REPORT OF THE EXECUTIVE OFFICER 



The Fish and Game Commission requested the Department of 

 Finance, through its administrative analyst staff, to make an adminis- 

 trative survey of the Division of Fish and Game, with a view toward 

 reorganizing the division. Following submission of this report of survey 

 the executive officer held many conferences with representatives of the 

 U. S. Forest Service, the U. S." Fish and Wildlife Service, and the State 

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

 determine the best plan for an administrative reorganization of the 

 Division of Fish and ({ame. 



The recommended plan of the executive officer and the bureau chiefs, 

 which was submitted to and accepted by the commission on June 27, 

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



RECOMMENDED PLAN FOR ADMINISTRATIVE 



REORGANIZATION OF THE DIVISION 



OF FISH AND GAME 



The last reorganization of the Fish and Game 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 work of consei'viiij; tlio fish and same resources of California is a sreat 

 undertaking and the numerous employees of the commission must work together if 

 real acoomiilishments are to l)e attained. Just as the efficient administration of any 

 larjie corporation is dependent upon a selected si'oup of department heads u])on whom 

 responsibility is fixed, so in the woi"k of the Fish and (Jame Commission similar 

 departmental orsanization has become necessary. In fulfillment of the promise to 

 give conservation work a thoroujjhly businesslike administration, the work of the 

 commission is to be accomi)lislieil throus'b certain departments and bureaus. The 

 main departments will be Administration, I'ati'ol. Fishculture, Ladders and Screens, 

 and Commercial Fisheries. Less important branches of the work will be desisiuated 

 as the Bureaus of Accounts, Education and Research, Publicity, and Game Farms. 



At the time of this 1926 reorganization the division had approxi- 

 mately 200 employees with an annual budget slightly in excess of $800,- 

 000. Approximately one-quarter million hunting licenses were sold in 

 that year and slightly less than one-quarter 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 Board appro- 

 priations. The sale -of hunting licenses has increased to approximately 

 one-half million, while angling license sales have almost reached the 

 million mark. It is a]5]iarent that the system which was satisfactory 

 20-odd years ago cannot handle the tremendous increase in the work 

 load today. 



The executive officer and the bureau chiefs have held many con- 

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

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

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

 correspond to our own, that a line and staff organizational setup, with 

 regional offices, will best suit our requirements. 



(17) 



