FORTY-SECOND BIENNIAL, REPORT 165 



5. The over-all organization of the department be as described below. 



6. The actual administration of marine law enforcement activities and personnel as 

 indicated be transferred to the appropriate regions. 



REASONS FOR RECOMMENDATIONS 

 1. Functions of the Director 



The recommended organization plan calls for concentration of administrative au- 

 thority in the director's hands. 



In the past, under the Division of Fish and Game, administrative direction of fish 

 and game activities has fluctuated among the commission members themselves, the 

 executive officer, and bureau chiefs, and sometimes a combination of all three. Naturally 

 administrative difficulties resulted from such changing leadership. Without the co- 

 ordinating influence of an authoritative single executive, the heads of individual fish 

 and game programs naturally had difficulty in coordinating their operations into one 

 unified fish and game program. 



Legislation creating the new department corrects this condition through concen- 

 trating administrative responsibility in the director, appointed by the Governor. Use 

 of such authority as contemplated will help develop the well planned, coordinated, and 

 smoothly operating single fish and game program that is desired. 



2. Functions of the Commission 



The legislation creating the department continues the power of the Fish and Game 

 Commission to determine policies and to regulate the taking of fish and game. It also 

 continues the requirement that the commission hear the recommendations and objec- 

 tions of interested citizens and groups. Administrative responsibility is delegated to the 

 director. 



This division of responsibilities between the commission and the director represents 

 a substantial improvement over the previous administrative commission form of organi- 

 zation. Administrative actions are better performed by one executive and, conversely, 

 policy formulation and promulgation of regulations are often delegated to boards and 

 commission. Concentration of the commission's attention upon policy formulation and 

 regulations, and further development of a tradition of noninterference in adminis- 

 trative actions will contribute substantially to successful functioning of the new 

 department. 



To assist in its work the commission will have a new exempt position of secretary sub- 

 ject to its appointment. When the commission is not meeting, day-to-day supervision 

 of the secretary should be made a responsibility of the Director of Fish and Game. 



A summary of the secretary's proposed duties follows : 



Represent the commission at meetings of sportsmen's organizations, etc. 



Obtain for the commission facts on which decisions on matters relating to policies 

 and regulations can be based. 



Supervise the commission's civil service secretarial position. 



Make decisions regarding replies to correspondence addressed to the commission 

 which ordinarily can not be handled by the civil service secretary. 



Supervise the assemblying of material for the use of the civil service secretary in 

 the preparation of the agenda for meetings of the commission. 



Assist the commission in the conducting of meetings, especially in presentation of 

 items on the agenda. 



Confirm actions of the commission in writing to all parties affected. 



During legislative sessions, aid in keeping the commission and the director in- 

 formed regarding action on fish and game bills, resolutions, etc. 



Investigate and report on complaints specifically addressed to the commission and 

 relating to commission rules and regulations and policy matters. To promote coordi- 

 nation, copies of his reports on such complaints should in all cases go to the director. 

 (Complaints received by the director, including those forwarded by the Governor's 

 office, should be handled by the department.) 



Every effort should be made to insure that the secretary's duties will be harmonious 

 with the functions of the commission and with the activities for which the director 

 must be primarily responsible. The department, rather than the commission secretary, 

 should make administrative surveys and recommend improvements. This distinction 



