FORTY-THIRD BIENNIAL REPORT 



generations of Californians yet unborn can be im- 

 measurable. 



Departmental Reorganization 



During the past two years the Department of Fish 

 and Game has been undergoing a sweeping reorganiza- 

 tion, involving decentralization and reorientation of 

 functions and operations. As set up by the Fish and 

 Game Reorganization Act of 1951, the former Division 

 of Fish and Game became the Department of Fish and 

 Game with a director, appointed by the Governor, in 

 full charge of all administrative operations and per- 

 sonnel. At the beginning of the biennium, there still 

 was much to accomplish in the implementation of the 

 reorganization act, such as appointment of regional 

 managers, heads of the various staff functions, setting 

 up of physical facilities both in the field and at central 

 headquarters. 



Through competitive examinations, interviews, and 

 careful screening, the most qualified men available 

 both in California and elsewhere were selected for 

 new positions in the department. Former bureau chiefs 

 were assigned to staff duties as heads of four new 

 branches. They were: Ben Glading, Game Manage- 

 ment; Alex J. Calhoun, Inland Fisheries; Richard S. 

 Croker, Marine Fisheries; and E. L. Macaulay, wild- 

 life protection. All are veterans of California Fish and 

 Game. Regional managers chosen were James D. 

 Stokes, Region I at Redding; Robert D. Montgomery, 

 Region II at Sacramento; Robert L. Jones, Region III 

 at San Francisco; William Morse, Region IV at Fresno; 

 and John F. Janssen, Region V at Los Angeles. Near 

 the end of the biennium Phil Roedel, formerly of the 

 Termmal Island Laboratory, became Manager of Re- 

 gion IV. 



Primarily, the purposes of the reorganization were 

 to do a more businesslike job, to assure maximum re- 

 sults for the funds expended, and to bring adminis- 

 trative responsibility as close as possible to the people 

 being served. 



Physically, this entailed moving the headquarters 

 from San Francisco to Sacramento, establishment of 

 the five regional offices, and integrating the work and 

 functions of the various field stations with their re- 

 gional administration. Each regional manager has com- 

 plete control of all operations, manpower and equip- 

 ment under his jurisdiction, with the exception of 

 Marine Fisheries and some research functions. 



Policy-making Functions 



Under the reorganization act, the Fish and Game 

 Commission continued its highly important policy- 

 making and regulatory functions, with the director 

 administering the department in conformance with 

 those policies. 



Regional offices have relieved the central staff of 

 enormous volume of administrative work, allowing 



time to be properly spent in planning and research. 

 The hunting and angling public now can call upon 

 five regional operating staffs familiar with the prob- 

 lems of the locality, and coordinated \\'ith a head- 

 quarters group responsible for state-wide planning and 

 research. Through decentralization, local .supervisors 

 of the various functions are located in the field where 

 they can take action based on intimate knowledge and 

 field work. Under the old s\'stem all of the top special- 

 ists were located at central headquarters in San Fran- 

 cisco w ith no coordination on the field level. 



Administrativelx', streamlining of the Fish and Game 

 accounting office has made possible better budgeting 

 and distribution of budget status reports to the oper- 

 ating and staff functions early each month. This fur- 

 nishes the various functional supervisors current infor- 

 mation on expenditures and availability of funds, so 

 that programs can be carried out efficiently'. 



Among other major accomplishments of the reor- 

 ganization on a line and staff basis -was establishment 

 on October 1, 1952, of a functioning conservation edu- 

 cation section at staff level, of a separate business 

 function, a change-over to a central pay roll s>stem, 

 including the decentralization of personal records, de- 

 centralization of the licensing functions, setting up of 

 a water projects and pollution section apart from the 

 branches, an engineering section centrally directed, 

 headquarters auto pool, central files, and a steno- 

 graphic pool. 



The department's reorganization plan is the practi- 

 cal application of policies and practices long adhered 

 to by successful business organizations. In public af- 

 fairs in general, and within the California Department 

 of Fish and Game in particular, the aim is application 



Game farms and most other management activities now are handled by 

 the regions. This is a view of the pens at China Game Farm. 



