15
Department Supervisor for Safety and Enforcement
15
District Safety and Law Enforcement Specialist
17
Area Concept
17
Department Manuals
19
PERSONNEL SELECTION
21
TRAINING
23
Supervisory Training Course
24
Law Enforcement Training
24
Conferences and Meetings
26
Seasonal Rangers
27
Roll-Call Training
28
Training Academy
29
Area Manager - Law Enforcement Training
30
THE PARK RANGER
31
State Park Personnel
31
The Park Ranger - Scope of his Employment
31
The Park Ranger - His Response to New Challenges
32
The Park Ranger - His Capability and Authority
to Enforce the Law
34
Peace Officer Designation
37
Defensive Weapons
39
Tear Gas (Mace)
41
Estimated Cost of Defensive Equipment
42
Page
CRIME IN THE STATE PARKS
43
Juvenile Control
44
Car Clouts
45
Campsite Burglaries and Thefts
45
Park Department Building Security
47
Control of Keys for Park Buildings
49
Crime - Quantity and Kinds
49
Comments on Crime Problems
54
Time for Decision
58
CRIME REPORTING
60
Use of Criminal Code Sections
65
LOCAL LAW ENFORCEMENT AND THE
STATE PARK SYSTEM
66
RADIO COMMUNICATIONS
71
VEHICLES AND SAFETY EQUIPMENT
72
Emergency Vehicles
76
THE COST
77
TABLE OF RECOMMENDATIONS
79
LIST OF TABLES
Table No.
Page
1
Reported Criminal Offenses in the
State Parks, July 1967 - 68
52
2
Crimes and Other Incidents by
District, July 1967 - 68
53
APPENDICES
Page
Appendix A
Department of Parks and Recreation
Organization Charts
86
Map - District Boundaries and Addresses
95
Appendix B
Rules and Regulations of Commission on
Peace Officer Standards and Training
(pertinent sections)
96
The Basic Course (Training)
102
Law Enforcement Code of Ethics
105
Appendix C
Department of Parks and Recreation
Motor Vehicle Equipment
106
INTRODUCTION
The Survey
The Department of Parks and Recreation requested that the Commission
on Peace Officer Standards and Training conduct a survey and submit a
report on findings and recommendations concerning the law enforcement
responsibilities and needs of the State Park System. The proposal was
conditionally accepted by the Commission through an Interagency
Agreement, dated April 15, 1968.
In compliance with the conditions of the contract, an extensive survey
was made. This report attempts to reflect the results of the study and
to evaluate the law enforcement posture of the State Park System, its
philosophies and enforcement practices, and to recommend a compre-
hensive program designed to improve the capability of the Park System
to cope with the incidence of crime and related problems, and establish
crime prevention controls.
The incidence of crime and disorder that has been imposed on the Park
System in no way alters or influences its basic objectives, but it does
significantly affect certain phases of its management. The operation
of the Park System involves a wide range of activities and functions.
However, in the preparation of this report care has been taken to consider
only those facts that are relevant. An effort has been made to direct the
reader toward those relationships and aspects of the administration and
operations that directly or indirectly affect the crime control problems in
the Park System.
Methodology
The methodology of the survey utilized field trips to five of the six dis-
trict headquarter offices and many park units of the State Park System.
Initially, twenty park units were selected for study; however, visitations
were made to thirty-five before the report was finally completed. Inter-
views were had with district superintendents and park unit staffs.
Inspections were made of park facilities and equipment.
Considerable time was devoted to study of organization, administration,
policy and procedures at all levels. This was accomplished by review of
statutes, departmental manuals, directives, reports and other pertinent
written material, and through interviews and conferences with the admin-
istrative staff of the Department of Parks and Recreation. The accumulated
data and information were analyzed and assessed in relation to the crime
problem, and to the law enforcement capability in the State Park System,
and served as the basis for this report.
-2-
The Problem
From its inception over 100 years ago, the State Park concept has been
developed to maintain and preserve the natural beauty and heritage of
California and to provide a wide range of recreational opportunities for
its people.
With the aid of public and private funds, lands with unusual qualities of
landscape or special historical significance, or lands with potential for
recreational development have been acquired to extend the State Park
System throughout California.
The State Park System consists of 205 separate units, varying in size
from less than one acre to nearly a half-million. While 153 units are
staffed and operated by the Park Department, 24 are not yet developed nor
staffed, and 28 are operated by local agencies of government. It is esti-
mated that current annual visitations exceed 35, 000, 000 in those parks
operated by the State Park System.
In the last 20 years the population in California has doubled; escalating
from 10, 000, 000 in 1948 to nearly 20, 000, 000 in 1968. During the same
period State Park attendance has increased tenfold. The dramatic growth
of our economy has brought affluence and leisure to greater numbers of
people. The advantage of a varied yet generally mild California climate
has been conducive to creating a wide variety of outdoor recreational
-3-
interests in such activities as camping, boating, fishing, hiking, swim-
ing, riding, etc. The natural environs of the State Parks are anattraction
to many living in the confines of cities and urban areas; consequently,
people swarm to the Beaches and Parks, particularly those Parks in
proximity to metropolitan areas and those with water-oriented recrea-
tional facilities.
Crime knows no bounds, but usually occurs wherever people gather in
numbers. Within many units of the State Park System there has been an
upsurge in crime. Visitors who have gone to the Parks seeking a pleasant
respite have been jarred by assault or had their property stolen. Park
property has suffered vandalism; monuments and historical marks of
interest have been defaced and destroyed, windows broken, signs torn down,
and buildings damaged. For the fiscal year 1967-68, there were 1, 861
incidents of vandalism which required $44, 506 in repair and replacement
cost.
Juveniles and young adults are responsible for the bulk of the crime.
Acting without restraint they engage in rowdyism and unlawful acts. Some
seek the Parks as a haven while using narcotics and dangerous drugs.
There have been numerous felony offenses of robbery, rape, assault,
burglary and auto theft. However, the most frequent offenses are those
of theft from parked vehicles and campsites. Unfortunately, for lack of
crime control measures, apprehension of the perpetrators is practically
-4-
nil. Such impunity gives the criminal a sense of security; thus, more
and more criminal offenses occur in the Parks.
The conditions of crime and antisocial behavior in the State Parks have
been building in frequency and volume over a period of several years.
However, some Parks experience more problems than others. Of the
205 units, the great bulk of the crime is concentrated in a relatively few.
It is noteworthy that the number of people using a park unit does not
necessarily correlate with the frequency of the criminal incidents. The
situation relates more to the kinds of people who use the Parks; their
attitudes, philosophies, and behavior.
Also, many offenses are committed by those who are not park users, but
who merely prey on visitors, knowing that the chance of apprehension is
remote.
Counteraction
The present conditions of crime and antisocial behavior which exist in
the State Parks were unforeseen in the early concepts of park use. The
original planners envisioned the Parks in terms of preserving the natural
scenic or historic resources. Their philosophy of law enforcement within
the Parks placed emphasis on education of the public to the significance
of park values, preferring to assume that law violations were misadven-
tures or inadvertent actions of a good-intentioned park visitor.
-5-
As the realities of crime and disorder encroached on the quietness of the
Parks, there was a reluctance on the part of earlier park administrators
to recognize or acknowledge these significant changes, and to realistically
meet the need of an organized crime control program. Consequently, the
Park System is ill-equipped and unprepared, both in terms of trained
personnel and essential equipment, to cope with the problems of crime and
disorder in the Parks.
Today, however, the Director and his staff are keenly aware of the value
and need for a coordinated crime control program. In the reorganization
of the Park and Recreation Department in 1967, there was established in
the Operations Division, a Safety and Enforcement Section, responsible
for establishing safety and law enforcement standards, analyzing crime
in the Parks, and coordinating field units.
In conjuntion with this, steps have been taken toward developing law en-
forcement training. To improve communications, a number of radio units
have been purchased for several of the Parks experiencing the most criti-
cal crime problems. A centralized crime reporting system is in the
process of being developed, and plans are underway to create six positions
of Safety and Enforcement Supervisor at the district level.
-6-
ADMINISTRATION AND ORGANIZATION
In administering the State Park System, the Department of Parks and
Recreation recognizes three broad objectives:
1. To maintain, and where necessary improve, the quality of
California's environment.
2. To help the people of California, through an interpretation
program, understand and appreciate the State's cultural,
historic, and natural heritage.
3. To provide for the meaningful and constructive use of people's
uncommitted recreational time in an increasingly leisure-
oriented society.
In pursuing these broad objectives, the Department performs three major
functions:
1. Preserves significant evidences of the State's history.
2. Preserves examples of the natural and scenic landscape.
3. Provides recreation opportunities.
In performance of these functions, the Department prepares plans; ac-
quires, protects, and manages lands; develops and maintains facilities;
restores and preserves historic structures; and provides various services
1
for the visiting public, including a program of information and interpretation.
1
California State Park System Plan, 1968, p. 1
-7-
Legislative Authority
In 1927 the State Legislature established the Division of Beaches and Parks,
under the administration of the Department of Natural Resources, and
designated a State Park Commission to administer the ten areas within
the State Park System at that time. The Department of Parks and Recreation
was created in 1961 by act of the State Legislature (Section 501, Public
Resources Code). The authority of the Department was expanded through
additional legislation in 1967.
The State Park and Recreation Commission was created in 1967 as a re-
sult of the consolidation of the State Park Commission and the Recreation
Commission. It consists of nine members appointed by the Governor. The
Commission has the legal responsibility to consider the whole problem of
recreation in California, to recommend a recreation policy, and to recom-
mend general policies for the guidance of the Director.
The California Legislature, through enactments which are codified in the
Public Resources Code, charges the Department of Parks and Recreation
with the responsibility for the "administration and protection" of the State
Park System.
5001 Public Resources Code - Control of the Park System
The Department of Parks and Recreation has control of the
State Park System.
5001. 1 Public Resources Code - Department Director
As used in this division, "department" means the Department
of Parks and Recreation, and "director" means the Director
of Parks and Recreation.
-8-
5003 Public Resources Code - Powers and Duties, etc.
The department shall administer, protect, and develop the State
Park System for the use and enjoyment of the public. The
department may establish rules and regulations not inconsistent
with law for the government and administration of the State Park
System. It may enter into contracts with agencies of the United
States, cities, counties, or other subdivisions of the State, for
the care and maintenance of park areas, and it may expend all
moneys of the department, from whatever source derived, for
the care, protection, supervision, extension and improvement or
development of the State Park System.
5008 Public Resources Code is amended to read:
5008. The department shall protect the State Park System from
damage and preserve the peace therein.
The director may designate any officer or employee of the depart-
ment a peace officer for the State Park System. The primary
duties of any such peace officer shall be the enforcement of the
rules and regulations of the department, the provisions of
Section 267 and Chapter 5 (commencing with Section 650) of
Division 3 of Harbors and Navigation Code, and the rules and
regulations of the Harbors and Watercraft Commission, and to
arrest persons for the commission of public offenses within the
State Park System. The authority and powers of any such peace
officer shall be limited to those conferred by law upon peace
officers listed in Section 830. 3 of the Penal Code.
Any person who violates the rules and regulations established
by the department is guilty of a misdemeanor and upon convic-
tion shall be punished by imprisonment in the county jail not
exceeding 90 days, or by a fine not exceeding five hundred dollars
($500), or by both such fine and imprisonment.
Legislation as approved by the Governor on August 12, 1968, added Chapter 4.5
(commencing with Section 830) to Title 3 of Part 2 of the Penal Code, to read:
Chapter 4.5 Peace Officers
830. Any person who comes within the provisions of this Chapter
and who otherwise meets all standards imposed by law on a
peace officer is a peace officer, and notwithstanding any other
provisions of law, no person other than those designated in this
Chapter is a peace officer
-9-
830. 3 (i) Penal Code
and officers and employees of the Department of Parks
and Recreation designated by the director pursuant to Sec-
tion 5008 of such code are peace officers; provided, that the
primary duty of any such peace officer shall be the enforce-
ment of the law as such duties are set forth in Section 5008
of such code.
The Office of the Attorney General of the State of California in an opinion
dated September 27, 1967, in response to the question, "Do State Park
peace officers have authority to make arrests and to investigate all public
offenses committed in the State Park System?" replied, "State Park
officers designated as peace officers have authority to make arrests and
to investigate all public offenses in the State Park System. They are peace
officers within the geographical limits of the State Park System."
The California Administrative Code, Title 14, Natural Resources
This is an official publication of the State of California. It contains the
regulations affecting the Department of Parks and Recreation, filed with
the Secretary of State pursuant to the California Administrative Procedures
Act (Government Code, Section 11370). These regulations have the full
force and effect of law.
Policy on Law Enforcement
The preamble of the State Parks and Recreation's "Statement of Policy, 11
dated January 3, 1967, describes the underlying objective and policy of
the State Park System. Excerpts from this statement are as follows:
-10-
"The function of the State Parks and Recreation Commission is
to acquire, protect, develop, and interpret for the inspiration,
use, and enjoyment of the people of the State, a balanced system
of areas of outstanding scenic, recreational, and historic im-
portance. These areas shall be held in trust in the State Park
System as irreplaceable portions of California's natural and
historic heritage."
***
"To these ends the Commission sets general policy for the guid-
ance of the director in the administration, protection, and
development of the State Park System
11
***
"A continuing review of park policies is essential
to see
that the aims which led to the establishment of the various units
are maintained. 11
***
The facilities of the State Park System
shall be open to all,
without discrimination because of race, color, creed, or national
origin. 11
These purposes, having been defined, give focus to the general administra-
tive direction of the State Park System. However, the basic mandate of
the Legislature that "the department shall protect the State Park System
from damage and preserve the peace therein
11 places a very specific
burden upon the Department to provide police protection in the Parks.
Thus, the Legislature clearly recognized that protection responsibilities
must not be separated from administrative functions. A specific park or
the service it represents is not managed adequately unless park values are
being sustained and people are secure in their persons and property.
As a corollary of its obligations to "administer, protect, and develop the
State Park System for the use and enjoyment of the public" (Section 5003,
Public Resources Code), the Department has a responsibility for the safety
of park visitors:
-11-
11
every reasonable precaution shall be taken to reduce or
eliminate existing and potential hazardous, dangerous and
defective conditions, if any, which are sources of injury to
persons and property
Standard operating procedures
provide (s) for a program of adequate inspection on at
least an annual basis in all units of the State Park System
and more frequently in areas of heavy use. 11
The law enforcement program of the Department is predicated upon the
statutory responsibility (Section 5008, Public Resources Code) to
"
protect the State Park System from damage and preserve the peace
therein
11
The law enforcement policy of the State ParkSystem, as applied to minor
infractions, attempts to achieve corrective response and voluntary com-
pliance through understanding and appreciation of the need for cooperation
by the errant visitor.
The "Law Enforcement Manual" of the Department prescribes, in part,
as follows:
"Except in cases that are clearly malicious, willful, or delib-
erate acts, violations of regulations by visitors may be
initially assumed to have occurred because of inadvertence,
lack of understanding or misinformation. Initial action
should, to the fullest extent possible, be handled through
warnings applied in a firm but tactful, friendly but dignified
manner without undue officiousness. The regulation that has
been violated should be clearly identified to the visitor. He
should be given an explanation of the purpose it serves so
that he understands the necessity for enforcement. Enforce-
ment action should have as its objective, corrective action
and voluntary compliance obtained through such understanding
and an appreciation of the need for compliance. The visitor
should leave with a better understanding of park conservation
policies and practices
11
-12-
'When a visitor or other individual persists in violating a Park
Regulation after having been warned or when found deliberately,
maliciously or criminally violating the law, or when he has
placed the safety
of others in jeopardy
enforcement
action must be taken commensurate with the violation. "
***
The exercise of enforcement authority is limited to park em-
ployees who have been designated
as having been granted
peace officer authority. Granting of peace officer authority is
contingent upon the employee having been given instructions and
training in the prevention of violations and in law enforcement
procedures and practices. 11
*
"It is the responsibility of District Superintendents to determine
that the Division's law enforcement policies and procedures are
being uniformly applied; and that training opportunities in this
activity are being provided in parks under their jurisdiction,
primarily through the field unit supervisors. 11
Organization of the Department
The Department of Parks and Recreation is placed organizationally within
the Resources Agency (Government Code 12805). The primary objective
of the agency is to further the conservation and use of California's re-
sources. The departments comprising the Resources Agency include:
Department of Parks and Recreation
Department of Conservation
Department of Fish and Game
Department of Water Resources
State Water Resources Control Board
State Water Rights Board
The Department of Parks and Recreation is under the administrative direc-
tion and control of the Director of Parks and Recreation. The Director is
-13-
appointed by the Governor, and confirmed by the Senate. The Director
plans, directs, and controls the overall programs of the Department.
