FOREST RANGERS SCALING TIMBERFOREST RANGERS SCALING TIMBER
FOREST RANGERS SCALING TIMBER
Nearly all of these duties the Ranger may perform in certain cases without supervision, if his judgment and training are sufficient, but the marking especially is often done under the eye or in accordance with the directions of the technical Forester, whose duty it is to see that the future of the forest is protected by enforcing the conditions of sale.
These are but a part of the duties of the Ranger, for he is concerned with all the uses which his District may serve. The streams, for example, may be important for city water supply, irrigation, or for waterpower, and their use for these purposes must be under his eye. Hotels and saw-mills on sites leased from the Government may dot his District here and there. The land within National Forests may be put to a thousand other uses, from a bee ranch on the Cleveland Forest in southern California to a whaling station on the Tongass Forest in Alaska, all of which means work for him.
The result of all this is that the Ranger comes in contact with city dwellers, irrigators, cattlemen, sheepmen, and horsemen, ranchers, storekeepers, hotel men, hunters, miners, and lumbermen, and above all with the settlers who live in or near his District. With all these it is his duty to keep on goodterms, for well he knows that one man at certain times can set more fires than a regiment can extinguish, and that the best protection for his District comes from the friendly interest of the men who live in it or near it.
A Forest Guard is in effect an assistant to the Ranger, and may be called upon to carry out most of the duties which fall upon a Ranger.
The foregoing short statement will make it clear that preliminary experience as a Ranger may be of the utmost value to the man who proposes later on to perform in the Government Service the duties of a trained Forester. It is becoming more and more common, and fortunately so, for graduates of forest schools to begin their work in the United States Forest Service as Rangers or Forest Guards. The man who has done well a Ranger's work, like the graduate of anengineering school who, after graduation, has entered a machine shop as a hand, has acquired a body of practical information and experience which will be invaluable to him in the later practice of his profession, and which is far beyond the reach of any man who has not been trained in the actual execution of this work on the ground and in actual daily contact with the multifarious uses and users of the forest.
The Supervisor is the general manager of a National Forest. The responsibility for the protection, care, and use of it falls upon him, under the direction of the District Forester. The Supervisor is responsible for making the use of his forest as valuable and as convenient as possible for the people in and around the area of which he has charge.He deals with the organizations of forest users, such as local stock associations, and issues permits for grazing live stock in the forest. Permits for cutting small amounts of timber are granted by him, and he advertises in the papers the sale of larger amounts and receives bids from prospective purchasers; keeps the accounts of his forest; and makes regular reports on a variety of important subjects, such as the personnel of his forest force, the permanent improvements made or to be made, the permits issued for regular and special uses of the forest and for free use of timber and forage, the number and kinds of predatory animals killed, the amount of forest planting accomplished, and the expense and losses from forest fires. He has general oversight of the roads, trails, and other improvements on his forest; and prepares plans for the extension of them. In particular, he directs, controls, and inspectsthe work of the Ranger and Guards, and in general, he attends to the thousand and one matters which go to adjusting the use of the forest to the needs of the men who use it, and on which depends whether the forest is well or badly thought of among the people whose coöperation or opposition have so much to do with making its management successful or otherwise.
WESTERN YELLOW PINE SEEDWESTERN YELLOW PINE SEED COLLECTED BY THE FOREST SERVICE FOR PLANTING UP DENUDED LANDS
WESTERN YELLOW PINE SEED COLLECTED BY THE FOREST SERVICE FOR PLANTING UP DENUDED LANDS
The Supervisor spends about half his time in the office and half in the field, inspecting the work of his men and consulting with them, meeting local residents or associations of local residents who have propositions to submit for improving the service of the forest to them, or for correcting mistakes, or who wish to lay before the Supervisor some one of the numberless matters in which the forest affects their welfare. The usefulness of the Supervisor depends as much upon his good judgment, his ability tomeet men and do business with them, and his knowledge of local needs and local affairs, as it does upon his knowledge of the forest itself. As in the case of every superior officer, his attitude toward his work, his energy, his good sense, and his good will are or should be reflected in the men under him, so that his position is one of the greatest importance in determining the success or failure of each National Forest, and hence of the Forest Service as a whole. More and more of the trained Foresters in the Service are seeking and securing appointments as Forest Supervisors because of the interest and satisfaction they find in the work. Such men handle both the professional and business sides of forest management. Many of their duties, therefore, are described in the succeeding chapter.
