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Use of Incumbency — Responsiveness Program 
(Additional Documents) 


Book 19 

Printed for the use of the 
Select Committee on Presidential Campaign Activities 


Concord, New Hampshire 03301 

ON DEPOSIT s^'' ^2 1975 










Use of Incumbency — Responsiveness Program 
(Additional Documents) 


Book 19 

Printed for the use of the 
Select Committee on Presidential Campaign Activities 


For sale by the Superintendent of Documents, U.S. Government Printing Office 

Washington. D.C. 20402 - Price $5.05 

Stock Number 5270-02452 


(Established by S. Res. 60, 93d Congress, 1st Session) 

SAM J. ERVIN, Jr., North Carolina, Chairman 
HOWARD H. BAKER, Jr., Tennessee, Vice Chairman 


DANIEL K. INOUYE, Hawaii LOWELL P. WEICKER, Jr., Connecticut 


Samuel Dash, Chief Counsel and Staff Director 

Fred D.Thompson, Minority Counsel 

RuFus L. Edmisten, Deputy Chief Counsel 

Arthur S. Miller, Chief Consultant 

David M. Dorsen, Assistant Chief Counsel 

Terry F. Lenzner, Assistant Chief Counsel 

James Hamilton, Assistant Chief Counsel 

Carmine S. Bellino, Chief Investigator 

Marc Lackritz, Assistant Counsel 

James C. Moore, Assistant Counsel 

Ronald D. Rotunda, Assistant Counsel 

Barry Schochet, Assistant Counsel 
W. Dennis Summers, Assistant Counsel 

Alan S. Weitz, Assistant Counsel 

Robert F. Mvm. Jr., Assistant Counsel 

Mark J. Biros, Assistant Counsel 

R. Scott Armstrong, Investigator 

Michael J. Hershman, Investigator 

Donald G. Sanders, Deputy Minority Counsel 

Howard S. Liebengood, Assistant Minority Counsel 

Michael J. Madigan, Assistant Minority Counsel 

Richard L. Schultz, Assistant Minority Counsel 

Robert Silverstein, Assistant Minority Counsel 

Carolyn M. Andrade, Administrative Assistant 

Carolyn E. Cohen, OfUce Manager 

Joan C. Cole, Secretary to the Minority 

[Executive session hearings released to the public after the filing 
of the final report of the Senate Select Committee.] 



Affidavit of Gordon L. Freedman, Jr., dated July 15, 1974 VIII 

No. 1- 

No. 2- 

No. 3- 

No. 5- 

No. 6- 

No. 7- 

-White House memorandum for the Attorney General 
from Jeb Magruder, dated January 12, 1971, 
Subject: Early interest in federal 

-Memorandum for Mr. Dean from Jeb Magruder, 
dated April 14, 1971, Subject: Federal 
Government resources available for 
campa ign purposes 

-CRP memorandum for the Attorney General from 
Jeb Magruder, dated May 6, 1971, Subject: 
Utilization of Government Resources by 
General Eisenhower, President Johnson and 
Vice President Humphrey 

-CRP memorandum for Gordon Strachan from Jeb 
Magruder, dated May 17, 1971, Subject: 
White House computer 

-Memorandum for Mr. Horton from Jeb Magruder, 
dated June 14, 1971, re: Referral of White 
House memorandum for Jeb Magruder from 
William Timmons, dated June 3, 1971, re: 
Proposed campaign plan 

-White House memorandum to Harry F lemming from 
Peter Millspaugh, dated May 12, 1971, Subject: 
Meeting to inventory federal resources for 
the campa ign 

-White House memorandum to Harry Flemming from 
Peter Millspaugh, dated June 23, 1971, Subject 
Second meeting on federal resources for the 

-White House memorandum for the Attorney General 
and H. R. Haldeman from Harry Dent, dated 
October 26, 1971, Subject: Meeting with 
southern Black leaders, re: Minority support? 
and letter from Harry Dent to James Hamilton, 
dated June 7, 1974, re: Response to Select 
Committee inquiry 







9 — Confidential memorandum entitled "The Campaign 
to Re-elect the President-The Plan to Capture 
the Spanish-Speaking Vote" 8617 

10 — "Campaign Plan-A Strategy for the Development 
of the Black Vote in 1972," dated March 15, 
1972 8713 

11 — Memorandum for the Honorable Frederick V. Malek 
from Robert C. Mardian, dated June 26, 1972, 
re: Jack Crawford's proposed Black Voter 
Program attached 8742 

12 — Documents relating Responsiveness program 

departmental contacts 8748 

13 — Memorandum for Bob Marik from Alex Armendariz, 
dated November 14, 1972, Subject: Campaign 
report attached 8754 

14 — Responsiveness documents from the Department of 

Labor 8797 

15 — CRP memorandum for the Attorney General from 

Jeb Magruder, dated January 4, 1972, Subject: 
Interest group reports 8813 

16 — CRP memorandum for Henry Ramirez from Alex 
Armendariz, dated July 8, 1972, Subject: 
News clippings 8819 

17 — CRP memorandum Bob Marik from Alex Armendariz, 
dated November 14, 197 2, Subject: Campaign 
report 8820 

17a-CRP memorandum for Henry Ramirez from Alex 
Armendariz, dated June 7, 1972, Subject: 
Publicity: and attached news clippings 8835 

18 — Documents relating to the James Farmer 

matter 8837 

19 — Documents relating to the Charles Wallace 

matter 8848 

19a -Memorandum for John Mitchell from and initialled 
by Fred Malek, dated June 26, 1972, Subject: 
Black Vote Compaign Plan 8859 

20 — Memorandum to Rob Odle from Paul Jones, dated 

January 17, 1972, Subject: Weekly report 8862 

21 — CRP memorandum for Fred Malek from Paul Jones, 
dated March 24, 1972, Subject: Weekly 
report 8863 

22 — CRP memorandum for Fred Malek from Paul Jones, 
dated April 4, 1972, Subject: Weekly 
activity report 8864 

23 — CRP memorandum for Fred Malek from Paul Jones, 
dated September 1, 1972, Subject: Weekly 
activity report 8865 

No. 24 — CRP memorandum for Rob Odle from Paul Jones, 
dated February 22, 1972, Subject: Weekly 
activity report 8867 

No. 2 5 — CRP memorandum for Jeb Magruder from Paul 
Jones_^ dated February 18, 1972, Subject: 
OIC /Opportunities Industrialization 
Centers/ 8869 

No. 26 — CRP memorandum for Robert Odle, Jr. from Paul 
Jones, dated January 10, 1972, Subject: 
Weekly report 8870 

i;o. 27 — CRP memorandum for Fred Malek from Paul Jones, 
dated May 11, 1972, Subject: Weekly 
activity report 8871 

No. 28 — Final decision of the Civil Service Commission, 
re: Hatch Act violation, solicitation of 
General Service Administration employees 
for campaign dinner 8872 

No. 29 — ^White House memorandum for Dan Kingsley from 
John Freeman, dated March 1, 1971, Subject: 
Staffing Strategy for Part-time Boards 
and Commissions 8882 

No. 30 — Recommendation and referral for departmental 

board or commission 8888 

No. 31 — Memorandum for Fred Malek and Dan Kingsley from 
Bill Horton, dated February 17, 1971, re: 
Patronage targets; and attached entitled 
"Talking Points on Changes in Management of 
Non-Career Personnel. " 8891 

No. 3: — Affidavit of Stanton D. Anderson, dated 

June 4, 1974 8897 

No. 33 — White House personnel referrals for career 

and non-career placements 8899 

No. 34 — ^Affidavit of Stephen C. Royer, dated June 25, 

1974 retained in Committee' files 

No. 35 — Federal "Political" Personnel Manual dated 

1972 8902 

No. 36 — CRP memorandum for Clark MacGregor from Dan 
Todd., dated November 9, 1972, Subject: 
Final Report, OAD /older Americans 
Division/ 9051 

No. 3 7 — CRP memorandum for John Mitchell, through 
Fred Malek, from Webster Todd, dated 
March 7, 1972, Subject: Older Americans 
Division and attached report 9055 

No. 38 — Report of General Accounting Office, re: 
Older American brochures, dated October 
12, 1972 and copies of Older American 
brochures 9135 

No. 3 8a -Memoranda for Public Information Offices from 
Des Barker, Subject: Aging Program Infor- 
mation 9205 

No. 39 — Memorandum for Dan Todd from and signed by 
L. J. (Bud) Evans, Jr., dated March 16, 
1972, Subject: Older Americans Pamphlets; 
document reproduction form attached 9207 

No. 40 — CRP memorandum for Clark MacGregor from 

Fred Malek, dated August 4, 1972, Subject: 

Older Americans Progress 9212 

No. 41 — Memoranda concerning the publication of 

Government Older American brochures 9217 

No. 42 — Memorandum to Malcolm R. Lovell, Jr. from 

Robert J. Brown, re: Attached suggestions 

for increasing older worker programs 9224 

No. 43 — Memorandum for Paul J. Passer from Malcolm 
R. Lovell, Jr., dated February 25, 1972, 
Subject: Distribution of funds in jobs for 
older workers program expansion 9231 

No. 44 — Memorandum for Merwin S. Hans from Fred E. 
Romero, dated June 13, 1972, Subject: 
Chronology of Older Worker Project 9232 

No. 45 — Handwritten sheet and CRP documents concerning 
the F^ederation of Experienced Americans 
/FEA/ 9234 

No. 46 — Handwrit_ten document addressed to "Fred", 
/Malek/ from Dan Todd, re: funding the 
Federation of Experienced Americans 9239 

No. 47 — CRP memorandum for Fred Malek from Dan Todd, 
dated November 6, 1972, Subject: Federation 
of Experienced Americans 9241 

No. 48 — Summary of investigation of "Possible Violations 
of Criminal Laws and Hatch Act by Veterans 
Administration Employees in Connection with 
the 1972 Presidential Campaign, " prepared by 
Special Subcommittee on Human Resources signed 
by Johnathan R. Steinberg, dated April 25, 
1974 9242 

No. 49 — Veterans Committee to Re-elect the President 
Campaign Plans for Veterans' Leaders, with 
Tabs A-I 9248 

No. 50 — National Veterans Committee for the Re-election 
of the President Unit Chairman Workbook, 
and CRP Veterans Division Final Report and 
Field Report 9283 

No. 51 — CRP Surrogate Program Campaign Advance Manual 

with attachments 9306 

No. 52 — Memo for Fred Malek from John Grinalds, dated 
July 12, 1972, Subject: Military Voters; 
with attached Recommended Action Plan for 
Career Military Voter Group 9332 


No. 53 — Memorandum for Gordon Freedman from Richard J. 
Wise, dated October 31, 1973, re: Attached 
handwritten Memorandum to Fred Malek, Subject: 
DOL Responsiveness to Special Needs during 
the remainder of 1972 9338 

No. 54 — CRP memorandum for Rob odle from and initialled 
by Paul R. Jones, dated April 11, 1972, 
Subject: Weekly Activity Report 9341 

No. 55 — CRP memorandum for Fred Malek from Paul R. 

Jones, dated July 21, 1972, Subject: Weekly 
Activity Report 9342 


District of Columbia ) 
City of Washington ) 

I, Gordon L. Freedman, Jr., residing in Washington, D.C., being duly 
sworn, hereby depose and say: 

1. I have worked as a Staff Assistant to the Senate Select Committee on 
Presidential Campaign Activities from September 7, 1973 to the present. 

2. During that time period, one of my^responsibilities was the review of 
subpoenaed materials from the Committee for the Re-election of the 

3. In the course of the Committee's investigation, I have received the 
documents iisted below from the staff of the National Archives, in whose 
custody the records of the Committee for the Re-election of the President 
reside. . 

4. I verify that the following documents, appearing as exhibits (1-11, 13, 
15, 16, 17, 17a, 18, 19, 19a, 29-27, 29, 30,- 31, 33, 35, 36, 37, 38a, 
39, 40, 41, 45, 46, 47, 49-52, 54, 55) of executive session hearings. 
Book 19 , are true and accurate copies of material that I or Committee 
staff under my supervision reviewed at the National Archives, and I 
further verify that the remaining documents, appearing as exhibits (12, 14, 
18 in part; 28, 32, 34, 38, 42, 43," 44, 48, 53) of Book 19, are true and 
accurate copies of other material received in the course of Committee 
investigation. . . " ' 

Subscribed and sworn to 
before me this IS- day 
of (Ji^y ■ 1974. 

Gordon L. Freedman, Jr^ 

Notary ptiblic ' : . •' 
My Commission exjaires !0j3u7^ 


Use of the Incumbency — Responsiveness Program 



January 12, 1971 



Last year we engaged in some political activities here at the White House. 
I want to give you some idea about these activities and where they stand at 
the present time in light of the changes forthcoming at the National Com- 
mittee and, of course, looking down the road to 1972. 

Generally, we have concentrated on the communications area by setting 
up methods and systemsthat will allow us to reach the public. We have 
relied primarily on the resources at the Republican National Committee. 
Some of the senior staff have also requested our assistance on political 
oriented projects. 

Projects include: 


We have a mailing system that can reach approximately 200, 000 opinion 
leaders in this country. This includes editors, publishers, university 
presidents, heads of special interest groups, etc. In most cases we can 
reach these people by name and have developed a robotype letter system 
for personal letters. We are expanding this list by consolidating depart- 
mental and outside group lists. 


The RNC has commissioned an average of four major field polls a year. 
Opinion Research Corporation, with David Derge acting as consultant, has 
done all the polls. Since these polls have been for the use of the President 
we have worked directly with Derge and have concentrated particularly on 
the image and issues questions. A field poll on image is to be done in 




In October Mr. Haldeman asked us to develop a more effective informa- 
tion system. We have begun working on this systcn which, hopefully, 
would enable us to retrieve and use political information. As you can see 
by Tab A, we have not made the kind of progress we had hoped to and this 
information might be useful as the Republican National Committee staff is 


We have control over a budget at the RNC. At Tab B is the proposed 1971 
budget. You will note that this budget includes some dollars allocated for 
special purpose advertising. 


At the end of the 1970 campaign, we were asked to develop some thoughts 
on how we might prepare for 1972. At Tab C is our wrap-up. It is my 
opinion that although much of what is indicated in the memorandum could 
be done from the White House, as was done in 1970, much of what is in- 
cluded here should be done outside through the campaign structure. 

Mr. Finch asked me to assist him. in. developing some preliminary ideas 
for the 1972 campaign (see Tab D). It is my opinion that it is too early 
for us to "show the flag" outside, particularly since the President has 
indicated that we will not engage in political activities in 1971. On the 
other hand, I do think it is important that we begin working on certain 
functional areas that relate to the organization of the campaign i. e. , com- 
puter programming, the general Citizens for Nixon internal organizational 
structure, direct mail (see Tab E), etc. , that have long lead time problems. 


Our Administration has not made effective political use of the resources 
of the Federal Government, the RNC, the White House, and outside groups 
and corporations. In developing the structure for the campaign, proper 
use of these resources should be of primary concern at the outset of the 


April 14, 1971 

C O?;yiDaNTIAL. 



It has beea rcMjuastad that v^e detarmiae what use Presidents Eisenhower 
aad Johnaon and Vice Preaidant Humphrey made of resources available 
in the Federal Government for campaign purposes. 

1 have talked with General Schulz and Bill I'opkina relating particularly 
to the Siaenhower situation and Hopkins has given me some information 
relating to the Johnson and Humphrey situations, I am also going to talk 
to Tom Stephens who was Eisenhower's appointment secretary and -who is 
a reliable source. Can you be of any assistance in this matter? 

JSjM Chron 
uJSM Campaign General 






SUBJECT: Utilization of Govermiient Rasources by General Eisenhower, 
President Johnson, and Vice President Kun.phrey 

The folIo'..'ing is an interim rexDort on tlie use the arjove individuals 
rnai2e of government resources during their campaign for election in 
1956, 1934, and 1968 respectively. I have completed v;ork on General 
Kiseniiowe/;'s activities, but have not been able to got all the infor- 
mation no-jded for Johnson and Humphrey. 

General i.isenhov/er used Len Hall, Chairman of the PJiC, as his chief 
political adviser. All of the initial planning work, including things 
such as polling, research, and development of field organizations, was 
done through the PMC. K'o members of the Kiite House staff worked 
directly on this other than in an advisory capacity. The individuals 
on the Wnite House staff who were x^ai^ticularly concerned v;ere Sherman 
AdeuTis, Tom Stephens, the Appointment Secretary, and General Persons, 
v;ho v.'as head of Congressional Liaison. Bryce Harlow wrote most of the 
General's political speeches and Herbert Brownell, the Attorney 
General, and General Lucius Clay were also active in determining 
strategy for the campaign. 

During the actual canpaign no use was ii:ade of the Wiiite House or the 
Federal Goverrunent to specifically work on the campaign other than tlie 
normal support activities given General Eisen]iov;er through his position 
as President. 


Under Johnson it has boen indicated tliat he made considerable use of 
the V.'hite ;:ouse staff and individuals in the derjartmsuts to vrork on 
the campaign. At the present time, I have not been able to get any 
specific but, hopefully, will have more concise informa- 
tion in the near future. 

Before the convention, Humphrey used many people on his Vice Presiden- 
tial staff, as well as individuals v/ho were employed by the Cabinet 
Conunittees he was in charge of, to work specifically on the campaign. 
Many individuals remained on the governinant payroll after the conven- 
tion and continued to work exclusively on the campaign. As an example, 
the individual v.'ho headed up his veterans activity was employed by the 
Veterans Adininistration and remained with the VA throughout the cam- 
paign. Some use was also made of the research facilities at the Census 

We have also determined that Humphrey made very little use of the 
Democratic National Committee before the convention, but that the other 
Democratic candidates used the DNC extensively for printing and travel 
arrangements. Evidentially, in 1968 the DUG v/as very lax in this area. 

One reason v;hy both Johnson and Humphrey had an easier time than we 
vrould have in this situation is that the control of Congress v;as under 
tiie Democrats and my information is that it was difficult for the 
Republicans to make much of this issue on the Hill. On the other hand, 
if we used these resources in the same v/ay Johnson and Humphrey did, 
v/itli the control of the Congress in the liands of tlie Democrats, they 
could p.iJ'Ce this an issue. 

From a public relations standpoint, it would seem best to restrict the 
usG of government employees to: 

1. direct assistance for tl.e President, and 

2. to lielp develop strategy. 

They should not get involved in the day-to'-day campaign functions. 





°.c.:=oo^ May 17, 1971 





In approaching the problem of useful applications of the computer 
system, w^ have coinpilfd a comprehensive list of computer activi- 
ties being considered for 1972. {Exhibit 1) They are given in a 
rough order, from least to most political. 

The judgment decision might be to select tlie optimum point on 
this spactrum between "statesmanship" to "partisanship". Reason- 
ahiu criteria could be tliat we be v/illing to leave the softv;are 
in the system, even if the other side wins and that we could ade- 
quately defend our actions if something leaked out to the press. 
It is important to note that in some instances, buch as mailing lists, 
the names would be kept on a separate disk file, which could be 
stored outside the computer complex; the computer program vrauld 
serve only to render the information into mailing label form and 
to sort the names according to specified categories. 


Exhibit 1 

Potential Coii'pulor Applications for 19 72 
(Listed in order of increasing partisan charact^iris tics) 
(NOTE: Cost considerations have not been included in this prelininary list.) 