With the approval of the Governor, the Director organizes the Department
in a manner he deems necessary to accomplish the work of the Department.
In doing so, he may create such divisions and subdivisions as are neces-
sary, and he may change or abolish them from time to time. The Director
also acts as secretary of the State Park and Recreation Commission.
Reorganization Plan of 1967
Under the Organization Plan for the Department of Parks and Recreation,
dated November 1, 1967, the Director created six principal functional
divisions; each headed by a division chief who serves on the immediate
staff of the Director. These divisions include:
Operations Division
Administrative Services Division
Planning and Development Division
Resources Management and Protection Division
Information and Interpretation Division
Concessions Division
According to the Plan, most of the reorganization was scheduled to have
been implemented by the end of the 1967-68 fiscal year.
-14-
Operations Division
The Operations Division is responsible for field operations and maintenance
of units comprising the State Park System, including public service, and
for the protection and safety of persons, property, and natural resources,
In order to properly direct and administer these responsibilities, the
Division has geographically divided the State Park System into six field
districts.
The chief of the Operations Division has staff support in the form of the
Staff Services Office for five functional subdivisions, including:
Safety and Enforcement Section
Manpower Utilization Section
Equipment Management Section
Facilities Maintenance Section
Historic Parks and Monuments Office
Department Supervisor for Safety and Enforcement
The supervisor of the Safety and Enforcement Section at the department
level establishes standards for safety and enforcement activities and CO -
ordinates these activities with the field districts to ensure compliance
with the standards. He also is charged with the direct responsibility for
analyzing the incidence of law enforcement and safety problems on a
servicewide basis.
-15-
The following is a functional description of the position of the Department's
Safety and Enforcement Office:
"The Safety and Enforcement Section analyzes visitor safety
and enforcement problems and practices at field units and
makes recommendations on methods that can be used to re-
duce public and employee hazards and improve the Depart-
ment's enforcement program. This section also plans and
coordinates training programs designed to improve employee
performance in the following areas: techniques of law enforce-
ment; public and employee hazard reduction; reduction of
losses due to vandalism; search and rescue techniques;
methods of coordinating the Department's law enforcement
program with the enforcement efforts of local agencies.
"The tasks of the Safety and Enforcement Office require a
close working relationship with the Districts and their Safety
and Enforcement Supervisors, the Department Training
Office and other offices at Headquarters involved in the Safety
and Enforcement Program. 11
The following is a duty statement of the Safety and Enforcement Supervisor:
"Under the general guidance of the Staff Services Office, the
Supervisor of the Safety and Enforcement Section organizes
and conducts safety and law enforcement training; coordinates
the Department's Law Enforcement Program with the programs
of other enforcement agencies; with the aid of the Staff Services
Office's Management Analyst, designs procedures to evaluate
and analyze the effectiveness of safety and enforcement activities
within the State Park System; assembles and distributes to the
Distri ct Safety and Enforcement Supervisors information and
literature dealing with improved equipment and procedure used
in safety and enforcement programs; advises management on
proposed or needed action in the field of safety, law enforcement,
park regulations, and on new laws or legislation affecting the
Department's safety or enforcement programs. The Safety and
Enforcement Section Supervisor also analyzes accident reports
for identification of causative factors; reviews reports on law
violations; and recommends corrective practices and procedures;
and reviews the overall safety and enforcement program within
each District."
-16-
District Safety and Law Enforcement Specialist
In conformance with the new operational plan, six new positions of
District Safety and Law Enforcement Specialist, one for each district,
have been approved. In his district, the Safety and Law Enforcement
Specialist, under direction as a staff officer, plans, organizes and
directs the State Park district program of enforcing park rules and
regulations, general laws, and a safety program. He develops training
represents the park district in relations with other law enforcement
agencies, and serves as liaison with Sacramento headquarters.
Area Concept
The major structural change in the Operations Division organization at
the field level has been the move toward development of an "area con-
cept" for administrative purposes. These areas, whether consisting of
only one unit or several units, can be visualized as a single park com-
prising several geographically associated units. One objective of this
organization is to encourage the more effective exchange of personnel
and equipment between individual units.
A supervisor designated responsibility for both maintenance and adminis-
trative functions of the area is referred to as the "Area Manager."
Administrative activities, such as program planning, budgeting, account-
ing, purchasing, and maintenance of basic files and records, will be
centralized at the area headquarters. The area manager has the authority
-17-
to make various work assignments of his personnel within the area.
The primary function of the district and unit staffs is to operate the units,
to maintain them, to serve the public, and to provide protection for per-
sons, property, and park values and resources.
Under the current reorganization plan, the former enforcement role of
park attendants, as distinguished from park rangers, is being minimized
or eliminated in most instances. So, in a given park, fewer employees
may perform a police function. In other cases, supervisory rangers,
who as a class have carried the principal responsibility for law enforce-
ment, are being assigned as "area managers" over several units within
the same geographic area. This will have an effect of further reducing
the amount of ranger time devoted to regulatory and enforcement duties.
The plan provided for some permanent park ranger vacancies to be
filled on a seasonal intermittent basis. A problem of training seasonal
or intermittent rangers and lifeguards will be compounded because there
will be more and more seasonals with fewer experienced permanent
employees to provide on-the-job training. No specific procedures for
applying training standards for seasonal and intermittent park rangers
have been established; therefore, it appears there will be a shortage of
rangers, qualified to serve as State Park peace officers.
-18-
Departmental Manuals
It was found that many of the departmental manuals are out of date and,
in many respects, non-functional. Old manuals, departmental policies,
administrative orders, etc., are being reviewed for current application
and will be consolidated for re-issuance in three basic manuals: Admin-
istrative Manual, Operations Manual, and Planning and Development
Manual. Of the three, the Administrative and the Operations Manuals
will have the most applicability for park rangers. The Administrative
Manual has been issued and the Operations Manual and the Planning and
Development Manual will soon follow.
Of immediate interest is the present "Enforcement Manual. 11 As it is
now written, it refers primarily to the responsibility of enforcing park
rules and regulations. It does not consider the broad responsibilities of
the ranger for law enforcement. While this manual fulfilled a need at
the time it was published, it is now outdated and inadequate.
RECOMMENDATION
Park rules and regulations should be extracted from the "Enforcement
Manual" and so designated in a separate code book.
The "Manual of Rules and Regulations" should be replaced with a "Manual
of Procedure for Law Enforcement" which should cover routine day-to-
day policies and procedures that relate to police work, such as: (1) arrest
procedures, (2) transporting prisoners, (3) firearms use, (4) handling
-19-
juveniles, (5) traffic control, (6) lost persons, etc. These are but a
few of the many subjects that should be treated.
A copy of the "Manual of Procedures for Law Enforcement, 11 should be
furnished to each park peace officer.
Routine problems require definitive policy and established procedures,
and all personnel charged with handling such problems should be trained
to know and understand them.
The Manual should be periodically reviewed and updated. Publishing the
Manual in loose-leaf form would facilitate the replacement of obsolete
material with revisions and additions. Refresher training could be taught
from the Manual.
-20-
PERSONNEL SELECTION
The nature of police work requires that one who assumes such duties
possess the mental, physical and emotional qualities that will most
likely assure his success as a peace officer.
The present job specifications for Ranger I, as well as the promotional
positions, fail to adequately emphasize the extent of a ranger's involve-
ment in law enforcement work. Consequently, there are now many
State Park rangers who are not suited nor qualified to perform as peace
officers. The park ranger, in the role of a peace officer, is confronted
with stress situations that require the same physical, mental, and
emotional qualities as those expected of a police officer. Therefore,
they should be qualified as peace officers. Careful selection of candi-
dates offers the most satisfactory way to assure this.
Age is an important factor to be considered in selecting capable men.
Most police agencies have set a maximum hiring age of 35 years. This
eliminates those who are past their physical prime. The present job
specification for hiring Ranger I classification sets no maximum age.
As a result, many men are hired who cannot meet the rigorous physical
demands of the job.
-21-
RECOMMENDATIONS
An entrance examination for the Ranger I position should include a
written aptitude test, a physical agility test, oral interview, a thorough
medical test, and careful background investigation. It should also
include the same minimum standards for employment as required for a
peace officer by the Commission on Peace Officer Standards and Training.
Each candidate should be (1) a citizen of the United States; (2) at least 21
years of age; (3) of good moral character, never having been convicted
of a felony crime; (4) a high school graduate, or equivalent by having
passed the General Education Development Test; (5) in good physical
health; and (6) suitable for police work, determined by such factors as
appearance, personality and temperament. (See Appendix B, p. 96.)
-22-
TRAINING
Each department within the State Government is responsible for the pro-
fessional, technical, and general development of its employees. Thus,
the final responsibility for training within the State Park System rests
with the Department of Parks and Recreation. This responsibility is
shared as a joint effort by all levels of the organization.
In the Administrative Services Division of the Department of Parks and
Recreation there is a Training Section established to provide staff guid-
ance for the implementation of the training. This office also supports
training activities through budgeting processes, evaluates the overall
training effort of the Department, maintains liaison with appropriate
educational institutions, and coordinates such activities with the State
Training Officer and State Personnel Board. The supervisor of the
Training Section coordinates the training activities of the six district
training officers. Normally, each of the district training officers desig-
nates one or more other persons to present the training in the field.
The training staff at the unit, area, or district who anticipates training
needs, drafts plans for training. An annual training plan is submitted by
each supervisor through levels of command. After each plan is reviewed
and approved, it is combined with others in the Department's Annual
Training Plan.
-23-
Supervisory Training Course
As part of the Department's training plan, a Supervisory Practice Course
is regularly presented to supervisory personnel. The standard course
provides for 40 hours of classroom instruction and 20 hours of home study.
The Department relies upon the district to schedule and present the
course, which is usually given once a year to about 12 employees in each
district. The course was originally planned for all classes of supervisors
at or equivalent to Ranger IV level, but in recent years it has been a
practice to include all permanent park rangers of lower grades, The
subject of law enforcement is not covered in the list of topics. However,
the limited number of hours for the complete course would preclude any-
thing but a mere introduction to the subject of law enforcement training.
RECOMMENDATION
The content of the Supervisory Practice Course should be expanded to
include at leasta general introduction to law enforcement responsibilities
in the overall management and administration of the State Park System.
Law Enforcement Training
At the present time there is no established law enforcement training pro-
gram in the Department for park rangers. However, in cooperation with
the Commission on Peace Officer Standards and Training and the
Riverside County Sheriff's Department, an 80 hour course, entitled,
'Park Ranger Law Enforcement Training, 11 was presented at Riverside
-24-
City College to 20 State Park rangers, June 3 - 14, 1968.
The 80-hour course, which was minimal, contained the bare essentials
of basic police training. Its purpose was to introduce the ranger to the
elementary principles of police practices and criminal law. It is antici-
pated that similar law enforcement training courses will be presented to
additional groups of rangers.
The 80 hours is not enough time in which to give the full basic police
course. The minimum number of hours as required by the Commission
on Peace Officer Standards and Training for basic police training is 200
hours. It was intended that with the shorter course, a greater number
of rangers could receive at least a basic knowledge of law enforcement.
RECOMMENDATION
All rangers, designated by the Director as peace officers, should imme-
diately receive 80 hours of law enforcement training. This is a matter
of urgency. There should then be established a 200-hour basic law en-
forcement training program for all State Park peace officers.
Necessary funds for law enforcement training should be budgeted each
year.
-25-
Law Enforcement Conferences and Meetings
At some of the park areas and at district levels, law enforcement con-
ferences, meetings, and informal training sessions are frequently being
conducted, primarily as a result of recognition of the need for cooperative
law enforcement training. Representatives of local police agencies and
district attorneys, courts, and the California Highway Patrol participate
in the sessions, which cover enforcement subjects such as juvenile delin-
quency, narcotics problems, laws of arrest, court decisions, etc.
Informal training sessions and conferences are extremely helpful to both
park personnel and local law enforcement. Besides the advantages of
training, such sessions develop appreciation of mutual problems.
RECOMMENDATION
The Safety and Enforcement Office at the State level should give guidance
and direction to conference sessions between park personnel and local
law enforcement by assisting in developing subject matter for discussion,
and by accumulating and disseminating to field personnel pertinent infor- -
mation gained from such conferences and meetings.
-26-
Seasonal Rangers
The fluctuating need for park rangers creates a personnel problem.
Increased park use in the summer months makes it necessary to hire
large numbers of seasonal park rangers. The policy of cutting back on
permanent positions and replacing them with seasonal workers has
created an employment and training problem. During the peak period
of June through September, the seasonal rangers represent a substantial
number of the park ranger working force. Although some are experienced
from previous seasons, many are new to the job and without training in
law enforcement work; therefore, they are not qualified to perform police
work.
RECOMMENDATION
Seasonal rangers should not be designated nor function as park peace
officers unless they are experienced or first receive a minimum of 80
hours of law enforcement training.
As a possible solution, the positions of seasonal ranger might be filled
by recruiting college students who are majoring in police science
courses, or others with law enforcement backgrounds.
-27-
Roll-Call Training
To supplement formal law enforcement classroom training for park rangers,
it is suggested that there be developed a roll-call training program. The
program consists of a series of lessons which are prepared by the Office
of Safety and Enforcement and coordinated by the departmental training
officer.
In roll-call training a complete lesson plan is usually presented weekly
or bi-weekly. Depending on its length, a lesson is divided and given in
15 - 20 minute sessions each day, extending over several days. In this
way the field personnel are kept currently informed on important prob-
lems and subjects pertaining to law enforcement work. The material
also serves for retraining.
Roll-call training has some very distinct advantages in that (1) there is
provided written training information; (2) the cost per employee is mini-
mal; (3) it is a methodical way to place in the hands of each ranger
authoritative information, controlled by the central office; and (4) it
assures uniformity for procedures and matters of policy.
It would not be necessary to compose new training material because there
is an abundance of such material which has already been developed by law
enforcement agencies. It would require only that the lessons be edited
for the park needs.
-28-
RECOMMENDATION
A law enforcement roll-call training program should be established in the
State Park System and presented on a continuing basis to park rangers.
Training Academy
There should be a suitable training facility for the State Park System.
Training is essential for the many employees of a public service organi-
zation as large as the Department of Parks and Recreation. It would be
desirable to build an academy within or adjacent to a park unit having a
wide range of activities, such as Folsom Park. Facilities in the academy
should include several classrooms, a library, an auditorium, a lounge,
dormitories, kitchen, dining area, etc.
Training programs in law enforcement, as in other special fields, should
serve to maintain park service at a high level.
RECOMMENDATION
A training facility should be acquired for the purpose of training park
peace officers in law enforcement work.
-29-
Area Manager - Law Enforcement Training
Besides his many other duties, the Park Area Manager is responsible
for the control of crime within his area; consequently, he should be
knowledgeable about all phases of law enforcement work,
RECOMMENDATION
Prior to the beginning of the 1969 summer season, the area managers,
particularly in parks experiencing heavy crime, should complete the
200-hour basic law enforcement course, as prescribed by the Commission
on Peace Officer Standards and Training. (See Appendix B, p. 96.)
-30-
THE PARK RANGER
State Park Personnel
Of the 1, 109 employees in the State Park System, approximately 30%
are employed in the headquarters offices of the Department of Parks and
Recreation, Sacramento. This includes the Director, executives, super-
visory, professional, and technical staff, and clerical employees.
There are 773 employees working in 69 designated State Park areas and
six district headquarters offices. Of that number, 341 are park rangers,
whose primary job is the administration, development, interpretation
and maintenance of the State Parks. To accomplish their task, they are
assisted by about 200 park attendants, 75 clerical employees, and many
others in varied fields, such as curators, naturalists, historians, car-
penters, auto mechanics, lifeguards, janitors, etc. 1 During peak
seasonal periods the number of field personnel are substantially in-
creased by the hiring of seasonal employees.
