SURVEYS OF FOEEST RESERVES. 43 



the future value of government forests is most serious at the outset, 

 because accurate information upon which to base the working plans can 

 not be had. For these reasons, as well as for more general considera- 

 tions, it is of the first importance to start right. 



FOREST SBEVICB. ' 



In accordance with my instructions, I have to recommend the follow- 

 ing organization for a forest service to have charge of the reserves. It 

 is based upon an annual expenditure of $70,000, of which the salary 

 list is expected to consume somewhat more than one-half. The task 

 before such an organization will be altogether lacking in precedents in 

 this country, and the number of Americans sufficiently trained to occupy 

 the more responsible positions is small. It seems wise, therefore, to 

 begin on a comparatively restricted scale. I have to recommend that 

 the officers referred to in the following paragraphs be assigned to a 

 small number of reserves, as hereinafter specified (p. 46), since the 

 distribution of an inefficient force over large areas must necessarily 

 result in small profit to these areas, while forfeiting the valuable exam- 

 ple which a few reserves well managed may afford: 



ADMINISTKATIVE FORCE. 



One chief forester. 



Duties. — General direction and supervision of the reserves. Since it 

 is not easy to foresee all contingencies, nor desirable to attempt to pro- 

 vide for them in advance, the chief forester should have very full 

 powers. He should be charged specifically with the direction and con- 

 trol of the reserves under the law and the general instructions of his 

 superior. He should review and approve all working plans (specific 

 schemes under which forests are managed); he should approve all per- 

 mits.for timber for more than 850 in value; he should make frecjuent 

 tours of inspection, and prepare an annual report; his headquarters 

 should be in Washington; and he should hold office during efficiency 

 and good behavior 



Three clerks in the office of the chief forester. 



Duties. — The usual ones of an office force. 



One inspector of forests. 



Duties. — To act as assistant to the cihief forester as required, to rejjlace 

 him at Washington during his tours of inspection, and to make frequent 

 inspections himself in the forest reserves. 



EXECUTIVE FOKCE. 



Seven forest rangers. 



Duties. — To take executive charge of the work in the field. They 

 should reside in or near the reserves, at points designated by the chief 

 forester, and should be responsible for the proper conduct of work in 

 the field. They should make frequent inspections of their charges; keep 

 the necessary sets of books; oversee the disbursements of all moneys 

 for bridges and other improvements, and account for the same; issue 

 permits for the use of timber up to the value of $50 stumpage to one 

 man in one year ; report to the chief forester; and assist him otherwise, 

 as he may direct. 



Three clerks, one in the office of each of three of the seven forest 

 rangers. 



Duties. — The usual clerical ones extended to include scaling and tak- 

 ing tallies. 