1. All public statements by the President 

2. Outcome of Administration proposals sent to Conyress 

-Text and suircnary, (from 1 above) 

-Action: jjassed, defeated, other 

-Major Congressional proponents and opponents (sec also G and 7 above) 

3. Summary of all Federal programs since 1/1/69 (primarily data fron 0MB) 

-Brief description 
-Buciyet or expenditure level 
-Responsible agency 
-Achievements since 1/1/69 
-Problem areas (if any) 

4. Grants and public v;orks projects initiated under this Adndnistratior. — 
by Congressional district 

5. Economic data by Congressional district of lov;er subdivision 

-Welfare recipients 
-Trends since 1/1/69 

6. Voting record of all CongressiTien, capable of being tabulated 

-by bill 

-by Congressman 

-as cor-oated to Adiiiinistration positions 

7. Congressional legislation introduced since 1/1/69 

-by author and s^onzor^ 

-by subject 

-for major '■.ontend':>rs - carry data back throughout career in Congress 

8. Federal prtronage by Congressional district 

9. Publir^hi^d p:.'.blic ooinion polls since 1/1/69, ijarticularly to indicate 
trends over tine 


10. Voting data for tlie past several elections by CongrL-risioiial district 
or lower subctivision . Prograin to determine straight party voting, 
ticket-splitting, turt- - -t . (RKC has this data) 

11. Demographic data by lo'.vest C.'e.-isus unit capable- of being coiupiled for 
Congri^;sional districts and states 

12. Voter reg i.stration inforr".ation by precinct, up to Congressional districts 
and stateri 

IJ. Software for simulated mapping of demographic data. Several types 
exist. one Is sho■.^)n as E.-:hibit 2. 

14." Major statem(=nt3 by opposition contenders 

-Must be selective to keep volame reasonable 

-Emphasize co-^jnents on pajor issues and key Administration initiatives 

15. Major editorial cominent since 1/1/69 on" this Administration 

16. Listing OL all office holders - Federal, state and local (to provide 
background data for campaign speakers as they tour the country) . Ideal 
data would include (v/here available) 

-party affiliation 

-v;hether running in 1972 

-major issues he is identified v.-ith 

-key contacts in Republican Party (where applicable) 

17. Key members of local, state and national Republican Party 

-biographical data 

-past loyalties 

-party offices held 

-current activities and attitudes 

IS. Program to generate address labels and coippile and sort lists of names 

-those v%ho have written to the President since 1/1/69 
-campaign contributors 
-ca7,it;a Lgn volunteers 
-special interest groups 


Exhibit 2 
(Refer to March 13 
in Exhibit 1) 

O - 74 - pt. 19-2 


June 14, 1971 


.»-lEf-:OR.V{DUM FOR: HR. H0Jn<2J 


Hera is Input from Bill Tijrrjons on Preston Mcirtin. I thlnX 
you should see hiu and plu^ this into your project. 

JSM Chron 
rast\ utilization of Resources 





June 3, 1971 




As you knovv, Preston Martin is head of the Federal 

Home Loan Bank Board. He is a California-Nixon 

Republican and is a little put out that nobody has 
sought his political advise. 

Apparently, he has given a great deal of thought to, 
and designed, a sound economical plan to use federal 
resources (projects, contracts, etc.) for advantage in 
1972. He has graphs, maps, flow charts, etc. to show 
how available money can be directed into the areas where 
it would do the most good. Very scientific, I'm told. 

While I have not talked to Preston, I think it would 
be valuable for you to chat with him about his plan. 


P.M.'s copy ]{'f^ 






May 12, 1971 

Exhibit 6 


Peter Millspaugh 

The organizational meeting was held Tuesday, May 11. At- 
tending were Peter Millspaugh (Political - White House), 
Bill Gifford (OMB - Schultz), John Nidecker (Congressional 
Liaison - White House), and David Lissy (State Department). 

Flemming introduced the concept and set out the group's spe- 
cific objectives. Familiarity with the assignment was developed 
by a general discussion. A consensus emerged that the range 
of federal resources must be inventoried and analyzed with per- 
haps the federal grants area broken out for priority treatment 
because of the immediate benefits and some budget cycle timing 
considerations. Additionally, the matter of a delivery system 
which would put these resources at our disposal on a timely 
basis was considered to be imperative. 

The following decisions were reached: 

1) Given our present feel for the job, the group was adequately 
representative as constituted, 

2) Each member would compile a list of patronage items to be 
turned over to Millspaugh within tw^o weeks. 

3) The next meeting is set for Wednesday, May 26, at 2:00 
p.m. The input will be analyzed, specific areas of respon- 
sibility assigned and priorities set. 





Jane 23, 1971 


Harry Flemming 
Peter tMillsoaugh 

Second meeting on resources v r held Tuesday, June 8, and 
attended by Flemming, Millspa.agh (W.H. - Political), Gifford 
(OMB - Schultz). Nidecker (W.H. Congressional Liaison). 
Lissy (State) and Mastrangelo (HEW). 

Inventory of patronage items submitted by members was dis- 
cussed. Decision was reached to concentrate initially on a 
program utilizing this Administration's Presidential appoin- 
tees. The basic objective of the program would be to carry 
the message of the President's good works out into the states, 
cities, towns and communities through these appointees as 
his ALinbassadors. Set up properly, it was felt we could 
greatly maximize the impact of this effort by some centralized 
control over timing, geographic and constituency concentration, 
issue selection, and speaker-to-audience match-ups. Elements 
required to set up such a program were analyzed and Millspaugh 
instructed to draw up a working outline, obtain a current listing 
of Presidential appointees, and develop some data on the public 
speaking presently associated with this group. 

A need for some research was acknowledged and ideas solic- 
ited. Millspaugh was to meet with Mr. Roehmer McPhee to 
discuss the 1956 White House campaign set-up and consider 
him for a possible addition to the present group. 

Flemining alerted the group to a separate study underway to 
develop recommendations for an arrangement tying OMB into 
the campaign. Participants are Millspaugh, Gifford (OMB - 
Schultz) and Horton (W.H. - Haldeman) and these recommenda- 
tions are to be integrated into one overall report. 

Date of the next meeting would be set by the Chairman. 



General Proposition : By virtue of the incumbency, what do 
we have that can be used, and how do we use it to re-elect 
the President? 

I. What do we have? (see materials). Is this enough for 
our purposes, or should we go Department by Department 
and dig out more specific types of patronage? If so, how 
shall we proceed? To what extent is it required that the 
campaign management team be aware of specific patronage 

n. What form should this be in to be of most use to campaign? 
Should we list by Department/Agency? By subject, etc. . . 
or maybe cut it a number of ways? 

Should we go one step further and atteinpt to organize it in 

categories more suited to direct campaign use, i. e. , along 

issue lines, geographically, candidate support, etc. ? How 
would we do this? Who would do? 

in. Could we also come up with separate project ideas developed 
around the use of the various types of patronage that would 
augment the campaign nicely? (Looking at our appointees 
for example, and the idea we discussed concerning an 
Ambassador's Club project to develop an elite corps of sales- 
men to go out and sell the President, ) What about a project 
aimed at incorporating the enormous public information 
apparatus at our disposal into various aspects of the cam- 
paign, etc. 7) 

IV, How do we approach the problem of our patronage delivery 
system? Two requirements for this system would seem to 
be: (1) deliver on one-shot, short notice requirements, and 
(2) insure ongoing regulation of outgoing patronage within 
guidance provided by campaign. Any other? What is best 
way to structure our systemi, i.e., charge each Department 
and Agency with gaining control of all of the Department's 
outgoing patronage, then centralize that control in the hands 
of one person who in turn becomes the contact point with 


Points for Discussion 
Page 2 

the campaign? Once established, how do we condition 
and discipline the system? What level should we deal 
at? How should the arrangements be made? Who 
should do? 



1) Jobs (full-time, part-time, retainers, consultantships, 

etc. ) 

2) Revenue 

Contracts (Federal Government as purchaser - GSA) 
Grants (do-good programs - EDA, Model Cities, NSF 

(research), etc.) 
Subsidies (needy industries - airlines, etc.) 
Bank Deposits (all Federal accounts) 

- Social Need Programs (direct benefit to citizen, i.e., 

Social Security, welfare, etc.) 

- Public Works Projects 

3) Execution of Federal Law (resides mainly in Department 

of Justice wliose interpretive power touches every vested 

4) Information and Public Relations Capacity (a professional (? 

public relations office in each department and agency con- 
stitutes an enormous public information apparatus). 

5) Travel (domestic transportation can be provided by law, 

foreign travel, international conferences, etc. are avail- 



A. Invitations (White House functions of all types) 

B. White House Tours 

C. Appointment with the President (Vice President and 

staff also) 

D. Addresses (Vice President and staff also) 

E. Visits (Vice President and staff also) 

F. Correspondence (Vice President, staff; includes direct 

mailings recognizing accomplishments, graduations, 

G. Phone Calls ( Vice President and staff also) 

H. Endorsements (Presidential or White House generally for 
events, happenings, organizations, etc.) 

I. Memorabilia and Autographed Photos (includes pens, golf 
balls, tie clasps, etc. ) 

J. Positions or Assignments (occasional full-time positions, 

summer internships, special White House assignments 
or missions) 

K. Awards (Presidential, Vice Presidential and White House) 

L. Doors Opened (accessibility to Federal officials in depart- 
ments and agencies) 

M. Christmas Cards (and gifts) 



Farmer (upper and middle class) 

subsidies $ 4. Billion 

Oil (depletion allowance) 1. 5 " 

Airlines and Users 

(subsidies) 1.2 " 

Railroad and Shipping Firms 

(subsidies) 1.0 " 

Trucking Firms and Motorists 

(subsidies) 5.0 " 

Construction (private housing) 2.0 " 

Suburbanites (interest write-off 
on taxes) 

Veterans (benefits generally) 

* Source: 

To the Victor, Random House, 1971. 




October 26, 1971 






Sixty-one Southern blacks assembled in Atlanta October 20 in a 
meeting organized by Bob Brown. Most of them had been recommended 
by their state chairmen, though not all were Republicans. 

Representatives of federal agencies talked to them about Adminis- 
tration achievements for minorities. I spoke to them about the 
overall accomplishments of the Administration. 

Several things struck me about the meeting: 

1. There was unanimity in support- of the^ President, and 
the feeling that blacks are being "used" by the Democrats. 

2. There was much complaint that bureaucratic-level jobs 
remain in the hands of Democratic holdovers, and they continue to 
get credit for achievements as well as spreading negatives. We 
need to identify and place our own blacks in these jobs. 

3. Grant recipients are by and large Democrat-oriented 
groups, said the conferees. I have already been in touch with 
Phil Sanchez and some Southern black leaders about channeling money 
to groups whose loaylties lie elsewhere. I have also delayed the 
promotion of the Southeastern OEO man to the #3 spot in OEO until he 
demonstrates proof-positive that he is rechanneling money from 
Democrats to RN blacks. 

S(i 1 4 

4. Tho I'oiK'onsus that I lio Ai^m u\\st i .d i oi^ has invh^vl 
done more Cor nnnovitios than the Oowooiats, Vn>t that Ropubt ioaiis-- 
ospoov>^lly on tho loc^nl lovel--are not conmmnioating with blaoVs. 
More moct'nys, such as the Atlanta sossion, wore svujcjostod, and 
Bob Brown's office is doing this. Four such sessions have boen 
hold at tho \>niitG House. Bob has also brought tov^othor top 
Avlministration blaoks to plan strategy through the Oonunittoo to 
Re-elect the President. The conferees also stressed the need for 

a roore energetic organir.ational effort among blacks (1 believe that 
the group assembled" in Atlanta eould t\n m a base for a Southwide 
organizing effort) . 

5. There was much discussion over tho fact that Bob Brown 
("Our representative in the \>fliito House") needs to have more 

visibility as an integral member of the White House staff. 1 
concur in this. 

6. Dan Kingsley has agreed to put 20 Southern KN blacVs on 
honorary cvxnmittees as soon as possible. 

7. The conferees took action to place two of their number 
from each state on a conxmittee to work for the re-election of RN. 

This was an extremely valuable meeting. Incidently, each person 
present received a presidential trinket. I am attaching a list of 
those who attended. 


I furry S. I)cii( 

(nria) iina.iiBBO (H,,i,l 7<ta ohao 

Mr . .I.Kn.'tJ Il.xni \ f on 

I'ooiri rj-JOB 

ri<w .'ionate Officr; Hu i M i nq 

W.);ihiirirjton, D.C. 

U' Mr. Hamilton: 

i; appreciate th»,- opportunity if; o'jm;ri<:nt. for t.hf: record 
on a purported morno roqarding -i moctlny f ^it.t-.r.ndftd In At;l/inta 
on October 20, 1971. 

Not having any more th<jn your recitation on the phone of 
a portion of a memo 1 allegedly wrote limit« my capacity to 
respond on an ovent three yo/irri old. 

I ittending -i i" < ' ■ r, ( oT more than 100 Black* 

ari') li their very v.- iff-u's complaints about what 

they 'i' ,. , i;, the one-si i.'l'-'J poiii.ical operation of the 

Office ot Kconomic Opportunity In favor of Black Dcmocratrj 
and particularly thoBo of radical and revolutionary airriH. 
I was told repeatedly there and In man/ prevlouH communlcatlonB 
that it was vlrt.ually impoBsfble for any Rlack or underprivileged 
person of a non-partisan, nepubJlcan, or jjro-rMxon Btance to get 
any consideration by the OKO l/ijr'-.D'.r -icy . These people were 
demanding fairness and bal-u ' all underprivileged could 

share on an equal basis in ' ; of the ORO programs. 

They said that it was ludif.r 'his Administration would 
continue to permit the bureaucijoy^^perate OKO in such a 
discrimnatory and radical-oriented fashion. 

They told of OKO community action programs being used to 
have Black voters haulfed to the polls to vote Democratic. They 
told of many abuses In the use of OEO funds such as ponnihly 
purchasing weapons for use in advancing revolutionary : 

Phil Sanchez can attest that Harry Dent nev ' . i m 

or anyone under his command to do anything. I o i 'he 

many complaints I had received for appropriate '- n 
and/or action. 

In that Atlanta meeting I met many Blacks v/ 
partisan. Democrat, and Republican. One of the jy ,. . ,o: , \ 
met was subsequently recommended by me to be Southeastern Regional 
Director of OEO because I became convinced he would be fair to 
all. His predecessor was promoted to rM)rnh<--r three po^iition in 



Harry S. Dent 

P. O. DRAW^ER 11628 
COLITMBIA, S. C. 29211 
(803) 252. 9550 



(202) 785.BS90 

Washington, and I went along with the promotion when my 
advice was sought on this political position. 

So, what I sought was to insure not only equality of 
opportunity and fairness, but also to pass on to OEO officials 
all examples of abuse and waste in the OEO programs. Had I 
been seeking only to channel OEO funds to Republicans I would 
never have recommended Sonny Walker, a Democrat, to be Regional 

I suggest you contact Sonny Walker for verification of all 
this and ask if he ever got any orders from Harry Dent before 
you reach any conclusions on this matter. 

Sincerely , 

Harry S. Dent 





Spanish spealcing voters represent potential sv/ir.g votes in five 
key states - California, Texas, New York, Illinois and New- 
Jersey. While this vote has been heavily Democratic in the past, 
the President has a particularly good opportunity to enlarge his 
share of this vote in 1972. His record on issues of interest to the 
Spanish speaking is acceptable, he has paid an unusual amount of 
attention to the group through appointments and grants, and signifi- 
cantly the group is dissatisfied with the attention tne Democratic 
party has been giving them. 

The goal of the Spanish speaking organizations at 1701 and the White 
House is to exploit this opportunity with an action program concen- 
trated in the key states and designed to publicize the President's 
concern for the Spanish speaking and the action he has taken on this 

The following sections outline how this is to be done: 

I. Background on the Spanish Speakini; Community. This 

section describes the group and draws conclusions around 
which we can build the campaign strategy. 

n. Canipaijn Strategy. This section outlines the general 

strategy v, e expect to use and the specific campaign tools 
we are planning for use in iniplementing the strategy. 

III. Camp.- i.i 'i n Orc^- nization. This section describes the 
organization at cainpaiL'n headquarters, in the field, and 
at the White House which will be responsible for imple- 
menting this plan. 

IV. Tabs A to P: Actio p. Stops. These tabs outline specific 
action steps necessary to activate our campaign strategy. 


V. Appendicies A to G. The appendicies contain descriptions 

of the campaign organizations as well as miscellaneous 
background data keyed to the points in the text. 



There are 10. 6 million Spanish speakinr individuals in the United 
States according to the 1970 census. Of this figure, 5. 6 million are 
of voting age. Thus, the Spanish speaking represent about 5. 6% of 
the U. S. population and about 4. 2% of the U. S. population of voting 
age. This population breaks into four niajor subgroups of which the 
Mexican American segment is the most significant: 

Total Over 18 Years 

Mexican American 



Puerto Rican 




. 7 


Other (75% Mexican 

2. 1 





5. 6 MM 

The Spanish speaking population is concentrated in only a handful of 
the fifty states. About 90% of the total live in the following nine states: 


New York 
New Mexico 
New Jersey 


"Puerto Ric^n only. 

Further t"nor^, t' i- pup-- ' --.; io;- is lariie enoi:^;i to aff'.-^-t t'r.c clcrtion 
outco:-;-ie in all of these states. Tlie table belovs- comiparos t'r.^ nunibei 
of Spanish speaking \oters over IS -v.ith tiie \°o6 election outcome 
in the nine states. 



llWVVllliJ Hi 



SS as 




% of Total 





17. 3 


754,8 19 





2, 137,48 1 



08 1,527 



7. 9 


PR ••:= 

45 1,382 






245. 117 



3. 2 

195, 196 


360, 08^ 

20. 3 








4. 3 

70, 122 


9, 29o, 220 

S7.7 % 



18 O- 74 -pt. 19 - 3 




o. SS 18 

or Democrat 



nd Over 





, 107,895 






,08 1,527 




New York 








2 10, 10 



New Mexico 

254, 117 





195, 196 





202, 176 






74, 17 1 


60,8 13., 

New Jersey 


61,26 1 


262, 187. 

Of these states the President should carry Arizona, Colorado and 
Florida safely without heavy reliance on the Spanish speaking. How- 
ever, within six states - the key states of California, Texas, New 
York, Illinois and New Jersey (175 electoral votes) and the non-key 
state. New Mexico (4 electoral votes) - the Spanish speaking vote 
can easily determine the outcome of the election. This is particularly 
true in California and Texas where 11% swing and a 3. 5% swing res- 
pectively would have changed the 1968 results (assuming all other 
things equal and a 50% Spanish speaking turnout). 

Moreover, within these six states, the large majority of the Spanish 
speaking voters are concentrated in just 44 counties. This population 
of 6,193,797 represents 58% of the total United States Spanish speaking 
population. It represents higher percentages of the population in each 
of the five key states: in California 2. 74 million or 79% of the Spanish 
speaking live in 17 counties; in Texas 1. 36 million or 64% live in 10 
counties; in New York 1. 37 million or 94% live in 7 counties; in New 
Jersey 243, 000 or 78% live in 6 counties; in Illinois 286, 000 or 78% 
live in CookCounty; in addition 194,000 or 45% live in 3 New Mexico 
counties. See Appendix A for a more detailed breakdown. 

While we do not have accurate tisi'iros on the Spanish speaking \-oting 
patterns, the Institute of American Research claims that the Mexican 
American v^^te has gone as ioUovvs since I960: in 1960, 85% JFK vs. 
15% RN; in 19o4. QO'^a LCJ ^s. 10"-, Goklv.ater: in l?-..^, ST":,- HHII, 10% 
RN; Z'lo Wallace, 1% Otht-rs. As for the other groups, our New York 


sources estimate that the President received 20% of the Puerto Rican 
vote in 1968; and our Florida sources tell us that about 75% of the Dade 
County Cuban vote vv-ent to the President in 1968. 

Beyond this information on the location and importance of the Spanish 
speaking vote, certain generalizations can be made about the 
Spanish speaking population: (a) they generally have lower incomes 
than the Anglos, but higher than Blacks; (b) they are mostly Catholic; 
(c) they are strongly family oriented; (d) their culture is markedly 
different in many respects from mainstream U. S. culture; (e) they 
are less well educated than the average Anglo; (f) they are immature 
politically as shown by the presence of many waring factions within 
each subgroup; (g) they are often distrustful of their own leaders; 
(h) they have not participated significantly in the political process in 
most areas of the United States, principally because of the language 
barrier and the resulting income levels; and (i) they feel that neither 
party takes their problems to heart and provides them with the attention 
and assistance they need (See Appendix B). Beyond these generalizations, 
each subgroup has characteristics of its own which are significant to 
the campaign strategy. 


