under the constitution for their operation and for how well they
genuinely serve the people of this State. That has been a warm and
satisfying experience for me. It has also given me a rare opportunity
to come to know the strength and weaknesses, the possibilities for
improvement and limitations of the highly diverse structure that
makes up the executive arm of our government. I have been pro-
foundly grateful for the personal dedication and competence of
those who have served in it with me. I have become deeply imbued
with the animating principles and traditions built into that govern-
ment by those who established it and have led it over the years. But
I have also come to believe that consistent with those traditions and
principles, there is much that can and should be strengthened among
the administrative agencies to meet the needs and challenges facing
Maryland during the remaining third of this century. By starting
this endeavor now, yet holding its completion until my successor has
had an opportunity to consider the study, the best of both experience
and the fresh outlook of a new administration can be brought to
bear to strengthen the machinery of government. In addition, if the
work is objectively done and approved by the next chief executive,
the likelihood of getting tangible action is greatly enhanced by having
it ready for consideration in the early stages of the new administra-
tion.

Based on those considerations, and after a long and careful look
ahead, I want to consider with you several major areas in which I
believe the organization and operation of the executive branch can
be significantly improved. The first and most fundamental need is
for a comprehensive and, yes, historic study leading to the moderni-
zation and streamlining of the State's administrative organization.
Over the years several major special task forces have appraised the
administrative arm of our government and made important contri-
butions to it. One of the most thoughtful was that initiated by
Governor Albert Ritchie in the early 1920s. Similar studies were car-
ried out in the 1930s at the direction of Governors Harry Nice and
Herbert O'Conor. The most recent comprehensive outside appraisal
was made in the early 1950s at the request of then Governor Theodore
McKeldin by the Sobeloif-Stockbridge Commission on the Adminis-
trative Organization of the State. I believe that sufficient time has
now elapsed since the last such study for an outside inquiry again
to be initiated. Continuity and stability are important to the proper
functioning of government. But there is also need for a periodic,
independent appraisal of an administrative apparatus, just as there
is value in regular medical check-ups for individuals.

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