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Avill have to have some money to do it with. So we come very quickly 

 to the notion that we do need some centralization of that function here 

 in Washington to deal with these regions. As soon as we start to design 

 this division in Washington, we run into some very difficult problems 

 which are not all called by the fact that the various people in the 

 bureaucracies want to keep what they have. Some of these problems 

 arise in the following way : 



If we want to develop, say, in the San Francisco region, and it is a 

 coastal zone problem in the San Francisco Bay area, but it is a region 

 for shipping, a region for shipping of various kinds of transportation, 

 so the Department of Transportation has to be involved. It is a region 

 for commercial development. It is a region in which somebody is meas- 

 uring the flow of the water and so on. The Department of Commerce 

 has to be involved. Various departments will have to be involved. If 

 you take all the things away from these departments and make a super- 

 department, you discover that it now doesn't make good sense. So there 

 has to be a coordination mechanism. 



At this point I want to stop for a very simple reason. The question 

 of precisely what response we made to the Stratton Commission report 

 is now in the hands of the committee, the committee to which I proba- 

 bly would report. It doesn't report to me so I am in no position to an- 

 ticipate its findings. But one thing I am quite sure of ; no matter how 

 you slice it up, the problems of society do not and can not square di- 

 rectly with the divisions we make in the government. Therefore, we 

 are going to have to be content with something that looks somewhat 

 different, I imagine, than the Stratton Report's recommendations. 



The main reason that I think we are going to find a difference — 

 and how big it is I don't know — is this: the thrust of the Stratton 

 report is essentially to do something about our relationship to the 

 oceans, because we must. But it is not really couched in terms which 

 say, for example, how do we best deploy our efforts to develop our 

 commercial activities, or how do we best deploy our efforts to get 

 a multiplying effect for every dollar the Federal Government spends, 

 that there will x more dollars spent by the private sector. It is not 

 necessary that it should have had that thrust. But, clearly, some people 

 have to take that view. Therefore, as we go forward into finding the 

 right organization with which to grapple with this problem, I think 

 there will be some compromises from the Stratton view. 



But I think the principle enunciated there, namely, to find a central 

 focus for these problems, is a valid one, and I support it as I have 

 in previous testimony. 



Is that responsive ? 



Dr. Chapman. Thank you. 



Mr. Beggs. It seems to me that the problem we are addressing our- 

 selves to today in coastal zone management involves the basic problem 

 of how you form an effective theme between the Federal, State, and 

 local jurisdictions. Most of our major cities are located within the zone, 

 and, indeed, their areas are causing perhaps greatest damage to the 

 coastal zones. 



This problem of attacking the environmental problems in the coastal 

 zone is much the same as many of the other urban problems with 

 which we are trying to grapple. I fail to see how the creation of still 

 another executive agency is going to solve that problem. It is a prob- 



