REPORT TO THE
ARIZONA LEGISLATURE
GOVERNMENTAL
REORGANIZATION
December, 1971
We have only started. There is much to be done
in the field of government reorganization. The
needs of a rapidly growing State, the influ-ence
of the Federal government in ever- increasing
programs, the peculiar demands on government
at this point in time, all have placed a strain
on the traditional government organization
structure, and changes and improvements are
demanded.
Then, beginning in 1967, changes began to take
place and some progress has been made in making
government meet the needs of our citizens and
point and prepare the way for further progress
in these modern and ever- changing times.
IN REPLY
REFER TO,
For 55 years the government of the State of
Arizona operated under a plan adopted in territorial
days. In all that time very little
was done to improve the system of government.
OFFICE OF THE GOVERNOR
STATE HOUSE
PHOENIX, ARIZONA 85007
November 26, 1971
GOVERNOR
JACK WILLIAMS
• •
~~... w~...~
Jack Williams
THIS DOCUMENT IS THE PROPERTY
OF THE
DEPARTMENT OF
LIBRARYAND ARCHIVES
- ARIZONA -
NUMBER
RECEIVED MAR 15 1913
INTRODUCTION
The material assembled in this book was prepared for
the Legislature by a research staff workin~ with the House
Governmental Relations Committee. At various sta~ es in the
preparation of the material, members of the House, Senate,
the Governor and his staff, and state administrators contributed
their ideas and observations as to how Ari70na might
reorgani~ e state government. Because of the tremendous
diversity of opinions which are represented in this book, and
the difficulty of sortin~ out the authorship of many of the
final recommendations, no single author is listed for the
doclnnen t.
A swift perusal of the information contai. ned in this
book will indi. cate that a great deal of work went into its
preparation. It would be a serious omission if I did not
publicly acknowledge the excellent work of many employees of
the House who contributed to the final product. Hal Arman
served as Coordinator of the project from the beginnin~; Bob
Thomas and Dan Leonesio, on loan from the Employment Security
Commission, worked diligently all summer in gathering research
data; Dottie Ackerman, secretary to Repr. esentative Stan l\ kers,
managed to complete her regular assi~ nments while deciphering
our illegible handwriting and doing a host of other jobs at
critical moments in the preparation of this book; Jane
Richards, Jean Hershner, and Jan Horne were expert typists,
proofreaders, and editors; Paul Nash, an A. S. U. Law School
ii
student reviewed numerous statutory references for us; and
Gus Nunez and Fred Schoenfeld from the Arizona Legislative
Council gave us valuable advice and assistance. The project
could not have been completed without the personnel arranged
for by Timothy A. Barrow, Speaker of the House and Charles
Minning, Chairman of the Employment Security Commission.
I would also like to acknowledge the tremendous amount
of work done by the Council on Organization of Arizona State
Government since 1967. Their reports were most valuable and
used extensively.
The materi. al in this book is intended to inform you on
the subject ot governmental reorganization and provide you
with the information to consider the sub; ect carefully in the
Second Regular Session of the 30th Legislature. I hope it
will help to convince you that the need for reorganization is
great and that now is the appropriate time to tackle this
most challenging of legislative tasks.
RAY EVERETT
Chairman,
Governmental Relations Committee
iii
TABLE OF CONTENTS
Foreword i
Introduction ii
Summary of Recommendations and Findings 1
Schedule I - List of Proposed Departments and Functions 14
Schedule II - Disposition of Current Agencies after
Reorganization 20
History of Reorganization 31
Current Materials on Reorganization 55
Why Reorganize State Government 63
Department of Administration Proposal 76
Department of Agriculture Proposal 91
Department of Commerce Proposal 103
Department of Corrections Proposal 116
Department of Education Proposal 124
Department of Emergency and Military Affairs Proposal 151
Department of Employment and Economic Security Proposal 153
Office of the Governor Proposal 155
Department of Health Proposal 156
Dep~~ tment of Law Proposal 166
Mine Inspector Proposal 170
Department of Natural Resources Proposal 172
Department of Publi. c Safety Proposal 186
Public Service Commission Proposal 188
Department of Revenue proposal 190
Department of State Proposal
Tax Cormnission Proposal
Department of Transportation Proposal
Treasurer Proposal
APPENDIX I - Commissions and Boards in Arizona
199
201
209
218
220
SUMMARY OF RECOMMENDATIONS
AND FINDINGS
THE REORGANIZATION PROPOSAL
The reorganization plan presented in this report is
illustrated on the chart on the following page. In summary,
the plan has these major characteristics:
1. All elected state offices are retained.
2. All state governmental activities are consolidated
into 11 departments directly under the Governor,
and 8 departments headed by elected officers.
3. Most commissions and boards are eliminated as policy
making entities, but retained as advisory or
appeal bodies.
4. The 176 separate agencies, commissions, boards and
departments have been consolidated into functional
groupings if it was clear their activity was needed,
eliminated if it was not.
The plan was developed after numerous meetings with the
Governor, members of the Legislature, state admini. strators, and
scholars in the fi. eld. During the hours of meetin~ s and research,
the following poi. nts guided the deliberRtions as to the anticipated
results of reorganization:
1. Make state government more responsive and responsible
to the people whom it serves.
2. Provide a system of central di. rection and control
whereby the policies of the Governor and the Legislature
may be executed more directly and expeditiously.
3. Or'sanize and group duti. es on a currently functional
basis-- thereby improving services, planning, and providing
economy to the taxpayers.
4. Clarify channels of authority and responsibility.
5. Provi. de the Governor and department heads with flexibi.
lity in departmental organiz< l tion and reorganizB ti. on.
6. Standardi. ze nomenclature and terminology where appropriate.*
* As presented in Executive Reorganization, A Report to the
Montana Legislative Assembly, 1970, p. 14 -- ---
- 1-
REORGANIZATION PLAN
t--__- JI ---..
Attorney General
Dept. of Law
I
I Tax
jcommission
1
I Public ! Service I Commission
j
I
Governor I
Office of II
the Governor
I '
I
Treasurer
I
Supt. of I
Public i
Instruction,
/ 7"
......- ---- ---- 1/ " "-
,/" I "
I
Mine
Inspector
~
L..... ---- ~ ' 17 " " I 1 I I I
Board of I Board of Board of IDept. of ' j
\
Dept. of Dept. of
Regents Education Conmunity Health Admin1s tration COIDIllerce
r. olle2es
I I i I - r i I
Dept. of Dept. of De~ t. of Dept. of Dept. of 1 I
Dept. oir I Dept. of I Dept. of Revenue Transpor- Emp oyment Emergency Natural I
I
Public I Corrections Agriculture
tation and Economic and Military Resources Safety I
Security Affairs
,.,
I
Sec. of State
Dept. of State
I NI
If the plan were enacted as proposed, the number of state
agencies and departments would be reduced from 176 to 11. It
is necessary to estimate the current number of state a~ encies
because of the confusion surrounding our present organizational
structure. The confusion is so complete that no current list
of state a~ encies existed at the time this report was being
prepared. The list presented in a section to follow was devised
by conducting an exhaustive search of the Arizona Revised Statutes,
page- by- page. Because of the criteria used in determinin~ what
is, in fact a state agency, other observers might well find
slightly more or less agencies than this search discovered. The
tremendous difficulties attendant to completing a task as simple
as discovering the number of state agencies demonstrates the high
price in confusion which accompanies the present system of
government •
The Governor would be given complete responsibility for the
admi. nis trative performance of over 60% of the new s ta te agencies
under this reorganization plan. At the present time, the Governor
has the power to appoint about 5? 9 people to membership on
commissions and boards. A large percentage of those positions are
honorary. Under this reorganization scheme the Governor would
lose almost half of his appointments, but those that remained
would be far more significant than those he currently has. The
most significant appointments the Governor would have would be
directors of the 11 state departments.
- 3-
The practice of placing executive power in the hands of a
commission empowered to administer the day- to- day activities of
a State agency has been largely eliminated under this reorganization
plan. In two cases ( Corporation Commi. ssion and Tax
Commission), the delicate nature of the work performed by the
agencies was considered adequate reason for continuing executive
responsibilities in the collective hands of a conunission.
In the remaining three commissions ( Board of Education, Community
College Board, and Board of Regents), the commissions
would function in cooperation with the elected Superintendent
of Public Instruction. They are retained as a means of bringing
some sorely needed citizen and taxpayer input into the educational
decision- making process.
In all other areas of State government, after reorgani. zation,
there would be single executives responsible for broad functional
tasks. The voters could, in the case of elected officers, hold
them accountable at the polls for the work they or their staffs
perform. In the case of appointed department heads, the Governor
would have a clear line of responsibi. lity for their performance
and could logically and fairly be held accountable for decisions
and actions carried out under his general direction. While some
might argue that it would be better to place the Governor in complete
charge of the administrative work of the State and thereby
force him to answer at the polls for all such duties, the arrangement
in this plan appears to combine the best features of a scheme
- 4-
which makes the Governor accountable and one which also insures
that the voters have direct control over many key State officials.
The other elective offices would remain basically the same
as they are under current statutory and constitutional provisions.
In most cases minor functions and small agencies would be assigned
to each office but, in total, the changes would be of little
significance.
The heart of the reorganizational proposal provides for the
establishment of 12 line departments in the executive branch ( this
includes the Department of Education under the elected Superintendent
of Public Instruction). Each department, excluding education,
would be headed by a director appointed by the Governor with
Senate confirmation, and serving at his pleasure. The current
proliferation of policy- making and administrative boards would be
ended. Except for policy boards in the areas of higher education,
junior colleges, secondary and elementary education, property
tax appeals, and some of the occupational licensing boards, no
policy or administrative boards would remain after reorganization
is completed. The rationale for this decision is that boards
and commi. ssions serve to fragment authority and reduce
accountability in government. It is recognized in the plan,
however, that advisory boards perform the valuable function of
insuring citizen inputs into governmental decision- making. Each
department would be authorized to develop advisory boards, with
members chosen by the Governor, however, the department head would
be completely responsible for the work of the department and
would not be obligated to honor the recommendations of his advisory
- 5-
hoards. In addition, each department would have one or more
boards to consider apoeals arising from the department over
both substantive and administrative matters. The members of
the appeals boards would also be appointed by the Governor,
thereby increasing the independence of the boards.
In this brief summary of the reorganization plan, it will
obviously be impossible to explore in detail the functions and
internal organization of each of the proposed departments. It
does seem advisable, however, to note the basic outline of
each department to convey the flavor of the proposal.
The Council on Organization of Arizona State Government, which
was authorized to study reorganization in 1967, made an extensive
list of recommendations to the Legislature. Those familiar
with the work of the Council will no doubt have recognized the
genesis of many elements of the proposal presented here. In the
Council's final report, it was recommended that the various
agencies then operating in the areas of corrections and public
safety be consolidated into two departments with broad responsibili,
for each of those important functions. Because those recommendatL~ I'~;;'
have been implemented, and because they compliment the philosophy
of this reorganization proposal, no suggestions for further change
have been made.
DEPARTMENT OF EDUCATION
The basic educational structure of the state would remain
unchanged under this proposal, with the current policy board retained.
The Superintendent of Public Instruction would remain an
elected office and would supervise the Department of Education.
- 6-
In addition to the current administrative responsibilities of
this department in special pro~ ram areas, the department would
administer educational rehabilitation, the school for the deaf
and blind, the arts and humanities programs, and other educational
programs.
The organization presented here should help to insure that
the various policy boards will operate with considerably more
awareness of the actions of their counterparts on the boards.
DEPARTMENT OF ADMINISTRATION
The key agency in the actual implementation of reorganization
is this one, for the service nature of the functions
assigned to the Department makes it the cooperating partner in
every aspect of the ongoing work of all other departments. The
range of services provided by the Department would include data
processing, central purchasing, personnel, building planning,
operation and maintenance, library and archives, budget preparatlon,
accounts and controls, and retirement system supervision.
It is also recommended that a new state motor pool, supervised
by the Department, be created to eliminate the confusing status
of state- owned vehicles. To further improve the quality and to
reduce the cost of state printing, it is recommended that a state
printing and duplicating division be included in this Department.
In the sequence of implementing the reorganization plan,
this Department would be the first operative unit. It is envisioned
that, following the full implementation of the plan, a continuous
- 7-
pt"( llJ, t': tm of mflna~ ement studies would be undertaken by the
Depflrtment to help insure that the new administrative structure
does not erode away into the confused tangle which currently
exists.
DEPARTMENT OF EMERGENCY AND MILITARY AFFAIRS
In the first session of the 30th Legislature the Division
of Emergency Services was created in the Governor's office to
coordinate search and rescue operations and to administer civil
defense programs. This proposal recommends combining in one
department those emergency functions with the normal operations
of the state militia. The justification for combining these
functions f. s the need, in both civil defense and search and
rescue, for mili. tary equipment and personnel to be effectively
integrated into planning and operations.
DEPARTMENT OF AGRICULTURE
One ot the most confusing areas ot activity in Ari7. ona government
is agriculture, where 15 separate agencies and departments
have completely fragmented responsibility for the total functional
area. A brief listing of the current agencies operating in the
area may help to demonstrate the extent of diffusion of authority
which has occurred: Egg Inspection Board, Beef Council, Board of
Pesti. cide Control, Dairy Commissioner, State Entomologist, etc.