The position of Supervisor is in many respects the most desirable a trained Forestercan occupy in the Forest Service, and the most responsible of the field positions.
To each forest where timber cutting has become important there are assigned one or more Forest Assistants or Forest Examiners. These are professionally trained Foresters. They are subordinate upon each forest to the Supervisor as manager, but it is their work which has most to do with deciding whether the Forest Service in general is to be successful or is to fail in the great task of preserving the forest by wise use.
The Forest Assistant secures his position with the Service by passing an examination devised to test his technical knowledge and his ability. After he has served two years as Forest Assistant the quality and quantity of his work will have determined his fitnessto continue in the employ of the Government. If he is unfit he may be dropped, for there are many young and ambitious men ready to step into his place. If he makes good he is promoted to the grade of Forest Examiner and is put definitely in charge of certain lines of professional work; always, of course, under the direction of the Supervisor, of whom he becomes the adviser on all problems involving technical forestry.
The most important tasks of the trained Forester on a National Forest are the preparation of working plans for the use of the forest by methods which will protect and perpetuate it as well, and the carrying out of the plans when made. This is forestry in the technical sense of the word. It involves a thorough study of the kinds of timber, their amount and location, their rate of growth, their value, the ease or difficulty of their reproduction, and the methods by which thetimber can be cut at a profit and at the same time the reproduction of the forest can be safely secured. A working plan usually includes a considerable number of maps, which often have to be drawn in the first place from actual surveys on the ground by the Forest Examiner. These maps contain the information secured by working-plan studies, and are of the first necessity for the wise and skilful handling of the forest. They often constitute, also, most important documents in the history of its condition and use.
On many of the National Forests the need for immediate use of the timber is so urgent and so just that there is no time to prepare elaborate working plans. Timber sales must be made, and made at once; but they must be made, nevertheless, in a way that will fully protect the future welfare of the forest. Whether working plans can be prepared or not, a most important duty of the technicalForester is to work out the conditions under which a given body of timber can be cut with safety to the forest, especially with safety to its reproduction and future growth. The principal study for a timber sale will usually include an examination of the general features and condition of the forest, and the determination of the diameter down to which it is advisable to cut the standing trees, a diameter which must be fixed at such a size as will protect the forest and make the lumbering pay. It will include also an investigation, more or less thorough and complete, as the conditions warrant, of the silvical habits of one or more of the species of trees in that forest. The areas which form natural units for the logging and transportation of the timber must be worked out and laid off, and careful estimates, or measurements, of the amount of standing timber and of its value on the stump mustbe made, as well as of the cost of moving it to the mill or to the railroad.
The Forest Examiner must also consider, in many cases, the building of logging roads or railroads, timber slides, etc., and must make a careful study of the material into which the trees to be cut can best be worked up, and of the value of such material in the market. Most of all, however, he must study, think over, and decide what he will recommend as to the conditions which are to govern the logging conditions by which the protection of the forest is to be insured. These conditions, fixed by his superiors upon the report of the Forest Examiner, determine whether an individual timber sale is forestry or forest destruction. This is the central question in the administration of the National Forests from the national point of view.
The principal objects of the conditionslaid down for a timber sale are always the reproduction of the forest and its safety against fire. Natural reproduction from self-sown seed is almost invariably the result desired; and so the question of the seed trees to be left, and how they are to be located or spaced, is fundamental, unless there is ample young growth already on the ground. In the latter case this young growth must not be smashed or bent by throwing the older trees on top of it, or against it, and the young saplings bent down by the felled tops must be promptly released.
In order to avoid danger to the young growth already present or to be secured, as well as to protect the older trees from fires, the slash produced in lumbering, the tops lopped from the trees up to and beyond the highest point to which the lumbermen are required to take the logs, must be satisfactorily disposed of—either by scattering itthinly over the ground, by piling and burning, or often by piling alone.
These and many other conditions of sale must be studied out in a form adapted to each particular case, and must be discussed with the men who propose to buy, who often have wise and practical suggestions to make.