The Park Ranger - Scope of his Employment
At the park unit level the scope of the park ranger's work covers a multi-
tude of tasks. For example, he checks visitors into the parks and assigns
them to areas; collects fees; interprets to visitors the natural and histori-
cal features of the park; explains, and when necessary, enforces park
1
Department of Parks and Recreation - Personnel Roster
-31- -
regulations and protects park property; works on, and supervises con-
struction and maintenance; assists in the planning and development of
park facilities; operates automotive and mechanical equipment; maintains
records; prepares reports, etc. In short, the park ranger performs, or
supervises the performance of, nearly all tasks necessary to maintain
and operate the park unit.
The ranger classification graduates from entry level, through five pro-
motional steps, each assuming a higher and broader level of responsibility,
the extent of which is predicated on the size and complexity of the unit,
area, district or staff assignment.
At the entry level, the primary function of the Ranger I is to assist the
Ranger II and III classifications in unit or area operation. Ranger IV
usually supervises a major unit or area, while Ranger V and VI are at
the management level of a district, or serving in a staff capacity at the
state level.
The Park Ranger - His Response to New Challenges
The responsibilities of the modern park ranger are complex and varied.
Traditionally, he is dedicated to a service directed toward providing the
park visitor with a pleasant recreational experience, and to protecting
the vast natural resources of the Parks and their facilities.
Within the short period of a ranger's career, he has seen a wide change
-32-
in the character of public use of the Parks - from peaceful holiday picnics
of yesteryear to mass recreational demands of today. In addition to his
many tasks in park management, he finds himself increasingly confronted
with problems that relate to human conduct; problems concerned with the
direction and control of people; situations caused by lack of conformance
to normal patterns of social conduct, antisocial or criminal behavior.
The problems of crime make ever greater demands on the time and energy
of the rangers, so most of them recognize the need for effective crime
control measures for the Parks. They showed enthusiasm and interest
with the prospects for a strong law enforcement program. Some park
personnel, however, are uneasy and disturbed by the increased law en-
forcement responsibilities, and are unsure of their ability to perform in
the role of a "peace officer. 11 Others are reluctant to become involved.
They feel that it is "someone else's job. 11 There were expressions that
"I didn't become a park ranger to be a policeman. 11 Some supervisors,
as well as the rangers, are annoyed by the increasing need to take time
from their other pressing duties to respond to subpoenas as the result of
some enforcement action they have taken.
These attitudes, however, have some justification, as they reflect in
some degree departmental policy as stated in the "Enforcement Manual
of State Park Rules and Regulations. 11 The "Policy" seems preoccupied
with the need to treat the park visitor with courtesy and solicitude,
-33-
dwelling primarily on the procedures for enforcing the Park Rules and
Regulations. The Policy falls short of treating serious criminal violations
and the need for a broadly formulated enforcement policy.
Within the ranks of the rangers there is concern about the lack of equip-
ment to do the police job, particularly defensive weapons, radios, and
suitably equipped vehicles. The elimination of permanent positions and
reduction of personnel have caused real manpower shortages in the Parks.
Excessive duties and long hours of work, much of it generated by the
crime problem, are creating discouragement and negative attitudes among
the personnel.
RECOMMENDATION
As it affects law enforcement, there should be an objective, in-depth
management study of personnel needs for each park unit. Additional
rangers should be assigned if the need is justified.
The Park Ranger - His Capability and Authority to Enforce the Law
The strength of the law rests in the capability to enforce it; otherwise,
law would be mere words without authority.
The granting of peace officer authority presumes a capability to enforce
the law.
-34-
Under Section 830, Penal Code, a park ranger, designated as a peace
officer, may exercise his authority when acting in the performance of his
duty. In giving peace officer status to the park ranger, the Legislature
recognized the need for such authority in order that the ranger could take
enforcement action when necessary. This is stated in the following Penal
Code sections:
835 Penal Code
An arrest is made by an actual restraint of the person, or
by submission to the custody of an officer. The person
arrested may be subjected to such restraint as is reasonable
for his arrest and detention.
835a Penal Code
Any peace officer who has reasonable cause to believe that
the person to be arrested has committed a public offense
may use reasonable force to effect the arrest, to prevent
escape or to overcome resistance.
A peace officer who makes or attempts to make an arrest
need not retreat or desist from his efforts by reason of
the resistance or threatened resistance of the person being
arrested; nor shall such officer be deemed an aggressor
or lose his right of self-defense by the use of reasonable
force to effect the arrest or to prevent escape or to over-
come resistance.
Section 5005 Public Resources Code makes it mandatory that 11
the
Department shall protect the State Park System from damage and preserve
the peace therein. 11
The capability and authority of an officer to enforce the law makes it
possible for him to act effectively. When either the capability or authority
-35-
is absent, he is ineffective. The underlying reasons for compliance by a
person to the direction of an officer, or the submission to arrest by an
individual, is usually because these conditions are present. Because the
park peace officer has been vested with the same responsibilities and
authority within the Parks, and faces the same hazards as other law en-
forcement officers, he should be prepared and equipped in the same
manner to do his job.
As the crime situation in the Parks becomes more critical, the charge
on the Department becomes more meaningful and more real.
In Department Notice 68-7, issued January 26, 1968, the authority of the
State Park Peace Officers was authorized as follows:
"The Director may designate certain employees as State Park
Peace Officers. These employees enforce the State Park
Rules and Regulations (Administrative Code, Title 14,
Division 3, Sections 4300 and following), Harbors and
Navigation Code, Section 267 and Sections 650-772, and the
rules and regulations of the Harbors and Watercraft
Commission (Administrative Code, Title 14, Division 4,
Section 5000 and following).
"State Park Peace Officers enforce these rules and regula-
tions by (1) issuing BP-20, Notice of Violation, (2) issuing
BP-19, Notice to Promise to Appear, or (3) arrest and
detention (see Enforcement Manual Section E300).
"State Park Peace Officers are not authorized to enforce any
statutes, codes, or rules and regulations other than as des-
cribed above. 11
According to the directive, one may conclude that the administrative
officers of the Department of Parks and Recreation are concerned with
-36-
enforcing minor park regulations, but feel no obligation to protect the
visitor from perpetrators of major crimes.
RECOMMENDATION
The present restrictive policy of the Department should be restated to
allow State Park Peace Officers to exercise full peace officer powers in
performing their duty in the Parks. In being denied authority they are
relieved of responsibility.
Peace Officer Designation
In accordance with a survey completed in August 1967, a total of 498
employees of all classes and grades were included in current roles of
those employees having been designated by the Director as State Park
Peace Officers. There is uncertainty as to whether all those "designated"
have received adequate law enforcement training.
In 1960, a three-day law enforcement training program was inaugurated
for this purpose. The instruction was devoted mainly to the "Enforcement
Manual of State Park Rules and Regulations. " However, the program has
not been maintained, and is now given in an informal manner by various
park units.
To qualify a ranger as a peace officer, the Director of the Department of
Parks and Recreation must so designate him. Section 5008 Public
Resources Code states: "The Director may designate any officer or
-37-
employee of the Department a peace officer for the State Park System. 11
Such authority presupposes commensurate responsibility and accountability
of the Director as to the ranger's competency to perform his duty. Such
competency of the ranger should be judged on the basis of physical and
1
mental attributes, education and training.
RECOMMENDATION
A park employee should not be "designated" as a State Park Peace
Officer unless he is experienced in law enforcement work or has re-
ceived a minimum of 80 hours of law enforcement training. The 80
hours does not meet the 200 hour basic minimum required by the
Commission on Peace Officer Standards and Training, and should be
considered only a "stop-gap" until training schedules can provide for
the full 200 hour minimum. There should be a written policy setting
forth the qualifications for designation as a "peace officer¹ and the
procedures to be followed.
The ranger today must be better qualified and better equipped than in the
past to cope with all the problems that may occur in the park unit. This
includes the prevention of crime and enforcement of the law. In the parks
he has concurrent jurisdiction with local law enforcement officers, but he
1
See Appendix B, p. 96
-38-
is frequently the only man available to maintain peace and order, or
initiate enforcement action.
To function effectively, he must be thoroughly conversant and knowledge-
able about the technicalities of the law and its application. Such competence
requires training, experience, and the wherewithal to do the job.
With millions of people visiting the parks each year, the full range of
human conduct can be expected, including crime and disorder. Enforcing
the law and protecting persons and their property is only one job of the
ranger, but often it is the most important.
Defensive Weapons
As a matter of informal policy, park rangers, while on duty, do not
carry firearms, handcuffs, or batons. Thus, in the context of standard
peace officer capability, they are not equipped to meet their obligations
as peace officers. Under the present department policy, a park ranger
must patrol a park unit unarmed. If he is challenged with force or
violence, he must give thought to artful persuasion or retreat.
If a park ranger, concerned with his personal safety, carries a weapon
while on patrol, he is in conflict with a departmental policy and could be
the subject of discipline.
If a ranger, untrained in the use of firearms, should carry a firearm
-39-
while on duty, and uses it improperly causing injury to persons or property,
both he and the State could be the subject of civil action. other
In many of the parks the ranger faces the same dangers as a police
officer who is working on the city streets. In those parks where danger
exists he should be armed with defensive weapons. A gun is the officer's
last resort and is used rarely, if ever. However, he should have this
protection that our law recognizes he is entitled to.
Where circumstances dictate, particularly in reference to patrol assign-
ments, rangers should have had firearms training and be armed with
defensive weapons while on duty.
The baton should be carried as it is very effective in the hands of a
ranger well trained in its use. Handcuffs are essential for prisoner
control
The park visitor will feel much more secure if he knows the park ran-
ger has the capability and the authority to act in his (visitor's) defense.
There need be no apology by the park administration for realistically
meeting the problems of crime and disorder that the people have brought
to the parks
-40-
Tear Gas (Mace)
Although the chemical "Mace" has been found to be a safe and effective
weapon for both individual and crowd control, Section 12403 Penal Code
makes no provision for its possession or use by State Park peace
officers.
RECOMMENDATIONS
A written policy on firearms use should be established and made part of
a manual of procedures for law enforcement.
Selected rangers should be thoroughly trained in the use of firearms,
and other defensive weapons, by firearms training officers at police or
sheriff department ranges. Firearms training should be in addition to
other law enforcement training.
Guns, holsters and belts, ammunition, handcuffs and batons should be
purchased by the department and, on the basis of need, issued to desig-
nated park units.
Under the unit supervising ranger, rigid weapon control procedures
should be established.
Only those rangers who have completed firearms training should be
allowed to carry a firearm on patrol duty.
-41- -
Section 12403 Penal Code should be amended to permit the possession
and use of tear gas (mace) by a State Park peace officer in the performance
of his duty within a State Park.
Estimated Cost of Defensive Equipment for 100 Rangers
The estimated cost of defensive equipment, based on requirements for
law enforcement officers, is as follows:
Item
Cost per 100
Smith and Wesson 38 Revolver,
4-inch barrel ($57.43)
$ 5,743.00
Ammunition for . 38 Revolver, ($69.60 per
thousand; $139.00 for 2, 000)
139.00
Holster, swivel-type with flap ($9.50)
950.00
Belt ($10.95)
1,095.00
Cartridge Case ($4.25)
425.00
Cuff Case ($4.25)
425.00
Handcuffs ($13.50)
1,350.00
Baton ($4.00)
400.00
Total
$10,527.00
Factory re-load ammunition, $42.95 per
thousand. $10 per thousand rebate on
ammunition brass.
Mace - Mark IV model ($8.45)
Mace holder ($2.50)
-42-
CRIME IN THE STATE PARKS
In the State Parks, the beach and recreational areas are feeling the
greatest impact of crime and disorder, especially those that are near
the large urban areas, or those that can be easily reached.
Juveniles and young adults are the worst offenders. Crimes against
property are the most prevalent. Car clouts, burglary, thefts, and van-
dalism cause great loss. Young people, individuals and groups invade
the parks for partying and drinking, creating disturbances. A number
of arrests have involved marijuana, dangerous drugs, and other narcotics.
In some beach areas nudism and lewd and immoral exhibitions are not
uncommon. "Hippy" type people enter the parks and attempt to "live off
the land" by stealing supplies and camp gear from campers.
The San Mateo Coast, Orange Coast, Folsom Lake, and Big Basin are
some park areas that have experienced great difficulty. Strong counter- -
action to control increasing crime must be taken.
Inability of the park rangers to control disturbances and disorder, or
failure to take appropriate enforcement action, encourages disrespect
for law and order. Permissiveness by the rangers is interpreted as a
license to violate the law. In these matters the capability to enforce the
law must be demonstrated before the troublemakers will abide by the law.
-43-
Juvenile Control
The park ranger appears to be confounded and frustrated by the actions of
juveniles and young adults who come to the parks in great numbers, and
are difficult to control. Consequently, when enforcement action should
be taken the ranger is reluctant to move. Juveniles have beer parties;
they get drunk; use narcotics; fight; attack other park visitors; create dis-
turbances and commit vandalism. However, relatively few juvenile
arrests are being made. The rangers think handling juveniles becomes
too involved, so little action is taken. This condition will be controlled
only when the ranger is confident of his ability to cope with the problem.
He must be familiar with juvenile law and have some understanding as to
how best to deal with the young people. This will be achieved only with
training and experience.
RECOMMENDATION
As an urgent measure, all park rangers should undergo a special training
course in juvenile control. Particular emphasis should be given to juve-
nile court law. (Chapter 2, Part 1, Division 2 of the Welfare and Institutions
Code, Sections 500 - 914.) This should receive top priority during the
spring months of 1969.
Increased competence of the ranger in this area would be striking at the
very heart of the park crime problem. The training program could be
44
developed by the Office of Safety and Enforcement in coordination with the
Training Section, and given at the District level as in-service roll call
training. This would be training effort in which the assistance of local
law enforcement could be solicited.
Car Clouts
Thefts from parked vehicles are commonly referred to as car clouts.
However, any theft from a locked vehicle is burglary, a felony. If the
car is open or unlocked, the offense is theft. With some exceptions,
theft of property valued at $200 or less is petty theft, a misdemeanor.
If the value exceeds $200, it is grand theft, a felony.
Car clouts most frequently occur in the parking areas where visitors
leave their cars unattended. The thief usually looks for an unlocked ve-
hicle where property has been left in plain sight. However, locked
vehicles are easily entered, either by inserting a wire through the win-
dow edge and lifting the door handle, breaking the window, forcing the
lock, or by using a key from a master set which can be purchased. The
best prevention is for car owners to place all property out of sight in the
trunk of the car. Park visitors are usually not aware of the possibilities
of thefts in the park area. They should be made aware of the hazard.
Campsite Burglaries and Thefts
Many thefts and burglaries occur during the day while the campsite is
unattended or at night while the campers sleep. Campers often leave
45-
personal property in the open when they leave their camp. They return to
find food lockers missing, cameras, sporting gear, purses, clothing and
other items gone. At night, wallets and other valuables are taken from
the sleeping and unsuspecting campers.
There are several techniques that might be used to repress these types
of crimes and to apprehend perpetrators, such as intensive patrol, sur-
veillance, etc. This requires suitable vehicles and radio communications
equipment.
RECOMMENDATIONS
Park visitors should be alerted to the crime hazards in the Parks. In all
Parks that staff the entrance control station, an information brochure
should be given to visitors, advising them to lock their cars and remove
ignition keys, and to lock their property out of sight in the trunk of their
car, or secure it in some manner when the vehicle is left unattended.
Instruct visitors to secure property at campsite during their absence.
Permanent signs should be posted at parking areas, advising visitors to
lock property out of sight when parking and leaving car unattended.
More ranger time should be devoted to patrol and the surveillance of
parking and camping areas in an effort to apprehend car clouters, thieves,
and burglars. Presently, very few arrests are being made for these
offenses.
-46-
In the critical areas, 24-hour patrol should be maintained.
Park Department Building Security
Properly secured State Park buildings can discourage the burglar and
save thousands of dollars in stolen property. Burglaries could be pre-
vented if each park unit office were reviewed for security deficiencies
and such deficiencies corrected. Of those Parks visited, it was noted
that office floor safes are located in small, unlighted closets of the park
offices, making it very convenient for a burglar to work without being
detected or molested. None of the office windows are barred, nor are
there burglar alarms or electronic-intrusion devices protecting park
unit facilities.
In some offices without safes, daily cash receipts are secreted in boxes
or other convenient places within the office. In some instances, cash
receipts accumulate for several days in the park unit office before being
banked, creating unnecessary loss risks.
