Crater Lake National Park Administrative History

CHAPTER TEN

D. ADMINISTRATION OF THE PARK (continued)

The opening of the travel season at Crater Lake in 1946 witnessed the resumption of year-round park operations. On June 15 the Crater Lake National Park Company resumed furnishing lodging, meals, and transportation services to the public after more than three years of non-operation. Maintenance and operation of the park on a year-round basis commenced on July 1, Congress having provided the necessary funds for its administration.

The resumption of park operations brought to the fore a variety of personnel problems as efforts were undertaken to rebuild the park staff. In June 1947 Superintendent Leavitt discussed the manifold personnel difficulties that he had encountered during the first year of postwar operation:

From a permanent staff of about twenty-five year-around employees before the war, Crater Lake dropped down to six, just prior to the beginning of the 1947 fiscal year. It was, therefore, necessary to reconstruct and rebuild the permanent and seasonal staff as rapidly as possible to plow snow from the roads and get the park in operating condition to take care of the great crowd of visitors that poured in upon us when the bars were lowered at the entrance stations at the beginning of the season. The park was seriously handicapped by the new legislation that restricted the service of employees to eight hours per day and forty hours per week, without providing extra money for the overtime that was required or for the extra employees required to properly administer and protect the park and give public service. It was not practicable in Crater Lake to close the park as one would an office and go home, for the park is open twenty-four hours a day, seven days a week, and service to the public and maintenance of utilities, protection, etc., must be carried on normally from ten to sixteen hours per day and, in emergencies, for twenty-four hours per day.

The park was handicapped by inability to get employees to work five days a week when nearby agencies were working six to seven days per week, and it was necessary to change the work week to six days instead of five, first in order to get our work done which was badly in arrears and, second, to hold the employees on the job. Naturally, this resulted in extra-heavy costs for overtime.

The upgrading of employees from an annual basis to an hourly basis was not well received by the employees affected, despite every effort to convince them that the move was advantageous to them in the long run.

The park suffered from loss of key personnel through transfer and resignations. It has not been possible to secure experienced, qualified persons for the positions that have been vacated at the rates of pay that are now in effect. The increase in rental of quarters have been very disconcerting to the employees, and they are resentful of the increases which are as effective as a reduction in pay, especially at a time when the cost of living is the highest in the history of the country, with only a limited increase in salary made to the employees on an annual basis. [70]

As Crater Lake resumed year-round operations the need arose for a school facility in the park to provide education for employees" children. The hack of such facilities in the park was having a serious impact on park personnel recruitment by 1949. In June of that year Superintendent Leavitt elaborated on the problem:

There are no public school facilities in Crater Lake National Park and none that are ordinarily satisfactory to park families except in the gateway cities of Klamath Falls and Medford. This makes it necessary for families with children of grade school age to rent a home for the mother and children in one of the gateway communities in order to permit children to attend school, while the husband has to do his own cooking and housekeeping in a house in the park for it has been found impracticable to operate a government mess during the winter time because of the excessive cost due to the limited number of boarders, etc. This makes it necessary for the employee to maintain two homes for at least nine months of the year or on a year-around basis due to the difficulty of obtaining rental quarters in gateway cities at the beginning of the school year.

These factors often prevent the park from securing the ablest and best qualified employees to fill our various jobs, particularly our key positions. . . . [71]

To correct this problem a private school was organized in the park under the direction of Leavitt's second wife Katherine for the 1949-50 school term. It was supported by payments made by parents and by private funds and donations. The school, which met in a room in the Administration Building, had five children in kindergarten and three in elementary grades during its first year. After the school was established the Oregon State Department of Education provided financial assistance to the school for two years. Beginning in 1952 funding was provided by the Federal Security Agency. [72]

During the early 1950s the park administrative organization continued to expand and be refined in the postwar years. An organization chart for the park prepared in June 1955, for instance, reflected the increasing complexity of park operations and administrative efforts to deal with that complexity. The park staff consisted of 32 full-time permanent positions. The office of the superintendent consisted of Superintendent Thomas J . Williams, Assistant Superintendent Gerald E. Mernin, and Secretary Mae Hammack. U.S. Commissioner Frank Van Dyke and School Teacher Zelma Pooh related directly to the superintendent. The park staff was organized into five divisions whose chiefs answered directly to the superintendent:

Protection Division--Chief Ranger,
      Carlock E. Johnson

Engineering Division--Park Engineer,
      William E. Loftis, Jr.

