Use of Protective Vests/Body Armor

QUESTION:

It's been noticed that some Rangers are allowed to wear protective vests while others are not.  If the safety of employees and especially Rangers are of paramount importance why aren't all Rangers allowed to utilize this safety protocol?  All Rangers are allowed to carry pepper spray and a bite stick yet not all of them are allowed to wear a vest.  This doesn't make sense and makes one set of Rangers safety seem more important than others.  All Rangers are routinely put into situations that could prove to be dangerous whether it's from intoxicated guests with knives and possibly guns close at hand to the unhoused who may be influenced by banned substances and as such should be offered the same amount of protection.  Can this be changed?  Can all of our Rangers receive the same safety measures across the board?

ANSWER:

Thank you for submitting your inquiry about the use of protective vests (body armor). Safety concerns are taken seriously and our solutions must remain calculated, objective, and supported with relevant data.

Mission and Values of RivCoParks:

Before I address your specific body armor question, I think it’s important to remember who we are and what our role is with the communities we serve. Our mission is to create spaces that are both accessible and enjoyable for everyone. Our core values - being community-centric, inclusive, providing exceptional service, and acting as responsible stewards - define who we are. While we deeply respect the role of law enforcement, our Park Ranger's focus is on enhancing the guest experience by fostering a warm and welcoming environment. To support this goal, we strive to provide guidance on how visitors can safely enjoy our spaces. The presence of body armor and defensive tools can sometimes create a different visual impression, potentially making guests feel uneasy and suggesting an atmosphere of concern rather than the safety and enjoyment we work hard to maintain.

History of Body Armor, Pepper Spray, and Batons:

To give you some historical background, when we first considered allowing rangers to utilize pepper spray and batons as defensive tools, then to wear body armor, our internal Ranger Safety Group had identified an uptick in interactions that included contact with animals (aggressive dogs off leash, wild boars, etc.),  contact with unauthorized target shooters (high powered rifles, semi-automatic rifles and side arms), and seasonal contact with hunters (deer, quail, pig, dove, and turkey) with the potential of errand shot, ricochet, or negligent discharge during hunting license check. There were also an increasing number of engagements with unhoused individuals in open-space areas and illegal marijuana grows where access was limited and response by law enforcement may be delayed.

The Ranger Safety Group presented their analysis of issues, similar agency best practices, and potential solutions to the RivCoParks executive team for review. After consultation with human resources, risk management, and legal counsel, it was determined use of pepper spray and batons could assist with defending against attacks by a dangerous animal or person, allowing employees an opportunity to retreat to safety and call for help. Several years later, body armor was added in limited situations/areas based on the objective risks present and type of work being done, though no documented incidents of attacks had occurred.

The overall goals in any of our defensive measures are to:  

1. Obtain willing compliance through calm communication (if it's not calm it's not effective)

2. Know when to engage further (if the person is intoxicated or combative, further discussion will probably not help)

3. Know when to pull back to our safety zones and contact local law enforcement for further support.

Fortunately, the above goals, combined with a focus on our mission and values, have greatly limited the number of actual incidents where use of a baton or pepper spray have been necessary. In fact, I can count on one hand the number of times they’ve even been deployed. In terms of body armor, no incidents have occurred where body armor was the determining factor in injury prevention. This is a good thing. It means that our training, engagement, and response methods are effective.

What Next?

I know I cannot cover all your concerns without mutual dialogue, but we remain committed to maintaining a safe environment for our employees and guests. Our monthly Supervisor meetings and Ranger Safety Group meetings are the intended forums for topics like this one. Please talk to your Area Manager to get your concern scheduled on the next agenda for further peer discussion and evaluation.   For further details on our policies, discussion about your concerns, and potential solutions, please reach out to Chief McLain anytime.

Who is Paying for Santa Ana River Trail Projects?

Question:

At the All-Staff you mentioned that we are contributing most of the funding towards the SART project.  Since the SART connects San Bernardino County, Riverside County and Orange County, are any of these counties and/or cities or both contributing funding towards this project too?

Submitted by: Loree Broderick

Answer:

Thank you for inquiring about the Santa Ana River Trail (SART). The SART is certainly a complex project that has been under development for over 40 years. The trail itself is National Recreation Trail and is approximately 110 miles long, starting in the San Bernardino Mountains and running along the Santa Ana River to the Pacific Ocean in Orange County (Huntington Beach). Our agency, RivCoParks, is the lead for development of the trail within Riverside County, which represents about 30 miles. Here is a brief breakdown of the segments, who is responsible, and where the funding comes from for development:

San Bernardino County

The SART starts at the Sand to Snow National Monument in San Bernardino National Forest. This segment crosses approximately 30 miles of National Forest and is primarily a dirt trail. This section is managed by the US Forest Service and is used by hikers and bikers. More information about this segment can be found on the US Forest Service website.

The County of San Bernardino, Regional Parks Department, manages the segment of SART that runs from the edge of the National Forest near Mentone to the Riverside County Line. They serve as the lead on this portion, which is a little over 20 miles long and is about 60% complete. SB County Parks has a segment currently under construction and more segments in the planning/design phase. SB County Parks SART Project updates are available on their website.

