3. Even beyond specific consolidations such as those, the Commis-
sion should consider how to bring together the overall administrative
apparatus — which will likely still consist of at least scores of depart-
ments and commissions — in a coherent structure more readily sub-
ject to the direction and supervision of the State's chief executive.

One possibility that I request the Commission consider for that pur-
pose, would be to relate loosely the several score departments and com-
mission which will likely still exist, in a reasonable number of func-
tional groupings. That would make the coordination of policy and
supervision of programs far more manageable. The Commission should
determine which functional groupings will best carry out the re-
sponsibilities of the State government and make the maximum ad-
ministrative sense. But the following, as examples, would provide
seven practical and logical groupings for the operational departments
and commissions:

a. Industry, Agriculture and Transportation

b. Employment Relations

c. Education

d. Health and Welfare

e. Natural Resources

f. Law Enforcement

g. Revenue and Management

4. // the Commission decides to take this or a similar approach,
is should carefully consider how each such groupings — or 'agency' for
administrative purposes — could best be coordinated and supervised.

Probably the simplest, most economical way would be by an agency
administrator who would, in effect, be an arm, an advisor, an overseer
and reporter for the Governor in that broad area of State govern-
ment. He would be responsible to the Governor and Legislature for
the performance of the departments and commissions within his
grouping. But he would be concerned primarily with major policy
and program matters and not take over operational activities that
could be done well or better at the department level. Department
directors and commissions would then continue to have independent
responsibility for day-to-day direction of their department; and they
would continue, of course, to exercise such statutory duties as are
imposed on them. In their regulatory, rule-making and quasi-judicial
responsibilities, no appeal could be taken from their decisions to an
agency administrator. Under this possible plan, agency administrators

58