It is proposed that the various agricultural activities of the
state be consolidated into one Department, headed by an official
appointed by the Governor and serving at his pleasure. It appears
- 8-
particularly necessary in this area of activity to appoint
several advisory boards to provide expert information to the
Director. It will also be necessary, in view of the range of
governmental regulations which occur in this area, to appoint
several appeals boards associated with, but not directly related
to the Department.
DEPARTMENT OF EMPLOYMENT AND ECONOMIC SECURITY
The planning for this department was originally initiated
by Senator Scott Alexander and has been pursued by Senator Ray
Rottas, Senator Sandra O'Connor, Representative Sam McConnell,
Representative Ruth Adams, and others. As suggested in the
deliberations of the group of legislators most concerned with
this area, the new Department would combine the following agencies:
Employment Security Commission, Apprenticeship Council, Veterans
Service Commission, Commission on Indian Affairs, State Office of
Economic Opportunity, State Office of Manpower Planning, Department
of Public Welfare, and the Department of Mental Retardation.
Assembling this broad range of manpower agencies into one
department should result in significant financi. al savings and
improved servi. ces. At the present time services in this functional
area are not only fragmented between departments and
agencies, but also between different levels of government because
of the diversity of federal and state funding arrangements. The
Legislature has already given evidence of i. ts awareness of the
need for Consolidation in this area by its careful consideration
of the Human Resources bill in the last session.
- 9-
DEPARTMENT OF HEALTH
The current controversies over health costs help to
illustrate the deep public interest in developing programs
which result in improved services without greater expenditures
of public funds in this area. It should be noted that, compared
with numerous other areas of state activity, proliferation
of state agencies has not been as rampant here as elsewhere.
Whi. le the problems of fragmentation of authority have not been
unusually severe in this area, problems still exist, as
reference to the following list will indicate: Board of Health,
Air Pollution Control Hearing Board, Hospital Advisory Survey
and Construction Council, State Hospital Board, Board of Crippled
Children's Services, Pioneers Home, Board of Anatomy, Health
Planni. ng Authority, Hospital Advisory Board, Hospital for Disabled
Minors and State Laboratory.
Our research indi. cated that this Department will be quite
large ( about 1,300 employees) and will have a si~ able budget
( over 17 million dollars). In view of the diverse nature of the
activities conducted by the Department, it will be necessary
to provide for multiple advisory and appeals boards.
DEPARTMENT OF TRANSPORTATION
The consolidation proposed in this Department is relatively
minor in terms of the number of agencies involved, but most
important in terms of changes in priorities. The Highway Department
would be the focal point in the Department and would be
joined by the Aeronautics Department. The focus of the Department
would be expended to include more that the respective duties of
the component agencies however. Labelling the Department in a
- 10-
broad functional wav helps to underscore the necessity of
serious research and plannin~ work in such areas as mass
transportation and inte~ rated commuter systems.
DEPARTMENT OF REVENUE
All tax collection functions would be combined into one
unit under this proposal, as well as responsibility for coordinating
federal funds and supervising property valuation. The Tax
Commission would lose many of its collection functions and the
Estate Tax Commissioner would be brought into the Department.
The Property Tax Appeals Board would continue in much the same
manner as at present.
It is anticipated that the Department would be able to
create a staff which is highly skilled in their particular
functions. It is also anticipated that, because of more
sophisticated equipment and better supervision, the Department
will be more professionally able to conduct its basic duties.
DEPARTMENT OF NATURAL RESOURCES
In one of the most significant areas of the total proposal,
reorganization would bring a consolidation of current agencies
responsible for land, game and fish, water resources, minerals,
power, parks, historical museums, watersheds, and forestry. At
the present time separate agencies, often controlled by policy
making boards, function in relative isolation from other agencies
performing related functions. The importance of protecting the
resources of the state necessitates unified planning and
- 11-
development. It can be easily documented that pressures
on our resources are compounding geometrically, both from the
increasing number of residents of the state and the ~ rowing
number of tourists that come to Arizona each year.
In many respects, water is a natural resource in a class
by itself in Arizona. In recognition of the peculiar nature
of water, it is recommended that the current Water Commission
be retained in a semi- autonomous positi. on within the Department.
DEPARTMENT OF COMMERCE
The largest single consolidation of agencies would occur
in the area of occupational licensing under this Department.
Most of the boards and commissions which currently regulate
licensing in their respective areas would be retained intact
but under the department for administration, while others would
function in an advisory capacity i, nstead of as a policy making
and administrative board. In addi, tion to licensing, the
following areas would be consolidated into the Department:
banking, real estate, insurance, racing and commerci, al athletics,
atomic energy, industrial development, liquor licensing and
securities regulation. It is perhaps indicat. ive of the need
for reorgan. ization in th. is area to polnt out that, followi, ng
implementation of the plan, this Department would not be the
largest state department, despite the large number of agencies
and departments which would be brought together here.
- 12-
The plan proposes to retain all officers currently elected
to their positions. Some organizational purists will argue that
all elected officers except the Governor should be eliminated.
The reasons for the decision to retain all these positions are
as follows:
1. Reducing the number of elected officials reduces
the voters' direct control over the operation of
state government. The voters have indicated by
their balloting on numerous initiative measures
that they are opposed to reducing the number of
elective positions.
2. Certain state elected offices appear totally
unnecessary to some groups while other officials
are considered of critical importance to the same
groups. Attempting to eliminate one or a few
officials would appear to be a type of special
interest politics which should be divorced from
the work of reorganization.
3. Electing several State officers insures that power
in the executive branch will not be centralized
in the hands of one man. Those who argue for a
strong Governor make the assumption that he will
also be completely fair, honest, impartial, etc.
This plan reduces the risk of misuses of governmental
power by any future Governor. One does
not have to be a very sophisticated student of
government to be able to amass considerable evidence
concerning the wi. sdom of placing limits on
those who exercise governmental power because of
incidents of questionable decisions and attitudes
on the part of public officials.
- 13-
SCHEDULE I
LIST OF PROPOSED DEPARTMENTS AND FUNCTIONS
DEPARTMENT OF ADMINISTRATION
Functions Agencies Absorbed
Functions
Animal Industry
Horticulture
Entomology
Inspection and Standards
State Fair
Management Studies Personnel Commission ( Adminis-
Data Processing trative functions)
Purchasing and Contracting Law Enforcement Merit System
Communications Council
Printing and Duplicating Retirement System Board
Motor Pool Department of Public Building
Records Management & Archives Maintenance
Personnel Self Insurance Board
Building Operation and Public Safety Retirement Fund
Maintenance Managers
Building Planning Public Safety Retirement System
Retirement Board
Budget Retirement System Subsidiary
Accounts and Controls Boards
Warrants Issuance Retirement System Investment
Council
Retirement System Investment
Managers
Finance Department
Department of Library & Archives
Surplus Property Agency
Board of Curators of Department of
Library & Archives
Board of History & Archives
Historical Advisory Commission
Board of Library Examiners
DEPARTMENT OF AGRICULTURE
Agencies Absorbed
Livestock Sanitary Board
Egg Inspection Board
Board of Pesticide Control
Agriculture and Horticulture
Commission
Advisory Committee on Control
of Application of Pesticides
State Chemist
Supervisor of Inspection of
Vegetable Standardization Act
Agricultural Prorate Commissioner
Advisory Committee on Feeds
State Entomologist
State Veterinarian
Dairy Commissioner
Beef Council
Coliseum and Exposition Board
- 14-
DEPARTMENT OF COMMERCE
Functions
Administration and Occupational
Licensing
Licensing and Inspection
Examining Boards
Banking
Real Estate
Insurance
Athletics and Racing
Atomic Energy
Tourist Promotion
Industrial Development
Liquor Licensing
Securities Regulation
- 15-
Agencies Absorbed
Scientific & Technical Advisory
Counci. l
Board of Funeral Directors
and Embalmers
Structural Pest Control Board
Board of Accountancy
Public Accountants Advisory Com.
Registrar of Contractors
Board of Technical Registration
Board of Cosmetology
Board of Barber Examiners
Inspector of Weights and Measures
Real Estate Board
Atomic Energy Commission
Banking Department
Racing Commission
Athletic Commission
Insurance Department
Collection Agency Advisory Council
Interagency Economic Coordinating
Council
Industrial Commission
State Bar of Arizona
Economic Planning & Development
Board
Department of Economic Plannin~ &
Development
Compensation Fund Board
Compensation Fund Investment Com.
Compensati. on Fund Managers
Employment Advisory Counci. l
Dust Disease Advisory Council
Insurance Guaranty Association
of Ari?: ona
Department of Liquor
Board of Liquor
Corporation Commission
Board of Chiropractic Examiners
Dental Board
Hearing Aid Dispensers Examiners
Board of Medical Examiners
Board of Naturopathic Examiners
Board of Nursi. ng
Board of Dispensing Opticians
Optometry Board
Board of Osteopathic Examiners
Pharmacy Board
Board of Physical Therapy Examiners
Board of Podiatry Examiners
Practical Nurse Committee
Board of Psychologist Examiners
Veterinary Examiners Board
State Community Development Council
. j
Functions
DEPARTMENT OF CORRECTIONS
Agencies Absorbed
Adult Authority
Youth Authority
Parole Supervision
Department of Corrections
DEPARTMENT OF EDUCATION
- Functions
Elementary Educati. on
Secondary Education
Teacher Certification
Vocational Education
Adult and Special Education
Arts and Humanities
Agencies Absorbed
Advisory Council Technical and
Voactional Education
Board of Educational Rehabi1itatio
School for Deaf and Blind
Private Technical and Business
School Board
School Board Association
Commission on Arts and Humanities
Department of Education
DEPARTMENT OF EMERGENCY AND MILITARY AFFAIRS
Functions
Army National Guard
Air National Guard
Search and Rescue
Civil Defense
Agencies Absorbed
National Guard
Adjutant General
Emergency Council
Division of Emergency Services
Civil Air Patrol ( Contractual Basi
DEPARTMENT OF EMPLOYMENT AND ECONOMIC SECURITY
Functions
Unemployment Compensation
Employment Services
Manpower Development
Public Welfare
Voactional Rehabi. litation
Veterans Affairs
Indian Affairs
Mental Retardation
- 16-
Agencies Absorbed
Employment Security Commission
Apprenticeship Council
Veterans Service Commission
Commission on Indian Affairs
State Office of Economic Opportuni
State Office of Manpower Planning
State Advisory Council of Employ-ment
Security Commission
Department of Public Welfare
Department of Mental Retardation
Medical Advisory Committee
AGENCIES ASSIGNED TO GOVERNOR'S OFFICE
Commission on Salaries for Public Officials
Interagency Economic Coordinating Council
Advisory Council on Intergovernmental Relations
Interstate Compact on Juveniles
Interstate Oil Compact Commission
Interstate Parole Compact
Board Member to Western Interstate Nuclear Board
Planning Section-- Department of Economic Planning and Development
Board of Pardons and Paroles
DEPARTMENT OF HEALTH
DEPARTMENT OF LA,""
Functions
Government
Agencies Absorbed
Board of Health
Air Pollution Control Hearing Board
Hospital Advisory Survey and
Construction Council
State Hospital Board
Board of Crippled Children's
Services
Pioneers' Home
Board of Anatomy
Health Planning Authority
Hospital Advisory Board
Hospital for Disabled Miners
State Laboratory
Interagency Council on Drug Abuse
Water Quality Control Council
Agencies Absorbed
Commission on Uniform State Laws
Civil Ri. ghts Commission
Attorney General
Administration
Public Health
Mental Health
Institutions
Information and Education
Functions
Anti- Trust
Consumer Fraud
Ci. vil Rights
Criminal Prosecution
Legal Services to State
MINE INSPECTOR
Functions
Mine Safety
Agencies Absorbed
Mine Dust Inspector
Mi. ne Inspector
- 17-
DEPARTMENT OF PUBLIC SAFETY
DEPARTMENT OF NATURAL RESOURCES
PUBLIC SERVICE COMMISSION
Agencies Absorbed
Corporat. ion Commission
Agencies Absorbed
Land Commissioner
Land Department Board of Appeals
Game and Fish Commission
Parks Board
Power Authoritv
Oil and Gas Conservation Commiss
Department of Mineral Resources
Bureau of Mines
Outdoor Recreation Coordinating
Commission
Copper Tariff Board
Coronado International Monument
Commission
Land Selection Board
Colorado River Boundary
Commission
Water Commission
Watercraft Advisory Council
Prescott Historical Society
Arizona Historical Society
Agencies Absorbed
Law Enforcement Advisorv Council
Justice Planning AgencyDepartment
of Public Safety
Tax Commission ( Collection Funct
Estate Tax Commissioner
Department of Property Valuation
Board of Property Tax Appeals
State Certification Board
- 18-
DEPARTMENT OF REVENUE
Functions Agencies Absorbed
Functions
Functions
Administration
Lands
Watersheds and Forestry
Water and Power
Parks
Game and Fish
Minerals
Contracting for Federal Aid
Historical Museums
Functions
Highway Patrol
Narcotics and Criminal
Investigation
Scientific Analysis
Training and Educatim
Liquor Control
Public Utility Regulation
Tax Collection
Federal Fund Coordination
Property Valuation
Property Tax Appeals
Bond Approval
DEPARTMENT OF STATE
Functions
Corporate Registration
Election Law Administration
Compiling, Collating and Pub-lishing
Administrative Rules
Agencies Absorbed
Commissioner of Deeds
S~ cretary of State
TAX COMMISS ION
Agencies Absorbed
Tax Commission
Functions
Tax Appeals ( Except Property)
Local Government Emergency
Budget Appeals
DEPARTMENT OF TRANSPORTATION
Functions
Administration
Transportation Planning
Motor Vehicles
Highway Construction
Hj.. ~:~ hway Mai. ntenance
:\ eronautics
Notor Carrier Enforcement
RDi. lroad Enforcement
Agencies Absorbed
Highway Commission
Aeronautics Board
Aeronautics Department
Highway Priority Planning
Committee
Highway Technical Advisory
Committee
Medical Advisory Board
Corporation Commission
TREASURER
Functions
Deposit Public Funds
Bond Debt Management
Paying State Warrants
Agencies Absorbed
Board of Deposit
Loan Commi. ss loners
State Treasurer
- 19-
SCHEDULE II
DISPOSITION OF CURRENT AGENCIES AFTER REORGANIZATION
Agency or Department
Accounting Board
Adjutant General
Aeronautics Board
Aeronautics Department
Agriculture and Horticulture
Commi. ssion
Agricultural Prorate
Commissioner
Air Pollution Hearing Board
Arizona Board of Anatomy
Apprenticeship Council
Arts and Humanities Commission
Athletic Commission
Atomic Energy Commission
Attorney General
Banking Department
State Bar of Arizona
Barber Examiner Board
- 20-
Board members and current
duties retained; now located
in Commerce Department for
administrative consolidation.