Landscape Division--Landscape Architect (similar responsibilities for Lassen Volcanic National Park and Lava Beds National Monument)

Administrative Division--Chief Clerk,
      Marvin L. Nelson

Interpretive Division--Chief Naturalist,
      Harry C. Parker

Two divisions were further divided into sections. The engineering division had five sections:

Communications and Power Section--Electrician,
      Alvord H. France

Roads and Trails Section--Mixed Gang Foreman,
      Richard O. Varnum

Garage and Shop Section--Mechanic,
      Benjamin Pooh

Water-Sewage Sanitation Section--Plumber,
      Harvey E. Clift

Carpentry-Painting Section--Seasonal Employees

The administrative division was also divided into five sections:

Fiscal Section--Fiscal Accountant,
      LeRoy E. Marcroft

Personnel Section--Personnel Clerk,
      Marion R. Anderson

Procurement and Property--Supply Clerk,
      Basil G. Curtis

Mess Operation--Contractor

Warehouse Section--Supply Clerk,
      George S. Woodley [73]

From time to time park administrative offices and procedures were reorganized. In 1957, for instance, the National Park Service initiated a new accounting system and financial reporting procedures in all of the field financial offices. As part of this realignment of Park Service financial management field offices were reduced from 28 to 24 offices and their functions transferred to the regional offices having jurisdiction over them. The four offices closed were those at Crater Lake, Carlsbad Caverns, Mammoth Cave, and the Southwestern National Monuments headquarters. [74]

During the next several years various changes were made in the park organizational structure to promote more efficient administration at Crater Lake. [75] A park organizational chart prepared in October 1962, for instance, indicated that the park staff consisted of the office of the superintendent and four divisions: ranger, maintenance and operation of physical facilities, interpretation, and administration. The ranger division was divided into the Annie Spring and Red Cone districts. The maintenance and operation division was divided into three sections: buildings and utilities, roads and trails, and garage and shop. The administration division consisted of five sections: personnel, school, mess operation, procurement and property, and warehouse. [76]

During the mid-1960s the National Park Service adopted administrative policies based on management-by-objective standards. In September 1964 park management at Crater Lake prepared management objectives to achieve and implement the overall NPS management objectives. The park objectives, which may be seen in Appendix E, were approved in December and served as the basis for park administrative policy and strategy for the next decade. [77]

The issue of establishing a year-round park headquarters again became a topic of considerable discussion during the late 1950s and early 1960s. Sites under consideration included Medford, the south entrance, and Fort Klamath. For years the superintendent's office had been maintained at Medford year-round with the superintendent and his secretary moving to park headquarters generally from mid-June to mid-October. By 1959 the dual headquarters arrangement had become "burdensome and inefficient." Duplication of effort occurred frequently and travel and communication costs were increasing constantly. These factors led NPS Associate Director Eivind Scoyen on March 17, 1959, to issue a field decision that the Medford and park headquarters offices be consolidated into year-round administrative headquarters at Munson Valley.

During the next several years various discussions were held and studies conducted to assess the cost feasibility of the projected move and determine its impact on park operations and facilities. On July 27, 1961, Superintendent Yeager submitted his analysis of the move, concluding that the office consolidation should take place. In his analysis Yeager addressed the issue of employee morale amid winter hiving conditions:

In general I find very little opposition to winter hiving conditions in the park. This is especially true of those families living in the new two-story multiple unit quarters where the living area is on the second floor. In most all cases where resentment of winter living exists, it is due to crowded substandard residences. Even so, employee and employee family morale is as high as it has been in other parks where I have lived. I do not believe the winter snow condition adversely affects morale any more here than the continued desert temperatures or continual overcast weather affects the morale in Lake Mead, Mount Rainier, or Glacier. It does depress a few individuals but not the group as a whole.

Yeager continued his analysis by listing five reasons why he supported the consolidation:

1. Munson Valley was by far the best location from an operational standpoint since more than one-third of the permanent park staff would have to be kept there in any event.

2. It was established policy to keep the park road to the rim open for winter visitors and winter visitation was increasing.

3. Office consolidation would make park operations more efficient since the park administrative officer and personnel assistant kept their offices in Medford year-round, thus depriving the superintendent of their services and assistance during the season of highest park activity.

4. Consolidation would result in reduced operations costs.

5. The park organization was small and could best be operated from one point with essential protection facilities dispersed where necessary.

