EDITORIAL: Gov. Brown, again, is looking for a parks boss

May 26, 2014 

Gov. Jerry Brown's parks director quit after just 18 months on the job, giving the governor an opportunity to try again to find someone who can transform the troubled system.

ASSOCIATED PRESS FILE

Gov. Jerry Brown's parks director quit after an embarrassingly short tenure, giving the governor an opportunity to try again to find someone who can transform the troubled but world-class system.

Anthony Jackson, a retired Marine major general, was supposed to restore confidence after the previous director blamed budget cuts for needing to close 70 parks, only to discover $20 million in an off-budget account. Jackson departs after just 18 months, with the parks system still struggling.

The Department of Parks and Recreation is in need of help and leadership, but it also has incredible assets, much public support and great promise.

California has more park land than any state other than Alaska. It gets between 60 million and 80 million visits a year, more than any other state system.

However, policymakers long have lamented that they have failed to attract inner-city dwellers, particularly poor people.

California will devote $553 million in revenue from taxes and fees to the system in the coming year, more than any other state in the union.

However, not enough of the money is used in the parks. California's per-capita spending and per-acre spending rank in the lower half among the states, the California Research Bureau reported last year.

In a report last month, the legislatively created organization Parks Forward called for "fundamentally transforming" operations, and offered numerous suggestions. One was to hire more parks workers who don't have peace officer status and carry guns.

The next director must win support among the department's rangers and other far-flung personnel, while also finding ways to make parks more inclusive and, if not innovative, at least up to date.

The state parks system relies heavily on fees. But the parks department has failed to adopt credit-card readers so patrons can easily pay for their admission.

Perhaps there are other seemingly simple steps the department could take to become more relevant. The state could, for example, develop a mobile app that would give people information about the relative difficulty of trails. The department could make greater use of yurts and cabins for campers, which would be less expensive than hotels but wouldn't involve backpacking.

Being California's Department of Parks and Recreation's director ought to be a dream job.

Brown needs to focus on finding an innovative, energetic director who will be the match of the system he or she will represent.

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