In addition to the monetary loss in a burglary, thousands of dollars are
spent each year by the taxpayers in the apprehension, prosecution and
confinement of burglars. Burglary offenses are not always the work of
the professional thief, but often committed by the "opportunist" who seeks
out a poorly-secured building. Improved security measures will have a
deterring effect on the would-be thief.
-47-
RECOMMENDATIONS
All park unit offices should have the floor safes located in plain view in
a visible area of the office.
Park offices should be well lighted.
Silent burglar alarms should be installed in park offices with alerting units
in the residence or living quarters of the park unit ranger.
Exterior office doors should be equipped with cylinder dead-locks that
unlock with a key from both the outside and inside.
Rear office windows that are not easily visible from the front area of the
building should be secured by iron bars of at least one-half inch round or
1":x 1/4 flat steel material, spaced not more than five inches apart,
securely fastened by rounded head flush-bolts on the outside.
Monies collected by the park unit should be deposited each day in order
to keep loss potential at a minimum.
al
Serial numbers of typewriters and other office machine equipment should
be recorded and maintained in the office so that in the event of theft such
serial numbers will be available for crime report.
-48-
Control of Keys for Park Buildings
There is no written procedure for the control of keys within the park
units. Keys, which are lost, stolen, or retained by employees who leave
the department, are merely replaced or duplicated, but locks are not
always changed. The present system makes unauthorized entry into park
buildings comparatively easy. There are many unexplained losses from
park warehouses and storage areas which could well be attributed to the
lax control of keys.
RECOMMENDATIONS
Each park unit should acquire a key cabinet in which all extra keys could
be secured.
Locks with cylinders that can be re-keyed should be installed in exterior
locks.
Lock cylinders should be re-keyed when keys are lost or stolen.
Crime - Quantity and Kinds
To determine the extent and nature of criminal activity in the State Parks,
a questionnaire was sent to all park areas in the State, requesting the
number and kinds of criminal offenses reported during the period July 1,
1967, to July 1, 1968. The responses indicated that there were 7, 148
felony and misdemeanor offenses, and 905 traffic violations reported, for
a total of 8,053. Of the total, 4,806 (59%) of the offenses occurred in 8 (11%)
-49-
of the 69 park areas. The remaining 3, 247 (41%) offenses occurred in
61 (90%) park areas.
According to the reported figures, the most heavily involved areas were
the San Mateo Coast State Beaches with 2, 002 offenses followed by Orange
Coast Area with 1, 592 offenses and the Folsom Area with 546 offenses.
Besides the volume of crimes reported, the Parks had many miscellaneous
incidents involving lost persons, drownings, suicides, accidental deaths,
cases of insanity, and emergency illnesses.
The incidents of crime in the State Parks, as reflected by this report, do
not tell the full story. Many crimes go unreported, and those reported to
the local police may never be known to the park personnel. The present
informal system of recording crime in the "Supervisor's Weekly Log"
does not assure complete reporting. Even so, the volume of crime re-
ported surpasses the quantity of that in many counties and medium-sized
cities of California.
It is doubtful if there is a basis for comparing crime in the Parks with
that of local municipalities or counties. However, the following figures
show comparable volume of serious crime in the State Parks and in
selected cities and counties, also the number of full-time police per-
1
sonnel working in such organized police agencies.
1
Crime and Delinquency in California, 1967
-50-
Part I
Full-time
Jurisdiction
Offenses
Police Personnel
City of Bakersfield
1,627
176
City of Concord
1,164
106
City of Santa Clara
1,274
99
Butte County
1,548
141
Imperial County
1,267
193
Placer County
1,208
136
Yolo County
1,188
162
San Luis Obispo County
1,329
171
State Park System
1,400
(approximate)
Personnel in the Parks are assigned to perform tasks pertaining to park
management and maintenance. Police work is incidental to other tasks.
No one in the Parks is assigned full time to combat crime. Presently,
only the Safety and Enforcement Supervisor, at the state level, is assigned
full time.
-51-
Table 1
Criminal Offenses and Incidents Reported in the
State Parks for the Period July 1, 1967, to June 30, 1968
Crimes against person
State Park Violations
Murder
1
Hunting Parties
155
Rape
10
Firearms
117
Assault
248
Fish & Game
43
Child Molest
3
Illegal Camping
1,187
Fire Violations
9
262
Non-payment Fees
38
Trespass
175
Crimes against property
Dog Violations
104
Robbery
3
1,828
Burglary
128
Auto Thefts
32
Car Clouts
838
Traffic Violations
905
Arson
2
Malicious Misch.
(Vandalism)
782
Criminal Offenses
5,320
Theft
1,077
2,862
Grand Total
8,053
Offenses against public order
Riots
35
Drunkenness
1,079
Disturb. Peace
244
Panhandling
230
Indecent Exposure
Miscellaneous Problems
and Nudism
186
Juvenile Drinking
29
Lost Persons
212
Curfew violations
18
Drownings
38
Rescues
8
1,821
Suicides
2
Attempted suicides
2
Vice Offenses
Accidental deaths
3
Narcotics
335
Insanity
2
Homosecual
35
Resuscitator calls
25
Glue Sniffing
5
375
Total
5,320
-52-
Table 2
Total Crimes and Other Incidents Reported by District
in the State Parks for the Period July 1, 1967, to June 30, 1968
Park
District
Crimes
Violations
Traffic
1
320
954
86
2
189
63
3.
836
3
1
4
1,954
718
382
5
267
26
-
6
1,754
64
436
Total
5,320
1,828
905
Crimes
5,320
Park Violations
1,828
Traffic
905
Grand Total
8,053
-53-
1
Reported Comments on Crime Problems in Selected Park Areas
Dyerville Area
Most pressing crime problems affecting units:
"Hunters. Here we contact a sometimes hostile, armed public with-
out the most basic enforcement equipment. Transients and hippie-
types are increasing problems involving variety of crimes. Camping
outside designated areas and thefts throughout Park. 11
Piercy Area
Most pressing crime problems affecting units:
"Our biggest problem stems from under-age drinking and all of the
noise, racing, vandalism and belligerence that goes with it. We have
had as many as 600 teenagers in the area at one time, many of them
drinking excessively. Theft ranks second in the Piercy Area and may
well take over as the most pressing problem. It is almost impossible
to detect, and therefore much harder to control than our teenage
drinking problem.
"Fortunately, we have excellent cooperation from and with the Humboldt
County Sheriff's Office. They loan us one of their two-way radios for
our patrol vehicle and respond at any time upon request. An excellent
relationship with the California Highway Patrol also exists. 11
Marin Area
Most pressing crime problems affecting units are theft, drug abuse,
narcotics and car clouts.
Mendocino Area
Most pressing crime problems affecting units:
"The increased use of park units by "hippy" groups who move about
at all hours, especially at night, has increased the anxiety of the
normal campers and loss of food, camping items, through theft. This
1
Peace Officer Standards and Training Survey, October 1968.
-54-
added to the loss to professional car clouters, is becoming a major
crime problem. These incidents occur around the clock. We are not
staffed or equipped to protect the visitor and his property. 11
Folsom Lake Area
Most pressing crime problems affecting unit are vandalism, car
clouts, riots, and thefts.
"Vandalism is the major problem. It usually includes destruction of
signs, fences, windows and damaging buildings.
"Juveniles - As is to be expected, juveniles create the greatest per-
centage of the problems here. Almost all car clouts, thefts, riots,
fights, and narcotic using are by juveniles. They also account for
most of the drownings. 11
Millerton Lake Area
Most pressing crime problems affecting units:
1. Enforcement of boating violations.
2. Handling of juvenile groups (drinking, glue sniffing, narcotics).
3. Speeding and vehicular problems.
4. Apprehension and handling armed hunters.
5. Assault with any weapons (this year youths were apprehended with
bicycle chains, cut-off billiard cues, and .22 pistols). Rangers
were attacked by youth groups throwing rocks, etc.
Big Basin Area
Most pressing crime problems affecting units:
"Special problems involve primarily suspected youth groups who fre-
quently pilfer from unattended campsites as well as some attended
during the sleeping hours. A through highway makes such vigilance
and patrol quite a problem for these as well as other juvenile gangs
who frequent this area at times, usually at night.
"A nearby 'hippie colony' on adjoining private property is building up
a series of incidents. Park patrons are cutting their vacations short
and clear out because of this 'hippie' crowd. Motorcycle gangs who
ride the neighboring ridges and onto park trails without respect for
law or order, or rights of others, and without any legal license are a
problem to apprehend and a constant threat for an unarmed ranger
who comes in contact with them in these areas. 11
-55-
Pfeiffer Big Sur Area
Most pressing crime problems affecting units:
"The 'hippy' element remains as the primary enforcement problem.
Over two hundred arrests were made during the summer season just
ending. These arrests were made primarily for illegal camping,
open fires, and non-payment of fees. Thefts of food, camping gear,
clothing and money, open fires, littering, and sanitation problems
can be attributed to the 'unshaven, unshorn, unshod, and unclean¹.
"Reports from local enforcement agencies indicate that many hard-
core criminals are now taking to the hippy way of life. For this
reason it is felt that rangers within the Parks frequented by this
type of individual are put in a very hazardous position when attempt-
ing to enforce the law without adequate weapons and incomplete
training in law enforcement.
"Juveniles are also a constant problem. We encounter problems with
excessive noice, speeding, consumption of alcoholic beverages, use
of narcotics. When arresting juveniles, notification of their parents
or guardian is difficult because many have no identification and refuse
to identify themselves. 11
San Mateo Coast Area
Most pressing crime problems affecting unit:
"Car clouts, malicious mischief, juvenile disturbances, juvenile
drunks, Vehicle Code violations, 'Outlaw Groups' (Hells Angels, etc.),
nudism, thefts (petty and grand), and 'Hippy' activities.
"The San Mateo Coast State Beaches are comprised of 10 separate
units totaling 14 miles of ocean frontage. The distance from the
northernmost to southernmost is 56 miles. This spread-out situa-
tion limits the effectiveness of our patrols due to travel time on a
congested two-lane highway.
"Also, due to limited manpower, we are unable to provide night patrol.
At night we lock up, go home, and hope everything is still there in
the morning. Without manpower to man our base radio, and not being
allowed to carry the necessary equipment for self-protection, it is
too dangerous for employees to provide night patrol of our scattered
units. 11
-56-
Carpinteria Area
"Our records do not show the full extent of the problem. The use of
narcotics on our beaches is commonplace. The number of petty
thefts that we hear about that are not formally reported would double
the rate. We have neither the trained personnel nor equipment to
effectively combat this situation. 11
Orange Coast Area
Most pressing crime problems affecting units:
Juvenile (drinking, fights, vandalism, narcotics, theft).
Drunks (gang fights, assaults).
Vehicle violations.
Car clouts.
Thefts from campsites by unknown persons, including money, food,
and equipment. Vandalism to public facilities. Minors and juveniles
entering park after closing, and sleeping in unauthorized areas. 11
-57-
Time for Decision
Although the "reported" crime in the Parks is substantial, it is surmised
that it is only a portion of the true figure. The implementation of the
planned central crime reporting system should provide information that
would reflect more clearly the true picture.
There is every reason to believe that crime in the Parks will continue to
climb, as it is doing throughout the nation. It is folly to expect to hold
the line in the Parks unless strong decisive counter measures are
initiated. Serious crime in such volume does not yield to token enforce-
ment. There must be strong, responsive action with enough manpower
and equipment to do the job. The winter and spring months of 1969
should witness real preparation for a hot summer. Unfortunately, fight-
ing crime is costly, but the criminal will continue to reap a much greater
harvest if he is not restrained. Continued escalation of crime in the
Parks will bring criticism by those who are victimized, and in time it
will mar the image and reputation of the Park System.
The concentration of a large volume of crime in a few park areas empha-
sizes the need to establish full time policing units in some of these areas.
RECOMMENDATION
In the park areas that have been experiencing large amounts of crime,
there should be established patrol units composed of men trained and
-58-
experienced in police work. The officers should be equipped with defen- -
sive weapons, and furnished with radio-equipped patrol vehicles.
The following areas should be given priority: Orange Coast, San Mateo,
Folsom, Mendocino, Big Basin, San Diego Coast, Big Sur, Carpinteria.
-59-
CRIME REPORTING
The local policing agencies make reports on all crimes which occur in
the State Parks that are reported to them. However, with few exceptions,
the sheriff and police departments do not furnish crime reports to the
Parks. Consequently, the administration of the State Park System has
only limited knowledge as to the extent and nature of this serious crime
problem.
There is no methodical system for reporting and tabulating the thousands
of crimes that occur in the Parks each year. Crimes, with all other
incidents, are now reported on the "Supervisor's Weekly Log, 11 a form
on which all notable incidents are chronologically logged. Such informa-
tion is interspersed with other items of general information, much of
which appears to be extraneous. Important information is often buried
in a mass of other material. Often multiple items are combined in one
entry. Information is typed on both sides of the log sheet, making it
awkward to read. Brief log entries on crime are made as general state-
ments without much detail; usually without names, addresses, or other
pertinent facts. Example: "A visitor's car stolen from Parking Lot #1;
was subsequently found by
Police Department. 11
-60-
RECOMMENDATION
The "Supervisor's Weekly Log" should be maintained. A state-level
directive should be issued specifying the manner and form of its use,
and categorizing the kinds of information to be recorded. Each incident
should be separately reported with pertinent facts, i.e., names,
addresses, etc. Information should be typed only on one side of the log
sheet. When selected happenings are properly logged, such information
serves as a reference point.
To effectively prevent or suppress crime, it is necessary to know what
crimes are being committed, and when, where, and how they occur.
Factual data must be methodically accumulated and analyzed in order to
develop a comprehensive crime control program.
There is need for a crime reporting system to keep park management
informed of all criminal offenses that occur in the Parks, and to provide
detailed information for statistical analysis and study to determine the
extent and nature of the crime problem.
Such information would also assist in administrative planning and serve
to justify budget requests for needed personnel, equipment, and supplies.
Information contained in crime records would be helpful in identifying
training needs of park personnel. In the park units or areas the crime
reports would identify crime hazards, serve as a barometer to effective
-61-
police action, and give direction to the crime control program.
It must be stressed that such crime reports would serve only as an admin-
istrative tool for the park management, not supplant crime reports that are
now prepared by the local policing agency on criminal offenses that occur
in the Parks. Besides its use as an administrative tool, a crime report,
prepared by park personnel, would be only a reference document for the
local police agency.
The creation of the Safety and Enforcement Section within the Operations
Division of the Department has provided, in the organizational structure,
1
a function intended to implement a crime control program.
This pro-
vides a framework for establishing an excellent program.
In the position description for the Supervisor of Safety and Enforcement,
a myriad of duties and responsibilities have been listed, each of which
is important in accomplishing the total objectives of safety and crime
control. However, it appears that it would not be possible for one man
to effectively perform all the duties for which he is responsible as shown
in the job description.
If the safety and crime prevention program is to truly work, it must be
adequately staffed. It is therefore suggested that there be added one
1
Refer to page 15 of this report
-62-
clerical personnel and two staff men who are experienced in law enforce-
ment and safety work; one assigned full time to develop an effective
safety program, and the other as staff assistant to analyze crime reports,
make inspectional field trips to evaluate crime conditions, personnel
effectiveness, and procedures, and to assist with crime problems. He
would also develop in-service training material.
RECOMMENDATIONS
One additional clerk and two staff men, experienced in law enforcement
and safety programs, should be assigned to the Office of Safety and
Enforcement to implement the centralized crime control and safety pro-
gram, as outlined for the Department's Safety and Enforcement Office.
A uniform crime reporting system should be established for the State
Parks which would provide all levels of management with factual data
about crime and other incidents.
A Crime and Incident Report Form should be provided on which all crime
and other incidents could be reported. The form should be printed in
quadruplicate.
Park unit personnel should prepare a report on all crime and other inci-
dents which occur in the Parks.
Copies of completed reports should be directed to (1) Supervisor of Safety
-63-
and Enforcement, (2) District Headquarters, (3) the local police agency,
and (4) the park unit in which the crime or incident occurred.
At the state level in the office of the Supervisor of Safety and Enforcement,
all pertinent information from crime reports should be punched on IBM
cards from which periodic machine runs could provide valid summaries
of reported crime, accidents, and other incidents. From this informa-
tion a wide variety of studies could be made for planning action programs.
