ADMINISTRATION 



Montana's Fish and Game Department has 

 grown from a handful of wardens in 1902 

 to a complex and widely distributed organi- 

 zation. This growth is not surprising in the 

 light of our expanding population, modern 

 transportation, the compounded pressure on 

 natural resources, and on increased need for 

 recreation. 



In a department whose responsibilities and 

 income have risen from near oblivion to a 

 near 2 1 2 million dollar annual concern, the 

 job of administration has not only been ex- 

 panded, but because of the magnitude of 

 operations, must be exacting to withstand the 

 most critical scrutiny of the public and of 

 higher administrative officials. 



Accurate records of both income and mon- 

 eys spent must be maintained and accounted 

 for. Considering the great diversity of fish 

 and game interests and projects, this in itself 

 is no mean task. Detailed inventories of 



properties and procurements must be main- 

 tained and innumerable records of operations 

 must be kept in good order. Advantage has 

 been taken of electronic business machines to 

 insure accuracy and speed of handling sta- 

 tistical materials as well as other facets of 

 administration. 



Unlike most state agencies, the Fish and 

 Game Department does not derive its moneys 

 from the state's general tax fund, but rather 

 is dependent upon its own resources for fi- 

 nances. Under this system the persons who 

 benefit directly from the wildlife resource 

 pay for its management. Under this system 

 also, the state benefits in that they are able 

 to participate in federal aid funds. Should 

 it become necessary for the Fish and Game 

 to be budgeted through the general fund, 

 federal aid which amounts to an appreciable 

 amount of money would be lost and would 

 go to other states. 



FISH AND GAME ADMINISTRATIVE DISTRICTS 



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