Before the move could be completed, however, Yeager stated that fourteen new living units would have to be constructed.

Yeager considered the location of a consolidated park headquarters at the south entrance. His studies, however, revealed that snow depth there normally reached five feet, which he found to be "too much to relieve snow removal costs and living conditions'' in comparison with Munson Valley. [78]

Park headquarters at Munson Valley became the year-round administrative headquarters for the park on September 8, 1964. The Medford office, which had served as the winter headquarters of the park, was closed and all personnel from that office were assigned to park headquarters. As part of this move the General Services Administration sold the government residence in Medford in April 1965. [79]

The transfer of year-round administration offices to the park resulted in the need for more and better equipped staff housing. In the park master plan prepared in February 1965 it was noted that existing staff housing consisted of a superintendent"s residence, seven duplexes, one four-plex, seven single-unit substandard houses, fifteen cabins, one three-unit apartment, and seven seasonal trailers. With the exception of one permanent and one seasonal quarters, all were located in the headquarters area. Four families hived outside the park in Fort Klamath, a town of 150 residents twenty miles from park headquarters which had limited housing, grocery, and automotive services.

To provide for adequate quarters and to eliminate employees from hiving in substandard housing, 21 additional housing units were required. These included a duplex at Annie Spring, a ranger residence and two fourplex units at the north entrance, and 17 units at the headquarters area. The 17 units included 5 three-bedroom units, 8 two-bedroom units, and four one-bedroom units. [80]

Few changes were made in the Crater Lake park organization during the 1960s. More detailed role and function statements, however, were developed for the park's divisions. For example, divisional responsibilities were developed to accompany a park organizational chart approved in April 1965. The divisional responsibilities read:

Office of the Superintendent
The superintendent of Crater Lake National Park directs all operations within the Park to accomplish the park's mission. He directs, controls and evaluates all activities performed by the park staff.

Administrative Division
The administrative division participates in the formulation and development of area plans, programs and operating policies and has responsibility for the administrative management functions for Crater Lake National Park and Oregon Caves National Monument. It is responsible for activities such as budget and finance, management analysis, inspection, personnel management and training, property management and general services and messhall operations.

Resources Management and Visitor Protection
The purpose and responsibilities of this division are to protect the park resources and facilities and the welfare of the visitors .

Because of the physical character of the Park and its extreme climatic conditions of heavy snowfall, the primary responsibility of this division relates to safety and service to the park visitor, and protection of the geological features, vegetation, and wildlife.

. . . Two ranger districts enable the division to carry out its assigned functions. Each district is assigned a permanent park ranger for the management of entrance stations and assigned duties within his district. . . .

Interpretation
The purpose of this division is to determine, assemble, and present the facts about the park and its resources so as to guide the protecting of park resources and to enrich visitor experience and knowledge.

Because the primary significance of the Park is Crater Lake and the story of its creation, the major responsibility and function of the division is the gathering and dissemination of geological information . . . .

Maintenance and Operation of Physical Facilities
The purpose of this division is to operate and maintain the physical plant in a manner contributing to the efficient functioning of the park staff, to the welfare of the visitors, and for the preservation of the park resources.

The entire maintenance operation at Crater Lake National Park is carried out from the headquarters area in Munson Valley. . . . [81]

As a means of streamlining park administration in the late 1960s the National Park Service established various group offices around the country to serve as "mini-regional" offices for isolated parks. The Klamath Falls Group Office was established on July 1, 1969, to consolidate oversight administration of Crater Lake and Lava Beds and Oregon Caves national monuments. The Klamath Falls Group was administered by a general superintendent (Donald M. Spalding--July 1, 1969-July 9, 1972; Ernest J. Borgman--September 30, 1972-February 29, 1980), and continued in existence until August 11, 1982. The superintendent of Crater Lake resided in the park and was responsible to the general superintendent for the management and operation of the park. Approximately one-third of the Crater Lake park staff was assigned to the new group office, thus heaving the park with a shortage of personnel. [82]

In line with management philosophy trends being enunciated by the Washington Office of the National Park Service, Crater Lake began to be administered on a management-by-objective basis in the early 1970s. Management objectives were approved for the park in June 19.70. The objectives for the general management of the park were:

General Management

a. Crater Lake National Park will be managed as a one district unit under the cluster management at Klamath Falls, along with Oregon Cave National Monument and Lava Beds National Monument.

b. Provide year-round access to the rim of the caldera for viewing of the lake by the visiting public.

