20 FISH AND GAME COMMISSION 



C. Regional Managers 



The whole success of the siigKested plan hinges upon the caliber of the men 

 selected as resional manafrers. The major change brought about by the adoption of 

 the line and staff organization would be the decentralization of the work of the division 

 and the delegation of responsibility to the regional manager for the work of the divi- 

 sion in each area. The selection of these regional managers and the size of the areas 

 they are called upon to administer thus become the major factors that will determine 

 the success or failure of the new organization. 



The following are the main iiriuciples upon which the regional managers should 

 be selected : 



1. The best opportunity for finding suitable men is among the TOO employees of 

 Fish and Game. 



2. The examination for these positions should be open on a competitive basis to 

 all men with a reasonable amount of experience, maturity and previous re- 

 sponsibility, including men from outside the division who can qualify. 



3. Salaries should be above those now paid to any of the men to be under the 

 regional manager's supervision. 



4. The qualifications and knowledge required should give a fair opportunity for 

 men from all of the fields of law enforcement, management, research and 

 administration. 



D. Statements of Commission Policies 



No decentralized organization can function properly without established policies 

 for guidance. Without them the several regions might be administered quite differently, 

 resulting in uneven service to the public and inequities to the personnel, as well as 

 shortcomings in wild life management. 



There is at present a lack of written commission policies on various phases of 

 fish and game management, accompanied by a poor distribution to men in the field of 

 such policies that do exist. Such lack of written policies has resulted in employees 

 making individual interpretations on fish and game matters that are quite often at 

 a variance with sound procedures both as far as the wild life itself is concerned and 

 as far as the public is concerned. Such firm policies should be adopted by the com- 

 mission dealing with each of the major species of fish and game as well as their major 

 management problems. Such policies should not be considered as fixed and unchanging, 

 but should be regarded as living policies subject to continual revision by the commission 

 upon recommendation of the staff and the public. 



With the type of organization such as t)utlined herein, dissemination of policies 

 to all per.sonnel would be a simple matter. These policies would be made known to the 

 people of the entire State by the regional personnel uniformly ;ind without delay or 

 distortion. 



,£. The Need for an In-Service Training Program 



In order to implement the organizational plan presented herein and to insure its 

 success, it is recommended that the division institute an in-service training program. 

 Almost as important as the necessity for reorganization of the division is the need for 

 various pei-sonnel of the division to be informed on all fish and game matters since 

 virtually every employee of the division is called upon at some time or another to 

 explain the work of the division as a whole or he may be called upon to explain the 

 work of other members of the division, work with which he has no particular contact 

 in the ordinary course of his duties. 



A well-planned, permanent in-service training program could do as much to put 

 the Division of Fish and Game and the Fish and Game Commission in a better position 

 to perform their services as would any reorganization that might be devised. It is 

 suggested, therefore, that some plan such as the following program be adopted. Five 

 in-service training officer positions should be set up as follows (one of these positions 

 is already in the budget) : 



1. Law enforcement instruction. 



2. Administrative, fiscal and personnel matters. 



3. Game management. 



4. Inland fisheries management. 



5. Marine fisheries management. 



These in-service training officers should be attached to the assistant chiefs in 

 charge of each of these functions and should in addition act together as a body, as 