As previously mentioned, Mexican Americans number at least seven 
million (7, 000, 000), eighty percent of whom live in the Southwest and 
Far West. They will be a key determinant of the 1972 outcome in 
California, Texas, Illinois, and New Mexico - states representing 
101 electoral votes. 

In both Texas and California the number of Mexican Americans exceeds 
the number of Blacks, yet as a political force, they have been ignored 
until recently. However, in 1^70 they v/ere instrumental in both 
Yarborough's primary doieat wiien Bentsen strongly culti\ ated tliem, 
and in Murphy's general election defeat after he v/as branded as being 
pro producer. Tliis votin;: power v.iU become greater as the l'^70 
Voting Rights Act's elimination of literacy requireinents for voting has 
its full impact. 


It is important to note that Mexican Americans differ along class 
lines. Three distinct classes are discernible - the Spanish speaking 
middle class, the urban poor, and the migrant worker. The Spanish 
speaking middle class and the urban poor are the great majority 
of the probable voters and thus become the target groups for the 
canapaign effort. The Spanish speaking middle class can generally 
be described as those who have successfully crossed the language 
barrier and have won reasonably secure places in the economy as 
blue and white collar workers, professionals, and goverr.m^ent workers. 
This group represents 30 to 40% of the Mexican American vote. The 
urban poor (about 60%) are those who are not yet securely tied into 
the economy. They generally suffer from high uneniployment rates 
and high job turnover, have language difficulties and remain distinct 
and apart from the mainstream United States culture. 

We do not yet have satisfactory polling information to show us the 
similarities and differences between these two classes on key issues. 
(This information will be available about May 15 - see Tab A for 
information on the survey. ) Hov/ever, we speculate at this time that 
the issues concerning them are as follows: 

Spanish Speaking 
Middle Class Issues 

Spanish Speaking 
Urban Poor Issues 

economic development 
bilingual education 
higher education 
job improvement progranns 
senior citizen progranns 

(non- institutional) 
law and order 

bilingual education 

job training programs 




police brutality 

While the President's programs do not fulfill all the needs nor 
abreviate all the concerns of tlie^o two groups, his record relative to 
previous adniinistrations is a good one. (See Tab B for details. ) 
The highligiits of t!ie record are as follows: 

(a! E-tahli-' .■:! ••.- C.^h 
the Spanish Speakir.i 


ittoe on for 


(b) Initiated a Sixteen Point Program shaped to meet Spanish 
speaking needs rather than using programs designed for 

(c) Made many high level appointments (See Appendix L). 

(d) Initiated economic development programs through OEO, 

(e) Began work on the bilingual education problem. 

This vote is traditionally Democratic; and it went strongly against 
the President in 1968. And since then, there has not been a noticeable 
swing toward the President in spite of his record. However, a force- 
ful campaign combined with the fact that some GOP candidates do 
well with this vote (25% to Tower in 1966) gives us reason to feel that 
the President can niake inroads into this vote this year. 


There are about 1. 7 million Puerto Ricans in the United States. Ninety 
(90%) percent of this number is concentrated in the urban centers of 
New York, New Jersey, Pennsylvania and Connecticut. Others live 
in Florida, California, Illinois, and Texas, but the numbers are not 
significant. We are concerned about the Puerto Rican vote in the two 
states particularly important to the national campaign - New York 
(1, 45 5, 941 eligible Puerto Rican voters) and New Jersey (Z44, 422 
eligible voters). 

Like the Mexican Americans, the Puerto Ricans break into two classes 
the Spanish speaking middle class (about 30%) and the urban poor (about 
70%). We surmise at this time that the main concerns of these two 
classes are much the same as those of the Mexican Americans. 

With this group the President's record is less strong. High level 
appointments ha\ e not been made in great numbers, and the uneni- 
ployment rate since l'?b9 has been particularly tough on them. The 
New York Times recently estiniated thai ^ne half of the Puerto Ricans 
in Nov.- Yorl- ai'o on ■. c ;:\i re. T:.<' Piicrlo Ricans u=u._l!;v „ oto !:.. „-. ilv 


Democratic (6% for Buckley in 1970, 20% for the President in 
1968), although some Republicans do well in this community. 
(Rockefeller got 36% of the 1970 vote. ) With Rockefeller as the 
Re-electicn Chairman in New York, we hope to benefit from his 
popularity and expertise in this community. 


There are an estimated 650, 000 Cubans in the United States. The 
largest concentration is in Florida - about 400,000 with 300,000 
living in Dade County alone. Others are in California (100,000) and 
in Texas (15, 000). 

Most Cubans have come into the country since 1959 to escape from 
Castro. Because they are recent arrivals and many hope to return 
to Cuba, relatively f'»w Cubans have become citizens and are thus 
eligible to vote. About 70, 000 of the 650, 000 will be eligible in 
1972. The Cubans then are not a significant voting block in any 
state except Florida. And in Florida where there v/ill be about 
45, 000 qualified Cuban voters, they will not be a key to the President 
winning the state. In fact, the President has done well with this 
block in the past - he received some 75% of the eligible voters in 
Dade County in 1968. With work, we expect to do as well in 1972. 


While we have yet to complete our research on the demographic 
descriptions, the issues of major concern, and the complete achieve- 
ment record of the Nixon Administration for the Spanish speaking 
community, we can reach several broad conclusions which can serve 
as the basis of the Spanish speaking campaign strategy. 

(1) Spanish speaking voters are a significant voting block in six 
states - five of which are key states. 

(2) Within these fi'. e key states, the Spanish speaking are concen- 
trated in 41 counties. 

(3) The Sp^niih. spr^Iiiia are a cor.^p.-.ii'iif v -n'lrt froiix t!^*:" -'^ ■!:-..- ■ :■ 
United States culture. They v.ant %ory much to Sjelone, hut i!-..-v 
are most conscious of the fact tliat they are treated diu'cixMii.iv 


from other white populations. This sets tlie tone of general 
dissatisfaction found in many quarters of the community today. 

(4) The Spanish speaking community is highly segmented; it 
divides into three major subgroups - Mexican Anierican, 
Puerto Rican and Cuban; within the Mexican American and 
Puerto Rican groups there is further seginenfcation along 
income or class lines. 

(5) The Spanish speaking have voted heavily Democratic in the 
past, but they are disillusioned with attention they have been 
recei\dng fronn the Democrats. 

(6) The President has an acceptable record on issues of interest 
to this group; and it is better than any previous President's. 

(7) Yet the President's record is not widely known nor has it yet 
generated a major sv/ing tov/ard him. 

(8) The Spanish speaking middle class segment of the community 
is more in tune with the President's philosophy than is the 
urban poor segment. 

(9) "The Spanish speaking are just becoming politically aware and 

should react to attention. 

(10) The Spanish speaking feel that the Blacks have been given more 
favorable attention than they have received. 

(11) The community leadership is factionized and the people do not 
necessarily have confidence in their own leaders. 

In summary, the Spanish speal;ini^ comaiur.ity is strategically located; 
and although it has voted mainly for the Democrats in the past, the 
President has an opportunity to increase his support from t!ns group 
in 1972. 



The goal of the 1972 campaign for the Spanish speaking vote is 
straight forward - to swing to the President those Spanish speaking 
votes necessary to win those key states where this vote is a factor. 
The basic approach for achie^dng this goal is also straight forward - 
to publicize the President's concern for this group and his record in 
taking action on this concern. 


Based on the conclusions in the previous section, our strategy to 
implement the campaign approach is as follows: 

(1) Concentrate our cannpaign efforts in the key states and in 
the key counties within each of these states. 

(2) Pitch the field organizations effort to persuading and getting 
out the Spanish speaking middle class vote; but attempt to 
appeal to all segments of the voter group in the media and public 
relations aspect of the campaign. 

(3) Use all possible means to publicize the President's record in 
the Spanish speaking community. This publicity \^ill emphasize 
that the President understands the group's special problem^s and 
that he cares that these problems be addressed. Use appoint- 
ment record to show that group members fit into the President's 
team and are needed. 

(4) Study the attitudes of each segment of the community so that 
the specific canipaign appeals for each segment are in language 
and about is dues whicr. each relates to. 

(5) Stress voting for the President, not the GOP. Don't put issues 
in traditional party terms. 

(6) Conduct an active grass roots camoaign. Wide \oter contacts 
through;e^lu'; ' v ■-.r;-.' r s ,-.:•..:! ;)i;..t uroap n\i-t-.^Jn; r s on bcii^If 
of the President can lielp break doun the prodilectior. to vote 


(7) Use a broad spectrum of Spanish speaking leaders and 
heros as representatives to the community so that the 
President is not seen as taking sides in Spanish speaking 
leadership disputes. 


We have several tools at our disposal to implement these strategy 
points. Each tool will be shaped and used according to the dema.nds 
of the strategy; basically they are as follows: 

(1) Flesh out the President's positions on issues where ever 
possible in a way that is attractive to the various Spanish 
speaking subgroups. 

(2) Use the incunabancy to the greatest extent possible to stroke 
this comnaunity over the next several months through appoint- 
ments, grants, program development, accelerated prograin 
implementation, and publicity of the President's record through 
the departments and agencies. 

(3) Publicize the President's record and his concern for the 

■ Spanish speaking through all avenues - making use of national, 
local and Spanish speaking T\', radio and press. Other media 
will be a handout brochure oriented to the Spanish speaking 
and the CCSS newsletter to opinion leaders. The tools used 
to generate this publicity will be: 

(a) Presidential and First Family events focused on the 
Spanish speaking. 

(b) Endorsements from well known individuals and groups. 

(c) Speeches to the Spanish, speaking praising the President 
by both Spanish speaking and non-Spanish speaking adniin- 
istration ofiicials. 

(d) Press Ijri.- lings oa Li.e i^ resirle nt ' s record. 


(e) Convention activities invoUdng the Spanish speaking 
delegates and their support for the President. 

(f) Development of appropriate advertising aimed at the 

Spanish speaking voter. 

(g) Organization of a press effort at the White House to 
manage the Spanish speaking publicity campaign. 

(4) Organise a strong field effort to reach the individual Spanisli 

speaking voter on the personal level. The tools we v/ill use to 
do this are: 

(a) Organization of an effort to obtain a 1, 000, 000 signature 
petition endorsing the President's record. 

(b)' Direct mail programs designed to address issues of concern 
and to generate local volunteers. 

(c) A bilingual telephone program in key counties to persuade 
and to get out the vote. 

. (d) Strong local advance work to turn the community out to 
hear pro-Administration speakers. 

(e) Brochure and bumper sticker distribution in key precincts 
within key counties. 

The action steps necessary to implement each of the above tools are 
described in Section IV, Tabs A to P. The next section describes 
the organization that will be required to implement this strategy and 
these plans. 



Four major organizational entities v/ill work together to implejnent 
the campaign strategy: 

The campaign staff for the national, state and county levels. 

The White House Spanish Speaking Constituent Group Task 

The Spanish Speaking Citizens for the Re-election of the 
President Committees at the national, state and county 

The Cabinet Committee for Opportunities for Spanish 

Each group has complimentary responsibilities and their activities 
will be coordinated by Fred Malek. The summary purpose and 
responsibilities of each group are as follows: 

(1) The purpose of the campaign staff is to manage the cannpaign 
effort. This role includes the responsibility for developing the 
campaign plan; for organizing the Spanish speaking cam.paign teams 

at the state and county levels in conjunction with Nixon State Campaign 
Directors; for directing the Spanish speaking campaign at the national 
level including developnnent of advertising, direct mail, and campaign 
brochures; and for seeing that the campaign plan is iniplemented at 
the state and local levels. 

To carry out this responsibility will require two Mexican American 
field men, one Puerto R.ican field man and three secretaries for 
clerical support. See Appendix C for a full description of this 

(2) The purpose of the White House Spanish Speaking Constituent 
Group Task ^orce is lo mobili/e t/ie resorrccs of the Executive 
Branch in support of th--^ c - r-t-ior-ic -i efforf. T!v.s tisk force is r-s- 
ponsible for hielping posiiion tlie President properly on isfues of 
interest to the Spanish .spcihing, fo r obtaining Spanish, speaking per- 
sonnel appointments, grants and prograni initiati\-es ; for planning 
ard staginu publicity e'.cr'^, for u^in^ tho po\ i-;" '--o \V;■.^l,• j:. >:.-.- 


and the Departments to publicize the President and his record in 
the Spanish speaking community, to arrange for and schedule 
Administration spokesmen, and to research the President's record. 

This groiip will be headed up by Bill Marumoto who will in addition 
concentrate on public relations activities. Carlos Conde headd up 
the media publicity effort, provides the technical expertise to obtain 
press and media coverage, and is the writer for trie Task I'orce. 
Tony Rodriquez will schedule our Spanish speaking appointees (working 
through the 1701 and appropriate state speakers bureaus)as well as providi 
qualified Spanish speaking candidates for Adininis tration appointnient 
opportunities. (See Appendix D) 

(3) The purpose of the Spanish Speaking Citizens for the Re-election 
of the President is to develop grass roots support for the President. 
It will work with the Spanish Speaking Campaign Director in his effort 
to assist the State Campaign Directors in organizing state and county 
Spanish Speaking Citizens Groups, to obtain endorsements from indi- 
viduals and organizations, and in generating volunteers to assist in 
the campaign at the local level. (See Appendix E) 

(4) The Cabinet Comrptittee for Opportunities for Spanish Speaking 
will provide research and staff support to the White Flouse Task 
Force for all phases of the campaign effort. In addition, its Chair- 
man, Henry Ramirez, should be a powerful recruiter of Spanish 
speaking support. (See Appendix F) 

























A study is now being conducted in prime Spanish speaking areas 
by the Cabinet Conimittee on Spanish Speaking. It is an in-depth 
opinion survey of the Mexican American and Puerto Rican sub- 
groups in California, Texas, Illinois and New York. 

.The study, to be completed by May 31st, will allow us to define 
key issues, position ourselves on them, and discuss these issues 
in appropriate terms in the campaign. Alex Arniendariz will be 
responsible for analyzing the results, and working thein into the 
campaign strategy by June 15th. 



The President has a creditable record on issues and programs of 
interest to the Spanish speaking. A survey of the activities affect- 
ing the Spanish speaking in ail Federal agencies since January 1969 
is now being conducted, with the purpose of defining this record as 
specifically as possible. 

Carlos Conde and Henry RanHiirez have had the responsibility for 
developing a prelinninary report. This is now complete and is 
attached. After further research, to be completed by April 15, 
.this record will serve as the basis for the various persuasion efforts 
in the campaign - the brochure, speech material and publicity 
events ideas. The detailed record, when compared with the survey 
of issues in the Spanish speaking cominunity, will also point up 
areas to be supplemented by appointments, grants or program 

Bill Marumoto, Henry Ramirez and Alex Armendaris will be 
responsible for analyzing the record and developing recommendations 
for ways of supplementing it by May 1. 



President Nixon initiated the "l6-point" ^.rogrann in November, 1970 
to bring more Spanish Surnanied Americans into Federal service. One of 
the objectives of the program v/as to place Spap.ish Spealang puopie in ke/ 
policy- rnalung positions. This program has become tlie cornerstone of 
the Nixon commitment to the Spanish Speaking people. To date, the 
President has iTiade 26 top-level appointments, the best achievement in 
the history of the Republic and a record v/hich no previous adininistration 
can even begin to approach. The previous administration made six major 
appointm.ents but none in a inajor domestic agency with direct effects on 
the Spardsh Speaking. Between May, 1970 and May, 1971 Spanish Spealdng 
Federal employmsnt increased by 1,571, the largest gain of any minority 
group. He is the first President to have a Spanish Speaking member on 
his White House Staff. 

The President created the Cabinet Committee on Opportunities for 
Spanish Speaking People and enacted legislation that made it a permanent 

In the program area, some of the highlights of the Nixon administration 

The budget for bilingual ..ducation rose to 535 million in 1972 

and $-11 million has been proposed for Fiscal 1973. ApproxiiTiately 75 percer 


The Office of Civil Rights in HEV/ issued a policy statement 

stating that sc'^ool districts that receive Federal funds must assure equal 
education opportunity for Spanish Speaking pupils. 

Established in July, 1970 the Office of the Special Assistant 

on Health Needs of Spanish Surnamed Americans. 

Funded Drvig Abuse programs in four southwest cities with 

predominately Spanish Speaking population. 

Spanish surnained Americans form significant percentages of 

the population of Z7 naodel cities neighborhoods in the country. 

The Community Relations Department of the Department of 

Justice increased its efforts on behalf of Spanish Speaking from 2 percent 
in early 1969 to approximately Id percent in July, 1972. 

Total OEO obligations for programs impacting on the Spanish 

Speaking poor v/ere $277 million in Fiscal year 19 70 and $292 million in 
Fiscal year 1971. $294 m.illion of the funds requests for Fiscal year 1972 
will reach this target group. 

In Texas, Spanish Speaidng communities received 67 OEO grants 

totaling $16.6 million, or 23 percent of the total. 

President Kixon created the Off^'^e of Mmority Enterprise which 

has direct impact on the Spamsh Speaking economic develop.T:ien'i.. The 
President created $40 inillioa in supplemental appropriations in October, 

32-818 O - 74 - pt. 


The dollar amounts of grants and contracts awarded to Spanish 

surnamed groups by tb.e Economic Dcvelopinent Association increased from 
$196,000 in 1968 to $514,000 in 1971, an increase of 38 percent. 

The Small Business Administration made over Z,500 loans 

totaling nearly 3S8 million in Fiscal year 1971 to Spanish Speaking 
businesses- -an increase of nearly 50 percent in nunnber and 60 percent 
in dollar amounts over the previous year. 

OMBE is in the process of establishing 21 field representatives 

in cities having substantial minority population. A significant number will 
be Spanish Spealang. 

SBA's 8A procurement program, the "set-aside" program for 

minorities and other disadvantaged groups total-id $66.1 million, 10 percent 
of which is clearly identified as being purchased from firms ov/ned by 
Spanish SpeaHng individuals. 

The food stamp program has increased from 2. 8 inillion people 

in January, 1969 to 11 million at the present time. 

The number of children with free or reduced price lunches has 

increased from, three million, when Nixon became President to S. 1 million 
for the current year. 

Participation of Spanish surnamed Americans in Labor Departnient programs increased by 53 percent over the past two years. The 
largest ^ain ir. the ^.\ ighborhuod Youth. Corps out- of- sc'^.ocl program, 


The Administration issued $20.2 million for "Tht; Last Yellow 

Bus", a ccTiif-rchensive Migrant Manpower program. 

In 1973, the total Federal civil rights budget will -Imost 

triple the IS'o'j exponditures--0. 9 million to $2.6 billion. 



A thorough assessinent of the opposition cainp will be made and 
frequently xipdated. This effort will include monitoring the opposi- 
tion's Spa.nish speaking communications, materials and positions 
on issues. 

This research will allow us to do three things: 

(1) Calculate the probable effectiveness of the Democrats campaign 
pitch on the Spanish speaking vote. 

(2) Develop counter measures as appropriate. 

(3) Recruit disenchanted Democratic campaign workers 
at the national, state and local levels. 

Everyone involved in the Spanish speaking campaign will be responsible 
for gathering intelligence data. Alex Armcndariz will pull the data to- 
gether, analyze it and develop action steps based on it. He will include 
the intelligence reporting requirements in the field instructions develop- 
ed for the state and local field organization. This assessment will be 
connpleted within two weeks after the close of the Democratic Convention. 



Alex Arnicndariz will analyze the data developed by the survey of 
the Spanisli speaking (Tab A), by the research effort on the President' 
record (Tab B) and by the opposition research effort (Tab C), and 
adjust the canipaign strategy and action approach as appropriate. 
This v/ill be complete by July 15. 



The Spanish speaking constituent group is allocated eight Presidential . 
events and eight First Family events between now and the convention 
to help publicize the President's interest in the community. These 
events will be one of the major a\-enues to generate publicity and 
must be carefully used to achieve the greatest inipact. Bill Marumoto 
is responsible for developing recoinmendations by April 15. These 
are attached. 