Placed in charge of the
Department of Emergency and
Military Affairs.
Placed in Department of
Transportation; however,
would be retained in an
advisory capacity.
Department of Transportation
Department of Agriculture
Department of Agriculture
Department of Health
Department of Health
Department of Employment and
Economic Security
Department of Education
Department of Conunerce
Department of Commerce
Head of Department of Law
Department of Commerce
Administr2tion of licensing
functions to Department of
Commerce
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
o
Agency or Department
Beef Council
Thomas E. Campbell Memorial
Commission
Where Located After Reorganization
Department of Agriculture
Abolished
State Certification Board Department of Revenue
State Chemist Department of Agriculture
State Chemist Advisory Committee Department of Agriculture
Chiropractic Board of Examiners Board members and current
du~ icd retained; located in
Department of Commerce for
administrative consolidation.
d Civil Air Patrol
Civil Rights Commission
Coliseum and Exposition Center
Board
Collection Agencies Advisory
Committee
Colorado River Boundary
Commission
State Board of Community
College Directors
State Community Development
Council
Compensation Fund Board
Compensation Fund Investment
Committee
Compensation Fund Managers
Contractors, Registrar of
Copper Tariff Board
Coronado International Monument
Commission
Functions concerning search
and rescue assigned to
Department of Emergency and
Military Affairs.
Department of Law
Department of Agri. culture
Department of Commerce
Department of Natural Resources
Unchanged
Department of Commerce
Department of Commerce
Department of Commerce
Department of Commerce
Department of Commerce
Department of Natural Resources
Department of Natural Resources
- 21-
Agency or Department
Corporation Commission
Department of Corrections
State Board of Cosmetology
Board of Crippled Children's
Services
Dairy Commissioner
School for Deaf and Blind
Commissioner of Deeds
Dental Board
State Board of Deposit
Interagency Council on Drug
Abuse
Committee of Expert Consultants
on Dust Diseases
Economic Planning and
Development Board
Economic Planning and
Development Department
- 22-
Name changed to Public Service
Commission; some functions
assigned to Departments of
State, Transportation, and
Commerce.
Unchanged
Board members and current
duties retained; located in
Department of Commerce for
admini. strative consolidation.
Department of Health
Department of Agriculture
Department of Education
Abolished
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Treasurer's Office
Department of Health
Department of Commerce
Tourist and Industrial
promotion assigned to Department
of Commerce; planning
section assigned to Governor's
office.
Tourist and Industrial
promotion assigned to Department
of Commerce; planni. ng
section assigned to Governor's
office.
)
Agency or Department
Intera~ ency Economic Coordinat~
ng Council
State Board of Education
Department of Education
Board of Educational
Rehabilitation
Egg Inspection Board
Commission on Salaries for
Elected Officials
Emergency Council
Division of Emergency
Services
Employment Advisory Council
Employment Security Commission
Employment Security Commission
Advisory Council
State Entomologist
Estate Tax Commissioner
Feed Advisory Committee
Finance Department
Fruit- Vegetable
Standardization Inspector
Board of Funeral Directors
and Embalmers
Game and Fish Commission
- 23-
Where Located After Reorgani7. ation
Department of Commerce
Unchanged
Various agencies consolidated
into this Department
Department of Education
Department of Agriculture
Governor's Office
Department of Emergency and
Military Affairs
Department of Emergency and
Military Affairs
Department of Commerce
Department of Employment and
Economic Securi. ty
Department of Employment and
Economic Security
Department of Agriculture
Department of Revenue
Department of Agriculture
Department of Administrati. on
Department of Agriculture
Board members and current
duties retained; located in
Department of Commerce for
administrative consoli. da tion.
Department of Natural
Resources
Agency or Department
Department of Health
Health Planning Authori. ty
State Board of Health
Hearing Aid Dispensers
Examiners
Highway Commission
Highway Department
Highway Priority Planning
Committee
Historical Advisory Commission
Arizona Historical Society
Prescott Historical Society
Where Located After Reor ani~ atio
Department of Health
Department of Health
Department of Health
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Department of Transportation
Department of Transportation
Department of Transportation
Department of Administration
Department of Natural
Resources
Department of Natural
Resources
State Board of History
and Archives
Hospital Advisory Board
Hospital Advisory Survey
Council
State Hospital Board of
Directors
State Hospital
State Hospital for Disabled
Miners
Indian Affairs Commission
Industrial Commission
Insurance Department
- 24-
Department of Administration
Department of Health
Department of Health
Department of Health
Department of Health
Department of Health
Department of Employment and
Economic Security
Department of Commerce
Department of Commerce
Agency or Department
Arizona Insurance Guaranty
Association
Advisory Council on Intergovernmental
Relations
Justice Planning Agency
Interstate Compact on
Juveniles
Land Department
Land Department Board of
Appeals
Land Selection Board
Law Enforcement Officers
Advisory Council
Law Enforcement Merit
System Council
Board of Curators of Department
of Library and
Archives
Board of Library Examiners
Liquor Board
State Department of Liquor
Licenses and Control
Livestock Sanitary Board
State Loan Commissioners
Motor Vehicle Medical
Advisory Board
Medical Advisory Connnittee
State Board of Medical
Examiners
- 25-
Where Located After Reorganization
Department of Connnerce
Governor's Office
Department of Public Safety
Governor's Office
Department of Natural
Resources
Department of Natural
Resources
Department of Natural
Resources
Department of Public Safety
Department of Administration
Department of Administration
Department of Administration
Department of Connnerce
Department of Connnerce
Department of Agriculture
Treasurer's Office
Department of Transportation
Department of Employment and
Economic Security
Board members and current
duties retained; located in
Department of Connnerce for
administrative consolidation.
Agency or Department
Department of Mental
Retardation
State Board of Mental
Retardation
State Mine Dust E~ gineer
Mine Inspector
Department of Mineral
Resources
Board of Governors of Dept. of
Mineral Resources
Bureau of Mines
National Guard
Board of Naturopathic
Examiners
State Board of Nursing
Interstate Oil Compact
Commission
Oil and Gas Conservation
Commission
Board of Dispensing Opticians
Optometry Board
- 26-
Department of Employment and
Economic Security
Department of Employment and
Economic Security
Mine Inspector
Mine Inspector
Department of Natural
Resources
Department of Natural
Resources
Department of Natural
Resources
Department of Emergency and
Military Affairs
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Governor's Office
Department of Natural
Resources
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
io
Agency or Department
Board of Osteopathic Examiners
Outdoor Recreation Coordinating
Council
Board of Pardons and Paroles
Parks Board
Interstate Parole Compact
Personnel Commission
Personnel Commission ( Agency)
Structural Pest Control Board
Pesticide Control Advisory
Committee
Pesticide Control Board
Pharmacy Board
Physical Therapy Board
of Examiners
State Pioneers' Home
Podiatry Examiners Board
Power Authority Commission
Where Located After Reorgani~ ation
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Department of Natural
Resources
Governor's Office
Department of Natural
Resources
Governor's Office
Department of Administration
Department of Administration
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Department of Agriculture
Department of Agriculture
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Board members and current
duties retained; located in
Department of Commerce for
adminis tra tive cons0 I ida t i. on •
Department of Health
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Department of Natural
Resources
Agency or Department
Power Plant Siting
Committee
Practical Nurse Committee
Private Technical and Business
Schools Board
Property Tax Appeal Board
Property Valuation Department
Psychologists Board of
Examiners
Public Accountants Advisory
Committee
Public Bu. ildi. ngs Maintenance
Superintendent of Public
Instruction
Department of Public Safety
Public Safety Personnel
Retirement Fund Managers
Public Safety Personnel
System Board
Racing Commission
Department of Natural
Resources
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Department of Education
Department of Revenue
Department of Revenue
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Department of Administration
Department of Education
Department of Public Safety
Department of Adminis tration
Department of Administration
Department of Commerce
Real Estate Board
Real Estate Department
Board of Regents
Retirement System Board
- 28-
Department of Commerce
Department of Commerce
Unchanged
Department of Adminis tration
Lo
Agency or Department
Retirement System Subsidiary
Boards
Retirement System Investment
Counci. l
Retirement System Investment
Managers
School Board Association
Scientific T~ chnical Planning
Advisory Council
Secretary of State
State Self Insurance Board
Surplus Property Agency
Tax Commission
Board of Technical Registration
Advisory Council for Technical
Vocational Education
State Treasurer
Uni form Sta te Laws Commi. ss ion
Veteran's Service Commission
State Veterinarian
Veterinary Examiners Board
State Water Commission
Water Quality Control Council
- 29-
Where Located After Reorganization
Department of Administration
Department of Administration
Department of Administration
Department of Education
Department of Commerce
Department of State
Department of Administration
Department of Admini. stration
Tax Commission
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Board of Education
Treasurer
Department of Law
Department of Employment and
Economic Security
Department of Agriculture
Board members and current
duties retained; located in
Department of Commerce for
administrative consolidation.
Department of Natural
Resources
Department of Health
Agency or Department Where Located After Reor anizatio
Watercraft Advisory Council Department of Natural
Resources
Weights and Measures Inspector Department of Commerce
Welfare Department Department of Employment and
Economic Security
Western Interstate Commission
for Higher Education Board of Regents
Member to Western Interstate
Nuclear Board Governor's Office
- 30-
.0
HISTORY OF REORGANIZATION
HISTORY OF REORGANIZATION IN ARIZONA
The idea that the structure of government should be periodically
reviewed and changed is nearly as old as government itself.
At the federal leveJ, the first governmental reorganization effort
occurred in 1816- 1817 as a result of problems with the administrative
structure which had become apparent during the War of
18121 . Three years before Arizona became a state, a group of
citizens in Oregon proposed to reorganize their state government
by concentrating all executive power in the hands of their
Governor2 .
Governmental reorganization has been a recurring theme in
Arizona, in large part because the organizational arrangement
which was used at the time of statehood involved a substantial
number of state agencies and departments ( see Chart following
this section). In 1913, the Constitution of Arizona provided
for 11 separate offices or commissions and the Arizona statutes
of the same time period provided for 31 additional agencies and
departments 3 . By 1921, the number of state agencies had grown
to 40, or more than one additional agency per year. The growing
number of agencies and departments in 1921 and the large number
of constitutional offices and commissions prompted Governor
Thomas Campbell to propose a major governmental reorganization
program ( see Chart following this section). The Governor commissioned
a study of the administrative structure of Arizona by
an expert in the field from New York. The purpose of the study
was to develop recommendations for the structural realignment of
state agencies and departments, in light of the best research and
study by public administration scholars of the day. In the 1921
study, the following themes were most apparent in the conclusions
and recommendations:
1. Consolidation of agencies into a few departments,
each with a major function.
2. Placing at the head of each department a single
administrator appointed by and responsible to the
Governor and acting collectively as his cabinet.
- 31-
3. Use of boards or commissions for the quasilegislative,
quasi- judicial, inspectional or
advisory purposes, but not for purely administrative
work.
4. Providing a four- year term for the Governor,
with terms of department heads regulated
accordingly.
5. Appropriate subdivisions of departments, with
lines of authority running to the department
heads.
6. Establishing a budget system in which the
Governor would be responsible for presenting
plans tg the Legislature for expenditures and
revenue .