Similar questions on a less important scale present themselves and must be answered in the matter of small timber sales, and of timber given without charge under free-use permits to settlers and others.
When the terms of a contract of sale have been worked out and accepted and the timber has been sold, then the Forest Assistant has charge of the extremely interesting task of marking the trees that are to be cut, in accordance with these terms. Usually this is done by marking all the trees which are to be felled, but sometimes by marking only the trees which are to remain.
The marking is usually done by blazing each tree and stamping the letters "U. S." upon the blaze with a Government marking axe or hatchet. It must be done in such a way that the loggers will have no excuse either for cutting an unmarked tree or leaving a marked tree uncut, orvice versa, as the case may be. The marking may be carried out by the Rangers and Forest Guards under supervision of the Forest Assistant, or in difficult situations he may mark or direct the marking of each tree himself. Marking is fascinating work.
Later, while the logging is under way, the Forest Examiner will often inspect it to see that the terms of the sale are complied with, that the trees cut are thrown in places where they will not unduly damage either young growth or the larger trees which are to remain, and that the other conditions laid down for the logging in the contract of saleare observed. The scaling of the logs to determine the amount of payment to the Government will many times be under his supervision, although in the larger sales this work, as well as the routine inspection of the logging, is usually carried out by a special body of expert lumbermen, who often bring to it a much wider knowledge of the woods than the men in actual charge of the lumbering.
In nearly every National Forest there are areas upon which the trees have been destroyed by fire. Many of these are so large or so remote from seed-bearing trees that natural reproduction will not suffice to replace the forest. In such localities planting is needed, and for that purpose the Forest Examiner must establish and conduct a forest nursery. The decision on the kind of trees to plant and on the methods of raising and planting them, the collection of the seed, the care and transplanting of the young trees until they are set out on the site of the future forest, forms a task of absorbing interest. Such work often requires a high degree of technical skill. It is likely to occupy a larger and larger share of the time and attention of the trained men of the Forest Service.
A FOREST EXAMINER RUNNING A COMPASS LINEA FOREST EXAMINER RUNNING A COMPASS LINE
A FOREST EXAMINER RUNNING A COMPASS LINE
The Forest Assistant's or Examiner's knowledge of surveying makes it natural for him to take an important part in the laying out of new roads and trails in the forest, or in correcting the lines of old ones, and there is little work more immediately useful. The forest can be safeguarded effectively just in proportion to the ease with which all parts of it can be reached. Forest protection may be less technically interesting than other parts of the Forester's work, but nothing that he does is more important or pays larger dividends in future results.
In addition to his studies of the habits and reproduction of the different trees for working plans or timber sales, or simply to increase his knowledge of the forest, the Forest Examiner is often called upon to lay out sample plots for ascertaining the exact relation of each species to light, heat, and moisture, or for studying its rate of growth. He may find it necessary to determine the effect of the grazing of cattle or sheep on young growth of various species and of various ages, or to ascertain their relative resistance to fire. In general, what time he can spare from more pressing duties is very fully occupied with adding to his silvical knowledge by observation, with studies of injurious insects or fungi, of the reasons for the increase or decrease of valuable or worthless species of trees in the forest, the innumerable secondary effects of forest fires, the causes of the local distribution of trees,or with some other of the thousand questions which give a never-failing interest to work in the woods.
The protection of a valuable kind of tree often depends upon the ability to find a use for, and therefore to remove, a less-valuable species which is crowding it out, for as yet the American Forester can do very little cutting or thinning that does not pay. Just so, the protection of a given tract against fire may depend upon the ability to use, and therefore to remove, a part or the whole of the dead and down timber which now makes it a fire trap. For such reasons as these, the uses of wood and the markets for its disposal form exceedingly important branches of study for the Forest Examiner, who will usually find that his duties require him to be thoroughly familiar with them.
It is more and more common to find each Forest Officer—Ranger, Forest Examiner,or Supervisor—combining in himself the qualities and the knowledge required to fill any or all of the other positions. The professionally trained man who develops marked executive ability is likely to become a Supervisor, just as a Ranger, with the necessary training and experience, who may wish to devote himself to silvical investigations may be transferred to that work. The point is that each man has individual opportunity to establish and occupy the place for which he is best fitted.