Alex Armendariz will clear these plans with the Campaign Directors 
in those states in which the events are staged. 






April 5, 1972 





SUBJECT: President's Participation in 

Spanish Speaking Activities 

Pursuant to our recent conversation on the above, I am submitting 
for your reviev/ some ideas that have been developed jointly by 
Henry Ranmirez, Alex Arnnendariz, Tony Rodriguez, Carlos Conde 
and myself. 

Spanish speaking Americans are generally characterized by a 
strong family structure, deep religious ties, interest in the arts 
and humanities, a rather conservative political outlook, an 
ethnic pride, a love for sports and a strong sense of cultural 
identity. In recotnmendLng the President's and members of the 
First Family's appearances before the Spanish Speaking commun- 
ities, these factors v.-ere taken into consideration. In addition, 
what has been identified as the four key states in the forthcoming 
election. New York, California, Texas and Illinois were given top 
priority for their proposed visits. 

Attachment "A" illustrates proposed visits to the four states by 
the President and proposed Oval Office meetings and/or White 
House activities. The State visits are programined on a monthly 
basis through Xoveoiber. 

It is strongly recomm.ended that anytime the President is involved 
with a Spanish speaking activity, he include in his entourage and/or 
meeting, one or two of his Spanish speaking appointees. Attachment 
"B" lists theni by name, title, department, grade, date appointed 
and political affiliation. It would, of course, be most appropriate 
that v/'r.en he goes to a specific city, an appointee froai that 



The pi-oposal La California suggests four activities in four key 

1. April: Announcement from Western WTiite House of $3 million 
grant from Bi-lingual/Bi-cultural U. S. O. E. funds for a 
Spanish version of Sesam.e Street. Participates would include 
the U.S. Commissioner of Education; Director of the project 
and Board of Directors of the project which is comprised of 

a number of well-known 55 entertainers; i. e. , Vicki Carr, 
Anthony Quinn, Ricardo Montalban, etc. ' - 

2. May 5: Cinco de Mayo drop-in on the festivities 

in San Diego. This is one of the two big holidays for the 
Mexican American community. It is our understanding that the 
Mexican American comnnunity in San Diego has one of the 
biggest celebrations of its kind. 

3. August: Participate in a $100 fund-raising black tie dinner at 
the Century Plaza Hotel sponsored by the National Hispanic 
Finance Committee of the Citizens Committee for the Re- Election 
of the President. It would be the first of its kind in the SS com- 
munity and it's anticipated they would have a turnout of 1, 000 plus. 

4. September: Golf with Lee Trevino, Bob Hope and David 
Eisenhower in Palm Springs or the Los Angeles Country Club. 
Trevino is the biggest sports hero in the Mexican Amterican 
comnnunity and is highly respected and idolized. He is presently 
serving on the President's Commission on Physical Fitness and 


One visit to the Latin community in Chicago is proposed for Illinois . 
The second biggest holiday in the Mexicr.n Ainerican community is 
Diez y seis de Septiembrc (loth of Septemaer), Chicago reportedly 
has one of the biggest celebrations in honor of this dav. 


New York 

A Drop- In to an economic development prograna of the Puerto Rican 
Forum is recommended where they would have a number of people 
working. This is the largest and oldest of the national Puerto Rican 
organizations and v/here Louis Nunez, the nev/ly appointed deputy 
staff director of the U. S. Civil Rights Commission v/as executive 
director. They receive federal funding of about $750,000 fronn the 
Administration for their programs. 


Two visits to the Texas Mexican American comnaunity is being 
recommended. They are as follows: 

1. League of United Latin American Citizens (LULAC) National 
Convention in Beaumont on June 29. This is the oldest and 
largest of the three national Mexican American organizations. 
They are considered a moderate, conservative group. We 
have been working very closely with this group during the past 
year or more. 

2. October: Church Drop-In Corpus Christi. The Holy Family 
Church is the largest Catholic church in the city. Activities 
here are covered state-wide by the news media. 

White House and other Washington, P. C. Events 

Five activities are suggested that are Washington-based which should 
generate considerable political impact ixi the Spanish speaking 
community. They are as follows: 

April: Brown caucus nneeting of Republican Congressm.en with large 
Spanish spsaking constituencies to discuss Administration's accom- 
plishments in the 55 arena. Fact Sheet on accomplishnrLents is now 
nearly completed for public consumption and could be used effectively. 

May: Oval Office meetir.s; with Admira.l Horacio Rivero, the highest 
ranking person of Spanish Speaking descent, who is retiring from 
NATO. He is a Puerto Rican. 


June: Oval Office meeting \vith Spanish Speaking Presidential and 
supergrade appointees. We currently have 29 but by June we could 
have 40. This would be the first time the appointees would be 
presented as a group and is tangible evidence of the President's 
conrunitment to hire more nninorities to high-level policy making 
positions. This could be inter-changed and/or substituted with 
the meeting of the Brov/n Caucus in April. 

July: Oval Office meeting with the presidents and/or Executive 
Com.nriittees of the leading national Spanish Speaking organizations; 
Aspira of America, Puerto Rican Forum, NEDA, LULAC, GI 
Forum, and Public and Private Accounting Association of Cubans 
in Exile to express the President's continuing commitment and 
concern for the country's 12 nnillion Spanish Speaking. 

September: Ceremony at Arlington Cemetery recognizing the 
contributions of the Mexican Americans in the armed services. 
They have one of the highest number of Medal of Honor winners 
among the minorities. The American GI Forum, the only national 
Mexican American veteran's organization would participate. 

Attachment "C" shows visits by nnembers of the First Family to 
the four key states. Again, it is strongly recommended that one 
or two of the Spanish speaking appointees accon^pany a member 
of the First Fannily on any of these visits. 


Five visits to the Mexican American community in California is 
suggested. Mrs. Nixon should participate in at least one with the 
girls dividing the other four events. 

1. May: Drop-In to a Bi-lingual Education Program in Orange 
County where we have a large Mexican Am.erican community. 
Cities to consider include Santa Ana, Anaheim and Garden 

2. July: The VA Outpatient Hospital in 3?n Diego was recently 
dedicated which has ^^"o Spanish Speaking patients and 

has a very large percentage of SS employees. A Drop- In is 
proposed with VA Administrator Donald Johnson. 


3. September: Drop-In on festivities celebrating Diez y seis 
de Septiembre in world-famous Olivera Street in downtown 
Los Angeles. 

4. October: Drop- In on Drug Abuse Center in Fresno. With 
Administration's thrust to curb the drug problem which is 
prevalent in the SS community, a visit to a local federally 
funded program would provide sonne focus on the issue. 

5. November: Drop-In in the East Los Angeles area where 
a high concentration of Mexican Americans live and is the 
locale where Romana Banuelos was Chairman of the 

Pan American Bank. 


Two visits are reconnmended in niinois, one in the Puerto Rican 
comjnunity and the other in the Mexican American community. 

1. September: Drop-In on a Bi-lingual Education Program in 
Chicago in a predominently Mexican American school. 

2. October: OMBE has funded a couple of SS organizations in 
Chicago and a Drop-In on one of their economic development 
projects would be advised. The NLxon Administration has made 
substantial gains in this area and we need to continually 
publicize it. 

New York 

Three visits by members of the First Family to New York for 
the Spanish Speaking is recommended. 

1. June: Drop- In on a predominently Puerto Rican elementary 
scliool in ManJiattan. Emphasize importance of education and 
cultural neritage to the school children. 


2. October: Participate in a ribbon- cutting ceremony of a 
Puerto Rican economic development program under the 
sponsorship of OMBE. At least two Puerto Rican organ- 
izations in the city are presently bein^ funded by this 

3. November: Church Drop-In to a large Puerto Rican Catholic 
Church in the Bronx. 


Four visits to Texas are being recommended and are as follows: 

1. May: Participate in the Cinco de Mayo festivities in 

San Antonio. The city has a very large Mexican American 
population and we have several appointees from this community. 

2. June: Participate in the VA Outpatient Hospital Dedication 
Ceremonies in Corpus Christi with Administrator Donald 
Johnson. This also has a large number of Mexican American 

3. September: Attend church services in Sacred Heart Catholic 
church in El Paso. This is Ambassador Raymond Telles' 
hometown where he formerly served as inayor. 

4. November: Drop-In on a Bi-lingual education program in 
San Antonio. 

cc: Tony Rodriguez 
Carlos Conde 
Henry Ramirez 
w-rTfex Armendariz 



Number of 
Slate Appearances 





Sesame Street Cinco de 

announcement Mayo 



New York 





The White 


Brown caucus 

Rivero of 

Meeting with 


r L 'i 



1 Si^i::.^\i<.ilNU AUiiYiiihJti 


Augu3t Sept. 

$100 dinner 


Golf with 
Lee Trevino 


Diez y seis 
de Septiembre 




Drop- In 

of national 

with GI 




Alex AxTTiendariz will submit a detailed schedule for bringing on his 
headquarters staff by April 15. He will also at that time submit goals 
for "on board" dates of the state and county Spanish speaking chairmen. 
These appointments, of course, will be made by the State Campaign 
Directors. Attached is a tentative schedule for bringing on State 
and County Chairmen. 




March 31, 1972 








FRED MKl.Y.1^^//// 
/ r- < 

Target Dates for State Selections 

In. our meeting this inorning we discussed May IBth as the target date 
for naming State Chairmen and State Comn:iittecs. We also discussed 
the need to rriotivate the State Nixon Chairmen to move ahead toward 
these dates. 

One problem we did not foresee is that nnany State Nixon Chairmen v/ill 
be extremely busy at this point getting their organizations underway and 
in some cases preparing for primaries. Therefore, to ease the load 
for them and to best use our time, we need to set priorities. Accord- 
ingly, I would appreciate your analyzing the States and sending to me 
a list of States where it is essential to have State Chairmen by May I5th, 
where we can wait until June 15tii, and v/here we do not need them at all. 
For exannple, it is probably not innportant to have a Spanish-Speaking in Oregon until June 15th, and we may not even need one in 
Rhode Island. 

For general guidance you should probably plan on selecting the Chairmen 
in 20 - 25 of the States that are niost important to you by May 15th. I 
would appreciate having your inputs dividing the States into the three 
categories mentioned above by COB Tuesday, April 4th. We will then 
use this information to com.municate with the State Nixon Chairmen on 
the target dates desired. 



April 6, 1972 

KFj;oii.'\:;DUM for the Ho:;ojJir;LE nicDFRicic il\le;c 


Per telepb.ona convorsaLion with Alex I have the followin<j information 
oil the above natter: 

A- S TATE CHAIRME-: BY MAY 15t h c. STATE CH/qK-!!": ;:0T J;EEDJ^ 

Massachusset ts 

llorth Carolina 

District of ColuLibia 
South Carolina 
UIlLOltl. Arkansas 


Rhode Island 


Vest Virginia 


South Dakota 

Nev I!a;u,jhire 


North L'.-ikota 



New York 


Kev.' Mexico 




K2V/ Jcro,y 














Min — jota 




O - 74 - pt. 19-5 



Substantial assistance to the Spanish speaking campaign can be provided 
through use of the control of the Executive Branch. Through this control, 
we can fill in any gaps in the President's record and generate favorable 
publicity for the campaign persuation effort. In addition, a number of 
Spanish speaking programs are sources of political information. 

.Bill Marumoto is responsible for submitting a plan to capitalize on the 
incumbency by May 1. The elements of this plan will be directed to 
achieving the following end results. 

(1) To develop specific ideas for using grants, personnel appointments 
and programs to fill out any gaps in the President's record, e.g., 
appoint a Mexican American to a regulatory commission. 

<2) To set up organizational procedures and contacts with the appro- 
priate White House Staff mennbers and the Executive Branch for 
accomplishing the above steps, 

(3) To provide the campaign team with up to date information on all 
programs directed at the Spanish speaking community. 


(4) To use the Departments and Agencies public information offices 
to publicize favorable .Administration activities in behalf of the 
Spanish speaking. 

(5) To ensure that those Federally subsidized programs which serve 
as havens for opposition political operatives are closely supervised 
so that they are devoting all their energies toward solving the 
problenns of the Spanish speaking poor (particularly in September 
and October). 



The goal of this program is to generate high intensity publicity for 
the President in key areas and toward our target vote. Carlos Conde 
has developed a preliminary plan for achieving this goal (See attach- 
ment). This plan, developed before the other elements of the Cannpaign 
plan, can now be updated. 

This update is due April 25 and it will contain action steps required to: 

(a) Develop a Spanish speaking nnedia list. 

(b) Develop friendly contacts in the Spanish speaking media. 

(c) Generate regular publicity mailings, 

(d) Generate basic speech material geared to the target vote 
which can be used by the surrogate's speech writers. 

(e) Establish procedures for working with the Departments and 
Agencies to capitalize on their publicity resources. 

This publicity effort will be national in scope and be designed to publicize 
the President's record. The state campaign organizations will be 
responsible for obtaining publicity within their states for Spanish 
speaking campaign activities. 



We feel at this time that the Spanish speaking vote can be influenced by 
an advertising effort targeted specifically toward this voting group. 
The effort will be conducted through TV and radio, posters, handouts, 
and direct mail pieces in the key states and counties. The November 
group is responsible for developing the TV and radio campaigns as 
well as designing and producing graphics. 

A test of the effectiveness of advertising is proposed for the California 
primary. This test is designed to measure the extent to which the 
Spanish speaking vote can be moved in both the middle class and in urban 
poor class. It will be professionally monitored and the results when 

combined with the survey of the Spanish speaking (Tab A) will be used 
to develop the advertising campaign recommendations for the general 
election. This plan should be ready by July 1 to 15. 

The November Group will produce by May 1 an initial brochure detailing 
the President's record. This will be used in the California primary 
and as a handout for use with the petition project. Further graphic 
recommendations designed for use in the general election should be 
completed by July I. These recommendations will draw on the President' 
record, publicity events and the results of the survey (Tab A). 



Skilled speakers are one of the most effective methods of taking to 
the Spanish speaking community the President's record and interest 
in the community's welfare. 

The speakers will be selected from the Cabinet and Sub-Cabinet, 
Spanish speaking celebrities for the President and Spanish speaking 
appointees based on the criteria of effectiveness as spokesmen to the 
Spanish speaking. 

Tony Rodriquez will have the responsibility of: 

(1) Developing a list of effective speakers 

(2) Developing a calendar of high potential speaking opportunities 
which are in tune with the campaign strategy. This calendar 
will be cleared with 1701 and the appropriate state Nixon Campaig: 

(3) Seeing that speech material and talking points are developed. 

(4) Recommending speakers and events to the Speakers Bureau 
at 1701 for final scheduling and sign off. . 

The preliminary list of speakers and potential speaking dates should 
be completed by May 1. 



An effort will be made to obtain the endorsement of the President 

by prominent Spanish speaking personalities, entertainment celebrities, 

professional athlets and any others who have the respect of the 


Its purpose is to generate publicity for the President and to break 
down Spanish speaking reluctance to vote for the President by present- 
ing them with leadership examples of Presidential support. ■ •. 

Bill Marumoto will be responsible for administering the program. 
The major action steps are as follows: 

(1) Develop list of potential endorsers who would help the President 
politically by their endorsement. Completion Date: May 1. 

(Z) Prioritize the name list in order of importance and probable 

success in obtaining the endorsennent. Completion Date: May 5. 

(3) Game plan the approach to each potential endorsor, i.e., the 
best argument to persuade the endorser, the proper person to 
make the approach, etc. Completion Date: June 1. 

(4) Assign responsibility for obtaining endorsements. Completion 
Date: June 5. 

(5) Obtain endorsennents. Completion Date: July 15. 

(6) Schedule publicity announcennents. Completion Date: August 1 



An effort will be made to obtain the support of i ndependent Spanish 
speaking political organizations. The goal of this effort is not to 
obtain public endorsement of the President but to nnaterialize them by- 
keeping them from supporting the Democrats. 

The key to success of this effort is discretion. The liaison effort 
should not be officially connected with the White House, Campaign. , 
or Cabinet Committee Staffs. 

Alex Armendariz will be- responsible for setting up and nnanaging this 
effort. The major action steps to be taken are as follows: 

(1) Develop a prioritized list of organizations - completion 
date - April 20. 

(2) Game plan the approach to each group. This plan will include 
thinking through what assistance can be extended to each group, 
who should make the approach; and when this approach should 
be made. Completion date - June 1. 

(3) Approach the groups with the hope of reaching accommodation 
with them shortly after the convention. 

Absolute monitoring of this acti\ity is a must and all approaches must 
be approved by Alex Armendariz. 



Support frOiTi respected non-political Spaiiish speaking organizations 
can enhance the President's image with the Spanish speaking voters. 
The key to obtaining this support is to gain the support of key organi- 
zation leaders who in turn can influence the organizations' membership. 

Henry Ramirez, Chairman of the Cabinet Committee will manage this 
effort. He must maintain close contact with State Re-election Chairmen 
through Alex Armendariz. The major action steps involved are as 
follows: " . 

(1) List those organizations to be solicited in order of priority. 
Completion Date - May 1. 

(2) Game plan the approach to each, e.g. , who approaches, with what 
message, when. Completion Date - June 1. 

(3) Make approach assignments and follow up to see that support 
is obtained. Completion Date - September 1. 



A petition project to obtain a million signatures from Spanish speaking 
people endorsing the President's record will show nationwide enthusiasm 
annong the Spanish speaking population. This activity will serve four 
basic purposes: 

(1) To generate many voter contacts and gain positive identification 

of each signer with the President. 

(Z) To obtain favorable publicity of the President's record at both 
the local and national levels. 

(3) To provide local Spanish speaking Nixon organizations with an 
activity that will test reliability and provide positive production. 

(4) To provide a vehicle for recruiting Spanish speaking workers 
for the local action programs such as the telephone project, 
literature distribution, etc. 

The program effort is exciting because of sheer numbers and yet, based 
on current Spanish speaking concentrations, it is attainable. This 
project will have a pyramid effect by requesting petition signers to carry 
their own petitions. By the positi\'e act of signing his nanie to the 
petition and by asking others to do so, the Spanish speaking voter will 
develop a strong sense of commitment to work toward the re-election 
of the President. Finally, brochures setting out the President's record 
can be distributed as petition signatures arc obtained. 

The local organizations can realistically involve "support groups" at 
coniniunity, county and slate levels. The petitions atfirming support 
of President Nixon will be dihiributed through all local Spanish speaking; 
support groups identified in that area. 


Alex Armendariz will liave overall responsibility for management 
of this effort. The niajor action steps required to implement the 
program are as follows: 

(1) Prepare the petitions and see that a good graphic handout is 
prepared. Completion Date: May 1. 

(2) Develop a distribution and activity plan as well as implementation 
instructions to the state and county Spanish speaking Chairmen. 
Completion Date: June 1. 

(3) Distribute material and follow up to see that the progrann is 
proceeding according to plan. 

The one million signatures are to be obtained by October 1. 



One of the most important aspects of the National Convention will be 
Nixon support by various ethnic groups. This should include, of course, 
strong Spanish speaking support by Spanish speaking delegates. Thus, 
emphasis should beplacedon encouraging party leaders to include 
Spanish speaking delegates, alternates, and participants to the National 
Convention. We must also encourage delegation leaders to assign 
Spanish speaking individuals to serve on the various key convention 
committees. -,'•■. 

This is an important project for several reasons, but the rnost important 
reason is that the press will be looking for opportunities to describe our 
convention as unrepresentative of ininorities. A caucus of Spanish 
speaking delegates and alternates at San Diego would be our best 
opportunity to get national "minority" publicity through an articulate 
Spanish speaking spokesman. A well publicized Spanish speaking caucus 
articulating strong support from Spanish speaking delegates will draw 
miuch attention from the press. It is also recommended that a convention 
committee report be given by a Spanish speaking delegate or con\-ention 
participant before the convention, praising the President for his 
Spanish speaking accom.plishments. 

Special news conferences could be called to express Spanish support 
for the President. Co\erage by the general press would be sought 
of course; but primary emphasis would be directed at getting pictures, 
news, in the Spanish speaking niedia. 