The general reorganization scheme proposed in 1921 was not
approved by the Legislature for a variety of reasons, some of
which are partisan in nature. In 1933, a new study of Arizona
government was undertaken and a new reorganization plan proposed,
which was quite different from the 1921 plan ( see Chart following
this section). Again, the Legislature did not support the general
concepts of the plan. The issue of reorganization was not again
seriously considered by the Legislature or strongly advocated by
a Governor until 1949, when the creation of the Hoover Commission
at the national level awakened an interest in governmental reorganization
in many of the states. Arizona undertook a study of
the then current administrative structure of state government by
hiring the firm of Griffenhagen & Associates to conduct an extensive
review of Arizona government and to make appropriate recommendations
for change to the Legislature. The Legislature appropriated a total
of more than $ 12,000 to pay for the study. The Griffenhagen plan
for the executive branch of government included the following
recorrrrnendations:
1. Consolidation of state agencies and departments into
15 departments, S staff and 10 line departments.
2. Assignment of responsibility for specific functional
activities to individual departments.
3. Departments headed by a single administrator appointed
by the Governor, with removal only for " cause" and
after a public hearing.
4. Creation of an executive cabinet, composed of all
department heads, to serve in an advisory capacity
to the Governor.
- 32-
5. Elimination of all elected administrative officers
except the Governor.
The Legislature, ' tvhile accepting portions of the reorganization
proposals, rejected the major provisions of the plan. The
reasons for rejection were numerous and varied; however, several
important objections are worth noting here:
1. The claim that the plan was not designed to fit
Arizona but rather was a mimeogranhed report in
which Griffenhagen simply inserted the name of
the state willing to pay upwards of $ 10,000 for
the reportS.
2. Recognition of the theoretical value of the
plan, but serious reservations as to the political
wisdom and/ or chances of successful implementation
of the plan.
3. Strong reaction to eliminating elective office
on the basis of the Jacksonian belief in using
elections as an important control over the
behavior of numerous public officials.
The Griffenhagen plan did receive some favorable legislative
consideration and was also, in one case, favorably endorsed by
the voters at the polls. The latter case involved the revision
of the Department of Law. In general, however, the money spent
on the research project was largely wasted in terms of substantial
changes occurring as a result of the study.
The subject of governmental reorganization was not seriously
considered again until 1967. At that time, the LegislAture created
a Joint Legislative Committee to consider methods of reorganizi.
ng state government with several leading citizens of the
state serving in addition. The council employed several faculty
members from A. S. U. and the U. of A. to researcb various areas
of reorganization and to prepare reports. The council prepared
a complete reorganization plan ' tV'hic:, is reproduced in the Chart
section whicli follows.
In general, the council plan advocated eliminating many
electe. d officials and corrnnissions, consolidating several " staff"
agencies 2nd functions into a limited number of " staff" departments,
and creating a single department to administer occupational
licensing and regulation. The council r> 1 an has served as tbe guide
for reorganization proposals since its inception and several of the
- 33-
recommendations have been enacted into law. The major portions
of the plan, however, remain as theoretical as the day they were
devised.
As this brief survey suggests, the track record for reorganization
proposals in Arizona has not been good. It may be
helpful to conclude this report by noting some of the reasons for
the lack of success and some suggestions for future efforts, as
noted by Rigg in 19646 .
1. Supporters of reorganization should be prepared to demonstrate
fully to the Legislature and through active education
of citizen groups the need for the adoption of
their proposals. The maxim may be self- evident, but the
cultivation of support through a concerted educational
campaign must be consciously practiced. Opponents of
reorganization, often groups and individuals with a
pecuniary or other vital interest in the issue, may
normally be counted upon to exert greater efforts than
the supporters of the movement, who often have little
to gain except personal satisfaction and an elusive
share in the benefits of the better government which
presumably would result.
2. Reorganization can be achieved only if the Legislature
and the executive are in agreement upon the program.
If personality conflicts, partisan maneuvering, unusual
legislative- executive rivalry or serious disagreement
about the plan characterize relations between
the legislative majorities and the Governor, reorganization
is frustrated from the outset.
3. Reorganization is likely to fail unless it is kept
divorced from partisan politics .... keeping partisan
politics to a minimum in the final adoption of the
program. It requires a greater degree of selfdenial
than some politicians possess, and it
probably cannot be accomplished wi thout studied
efforts to bring party leaders from both parties
into the consultations. In all stages, compromise
is of the essence.
4. The structure of Arizona politics demands that the
legislative majority enlist the acquiescence of the
minority. Efforts should be made by the majority
leadership to break down the barriers separating
-. 34-
the two sides on this issue rather than to
accentuate them by attempting to run roughshod
over the minority.
5. Any movement for wholesale reorganization in
Arizona must come to terms with strong Jacksonian
sentiment. Jacksonian principles
relating to competence, tenure in office, and
the multiplicity of elective offices are not
in harmony with the latter- day principles
of administrative reorganization. Nevertheless,
they are a political fact of life in Arizona
too vigorous to be completely ignored in the
formulation of reorganization programs in this
state.
6. An additional political liability is incurred
if the program for reorganization is openly
and notoriously formulated by out- of- state
experts, however good their personal qualifications
and however meritorious their plan.
Many Arizonans still have enough provincialism
to resent the implication that out- of- state
( particularly eastern) professional talent is
needed to tell the natives how to run their
government. Future proposals will have a
better chance of success if they are advertised
as home- grown products.
7. No maxim deserves more emphasis than the necessity
of compromise. The all- or- nothing philosophy
so prevalent among past supporters of reorganization
has reaped its natural consequence essentially
nothing. If reorganization is really
desired, consultation and cooperation among all
significant groups within the Legislature and
the executive branch in the formulation and
sponsorship of a program are almost indispensable,
even if credit for the final accomplishment must
be shared.
- 35-
3. Robert E. Riggs, The Movement for Administrative Reor anization
in Arizona, Tucson: Un vers1ty 0 • Ar1zona, nst1tute 0 Government
Research, Arizona Government Studies, 1964, pp. 18- 19
- 36-
6
FOOTNOTES
James R. Bell and Earl L. Danah, State Executive Reorganization,
Berkley: University of California, Bureau of PUblic Aaministration,
1961, p. 4
2. A. E. Buck, The
Uni ted State-:: s-,~ r7:-~~~~~~;.;,:-~-- n~~~~~~~~;""",,' I"' 7' r.,.. n--
1.
4. Ibid, pp. 70~ 7l
5. Ibid, p. 46
6. Ibid, pp. 66- 68
NATIONAL MUNICIPAL LEAGUE
REORGANIZATION PROPOSAL - 1921
I. Elected Officials
Governor ( two- year term)
Secretary of State ( two- year term)
Attorney General ( two - year term)
State Auditor ( two- year term)
State Treasurer ( two- year term)
Mine Inspector ( two- year term)
Superintendent of Public Instruction ( two- year term)
Corporation Commission ( three members, six- year terms)
II. Appointed Executive Branch Officials
Board of Regents ( eight- year terms, appointed by Governor)
State Board of Education ( appointed by Governor in consultation
with Superintendent of Public Instruction)
III. Departments*
Dep3rtments and Divisions
Department of Finance
Accounting and Budget
Purchasing and Employment
Reports and Printing
Taxation and Equalization
Department of Agriculture
Animal Industry
Plant Industry'
Dairy Inspection
State Fairs
Fish and Game
Department of Publi. c Welfare
Charities
Corrections
Public Health
Laboratory
Vital Statistics
Agencies Absorbed
Tax Cormnission
Board of Equalization
Loan Corrnnissioners
State Examiner
Purchasing Agent
Board of Directors of
State Institutions
Commissioner of Agriculture
and Horticulture
State Fair Commission
Inspector of Apiaries
Livestock Sanitary Board
State Veterinarian
Sheep Sani. tary Commission
State Game Warden
State Dai. ry Corrnnissioner
State Commissi. oner of
Immigration
Board of Directors of State
Institutions
Board of Pardons and Paroles
State Board of Health
Director of State Laboratory
Superintendent of Public Health
Registrar of Vital Statistics
* Each department headed by director appointed by the Governor
- 37-
Department of Public Works and
Buildings
Highway Design and Survey
Public Buildings and Parks
Motor Vehicle Registration
Department of Military Affairs
Adjutant General
Department of Reclamation and
Irrigation
Public Lands
Water Resources
Irrigation and Drainage
Department of Education and
Registration
Normal Schools
Library
Historical Data
Registration
Department of Labor and Industry
Lahor Regulation
Banking
Insurance
Standards
- 38-
State Engineer
Registration of Motor Vehicles
from Secretary of State
Care of Public Buildings from
Board of Directors of
State Institutions
Adjutant General
High School Cadet Commission
State Land Department
Arizona Resources Board
State Water Commissioner
Board of Bar Examiners
Board of Embalming
Board of Pharmacy
Board of Examiners in Optomet
Board of Dental Examiners
Board of Medical Examiners
Normal School Boards
Board of Library Curators
Librarian
State Historian
Inspec tor of lveights and Me a c",/" Ocl,
Labor Regulation from Board of
Health
Superintendent of Banks from
State Auditor's office
Insurance Regulation from
Corporation Commission
NATIONAL MUNICIPAL LEAGUE PROPOSAL - 1921
\ I Electorate \
\
\
I l
Secretary Attorney IAuditor I Treasurer II Gov~ rnor I Superintendent I Corporation II Mine
of State , General InosftrPuucbtliiocn COtImlission I I Inspector •
r --- ----- - - - --- - t----- ---- --- --- -,
w\ I0 RBeogaredntsof I SoftaEteduBcoaatirodn
I
I I I I I I I I
I Department Department Department Ii Department Department I Department Department Department of Finance of Labor & of
I
of Public of Public of Rec1ama- of Military of Educa-
Industry Agriculture Welfare Works and tion and I Affairs tion and
Buildings Irrigation Registra-tion
PLAN OF ADNINISTRATIVE REORGANIZATION
PROPOSED BY
SPECIAL LEGISLATIVE CO~~ ITTEE OF TENTH LEGISLATURE ( 1933)
I
Department
of
Public Utilities
Department
of
Husbandry
------_.~
I Superinten- d- e- n- t- of
Public Instruction I Department of Education
~ epartment
of
Indu::~~~~ ela: ions
Department
i of L Finance
_._---.---...__.-----...,...---
Governor
Electorate
. Department
Ii Co_ rpoorfations
Department
Il Eoxfectuhteive
, Department
I of IPub Ii c \. Jorks J
Department
of
Helath & Helfare
r-----------~ r___'..-_._--_.-~-.
Department I
of I
Conservation
Attorney General
D2_ partment of Law I
• +:'-
o •
SPECIAL LEGISLATIVE COMMITTEE OF
TENTH LEGISLATURE REORGANIZATION PROPOSAL - 1933
I. Elected Officials
Governor
Attorney Genera1*
Superintendent of Public Instruction**
II. Executive Branch Departments***
Department and Divisions
Department of Health and Welfare
Public Health
Public Welfare
Institutions
Regis trati. on
Department of the Executive
Administration and Records
Military
Police
Identification
Capitol Buildings
Department of Finance
Budget Control
Accounting Control
Examination of Officers
Revenue and Taxation
Treasury
Department of Husbandry
Livestock
Agriculture
Horticulture
Weights and Measures
State Fair
Department of Conservation
Public Lands
Water
Irrigation Districts
Wild Life
Department of Public Works
Highways
Public Buildings and Works
Darns and Reservoirs
* Heads Department of Law, which has Division of Legal Counsel for
State Departments
** Heads Department of Education, which has Divisions of Common Scho01s,
High Schools, Colleges, and Universities
*** Secretaries for each Department appointed by Governor
- 41-
Department of Corporations
Certificates
Blue Sky Laws
Regulation of Banks
Investments
Department of Industrial Relations
Workmen's Compensation
Inspection of Mines
Places of Employment
Labor Di. sputes
Employment Offices
Department of Public Utilities
Public Utilities
Highway Transportation
- 42-
1 I
. E ectorate 1
Department - I - Department
of State I
of Finance
IDeopfarLtmawent I~ II Governor II DofepRaertvmeneunet
i I ! Department
'--- of Personnel
I . po.