The success of the technical Forester, like that of the Ranger, and indeed of nearly every Government Forest Officer, in whatever position or line of work, will very frequently depend on his good judgment and practical sense, the chief ingredient of which will always be his knowledge of local needs and conditions, and his sympathetic understanding of the local point of view. Thisdoes not mean that the local point of view is always to control. On the contrary, the Forest Officer must often decide against it in the interest of the welfare of the larger public. But the desires and demands of the users of the forest should always be given the fullest hearing and the most careful consideration. To this rule there is no exception whatsoever.
Forestry differs from most professions in this, that it requires as much vigor of body as it does vigor of mind. The sort of man to which it appeals, and which it seeks, is the man with high powers of observation, who does not shrink from responsibility, and whose mental vigor is balanced by physical strength and hardiness. The man who takes up forestry should be little interested in hisown personal comfort, and should have and conserve endurance enough to stand severe physical work accompanied by mental labor equally exhausting.
Foresters are still few in numbers, and the point of view which they represent, while it is making immense strides in public acceptance, is still far from general application. Therefore, Foresters are still missionaries in a very real sense, and since they are so few, it is of the utmost importance that they should stand closely together. Differences of opinion there must always be in all professions, but there is no other profession in which it is more important to keep these differences from working out into animosities or separations of any kind. We are fortunate above all in this, that American Foresters are united as probably the members of no other profession. Thisesprit de corpshas given them their greatest power ofachievement, and any man who proposes to enter the profession should do so with this fact clearly in mind.
The high standard which the profession of forestry, new in the United States, has already reached, its great power for usefulness to the Nation, now and hereafter, and the large responsibilities which fall so quickly on the men who are trained to accept it—all these things give to the profession a position and dignity which it should be the first care of every man who enters it to maintain or increase.
To stand well at graduation is or ought to be far less the object of a Forester's training than to stand well ten or twenty years after graduation. It is of the first importance that the training should be thorough and complete.
A friend of mine, John Muir, says that the best advice he can give young men is:"Take time to get rich." His idea of getting rich is to fill his mind and spirit full with observations of the nature he so deeply loves and so well understands; so that in his mind it is not money which makes riches, but life in the open and the seeing eye.
Next to those basic traits of personal character, without which no man is worth his salt, the Forester's most important quality is the power of observation, the power to note and understand, or seek to understand, what he sees in the forest. It is just as essential a part of the Forester's equipment to be able to see what is wrong with a piece of forest, and what is required for its improvement, as it is necessary for a physician to be able to diagnose a disease and to prescribe the remedy.
Silvics, which may be said to be the knowledge of how trees behave in health and disease toward each other, and toward light,heat, moisture, and the soil, is the foundation of forestry and the Forester's first task is to bring himself to a high point of efficiency in observing and interpreting these facts of the forest, and to keep himself there. It should be as hard work to walk through the forest, and see what is there to be seen, as to wrestle with the most difficult problem of mathematics. No man can be a good Forester without that quality of observation and understanding which the French call "the forester's eye." It is not the only quality required for success in forestry, but it is unquestionably the first.
Perhaps the second among the qualities necessary for the Forester is common sense, which most often simply means a sympathetic understanding of the circumstances among which a man finds himself. The American Forester must know the United States and understand its people. Nothingwhich affects the welfare of his country should be indifferent to him. Forestry is a form of practical statesmanship which touches the national life at so many points that no Forester can safely allow himself to remain ignorant of the needs and purposes of his fellow citizens, or to be out of touch with the current questions of the day. The best citizen makes the best Forester, and no man can make a good Forester unless he is a good citizen also.
The Forester can not succeed unless he understands the problems and point of view of his country, and that is the reason why Foresters from other lands were not brought into the United States in the early stages of the forest movement. At that time practically no American Foresters had yet been trained, and the great need of the situation was for men to do the immediately pressing work. Foresters from Germany,France, Switzerland, and other countries could have been obtained in abundant numbers and at reasonable salaries. They were not invited to come because, however well trained in technical forestry, they could not have understood the habits of thought of our people. Therefore, in too many cases, they would have failed to establish the kind of practical understanding which a Forester must have with the men who use, or work in, his forest, if he is to succeed. It was wiser to wait until Americans could be trained, for the practising Forester must handle men as well as trees.
