CODE OF FAIR PRACTICES 573

formally incorporates into executive policy continued adherence to
non-discriminatory practices; and its promulgation is intended not only
to reduce conscious patterns of discrimination outside State govern-
ment but to eliminate any conscious or unconscious bias which may
exist within the administration.

Generally the Code relates to the State's dealings with its employees,
with the public, and with its contractual arrangements for goods,
services or public works.

Rather than attempt to summarize the individual provisions of this
Code, I think its importance merits reading the full proclamation.

In the promulgation of this Code, Maryland becomes the sixth state
in the nation to supplement Federal and State legislation with a
strong, clear administrative directive. An executive code fortifies
existing statutes in two ways: first, by acting as a positive force to
impress the import and intent of this legislation upon the executive
branch; second, by providing specific standards and precise ground-
rules for implementation.

Ultimately, implementation of an executive code or order or direc-
tive is the test of the value of the law — for the Code is not a new law,
but the conscious affirmative of an existing one.

The Governor's Code of Fair Practices is designed to assure im-
mediate responsible implementation. It can and will be effective —
if and only if — it becomes a personal, deliberate and continuous con-
cern of each department and agency head. The Code represents my
obvious interest and intention to assure that fair employment prac-
tices are given more than lip service by Maryland's State government.

So that responsibility is not evaded through diffusion, I am request-
ing that each administrative unit chief take full obligation for im-
plementation. The Code itself requires that each unit account for its
achievement directly to the Governor.

Line responsibility is essential to expedite implementation. In the
cases of larger departments or agencies, where personal supervision
by the department head is not practical, a ranking executive within
the department should be designated. But the ultimate responsibility
for implementation is yours.

I have assigned one of my program executives, Dr. Gilbert Ware, to
assist and secure the cooperation of all State units in effecting this
policy. Dr. Ware is my personal representative to the Maryland Com-
mission on Interracial Problems and Relations. However, the role
of the Commission is in this instance peripheral, and one of support
rather than control. The duty to establish the regulations and super-