Each park should obtain from the local law enforcement agencies, copies
of all reports of crime in the parks not reported to the park personnel.
Park visitors should be requested to notify park personnel about the
occurrence of any crime in the park.
-64-
Use of Criminal Code Sections
In reporting crime and charging offenders, law enforcement agencies in
the State use the code sections of the various California criminal codes
that are applicable. The names and section numbers of crimes are under-
stood and have acceptance by all who work in the field of criminal justice.
Such uniformity is particularly important in the maintenance and use of
criminal records and in communicating information, not only in
California but at the national level in the Federal Bureau of Investigation.
In the fiscal period, July 1, 1967, to June 30, 1968, 67% of all offenses
reported in the State Parks were contained in the State criminal codes,
primarily in the Penal Code. The remaining 33% were for violation of
park rules and regulations.
Most violations as listed in the "Enforcement Manual" of the State Parks
have special application only for the parks and have no counterpart in
the State criminal codes, so they must be used. However, there are
several that cover the law as stated in the Penal Code and the Vehicle
Code.
RECOMMENDATION
In all crime reporting, the common name and code number as stated in
the California criminal codes should be used. The sections of the "Rules
and Regulations" should be used only for violations not contained in the
criminal codes.
-65-
LOCAL LAW ENFORCEMENT AND THE STATE PARK SYSTEM
Most of the State Parks are located within unincorporated areas of counties.
Several park units extend into two or more counties, and some are situated
within cities or towns. The multiple county situation makes it necessary
for a single park unit to work with two or more law enforcement agencies.
The reporting of criminal incidents to a local policing agency or the
making of a request for service is governed by the location within a Park
as to where a crime or an incident may have occurred.
If it is within its jurisdiction, the service of the local police agency extends
into the park unit or area. The park areas are patrolled as part of regular
assignments. The amount of patrol time that a police agency devotes to
a park is dependent on a number of factors, such as, personnel strength,
need for service, local attitudes, policy, number of other assignments,
etc. This varies from area to area. One park may see a sheriff or police
car two or three times in the course of an eight-hour watch, while on the
other hand, a ranger reported that a sheriff's patrol car came through
the Park about once a week.
The local policing agency is charged with maintaining law and order in
the entire jurisdiction. In fulfilling this obligation, it performs allphases
of the major police function, i.e., patrolling, investigating crime,
arresting violators of the law. The police agencies are responsible for
preparing, processing, and maintaining police records, fingerprinting,
-66-
identifying, and caring for prisoners. The Department of Parks and
Recreation has none of these legal obligations.
The park ranger has concurrent jurisdiction within the State Parks. His
is an auxiliary and supplementary role that supports and assists the local
police agency in suppressing and preventing crime. This is accomplished
by patrolling, reporting crime to police and frequently initiating enforce-
ment action, making preliminary investigations and preserving evidence,
and cooperating with the local police agency. These are critical tasks
in police work that require a high degree of competence.
Because of the need for a close working relationship between police and
the park personnel, it is important that within their jurisdiction the park
rangers maintain rapport with local law enforcement agencies, the district
attorney, the courts, and certain state agencies, such as the California
Highway Patrol, Alcoholic Beverage Control, Narcotic Enforcement, etc.
Generally these relationships have been found to be good. However, some
instances do arise which cause problems. For example: A ranger may
call the police agency to report an incident in which he has not fully
evaluated the need for police assistance, and in fact does not require the
presence of an officer, or conversely, failure to immediately call the
police on important situations in which time is a factor in resolving a
case. Other incidents occur where park personnel fail to obtain pertinent
information, such as names of witnesses and complainants, license num-
bers, descriptions of suspects, etc.
-67-
A lack of knowledge of the elements of crime causes park personnel to
frequently fail to recognize and secure evidence necessary to substantiate
a criminal charge. Needless loss of evidence in a criminal matter is
naturally upsetting to the police investigator.
One sheriff viewed parks' enforcement policy as badly deficient, training
as grossly inadequate, and the Park Department badly undermanned for
education and enforcement responsibilities. He also pointed out that
park people, for lack of training, had destroyed evidence at the scene of
a crime which would have been instrumental in a successful court action.
He expressed the view that seasonal personnel should not be given assign-
ments of patrol or enforcement functions unless trained and experienced.
To allay such criticism, all park rangers should familiarize themselves
with the elements of commonly known crimes such as robbery, rape,
burglary, grand theft, petty theft, assault, battery, auto theft, disturbing
the peace, and drunkenness. Also, juvenile and vice offenses, and traffic
violations. Definitions are contained in the Penal Code, the Welfare and
Institution Code, the Health and Safety Code, and the Vehicle Code. Each
of these codes is essential in the enforcement of criminal law. Presently
the district headquarters offices and the park units are not supplied with
such code books.
-68-
RECOMMENDATION
The Department of Parks and Recreation should supply sufficient numbers
of Penal Codes, Welfare and Institution Codes, Health and Safety Codes,
and Vehicle Codes for distribution to each district headquarters and park
unit. These are "tools" of law enforcement.
Park rangers should learn names and elements of common crimes.
The extent of local police cooperation with the State Parks should be of
vital concern to the administrators of the Department. Through the
Office of Safety and Enforcement, liaison should be established with the
local agencies, district attorneys, and courts. At the state level there
is no written policy concerning the relationship of the Park System with
local police jurisdictions. Presently, informal park policies with the
police are usually developed at the area or district level in which the
Park is located. Consequently, such policies are subject to variation
and change. There are areas in these relationships that should have
established administrative policy guidelines.
RECOMMENDATION
There should be policy statement, kept current by the park administration.
Such written policy would establish uniformity and serve as a foundation
for developing better understanding between the police and the park units,
-69-
and give stability, to these relationships.
Park administrators at the state level should establish closer liaison
with local law enforcement agencies.
The foremost consideration in maintaining good rapport with local law
enforcement is in raising the competence of the individual park ranger
so he may effectively perform his role as a peace officer. Many mis- -
understandings that do arise between the local law enforcement and the
park personnel can be attributed to failures of park personnel to carry
out a police function. This situation will be resolved only through law
enforcement training of park peace officers.
-70-
RADIO COMMUNICATIONS
Radio communications for State Park peace officers is essential. Radio
is needed to maintain contact between headquarters and field units. It
provides instant communication for routine as well as emergency situa- -
tions and is a safety factor for the ranger patrol. It gives management
an excellent supervisory control and is important in the development and
utilization of personnel.
There is a definite need for additional radio equipment for the State Park
System. In preparing this report a survey indicated that of the 69 park
areas, 36 have no. radio equipment. The Four Rivers Park Area has five
old units on loan from the California Highway Patrol, and the Henry Coe
Area has one unit furnished by the Santa Clara County Sheriff's Depart-
ment.
There are 200 radio units in use in the park system. Of that number, 55
are over eight years old and should be replaced. The survey indicated
that 270 additional radio units are needed. The approximate cost for this
equipment is $290, 000, less the present fiscal budget allocations for this
purpose.
RECOMMENDATION
Necessary radio equipment should be purchased to bring the Department
up to standard.
-71- -
VEHICLES AND SAFETY EQUIPMENT
Motor Vehicle Equipment
According to the motor vehicle use summaries, a total of 368 motor
vehicles of four basic types used by State Park rangers on a full - or part-
time basis in safety and law enforcement activities during the 1967-68
fiscal year averaged 52, 216 miles and 5.4 years of use.
Of the 368 vehicles included in this analysis, a total of 158 vehicles had
traveled in excess of 60, 000 miles and 145 vehicles were more than six
years of age, and 109 of these were both in excess of 60, 000 and six
years of age. Of the 109 vehicles SO identified, the average had an
odometer reading of 81, 788 and was nine years of age. (See Appendix C,
p. 106.)
Of the 158 vehicles identified as having been operated in excess of 60,000
miles, 73 (46%) had been driven an average of 92, 688 miles, 38 had been
driven an average of 99, 976 miles, and 15 had been driven an average of
108, 898 miles.
The Transportation Division of the Department of General Services imple-
ments the statewide policy, as stated in Part 4185.1 of the State
Administrative Manual, relative to replacement of vehicles. Pertinent
excerpts from this manual read as follows:
-72-
Part 4185. 1, Replacement Policy
"State-owned vehicles are replaced at any time that it is deter-
mined it would be economical to do so, regardless of age or
mileage. For automobiles, an evaluation will be made at the
time of the annual automotive inspection or at any point repairs
are necessary due to accident or major mechanical failure. 11
Part 4185. 2, Annual Inspection
"Automobiles are to be inspected annually to determine whether
or not they should be replaced then, or if they can be economi-
cally continued in service. When automobiles have been driven
70,000 miles, more intensive annual inspection is made. In
both instances, the decision of whether to replace or retain the
automobile will be based on the Department of General Service's
automotive inspector's report
11
There does not appear to be a specific statewide criteria which would limit
the Department of Parks and Recreation from updating motor vehicle
equipment used by rangers. Visits to park units indicated an alarming
amount of "down time" of vehicles which were critically needed to fulfill
the basic purpose of park and visitor protection and service. It was fur-
ther observed during the field survey that vehicles were actually unsafe
to operate, and some had mechanically deteriorated because of years of
use or exposure to climatic conditions to a point where they would look
less out of place in a junkyard than in an operating motor pool.
The following table represents an estimated cost for replacement of the
109 vehicles which have been driven over 60,000 miles and are at least
six years of age:
-73-
Number
Type of Vehicle
Needed
Unit Price
Total Cost
Sedan
3
$1,850
$ 5,550
Station Wagon
10
1,950
19,500
Jeep-type
4
2,600
10,400
Pickup
92
1,800
165,600
Total
109
$201,050
The lack of replacement of motor vehicle equipment used in ranger
activities is a serious deficiency consistently observed during the field
survey. Circumstances which contributed to this condition are deserving
of an in-depth management survey at the department level. If vehicles
were replaced on age alone, at intervals of six years, normal budgeting
could anticipate at least 62 new vehicles each year to keep the present
fleet of 368 ranger vehicles updated.
Pickup trucks are used extensively in the Parks as police patrol vehicles.
The varied work of the ranger requires that he use a utility vehicle. Parks
with few crime problems have no need for police units. However, in the
heavier crime areas special police patrol cars should be used. Pickup
trucks are definitely not suitable for this purpose.
Both the 4-door sedan and the station wagon have found favor as patrol
vehicles. However, the sedan is used much more extensively. The 4-door
sedan with heavy-duty chassis and suspension system designed for police
-74-
service, is an excellent vehicle and has certain advantages over the sta- -
tion wagon. The installation of a metal separator between the front and
back seats provides a secure area for holding and transporting prisoners
and is an important safety factor for the officer, especially when he is
working in isolated areas of a Park.
The station wagon has advantages as a limited utility vehicle and can also
be utilized as an emergency ambulance unit. When equipped with radio,
spotlight, red light, 1 siren, and public-address system, either of these
vehicles is an excellent all-weather patrol unit. Each patrol car should
also be equipped with first-aid kit, flares, blankets, and rope.
RECOMMENDATION
At least ten completely equipped patrol vehicles, either 4-door sedans
or station wagons, should be purchased and assigned to Parks experienc-
ing excessive crime problems.
Approximate cost - $18,500.
1
Dependent upon amending Section 165, Vehicle Code
-75-
Emergency Vehicles
It is necessary that park peace officers have emergency vehicles to assist
in enforcing the law. Although some park patrol units are equipped with
red lights and sirens, additional units are needed.
At the present time, park vehicles are not included as emergency vehicles
except fire fighting and lifesaving vehicles.
RECOMMENDATION
It is recommended that Section 165, Vehicle Code, be amended to read:
An authorized emergency vehicle is: Any state-owned vehicle operated
within a State Park area by a peace officer of the Department of Parks
and Recreation."
This should be considered an urgent matter.
State Administrative Manual, Section 4112, states:
Passenger vehicles other than the typical fleet vehicle may
be provided as indicated below. Such vehicles must be used
by the position for which justified,
11
* *
3 - Law enforcement personnel of the California Highway Patrol
and narcotics inspectors may be provided with heavier (Group IV)
automobiles, equipped with all necessary law enforcement
accessories, in addition to meeting the standards for the typical
fleet vehicle.
RECOMMENDATION
State Administrative Manual, Section 4112, should be amended to include
vehicles used specifically for law enforcement in the State Park System.
-76-
THE COST
Waging war against crime is costly, yet it must be done if the Parks are
to be maintained and if they are to fulfill their purpose as natural re-
serves and recreational facilities for the people of California. Every
reasonable effort should be exercised to assure that Park visitors are
secure from criminal attack.
There are several clearly defined areas where the prevention and con-
trol of crime in the State Parks can be exercised; such as:
1. Developing a park ranger field staff, with necessary mobile and
communications equipment, trained in policing techniques, so they
can effectively perform the necessary police actions to apprehend
violators of the law, and to suppress unrestrained and unruly
individuals and groups who would abuse Park privileges.
2. Educating and informing Park users of the potential crime hazards,
and instructing them as to how they can best protect themselves
and their property while visiting the State Parks.
3. Preventing the opportunity for the commission of crime in the Parks
by
(a) Adequate lighting in hazardous areas.
(b) Construction of fences or barriers in certain Park areas to dis-
courage easy access by prowlers and opportunists.
-77-
(c) Use of electronic intrusion devices in selected Park buildings.
(d) Improved lock and key control.
(e) Installing barriers on exterior windows and other apertures in
State Park buildings.
All such programs should be coordinated with local law enforcement
agencies.
Funds should be expended immediately for equipment, additional police
personnel, and for the training of park rangers. The following is a
recap of cost estimates for equipment as recommended in this report:
Defensive weapons
$ 10,500
Radios
290,000
Police Vehicles
18,500
$319,000
Every park ranger who has not had law enforcement training should
receive a minimum of 80 hours of such training at the Riverside County
Sheriff's Training Academy.
Cost: 300 men @ $100 per man
$ 30,000
Twenty area managers should receive training equivalent to the 200-hour
basic course as required by the Commission on Peace Officer Standards
and Training.
Cost: 20 men @ $225 per man
$ 4,500
Total cost of training and equipment
$353,500
-78-
TABLE OF RECOMMENDATIONS
Page
Park rules and regulations should be extracted from the
19
"Enforcement Manual" and so designated in a separate code
book.
The "Manual of Rules and Regulations" should be replaced
with a "Manual of Procedure for Law Enforcement" which
should cover routine day-to-day policies and procedures that
relate to police work, such as: (1) arrest procedures, (2)
transporting prisoners, (3) firearms use, (4) handling juve-
niles, (5) traffic control, (6) lost persons, etc. These are
but a few of the many subjects that should be treated.
A copy of the "Manual of Procedures for Law Enforcement, 11
should be furnished to each park peace officer.
Routine problems require definitive policy and established
procedures, and all personnel charged with handling such
problems should be trained to know and understand them.
The Manual should be periodically reviewed and updated.
Publishing the Manual in loose-leaf form would facilitate the
replacement of obsolete material with revisions and additions.
Refresher training could be taught from the Manual.
An entrance examination for the Ranger I position should in-
22
clude a written aptitude test, a physical agility test, oral
interview, a thorough medical test, and careful background
investigation. It should also include the same minimum
standards for employment as required for a peace officer by
the Commission on Peace Officer Standards and Training.
Each candidate should be (1) a citizen of the United States;
(2) at least 21 years of age; (3) of good moral character,
never having been convicted of a felony crime; (4) a high
school graduate, or equivalent by having passed the General
Education Development Test; (5) in good physical health; and
(6) suitable for police work, determined by such factors as
appearance, personality and temperament.
The content of the Supervisory Practice Course should be
24
expanded to include at least a general introduction to law
-79-
Page
enforcement responsibilities in the overall management and
administration of the State Park System.
All rangers, designated by the Director as peace officers,
25
should immediately receive 80 hours of law enforcement
training. This is a matter of urgency. There should then
be established a 200-hour basic law enforcement training
program for all State Park peace officers.
Necessary funds for law enforcement training should be bud-
geted each year.
The Safety and Enforcement Office at the State level should
26
give guidance and direction to conference sessions between
park personnel and local law enforcement by assisting in
developing subject matter for discussion, and by accumulating
and disseminating to field personnel pertinent information
gained from such conferences and meetings.