The ultimate and nnost important action at the convention would be 
another Nixon first, - a seconding speech by an articulate Spanish 
speaking leader (Phil Sanchez.) callina for the re-election of the President. 
This message will be tele\i5ed nationally, thus aiiording a major oppor- 
tunity for a high impact n-iessage. 


In short, the convention can be used to demonstrate strong Spanish 
speaking involvennent in the cainpaign, and can be made the kick- 
off of our effort to swing important votes to the President. Alex 
Armendariz will be responsible for taking the following action 
steps necessary to get this program underway. 

(1) Contact party leaders. Encourage Spanish speaking participation. 
Completed by May 15. 

(2) Prepare detailed plan for convention events - Spanish speaking 
caucus, Spanish speaking reception. Completed by July 15. 

(3) Investigate the possibility of seconding speech. Completed 
by June 1. (If approved, have speech prepared by August 1. ) 

(4) Prepare convention committee report for the platform committee. 
Completed by June 1. 



A special telephone effort directed toward Spanish sur-named 
individuals will be integrated into the telephone operation in the 
California primary. ^^ c f^^^i--^^ ' >i M 

This effort will be manned by bilingual callers and will otherwise 
follow the same procedures used by the regular operation5ivIf 
the effort is successful, a Spanish speaking telephone operation 
will be recommended for use in the general election in key states 
and key counties. _ 

Alex Armendariz will work with Bob Marik^to develop the California 
modifications of the regular telephone operation and evaluate results. 



Direct mail designed for the Spanish speaking voter will be 
tested in the California Primaryi^^This effort will be implemented 
as part of Bob Morgan's direct mail operation and will use literature 
especially developed for the Spanish speaking. If it is successful, a 
direct mail effort will be recommended for the general cannpaign 
for the key states and key counties. 

Alex Armendariz will work with Bob Marik and Bob Morgan in 
developing the mailing pieces and in analyzing test results in the 


5it h/'P'--'"-^ ^ 



Appendix /j. Population Data By County- 
Appendix B Census Bureau Spanish Speaking Data 
Appendix C The Campaign Organization 

■Appendix D White House Spanish Speaking Constituent 
Task Force 

Appendix E The Citizens Corrunittee 

Appendix F Los Angeles County Issue Survey - October 1971 

Appendix G State of California Issue Survey - July 1970 

Appendix H The Cabinet Committee 

Appendix I Federal Government and Spanish Speaking Community- 
Appendix J Hispanic Fund Raising 
Appendix K Telephone Project 
Appendix L Spanish Speaking Appointments 
Appendix M The President's Sixteen Point Program 
Appendix N The California Test Plan 




Los Angeler 



Santa Clara 



San Diego 









San Bernardino 






San Francisco 





,62 1 




San Mateo 






San Joaquin 






Santa Barbara 

















New York 

3 12,722 


153,69 1 







1,369, 168 



New Jersey 







78. 3% 


El Paso 











185.7 15 



a03, 543 


62, 380 


42. 9oO 

1,359. 136 




New Mexico 

Dona Ana 
Santa Fe 



8 14 














A vital part of the campaign will be an effective field organization in 
critical Spanish-Speaking areas. The careful selection of high caliber 
field personnel is necessary to assure regular communications with 
Headquarters rTsubstantivc progress and rapport v.'ith local Nixon and GOP 
organization. They must have a Spanish-Speaking backround, political experic 
and knowledge of the area and people. Emphasis will of course be placed 
ia the key counties and key states. 

Spanish- Speaking State Chairmen will first be selected, in key electoral 
states with a high concentration of Spanish- Speaking "voters. This person 
will be a volunteer with high visibility. This person uill be selected by or 
at least approved by the State Nixon Chairman. His prime responsibility 
will be to coordinate the activities of the county Spanish-. Speaking Chairmen, 
vho will also be seleeta4 or at legist appmved by the County Nixon Chairman. 

The selection of State and County Spanish-^Speaklng Chairmen will be done 

carefully to insure that these individuals are representative of the 

Spanish- Speaking voters v.'C arc trying to reach . 

He must agree with the basic strategy and approach we are u^ing in the 



Pri;.e rcjpc::--bili:ic3 icv ;;hc T; -:;i<-.:i-Speaki^S State Chaivv-cn ara as 

32-818 O - 74 - pt. 19-6 


1. Follow guidelines described in Spanish- Speaking State Chaima 
manual. (To be developed in accordance with overall State Nix 
victory plan.) 

2. Insure distribution of materials to target areas designated 
by the campaign plan. 
■• 3. Advance work for 1701. Visible evidence of Spanish- 
language support, thus crowd development at rallies, etc. 
A- Responsible for county adherence to time table. 

5. Implimentation of special programs. 

1. Follow guidelines described in Spanish^^peaking County Chaircian 
manual. (To be developed in accordance with overall County 
Nixon victory plan) 

2. Insure distribution of materials in county to target areas 
designated by campaign plan. ' 

3. Advance vork'foyyHeadquartcrs. Visible evidence of Spanish- 
Speaking, support in the county, crowd development at meetings, etc. 

A. Preparation and accunulation of voter lists. 

"• ' rrt;r 

5. Implementation of special programs. 

/X. The primary objective of the Spanish- Speaking field organization 

is to direct 3".d cc.-iVui-.-.atc the Sv-nirh- Speaking Conpai;7,:i. 


B. The sofistication of the Spanish-Speaking county organization v/ill 
vary so much that the Spanish- Speaking county chairmen's manual roust 
be designed in such a v;ay that it only calls for certain critical areas 
of responsibility to be covered. 


























This office will essentially function as the "nerve center" of the Spanish- 
Speaking national campaign. All Spanish-Speaking campaign activities will 
be initiated fron this office. The office will serve as an information 
gathering center, v;here suggestions and criticisms will be received (and 
noted ) fron the field organization and the public, and where all information 
regarding the Spanish-Speaking campaign activities — can be obtained. Prime 
responsibility of the staff members will be to service our field operations. 
Since the budget does not allow many paid staff memebers, a reliable volunteer 
staff will be assen-.bled. The SpanishSpeaking director will be responsible 
for supervising the staff and keep constant communication with both field 
operations and campaign management. The staff will be composedjof .(Mexican, 
Puerto Rican, Cuban) who are conversant in Spanish. The field men will be 
working cloely with the Nixon state leadership to insure coordination. 




1. Director - Field Operations X * 5-1 18,000 
Will be responsible for nation-wide front for adherence to time table 

In the field. Will insure priorities are recognized and followed. V/ill 

also serve as special assistant to Spanish-Speaking director. 

Program - All prograns 

Area - All state field operation 

Area - Wisconsin, Illinois, Indiana, Michigan, Ohio, District of Coli. 

2. Fieldman - Mexican-American X 4-6 15,000 
Will operate primarily out of California where he will spend at least 75% 
of his time depending on how the campaign is progressing. 

Program - Field Operations 

Area - California, Washington, Oregon, Nevada, Arizona, Montana, Wyomir 

I. Fieldman - Mexican-American X 5-1 15,000 

Will operate primarily out of Texas where he will spend at least 60% of 
his time depending on how the campaign is progressing. 

Program - Field Operations 

Area - Texas, New Mexico, Colorado, Nebraska, Kansas, Oklahoma, 
Iowa, Missouri, Arkansas 



4. Fleldman - Puerto Rican X ' 5-1 15,000 
Will operate primarily out of New York where he will spend at least 60% of 
his time depending on how the campaign is progressing. 

Program - Field Operations 

Area - New York, New Jersey, Pennsylvania, Massachussetts, Connecticut, 

Rhode Island, >'aryland, V'est Virginia, Tennessee, North Carolina, 

Kentucky, Florida. 

5. Secretary for Director X 3-1 9,500 
Assist Spanish-Speaking Director 

6. Secretary Field Operations X 4-6 8,500 
Central source of information of all field operations. Handle cominunications, 
records and coordination from 1701. 

7. Assistant Secretary 4-6 8,000 

Special project coordinator 



STRATEGY : Staff should be Spanish-Speaking and representative of Spanish- 
Speaking major groups. Careful selection to insure coEsitment. 
A nininum of four (4) field nen to insure adherence to time table 

ACTION STEPS: Select staff 



The White House Spanish Speaking Constituent Group Task Force 
headed by William H. Marumoto is a four man group comprised 
of A. F. (Tony) Rodriguez, Deputy to Marumoto; Carlos Conde, 
Assistant to Herb Klein, Director of Com.municaticns for the 
Executive Branch; Henry M, Ramirez, Chairman of the Cabinet 
Committee on Opportunity for the Spanish Speaking Division 
of the Citizens Com.mittee for the Re-Election of the President. 

The thrust of this group is to plan, develop, coordinate, and 
implement the Administration's efforts and accomplishments in 
the Spanish Speaking arena. This includes communications, 
speakers bureau, organizational liaison. President' s l6-Point 
Programi, Cabinet Committee, federal programs, and recruiting 
for high-level positions for the Executive Branch. 

The attached chart illustrates the area of responsibilities. 

























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A Kation;:icIc col-^nit tec conpoccd of \.'cll known public officials and celebrities 
should be formed. The National Spanish-Speaking Citizens for the Committee ' 
would serve as the "testimonial" committee to speak in support of the President 
and to help to publisizc Spanish-Speaking support through appearances in the 
key areas. Search for Spanish-Speaking personalities vith high visibility and community leaders to serve on the Nixon Spanish-Speaking 
campaign co-u-aittce V7ith an enphasis on finding individuals that can articulate 
their support of theConinittee - ^^ ^^ effective mannor. The Spanish- Speaking . 
Citizens for the President Conunittce v;ill be called upon to help in the , 
campaign effort to reach all Spanish-groups in key areas. . This cozziaittee v/illJ 
necessarily operate out front-in the public eye. . . " , 

The Coninittee chairmen and members must be carefully chosen both for their 

dedication to the President and acceptance to the Spanish-Speaking gfoup v/ith 

whoa they vill share this loyalty. . * j 

Obviously, such"~a committee will be fairly large and brcrsdly based in order to, 

provide representation at" the leadership level for all Spanish- Speaking centers 

of influence in the country. Since the campaign effort will be nation-uide, 

stgte committees and coupty committees will be developed, therefore, chairmen and. 

aembers will be chosen to serve the Committee nationally, state and county, 

depending on where the visible support of person will do some good. 


STRATEGY : Out front group can serve as public committee. Regionalize- 

recmphasizing different groups in different areas with sone listed 
in all areas. Chairmen of Co-chairmen can serve as public spokesmen 
for the campaign. 

^CTIO^' STF.PS : 1. Develop list of Chairman of Co-chairmen nominees 

2. Buvcic? ?r^ir-c::.v. 1^ : lor c; irtcos 

3. Prepare public ar.ncur.ccr.iont plan. 




Purpose: To identify and analyze prevailing attitudes of three 

minotiry groups toward politics generally, and toward 
the two major parties specifically. This summary 
concentrates on the Mexican-Americans. 

Group Sample: Californians who identify themselves as voters or 
potential voters. 

(* indicater reliability of at least 95%) 

Salient facts about the Mexican American voters, as identified by the 

(1) Youth make up a larger share of Mexican American 

voters than in the case of other ethnic groups: 

18-24 year olds as % Total Population Black Mexican American 

of total voters: 12.7% 16.1% 27.1% 

(2) Educational level is poorest among Mexican Annericans: 

Total Black Mexican American 

Only grade school or less: 6% 11% 25% 

College graduate: 21% 9% 5% 

* (3) The overwhelming majority considers themselves 

moderates: Do you consider yourself a member 
of the silent inajority? 

Yes: Whites Blacks Mexican American 

72.STo 55.7% 75.9% 


(4) The importance given by Mexican American voters to th 
various national problems (v/ar, race relation, econoni;. 
etc. ) do not significantly differ from the results obtainec 
by polls of all segments of the population. Their concer 
are similar, with a slight more emphasis on unemployni 
other economic issues, the war, and race conflicts. 

(5) The following results give an indication of the strength 
(weakness? ) of the Republican Party among Mexican 
American voters. 

(a) Party Affiliation 
Republican 10. 9% 
Democrat 83. 6% 
Independent 5. 5% 

(b) How do you usually vote? 

Straight Democrat 21.4% 

Mostly Democrat 26.8% 

More Democrat than Republican 14. 3% 

Equal 25. 0% 

More Republican than Democrat 7. 1% 

Mostly or Straight Republican 

* (c) Did you vote in 1968? Yes 72. 7% 

For whom? 

Nixon 30. % 

Humphrey 67.% 


* (d) Which party will keep the country prosperous? 

Democrats 78. 2% 

Republicans 10. 9% 

No answer/don't know 10.9% 



Image of the Republican Party 

No opinion 



Rich People's Party 

Big business 




20. 0% 

22. 0% 



16. 0% 





17. 0% 

Only 13% indicated a very negative attitude about the Democratic Party. 
These attitudes are consistent through most age brackets. 




Purpose: To identify the attitudes of the Mexican American 

connmunity and suggest campaign/governmental 
policy approaches. 

Group sample: Civil leaders, moderates, and radicals fronn the 

Mexican American comnnunity in southern California. 

I. Governmental Issues: , -.^ 

Issue 1; Quality of Education : identified as the main concern 

(corollates with the low degree of education identified 
by the Report) 
Suggested policies: 

(a) Bi-linqual education to provide outlet for cultural 
pride, end the disadvantage of the language gap - which 
leads to early dropout, and speed adjustnnent to the 
English language. 

(b) Equalj^^ntio: of expenditures among the school districts. 

(c) Local control to provide for ethnic self-determination. 

(d) No bussing - bussing is seen as fiscally wasteful and 
not the answer. Instead, the quality of school personnel 
in the "deprived" districts should be up-lifted. 

Issue 2: Higher Education - of lesser concern because so few 

Mexican Americans get this far. In general, there 
is a preference for smaller community colleges, 
where community has a greater voice, the disadvantaged 
student has a better chance to compete, and college 
activities can be channeled to meet connmunity needs. 

Issue 3; Community/Police Relations - conflict is threatening to 

beconne violent due to (a) actual police harrassmcnt and 
(b) radical play on this issue. 
Suggested policies: 

(a) Mandatory policy training programs to increase cultural 

awareness among law enforcement officers. 


(b) E: lo rnal police review - Police and community 
i-'- iCW boards are usually unacceptable to one or 
ill.- 'Jther side. An alternative is an autonomous, 
hij'.iily visible review board made up of bighly respected 


(c) Reduction of over-enforcement - Over-pat i-olling results 
.in increased possibilities for conflict. A disproportionate 

number of Mexican Americans get parking tickets and 
the like. Foot patrolling should replace some squad 
cars to enhance the human contacts. 

(d) Rumor checkpoint center - should be set up to clarify 

_ ■ issue, as well as provide information on drugs, consumer 

protection, community events, etc. 

Issue 4: Youth - currently has little guidance and little to do. It 

is suggested that counseling progranns be set up. These 
progranas are to be run by young adults from the communil 

n. Campaign Tactics: 

(1) Patron machismo - political leaders are viewed as patron' 
or father figures. Machismo implies fight ing for 
principle. Political success may well depend on the abilit 
of the candidate to fit these two related images. 

(2) Americanism - regardless of developing ethnic pride, mai 
have a strong sense of Americanisna (DMI report indicates 
75% view themselves as members of the silent majority). 
Campaign tactics should keep this in mind. 

(3) Disillusionment with two party system - Democrats take tl 
for granted; Reiiublicans ignore them. A vaccum exists 
tkil; coliid be filled by Republicans with ine right approach. 

(4) Unrealized promises - the root of disillusionment. 
Campaign should stick to promises that can bo visibly 

. appointm ents - appointment of Mexican Americans requ 

more publicity in tlie community 

. publicity and liaison office to publicize efforts 

• rcappointmrnt along etiinic lines to give community a sc 

of participation 

Brown conilnlis-n progran-; should be (U'v-lopen to ine rf 
the pariici;;.-ii'.-n oi '.lexiean Artie ric'^,:''.,- i;' li.i-ir i<JC'U v<ot-. 


;;. Fact Sheet: 

The Cabinet Con-.nittcc on O p nortunitles 
for Spanish Speaking People 

The Cabinet Comaittee on Opportunities for Spanish Speaking People is primarily 
a vehicle for carrying out the President's program for Spanish-Speaking Americans 
Signed into law on December 30, 1969 by President Nixon, the Committe is to 
assure that Federal programs are reaching all Spanish-speaking people, provide 
technical assistance and identify new programs which will benefit Spanish- 
speaking communities. An independent office in the Executive Branch of the gover 
the Cabinet Committee is responsible to Congress through the President. The 
eleven members of the Committee include the Secretaries of Agriculture, Commerce 
Health, Education and Welfare, Treasury, Labor, and the Attorney General. The 
non-Cabinet members include the Chairman of the Civil Service Commissio, the 
Director of the Office of Economic Opportunity, the Administrator of the 
Small Business Administration and a Commissioner of the Equal Employment 
Opportunities Commission. 

The Cabinet Committee staff of 35 has been restructured to reflect all 
Spanish-Speaking groups in numbers proportionate to their representation in the 
total poluation. At present, there are 13 Mexican-Americans, 7 Puerto Ricans, 
3 Cubans and 4 other Spanish-speaking professionals, as well as three blacks 
and 6 Anglos. In view of the bipartisan make-up of the Committee, all the 
staff, with the exception of the Chairman, is subject to the restrictions of the 
Hatch Act. 


32-818 O - 74 -pt. - 19 - 7 




The federal government's efforts to reach the Spanish-speaking 
group have been complicated by the group's lack of faith in the 
government's ability to perceive its needs. The government has 
approached this group as a faceless collection of Spanish-speaking 
individuals. Although they share a common language and ancestry they 
are also characterized by geographic, educational, occupational and 
economic dissimilarities. There is little understanding of the exis- 
tence of subgroups within the community. 

In many parts of the country, Spanish-speaking persons have chal- 
lenged the 'federal government to cite a single major victory in the 
battle for socio-economic parity for America's Spanish-speaking community. 
Those issuing the challenge contend that the federal government mistakenly 
sees their community as a homogeneous entity. Urban-dwelling comiaunity 
members often feel that the federal establishment looks upon all Spanish- 
speaking Americans as migrant workers. Many community spokesmen contend 
that anti-poverty programs are too restricted in scope, that programs 
developed to serve the needs of black Americans are ineffective when they 
are directed to serve seemingly similar needs i.i the Spanish-speaking 
community. It is this lack of understanding on the part of the federal 
government that contributes to feeling of frustration and failure in the 
Spanis'p.-s-.-C'ikir.g cor-iunity . 


To correct this situation, the federal government must recognize 
that there is simply no typical Spanish-speaking person or family. By 
Insisting upon this stereotype, the government inadvertently complicates 
the problems of those it seeks to assist. Therefore, the government must 
determine the ethnic characteristics, differences, strengths and weak- 
nesses of the individuals who comprise the Spanish-speaking community 
through an in-depth study. The study must have a multi-purpose approach, 
that is, it must account for differences between generations, differences 
resulting from geographic location, occupation, economic means, education 
and linguistic complexities. It is clear that the views of the urban- 
dwelling industrial worker cannot be the same as those of the migrant who 
works in the fields. The poor and the non-poor may share a language but 
it Is not- likely that they will share a common view of the world around 




The National Hippanic Finance Committee is an organization which has been founded 
to raise one million dollars among the Spanish-language Americans to be used 
by the Committee to Re-elect the President. 

The national effort will be undertaken to raise this considerable contribution 
because of the President's established record of more positive programs for 
Spanish-speaking /jnericans than all previous Presidents. ., ' ": , 

The Coramittee is made up of Mexican-Americans, Cuban Americans and Puerto Ricans 
working together in this goal. The Committee consists of a Board of Trustees, 
Board of A.dvisors, State and Area Chairmen selected in cooperation with local and 
state Republican finance organizations. It will be based in Los Angeles, Califomic 
and Florida, and is operating under the supervision of Mr. Maurice Stans, Chairman 
of the Finance Committe for the Re-election of the President. All national officer; 
and state leaders of this organization will be cleared by Mr. Stan's office prior 
t_o. apgoin_tment. _ 





A massive phone campaign to all Spanish Speaking voters in the state 

of locating the voters who support the President and reminding 

them of the importance of this election. '"--. 


