REPORT OF THE EXECUTIVE OFFICER 



The Fish and (iaiue Commission requested tlie Department of 

 Finance, throug-h its administrative analyst staff, to make an adminis- 

 trative survey of the Division of Fisli and (4ame, ^vith a view toward 

 reorji-anizing tlie division. Follo\vin<i- submission of this report of survey 

 the executive officer held many conferences with representatives of the 

 U. S. Forest Service, the V. 8. Fish and Wihllifc Sei-vice. and the Stat(> 

 Division of Forestry, all of whose activities are similar to our own, to 

 determine the best plan for an administrative reor<ianization of the 

 Division of Fish and Game. 



The recommended plan of the executive otficcr and the bui-cau chiefs, 

 wliich was submitted to and accepted by the connnission on .lunc 27, 

 1950, at Shasta Springs, California, is cjuoted herewith : 



RECOMMENDED PLAN FOR ADMINISTRATIVE 



REORGANIZATION OF THE DIVISION 



OF FISH AND GAME 



The last reorganization of tlie Fish and (iame Division activities 

 took place in 1926. and the following comments published in the quarterly 

 magazine for January of that year are interesting: 



COMMISSION'S WORK REORGANIZED 



The woik of (•((ii.scrviii};- the tish .-iiul k:ii'i*^ re.sources of ( '.ilifoi-iiin i.s a f^rejit 

 uiulfi-takiiii; and the numerous (mmiiIovcc.^ of the cnininission must work toj^etlicr if 

 real accoiniilisliinent.s are to he attained. Just as tlie eflicient adniinistiation of any 

 larjjp coriioration is dei)endent upon a selected firouji of department iieads uixm whom 

 responsibility is fixed, so in the work of the Fish and (lame Commission similar 

 departmental orjianization has iiecomc necessary. In fulfillment of tlie promise lo 

 sive conservation work a tl!oroUf,'lil.\ husinesslike administi-ation. the work of the 

 commission is to he accomplisiied tluoujih certain departments and l)ureaus. The 

 main departments will he Administration. Patrol, Fishcultwre, Ladih'rs and Screens, 

 and Commercial Fisheries. I.iess impfn-tant hranclu's of the work will lie designated 

 as the Bureaus of Account.s, P]diication and Research. Publicity, aiul (I.ime I^'arms. 



At the time of this 1926 reorganization the dixision had appro.xi- 

 mately 200 employees with an annual budget siiiihtjy in excess of $S()0.- 

 000. Approximately one-fpiarter nnllion hunting licenses were sold in 

 that year and slightl\' less than oiic-(|iiarter million angling licenses. At 

 the present time the division has over 700 employees with an annual 

 budget of $5,500,000, not including Wildlife Conservation IJoard a|)|)ro- 

 ]U'iations. The sale of limiting lic(>nses has increased to a])i)ro.\iiiiately 

 onedialf million, Avhile angling license sales have almost reached the 

 million mark. It is apparent that the system which was satisfactory 

 20-odd years ago cannot liaiidh' the ti-ciiicndons incrcjisc in the work 

 load today. 



The executive otificer and the hniH'au chiefs hiu'c Ik'M many con- 

 ferences and have reached the conclusion, altci- discussions with repre- 

 sentatives from the U. S. Forest Service, the State Division of Forestry, 

 and the T". S. Fish and Wildlife Service, whose activities more or less 

 corresi)ond to our own. that a line and statf organizational setup, with 

 regional offices, will best suit our requirements. 



(17) 