Seasonal rangers should not be designated nor function as
27
park peace officers unless they are experienced or first
receive a minimum of 80 hours of law enforcement training.
As a possible solution, the positions of seasonal ranger might
be filled by recruiting college students who are majoring in
police science courses, or others with law enforcement back-
grounds.
A law enforcement roll-call training program should be estab-
29
lished in the State Park System and presented on a continuing
basis to park rangers.
A training facility should be acquired for the purpose of
training park peace officers in law enforcement work.
Prior to the beginning of the 1969 summer season, the area
30
managers, particularly in parks experiencing heavy crime,
should complete the 200-hour basic law enforcement course,
as prescribed by the Commission on Peace Officer Standards
and Training.
As it affects law enforcement, there should be an objective,
34
in-depth management study of personnel needs for each park
unit. Additional rangers should be assigned if the need is
justified.
-80-
Page
The present restrictive policy of the Department should be
37
restated to allow State Park Peace Officers to exercise full
peace officer powers in performing their duty in the Parks.
In being denied authority they are relieved of responsibility.
A park employee should not be "designated" as a State Park
38
Peace Officer unless he is experienced in law enforcement
work or has received a minimum of 80 hours of law enforce-
ment training. The 80 hours does not meet the 200 hour
basic minimum required by the Commission on Peace Officer
Standards and Training, and should be considered only a
stop-gap until training schedules can provide for the full
200 hour minimum. There should be a written policy setting
forth the qualifications for designation as a "peace officer"
and the procedures to be followed:
A written policy on firearms use should be established and
41
made part of a manual of procedures for law enforcement.
Selected rangers should be thoroughly trained in the use of
firearms, and other defensive weapons, by firearms training
officers at police or sheriff department ranges. Firearms
training should be in addition to other law enforcement training
Guns, holsters and belts, ammunition, handcuffs and batons
should be purchased by the department and, on the basis of
need, issued to designated park units.
Under the unit supervising ranger, rigid weapon control pro-
cedures should be established.
Only those rangers who have completed firearms training should
be allowed to carry a firearm on patrol duty.
Section 12403 Penal Code should be amended to permit the
42
possession and use of tear gas (mace) by a State Park peace
officer in the performance of his duty within a State Park.
As an urgent measure, all park rangers should undergo a spec-
44
ial training course in juvenile control. Particular emphasis
should be given to juvenile court law. (Chapter 2, Part 1,
Division 2 of the Welfare and Institutions Code, Sections 500-
914.) This should receive top priority during the spring
months of 1969.
-81-
Page
Park visitors should be alerted to the crime hazards in the
46
Parks. In all Parks that staff the entrance control station,
an information brochure should be given to visitors, advising
them to lock their cars and remove ignition keys, and to
lock their property out of sight in the trunk of their car, or
secure it in some manner when the vehicle is left unattended.
Instruct visitors to secure property at campsite during their
absence.
Permanent signs should be posted at parking areas, advising
visitors to lock property out of sight when parking and leav-
ing car unattended.
More ranger time should be devoted to patrol and the sur-
veillance of parking and camping areas in an effort to appre-
hend car clouters, thieves, and burglars. Presently, very
few arrests are being made for these offenses.
All park unit offices should have the floor safes located in
48
plain view in a visible area of the office.
Park offices should be well lighted.
Silent burglar alarms should be installed in park offices with
alerting units in the residence or living quarters of the park
unit ranger.
Exterior office doors should be equipped with cylinder dead-
locks that unlock with a key from both the outside and inside.
Rear office windows that are not easily visible from the front
area of the building should be secured by iron bars of at least
one-half inch round or 1"x1/4" flat steel material, spaced not
more than five inches apart, securely fastened by rounded
head flush-bolts on the outside.
Monies collected by the park unit should be deposited each day
in order to keep loss potential at a minimum.
Serial numbers of typewriters and other office machine equip-
ment should be recorded and maintained in the office SO that
in the event of theft such serial numbers will be available for crime
report.
-82-
Page
Each park unit should acquire a key cabinet in which all
49
extra keys could be secured.
Locks with cylinders that can be re-keyed should be in-
stalled in exterior locks.
Lock cylinders should be re-keyed when keys are lost or
stolen.
In the park areas that have been experiencing large amounts
58
of crime, there should be established patrol units composed
of men trained and experienced in police work. The officers
should be equipped with defensive weapons, and furnished
with radio-equipped patrol vehicles.
The following areas should be given priority: Orange Coast,
San Mateo, Folsom, Mendocino, Big Basin, San Diego Coast,
Big Sur, Carpinteria.
The "Supervisor's Weekly Log" should be maintained. A
61
state-level directive should be issued specifying the manner
and form of its use, and categorizing the kinds of informa-
tion to be recorded. Each incident should be separately
reported with pertinent facts, i.e., names, addresses, etc.
Information should be typed only on one side of the log sheet.
When selected happenings are properly logged, such infor-
mation serves as a reference point.
One additional clerk and two staff men, experienced in law
63
enforcement and safety programs, should be assigned to the
Office of Safety and Enforcement to implement the centra-
lized crime control and safety program, as outlined for the
Department's Safety and Enforcement Office.
A uniform crime reporting system should be established for
the State Parks which would provide all levels of manage-
ment with factual dataabout crime and other incidents.
A Crime and Incident Report Form should be provided on
which all crime and other incidents could be reported. The
form should be printed in quadruplicate.
Park unit personnel should prepare a report on all crime and
other incidents which occur in the Parks.
-83-
Page
Copies of completed reports should be directed to
63
(1) Supervisor of Safety and Enforcement, (2) District
Headquarters, (3) the local police agency, and (4) the
park unit in which the crime or incident occurred.
At the state level in the office of the Supervisor of Safety
64
and Enforcement, all pertinent information from crime
reports should be punched on IBM cards from which
periodic machine runs could provide valid summaries of
reported crime, accidents, and other incidents. From
this information a wide variety of studies could be made
for planning action programs.
Each park should obtain from the local law enforcement
agencies, copies of all reports of crime in the parks not
reported to the park personnel.
Park visitors should be requested to notify park personnel
about the occurrence of any crime in the park.
In all crime reporting, the common name and code number
65
as stated in the California criminal codes should be used.
The sections of the "Rules and Regulations" should be used
only for violations not contained in the criminal codes.
The Department of Parks and Recreation should supply
69
sufficient numbers of Penal Codes, Welfare and Institution
Codes, Health and Safety Codes, and Vehicle Codes for
distribution to each district headquarters and park unit.
These are "tools" of law enforcement.
Park rangers should learn names and elements of common
crimes
There should be a policy statement, kept current by the
park administration. Such written policy would establish
uniformity and serve as a foundation for developing better
understanding between the police and the park units, and
give stability, to these relationships.
Park administrators at the state level should establish closer
70
liaison with local law enforcement agencies.
Necessary radio equipment should be purchased to bring the
71
Department up to standards.
-84-
Page
At least ten completely equipped patrol vehicles, either
75
4-door sedans or station wagons, should be purchased and
assigned to Parks experiencing excessive crime problems.
Approximate cost - $18,500.
State Administrative Manual, Section 4112, should be
76
amended to include vehicles used specifically for law en-
forcement in the State Park System.
It is recommended that Section 165, Vehicle Code, be
amended to read: "An authorized emergency vehicle is:
Any state-owned vehicle operated within a State Park area
by a peace officer of the Department of Parks and
Recreation. 11
-85-
APPENDIX A
DEPARTMENT OF PARKS AND RECREATION
ORGANIZATION CHARTS
State of California
The Resources Agency
DEPARTMENT OF PARKS AND RECREATION
November 1, 1967
Historical Landmarks
Director
State Park and Recreation
Advisory Committee
Commission
Deputy Director
Deputy Director
California Riding and Hiking
Trails Advisory Committee
Special
Administrative
Legal
Representative
Assistant
Counsel
Resource Management
Concessions
Information and
and Protection Division
Division
Interpretation Division
-87-
Assistant Deputy Director
Planning and Development
Operations
Administritive Services
Division
Division
Division
Approved RMD Director
2.B Liverance
LEGEND
Exempt Position
Approved Approved Governor Administrator
State of California
The Resources Agency
Department of Parks and Recreation
OPERATIONS DIVISION
Division Chief
Historical Parks and
Staff Services
Monuments Office
Office
Equipment Management
Manpower Utilization
Section
Section
Facilities Maintenance
Safety and Enforcement
Section
Section
-88-
District 1
District 2
District 3
District 4
Dist rict 5
District 6
DISTRICT 1
100
SUPERINTENDENT
RANGER VI
BUSINESS MANAGER
FORESTRY
INTERPRETATION
MAINTENANCE
BUS MGR
FORESTER II
DIST. INTER.
MAINT. SUPV.
ACCT. TECH. II
HEAVY EQUIP. MECH.
PROP. CLERK I
2 EQUIP. OPR.
SR. TYP. CLERK
1 CARPENTER
INTER. STENO. CLK.
INTER. TYP. CLK.
ASS'T. SUPT.
ASS'T SUPT.
5
RANGER V
RANGER V
111
112
113
114
115
127
126
121
124
125
HIOUCHI
TRINIDAD
DYERVILLE
PIERCY
FT HUMBOLDT
WEAVERVILLE
SHASTA
TEHAMA
CASTLE
McARTHUR
AREA
AREA
AREA
AREA
AREA
JOSS HOUSE AREA
AREA
AREA
CRAGS AREA
BURNEY AREA
JED. SMITH
PRAIRIE CRX.
HUMBOLDT
RICHARDSON OR,
FT HUMBOLDT
WM B. IDE
DEL MORTE C.
PATRICK PT.
REDWOODS
STANDISH-
AZALEA S.R.
WOODSON BR.
GRIZZLY CRK.
RANGER II
RANGER II
1 RANGER II
PELICAN S.B.
DRY LAGOON
HICKEY
1 RANGER II
BENBOW LAKE
MAINT. MAN
MAINT. MAN
1 RANGER I
1 RANGER I
TRINIDAD S.B.
LITTLE RIVER
REYNOLDS
ADMIN 8 MAINT
ADMIN a MAINT
1 MAINT. MAN
1 MAINT. MAN
SMITHE
1 RANGER I
1 RANGER Is
ADMINISTRATION
ADMINISTRATION
REDWOODS
1 RANGER I
1 MAINT MAN
1 RANGER III
ADM. WM.
1 MAINT. MAN
ADMINISTRATION
1 RANGER IV
1 RANGER II
STANDLEY
1 RANGER III
3 RANGER I
1 RANGER III
1 RANGER II
1 INT. TYP. CIK.
1 RANGER II
6 RANGER I
3 RANGER I
1 INT. STENO
ADMINISTRATION
1 INT. TYP. CLK.
MAINTENANCE
1 RANGER IV
1 RANGER II
2 MAINT. MAN
MAINTENANCE
MAINTENANCE
3 RANGER I
1 INT. TYP. CLK.
1 MAINT. FOR.
1 MAINT. FOR.
3 MAINT. MAN
6 MAINT. MAN
1 EQUIP. OPR.
MAINTENANCE
1 MAINT. FOR.
4 MAINT. MAN
DISTRICT
2
200
SUPERINTENDENT
RANGER VI
BUSINESS MANAGER
SAFETY & ENFORCE,
INTERPRETATION
MAINTENANCE
BUS. MGR.
RANGER IV
DIST. INTER.
MAINT. SUPV.
ACCT. TECH. II
PROPERTY CLERK
2 EQUIP. OPER.
SENIOR TYPIST
2 INTER. STENO.
INTER. ACCT. CLK.
ASS'T. SUPT.
ASS'T. SUPT.
RANGER V
RANGER V
B
249
211
212
213
218
214
220
222
231
-06-
MENDOCINO
FORT ROSS
RUSSIAN
BOTHE-NAPA
CLEAR LAKE
MARIN AREA
SONOMA
BENICIA
ANGEL IS.
AREA
AREA
RIVER AREA
AREA
AREA
AREA
AREA
AREA
AREA
HENDY WOODS
PORT ROSS S.H.F.
ARMSTRONG RWD
BOTHE-NAPA
CLEAR LAKE S.P.
MT. TAMALPAIS
JACK LONDON
BENICIA CAPITOL
ANGEL ISLAND
INDIAN CREEK
KRUSE RHODO. S.R
AUSTIN CREEK
R. L. STEVENSON
MARIN HEADLANDS
PETALUMA ADOBE
BENICIA S.R.A.
MAILLIARD RWDS
SALT OINT
SONOMA COAST S.B
MT. ST. HELENA
R & H TRAIL
SONOMA S.H.P.
MANCHESTER
SAMUEL P. TAYLOR
SUGARLOAF RIDGE
MackeRRICHER
ADMIN. & MAINT
STINSON S.B.
ADMIN. & MAINT.
ADMIN. a MAINT
MONTGOMERY
TOMALES BAY S.P.
ADMINISTRATION
ADMINISTRATION
ADMIN. a MAINT.
1 RANGER II
PAUL DIMMICK
ADMINISTRATION
1 RANGER II
1 RANGER III
1 RANGER I
RUSSIAN GULCH
1 RANGER II
1 RANGER III
1 RANGER I
2 RANGER I
1 RANGER II
1 MAINT. MAN
VAN DAME
1 RANGER I
2 RANGER II
1 RANGER I
ADMINISTRATION
1 RANGER III
I GUIDE, H.M.
3 MAINT. MAN
WESTPORT UNION
, RANGER I
1 MAINT. MAN
1 RANGER II
1 MAINT. MAN
1 BOAT OPERATOR
1 RANGER IV
4 RANGER I
1 ELECTRICIAN
4 RANGER II
2 GUIDES, H.M.
6 RANGER I
ADMINISTRATION
INT. STENO.
MAINTENANCE
INT. STENO.
1 RANGER IV
1 MAINT. FOREMAN
2 RAMOER II
3 MAINT. MAN
6 RANGER I
MAINTENANCE
MAINTENANCE
1 INT. STENO.
1 MAINT. FOREMAN
1 MAINT. FOREMAN
7 MAINT. MAN
2 MAINT. MAN
1 JANITOR
MAINTENANCE
1 MORTI. TECH.
MAINT. PORTMAN
5 MAINT. MANT -
DISTRICT 3
300
SUPERINTENDENT
RANGER VI
BUS. MGR.
AQUATIC SAFE.
SAFETY & ENFORCE
INTERPRETATION
MAINTENANCE
FORESTRY
BUS. MGR.
AQUATIC SUPV
RANGER IV
DIST. INTER
MAINT. SUPV.
FORESTER
ACCT. TECH. II
ACCT. CLK. 11
SR. STENC
2 STENC 11
STOCK CLERK
ASSIST. DIST.
ASSIST. DIST.
SUP RANGER V
SUP RANGER V
305
317
319
3071
320
324
322
318
323
304
332
326
321
FOUR RIVER
DELTA
SACRAMENTO
COLUMBIA
CALAVERAS
BODIE
GROVER HOT
FOLSOM LAKE
FEATHER
MARSHALL
MALAKOFF
SIERRA
PLUMAS-
AREA
AREA
AREA
AREA
AREA
AREA
SPRINGS AREA
AREA
RIVER AREA
GOLD DISC. AREA
DIGGINS AREA
AREA
EUREKA AREA
SAN LUIS RES.
BRANNAN ISLAND
SUTTER S FORT
INDIAN GRINDING ROCK
CROVILLE RES
SQUAW VALLEY
LOS BANOS CR. RES.
FRANK TRACT
INDIAN MUSEUM
CALAVERAS
COLUSA-SAC. RIV.
DONNER MEM.
GOVERNOR MANSION
ADMIN.
ADMIN & MAINT
ADMIN. a MAINT
ADMIN.
BIDWELL MANSION
ADMIN.
ADMIN. & MAINT
TURLOCK LAKE
DELTA MEADOWS
TANOE S.R.A.
ADMIN. a MAINT.
MC CONNELL
OLD SACRAMENTO
1 RANGER IV
ADMIN.
1 RANGER II
1 RANGER II
1 RANGER IV
1 RANGER 111
1 RANGER II
SUGAR PINE PT.
1 RANGER II
HATFIELD
1 RANCER II
1 RANGER I
1 RANGER 1
1 RANGER III
3 RANGER I
1 RANGER I
D.L. BLISS
1 RAMGER I
FREMONT FORD
ADMIN.
