REPORT OF THE EXECUTIVE OFFICER 



Tho Fish and (lanie Commission re(jii('ste(l the Dcpartmoiit of 

 Finance, tlii-()n<:li its administrative analyst staff, to make an adminis- 

 trative survey of tlie Division of Kisli and (lame, with a view toward 

 reoro'anizinfi' tlie division. Following snhmission of this re])oi't of snrvey 

 the executive officer lield man\' conferences witli r-epreseutatives of tlie 

 IT. S. Forest Service, the V. S.' Fish and Wildlife Service, and the State 

 Division of F'orestry, all of whose activities ai'c simihii- to onr own, to 

 detenuine the best plan for an administrative reorganization of the 

 Division of Fish and (lame. 



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 conservinj;; the fi.sh and game resources of California i.s a great 

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

 real accomplishments are to be attained. Just as the efficient administration of any 

 large eoriioration is dependent upon a selected group of department heads upon whom 

 responsil)ility is fixed, so in tlie work of the Fish and Game Commission similar 

 departmental organization has liecome necessary. In fulfillment of the promise to 

 give conserA'ation work a thoroughly businesslike administration, the work of the 

 commission is to be accomplished through certain departments and bureaus. The 

 main departments will he Administration, Patrol. Fishculture, Ladders and Screens, 

 and Commercial Fisheries. Less important l)ranches of the work will be designated 

 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-ciuarter million angling licenses. At 

 the present time the division has over 700 emi)loyees 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 apparent 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. 



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