To show enthusiastic volunteer support for the President. To remind 
voters of the importance of this election. 

To increase the Nixon voter turnout by stimulating interest and urging 
voters who are in favor of the President to vote in this election. 

THE PL.\N : 

Telephone Centers will be set up in Headquarters throughout the state: 

For eleven hours each day, six days each week, between February 7 and 

March 7, volunteers will report to their local Headquarters to man the 

telephones for the following shifts: 9:00 am to 1pm; 1 pm to 4:30 pm; 

4:30 pm to 6:30 pm; 6:30 pm to 9:00 pm. • 

All phoners will qualify to speak both Spanish and English. Great effort 

will be made to recruit men phoners for all evening shifts. Persons 

accustomed to conducting business on the phone will be very effective on 

the President's behalf... and should be urged to become involved. 


Step 1- Phone C alls to all Spanish Spe ak ing voters 
Purpose: To locate voters who favor the President — 

so they can ba called in the Get-Out-theVote campaign in 


To identify voters who are opposed to the President — 

so they can be crossed off the list and any further effort 


To locate voters who are undecided — so that we can win their 

support for the President by means of a follow-up mailing 

(including an issues brochure) and a follow-up phone call. 

Step 2- Phon e Calls to all "Undec i deds" 

Purpose: To locate Undecideds who have now decided to support the 

Step 3 - G et-Out- t he-Vote calls to all vo t ers who favor the President 
Purpose: To assure a Nixon victory on November 7th. 




"Hello, Mrs. Smith? (Pause) This is calling. 

I am a volunteer working for the re-election of President Nixon. 
In this election, can the President count on your support?" 
(If response is fluent English proceed in English.) 
FOR : If the voter is for the President, mark card and reply: 
"Wonderful.' The President will really appreciate your support. 
Thank you and please remember to vote on Nov. 7th. Good-bye." 
Mark card "F". 

AGAINST ; If voter is against the President, you reply p61itely : 
"Thank you very much. Good-bye." 
Mark card "A" 

UNBECIDED : If the voter is silent, or hesitates, or won't say, you 
reply: "Well, perhaps you hav'nt made a decision yet. Could you tell 
me if there is one issue that stands out in your mind as the most important 
in making your decision? 

If voter mentions an issue, mark the card accordingly. In any case, complete 
the call saying: "Thank you. We'd like to jnail more information to you 
about the President and hope you will decide to join us in voting 
for .him on Nov, 7th/ Good bye." 
Mark card "U"/ 



"Hello, Mrs. Snith?" (pause) This is , ^CALLING. 

1 am a volunteer working for the re-election of President Nixon. In 
this election, can the President count on your support?" 
(If response is in Spanish or heavy Spanish accent, proceed in Spanish) 

A FAVOR : Si el que contesta va a votar por el Presidente, marque la 
tarjeta y contesta; "Ilagnificol ' El Presidente le va agradecer mucho su 
apoyo. Gracias y por favor acuerdese de votar el 7 de i\ow. Adios.." 
Marque la trajeta: A Favor. V 

EN^ CO N' TPvA: Si cl que contesta esta en contra del Presidente, le responde 

en buena forma y le dice: "Muchas gracias. Adios." 
Marque la tarjeta: En contra. 

SIN DECIDIR : Si el que contesta se queda callado o no esta decidido, 
contesta asi: "Bueno, a lo nejor no ha decidido tadavia. Puede haber 
algun tema que se destaca en su mente el cual pueda ayudarla a tomar 

Eu decicion?" 

Si la persona nenciona un tena, marquelo en la tarjeta y tennine la 

conversacion diciendo: "Muchas gracias, le enviaremos inforraacion sobre 
el Presidente y esperamos que se decida avotar con nosotros por el en 
Novlembre. Adios." 

Marque la tarjeta "Sin decidir" • . 



1. Follow the "Suggested Conversation". It has been carefully thought out 
and written to help you get the best results. 

2. Never mention the names of other candidates. Check opponent's box on 
card ONLY if voter volunteers the information. 

3. Never force a response from voters by reading the list of issues aloud. 
It is important that the voter is allowed to mention issue(s) of concern 

4. If no answer or the line is busy, mark computer card in appropriate box... 
place eard on the "NoAnswer"stack. . . and go to your next call. 

5. Never argue. Never try to explain the President's position on complex 

6. Don't let an occasional "sore head" dampen your spirits. Just go on to 
the next call. Most voters are friendly... especially when you are. 

7. Whatever the voter's response, always end the conversation pleasantly and 

8. Smile... it helps you sound friendly. 


BRUARY , ; SHIFT: from to 

(date) (day) 
one Center Location (City) 

ecincts phoned: 

[name of Township or Village or City (with ward nura 


Phoner's nane Home phone 


Home Address City/State 


Do you speak fluent English? Do you speak fluent Spanish? 

Have you phoned on other shifts? Yes Ko 

If yes, list.--dates & shift times :__ 


Count nunber of calls you completed during your shift: i 

Fill in: " | 

# for Mxon * against * undecided j 





Do you think the phone calls helped the President? Why? 

How did your calls go? 

Did you enjoy it? 


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"Hello, Mrs. Saiith? This is ^calling. 

I an a volunteer vorking to re-elect President N'ixon. 

One of our volunteers talked to you a short while ago and I'm calling 
to see if the materials we sent you were helpful. 

If they received the materials and they were helpful : 

"Can the President now count on your vote on Pj ir.ap ; ^ Election Day?" 

"Wonderful: We'll see you at the polls on March 7th: 
Thank you. Good-bye." 

'Thank you very nuch far talking with me. Good-bye. 

"Well, we hope you will decide to give hira your support 
and we'll see you at the polls on '■■^ --;-j r 7th. 

Thank you. Good-bye." 

If they didn't receive the iTiaterials: 


"I am sorry the materials haven't atrived yet, but when they do, we 
hope you'll decide to vote for the President on •■'^y> 7th." 

Thank you very much for talking with me. Good-bye." 

If the materials were not helpful : 

"Oh, I'n sorry. BLit I still hope you'll decide to support the President 
at the polls en ''f^p^ 7th." 

Thank you so much for talking with re. Good-bye." 


CO.'e-UTTF.K TO I'K-KI.LCT rilL FKi-blD c.-.T 

SUGG ESTED coyvEPoA T I o:-: ir. s p .\;; i s n 

Lli^l^i^ '\?.-iL_lil^'_r. ' "£"." as i ndecir r.s 

"Hello, Mrs. SnichV Le habla Yo soy una d^ las voLuntarias trabajando 

para rc-elegir al Presidenct Ilixon. Una de las voluncar\as! ha'^lo con ustod 
hace al;^un tiompo y queriaaos saber si los reatcriales que le enviamos 
les fueron untiles. 
Si recibieron los materiales v les fueron utiles: 

"Puede el Presidente contar con su voto el dia de las alecciones?" 

A FAVOR : "I'.agnif ice' Lo vemos el dia de las elecciones. Gracias. Adios." 

£:■! COXTRA: "Muchas gracias. Adios." 

IliPECIZA : "Cueno. esperascs que decida apoyar al Presidente y lo verenos 

el dia de las eloccciones el 7 de i.ovieitbre. Gracias y adios." 
Si no ban rec ibid o lo s maCeri3.1e^: _ 

!"'Siento que no le hayan llegado los inateriales, pero cuando le lleguen, 
espero que se decida a votar por el Presidente Novie-bre 7. Muchas gracias 
y adios." 

Si los n'.teri ales r.o la .-jvudiron : 

"Cuanto lo siento, pero espero que se decida a apoyar al Prt-^u'enta 
el dia de las, .N'ovienbre 7. Muchas gracias y adios." 


^^ uv^u 

PURPOSE: To counteract the apathy and over confidence that often sets 

in v.hen voters know that their candidate is "going to v;in anyivay 

IiVjIRUCTIONS; 1. Rer.ernber that all the voters on the c-^'^>+r^-r cnid'". hive 
indicated on a previous phone call ti".at they are "For" 
the President. 

2. Follow the "S'jggestcd Conversation" belcw. It has been 
carefully thought out and written to help you get the 
best results. 

3. Do not pause during the opening sentence. 

4. Try to get the entire nessage across on each call. 

If, right after you've identified yourself as a volunteer 
for the President, the voter interrupts by saying: 
"I've already been called about the President." or 
"I've already said that I'n 'For' Nixon." or 
"I know all about the .^reside.nt." etc., you reply: 

"I know that you have been called before... 
and that you arc in favor of the President. 
But, we are calling now to alert you " 

(Tnen, without pause, pick up the conversation 
where you were interrupted.) 

5. For polling place infor.-.ation, 

tell voters to call: 

TFor TownsJ CFor Cities) 

Friday, >!ar. 3 - Tuesday, Mar. 7 
"Hello, Mrs. Saith? I ani a volunteer for President Kixon 
calling to offer you assistance in gettiiigtc the polls 
elfrtion day. 

"As you kncv, a few voters can nake the difference in a 
narrow cargin victory which the President really desreves.' 

:o to ^o 

Good hyel " 

" ■ ■ • v 



lary 13, 1972 





Appointments of Spanish Speaki 
by the Nixon Administration 

During the past three years of the Nixon Administration tv.enty-five 
persons of Spanish speaking descent have been appointed to 
Presidential and other major executive positions. 

The attached list designates the names of the appointees, title. 
Department or Ac^ency association, level, the house state and 
political affiliation. Some highlights include: 

- the first Mexican American Director of the Office of 
Economic Opportunity (PAS Level II). 

- the first Mexican .American Adn-:ini3tra_tor of Mass 
Urban Transportation (Department of Transportation - 
PAS Level III). 

*- the f-rst Mexican Ajiierican General Counsel of a m.ajor 
agency - Office of Economic Opport'.:nity (PAS Level IV). 

the first Mexican Ar 

roasurer (PAS GS-IS). 

the fi 


- the first Mexican American Executive Director of the 
President's 16 Point Program for the Spanish Speaking (GS-I5). 

- the first Mexican American Administrator of the Small 
Busirsss Administration (P.VS Luv.l III). 

- the first Mexican Ame rican Assistant Commissioner for 
the U.S. Office of Education (GS-lb). 

- the first Mexican American Deputy Director of Job Corps - 
Department of Labor (GS-17). 

- the first Mexican American Director of Compliance of the 
Equal Employment Opportunity Commission (GS-17). 

*- the first Puerto Rican Deputy Staff Director for the U.S. 
Commission on Civil Rights (GS-18). 

- the first Puerto Rican Deputy General Counsel for Action 

*- the first Puerto Pucan Special Assistant to the Director of 
the United States Information Agency (FSR-1). 

-•the first Mexican American on the Director of Communications 
staff of The White House (GS-15). 

- the first Puerto Rican Deputy Administrator for Minority 
Business Enterprise in Small Business Administration (GS-15). 

- the first Regional Directors of Spanish Speaking descent for: 

• GEO -- Dallas GS-17 

• GEO -- New York GS-17 

• OEO -- Denver GS-16 

• HEW -- San Francisco GS-lo 

• Action - Dallas GS-17 

• Labor --San Francisco GS-17 

• SiiX -- iXev/ York GS-i7 
-•SDA-- Los Angeles GS-16 

- the first Mexican American U.S. Attorney, Southern District. 


Insofar as it can be determined the Johnson Administration had lea: 
than £i>: on the super-grade and Presidential levels which included 
three ainba ssadors. 

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On November 5, 1970, President Richard M. Nixon announced 
a Sixteen Point Program to assist Spanish speaking Americans 
who are interested in joining Federal civilian service. 

The steps being undertaken ar; as follows: 

1 . Appoin t full-ti me official Jj^J^Jie^ Civil Servi ce Commission to 
provide advi ce a nd assistance on mat ters relat ing to th e Spanish 
surnamed p opulation and to assure full application of the EEO 
program in all Fede ral a gencies to this group . 

2. An intensified drive to recruit Spanis h surnamed persons , 
particularly for identified public contact positions, in areas 
of heavy Spanish speaking population, including the Southwestern 
states and Chicago, Detroit, and New York, as well as certain 
other major metropolitan areas. 

3. Use specialized recruitment teams, to include Spanish speaking 
persons, for college recruitment, particularly at colleges 

with heavy Spanish speaking enrollments. 

4. Begin work immediately with OEO, HEW, HUD, and Labor Department 
to find ways to enlianc e opport uni ties at all levels for Span ish 
surnamed Americans in programs dealing with the Spanish speaking 
population as well as in other programs and in key occupations. 

5. Step up_jr£cruj^ent__for_the_Coo£er^at^i Program at 
c olleges with significant numbers of Spanish speaking students 
to permit entry from FSEE registers without necessity of written 

6. E mphasiz e to Fed eral a gencies availability of selecti ve 
placement on bil ingual basis so Spanish speaking persons may be 
reached for appointment to positions dealing with the Spanish 
surnamed population. 

7. Hold an EEO conference £f__Fe_deral_manager£ an d equal 
opportuni ty officials i£ the Southwest designed to assure 
equal opportunity for Spanish speaking persons in employment 
and upward mobility in Federal agencies. 

8 . Devel op plans for Jed_e_rjl_^_>^encies_ under CSC ar ea offic e 
leadership to work with high schools in Spanish speaking areas 
to make kno'..rn job opportunities in the Federal Government and 
to counsel and to encourage students to stay in school. 


9. Hire for suramer emplovment In Federal agenci es high schoo l 

and college teacher s from schools serving Spanish speaking students 

to give them uudersCanding of the Federal Government which they 
can relate to students. 

10 . Make a__spe^iaj^ effort to_ inform Spanish surname d ve terans 
of a vailability of non-competitive appoin tments for Vi etnam 
Are a Veterans including GS-5 level. 

11. Require F ederal agencies to review their EEO acti on plans 
and minority employment figures and make any necessary revisions 
to assure the full applicability of the plans to the Spanish 
surnamed population. 

12 . Review with a gencies the staffi ng og EEO program to make 
sure that there is understanding In the program of the special 
problems of the Spanish speaking. 

1 3 . Provide additional trai ning progra ms o n EEO and p ers onnel 
management for Federal managers in areas of Spanish speaking 

14. With the Department of Labor, exp lore the feasi bility of 
establishing a n intergovernmental training fa cility for upward 
mobility and skills training for Federal, state and local careers 
In the Southwest, probably in San Antonio. 

15 . Collect neces sjLry__'^iL'^^ and broaden ^nal v^s i s o f minority 
statistics to bring out special information relating to 
employment and upward mobility of Spanish surnamed persons in 
the Federal Government. 

16 . Require E EO report s from agencies to reflect spec^iaj^ 
informa tion on Sp anish surnamed persons and include in the CSC 
agenda for EEO evaluation questions directed at particular 
problems relating to employment and upward mobility of Spanish 
surnamed persons. 




Executive Order 11478 

Equal Employment Opportunity in tlie 
Federal Government 

It has long been the policy of the United 
States Government to provide equal oppor- 
tunity in Federal emplojTnent on the basis of 
merit and fitness and without discrimination 
because of race, color, religion, sex, or national 
origin. All recent Presidents have fully sup- 
ported this policy, and have directed depart- 
ment and agency heads to adopt measures to 
make it a reahty. 

As a result, much has been accomplished 
through positive agency programs to assure 
equality of opportunity. Additional steps, how- 
ever, are called for in order to strengthen and 
assure fully equal employment opportunity in 
the Federal Government. 

NOW, THEREFORE, under and by virtue 
of the authority vested in me as President of 
the United States by the Constitution and 
statutes of the United States, it is ordered as 

Section 1. It is the policj' of the Govern- 
ment of the United States to provide equal op- 
portunity in Federal employment for all 
persons, to prohibit discrimination in employ- 
ment because of race, color, religion, se.x, or 
national origin, and to promote the full realiza- 
tion of equal employment opportunity through 
a continuing affirmative program in each ex- 
ecutive department and agency. This policy 
of equal opportunity applies to and must be 
an integral part of every aspect of ])ersonnel 
policy and practice in the employment, devel- 
opment, advancement, and treatment of 
civilian emploj-ees of the Federal Government. 

Sec. 2. The head of each executive depart- 
ment and agency snail establish and maintain 
an afTirir,;:tive [)n>|.'riiiii of eni|il..y::ii.'nt 
opportunity for all civilian employees and ap- 

plicants for employment within his jiuTsdiction 
in accordance with the policy set forth in section 
1. It is ihe responsibility of each department 
and agency head, to the maximum extent 
possible, to provide sufhcient resources to ad- 
minister such a program in a positive and effec- 
tive manner; assure that recruitment activities 
reach all sources of job candidates; utilize to 
the fullest extent the present skills of each 
employee; provide the maximum feasible op- 
portunity to employees to enhance their skills 
so they may perform at their highest potential 
and advance in accordance with their abilities; 
provide training and advice to managers and 
supervisors to assure their understanding and 
implementation of the policy expressed in this 
Order; assure participation at the local level 
with other employers, schools, and public or 
private groups in cooperative efforts to improve 
community conditions which affect employ- 
ability; and provide for a system within the 
department or agency for periodically evaluat- 
ing the effectiveness with which the policy of 
this Order is being carried out. 

Sec. 3. The Civil Service Commission shall 
provide leadership and guidance to departments 
and agencies in the conduct of equal employ- 
ment opportunity programs for the civilian 
employees of and applicants for employment 
within the executive departments and agencies 
in order to assure that personnel operations in 
Government departments and agencies carry 
out the objective of equal ojiportunity for all 
persons. The Commission shall review and eval- 
uate agency program operations periodically, 
obtain such reports from departments and 
ligcucic^ iis it ileems ne(C-;-riry, a!id rc[-.ort to 
the President as appropriate on overall prog- 

iSovomhrr 4, 



ress. Tlie Commission will consult from time 
to tune with such individuals, groups, or orga- 
nizations as may be of assistance in improving 
the Federal program and reahzing the objectives 
of this Order. 

Sec. 4. Tlie Civil Service Commbsion shall 
pro\-ide for the prompt, fair, iind impartial con- 
sideration of all co.mplaintj of discrimination in 
Federal employment on tlie basis of race, color, 
religion, sex, or national origin. Agency tsystems 
shall provide access to counseling for employees 
who feel aggrieved and shall encourage the reso- 
lution of em.ployee problems on an informal 
basis. Procedures for the consideration of com- 
plaints shall include at least one impartial re- 
view within the executive deparcment or agency 
and shall provide for appeal to the Civil Service 

Sec. 5. The Civil Service Commission shall 
issue such regulations, orders, and instructions 
as it deems necessary and appropriate to carry 
out this Order and assure that the executive 
branch of the Government leads the way as an 
equal opportunity employer, and the head of 
each executive department and agency shall 

comply with the regulations, orders, and in- 
structions issued by the Commission under this 

Sec. 6. This Order applies (a) to military 
departments as defined in section 102 of title 5, 
United States Code, and executive agencies 
(other than the General Accounting Office) as 
defined in section 105 of title 5, United States 
Code, and to the employees thereof (including 
employees paid from nonappropriated funds), 
and (b) to those portions of the legislative and 
judicial branches of the Federal Government 
and of the Government of the District of Colum- 
bia having positions in the competitive ser\-ice 
and to the employees in those positions. This 
Order does not upplj' to aliens employed outside 
the limits of the United States. 

Sec. 7. Part I of E.xecutive Order No. 11246 
of September 24, 1965, and those parts of Exec- 
utive Order No. 11375 of October 13, 1967, 
which apply to Federal employment, are hereby 

RiCH.\RD Nixon 
The White House, 
August 8, 1969. 

%) %^ \.^ 



Office of Public Attairs and Information 

Washington, DC, 20506 







On November 5, 1970, the President announced the initiation 
by the Civil Ser/ice Conrrr.ission of a si:<teen-point progran 
to assist Spanish speaking American citizens are interes- 
ted in joining Federal civilian service. 