3 RANGER 1
1 RANGER IV
3 RANGER II
ADMIN.
1 CLK. TYP. II
EMERALD BAY
CASWELL MEM. S.P.
1 STENO 11
1 RANGER II
1 RANGER III
ADMIN.
10 RANGER I
4 RANGER I
3 RADIO DISP. CLK.
1 RANGER IV
1 RANGER II
1 RANGER IV
1 CLK. TYP. II
1 STENO II
1 RANGER 11
2 RANGER I
#8 RANGER 1
MAINT.
ADMIN
1 RANGER II
ADMIN.
2 RANGER I
MAINT.
2 RADIO DISP. CLK.
: MAINT. MEN
1 RANGER IV
1 BANGER IV
1 STENO II
2 MAINT. MEN
MAINT.
1 STENO 11
3 RANGER II
MAINT.
MAINT.
1 RANGER III
1 WATER SEWER
5 RANGER I
2 MAINT. MEN
2 RANGER II
2 MAINT. MEN
PLANT SUPV.
2 MAINT. FORE.
1 SNOW SAFE. SPEC.
1 EQUIP. OPR.
7 RANGER I
MAINT.
1 JANITOR
7 MAINT. MEN
MAINT.
1 INST. FIRE CHIEF
1 STENO II
1 EQUIP. OPR,
4 INST. FIREMEN
1 MAINT. FORE.
1 AUTO. MECH.
3 MAINT. MEN
1 STENO II
2 MAINT. MEN
1 GROUNDSMAN
MAINT.
1 HORT. TECH.
*DOES NOT INCLUDE 2 RANGER 1.
MAINT.
1 MAINT. FORE.
2 JANITORS
POSITION REIMBURSED BY DWR.
1 MAINT. FORE.
5 MAINT. MEN
4 MAINT. MEN
1 ECUIP. OPR.
1 EQUIP. OPR.
1 AUTO. MECH.
378
1 CHIEF ENGR. I
4 STA. ENGR.
1 STA. FIREMAN
Millerton Lake
1 WATER SEVER
PLANT SUPV.
DISTRICT
4
400
SUPERINTENDENT
RANGER VI
BUSINESS MGR.
SAFETY & ENFORCE.
INTERPRETATION
MAINTENANCE
BUS. MGR.
RANGER IV
DIST. INTER.
MAINT. SUPV.
ACCT. TECH. II
AUTO. MECH.
PROP. CLR. I
2 EQUIP. OPR.
SR. STENO
INT. STENO.
2 INT. TYP. CLK.
INT. ACCT. CLK.
ASST. SUPT.
ASST. SUPT.
-
RANGER V
RANGER V
401
402
414
417
419
428
429
430
432
434
MONTEREY
PT. LOBOS
BIG SUR
SAN JUAN BAUTISTA
SANTA CRUZ
BIG BASIN
SAN MATEO
MT. DIABLO
HENRY COE
SAN FRANCISCO
AREA
AREA
AREA
AREA
COAST AREA
AREA
COAST AREA
AREA
AREA
MARITIME AREA
MONTEREY MON.
PT. LOBOS
1. BIG SUR
S. J. BAUTISTA
NATURAL BR S.B.
BIG BASIN
THORNTON BCH
CONTRA COSTA R. & H.
LOS COCHES
SALINAS RIVER
JOHN LITTLE
PREMONT PEAK
F. OF NISENE MARKS
PORTOLA
SHARP PARK
MONTEREY S.B.
S. : BURNS
SANTA CRUZ MIS.
HENRY COWELL
MONTARA
ADMIN. & MAINT.
ADMIN
ASILOMAR S.B.
** MOLER. (.END)
TWIN LAKES S.B
CASTLE ROCK
FRANCIS-DUNES
ADMIN
RANGER II
R. & M. SUPV.
ADMIN
ZMUDOWSKI
ADMIN. & MAINT.
CAPITOLA S.B
PESCADERO
RANGER I
RANGER II
RANGER III
NEW BRIGHTON S.B
POMPONIO
RANGER I
RANGER III
ADMIN
RANGER II
ADMIN
RANGER II
SEACLIFE SB
CLK-TYP IST II
HISTORIAN I
ADMIN. MAINT.
2 RANGER I
ARROYO DE LOS
4 RANGER I
RANGER I
MANRESA S B
HISTORIAN I
RANGER IV
2 MAINT. MAN
RANGER IV
FRIJOLES
.5 CLK-TYP. II
7 GUIDES
RANGER III
RANGER II
GROUNDSMAN
SUNSET S B
3 RANGER II
ANO NUEVO
CLA-TYPIST II
RANGER II
4 RANGER I
JANITOR
0 RANGER I
2 RANGER I
CLK-TYPIST II
BUTANO
MAINTENANCE
CLK-TYFIST II
MAINTENANCE
3 MAINT. MAN
ADMIN.
BOSN. DECKMAS.
MAINTENANCE
MAINT. FOR.
6 DECKHANDS
MAINTENANCE
1 RANGER IV
MAINT. FOR.
4 RANGER II
MAINTENANCE
ADMIN.
2 MAINT. MAN
3 SHIP JOIN.
MAINT. MAN
MAINT. FOR.
4 MAINT. MAN
6 RANGER I
2 MAINT. FOR.
1 RANGER IV
3 JANITORS
2 MAINT. MAN
SHIP PORE.
1 STENO II
8 MAINT. MAN
2 RANGER II
2 GRDSMAN
W. & S. SUPV.
GROUNDSMAN
I WATER &
4 RANGER I
SEWAGE SUPV
1 CLK-TYPIST II
LOCALLY
MAINTENANCE
MAINTENANCE
OPER. UNITS
1 MAINT FOR
MAINT FOR.
ALAMEDA NEM.
B MAINT MAN
3.5 MAINT MAN
KNOWLAND ARB.
1 EQUIP OPER.
PALACE OF FINE
ARTS
BAKER'S BEACH
JAMES D. P LAN
SEAL ROCKS Dod.
FORT FUNSTON
DISTRICT 5
500
SUPERINTENDENT
RANGER VI
BUSINESS MANAGER
AQUATIC SAFE
SAFETY AND
INTERPRETATION
MAINTENANCE
ENFORCE.
BUS. MGR.
AQUATIC SUPY
DIST. INTER.
MAINT: SUPV.
RANGER IV.
ACCT. TECH. II
PROP. CLK. I
AUTO. MECH.
EQUIP. OPR.
2 STENO 11
CLK. TYP. II
MAINT. PLAN
CLK. 11
ACCT. CLK. II
ASS'T. SUPT.
ASS'T. SUPT.
ASS'T SUPT.
$
RAMGER V
RANGER V
RANGER V
512
501
513
502
503
505
506
507
509
543
504
MILLERTON
PISMO AREA
MORRO BAY
LA PURISIMA
GAVIOTA
CARPINTERIA
SAN SIMEON
LOCALLY
VENTURA
PT. MUGU
WILL ROGERS
FT. TEJON
JOSHUA
LAKE AREA
AREA
MISSION AREA
AREA
AREA
AREA
OPER.UNITS
BCHES AREA
AREA
AREA
AREA
TREES AREA
MORRO STRAND
GAVIOTA
CARPINTERIA
SAN SIMEON S.B.
ARROYO BURRO BCH
VENTURA S.B.
PT. MUGU S.R.A.
WILL ROGERS
FT. TEJON S.H.P.
ATASCADERO
REFUGIO
PRESIDIODE
AVILA BCH.
MC GRATH S.8.
LEO CARRILLO
PIO PICO S.H.M.
TULE BLK S.R.
ADMIN.
ADMIN.
ADMIN.
MORRO BAY
EL CAPITAN
SANTA barbara
CAYUCOS BCH.
EMMA WOOD S.B.
MALIBU LAGOON
LOS ENCINOS
AD & MAINT
93
1 RANGER IV
1 RANGER II
MONTANA DE ORO
1 RANGER III
ADMIN
DOCKWEILER BCH.
STA. MONICA NTHS
1 RANGER II
1 HIST. I
GOLETA BCH.
1 RANGER II
2 RANGER I
AD. & MAINT
1 RANGER I
ADMIN.
ADMIN
1 RANGERIHI
KERN RIVER
3 RANGER I
, CLERK 11
ADMIN
ADMIN
3 RANGERI
1 CLERK II
ADMIN.
LAS TUNAS BCH.
1 RANGER III
1 RANGER III
1 GUIDE m
MAINT.
L.A. ARBORETUM
1 RANGER III
1 RANGER III
ADMIN.
1 RANGER II
2 RANGER I
1 RANGER III
3 RANGER I
1 RANGER II
3 GUIDE II
LUMMIS HOME
1 RANGER II
1 RANGER II
1 RANGER III
1 MAINT. MAN
MAINT.
, RANGER II
1 CLERK II
2 RANGER I
1 SR. CASH. CLK
MANHATTAN BCH.
2 RANGER I
2 RANGER I
2 MAINT. MEN
1 RANGER II
MAINT.
3 MAINT. MEN
4 RANGER I
1 CLERK II
1 SR. ACCT. CLK
PLACERITA CYN.
I CLERK II
I TYPIST 11
1 GROUNDSMAN
4 RANGER I
1 CLERK II
1
LIFE SUPV
2 CLK. TYP. II
1 MAINT. FORE.
PT. DUME
I
LIFE SUPV
1 CLK. TYP. II
MAINT.
1 STOCK CLERK
PT. SAL
MAINT
4 MAINT. MEN
1 EQUIP. OPR.
3 MAINT. MEN
MAINT
2 CLERK II
PUDDINGSTONE RES
23 GUIDE I
MAINT
MAINT.
PUEBLO DE L.A.
3 MAINT. MEN
2 MAINT. MEN
1 STENO 1
1 MAINT. FORE.
MAINT.
REDONDO BCH.
1 MAINT. FORE.
ROYAL PALMS BCH.
1 MORT. TECH.
1 MAINT. FORE.
4 MAINT. MEN
STA. MONICA BCH.
5 MAINT. MEN
1 JANITOR
WILL ROGERS S.B.
5 MAINT. MEN
MAINT.
1 GROUNDSMAN
2 GROUNDSMEN
1 JANITOR
1 SUPV. GROUNDS
RESPONSIBILITY FOR THIS UNIT TO
1 SUPV. HOUSE
BE ASSIGNED TO DISTRICT 3 AS OF
1 SUPV. HOUSE I
JULY 1. 1968.
1 MAINT. SUPV.
1 MAINT. FORE.
7 GROUNDS
10 JANITORS
10 MAINT. MEN
DISTRICT 6
600
SUPERINTENDENT
RANGER VI
BUSINESS MGR.
AQUATIC SAFETY
SAFETY AND
INTERPRETATION
MAINTENANCE
ENFORCE,
BUS. MGR.
AQUATIC SUPV
DIST. INTER.
MAINT. SUPV.
RANGER IV.
ACCT. TECH. II
AUTO. MECH.
FROP. CLERK I
2 EQUIP. OPR.
SR. STENO.
2 INT. TYP.
INT. ACCT. CLK.
-94-
ASS 'T. SUPT.
ASS'T. SUPT.
RANGER V
RANGER V
COASTAL OPERATIONS
INLAND OPERATIONS
10
602
603
604
629
605
623
606
601
662
616
622
ORANGE COAST
SAN DIEGO
FRONTERA
LAKE ELSINORE
MONTANE AREA
SALTON SEA
PICACHO AREA
MITCHELL
HEART BAR
MT. SAN
ANZA-BORREGO
AREA
COAST AREA
AREA
AREA
AREA
CAVERNS AREA
AREA
JACIN TO AREA
CUYAMACA
PICACHO
AREA
BOLSA CHICA
CARISBAD
SILVER STRAND
PALOMAR
IMP. SAND MILLS
HUNTINGTON
J. CARLOLAD
SAN DIEGO-OLD
ADMIN
R & H TRAILS
DOMENY
ONTO
TOWN
ADMIN
ADMIN
ADMIN
ADMIN
ADMIN
SAN CLEMENT
MOONLIGHT
RANGER III
RANGER IV
ADMIN
RANGER II
RANGER II
RANGER III
RANGER IV
DAN ELIJO
2 RANGER I
ADMIN
RANGER II
RANGER I
1 RANGER I
2 RANGER I
RANGER II
CARDIFF
ADMIN
INT. TYP. CLK.
4 RANGER I
RANGER II
2 MAINT. MEN
8 RANGER I
ADMIN
TORREY +.
RANGER IV
(PERM. INT.)
RANGER IV
INT. TYF. CLK.
1 RANGER I
DIS. CLK.
SAN ASQUAL
RANGER IV
3 RANGER II
2 RANGER II
(PERM. INT.)
NATURALIST
RANGER III
2 RANGER I
5 RANGER I
4 RANGER II
INT. TYP. CLK.
MAINTENANCE
INT. TYP. CLK.
MAINTENANCE
8 RANGER I
ADMIN
LIFE. SUPV.
3 MAINT. MEN
MAINTENANCE
1 MAINT, MAN
MAINTENANCE
INT. TYP. CLK.
RANGER IV
2 LIFE. SURV.
MAINTENANCE
1 MAINT. FOR,
2 MAINT. MEN
4 RANGER II
5 RANGER I
MAINTENANCE
MAINT. FOR.
5 MAINT. MEN
2 LIFEGUARDS
MAINTENANCE
LIFE. SUPV.
4 MAINT. MEN
6 MAINT. MAIL
1 MAINT. FOR.
INT. STENO.
INT. ACCT. CLK.
1 GROUNDSMAN
9 MAINT. MEN
LOCALLY
EQUIP. OPR.
OPER UNITS
MAINTENANCE
CORONA DEL MAR
1 MAINT. FOR.
GROUNDSMAN
8 MAINT. MEN
DISTRICT BOUNDARIES
T-810
HEADQUARTERS
AND ADDRESSES
DISTRICT 1
3431 Fort Avenue
William Penn Mott, Jr.
Director
Eureka, California 95501
Department of Parks
Alan Philbrook, Supt.
and Recreation
Phone: 707 443-4588
Coust
OREGON
DISTRICT 2
1617 Terrace Way (P.O.Box 1296)
Santa Rosa, California 95404
Robert Hatch, Supt.
10,
-
2000A
Phone: 707 542-7190
8
ATSS 8-567-0260
DEPARTMENT
DISTRICT 3
STATE
4125 West Lane
Stockton, California 95204
/
Clyde L. Newlin, Supt.
/
Phone: 209 466-5591
in
ATSS 8-441-3191 or
8-209-466-5591
&
DISTRICT 4
NEDE
2211 Garden Road
8
Del Monte Research Park
Monterey, California 93940
Phone: 408-375-5133
ATSS 8-567-0170
Code
here
..
DISTRICT 5
3
3
*
111 La Patera Lane (P.O.Box 458)
Goleta, California 93017
Lloyd W. Lively, Supt.
/
NEVADA
Phone: 805 967-3494
MONO
00
/
DISTRICT 6
3000 Via De Frente (P.O. Box 1328)
OFFICER
0°
San Clemente, California 92672
LONE
James Whitehead, Supt.
THE
Phone: 714 492-5175
LUIS
08/08/20
goleta REGION
of
Planning & Development Division
6
111 La Patera Lane (P.O.Box 458)
/
Goleta, California 93017
$
DEPARTMENT
Phone: 805 967-3494
6
MONTEREY REGION
troos
MAM
"
Planning & Development Division
Service
:
2211 Garden Road
4
Del Monte Research Park
Monterey, California 93940
Phone: 408 373-2948
ATSS 8-567-0290
RIVERSIDE
co
Area
DIEGO
IMPERIAL
STATE OF CALIFORNIA
State Park System
MEXICO
CERTRO
ARIZONA
-95-
APPENDIX B
RULES AND REGULATIONS OF
COMMISSION ON PEACE OFFICER STANDARDS AND TRAINING
STATE OF CALIFORNIA
THOMAS C. LYNCH
Ronald Reagan
Department of Justice
ATTORNEY GENERAL
GOVERNOR
COMMISSION ON PEACE OFFICER STANDARDS AND TRAINING
ROOM 700 FORUM BUILDING
SACRAMENTO 14. CALIFORNIA
September 1, 1968
REGULATIONS
The Regulations of the Commission on Peace Officer Standards and
Training are established and adopted in compliance with Sections 13506
and 13510 of the Penal Code of California.
