320 ADDRESSES AND STATE PAPERS

until very recently the area of Bob Lally; and since he's become, or
will become on July 1st, the Superintendent of State Police, another
man has been hired by the name of Edward McCabe, who is also a
former F. B. I, man, and who is presently Deputy Police Commissioner
in New York City. Each program executive is responsible for co-
ordination and communication with all units related to his respon-
sibilities, and each executive is chosen because of his experience, quali-
fication and expertise in his program area. Have they been effective
to date? I think they have. A larger degree of gubernatorial direction
has been provided and a keener sense of gubernatorial concern about
what is happening in program areas has been communicated. Closer
coordination and cooperation between related units has been evolved.
More effective follow-through on administrative and citizen grievances
through the deployment of program executives to attend conferences
and meetings and continual supervision and direction and assistance
of the Governor's office without the physical presence of the Governor
has been provided, so that program areas may expand and adminis-
trative objectives may be achieved through intergovernmental com-
munication and gubernatorial support. The intergovernmental ad-
vantages include program executive participation in conjunction with
the national relations officer, in cooperating with the Federal ad-
ministration to eliminate flaws in Federal programs, which often
limit or defeat the intent of the program. We've had Secretary Udall
in, we've had other Cabinet officers and conferred frequently with
people in the Federal government who are interested in the imple-
mentation and the correlation of their programs with ours. The pro-
gram executive has the time to sit down for a half a day, or a day or
two days, or whatever it takes, whereas the Governor cannot do this
individually.

The program executive concept was urged as one immediate solu-
tion, but it cannot be considered a panacea or a total solution to the
multitude of problems facing the executive branch. In all fairness to
my predecessors, the phenomenon is not unique to Maryland's execu-
tive branch, but can be applied to almost any of the state governments,
which have not been able to keep pace with the complexities and
demands confronting contemporary political authority. In recognition
of this need to continually adjust and adapt the executive branch to
a dynamically expanding and expanding state society, the Curlett
Commission recommended the establishment of a permanent unit to
evaluate and recommend sound organizational structures and ad-
ministrative processes through which State policies, programs and
plans can find executive expression. It was as a result of that we be-