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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, whereby 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 different 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 have to do with the conserva- 
tion of natural resources of our State, for the most backward in national 
economics is being driven to admit that public offices must serve as agencies 
to advance the interests of the human society, and their activities, there- 
fore, must not only be efficient in their particular line, but must also be 
kept up to the modern standard of keen business administration. 
Order is the first requisite of successful business: Order and co-ordin- 
ation. In a private business the various branches are all co-ordinated. 
There is a system whereby the most infinitesimal detail is within linmediate 
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 new demand was made on the state’s administrative force, a new office 
or a new commission had to be added which, while in semi-touch with the 
administration, was entirely incapable of aligning itself with 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 