The Regulations have been codified in Title 11, Chapter 2, of the
Administrative Code of California, were originally effective October 23,
1960, and revised effective September 1, 1968.
1000.
OBJECTIVES
The objectives of the Commission on Peace Officer Standards
and Training are:
(1)
To raise the level of competence of local law enforce-
ment officers:
(A)
By establishing minimum standards relating
to physical, mental, and moral fitness which
shall govern the selection of city police
officers and peace officer members of county
sheriffs' departments, and
(B)
By establishing minimum standards for train-
ing such officers.
(2)
To provide such services to local law enforcement as
are authorized by law.
-97-
1002.
MINIMUM STANDARDS FOR EMPLOYMENT
(a) Every officer employed by a department shall:
(1)
Be a citizen of the United States.
(2)
Be at least 21 years of age.
(3)
Be fingerprinted and a search made of local, state,
and national fingerprint files to disclose any criminal
record.
(4)
Not have been convicted by any state or by the Federal
Government of a crime, the punishment for which
could have been imprisonment in a Federal peniten-
tiary or a state prison.
(5)
Be of good moral character as determined by a thorough
background investigation as prescribed in the specifi-
cation entitled, "The Personal History Investigation. 11
(6)
Be a high school graduate or have passed the General
Education Development test indicating high school
graduation level, or have attained a score on a written
test of mental ability approved by the Commission, and
equivalent to that attained by the average high school
student.
(7)
Be examined by a licensed physician and surgeon and
must meet the requirements prescribed in the specifi-
cation entitled, "Physical Examination."
(8)
Be interviewed personally prior to employment by the
department head or his representative, or represen-
tatives, to determine his suitability for the police
service including such things as the recruit's appear-
ance, personality, temperament, background, and
ability to communicate.
(b) It is emphasized that these are minimum entrance standards.
Higher standards are recommended whenever the availability
of qualified applicants meets the demand.
-98-
SPECIFICATION 1
September 1, 1968
Subject:
THE PERSONAL HISTORY INVESTIGATION
This requirement supplements Section 1002(a) (5) of the Commission
Regulations. A personal history investigation covering the following
procedures must be conducted of each recruit employed pursuant to
Chapter 1 of Title 4, Part 4 of the California Penal Code.
The purpose of the personal history investigation is to find examples
of any character traits in the applicant's life which might prevent
his becoming a successful peace officer. The investigation should
be conducted by an experienced investigator and the results should
be evaluated by the department head and/or hiring authority to deter-
mine whether the applicant is suitable.
The first step in the investigation is the completion by the applicant
of a detailed personal history statement upon which the investigation
will be based. The investigation should be strictly confidential and
the last step should be an interview with the present employer follow-
ing permission by the applicant. If the applicant lives, or has lived,
in a distant community, a letter should be sent to the local law enforce-
ment agency requesting that an investigation be conducted.
Some of the questions to be answered in the investigation are:
Does he ever display his temper?
Does he drink when things go wrong?
Does he "go to pieces" when confronted by danger or a crisis?
Is there any evidence or indication of emotional instability?
Is he well adjusted and will he make a good police officer?
Does he possess high ethics and morals?
Is he intolerant or prejudiced against other races or religions?
These and other similar characteristics may be revealed only through
the personal history investigation. Names of the spouse and close
relatives should be checked through appropriate files to determine
whether they have criminal records, are in prison or may be in any
status or position which might adversely affect the applicant's obliga-
tions as a peace officer.
-99-
When reviewing the results of the investigation, it should be remembered
that what has happened in the past generally will happen in the future.
The investigation should include a check of the following:
1. Military records from the service of the United States or
jurisdictions therein, if applicable.
2. Documents, including driver's license, high school diplomas
or other suitable record of graduation.
3. Birth or naturalization record to determine age and citizenship.
4. All local police files.
5. Police files in all cities where the person has lived or worked.
6.
State criminal records.
7.
Records of the Commission on Peace Officer Standards and Training.
8. F.B.I. records.
9. Previous employers.
10. State department granting driver's license.
11. All schools attended.
12. References and relatives.
13. Present and past neighbors and landlords.
14. Fraternal and social organizations.
15. Credit record.
16. Any other source which previous contacts show to be important.
-100-
SPECIFICATION 2
September 1, 1968
Subject:
PHYSICAL EXAMINATION
This requirement supplements Section 1002 (a) (7) of the Regulations.
It is in keeping with the concept that in order to render proper service
to his community, a California Peace Officer must be mentally alert,
physically sound and free from any physical defect or mental or emo-
tional instability which might adversely affect his performance of duty.
His personal safety and the safety and lives of others may be endangered
if he lacks these qualifications.
REQUIREMENTS:
1.
Medical Examination
The medical examination shall be given by a licensed
physician and surgeon.
2.
Medical History
Each applicant must supply to the examining physician
a statement of the applicant's medical history of past
and present diseases, injuries or operations.
3.
Vision and Hearing
The applicant shall possess normal hearing, normal color
vision and visual functions as determined by the appointing
authority. Each eye must be free of any abnormal condi-
tion or disease which in the opinion of the appointing authority
might adversely affect performance of duty. He must possess
visual acuity of not less than 20/70 vision in each eye without
correction and corrected to no less than 20/30 in each eye.
4.
Physician's Findings and Record
The physician shall record his findings on appropriate forms
and shall note thereon, for evaluation by the appointing
authority, any past or present physical defects, diseases,
injuries, operations, or any evidence or indications of mental
disease or emotional instability. The completed form shall
be retained by the local jurisdiction.
-101-
SPECIFICATION 3
September 1, 1968
Subject:
THE BASIC COURSE
This requirement supplements Section 1005 (b) (1) of the Regulations.
The Basic Course consists of a minimum of 200 hours of instruction
in the following subjects:
HOURS
A.
INTRODUCTION TO LAW ENFORCEMENT
10
1.
Criminal Justice System
2.
Ethics and Professionalization
3. Orientation
B.
CRIMINAL LAW
16
1.
Criminal Law (Penal Code)
2.
Laws of Arrest
C.
CRIMINAL EVIDENCE
8
1. Rules of Evidence (Evidence Code)
2. Search and Seizure
D.
ADMINISTRATION OF JUSTICE
4
1.
Court System
2.
Courtroom Demeanor and Testifying
E.
CRIMINAL INVESTIGATION
34
1.
Assault Cases
2. Auto Theft Cases
3. Burglary Cases
4.
Collection, Identification and
Preservation of Evidence
5.
Crime Scene Recording
6. Injury and Death Cases
7. Interviews and Interrogations
8. Narcotics and Dangerous Drugs
9.
Preliminary Investigation
10. Robbery Cases
11.
Sex Crimes
12.
Theft Cases
-102-
HOURS
F.
COMMUNITY - - POLICE RELATIONS
20
1.
Discretionary Decision Making
2.
General Public Relations
3.
Human Relations
4.
Local Programs
5.
News Media Relations
6. Race and Ethnic Group Relations
7. Role of Police in Society
8. Role Playing Demonstration
G.
PATROL PROCEDURES
40
1.
Alcoholic Beverage Control Laws
2.
Crowd Control
3. Disaster Training
4. Disorderly Conduct and Disturbance Cases
5. Domestic and Civil Disputes
6.
Field Notetaking
7. Intoxication Cases
8.
Mental Illness Cases
9.
Missing Persons
10. Patrol and Observation
11.
Report Writing
12.
Tactics for Crimes in Progress
13. Telecommunications
H.
TRAFFIC CONTROL
20
1.
Citations: Mechanics and Psychology
2. Driver Training
3. Drunk Driving Cases
4. Traffic Accident Investigation
5. Traffic Directing
6. Traffic Laws (Vehicle Code)
7.
Vehicle Pullovers
I.
JUVENILE PROCEDURES
8
1.
Juvenile Laws
2.
Juvenile Procedures
-103-
HOURS
J.
DEFENSIVE TACTICS
20
1.
Arrest and Control Techniques
2.
Defensive Tactics
3. Transportation of Prisoners and
the Mentally Ill
K.
FIREARMS
12
1.
Legal Aspects and Policy
2. Range
3.
Special Weapons
L.
FIRST AID
10
M.
EXAMINATIONS
4
N.
TOTAL REQUIRED HOURS
200
LIST OF GRADUATES
Course administrators shall submit to the Commission a list of the
names of peace officer students who have completed successfully the
Basic Course.
CURRICULUM CHANGES
Changes in the Basic Course Curriculum of certified schools and colleges
should be effected as soon as practicable but in no case later than July 1,
1969.
-104-
SPECIFICATION 10
September 1, 1968
Subject: LAW ENFORCEMENT CODE OF ETHICS
AS A LAW ENFORCEMENT OFFICER, my fundamental duty is to serve
mankind; to safeguard lives and property; to protect the innocent against
deception, the weak against oppression or intimidation, and the peaceful
against violence or disorder; and to respect the Constitutional rights of
all men to liberty, equality and justice.
I WILL keep my private life unsullied as an example to all; maintain
courageous calm in the face of danger, scorn, or ridicule; develop self-
restraint; and be constantly mindful of the welfare of others. Honest in
thought and deed in both my personal and official life, I will be exemplary
in obeying the laws of the land and the regulations of my department.
Whatever I see or hear of a confidential nature or that is confided to me
in my official capacity will be kept ever secret unless revelation is
necessary in the performance of my duty.
I WILL never act officiously or permit personal feelings, prejudices,
animosities or friendships to influence my decisions. With no compro-
mise for crime and with relentless prosecution of criminals, I will
enforce the law courteously and appropriately without fear or favor,
malice or ill will, never employing unnecessary force or violence and
never accepting gratuities.
I RECOGNIZE the badge of my office as a symbol of public faith, and I
accept it as a public trust to be held so long as I am true to the ethics
of the police service. I will constantly strive to achieve these objectives
and ideals, dedicating myself before God to my chosen profession.
law enforcement.
-105-
APPENDIX C
DEPARTMENT OF PARKS AND RECREATION
MOTOR VEHICLE EQUIPMENT
DEPARTMENT OF PARKS AND RECREATION
MOTOR VEHICLE EQUIPMENT
JULY 1968
Number
Avg. Mile
Avg. Age
Vehicles
Per Veh.
Per Veh.
Sedan
23
54,543
4.2
Station Wagon (incl.
Travelalls, etc. )
42
57,166
4.4
Jeep-Type (Scout, etc. )
49
44,730
4.9
Pickup
254
52,631
5.8
368
52,216
5.41
Over
Avg.
Over
Avg.
Over 6 Yr.
Avg.
Avg.
6 Yrs.
Age
60,000
Miles
& 60, 000
Age
Miles
Sedan
4
8.0
12
79,449
3
7.5
86,485
Sta. Wagon
10
8.9
26
80,148
10
8.9
89,226
Jeep-Type
9
7.3
10
81,221
4
6.7
79,078
Pickup
122
9.0
110
78,572
92
9.2
80,944
145
8.8
158
79,066
109
9.0
81,788
-107-
Department of Parks and Recreation
Motor Vehicle Equipment
July 1968
State Park District 1
Number
Avg. Mile
Avg. Age
Vehicles
Per Veh.
Per Veh.
Sedan
4
52,098
3.75
Station Wagon (incl.
Travelalls, etc.)
7
43,863
2.93
Jeep-Type (Scout, etc. )
3
35,876
3.83
Pickup
33
60,447
6.53
47
55,698
5.59
Over
Avg.
Over
Avg.
Over 6 Yr.
Avg.
Avg.
6 Yrs.
Age
60,000
Miles
& 60,000
Age
Miles
Sedan
1
6.5
2
74,520
1
6.5
86,889
Station Wagon
0
-
4
66,774
0
-
-
Jeep-Type
0
-
0
-
0
1
-
Pickup
21
8.6
17
85,176
14
8.9
84,832
22
8.5
23
81,049
15
8.7
84,969
-108-
Department of Parks and Recreation
Motor Vehicle Equipment
July 1968
State Park District 2
Number
Avg. Mile
Avg. Age
Vehicles
Per Veh.
Per Veh.
Sedan
3
45,276
3.83
Station Wagon (incl.
Travelalls, etc.)
4
70,201
5.75
Jeep-Type (Scout, etc. )
6
28,337
5.00
Pickup
33
68,464
6.95
46
61,912
6.39
Over
Avg.
Over
Avg.
Over 6 Yr.
Avg.
Avg.
6 Yrs.
Age
60,000
Miles
& 60,000
Age
Miles
Sedan
1
7.5
1
89,231
1
7.5
89,231
Station Wagon
2
8.5
3
87,736
2
8.5
93,117
Jeep-Type
1
9.5
0
-
0
-
I
Pickup
21
9.4
17
80,726
17
9.8
80,726
25
9.3
21
82,132
20
9.6
82,390
-109-
Department of Parks and Recreation
Motor Vehicle Equipment
July 1968
State Park District 3
Number
Avg. Mile
Avg. Age
Vehicles
Per Veh.
Per Veh.
Sedan
2
37,286
3.00
Station Wagon (incl.
Travelalls, etc.)
11
76,222
6.32
Jeep-Type (Scouts, etc. )
6
40,230
4.50
Pickup
49
47,477
5.19
68
51,187
5.25
Over
Avg.
Over
Avg.
Over 6 Yr.
Avg.
Avg.
6 Yrs.
Age
60,000
Miles
& 60,000
Age.
Miles
Sedan
0
-
1
72,770
0
-
I
Station Wagon
6
8.8
9
85,353
6
8.8
89,220
Jeep-Type
0
-
1
73,521
0
-
-
Pickup
20
9.2
16
83,060
13
9.3
87,825
26
9.1
27
83,090
19
9.1
88,266
-110-
Department of Parks and Recreation
Motor Vehicle Equipment
July 1968
State Park District 4
Number
Avg. Mile
Avg. Age
Vehicles
Per Veh.
Per Veh.
Sedan
4
50,031
3.50
Station Wagon (incl.
Travelalls, etc. )
6
17,219
1.50
Jeep-Type (Scouts, etc. )
6
42,039
4.17
Pickup
46
44,930
5.76
62
42,298
5.05
Over
Avg.
Over
Avg.
Over 0 Yr.
Avg.
Avg.
6 Yrs.
Age
60,000
Miles
& 60,000
Age
Miles
Sedan
0
-
2
63,128
0
-
I
Station Wagon
0
-
1
74,706
0
-
I
Jeep-Type
1
6.5
1
64,972
1
6.5
64,972
Pickup
18
9.1
16
65,236
14
9.4
75,311
19
9.0
20
65,485
15
9.2
74,622
-111-
Department of Parks and Recreation
Motor Vehicle Equipment
July 1968
State Park District 5
Number
Avg. Mile
Avg. Age
Vehicles
Per Veh.
Per Veh.
Sedan
4
50,762
6.25
Station Wagon (incl.
Travelalls, etc.)
9
62,782
4.72
Jeep-Type (Scouts, etc. )
7
34,969
4.64
Pickup
35
46,076
5.53
55
47,737
5.34
Over
Avg.
Over
Avg.
Over 6 Yr.
Avg.
Avg.
6 Yrs.
Age
60,000
Miles
& 60,000
Age
Miles
Sedan
2
9.0
2
79,828
1
8.5
83,335
Station Wagon
2
9.5
6
79,257
2
9.5
85,352
Jeep-Type
1
7.5
0
-
0
-
-
Pickup
15
9.2
15
74,812
13
9.1
75,683
20
9.1
23
76,407
16
9.1
77,369
-112-
Department of Parks and Recreation
Motor Vehicle Equipment
July 1968
State Park District 6
Number
Avg. Mile
Avg. Age
Vehicles
Per Veh.
Per Veh.
Sedan
6
72,089
4.17
Station Wagon (incl.
Travelalls, etc.)
5
61,268
3.90
Jeep-Type (Scout, etc.)
21
55,891
5.45
Pickup
58
53,592
5.52
90
55,788
5.32
Over
Avg.
Over
Avg.
Over 6 Yr.
Avg.
Avg.
6 Yrs.
Age
60,000
Miles
& 60,000
Age
Miles
Sedan
0
-
4
89,110
0
-
-
Station Wagon
0
-
3
78,375
0
-
-
Jeep-Type
6
7.0
8
84,214
3
6.8
83,780
Pickup
27
8.5
29
80,264
21
8.8
81,282
33
8.2
44
81,657
24
8.6
81,594
-113-