84 



destroyers; that they aid our vegetable and other crop producers, and assist 

 in preserving our fast diminishing forests. 



2. That game and fish are valuable as a food asset. 



3. That hunting and fishing are an incentive and inducement to out- 

 door life, vi^hereby man may recuperate his powers and renew his health. 



4. That game and fish are valuable in an economic and financial way. 

 because of the tourists' and sportsmen's; travel attracted thereby. 



These in themselves are well worth any effort that we put forth to con- 

 serve the supply of fish, game and birds of the State. 



CONCLUDING REMARKS. 



Richard Lieber. 



The Department of Conservation has for its object the business-like man- 

 agement of the people's interest and share in Nature's gifts. Reduced to 

 its primitive principles, the basis of the wealth of a people consists in the 

 relative fertility and productiveness of the land it inhabits. Water, air, soil, 

 its richness in mineral and its fruitfulness determine the possibilities of 

 national wealth, while cultivation, propagation and conservation are the 

 forces at work which will guarantee the greatest possible return from 

 Nature's bounty. To obtain this desirable end. sundry state offices were 

 created in the past, which led a disconnected existence. As political offices 

 they may have worked satisfactorily. As public offices, with the best of 

 intentions on the part of able and industrious office holders, they have 

 been failures or near failures. 



Besides that, these offices were created at difCerent times and in no way 

 coordinated with the business of the State at large. That much overworked 

 word "reconstruction" nevertheless found a correct use when applied to 

 the realignment of all of those offices which luive to do with the conserva- 

 tion of natural resources of our State, for the inost backward in national 

 economics is being driven to admit that public olliccs must serve as agencies 

 to advance the intercuts of the human society, and tlu-ir activities, there- 

 fore, must not only lie etiicienf in llieir ](ai-licular line, lint must also l)e 

 kept u\) to the modern staiid.-ird of kei-ii busiiie-^s adiiiinisl ralien. 



Order is the llrst i'e(pusile of successful business: ( M'der and co-ordin- 

 ation. In a private business the various liranches are all co-ordinated. 

 There is a system whereby the most infinitesimal detail is witliin iunnediafe 

 reach of the head of the institution. A private business would never dream 

 of establishing a branch and then leave it to its own devices until inventory 

 time, as the State does. In State affairs we have noticed that whenever 

 a nev^f demand was made on the state's administrative force, a new office 

 or a new commission had to be added which, while in semi-toucli with the 

 administration, was entirely incapable of aligning itself witli the balance of 

 the state's work performed in the many other Departments, because it was 

 thinking and operating disconnectedly. 



Laboring under these conditions the State House has resembled more 