One of the most difficult things to do in any profession which involves drudgery (and I take it that no profession which does not involve drudgery is worth the attention of a man) is to look beyond the daily routine to the things which that routine is intended to assist in accomplishing. This ispeculiarly true of forestry, in which, perhaps more than in any other profession, the long-distance, far-sighted attitude of mind is essential to success. The trees a Forester plants he himself will seldom live to harvest. Much of his thought about his forest must be in terms of centuries. The great object for which he is striving of necessity can not be fully accomplished during his lifetime. He must, therefore, accustom himself to look ahead, and to reap his personal satisfaction from the planned and orderly development of a scheme the perfect fruit of which he can never hope to see.
This is one of the strongest reasons why the Forester, whether in public or private employment, must always look upon himself as a public servant. It is of the first importance that he should accustom himself to think of the results of his work as affecting, not primarily himself, but others, alwaysincluding the general public. It is essential for a Forester to form the habit of looking far ahead, out of which grows a sound perspective and persistence in body and mind.
One of the greatest football players of our time makes the distinction between a player who is "quick" and a player who is "soon." In his description, the "quick" player is the man who waits until the last moment and then moves with nervous and desperate haste in the little time he has left. The man who is "soon," however, almost invariably arrives ahead of the man who is "quick," because he has thought out in advance exactly where he is going and how to get there, and when the moment comes he does not delay his start, makes no false motions, and thereby makes and keeps himself efficient. Forestry is preëminently a profession for the "soon" man, for it is the steady preparation long in advance, thewell-thoughtout plan well stuck to, which in forestry brings success.
In my experience, men differ comparatively little in mere ability, in the quality of the mental machine, through which the spirit works. Nine times out of ten, it is not ability which brings success, but persistence and enthusiasm, which are usually, but not always, the same as vision and will. We all have ability enough to do the things which lie before us, but the man with the will to keep everlastingly at it, and the vision to realize the meaning and value of the results for which he is striving, is the man who wins in nearly every case. This is true in all human affairs, but it is peculiarly true of the Forester and his task, the end of which lies so far ahead.
In a class below me at Phillips-Exeter Academy was a boy who had just entered the school. His great ambition was to playfootball, and he came to the practise day after day. His abilities, however, were apparently not on the same plane with his ambitions, and his work was so ridiculously poor that he became the laughing stock of the whole school. That, however, troubled him not at all. What held his mind was football. Undiscouraged and undismayed, he kept on playing football until in his last year he became captain of the Exeter football team.
Every man of experience has known many similar cases. It is clear, I think, that the master qualities in achievement are neither luck nor mere ability, but rather enthusiasm and persistence, or vision and will.
In a peculiar sense the Forester depends upon public opinion and public support for the means of carrying on his work, and for its final success. But the attention which the public gives or can give to anyparticular subject varies, and of necessity must vary, from time to time. Under these circumstances, it is inevitable that the Forester must meet discouragements, checks, and delays, as well as periods of smooth sailing. He should expect them, and should be prepared to discount them when they come. When they do come, I know of no better way of reducing their bad effects than for a man to make allowance for his own state of mind. He who can stand off and look at himself impartially, realizing that he will not feel to-morrow as he feels to-day, has a powerful weapon against the temporary discouragements which are necessarily met in any work that is really worth while. Progress is always in spirals, and there is always a good time coming. There is nothing so fatal to good work as that flabby spirit under which some weak men try to hide their inefficiency—the spirit of "What's the use?"
It has been the experience of every Forester, as he goes about the country, to be told that a certain mountain is impassable, that a certain trail can not be travelled, that a certain stream can not be crossed, and to find that mountain, trail, and stream can all be passed with little serious difficulty by a man who is willing to try. Most things said to be impossible are so only in the mind of the man whose timidity or inertness keeps him from making the attempt. The whole story of the establishment and growth of the United States Forest Service is a story of the doing of things which the men who did them were warned in advance would be impossible. Usually the thing which "can't be done" is well worth trying.
