Governmental reorganization report to the Arizona Legislature

              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

- 68-

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

- 69-

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

- 70-

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