WI
-,
Department of \- Public
Works ! I
Department of
Military Affairs
Department of
Health & Welfare
Department of I
Occupational
Licensing
-
i I LJ, '----. I
H Department of
Employment
I Security
- -
-
"
Department of
I Business
Regulation
I
I
Department of
· Public Schools
Department of
Natural Resources
Department of
Agriculture
-------_ ..~.---------' - Department of \
Higher Education I
SUMMARY OF GRIFFENHAGEN
REORGANIZATION PROPOSAL - 1949
I. Elected Officials
Governor
II. Staff Departments
Department and Function
Department of State ( headed by Secretary of State)
Maintain state records and authenticate state documents
Administer election laws
Supervise the compilation and distribution of state laws
Promote industrial and commercial appeal of the state to
attract new industries and new residents
Department of Law ( headed by Attorney General)
Coordinate the litigation in which the state is a party
Furnish legal advice and written opinions to public officials
on questions of law
Render other legal services to any agency or department of
state government
Department of Revenue ( headed by Connnissioner of Revenue)
Create advisory boards to provide counsel in the following
areas: Revenue and Finance, Equalization, and Public
Employee's Retirement Fund ( members appointed by Governor)
Appraise and assess all land, mines, railroads, etc, in the sta
Administer the collection and distribution of sales, luxury,
income, motor fuel, inheritance, and public utility gross
revenue taxes
Supervise corporation registrations
Administer liquor license and control laws
Maintain custody of all state funds and be responsible for
disbursement of same
Department of Finance ( headed by Corrnnissioner of Finance)
General financial management for the state
Assist the Governor in budget preparation and developing
financial policies
Conduct current audits of all departments
Perform centralized purchasing for all departments
Maintain records of all state property
Control and dispose of surplus property
Department of Personnel ( headed by Commissioner of Personnel)
Board of Personnel would serve in an advisory capacity,
appointed by the Governor for six- year staggered terms
and be responsible for the overall administration of the
state personnel system
III. Operating Departments
Department of Public Works ( headed by Commissioner of Public Works)
State Highway Board of three members to be appointed as
at present
Manage the state highway department
Enforce state highway laws
Cooperate with local corrrrnunities in highway planning,
construction, and design
Plan and construct the public buildings of the state
Operate and maintain public buildings
Repair and maintain state vehicles
Register vehicles, issue drivers' licenses and titles
Department of Natural Resources ( headed by Commissioner of Natural
Resources)
A power board, appointed by the Governor, it would serve in an
advisory capacity; and a land selection board composed of the
Governor, Attorney General, and Director of Public Lands would
serve as a land selection board for any federal lands which are
available for trade
Administer the selling of state lands
Control and regulate oil and gas exploration and production
Supervise the waters of the state
Control irrigation and well drilling
Administer soil conservation programs
Promote more extensive exploration and m1n1ng in the state
Inspect mi. nes for safety, health, and working conditions
Operate fisheries, hatcheries, sanctuaries, and control
hunting and fishing
Bargain for, take, and receive electrical energy developed
by state or federal government, and operate electrical
transmission systems and generating facilities
Develop and operate the state parks system
- 45-
Department of Agriculture ( headed by Commissioner of Agriculture)
An advisory board on agriculture, appointed by the Governor,
would serve under the Commissioner
An advisory committee on the State Fair, appointed by the
Commissioner would serve under him also
Enforce state laws concerning animals
Enforce state laws concerning plants, bees, and weights and
measures
Generally supervise marketing of various agricultural products
Department of Military Affairs ( headed by Adjutant General)
An advisory boar~ appointed by the Governor, would serve
under the Adjutant General
Administer the state militia, national guard, cadet corps
Provide assistance to veterans in obtaining state and federal
benefits to which they are entitled
Department of Occupational Registration ( headed by Commissioner of
Occupational Registration)
Advisory hoards in each of the 18 areas of regulation would
he continued in the new department
Provide administrative services, examinations, and investigations
in licensing process
Department of Employment Security ( headed by Commissioner of
Employment Security)
Advisory hoard on employment security, appointed by the
Governor for five- year staggered terms, would serve
under the Commissioner
Administer state unemployment compensation program
Administer state employment service
Administer programs involving workmen's compensation,
occupational diseases, and accident prevention
Insure compliance " vi th laws controlling child labor,
veterans, women, and the handicapped
J.. h~ pdrtment of Health and Welfare ( headed by Connnissioner of
Health and Welfare)
Advisory hoards dealing "", ith pardons and paroles, health and
welfare, and survey and construction would be appointed
by the Governor and serve under the Commissioner
- 46-
Department of Health and ' Ivelfare - cont.
Administer health, welfare, correctional, probation and
parole, institutional care and training, and criminal
identification functions of the state ( excluding public
school education and the School for the Deaf and Blind)
Department of Higher Education ( headed by Chancellor of Higher
Education)
An advisory Board of Regents, appointed by the Governor for
ten- year terms, would serve under the Chancellor
All universities in the state would be merged into one university
system with branches in the cities of Tempe and Flagstaff
Department of Public Schools ( headed by Commissioner of Public Schools)
Board of Public Schools would submit nominees to the Governor
for appointment as Superintendent and would also have to
approve the yearly departmental budget
Additional boards would exist within the department to advise
on the following topics: vocational education, apprenticeship,
veterans' training, and teachers' retirement
Make rules concerning the operation of the public school system
in the state
Administer the various programs and school la\ V's
Supervise the state School for the Deaf and Blind
Administer vocational education and vocational rehabilitation
programs
Accredit public schools
Generally supervise junior colleges in the state
Department of Business Regulation ( headed by Cormnissioner of
Business Regulation)
Advisory board of public service would serve under the
Commissioner but appointed by Governor for six- year
staggered terms
Reglliate public utili ties, common carriers, insurance companies,
banks. corrnnodities and securities dealers and hrokers, and
other" incorporated businesses
IV. Independent Agencies
Arizona Interstate Stream Commission ( suggestion apparently made
in anticipation of Colorado River cases being decided in court
shortly and thus agency with expertise needed to coordinate
the legal aspects of the cases)
- 47-
Arizona Racing Commission ( apparently recommended in this way because
of inability to find a more suitable location)
Merit System Council
Arizona Pioneer's Historical Society
Prescott Historical Society
- 48-
IElectorate I
I
I r I l
Secretary of State I Governor I ITreasurer I I Attorney General
Department of State I Department of Law
I I I I I
Board of Property I Civil Rights I Personnel I Industrial 1 Board of
Tax Appeals i Commission II Comnission I Conmdssion Pardons & I Paroles
I I I I I I
Dept. of Board of
I
Board of Dept. of I Dept. of Dept. of
I Education Regents Junior Health & I Adminis- Property - I='-
\ 0 Colleges Welfare i tration Valuation
I
! I I I I l
Dept. of Dept. of Dept. of I Dept. of I Dept. of I Dept. of
Finance Transpor- EmplOYment Economic I Public Correc ti OIlS
tation I Planning & I Safety I
i Development
I I I I I
I \
Dept. of I I I Dept. of Dept. of Dept. of I Dept. of I Dept. of
Business I Military Natural Occupational I Utility I Agriculture
Regulation Affairs Resources Licensing Regulation
I. Elected Officials
II. Quasi- Judicial Bodies
SUMMARY OF COUNCIL ON ORGANIZATION OF
ARIZONA STATE GOVERNMENT PROPOSALS
Agencies Absorbed
Board of Education~~-:( ( retains
structure)
Board of Curators ( Department
of Library and Archives)
Board of History and Archives
Board of Library Examiners
Board of Ed. Rehabilitation
Tax Commission
Loan Commission
Certification Board
Board of Deposit
Property Condemnation Board
Surplus Property Agency
- 50-
Elementary Education
Secondary Education
Adult and Special Education
Teacher Certification
Library and Archives*
Budget and Research
Revenue
Purchasing and Property
Accounting and Control
Federal Funds Coordination
Governor
Treasurer
Secretary of State
Attorney General
Superintendent of Public Instruction
Corporation Commission
Civil Rights Commission
Personnel Commission
Industrial Commission
Board of Pardons and Paroles
Board of Property Tax Appeals
III. Departments
Where department is headed by elected official, title is shown in
parentheses. * indicates existing department. ** indicates constitutional
office.
Department and Divisions
Department of Law* ( Attorney General**)
Department of State ( Secretary of State**)
Department of Education ( Superintendent of
Public Instruction**)
Department of Finance*
Department of Administration
Personnel
Retirement
Planning and Building
Building Maintenance
Research
Organization and Management
Department of Property Valuation*
Department of Health and Welfare
Administration
Public Health
Mental Health
Public Welfare
Institutions
Information and Education
Veterans' Affairs
Indian Affairs
Department of Corrections*
Adult Authority
Youth Authority
Parole Supervision
Department of Public Safety*
Highway Patrol
Narcotics & Criminal Investigation
Scientific Analysis
Training and Education
Liquor Control
Department of Military Affairs
Army National Guard
Air National Guard
Civil Defense
Personnel Commission ( administrative
functions)
Law Enforcement Merit System
Council
Retirement System Board
Dept. of Public Building Maint.
Commission on Uniform Laws
Council on Organization of
Arizona State Government
Board of Health
Board of Public Welfare
Air Pollution Control Hearing Bd.
Air Pollution Control Adv. Bd.
Hospital Adv. Survey & Construc-tion
Council
Medical Advisory Commit. tee
Water Quality Control Council
State Hospital Board
Children's Colony Board
Bd. of Crippled Children's Servo
School for Deaf and Blind
Veterans' Service Commission
Commission on Indian Affairs
Pioneers' Home
Board of Anatomy
National Guard
Department of Civil Defense
Civil Defense Adv. Council
Civil Air Patrol
- 51-
Department of Agriculture
Animal Industry
Horticulture
Entomology
Inspection and Standards
Department of Natural Resources
Administration
Lands
Watersheds and Forestry
Water and Power
Parks
Game and Fish
Minerals
Department of Occupational Licensing
Administration
Licensing and Inspection
Examining Boards
- 52-
Livestock Sanitary Board
Sheep Sanitary Commission
Egg Inspection Board
Board of Pesticide Control
Agriculture & Horticulture
Commission
Adv. Committee for Fertilizers
and Insecticides
State Chemist
Supvr. of Inspection of Vegetab
Standardization Act
Agricultural Prorate Commissi
Adv. Committee of Feeds
Land Commissioner
Land Dept. Bd. of Appeals
Game and Fish Commission
Parks Board
Power Authority
Interstate Stream Commission
Oil and Gas Commission
Department of Mineral Resources
Bureau of Mines
Outdoor Recreation Coordinating
Commission
Copper Tariff Board
Coronado International Monument
Commission
Land Selection Board
Colorado River Boundary Cornmiss
Board of Reservoir Control and
Supervision
Bd. of Examiners in Basic Sc
Bd. of Funeral Directors and
Embalmers
Bd. of Optometry
Bd. of Pharmacy
Bd. of Psychologist Examiners
Bd. of Physical Therapy
Structural Pest Control Board
Bd. of Accountancy
Pub. Accountants Adv. Commit. tee
Registrar of Contractors
Bd. of Technical Registration
Bd. of Cosmetology
Veterinary Board
Bd. of Po~ iatry Examiners
Bd. of Orthopedic Examiners
Department of Occupati. onal Licensing - cont.
Bd. of Dispensing Opticians
Bd. of Chiropractic Examiners
Bd. of Naturopathic Examiners
Dental Board
Bd. of Medi. cal Examiners
Bd. of Nursing
Practical Nurse Commi. ttee
Bd. of Barber Examiners
Department of Business Regulation
Administration
Carriers and Utilities
Banking and Securities
Real Estate
Insurance
Athletics and Racing
Atomic Energy
Department of Economic Planning
and Development*
Department of Employment
Unemployment Compensation
Employment Servi. ce
Manpower Development
Department of Transportati. on
Administration
Transportation Planning
Motor Vehicles
Highway Construction
Highway Maintenance
Aeronautics
- 53-
Corporation Commission**
Mine Inspector**
Inspector of- Weights and Measures
Real Estate Board
Atomic Energy Commission
Banking Department
Athletic Commission
Racing Commission
Insurance Department
Collection Agency Adv. Committee
Scientific and Technological
Planning and Adv. Council
Joint Economic Development
Committee
Interagency Coordinating Council
Employment Security Commission
Apprenticeship Council
Council for Veterans' Institutional
and On- the- Job Trng.