Perhaps I ought to add that I am not urging the young Forester to disregard local public opinion without the best of reasons, or to rush his horse blindly into the ford of aswollen stream. Good sense is the first condition of success. I am merely saying that in ninety-nine cases out of a hundred, when a thing ought to be done it can be done, if the effort is made with that idea in mind.
All this is but one way of saying that the Forester should be his own severest taskmaster. The Forester must keep himself up to his own work. In no other profession, to my knowledge, is a man thrown so completely on his own responsibility. The Forester often leads an isolated life for weeks or months at a time, seeing the men under whom he works only at distant intervals. Because he is so much his own master, the responsibility which rests upon him is peculiarly his own, and must be met out of the resources within himself.
The training of a Forester should lead him to be practical in the right sense of that word, which emphatically is not the sense ofabandoning standards of work or conduct in order to get immediate results. The "practical" men with whom the Forester must do his work—lumbermen, cattlemen, sheepmen, settlers, forest users of all kinds—are often by very much his superiors in usable knowledge of the details of their work. Their opinions are entitled to the most complete hearing and respect. There is no other class of men from whose advice the Forester can so greatly profit if he chooses to do so. He is superior to them, if at all, only in his technical knowledge, and in the broader point of view he has derived from his professional training. It is of the first importance that the young Forester should know these men, should learn to like and respect them, and that he should get all the help he can from their knowledge and practical experience. The willingness to use the information andassistance which such men were ready to give has more than once meant the difference between failure and success.
The young Forester, like other young men, is likely to be impatient. I do not blame him for it. Rightly directed, his impatience may become one of his best assets. But it will do no harm to remember, also, that the human race has reached its present degree of civilization and advancement only step by step, and that it seems likely to proceed in very much the same way hereafter. As a general rule, results slowly and painfully accomplished are lasting. The results to be achieved in forestry must be lasting if they are to be valuable.
In general, the men with whom the Forester deals can adopt, and in many cases, ought to adopt, a new point of view but slowly. To fall in love at first sight with theories or policies is as rare as thesame experience is between persons. As a rule, an intellectual conviction, however well founded, must be followed by a period of incubation and growth before it can blossom into a definite principle of action, before the man who holds it is ready to work or fight in order to carry it out. There is a rate in the adoption of new ideas beyond which only the most unusual circumstances will induce men's minds to move. Forestry has gone ahead in the United States faster than it ever did in any other land. If it proceeds a little less rapidly, now that so much of the field has been won, there will be no reason for discouragement in that.
AS A SUBORDINATE OFFICER
Necessarily the young Forester will begin as a subordinate. How soon he will come to give orders of his own will depend on howwell he executes the orders of his superior. In particular, it will depend on whether he requires to be coddled in doing his work, or whether he is willing and able to stand on his own feet. The man for whom every employer of men is searching, everywhere and always, is the man who will accept the responsibility for the work he has to do—who will not lean at every point upon his superior for additional instructions, advice, or encouragement.
There is no more valuable subordinate than the man to whom you can give a piece of work and then forget about it, in the confident expectation that the next time it is brought to your attention it will come in the form of a report that the thing has been done. When this master quality is joined to executive power, loyalty, and common sense, the result is a man whom you can trust. On the other hand, there is no greater nuisanceto a man heavily burdened with the direction of affairs than the weak-backed assistant who is continually trying to get his chief to do his work for him, on the feeble plea that he thought the chief would like to decide this or that himself. The man to whom an executive is most grateful, the man whom he will work hardest and value most, is the man who accepts responsibility willingly, and is not continually under his feet.
AS A SUPERIOR OFFICER
The principles of effective administrative work have never, so far as I know, been adequately classified and defined. When they come to be stated one of the most important will be found to be the exact assignment of responsibility, so that whatever goes wrong the administrative head will know clearly and at once upon whom the responsibility falls. This is one of the reasons why,as a rule, boards and commissions are far less effective in getting things done than single men with clear-cut authority and equally clear-cut responsibility. Another principle, so well known that it has almost become a proverb, is to delegate everything you can, to do nothing that you can get someone else to do for you. But the wisdom of letting a good man alone is less commonly understood. It is sometimes as important for the superior officer not to worry his subordinate with useless orders as it is for the subordinate not to harass his superior with useless questions.