This program was a follow-up to the statement the President 
made in a press conference in Los Angeles on July 30, 1970 
welcoming interested and qualified Spanfrh speaking persons 
who have an interest in Federal employment. 

lire sixteen steps which the Civil Sert:ice Commission Chairman 
was to undertake immediately are as follows: 

1. Appoint a full time official in the Civil Service Commission 
who will provide advice and assistance on matters relating to 
Spanish surnamed population to assure full application of the 
EEO program in all Federal agencies to this group, 

2. Begin an intensified drive to recruit Spanish surnamed per- 
sons, particularly for identified public contact positions, in 
areas of heavy Spanish speaking population, including the South- 
western states and in Chicago, Detroit, and New York and cer- 
tain other major metropolitan areas. 

3. Use specialized recruitment teams, to include Spanish 
speaking persons for college recruitment, particularly at 
colleges with heavy Spanish speaking enrollments, 

4. Begin work immediately with OEO, DHF*^, HUD, Labor to find 
ways to enhance opportunities at all levels for Spanish sur- 
named Americans in programs dealing vlth the Spanish soeaking 
population as well as in other programs and in key occupations. 

5. Step up recruitment for Cooperative Education Program at 
colleges with significant num.bers of Spanish speaking students 
to permit entry from FSEE registers without necessity of writ- 
ten examination. 

6. Emphasize to Federal agencies availability of selective 
placement on bilingual basis 3o Spanish speaking persons may 
be reached for appointment to positions dealing with the 
Sp=ni3h surn-r-.-'i ropulaticn. 


,.,, ^^.,/^r.-nrc of Federal man^-.gers ar.d equal 

opportunity off'clnl" In the Southwest designed to assure 
equal opporc'tn'.'v tcr Smnlsh epeakin?; persons in eniploy- 
tneat and up-jra :.-.obiiity in Federal agencies. 

8. Develop f^r Fcdrral agencies under CSC area office 
leadership to •-■irV with hir.h echools in Spanish Speaking 
areas to cake Known job opportunities in the Federal Govern- 
ment and to co-.nsrl nnd to encourage student^ to stay in 

9. Hire for surfer enployment in Federal agencies high school 
and college teachers from schools serving Spanish speaking 
students to kIvc t!irn understanding of the Federal Government 
vhich they c.-i:; relate to students. 

10. Make spfclnl effort to inform Spanish surnamed veterans 
of availability of non-cor-petitive appointnents for Vietnam 
Area Veteran-, including GS-5 level. 

11. Require Fcicral n^cncies to review their EEO action 
plans and n'lr.;irity c-ployrr.ent figures and make any necessary 
revisions to assure the full applicability of the plans to 
Spanish surnancd population. ^ 

12. Review with agencies staffing of EEO program to make 
sure that there Is understanding in the program of the special 
problems of the Spanish speaking. 

13. Provide additional training programs on EEO and person- 
nel mana.-^c- :nt for Federal managers in areas of Spanish 
speaking population. 

lA. With the Department of Labor, explore the feasibility 
of establishing an Intergovernmental Training Facility for 
upward mobility and skills training for Federal, state and 
local careers in the Southwest, probably in San Antonio. 

15. Collect necessary data and broaden analysis of minority 
statistics to bring out special information relating to em- 
ployment and upward mobility of Spanish surnamed persons in 
the Federal Government. 

16. Require EEO reports from agencies to reflect special 
Information on Spanish surnar.ed persons and include in the 
CSC agenda for EEO evaluation questions directed at parti- 
cular problems relating to emplo>".ent and upward mobility 
of Spanish surramed persons. 

(Partial extract from V,"hite House News Release of Novem.ber 5, 1970) 



The Spanish Speaking Campaign Plan 

The purpose of the Spanish speaking campaign in the California Primary 
is threefold: 

1. To test the effectiveness of four voter persuasion techniques. 

2. To test each of these techniques with both the Spanish 

speaking middle class and the Spanish speaking ur- 
ban poor. ■ 

3. To develop and test the California Spanish speaking organi- 

zation at the state level. 

The voter persuasion techniques to be tested are: 

1. The mass media - publicity, TV, radio, newspaper advertising 

2. Direct mail combined with the media effort 

3. Telephone contacts with a mailing to follow up on undecided 

voters. This will also be combined with the media effort 

4. Surrogate candidates speaking on the President's behalf - 

also combined with the media effort. 

Each of the four techniques will be tested (1) in precincts or counties 
predominantly made up of Spanish speaking middle class residents 
and (2) in precincts or counties predominantly made up of the urban 
poor. Effectiveness of each of the four persuasion techniques will 
be measured by before and after telephone polls of ballot strength 
in each of the test areas. The effort to measure the effectiveness 
of each persuasion technique will not be perfect for various reasons. 
The population in a precinct is a small sample; overlapping of techniques 
may occur; and the population in the test precincts cannot be identical. 
Nevertheless, w<» should be able to get a gene'-al idea of the relative 
effectiveness of each persuasion technique. Also the testing effort 
will enable us to refine each technique before using it in the general 


There will be three test groups: 

Group A. Precincts with the following characteristics: 

- Over 50% Spanish-Speaking 

- Urban 

- Low economic indicator (according to census-tract 


- Consistent voting pattern in recent elections 

Group B. Precincts with the following characteristics: 

- Over 50% Spanish-Speaking 

- Urban/Suburban 

- High economic indicator (according to census tract 


- Consistent voting pattern in recent elections 

Group C. Two counties with the following characteristics: 

- Over 50% Spanish-Speaking 

- Similar size (small) 

. ' - Consistent voting pattern in recent elections 

These test groups will be selected by April 5. 


I. Designate precincts from groups A & B to test techniques 1, 2, &c3. 
Designate counties from group C to test techniques 1 & 4. 

Completion date: April 10 

II. Develop brochure especially designed for Spanish-Speaking. 
Brochure should be written in English and feature the President's 

Completion date: May 1 

III. Organize technique 2, 3, and 4. 

Technique 2 - Direct mail appeals will be made to all 

Spanish spc-akLaa voters in t'.ie sc-I^-cted 
tPSt area. The letter •.'.ili --ft nut :h^- 
President's good record with the Spanish 


speaking. The brochure will be 

Technique 3 - Organize telephone campaign to call 
every Spanish surname vote in 
test area. The brochure will be 
used to follow-up on undecided voters; 
but there will be no voter turnout phase. 

Completion date: April 24 

Technique 4 - Organize Spanish-Speaking surrogates 
to make intensive highly publicized 
appearances in one of Group C selected 
counties. This includes selecting 
spokesmen and planning events. 

Completion date: May 1 

Call every Spanish-Surname voter in test precincts and counties 
to identify ballot strength for later comparison. This effort 
should be supervised professionally. 

Completion date: May 1 

Implement action for techniques 2, 3, and 4. 

Target date: Start May 1st. 

Call every Spanish-Surname voter in test precincts and counties 
after the primary to identify ballot strength for comparison to 
initial survey described In IV. 

Completion date: June 10 

Review election results for significant change. 

Completion date: June 15 

Analyse the effectiveness of each technique to change 

voter attitudes so that any necessary changes in the Spanish - 

Speaking campaign plan can be made for use in the general 


Ccm3le:ion date: ju:-.o 20 


Exhibit 10 




• March 15, 197 2 




Campaign Plan Page 1 


Where The Black. VoCers Are Page 2 

Who The Voters Are Page 3 

Historic Trends Page 4 

Issues Page 5 


Focus On Key States Page 8 


Retreat/Planning/Strategy Session '. Page 8 

Field Operations Page 9 

National Publicity Program Page 11 

Establishment Of Visible Support In The Black Conmunity Page 11 

Presidential And First Family Appearances Page 12 

Use Of High Administration Appointees Page 12 

Opinion Leaders Of The Black Community Page 13 

Black Young Business Executives For The Re-Election Of 

The President Page 14 

Black Churchmen For The Re-Election Of The President Page 14 

Black Educators For The Re-Election Of The President Page 15 

Black Educators For The Re-Election Of The President Page 15 

Black Professional Athletes For The Re-Election Of 

The President Page 15 

Local Republican Organizations Page' 16 

Black Republican Candidates Page 17 

Republican National Convention Page 18 


The Black Press Page 20 

Other Mass Media Page 20 

Brochure And Newsletter Page 20 


Use of Adoinistration Resources Page 23 


TAB A Republican Percentages Among The Non-White Voce 

TAB B Cities Of 25,000 Or More Black Population 

TAB C Possible Additional Black Citizens' Groups For The Re-Election Of 
The President 

TAB D Rank Of States 

TAB E Organizational Chart 

TAB F Planning Work Schedule 

TAB G Black Media Advertising Campaign 

ADDENDUM I Research Report: Black Political Participation 
ADDENDUM II Report On The Polls: Blacks 

32-818 O - 74 - pt. H 


The attached presentation proposes a strategy to secure for the Republican 
Party a significant number of Black votes in the 1972 Presidential election. 
It represents a consolidation of ideas suggested by a number of the top 
Black appointees in the Adcinistration. It is felt very strongly that the 
Black vote at every strategic level and section of the country should not 
and cannot be ignored. It was with this potential in mind — the market 
of sone 7-1/2 million potential Black voters — that this strategy was de- 

Ceunpaign Plan 

This campaign plan is a general approach designed as an immediate broad 
appeal to the Black community. This general plan will provide a vehicle 
to effectively inform Blacks of accomplishjaents of the Administration that 
impact primarily on minority groups. Further, the plan is specifically 
aimed at early implementation in order to effect some change in the present 
negative feelings about the Administration in many of the Black areas of 
the Nation. Tnis will also present an opportunity to benefit from the 
growing opinion of Blacks that their vote should not be the property of 
a single political party but rather should be used for leverage as a swing 

At the point when the Co-jnittee for the Re-Election of the President develop: 
State Victory Plans, it is anticipated that this Division will build in a 
specific Black vote action plan for each key state. Overall efforts will 
then be locked into the State plans which will govern all further actions. 


EACKcaouyp on bl/.ck vote 

The inportance of the Black vote is indicated by the fact that of the 79 
million persons participating in the 1968 general election, 8.0% or 6.3 
million were Black. In the South the Black proportion was 14.7% and in 
the North and West, 5.5%. In 1960, the Republican Presidential ticket re- 
ceived and estimated 32% of the Black vote, but in 1964 this figure dropped 
to 6%. In 1968 the President was only able to recover to a level of appro- 
ximately 12%. (See Tab A). 

The plan avoids any gradiose, radical scheme to attract fresh Black votes, 
which could be held suspect by the Black community; but rather proposes 
the judicious use of traditional political approaches. It contemplates 
a strong offensive approach, rather than a defensive or apologetic one. 
It calls for maximum involvement from every facet of the Black community, 
including officials in the Administration and opinion leaders from all 
walks of life. 

The Black population has been extremely mobile. Eleven cities according 
to the 1970 census, showed large Black population gains due to net in- 
ir.igration of 25,000 or more persons. Net gains of over 100,000 persons 
contributed to substantial population increases in the cities of New York, 
Chicago and Los Angeles in states of large electoral votes. 

Were the Black Voters Are 

Nationally, but especially in regions other than the South Slack voters 
make their greatest impact in cities of 50,000 or more population. At 
least half of the Black voters are concentrated in 50 cities and one-third 
of that total is in 15 cities. On the whole Black voters are about 11% 
of the total voters in the country. , (See Tab B) . 


NoC only are Black voters a iriajor factor in tiie urban and heavily indus- 
trialized regions of the ICorth, West and South, they are also a factor out- 
side of the netropolitan areas in the South. Black voters, then, can be 
placed into three important broad deuographic groups: Korthern-VJestern- 
Urban, Southern-Urban, and Southern small-town and rural. 

Vrno The Voters Are 

The 1970 census information indicates the median income of Black families 
in the United States is $6,279.00 which is 61% of that of white families. 
Looking at the breakdo^m of Black family incomes by regions we find that: 

1. The median income for the Black family in the Kortheaat is 
$7,77A (67% of white family income). 

2. For the Korth Central United States Black family median income 
is $7,718 (73% of white family income). 

3. In the South the median income for the Black family is $5,225 
(57% of white family income) . 

4. The Western regional Black family income is $8,001 (77% of 
white family income) . 

These figures indicate a slow but consistent rise in income for Blacks of 
approximately 3% over a five year period 1965-1970. Strangely though 
the only area in which these gains narrowed the gap between Black and 
white family incomes is the South. A contrasting picture in the West 
and North Central regions shows Black family incomes as about three- 
fourths of white family incomes. Statistics indicate that the difference 
between Black husband-wife families and white husband-wife families in 
the Korth and West is the working Black wives. Approximately seven out 
of every ten young Black wives contribute to family income by working. 

In suirmiary Black voters are younger, less educated, more ill-housed and 
unemployed than white voters, A further important factor is that 30% 
of the Nation's Black families are headed by women. 


Historic Trends 

Historic trends and voting behavior shows the Black voter to be basically 
Democrat (86%). Going back co 1960 we find that the Republican Presidential 
candidate received approxicacely 32% of the Black vote. This equaled the 
support the Republican Party received froa Blacks in the 1950' s. In 1964 
Barry Goldwater received only 6%, and in 1968 the President was only able 
to gain 12% of the vote. 

The Gallup Poll presently shows the President having a 27% nation-wide 
approval rating among Blacks. Southern Blacks offer him strongest support. 
They approve of the Administration by a 42%-38% margin, with 20% undecided. 

There are marked regional differences. In the Deep South , (those states 
carried by Wallace in 1968) , the Black vote is proportionately the highest 
but the election outcome has traditionally been decided by the conservative 
white vote. 

In the Border States , the Black vote is still proportionately high, but 
in 1968 the President won cost of the states with a substantial plurality. 
There are no plans to focus in this area at this time. 

In the Industrial Northeast , the Black voter probably carries the greatest 
leverage. The total vote tends to be balanced, and capable of swinging to 
either party in a given year. The Black vote represents approximately 10% 
of the total, and heavily favors the Democrats, giving thea a substantial 
plurality. Illinois, Ohio, Pennsylvania, New York and New Jersey all have 
substantial Black population and are considered key states. 

New England is mixed. Massachusetts and Connecticut tend to resemble the 
Industrial Northeast. The regaining states have a low Black population 
which would not be a factorln most elections. Connecticut is the key state 


In this region. 

The Upper Midv/est has a relatively low Black population, and the total state 
pluralities in 1963 were substantially larger than the leverage exerted by 
those voters. 

The Mountain States , generally speaking, do not feel much effect from the 
Black voters. 

In the Pacific States , the impact is uixed, with substantial effect in Cali- 
■ fornia, less In Washington, and very little in the remaining states. Cali- 
fornia presently leads the list of key states. 


In developing a concerted program careful analysis must be made of which 
issues carry the most positive impact across all of the President's consti- 
tuency. For example job opportunities in the 70's is an area of concern 
to Blacks and yet does not polarize the white cosmunity. 

Thare are a number of issues which are of major concern to Blacks. Discri- 
mination and racial conflict are still major issues, but other issues are: 

A. The high rate of unesployment among Blacks; (here emphasis will 

be on widespread dissemination of information on programs providing 
job training with Administration assistance through the Department 
of Labor, OEO, Model Cities, and on job producing grants from SBA, 
. 0M3E, SBA, HUD). 

B. Inadequate housing; 

C. Quality of educational opportunities; (Black colleges will be 
Elxhibit A to show the concern by the Administration) . 

D. Crime in the Black community; (Federal assistance in this area 
to assist localities will be highlighted). 


E. Heroin traffic in the Black community; (the new drug enforcenent 
prograa resources will be of assistance in this area) . 

Of concern to Blacks and related to job discrimination is the issue of inade- 
quate housing and housing discrimination. Blacks view landlords and govern- 
ment agencies as repressive and bureaucratic. In many instances dispro- 
portionate percentages of Black families incomes go to pay for inadequate 
housing. Black families feel themselves trapped in ghetto-type conditions 
and see little possible hope of escape. 

The Administration through HUD programs and the regulation of deposits of 
Federal funds to financial institutions has the resources to assist remedying 
such situations, make a positive impact and. improve its credibility in the 
Black community. 

Black voters without a doubt are concerned about the high cost of living. 
Blacks seek a better value for dollars spent. 

Black parents in greater numbers than ever are seeking higher quality edu- 
cational opportunities for their children. While busing is of national con- 
cern. Black parents on the whole are more concerned about the quality of 
their children's education. The Administration must continue to seek proper 
vehicles through which it can convey an expression of its support for equal 
educational opportunities for all persons and publicize the fact that it is 
supporting this belief financially — especially at the time the President 
announces his position on the busing issue. 

Considering the fact that Blacks are so often the victims of violent crimes, 
most Black voters are concerned about maintaining law and order in their 
communities but it must be so approached as to avoid a negative, repressive 


Most Blacks are againsc criae and are for "law and order" but must be con- 
vinced it is not a code phrase meaning laws designed to repress Blacks. 

This is reconmended strategy for neutralizing the almost unchallenged mono- 
poly which the Democratic Party has held in the Black community in recent 
Presidential elections. The strategy proceeds from the assumptions that 
this Administration has a good record of accomplishment in areas of concern 
to Blacks, that they will listen if the message is presented effectively, 
and that they will vote for the President in greater numbers if can be 
convinced of his concern for their well-being and that he wants their 

The objective in 1972 can realistically be set at increasing the President's 
share of the Black vote by 50% — from 12% in 1968 to at least 18% in 1972. 
In 1968, that increment would have given the President victories in Maryland 
and Texas, and solidified the narrow margins of victory in Missouri, New 
Jersey and Ohio. (In Maryland, where, 1968, the Democrat candidate re- 
ceived 20,315 votes more than the Republicans in a state with 452,587 
potential Black voters — of whom approximately 293,276 actually voted, 
the President would have carried the state with a shift of 2% of the Black 
vote) . 

The strategy to increase the Black vote to 18% will center around publi- 
cizing the President's record of accomplishments for Blacks. 


Focus Oa Key States 

Waen the largest states, such as Calif of nia, New York, Illinois, Penn- 
sylvania, and Ohio are taken in order of electoral votes, the concen- 
trations of Black voters in strategic points becomes particularly evi- 
dent. Focus will be directed toward those states where the Black vote 
has its greatest leverage — in states where the total vote tends to be 
balanced and capable of swinging to either Party. It is in these key 
states that a major effort will be Eiade to effectively win the confi- 
dence of more Black voters. Tab D ranks states in the present order 
of priority (with early efforts concentrated primarily on the top 25 of the 
list and with no present plans for the last 12 on the list as the Black 
vote therein represents less than one percent of the voting age popula- 
tion in most instances). 

Reconmendation : That you approve the strategy to increase the Black vote 
to 18% by publicizing through a comprehensive public relations program, 
the President's Record and by organizing an intensive field effort in 
key states. 

Re treat /Planning /Strategy Session 

In order to launch the Black Vote Division campaign it is proposed to bring 
25-30 key persons into Washington for a retreat/planning/strategy session. 
It is estimated that transportation, accommodations and expenses will run 
$5,000. The Chairman and appropriate Re-Election staff will be invited to 
appear before the group. In connection with the retreat a select group of 
supporters could be invited to a Blair House briefing. The resulting publi 


relations value flowing fro:3 the sessioa will serve to strengthea support 
for this key teaa of advisors. 

To effectively bridge the credibility gap now present in the Black cou^-^unity 
and to create a climate free; which to capture an increased percentage of 
the Black vote a field operation should be established to assure organiza- 
tion and coordination of efforts. 

Field Operations 

The effectiveness of the campaign strategy, can be measured by the votes pro- 
duced. Nothing is more important than reaching the voter, and that requires 
good local organization. The proposed plan for 1972 contemplates grass- 
roots organizations in most major urban areas of key states as well as 
the rural South. They will be under the operational control of the Nixon 
State Chairman, but will be functionally coordinated by the Black Voters 
Division in Washington. Coordination would be accomplished initially 
through three staff field men and field consultants (part-time) such 
as use of ministers. 

The regional field man will be used to assure that local organizations 
are established, that communications reach the people, and that provisions 
are made to identify our voters and, finally, to get them to the polls. A 
system of reporting and controls will be established so that realistic 
appraisal of progress can be made from Washington and corrective action 
taken if necessary. . 