Highway Commission
Aviation Authority
IV. Other Units
Board of Regents**
Ari~ ona State University
Northern Arizona University
University of Arizona
Board of Junior Colleges
- 54-
Western Interstate Commiss
for Higher Learning
CURRENT REORGANIZATION MATERIALS
AGENCIES & DEPARTMENTS IN ARIZONA - 1971
Agency or Department
Accountancy Board
Adjutant General
Aeronautics Board
Aeronautics Department
Agriculture & Horticulture Commission
Agriculture Prorate Commissioner
Air Pollution Hearing Board
Anatomy, Arizona Board of
Apprenticeship Council
Arts & Humanities Commission
Athletic Commission
Atomic Energy Commission
Attorney General
Banking Department
Bar of Arizona, State
Barber Examiners Board
Beef Council
Campbell, Thomas E. Memorial Commission
Certification Board, State
Chemist, State
Chemist, State, Advisory Committee
Chiropractic Board of Examiners
Civil Air Patrol
Civil Rights Commission
Coliseum & Exposition Center Board
Collection Agencies Advisory Committee
Colorado River Boundary Commission
Community College Directors, State Bd. of
Community Development Council, State
Compensation Fund Board
Compensation Fund Investment Committee
Compensation Fund
Contractors, Registrar of
Copper Tariff Board
Coronado International Monument Commission
Corporation Commission
Corrections, Department of
Cosmetology, State Board of
Crippled Children's Services, Board of
Dairy Commissioner
Deaf & Blind School
Deeds, Commissioner of
Dental Board
Deposit, State Board of
Drug Abuse, Interagency Council on
Dust Diseases, Committee of Expert
Consultant on
- 55-
Authority
ARS 32- 701
ARS 26- 102
ARS 2- 121
ARS 2- 122
ARS 3- 101
ARS 3- 402
ARS 36- 1704
ARS .36- 801
ARS 23- 222
ARS 41- 981
ARS 5- 223
ARS 30- 653
Constitution
ARS 6- 111
ARS 32- 201
ARS 32- 203
ARS 24- 162
Execu t i. ve Order
ARS 45- 2101
ARS 3- 342
ARS 3- 344
ARS 32- 901
ARS 2- 141
ARS 41- 1401
ARS 3- 1001
ARS 32- 1002
ARS 41- 521
ARS 15- 545
ARS 11- 771. 20
ARS 23- 981. 01
ARS 23- 985
ARS 23- 981
ARS 32- 1103
ARS 27- 171
ARS 41- 533
Constitution( Art. 15 Sec. l)
ARS 41- 1602
ARS 32- 502
ARS 46- 501
ARS 3- 602
ARS 15- 802
ARS 41- 301
ARS 32- 1203
ARS 35- 324
ARS 36- 2002
ARS 23- 1123
Agency or Department
Economic Planning & Development Board
Economic Planning & Development Department
Economic Coordinating Council, Interagency
Education, State Board of
Education State Department of
Educational Rehabilitation, Board of
Egg Inspection Board
Elected Officials, Commission on Salaries for
Emergency Council
Emergency Services, Division of
Employment Advisory Council
Employment Security Commission
Employment Security Commission State
Advisory Council
Entomologist, State
Estate Tax Commissioner
Feed Advisory Committee
Finance Department
Fruit- Vegetable Standardization
Funeral Directors & Embalmers, Board of
Game & Fish Commission ( Agency)
Game & Fish Commissioners
Health, Dept. of
Health Planning Authority
Health, State Board of
Hearing Aid Dispensers Examiners
Highway Commission
Highway Department
Highway Priority Planning Committee
Historical Advisory Commission
Historical Society, Arizona
Historical Society, Prescott
History & Archives, State Board of
Hospital Advisory Board
Hospital Advisory Survey Council
Hospital Board of D~ rectors, State
Hospital, State
Hospital for Disabled Miners, State
Indi. an Affairs Commission
Industrial Commissi. on
Insurance Department
Insurance Guaranty Association, Arizona
Intergovernmental Relations, Advisory
Council on
Justice Planning Agency
Juveniles, State Compact on
Land Department
Land Department, Board of Appeals
- 56-
Authority
ARS 41- 502
ARS 41- 501
ARS 41- 505
( Constitution ( Art. 11,
Sec.
( ARS 15- 101. 01
ARS 15- 111
ARS 31- 502
ARS 3- 709
ARS 41- 1901
ARS 26- 304
ARS 26- 305
ARS 2.3- 522.01
ARS 23- 641
ARS 23- 646
ARS 3- 111
ARS 42- 1504
ARS 24- 904
ARS 35- 121
ARS 3- 483
ARS 32- 1302
ARS 17- 211
ARS 17- 201
ARS 36- 132
ARS 36- 122
ARS 36- 102
ARS 36- 1902 ( a. 1.)
ARS 18- 102
ARS 18- 102
ARS 18- 118
ARS 41- 713
ARS 41- 731
ARS 41- 741
ARS 41- 721
ARS 36- 422
ARS 36- 1203
ARS 36- 203
ARS 36- 202
ARS 41- 941
ARS 41- 541
ARS 23- 101
ARS 20- 101
ARS 20- 622
Executive Order
Executive Order
ARS 8- 362
ARS 3' 7- 102
ARS 37- 21.3
1,
Agency or Department
Land Selection Board
Law Enforcement Officers Advisory Council
Law Enforcement Merit System Council
Library & Archives, Board of Curators of
Library & Archives, Department of
Library Examiners, Board of
Liquor Board
Liquor Licenses and Control, State Dept. of
Livestock Sanitary Board
Loan Commissioners, State
Medical Advisory Board Motor Vehicle
Medical Advisory Committee
Medical Examiners, State Board of
Mental Retardation, Dept. of
Mental Retardation, State Board of
Mine Dust Engineer, State
Mine Inspector
Mineral Resources, Department of
Mineral Resources, Bd. of Gov. of Dept.
Mines, Bureau of
National Guard
Naturopathic Board of Examiners
Nursing, State Board of
Oil Compact Commission, Interstate
Oil & Gas Conservation Commission
Opticians, Board of Dispensing
Optometry Board
Osteopathic Examiners, Board of
Outdoor Recreation Coordinating Council
Pardons & Paroles, Board of
Parks Board
Parole Compact, Interstate
Personnel Commission ( Agency)
Personnel Commissioner
Pest Control, Structural
Pesticide Control Advisory Committee
Pesticide Control Board
Pharmacy Board
Physical Therapy Board of Examiners
Pioneers Home, State,
Podiatry Examiners Board
Power Authority Commission
Power Plant Siting Committee
Practical Nurse Committee
Private Technical & Business Schools Board
Property Tax Appeal Board
Property Valuation Department
Psychologists Board of Examiners
Public Accountants Advisory, Committee
Public Buildings Maintenance
- 57-
Authority
ARS 37- 202
ARS 41- 1821
ARS 28- 235
ARS 41- 702
ARS 41- 701
ARS 11- 906
ARS 4- 111
ARS 4- 111
ARS 24- 102
ARS 35- 421
ARS 28- 432
ARS 46- 261
ARS 32- 1402
ARS 36- 552
ARS .36- 553
ARS 27- 141
Constitution ( Art. 19)
ARS 27- 132
ARS 27- 103
ARS 27- 151
ARS 26- 122
ARS 32- 1502
ARS 32- 1601
ARS 27- 603
ARS 27- 514
ARS 32- 1672
ARS 32- 1702
ARS 32- 1801
ARS 41- 511.25
ARS 31- 401
ARS 41- 511
ARS 31- 461
ARS 38- 902
ARS 38- 902
ARS 32- 2304
ARS 3- 383
ARS 3- 372
ARS 32- 1902
ARS 32- 2002
ARS 41- 921
ARS 32- 802
ARS 30- 102
ARS 40- 360.01
ARS 32- 1607
ARS 15- 932
ARS 42- 141
ARS 42- 121
ARS 32- 2062
ARS 32- 704
ARS 41- 971
Agency or Department
Public Instruction, Superintendent of
Public Safety, Department of
Public Safety Personnel Retirement Fund
Managers
Public Safety Personnel Retirement System Bd.
Racing Commission
Real Estate Board
Real Estate Department
Regents, Board of
Retirement System Board
Retirement System Subsidiary Boards
Retirement System Investment Council
Retirement System Investment Managers
School Board Association
Scientific Technical Planning Advisory Council
Secretary of State
Self Insurance Board, State
Surplus Property Agency
Tax Commission
Technical Registration
Technical- Vocational Education,
Advisory Council for
Treasurer, State
Uniform State Laws Commission
Veterans' Service Commission
Veterinarian, State
Veterinary Examiners Board
Water Commission, State
Water Quality Control Council
Watercraft Advisory Council
Weights & Measures Inspector
Welfare Department
Western Interstate Commission for
Higher Education
Western Interstate Nuclear Board,
Member to the
- 58-
Authority
Constitution ( Art. 5.
Sec. 1
ARS 41- 1711
ARS 38- 848
ARS 38- 847
ARS 5- 102
ARS 32- 2104
ARS 32- 2101
ARS 1.5- 721
ARS 38- 742
ARS 28- 743.01
ARS 38- 743.05
ARS 38- 752.01
ARS 15- 141
ARS 41- 506
Constitution
ARS 41- 621
ARS 41- 581
ARS 42- 101
ARS 32- 102
ARS 15- J091
Constitution
ARS 41- 591
ARS 41- 602
ARS 24- 151
ARS 32- 2202
ARS 45- 502
ARS 36- 1853
ARS 5- 321. 01
ARS 44- 211
ARS 46- 111
ARS 15- 761
ARS 30- 702
Num
Age
GROWTH OF ARIZONA GOVERNMENT: 1913- 1971
Number of
Agencies/ nepts.
190 '
180
170
160
150
1961 1971
- 59-
1921 1949
100
90
80
70
60
50
40 rr: r--
1913
110
130
120
140
VOTER ACTION ON REORGANIZATION
PROPOSALS: 1932- 1970*
Passed
Creating Board of Examiners in
Basic Science ( 1933)
Creating State Civil Service
Board ( 1948)
Creating Department of Finance
( 1952)
Creating Department of Law ( 1952)
Creating Department of Public
Health & Welfare ( 1952)
Creating Insurance Department
( 1968)
Abolishing Office of State
Examiner in Basic Science ( 1968)
Abolishing Office of State
Auditor ( 1968)
* List may not be complete
- 60-
Defeated
Abolishing Industrial
Commission ( 1932)
Consolidating 18 Commissions
into one Department ( 1932)
Creating State Board of
Chiopractic ( 1932)
Creating State Board of
Naturopathic Examiners
Appointed Board Members'
being Coterminous with
Governor ( 1938)
Creating Department of
Gambling Control ( 1940)
Rearranging Educational
Agencies ( 1953)
Creating Personnel Department
( 1958)
Appointing Corporation
Commissioners ( 1968)
GLOSSARY
There is a clear need for adherence to a common set of terms
to designate the various kinds of agencies which are either purely
or quasi- administrative in nature. From state- to- state and even
within single states, chaos exists to a point that only by chance
does an agency's designation indicate its actual relationship to
the Governor, to other agencies, or, in the case of boards and
commissions, whether they are administrative or advisory, part-time
or full- time. The same criticism can be made of terminology
applied to subordinate elements within agencies.
The following glossary is set forth as a step in the direc-tioD
of standard usage. That this is a complete list is neither
implied nor intended.
Agency: A general term used to refer to a department or
comparable major unit.
Board: A governing body of a part- time nature which
fOrlTIulates policies to be implemented by an executive
officer employed full- time.
Bureau: A unit within a division.
Cabinet: A formal structural device by which the Governor
seeks to lead and coordinate hi. s administrati. on.
Commission: A governing body which, collectively or
through a single executive officer ( who could be
its chairman), is directly engaged in an agency's
administration.
Council: A part- time, unpai. d, and often quasi- private
body \' Ii'hich functions in an advisory capaci ty to
an ~ dministrative entity.
- 61-
Department: A principal administrative unit of state government,
subject to the Governor and headed by a single
individual unless otherwise specified.
Director: Term designating the head of a department except
where another title is specifially provided ( e. g. Attorney
General in the case of the Justice Department).
Division: The primary sub- unit of a department or other
major agency.
Executive Office of the Governor: Term encompassing the
chief executive, members of his personal staff, and
any administrative entities whi. ch might be assigned
thereto rather than to a department or other agency.
Section: A unit within a bureau ( two or more requi. red to
comprise a bureau).
- 62-
WHY REORGANIZE STATE GOVERNMENT
WHY REORGANIZE STATE GOVERNMENT?
The plan presented in this report assumes that reorganization
will alter state government in a very positive way. Specifically,
it is anticipated that state administration will become more efficient,
responsive to the needs of the public. and effective
in carrying out its assigned duties. The arguments and data to
support this position will be presented in this section but,
before considering that material, it appears necessary to confront
the arguments of those who automatically question the
wisdom of reorganization.
It seems rather strange to note the sources of much of the
criticisms of governmental reorganization. People and organizations
which have long advocated fiscal integrity and efficiency
in government have strangely concluded thnt it would do li. ttle
good to re- structure state government in terms of direct benefits
to the taxpayers. This position fails to come to grips with the
actual expense of our current organizational arrangement, particularly
those expenses which are caused by duplicated services,
minimal usage of expensive equipment, and other factors which
are all associated with multiplicity of agencies. The argument
also fails to note the cost to the taxpayers of the state of
the lack of direct supervision by the Governor which is caused
by large numbers of state agencies. Many agencies operate 1n
a supervisory vacuum as a result of the fragmentation of functions
and the insulation of departments under semi- autonomous boards
and commissions. How can the Governor hope to oversee the
activities of all 176 state agencies and departments? He obviously
cannot and, because bureaucrats are well aware that the
Governor cannot, agencies often operate as they please as long
as they remain relatively honest and non- controversial. Without
reorganization, too many state agencies will continue as havens
for the quietly ineffective state administrator.
- 63-
The position also fails to account for one of the basic
principles of management in private enterprise-- economies of
scale exist in most employment tasks. Put another way, for
most jobs there is a point below which personnel are not working
up to peak efficiency at a given task. Obviously, there are
limitations to this principle and points at which the inverse
becomes true. However, the point of this small excursion into
the field of administrative theory is to attempt to make clear
that small agencies have their personnel doing diverse tasks.
Because of the smallness of the agency, no employee spends enough
time doing a single job to become completely efficient in it.
Instead, he becomes relatively competent in a host of jobs with
no special aptitudes in any. In a larger department, the employee
would be assigned a specific function and would do that job all
day, developing skills and experience in it.
For those who still are not convinced that the principle
of economies of scale has any relevance for state government,
it might be interesting to note that, as of August 1, 1971,
the following state entities had a total employment ( excluding
boqrd or commission members) of one person: Dispensing Opticians.
Psychologists Board, Optometry Board, and Veterinary Examiners.