c. Provide for the collection of appropriate park fees.

d. Relocate park administrative and residential facilities to a more suitable climatic location. Utilize present facilities for other management and visitor use purposes.

e. Coordinate the Service and Concessioner development programs to insure that the needs of the public and the interests of the Service are properly served.

f. Insure park staffing is commensurate to meet demands of the established program standards. [83]

By the 1970s the park organization had further developed along functional lines into a three divisional alignment. The three divisions were administration, interpretation and resource management, and maintenance. The division of administration consisted of the park superintendent and clerical staff. The division of interpretation and resource management was headed by a supervisory park ranger (chief ranger) under whom were supervisory park rangers in charge of protection and safety, resource management, and interpretation, respectively. The maintenance division was headed by a maintenance general foreman. All told, the park staff in 1974 consisted of 21 permanent full-time positions, 4 permanent less than full-time positions, and approximately 70 temporary employees during the summer season. [84]

Administration and management of the park came under intense scrutiny during the summer of 1975 after the park was closed for 21 days because its drinking water was contaminated with untreated sewage. During the spring a rock apparently became imbedded in the mouth of the six-inch sewer main below the lodge near the water catchment basin that fed Munson Springs, the water source for the Crater Lake water system. Sewage flowed into this line for the first time on May 21, when several employees moved into the lodge. After several days the line filled to the blocked area and began to overflow. The overflow went over into the catchment area and was not detected because of the snow coverage. By mid-June a number of persons in the park were ill with gastroenteritis, including park employees and their families, concessionaire employees, and Youth Conservation Corps personnel. No visitors reported illnesses until July 9 when a report was received in the park that, of a tour group of 18 people who had been in the park over the July 4 weekend, 17 were reported ill.

For several weeks park administrators took water samples and conducted inspections in cooperation with county, state, and federal health agencies. While the park water supply was suspect the cause of the outbreak of illness was not pinpointed until July 10 when raw sewage was found overflowing from a manhole below the lodge. On July 11 the Park Service, following the advice of the U.S. Public Health Service's Center for Disease Control in Atlanta, closed the park to all visitors until further notice. It was later determined that by that date 288 people working in the park and more than 1,000 visitors had become sick.

Plans were developed immediately to cleanse the water supply and restore potable water aimed at reopening the park as soon as possible. Using three portable water treatment plants from Fort Lewis, Washington, the water system was flushed, sterilized, and refilled with potable water, thus allowing the park to be reopened to the public on August l. A temporary water treatment plant was then purchased by the National Park Service to furnish a potable water supply until a new permanent water system utilizing water from Annie Spring could be installed that fall. [85]

The water contamination crisis resulted in well-publicized allegations in many of the nation's leading newspapers concerning the events that led to closure of the park. [86] Charges of a coverup by government officials led the Senate Committee on Interior and Insular Affairs to hold a hearing in the Medford City Hall on September 6. In a prepared statement at the commencement of the hearing Senator Mark O. Hatfield summarized the allegations which he wished to pursue in the subsequent testimony:

Serious allegations have been raised concerning the events which led to the decision to chose the Park. These allegations have cast a shadow over the performance of the various officials and enterprises which have important responsibilities to the public who seek to enjoy these monuments of nature which we have preserved for this and future generations. Public confidence in the integrity of this Government's custodianship of our national parks and monuments is at stake. I think that allegations have been raised that a coverup was engineered by the park, concessionaire and the National Park Service, that pressure was brought on officials in Washington and on officials in public health agencies to ignore the serious threat to the public, and that the concessioner' s employees who handled food at the park were made to work while sick, further endangering the public.

Those testifying at the hearing included Superintendent Sims, Klamath Falls Group General Superintendent Ernest J. Borgman, Ralph O. Peyton, president of Crater Lake Lodge, Inc., and a number of park and Klamath Falls Group personnel. [87]

Based on the evidence gathered at the hearing Senator Hatfield issued a report on the closure of the park in January 1976. He found no coverup but otherwise observed that "in general there seemed to be a lack of management and administration training and a clear comprehension of responsibilities and authority within the National Park Service." Accordingly, he recommended:

That the National Park Service formulate and implement management guidelines for its employees and that more extensive training be undertaken so that employees who take water samples, do so correctly; superintendents know the scope of their authorities and responsibilities and are willing to implement them; that officials with oversight responsibilities such as interpretation of test results know how to interpret those results and are willing to act on the interpretation.

