Randy,
This is a document from 1995-6 of a Legislative post audit of KDWP and I think clearly answers the Problems of " Manpower shortages" these State Agencies Claim. " We can only hire Managers and Administrators" LOL. This is not funny though. Hot Points in Italics.

Reviewing Issues Relating to the Financial Management, Efficiency, and Effectiveness
of the
Kansas Department of Wildlife and Parks

Summary of Legislative Post Audit' s Findings

In 1987, the Park and Resources Authority and the Fish and Game Commission were merged creating the Department of Wildlife and Parks. The primary goals of the merger were to cross-train the agencies' law enforcement staff, institute one-stop shopping for licenses and permits, and develop joint park and wildlife facilities. The Department is responsible for he State' s outdoor recreational activities, for promoting the use of natural resources, and for enforcing laws to protect them.
Has the Department of Wildlife and Parks established adequate and appropriate financial-management practices related to State parks and fish and game activities? The Department' s financial-management practices are not adequate to provide needed accountability for moneys restricted by federal or State law. During fiscal years 1989 through 1992, the Department spent $1.7 million in violation of federal regulations and $3.9 million in violation of State law. In addition, the way the Department manages its cash flows and fund balances does not always make full and effective use of the moneys available to it. Finally, the Department is not meeting its financial obligation to the Corps of Engineers related to El Dorado State Park.

Have the potential savings and efficiencies from merging the Park and Resources Authority and the Fish and Game Commission been achieved? The merger did not result in any overall cost savings; costs actually increased because of an increase in the number of employees and reclassification of employee positions. Efficiencies did result from the merger primarily when the parks and public lands (wildlife areas) staffs were combined creating flexibility in the use of staff and equipment. However, recent Department attempts to solve the diversion of federally restricted funds have negated this efficiency.

Are the primary missions, goals, and objectives of the State' s parks and fish and game areas being met, and if not, how can those operations be improved? The Department is not meeting all of its primary goals and objectives. Although the Department generally has increased outdoor recreational opportunities at State parks and fishing lakes, it has not one as well with its wildlife areas. In addition, it has not done a good job of maintaining its facilities.

How can the Department be structured more efficiently? Even though the combination of parks and public wildlife area programs into one division contributed to organizational inefficiency because of an increased need for procedures to prevent diversion of restricted moneys, the combination of these two programs created offsetting efficiencies. The Department has a layer of general management the other states we looked at don' t have. Finally, the Department has devoted proportionally more of its employee resources to support activities and less to field programs than the other states we reviewed.


This report includes numerous recommendations for the Department of Wildlife and Parks. We would be happy to discuss these recommendations or any other items in the report with any legislative committees, individual legislators, or other State officials.

Barbara J. Hinton
Legislative Post Auditor