In addition, some state entities had no employees as of August 1,
1971, ( in many cases they rely on the employees of the private
business of one of the members of the governing board): Chiropractic
Examiners, Naturopathic Examiners, Physical Therapy
Examiners, Podiatry Examiners, Dental Board, and Hearing Aid
Dispensers. When one considers that these employees are
generally expected to process applications for licenses and
renewals, conduct examinations, examine complaints against
members of the profession, and any other tasks assigned by the
governing board of the agency, it is clear that no one employee
could become truly efficient in anyone aspect of the job. In
addition, most of the tasks in that long list requi. re familiarity
- 64-
with various types of office machinery. It goes without saying
that the office machinery remains idle while an employee with a
broad range of duties completes other assignments. The employee
also, unfortunately, loses some of his skill in operating specific
machines while engaged in other duties.
The examples given here are extreme, but they do exist in
state government at the present time. A more representative
illustration of the problems with numerous agencies is the
current status of data processing operations in the state. At
the present time, the state has numerous computers operating
at less than maximum efficiency. In many of the smaller agencies,
no employees are sufficiently skilled in data processing to
develop programs or procedures to effectively utilize state computer
faci. lities. The Finance Department currently employs data
processing experts but it is not possible for those employees to
be experts in the operations of each individual agency. Without
such in- house expertise, it is impossible to generate the detailed
ideas for data processing applications in the department which
can then be discussed and developed with the expert computer
personnj~ l.
The use of data processing in state government: is designed
to increase productivity and reduce costs. It is, however, a
victim of the duplication of services and equipment which increases
the cost of government without reorganization. Failing
to reduce the number of state agencies will also result in a
proliferation of data processing installations which is now
occurring in Arizona.
At the present time, excluding the computer facilities on
the campuses of the three universities, thirteen state agencies
or departments have their own computer facili. ties. These i. nstallations
range from small input/ output stations to complete
data processing systems of the most elaborate type. ( See chart
on following page). Each agency selects equipment and procedures
on the basis of its own needs and wishes. There is no uniformity
of equipment, programm. ing languages, or processing techniques.
- 65-
- 66-
GRAND TOTAL •••••••••••.•••.••• $ 5,613,006
STATE OF ARIZONA
DATA PROCESSING SERVICES - OCTOBER 1971
882,516
100,906
164,380
608,900
87,187
626,21.7
1,672,. 500
TOTAL
WAGES AND
EQVIPME~ T'f COST
$ 329,397
36,700
498,. 358
248,574
249,544
$ 1,362,573
$ 3,28' 2,139
107,827
$ 968,294
BAL
RPG
COBOL
BAL
BAL
PL 1
FORTRAN
ICETRAN
COBOL
MARK IV
BAL
COBOL
WORKTEN
RPG
COBOL
COBOL
COBOL
COBOL
COBOL
COBOL
PRIMARY
LANGUAGE
Property Valuation
Education Department
Compensation Fund
Land Department
Public Safety
Employment Security
State Hospital
( at present, being processed
by Highway Department)
DP Division, Finance Dept.
( Servicing 13 using entities)
Health Department
( Serviced by DP Division)
Welfare Department
( Serviced by DP Division)
UNIVAC USERS
Tax Commission
IBM USERS
Highway Department
HONEYWELL USERS
Retirement System
In fact, to at least some degree, it appears that some departments
are consciously attempting to use unusual equipment and programming
languages to insure thatk will not be possible to bring them into
a state computer network and thus lose their own data processing
section.
It is generally recognized by the layman that data processing
equipment is among the most expensive items in modern
administrative technology. It is further clear that, because of
the high cost, multi- shift usage is absolutely essential for
efficient utilization. Yet, in Arizona state- owned computers are
operating at only 60% of maximum time utilization. At the same
time that this situation exists, the Legislature received two
separate requests for money to increase the capacity of existing
computers. In one case the request was granted; in the other,
it was denied. It is anticipated that additional agencies will
present requests for additional data processing equipment in the
coming session, and that agencies which already have such equipment
will ask for additional peripheral machinery.
Without reorganization of government, it is difficult to see
how the state will be able to force a moratorium on computer purchases
in view of the use of non- complementary computer equipment
and programming languages. It will be a fairly simple task for an
agency to claim that it cannot use any other state computer because
its personnel are not familiar with the particular brand of machinery
or all of its programs are written in a different language. The
over- capacity of Arizona in computers is an example of the high
cost of failing to reorganize government. If reorganization were
to occur in the coming session, long range planning for computer
usage could take place and competing agencies would be consolidated
into major departments under the direction of an executive who
could not hide in the current administrative jungle of state
government.
In addition to data processing, large numbers of state
agencies currently perform work identical to similar functions
- 67-
in other agencies, with employees who could be assigned additiona
duties through greater use of sophisticated equipment after reorganization.
To use a simple illustration, every agency must
have someone to answer the phone, yet after reorganization,
because of improved models of switchboards, it will be unnecessary
to employ more than one person to operate the phone
service of the enlarged department. It can therefore be seen
in this simple example that, in many of the housekeeping functions
of state government, unnecessary duplication of personnel
exists in terms of the work which could be done with modern
equipment. In the chart on the following page, we have listed
those agencies which have at least one person engaged in purely
routine administrative functions which could be handled more
easily and economically if the functions were consolidated. A
summary review conducted by the Finance Department res'llted in
the following areas in which substantial savings might be
realized as a result of reorganization:
Consolidation of departments with related functions should
resul t in cos t savings through pooling of COlmnon expenses, and
better utilization of resources, such as:
1. Fewer conference rooms and hearing rooms would be
needed. For example, common use of such rooms planned
for tenants of the new Occupational Licensing Building
will reduce the number needed.
2. Common services can be pooled and performed better and
more economi. cally. For example, each 90- 10 agency
issues, collects for, and keeps a record of, li. censes
issued. Centralization and computerization of this
activity is planned for the 90- 10 agencies that will
occupy the new Occupational Licensing Building. There
will be an initi. al one- time cost of prograrmning this
for the computer, but from there on there wi. ll be an
estimated annual savings of $ 25,000.
3. Printing and reproduction services, if centralized
for the Capitol Complex and operated on a round- theclock
basis, should produce substantial savings.
The agencies now located or to be located in the
Capitol area are now spendi. ng in excess of $ 1,200,000
per year for this.
4. Centralized mail pickup and delivery and messenger
service for the Capitol area should produce better
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LIST OF ADMINISTRATIVE FUNCTIONS BY AGENCY
Showing those agencies who have
persons working essentially full
time in these functions.
DUPLICATING
( Including Printing and Photography)
Department of Education
Library and Archives Department
Tax Commission
Public Buildings Maintenance
Welfare Department
Highway Department
Land Department
State Compensation Fund
Employment Security Commission
MAIL AND MESSENGER
Corrections Department
Highway Department
Employment Security Commission
Department of Mental Retardati. on
Industrial Commission
Land Department
Welfare Department
Coliseum and Exposition Board
Finance Department
Department of Education
Library and Archives Department
BUILDING MAINTENANCE
Public Buildings Mai. ntenance
Coliseum and Exposition Board
Highway Department
National Guard
State Compensation Fund
Department of Mental Retardation
Employment Security Commission
Corrections Department
MOTOR POOL
Library and Archives Department
Highway Department
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BINDING AND PUBLISHING
Highway Department
Department of Education
Library and Archives Dept.
ART WORK, GRAPHIC AND
COMMERCIAL
Department of Education ( pit)
Coliseum and Exposition Board
Highway Department
Employment Security Commission
CUSTODIAL
Highway Department
Corrections Department
Employment Security Commission
Department of Mental Retardation
State Compensation Fund
National Guard
Power Authority
Coliseum and Exposition Board
Publi. c Buildings Mai. ntenance
Library and Archives Department
Mineral Resources Department
LEGAL
Health Department ( Advi. sors)
Corporation Commission
Attorney General
Welfare Department
Highway Department
State Compensation Fund
Industrial Commission
Employment Security Commission
TRA INING AND STAFF DEVELOPMENT PERSONNEL
Highway Department
Employment Security Comrniss
Parks Board
Corrections Department
Department of Mental Retarda
State Compensation Fund
Industrial Cormnission
Welfare Department
Department of Education
GROUNDS MAINTENANCE Library and Archives Depar
Health Department
Welfare Department
Highway Department
State Compensation Fund
Department of Mental Retardation
Employment Security Commission
Corrections Department
Corrections Department
Highway Department
Parks Board
Department of Mental Retardation
National Guard
Power Authority
Coliseum and Exposition Board
Public Buildings Maintenance
AUDITING
Health Department
Welfare Department
Highway Department
Justice Planning Agency
State Compensation Fund
Employment Security Commiss
COHMUNICATIONS
( Including telephone, micro
wave, etc.)
Corrections Department
Highway Department
Welfare Department
Coliseum and Expos i .. tion Board
Library and Archives Department
PUBLIC INFORMATION
Atomic Energy Commission
High\ vay Department
Employment Security Cormnission
Stat~ Compensation Fund
Industrial Commission
Department of Education
Secretary of State
LIBRARY
SECURITY
Public Buildings Maintenance
Coliseum and Exposition Boa
Highway Department
National Guard
State Compensation Fund
RECORDS, FORMS MANAGEMENT
AND STORAGE
Corrections Department
Highway Department
Employment Security Commiss
Library and Archives Depar
Health Department
Tax Commission
Finance Department
Welfare Department
Land Department
State Compensation Fund
Industrial Commission
Highway Department
Department of Education
Library and Archives Department
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State Compensation Fund
Industrial Commission
Highway Department
ACCOUNTING
Corrections Department
Employment Security Commission
Highway Department
Fruit and Vegetable Standardization
Agriculture and Horticulture
Water Commission
Livestock Sanitary Board
Department of Education
Secretary of State
State Treasurer
Library and Archives Department
Health Department
Finance Department
Welfare Department
Coliseum and Exposition Board
Banking Department
Insurance Department
Racing Commission
Land Department
State Compensation Fund
Industrial Commi. ssion
Department of Mental Retardation
PJRCHASING AND WAREHOUSING
D(~ partment of Nental Retardation
Industrial Comnd ssidn
High-."' ay Departmtmt
Welfare Department
Coliseum and Exposition Board
Finance Department
Puhlic Buildings Maintenance
Tax Commission
Department of Education
Employment Security Commission
Coirections Department
A. RCHITECTURAL
HighHay Department
Health Department:
Parks Board
Corrections Deportment
- 71-
MANAGEMENT ANALYSIS
State Compensation Fund
Highway Department
Welfare Department
Finance Department
Employment Security Commission
PROPERTY MANAGEMENT
Highway Department
Surplus Property Agency
Public Buildings Maintenance
Employment Security Commission
Corrections Department
APPEALS
Employment SecJrity Commission
Highway Department
Welfare Department
State Compensation Fund
Industrial Commission
BUDGET
Health Department
Finance Department
Welfare Department
Highway Department
Employment Securi. ty Commission
Corrections Department
service at a reduced cost.
5. A centralized stock room for office supplies, and
centralized maintenance and repair of office machinery
and equipment, in the Capitol area should produce
substantial savings and improved service.
6. A car pool for agencies in the Capitol area should
result in much better utilization of automotive
equipment, with attendant savings. Items 3, 4, 5
and 6 could be considered as part of the activities
of a general service type of department.
In the preceding sections, various areas of cost savings
have been noted and, in some instances, specific dollar amounts
have been listed which might be saved after reorganization. It
appears necessary at this point to deal with the contention that
reorganization will not, in fact, save any money. The argument
that no cost savings will result from bringing together the large
number of semi- autonomous depd. _~. lents comes in two forms: one
fairly sophisticated and the other rather simple. The simple
reasoning is that, because a larger department will emerge from
reorganization than the current small boards and commissions,
automatic311y more money wi. Ii be spent. Obviously, if a Department
of Agriculture is created which includes all of the current
agencies functioning in the area of agriculture, the large department
will have a bigger budget than one of the small agencies
which now exist. ( For example, we would expect the Agriculture
Department to have a larger budget than the current Egg Inspection
Board.) Based on our studies, we conclude it will cost less to
operate the larger department than the SUM of the budgets of the
current agencies because of economies in personnel and equipment
which can be realized as a result of consolidation.
The argument of those who question that ecopomies can be
realized would probably be that, given traditional bureaucratic
behavior, no cuts in budgets or personnel will be possible.
This position fails to explain why those same bureaucratic tendencies
are not creating individual fiefdoms in the huge number
of boards and commissions already in existence. If the growth
- 72-
of burea~ cracy is anticipated in 11 departments, does not a
similar growth occur withi. n 176 agencies, and largely out of
public or Gubernatorial view because of the proliferati. on of
state agencies.
In evaluating this and similar arguments concerning what
will or will not happen after reorganization, it would be well
for the Legislature to carefully check the data which opponents
are using to defend their position. In preparing this report
and other materials on reorganization, careful financial studies
were undertaken. Those who argue that no savings will occur
after reorganization should be simi. larly required to document
their position with facts, rather than random guesses based
on little observable data.