Hatfield also found that the park was understaffed and thus made recommendations to correct that deficiency. He observed:

Of considerable concern was the hack of adequate staffing at the National Park. The entire episode might have been avoided had the park not been understaffed and a permanent employee with the specific responsibility been present rather than having water quality as an additional responsibility of an electrician or painter. The ultimate responsibility for this understaffing rests not with the National Park Service, but rather with the Office of Management and Budget and the Congress. The impact of the understaffing is that the professionalism and public responsibilities of the Park Service are being sacrificed. They are being sacrificed because the duties must be undertaken by seasonal or temporary personnel or be undertaken by permanent staff with other full time responsibilities, or not be undertaken at all.

At Crater Lake, for example, there are only 16 permanent employees out of the authorized level of 24. One of the absent staff is a plumber who would have had the full time responsibilities for checking the sewage and water systems and testing the water. Had Crater Lake been adequately staffed, this episode would not have occurred. . . .

Other recommendations by Hatfield related to oversight of concessionaire activities, the attitudes of the Youth Conservation Corps and the U.S. Public Health Service, and the relationships between the National Park Service and county, state, and national health service agencies. Because the park concessionaire stated "that he had a possessory interest in his facilities and required anyone who wished to inspect his facilities to obtain his permission," Hatfield urged that concessions policy be examined "with a view towards increasing supervision and control of concession activities." Since the Youth Conservation Corps delayed reporting that many of its personnel were sick (apparently YCC workers were the first to become ill but this was not reported for nearly two weeks) and the U.S. Public Health Service forestalled closure of the park for at least a week pending further studies, Hatfield recommended that in the future

the YCC and the Public Health Service be instructed that they are paid by the people to be servants of the people not for any self aggrandisement or to protect their collective public image.

In addition procedures should be established between the Park Service and the U.S. Public Health Service and appropriate state and county health departments to assure that those health agencies were alerted immediately to potential problems. [88]

During the mid-1970s the National Park Service began developing a "Statement for Management" for each unit of the National Park System. The statements, which were revised and updated periodically, were designed to provide an up-to-date inventory of the park's condition and an analysis of its problems. The statements provided a format to park administrators for evaluating conditions and identifying major issues and information voids.

The first "Statement for Management" for Crater Lake National Park was approved by Pacific Northwest Regional Office Acting Director Edward J. Kurtz on November 8, 1977. The statement provided for hand use management zones within the park. Of the 160,290 acres in the park 159,890 were zoned as natural. Within the natural zone were three subzones: wilderness (122,400); outstanding natural feature, i.e., water surface of Crater Lake (11,500); and natural [including hand on which the road system was located] (25,990). The only area in the historic zone was an area of approximately one acre on which the Crater Lake Lodge was located. The lodge had been nominated to the National Register of Historic Places, thus entitling it to protection under Executive Order 11593 and the National Historic Preservation Act of 1964. Five areas in the park were zoned for development:

1. Rim Village on the south rim of the caldera;

2. Munson Valley, located approximately three miles south and 600 feet below the Rim Village area;

3. Mazama Campground near the junction of the south and west entrance roads near Annie Spring;

4. Lost Creek Campground which is located in the southeastern part of the park; and

5. The maintenance area storage yard, approximately five acres, at the south end of the panhandle.

The "Statement for Management" also listed the primary management objectives of the park. These objectives were listed under the following categories:

Conservation of natural resources
Research programs
Interpretation
Management efficiency
Traffic circulation
Environmental awareness
Concessioner programs
Cooperation
Cultural resources [89]

The statements for management were periodically revised in light of changing conditions in the park. [90] The statement approved by Regional Director Daniel J. Tobin, Jr., on March 11, 1983, contained revisions for management zoning based on the recently expanded park boundaries and wilderness designations. Of the total acreage of the park (182,700), some 182,300 acres were zoned as natural. This zone had three subzones: wilderness (148,301); outstanding natural feature--water surface of Crater Lake (11,500); and natural (22,499). The historic zone continued to consist of approximately one acre on which the lodge was located. Six separate areas in the park were zoned for development:

1. Rim Village
2. Munson Valley
3. Mazama Campground
4. Lost Creek Campground
5. Maintenance area storage yard
6. Cleetwood Cove parking area and the boat docks. [91]

The most recent Statement for Management for Crater Lake was approved in August 1986. It contains a somewhat modified list of management objectives. The objectives stress research and cooperation with outside agencies and organizations as a means of increasing management efficiency, insuring continued protection of park resources, and enhancement of the visitors" experiences in the park. The eight objectives are:

1. To secure, through research or other means, adequate information to increase management efficiency and to ensure conservation of park resources.