Riverside County

Riverside County's segment picks up at the San Bernardino County border and continues for roughly 30 miles to the Orange County border near Chino Hills State Park. Approximately 20 miles of trail are complete with an additional 10 miles in design or construction. While we serve as the lead on the project, we seek partnerships with incorporated cities to build or maintain the trail once completed. In fact, the majority of the trail in Eastvale was constructed by a developer and is maintained by Jurupa Community Services District (the local park and recreation provider). We seek grant funds from different sources to pay for the planning, design, and construction. Our most recent award is from the California Coastal Conservancy for over $9million.

For a complete list of our SART projects with funding information, grants we have applied for, and status, Chief Gaby Adame-Algrim recently put together a comprehensive update which can be viewed here.

Orange County

The Orange County segment of the SART is approximately 30 miles and is almost fully constructed. The remaining piece to be built is the segment that connects the OC segment to Riverside County at the Green River Golf Course (also referred to as the "pinch point." While most of the trail is built, enhancements continue to be planned using Coastal Conservancy grant funding and other sources, depending on the location. Many of the cities along the SART continue to work on their own development plans with a goal of maximizing the access and connecting to their communities for economic development, tourism, and commuter benefits. Here are some sources for more information on the OC segments:

• OC Parks

• City of Anaheim

All three counties, many of the cities along the SART, and many other partners are members of the Santa Ana River Conservancy advisory group, which shares information about funding, projects in each county, and other resources. In addition, groups like the Rivers and Lands Conservancy and The Wildlands Conservancy are partners in getting legislation passed and more funding secured for development of the SART and protection of the surrounding watershed.

I realize this is a lot of information to digest. The bottom line is that while we're leading the efforts in Riverside County, we are not alone. We need to be ready to support the SART projects with funding to keep them moving forward, but it is always our intent to find alternate funding (grants, partner support, etc.) before we utilize District funds. Our funds are a last resort.

I hope this provides you with a better understanding of who is responsible for development in each County and what our role is in Riverside County. Happy hiking, biking, or horse-riding on the SART from crest to coast!

Organization Chart & the 'Silo' Effect

Question:

Why do we utilize a top-down style org chart instead of just a list of current employees in alphabetical order?  We could still utilize the pictures and include where they work, maybe a contact number and/or email.  Wouldn't this help to alleviate a 'silo' mindset but still allow us to see who our co-workers are?  Maybe a mix of the phone list and the org chart sent out just like it's done now?

Answer:

While the top-down style of organization chart is used, RivCoParks also utilizes a functional organization chart to show interrelationships between our overall components (divisions and units).

A top-down style organization chart provides some clear benefits:

• Clarifies roles: helps employees understand who reports to whom and what their assignments are. In particular, it helps new staff understand who they can go to if they need assistance, whether at their own site, or from someone in the same role at another site.

• Streamlines communications: helps employees know who to contact and get the right person or supervisor.

• Enhances overall efficiencies: helps identify relationships and teams for quicker approvals and can enhance team cohesiveness. Employee pictures help us recognize each other since we don't always interact in person.

• Provides transparency: the organization chart helps non-Park employees and the general public understand who to contact and what our team members are responsible for on a granular level.

• Accessibility: Not all people learn the same way. Some are visual learners and a diagram or illustration of the employee structure helps them with all of the above items.

One important note is that our organization chart is a required element of our CAPRA Accreditation (Standard 3.1). We must provide an organization chart as a national standard of excellence.

That said, the organization chart is meant to be an illustration and a tool. It's not meant to be hard-fast "chain of command." I would argue that the 'silo' mindset you referenced comes more from leadership styles, communication, and the mere fact that we are so regionally spread out. If you work in the field at a site with only a handful of employees, it's hard to feel connected and a part of the rest of the organization. Teams that are insular and don't share information - or don't collaborate with others - are more likely to feel the silo effect.

What can we do about it? Here are some ways we actively prioritize teamwork and collaboration between our functional units to maximize effectiveness and create a positive work culture:

• Interrelationship Meetings: meetings that involve people from more than one unit or division:

  • General Manager Updates: All supervisors and above for monthly updates and an opportunity to ask questions/get clarification.

  • Manager Meetings: Involves all managers in every division to discuss important items and share information.

  • All Staff Conference: All team members have an opportunity to network, build stronger relationships, and collaborate.

  • Events, projects, marketing, safety, supervisor meetings, and more. There are countless examples of our teams joining in different configurations to work on shared goals and successful outcomes.

• Luncheons, employee events, team celebrations, and coming soon, our hiking club: These look different across the department, but opportunities to share meals, communicate about non-work items, build relationships, and celebrate success help unify our employees.

• District-wide events: events provide a unique opportunity for employees from anywhere in the organization to work alongside others with a common purpose - a safe and successful event. Each event I see employees from finance, volunteer services, marketing, SARB, regional parks, open-space, etc., jumping in and serving the community in a new and meaningful way.

• Cross training: Just about every team cross-trains employees to provide opportunities to learn new things and increase our ability to promote or transfer employees.

• Park Talk newsletter: provides information about different divisions, programs, employees and events to keep our team informed about what is happening across the District.

• Employee recognition: our Shining Stars program helps us highlight employees who demonstrate our values, which include: Adaptable, Community-centric, Teamwork, Inclusion, Outstanding, Networking, & Sustainability. All of these values discourage working independently and encourage working together toward common goals. Not only do our employee model these values, but sharing their accomplishments with the team helps other employees see what those values look like in action.

Each of these efforts helps us battle the 'silo' effect and develop a more engaged and (hopefully) happier workforce. Still feel like something is missing? What can you do to make it better? Share your ideas of how we might improve cross-collaboration and teamwork to achieve success together.