The more sophisticated position concerning the savings which
will result from reorganization appears to concede that some
efficiencies and economies will result from reorganization, however,
bureaucratic pressures and interest group activity will insure
that no actual reduction in spending will occur. This argument
appears to assume that increases in programs will occur to fill
out current budget levels, giving this position the euphemistic
label of the " more bang for the buck" school. It i. s di fficult
to cballenge this position, largely because the argument is not
directly related to reorganization. Reorganization is concerned
with the realignment of state agencies. Increasing the number
or quality of programs is a function of executive direction and
legislative approval. It seems questionable that reorganization
will automatically result in approval for expansion of programs
in every area of state government. Many persons would find, even
If this position is accurate, that reorganizaticn would be a very
positive good if it could help to increase the level of services
or programs which the citizens of the state recei. ve without a
corresponding increase in the amount of taxes they pay. It is
our coo;.. ention, however, that real savings will result after
reorganization and the Legislature and the Governor, as they
have in the past, will carefully review every request for new
or expanded programs, not granting blanket approval just to
maintain budgets and staffs at past levels.
- 73-
- 74-
If the reorganization plan is adopted as proposed, the
citizens of the state can expect a governmental structure which
is more clearly accountable to the public. In summary, this
means that the voters will be better able to observe and judge
the performance of government, as well as make informed decisions
about the work performance of both elected and appointed state
officers. At the present time, a confusing maze of agencies and
departments exists which even the most knowledgeable observer
difficult to fathom. Discerning who is responsible for which job
is an almost impossible chore. The reduction in numbers of
ments will help to pinpoint responsibility for individual funct
for both the Legislature and the general public.
In part, pinpointing all responsibility will be accomplished
because individual agencies and departments will be more closely
supervised. The Governor, simply because of a smaller number of
departments, will exercise greater supervision and control over
state government. Even in those instances in which a department
operates Ou,.. :" ide of the direct control of the Governor, the
knowledge that a major reduction in the number of state agencies
has occurred will force administrators to review their operation
with maximum efficiency in mind.
It is anticipated that reorganization will produce subs~ aILl~. LaL
changes in the quality of administration which exists in Arizona.
In every area of work, the public should benefit through greater
efficiency and effectiveness.
The foregoing examples and discussion have pertained
to benefits which will result following reorganization of state
government. It may be helpful to comment on one other item which,
while not directly related to the reorganization plan, should
to clarify the ultimate economies which will be realized fol
implementation of the proposal.
The internal reorganization of each department will
be the responsibility of the director appointed to head each of
the new state departments. The director will be expected to
develop cost and personnel saving procedures and organizational
arrangements within one year's time from the date of enactment of
the plan. The general internal structure of the department
should be approved by the Legislature at the conclusion of the
year before it can be formally implemented. To insure that department
heads complete their reorganization efforts in a timely
and acceptable manner, we urge the Legislature to consider
employing consultants to review the plans proposed by department
heads. The consultants would then make recommendations to the
Legislature, as well as provide counsel to the department heads
to facilitate the internal reorganization within the deadline
period. Having consultants available will simply underscore
the legislative demand for new departments which are organized
in the most efficient and responsi. ble way possible.
- 7.5-
J
DEPARTMENT OF ADMINISTRATION
DEPARTMENT OF ADMINISTRATION
Functions
Management Studies
Data Processing
Purchasing and Contracting
Communications
Printing and Dupli. cating
Motor Pool
Records Management and
Archives
Personnel
Building Operation and
Maintenance
Building Planning
Retirement.
Budget
Accounts and Controls
,' Jarrants Issuance
rroperty Valuation
Agencies Absorbed
Personnel Commission ( administrative
functions)
Law Enforcement Merit System
Council
Retirement System Board
Department of Public Building
Haintenance
Self Insurance Board
Public Safety Retirement Fund
Managers
Public Safety Personnel System
Board'
Retirement System Subsidiary
Boards
Retirement System Investment
Council
l: tetirement System Investment
Nanagers
Finance Department
Department of Library and
Archives ( Archives function)
Property Valuation Department
Surplus Property Agency
Board of Library Examiners
Histori. cal Advisory Connni. ssion
State Board of History and Archives
- 76-
BUDGET AND PERSONNEL STATISTICS
DEPARTMENT OF ADMINISTRATION
Agency
Personnel Commission
Law Enforcement Merit System
Retirement System
Department of Public
Building Maintenance
Finance Department
Department of Library
and Archives
TOTAL
- 77-
1971- 72
Appropriation
$ 654,097
11,550
743,9?- 4
1,486,765
1,463,766
666,984
$ 5,0' 27,086
Personnel
in Agency
51
1.6
: n
119
83
54
339.6
DEPARTMENT OF FINANCE
The major functions of the Department of Finance involve accounting,
budgeting, data processing, purchasing and capital outlay planning.
The department is responsible for establishing a uniform system of
accounting practices throughout all state agencies. It maintains
the general accounting and bookkeeping records of the state, including
both revenues and expenditures. A monthly report of the
financial condition of the state is submitted to the Governor.
Revenue is recorded by receiving duplicate copies of deposit receipts
from individual agencies, and monthly verification is made
of cash on hand, as well as the balances of funds deposited in banks.
Expenditure functions involve pre- audit of all claims against the
state before payment, recording encumbrances, and issuing all
warrants for the treasurer to pay the claims.
Budgeting includes assisting the Governor to prepare the executive
budget by correlating and recommending revisions of estimates and
requests for appropriations made by individual agencies. The receipt
and expenditure of federal funds by all agencies are coordinated
by the department. It also approves the transfer of funds
between budget items within an agency budget.
A coordinated plan for statewide data processing operations is
provided by the department. Areas, such. as new equipment acquisition,
programming techniques and training, computer systems design, and
provision of data processing services to all agencies, are all
within the scope of operations.
Centralized purchasi. ng of supplies, materials, equipment, and
contractual services is provided for all state agencies. Standards
of quality, specifications for acquisitions, and methods of delivery,
storage, and distribution are all prescribed by the purchasing
division.
- 78-
Planning for future capital outlay and construction needs of the
state is done by the Department of Finance. Land acquisition,
architectural planning, construction monitoring, building maintenance
and utilization are among functions performed.
Other functions performed by the department are the appropriation
of certain funds to counties, administration of state portion of
certain employer related costs, and approval of special revolving
funds maintained by individual agencies.
- 79-
A. R. S.
41- 702
41- 705
41- 706
td - 708
DUTIES OF CURATORS OF LIBRARY AND ARCHIVES
Duty
Maintain a library and keep the history and archives
of the State
Appoint director of Department of Library and
Archives if Legislature fails to do so
Establish rules for use of books or other library
materials
Certify copies from books or other archival records
Arrange for exchange of official State reports with
federal government and other state and foreign governments
Make annual report to Legislature
Plan and develop a statewide public library service
Compi. le and disseminate statistics relating to
libraries and library services
Develop li. brary services for the blind and physically
handicapped
Advise and assist in establishment of county and
filmic i. pa1 libraries
- 80-
41- 722
41- 724
41- 725
DUTIES OF BOARD OF HISTORY AND ARCHIVES
Duty
Determine whether public records are of legal,
administrative, or historical value
Dispose of records of no value
Retain records of value no longer needed by a public
office for transacting business
Check public records of any public office which
terminates its functions and existence
Specify method for disposing of records
Approve transfer of public records to Department of
Library and Archives
- 81-
DUTIES OF HISTORICAL ADVISORY COMMISSION
Advise and assist other agencies in all matters
pertaining to the history of Arizona
Advise and assist other agencies i. n development of
the State's historical resources
- 82-
UTAH
DEPARTMENT OF ADMINISTRATION
Does not have a separate department of Administration,
but divides those functions related to administration
between two commissions, two boards, and a department
as follows:
State Retirement Board; Seven members-- six
appointed by Governor , and State Treasurer
ex officio.
Building Board; five appointed by Governor
and board appoints Director.
Commission on Uniform State Laws; five
appointed by Governor from Bar Association.
Bonding Commission; three members; one appointed
by Governor plus Governor and Treasurer ex officio.
Department of Systems Planning and Computing;
Director appointed by Governor, Steering Board
of eleven members - four public officials,
six heavy computer users, and chaired by a nonGovernment
official. Has administrative authority.
- 83-
DEPARTMENT OF ADMINISTRATION
WISCONSIN:
Department of Administration
Headed by a Secretary appointed outside the classified
service by the Governor with advice and consent of the
Senate. A Deputy Secretary is appointed by the Secretary
and serves at his pleasure and exercises his authority
in the absence of the Secretary.
The Secretary appoints an administrator from within
the classified service for each of four divisions.
The statutes require Bureaus of: Personnel, Finance,
Engineering, Purchases and Service, Budget and Management,
and Municipal Audit. Each bureau is headed by a director
appointed by the Secretary from within the classified service.
The statutes permit the Secretary to appoint any other bureaus
he finds necessary. Currently other bureaus include Systems
and Data Processing, Capital Finance, State Planning, and
Capital Development.
One exception: the Director of Personnel is appointed by
the Governor from the top three names certified to the
Secretary by the Personnel Board.
Boards attached to the Department by statute are: Claims,
Personnel, Legislative Compensation Council, Public Records,
Tax Appeal Commission, State Board, State Employees' Merit
Award, Council on Printing, Council on Administrative Policy
and Procedures, State Capitol and Executive Residence Board.
The four Divisions are:
Division of Administrative Services - Responsible for
intra- departmental budgeting, accounting, procurement,
personnel management, administrative and management
analysis, and general administrative services to the other
divisions and to the numerous small agencies, committees,
boards and commissions attached to the Department for
administrative purposes.
- 84-
( Administration)
Division of Facilities and Services
Bureau of Engineering
State's " in- house" architectural/ engineering firm.
Oversee state construction of buildings under $ 500,000,
all power plants and utilities.
Bureau of Purchases and Services
Responsibilities: professional purchasing services
to all agencies of state and local government, develop
and improve commodity standards program. supervise state
surplus disposal program, provides printing production
services, central services common to al] agencies
( trucking, motor pool, office supply stores, etc.),
operates and maintains state- owned buiJ dings and
grounds, maintains security forces for designated
public buildings, and conducts guided tours.
Bureau of Capital Finance
Provides technical financial services and assistance
to the building corporation for selective capital
financing.
Bureau of Capital Development
Acts as project manager in the design and construction
of state buildings costing over $ 500,000. Provides
services to the Building Commission for execution of
the state building program.
Division of Management and Policy Development
Bureau of Budget and Management
Directs preparation of state budget, develops recommendations
to the Governor, presents Governor's budget
to the legislature, supervises budget execution, conducts
studies of state agencies, provides federal aids services
to state, provides communications systems ana lys. is
services, analyzes proposed legislation, drafts legislation
upon proper request, provides staff services to
Governor, legislators, or committees, and serves as
secretariat to the Board on Government Operations.
- 85-
( Admini. stration)
Bureau of Personnel
Administrates statewide personnel management program,
approves classification and compensation plan, collective
bargaining, employee health, safety and
training programs, and provides personnel management
servi. ces to local uni. ts of government.
Bureau of State Planning
Responsible for long- range planning to develop the
human and natural resources of the state, etc.
Originates the capital acquisition plan and budget.
Division of Financial Services
Bureau of Systems and Data Processing
Provides central data processing services and systems
analysis, provides centralized microfilming services,
executes state records storage and disposal, and
provides staff services to the Public Records Board.
Bureau of Finance
Administers statewide central accounting operations,
audit of claims, pre- audit of expenditures, preparation
of checks in payment, financial management reports to
agencies, the Governor and legislature.
Bureau of Municipal Audit
Responsible for statutory audits of certain institutions
and for auditing and related services to
municipalities upon request. Devises and provides
uniform forms on which local governments report
financial information.
- 86-
DEPARTMENT OF ADMINISTRATION
KANSAS
Has had a Department of Administration since 1953. The
Commission on State Reorganization stated in January, 1971
that their concept xxx " provides an excellent example of
what can be accomplished through combining the functions
of existing agencies into a single department."
Department of Administration:
Headed by a Secretary, appointed by the Governor with
approval of the Senate. Organized into seven divisions,
headed by a Director, appointed by the Secretary with approval
of the Governor.
Division of: Accounts and Reports, Architectural
Services, Budget, Information and Communication Systems,
Personnel, Purchasing, Retirement, Administration.
- 87-
DEPARTMENT OF ADMINISTRATION
NE\ v HEXICO:
Initially had planned two departments; Department of Finance
and Department of Administration. However, the committee on
reorganization decided to recommend at this time ( 1969) a
fractional separation within a single Department. If, later,
the separation into two departments were clearly indicated,
it would be more easily made because of this preliminary
division.
Department of. Finance and Adminis~ atio~
Headed by a Secretary appointed by the Governor with consent
of the Senate. The Secretary appoints the Division Director
with approval of the Governor. Secretaries and those appointed
indirectly by the Secretary are exempt from the Personnel Act.
Division of Finance . -
Bureau of Budget, Educational Finance, State Board of Finance,
Bureau of Financial Control, Investment Council, Investments
Bureau and Officer, local government, Public Employee's
Retirement Board, public school finance.
Administration Division
~- ---.-
Automated data processing, capitol custodian, communications,
property control, purchasing, records.
- 88-
DEPARTMENT OF ADMINISTRATION
Arizona State Government Publications
