National Forest Organization 593 



3,199,000 acres. This held until July 1, 1910, when it was split 

 into the Kern Forest with 1,938,000 acres and the Sequoia Forest 

 with 1,261,000 acres. On July 1, 1915, after some eliminations, 

 the two were again consolidated, with an area of 2,468,000 acres 

 and a 725-mile boundary line. 



The Forest cost for the fiscal year 1910, just prior to the split, 

 was $50,191.00. After the split, costs were as follows for the two 

 units: 1911, $60,852.00; 1912, $60,072.00; 1913, $61,592.00; 



1914, $65,869.00. 



Following the consolidation, costs became $48,576.00 for 



1915, and $43,545.00 for 1916, with an estimate of about $40,- 

 000.00 for 1917. Part of this decrease is due to smaller area and 

 a general rise in efficiency as in all District 5. The saving amounts 

 to from $7,000 to $10,000 by dispensing with one set of head- 

 quarters. Accomplishment under the two forms of organization 

 is probably fairly comparable, considering some of the former 

 difficulties and the present tendency toward standardization. 



The regular administrative and executive force of the Sequoia 

 Forest consists now of Supervisor, Deputy Supervisor, Forest 

 Examiner, and nine district rangers. Protection, improvement, 

 and lands (engineering) are handled by the Supervisor, grazing 

 by the Deputy, and silviculture by the Forest Examiner. This 

 division is the same as that suggested by Woolsey. The differ- 

 ence is that each one of the three men acts in a dual capacity, 

 namely as line and staff. The adviser is expected to transform 

 his advice into action. This entails a lack of clear distinction be- 

 tween departmental manager and staff specialist . There is another 

 difference, due to having fewer men than in the Woolsey system. 

 District rangers are not relieved of the major executive work, but 

 are given more of it. It is the intention to relieve them still fur- 

 ther of minor executive work, especially bossing ordinary improve- 

 ment work and similar lines of "physical effort." Labor and con- 

 struction speciaHsts (line) are easy to get outside the Service, 

 and are often better at this type of work than the ranger. A more 

 effective division of labor is possible also with these minor special- 

 ists working along one particular line. 



The District ranger is expected not only to "assist the staff 

 executives in the performance of major activities," but also to 

 relieve them of the performance where possible. They are given 

 more important work rather than less important. It is also likely 