Let a good man alone. Give him his head. Nothing will hold him so rigidly to his work as the feeling that he is trusted. Lead your men in their work, and above all make of your organization not a monarchy, limited or unlimited, but a democracy, in which the responsibility of each man for a particularpiece of work shall not only be defined but recognized, in which the credit for each man's work, so far as possible, shall be attached to his own name, in which the opinions and advice of your subordinates are often sought before decisions are made; in a word, a democracy in which each man feels a personal responsibility for the success of the whole enterprise.
The young Forester may be years removed from the chance to apply these principles in practice, but since no superior officer can put them into fruitful effect without the coöperation of his subordinates, it is well that they should be known at both ends of the line.
A PUBLIC SERVANT
I repeat that whether a Forester is engaged in private work or in public work, whether he is employed by a lumberman, anassociation of lumbermen, a fishing and shooting club, the owner of a great estate, or whether he is an officer of a State or of the Nation, by virtue of his profession he is a public servant. Because he deals with the forest, he has his hand upon the future welfare of his country. His point of view is that which must control its future welfare. He represents the planned and orderly development of its resources. He is the representative also of the forest school from which he graduates, and of his profession. Upon the standards which he helps to establish and maintain, the welfare of these, too, directly depends.
The work of the States in forestry is still in the pioneer stage, and the work of a State Forester must still bear largely on thecreation of a right public sentiment in forest matters. In State forestry the need for agitation has by no means passed. It is often the duty of the State Forester to prepare or endeavor to secure the passage of good State forest laws, or to interpose against the enactment of bad laws. In particular, much of his time is likely to be given to legislation upon the subjects of forest fires and forest taxation. Upon the latter there is as yet no sound and effective public opinion in many parts of the United States, and legislatures and people still do not understand how powerful bad methods of forest taxation have been and still are in forcing the destructive cutting of timber by making it impossible to wait for the better methods of lumbering which accompany a better market. I have known the taxes on standing timber to equal six per cent. a year on the reasonable value of the stumpage.
Thirteen States have State Forests with a total area altogether of 3,400,000 acres. Of these New York has the largest area. Its State Forests cover 1,645,000 acres, partly in the Adirondacks and partly in the Catskills; Pennsylvania comes next with nine hundred and eighty-four thousand acres; and Wisconsin third, with about four hundred thousand acres.
Twenty-nine States make appropriations for forest work. Excluding special appropriations for courses in forestry at universities, colleges, and schools, the total amount spent for this purpose is about $1,340,000. Pennsylvania has the largest appropriation,—three hundred and twenty-eight thousand dollars, in addition to which a special appropriation of two hundred and seventy-five thousand dollars has been devoted to checking the chestnut blight. Minnesota comes second with two hundred andthirty-three thousand dollars; New York third with about one hundred and sixty-five thousand dollars, and Wisconsin next with ninety-five thousand dollars.
Thirty-three States have State forest officers, of whom fifteen are State Foresters by title, while the majority of the remainder perform duties of a very similar nature.
Eleven States are receiving assistance from the Federal Government under the Weeks law, which authorizes coöperation for fire protection, provided the State will furnish a sum equal to that allotted to it from the National fund, with a limit of ten thousand dollars to a single State.
For purposes of reforestation, ten States maintain forest nurseries. During the year 1912 they produced in round numbers twenty million young trees, of which fourteen million were distributed to the citizens of these ten States.
In some States the waterpower question falls within the sphere of the State Forester, as well as other similar Conservation matters, while it has usually been made his duty to assist private timberland owners in the handling of their holdings, whether these be the larger holdings of lumber companies or the farmers' woodlots. In many States the State Forester is made responsible for the enforcement of the State forest fire laws, and for the control and management of a body of State fire wardens, who may or may not be permanently employed in that work. The enforcement of laws which exempt timberlands or lands planted to timber from taxation, or limit the taxation upon them, are also usually under his supervision.
The work of forestry in the various States being on the whole much less advanced than it is in the Nation, the State Forester must still occupy himself largelywith those preliminary phases of the work of forestry through which the National Forest Service has already passed. Much progress, however, is being made, and we may fairly count not only that State forest organizations will ultimately exist in every State, but that the State Foresters will exert a steadily increasing influence on forest perpetuation in the United States.