2. To cooperate with outside agencies, organizations, and members of the public in (a) assuring, to the greatest extent possible, that nearby hands are developed and managed in ways that are compatible with preserving the park's air and water quality, geological resources, ecological communities, solitude, extreme quiet, and the scenery for which the park is famous; (b) minimizing the adverse effects of public use on the park's resources through the provision of recreational lodging, and other visitor service facilities in the park's vicinity; and (c) disseminating information about the park to the general public, with particular emphasis on the regional community.

3. To protect and enhance the natural and scenic values of the park by maintaining an adequate hand base to permit

achievement of the park's purpose.

4. To protect park resources and the safety of park visitors through enforcement of applicable laws, rules and regulations in the park.

5. Provide for the visitor's enjoyment and appreciation of park resources through primary interpretive emphasis on the park's geomorphology, but provide also for an understanding of the park's geology, natural history, history and archeology.

6. Develop a fire management program for the park to facilitate the protection and maintenance of the natural environment.

7. Retain those facilities necessary for visitor use and park management at acceptable standards for health, safety and comfort; and maintain historic structures as near as practicable to their original exterior appearance consistent with the adaptive use of these buildings. Remove those structures where cost of rehabilitation exceeds historic value.

8. Provide the visiting public, through concession operated facilities, the highest quality of accommodations, food service and visitor needs consistent with reasonable pricing and comparability with local business.

The statement also lists nine critical issues facing park management, many of which have confronted NPS officials for more than a decade. These are:

1. Monitoring and protection of "Crater Lake" and caldera ecosystem.

2. Future development and location of new Crater Lake Lodge/other new developments.

Corollary issue - future of existing lodge.

3. Monitoring and development of management strategy concerning geothermal resources adjacent to park.

4. Monitoring and preservation of Class I - Air Quality.

Corollary issues - acid rain, smoke management and geothermal.

5. Future of permanent and seasonal housing, includes extent, cost, and location.

6. Continued pressure to permit inappropriate or adverse use of park hands, i.e., snowmobiles/Rim Run.

7. Evaluation and decision on percentage of time park roads are open.

8. NPS position on possible Klamath Tribal hunting rights, Crater Lake National Park.

9. Long-range decision on administrative Headquarters location for Crater Lake National Park. [92]

Several of the aforementioned issues deserve further comment, while others are covered in other chapters of this study. During the 1970s snowmobiling became an increasingly active winter pastime in Oregon, thus putting pressure on Crater Lake management to open the park to that winter sport. As a result of extensive study in 1975-76 special regulations were put into effect. Snowmobiles were restricted to the eight-mile unplowed north entrance road between the park boundary and the rim. Snowmobile organizations campaigned to have another park route designated for their use, focusing particular attention on the former east entrance road to Rim Drive. Park officials held firm, however, maintaining the established regulations in the interest of visitor safety, limiting cross-country skier-snowmobile contacts, and preserving traditional park values. By 1980 snowmobile parties using the designated route had quadrupled since 1976. At the same time the number of cross-country skiers had multiplied six times since the mid-1970s, thus making it imperative to minimize contacts between the two groups for safety purposes. [93]

In 1976 an annual Crater Lake Rim Run was commenced in the park. Within several years this event was attracting more than 500 participants, and the race was interferring with traditional park visitor activities. By the early 1980s steps were being taken to minimize such conflicts. [94]

On November 21, 1986, a new organizational chart for the park was prepared. The chart reflected various changes that had been effected in the park administrative structure during the previous several years to streamline park operations and provide for a more cost-efficient approach to management. Under the park manager or superintendent were four divisions--resource management and visitor protection, administration, maintenance, and interpretation. In addition an architect, supervising construction projects in the park, is supervised from the Denver Service Center, with local direction from the Superintendent of Crater Lake National Park. The staff of Oregon Caves National Monument answer directly to the superintendent. [95]

Appendix A10: Regulations Governing Crater Lake National Park, 1917
Appendix B10: National Park Service Policy Statement, 1918
Appendix C10: Rules and Regulations Governing Forest Reserves
Appendix D10: Rules And Regulations, 1940
Appendix E10: Area Objectives, Crater Lake National Park: 1964
Appendix F10: Organizational Chart

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