Voter education will be an important factor in 1972 and will be a cjajor 
concern of field staff. Xosz Black voters do not normally split the 
ticket, but have shown that they will when attractive alternatives are 
presented. Some obvious examples are Black Republican officials who have 


been elected from heavily Democratic districts. Education in the justifi- 
cation and methods of ticket-splitting should substantially increase the 
President's share of the vote in some areas. 

The field operation will be geared to working closely with local Blacks tied 
into State machinery. Field representatives will also work to identify 
persons, other than Republicans, who are inclined to support the President. 

Initial focus of the field operations will be on developing organizations 
wherever there is a major concentration of Black population. This will 
further serve to accomplish the public relations objectives of the Plan's 
strategy. * 

In addition to getting out the Nixon vote, the field organization will 
focus on spreading the word on issues of concern to Blacks where the 
Administration has made significant strides. 

There are several Administration programs which can receive strong 
support (particularly among the rank and file) in the Black community: 
school desegregation enforcement activities; major initiatives in the 
area of drug abuse; implementation of the Philadelphia Plan for in- 
creasing the proportion of minority workers in Federally-sponsored 
construction projects; substantial increase in the support of Blac'K 
colleges; the non-profit sponsors' housing program in HUD, in which 
40% of the participation is by Black organizations; and many programs 
to support the development of Black businesses, including those under 
SBA, 0^3E, EDA and HUD. 

*Field coordinators will work with State Black Vote Chairmen to set 
up an organization of city and county coordinators, recruit and train 
volunteers to disseminate information and to identify and get out the 


The Black voters will give substaacial suppori: to the proposed Fanily 
Assista.ace Plan, largely because it is the first proposal which in- 
cludes soQe fona of a guaranteed annual incone. There see;ns to be 
sou.e question at this tice, however, as to whether the President is 
strongly behind the program:. Blacks will support revenue sharing to the 
degree that it appears to provide new noney to the central cities. 
They are concerned that adequate provisions be attached to that legis- 
lation to assure that an equitable share of the funds be available to 
Black coaimunities and that the funds not be allowed to support discria- 

In each of these areas the President's Record is solid yet only limited 
information of his accosplishaents has effectively reached local levels. 

National Publicity Prograa 

In addition to field efforts a comprehensive national publicity campaign 
will be used to persuade the Black voter. This progran will in the 
main be the responsibility of the White House Staff members of our team 
(Bob Brown and Stan Scott) and will include the following components: 
Establlsbjaent Of Visible Support In The Black Co-jnunity . In order 
for the President's campaign to be credible in the Black community, 
there oust be highly visible members of the conmunity actively supporting 
and campaigning for him. Several such groups will be identified and/or 
can be organized by field coordinators. Expanded speaking schedules 
have been recoaimanded for appointed Black officials. In addition, there 
should be greater visibility of non-Black top level officials in the 
Black community, through participation in speaking engagements and 
cultural activities. Further, certain non-Administration Black 
citizens who are opinion makers will be used in speaking engagements 



before civic, social, fraternal and religious groups and attention will 
be given to developing at least one super star spokesman who can coamand 
national attention. Additionally, Black celebrities will be used in special 
events. Consaitments for key appearances, such as has been obtained from 
SaiEiy Davis, Jr. will be sought. Davis, who has become increasingly involved 
in national Black causes, has been contacted and is committed to assisting 
in the re-election of the President. Publicity flowing from the President 
and Sammy Davis, Jr. at the Bob Brown tribute is viewed very positively 
by Blacks and as newsworthy with Black-oriented newspapers. 

Presidential 'And First • Fe:aily Appearances . As the campaign progresses, 
special key events will be identified for possible appearances by the 
President and members of his family. Most national Black organizations 
(civic, fraternal, civil rights and professional groups) hold conventions 
during summer months. Invitations to address these conventions can be 
initiated once it has been detenalned that the President is available. 
Appearances by the President and members of his family will serve a 
PR value of showing genuine concern for the Black community. Their very 
appearance will be newsworthy and guarantee press coverage and serve 
to Improve the President's linage with Blacks. 

Use Of High Adainistratiin Appointees . It is not generally realized 
how many Blacks have been appointed to high positions by the President, 
nor the extent of the effectiveness in implementing. important programs. 
Some of them are politically experienced and effective in public appear- 


A sustained effort will be started to raise the profiles of high Black 
Administration Appointees. Approaches will include: 

(1) An expanded schedule of well-publicized speaking engagements before 
Important audiences. This effort should be coordinated by minority 
White House staff (Stan Scotc and Bob Brown) during the canipaiga 
(with assistance from the Scheduling and Speakers Bureau Office) 
and should tie in closely with the Council of Black Appointees. 

(2) Disseaination of news and feature stories to the Black press. 
Stan Scott iu Herb Klein's office, has made progress over the past 
several months in establishing better lines of communication between 
the Administration and Black newspapers across the country. These 
publications are read extensively and do 'have impact in the Black 

(3) Inclusion, where appropriate, of Black appointees on Presidential 
trips to their home areas (and on Cabinet member engagements). 

Recom-Tiendation ; That you approve the concept of high visibility of influ- 
ential Blacks and of Black political appointees during the campaign, and 
Che implementation of Che three approaches listed above. 

Opinlor. Leaders Of Tha Black Cotr^ur.lty 

A series of VTAice Kouse brief ings have shown chat Chare arc Slacks who want to wo 
■ wich the Ac=iintscracion. T:-.ese individuals are Co a si^^°»^ excenc Chose who are 
Slaking ic wichir. Che sysce-, and whose opinions have come influence wichin c'r.e 
Black comiv-nicy. So=.e have indicaced iscrons iaceresc in working coward che 
Presidenc's re-eleccion. 


These opinion leaders could be used r.ost effectively If organ;tzed into groups re- 
flecting professions or special interests; for exaaple, tusiness executives, educa- 
tors, athletes, etc. They vould act to spread the vord about Administration accov.i- 
oli5h-ar\ts and generate support for the President through mailings, speaking appear- 
ances And press releases. Further, the existence of such citizens' groups vould 
provide a vehicle for the involvement of other persons vho want to actively parti- 
cip^.te in the campaign, whether through volunteer vor'<c or financial contribution. 
Black. Citizens Cocaittee mesibers should be integrated into overall re-election 
Cocnittees such as youth, wonen, educators, etc. — as they are announced. 

The following four groups should be immediately set up and budgeted in order to 

be^^in operations inaediately. Other groups of Black professionals and special 
interests groups would be established later -following the basic pattern set forth 
by the initial four groups: 

1. Black Youn^ Business Zyqcjtives for the ?.e-Election of the President 
This group would be n^ce up of people on the order of Abrahani Venable, 
former Director of OXBB and presently Director of Urban Affairs for 
General Motors; Aubrey Lewis, Assistant Vice President with Woolworth 
and forner All-American football star with Notre Darae; John Sims, 
Director of Minority Affairs with U.S. Flywood Charcpion Papers; Jame^ 
Mack, President, B i C. Associates, Kigh Point, North Carolina; ?«onald 
Evans, of ITT, '/ashing 'ion Office; and LePusy Jeffries, Los Angeles busi- 

nesscian. These nsn are strong supporters of the President. A budget 
_ of $2,000 should be appropriated for this group to begin operation in 
2- Black Churchr.en for the Re-Election of the Presiden t 

Thds will be a vitally important co-rnittco ar, it vould represent the 
• nost powerful sin,3:e force in the Black coimunity. The Black niniscer 


plays ar» iaporcariC role in ir.f luer.cir.g his consregation. Va have cloac 
relations with a ;iu-ber of Black clergys-.ea who support the ?ret,ideat. 
Among thea are Dr. '.Tilliaa Holaea^ Borders, Pastor, vrneat Street Bap- 
tist Church ir. Atlar.ta; Dr. L.V. Booth of Cincinnati; Bishop V.'illiam 
K. Snith of the AXE Zion' Church, who is also a nesriber of the Alabama 
Republican Executive Coiaittee; Dr. J.J. Jackson, President of the Kr.cional 
Baptist Convention (^'ational Baptist is the largest Black church group 
in the Nation); Rev. Arthur JIarshall of St. Louis; P.ev. Roland Smith 
. of Atlanta who is one of the founders of the Southern Christian Leader- 
. ship Conference (SCLC) , In light of the high priority role that this 
group will play, a budget of $3,000 is reconrunended to begin operation 
in April. Ministers will also be used to work with field coordinators 

in key congressional districts and states with their salaries sup- 
plemented on a per dieci basis. 
3. Black Educators for the Re-Election of the President 
' • . This group could be headed up by Dr. Helen Edmonds, former member 
■ ' ' of U.S. Delegation to the and former Dean of the Graduate School 
v.'.'.of North Carolina Central University. She is dedicated Republican, 
••; having made a seconding speech for the nomination of President Eiscn- 

• hower at the Republican National Convention. The budget for this 
group should ^e $3,000 to begin operations in Arpil. 

4. Black Professional Athletes' for the Re-Electlon of the President 
The membership of this group would be based around men like Bennie 
KcCrae of the New York Giants; Buddy Young, Assistant to the Co=i- 
••. missioner of Pootball; Roger Brown of the Indinapolis Pacers, who 
was recently elected to the City Council as a Republican; Brady 
Keyes, formerly of the Philadelphia Eagles and how President or 
. All-Pro Chicken. The recomaended budget for this group is $2,000 

• and start-up date is April. ' " ' • 


The budg^C of $15,000 would be expended on meetings, travel, publicity, 
mailings and appearances before various Black regional and national 
conventions and meetings. Additional funds required if any would be 
self-financed. Approval for these funds will be sought through the 
normal budgetary process. 

Other Black Citizens' Coinmlttees which might also be formed and later 
meshed with total Re-Election Committee efforts are listed In Tab C. 

P.ecoffJiedatlon : That you approve the concept of actively involving noted Black 
leaders in the re-election of the President by the formation of Black citizen 
groups, and inclusion of key persons on Re-Electlon Committees lists and that 
you authorize the Executive Director to immediately begin forming the groups 
in detail. 

Local Republican Organizations i ' ' , f ,' ' 

"c must depend on attracting new supporters for the greatest assistance. However, 
there are traditional local Black Republican organizations in many cities and they 
should be given every opportunity for maximum participation. They should be activel 
worked with by the minority specialise at the Republican National Committee. This 

will also serve to mininizo competitiveness between Republicans and others sup- 

portir.s re-election efforts.^.3nda:ion: That the Executive Director of the Black Voters Division of the 
?.e-".lection CoCTlttee establish a coordinating group, including the Black staff 
of fac Republican N'atiqnal Cor^ittee, the Campaign Congressional Co^ittee and 
representatives of Black Republican Clubs for the purpose of providing 

32-818 O - 74 - pt. 19 - 10 


a coordinating effort for ' representatives of Black Republican groups to allow 
naxi-ua involvencnt of Slack Republicans. 


Black Republican Candidates ' ■ . 

A Republican Presidential canpaign has a great deal of difficulty in attaining 
visibility in many Black communities. The local politics, including Congressional 
races in some instances, are heavily dominated by the Democratic Party. In 1972, 
hovaver, for the first time in recent history, the Republican Party has an oppor- 
tunity to field Black candidates who will have a reasonable chance of election 
and/or making a creditable showing. In particular, viable candidates should be 
identified to oppose the members of the Congrceelonal Black Caucus. If nuronj. 
Republican campaigns can be run, they will serve the multiple purposes of 

(1) Keeping the Black Caucus members involved in their home districts, 

rather than campaigning across the country for the Democratic nominee. 
.(2) Presenting the. possibility of defeating Democratic incumbents in the . 
House. . 

(3) Establishing a method for publicizing the record of the Administration 

in the Black community. .■''*■. 

(A) Kost important, extending the Republican Presidential campaign into 
those coamunities, by association of the local candidate with the 
President and his record, and, hopefully, cutting into the Democratic 
vote plurality. 
(5) Allowing, post-election follow-up to build Party loyalty and allegiance. 

Two steps are needed to implement this strategy:' 

(1) To ic^ediately identify attractive candidates and convince them to run. 

(2) To assure adequate fir.^nclal support to conduct an effective campaign. 


gecoT^.jndatlon : Thac^<Jou approve the strategy of fielding strong Republican candi- 
dates in as many predominately Black districts as possible, and that you authorize 
p.n lonediate search begin to identify appropriate persons to enter those races. 
Financial support to those candidates who are approved would be considered on an 
Individual basis in consultation with the State Chairman and Congressional Cam- 
paign Committee. 

Kepublican National Convention 

The Republican National Convention will provide an opportunity to demonstrate that 
the Party is really relating to the Black community. In that connection, it is urged 
that early planning go into this aspect of the Convention. Wtxile certain rules 
already dictate Convention procedure, it is highly desirable that we take advantage 
of the wide publicity that will flov from San Diego by developing an approach to: 

1. Encourage states to have Black representation among delegates. 

2. Assure that Blacks work on Convention planning committees. 

3. Make certain that Convention special social events involve Blacks 

and that special events are planned for Blacks attending the Convention. 

A. Use Blacks in Convention jobs as pages, secretaries, etc. 

5. Involve prominent Blacks in key visible roles such as nominating and/or 
seconding speeches, delivering of invocation and appearances before 
appropriate Convention Committees receiving national attention. 


1. That you approve of Blacks being assigned to convention planning 
committees. • ' 


2. That a?pr»?rlace states be er.couraged to have Black cele-ates fro= 
districts ia which there is a sizeable Black population. 

A^^'^^VE " DISAPPROVE cox:<ej;t 

3. That social eyer.ts include Blacks and that special social events 
be planned for Slacks. 

A.t That Blacks be seriously considered for key visible roles such as 
; ^' deliverins no-inating and/or secondary speeches, as keynoter, for 
convention co::aittees (Senator Brooke, Jataes Faraer, Art Tletcher 
Ben Davis, Chappie James, Dr. J. J. Jackson, are asong leading 
•Blacks who will serve). 


A major element of the strategy for capturing a larger share of the Black 
vote in 1972 will be to inform the people of successful Administration 
programs. This will require effective use of all possible media, because 
it is inherently difficult to get the Republican message to these voters. 
The Communications program should in the main be handled through Stan 
Scott of Herb Klein's office but will also utilise the Co=a.ttaa's Press 
and Advertising Divisions. The major elements are: 


Tiie Black ?rcss . ThGse newspapers are probably more influeacial 
Chan thsir couaCerparts in the v/aite cor:j:iunit;y. As noted before, 
inprovir.g lines of co;rjaunicatiou are being established with Cr.e 
editors. As the cauipaign progresses, we may be less able to place 
Adninistratioa oriented cacerial in the news sections, becaasG ic 
laay be seen as "too political" by unsympathetic editors. However, 
a combination of news releases plus advertising could be used effec- 
tively as part of State Victory Plans. A detailed co^niunicacions 
plan, including timing and cone of ads and resources to be used 
will be developed through Che Cojuiictee's Advertising Division 
and will joincly involve the Nixon State organization and Che 
Re-Election Coc-jnictee as Black Vote Division. 
Other Mass Media . Radio "soul" stations are very influential 
in niany Black cOu.ziunities. Television has great irapact, as it does 
with all American faailies. It is proposed that a Black Co^jnuni- 
cations Advisory Group be formed Co work closely with the overall 
campaign advertising staff to obtain Che greaCesC possible impact 
in Che Black coirjaunicy. 

Brochure and Ke'-'sletCer . While Chere have been a nuaber. of accoa- 
plishmencs of positive itapact on Black votes, there has not been 
a corresponding publicizing of the President's record. Early 
efforts are needed Co bridge this gap. Priority will be given Co 
development and wide distribution of a brochure highlighting pro- 
gress in social prograoi areas and Adrainistration appointees. A 
newsletter will be published monthly to further acquaint Black 
voters with gains cade by the Administration. Th^s should be 
handled by Stan Scott. Additional support in this area will 
come froa working with public inforTT,ation offices of key agencies 



(SBA, GSA, 0;rB2, KID, etc.) Co produce special brochures and 
leaflets on aid programs for Black businesses and Che Black 
co:s2iu-aiCy . 

Wich respect to direct uiail, brochures, posCers, leafleCs, 
newsletters and other printed materials, publication and dis- 
semination should be under the auspices of one of the Black 
Citizens Committees already reconniended. Done in this manner, 
these will possess the necessary credibility to accomplish 
the basic purpose of che effort; to influence the Black vote. 
Again, actual mailing will be worked out on a selective basis 
as part of the State Victory Plans, and any expenditures will 
be agreed to and budgeted by the State Chairman. 

Recomniendation : That you approve of the use of key Black spokesmen in appro- 
priate instances to tell of the President's achievements and to publicize 
appointments affecting Blacks with a budget of $5,000 for per diem travel 
expenses. Additional budget needs will be built into State Victory Plans 
for key states and funded by the State. (See Tab G) . 

In order to assure maximum coordination from the out-sat a team approach 
to implementation of strategy and execution of the plan of action will be 
used. The team coordinating efforts will Include Robert Brown, Special 
Assistant to the President; Stan Scott, IThite House Communications Staff 
Member; Ed Sexton, RNC;- Samuel Jackson, Assistant Secretary of HUD (repre- 
seaCing the Council of Black appointees); and Paul R. Jones, Black Vote 
Division Executive Director. It is anticipated that this group will meet 
regularly on a weekly basis and inter-act daily as needed. 


As hus been proposed for ether specific voter groups, this plan contca- 
plat2s an organization heiced by a higiily visible with Co-Ci.air- 
nen, a Steering Corrjuittee, and an ExecaCive Director who will be ro^poasi- 
ble for the day-to-day operations. As State coizmittees are fomed the u'ash- 
in^ton based teaa will work with Stats coanterparcs to establish Clack 
state teams and to provide input into State Victory Plans. 

Many Blacks have expressed a desire to participate in the campaign (open- 
ended cornmittees will give credibility to their efforts). As nuch as 
possible, we will avoid dealing with splinter organizations which 
will serve to dillute the effectiveness of the overall program (all 
efforts will be coordinated closely with State Chairmen). A strong 
effort will be made to build coinmunications between local supporters 
and Federal officials. 

An analysis of past efforts to attract Black votes underscores the 
primary concern of Washington staff placing emphasis on organization, 
coordination and control. It is proposed that the Executive Director 
have responsibility for Ac:Linistration and day to day supervision 
of field operations. This will provide for synchronizing efforts of 
field coordinators with State Chairmen operations. 

As the very creation of a LlacV; Vote Division serves to attract a large, 
disproportionate number of Blacks (PR and consultant firms, advertising 
ageacies, press representatives, volunteers and job seekers; to Black 
staff members an Administrative Assistant will work in this area with 
visitors, correspondence and phone callers (a load which has already 
reached a point of justification of this position). Also this man 
would work to establish the various Black Citizens Committees. 


While the nuii.ber of field coordinators is suull (3) it is expected that 
they will travel extensively initially to assist in setting up state- 
'..-ide organizational structures and that their efforts will be au^-uented 
by select consultants. As we move toward Convention and election, and 
key states are nore clearly identified, their attention will narrow in 
focus to the areas of concentration of Eiack population therein. (See 
Vab D for present ranV;ir.g of States). 

The proposed organization chart is shovm in Tab E. These positions are 
considered absolutely necessary to accomplish the general program plan 
as outlined. Tab F is an Action Timetable of key steps. 

RecorjT.endatio.-i : That you approve the concept to esiploy three field 

coordinators. Tnese three would be appointed in April, May, June 

so that there would be tir.e to accomplish the necessary organizational 

work by the tine the caapaign is in full swing in late and to 

offset De;::ocrat efforts steruning from State Primaries. 


Recommendation : That you approve the organization concepts as proposed. 
?<.ecotLTiendations on the budget and specific candidates will be presented 
separately before positions are filled. 

Use of Adainistration Resources 

To augment organizational efforts it is proposed to make use of Adaiini- 
stration resources to provide visible support of deserving projects. 
With team aeabers working closely to conitor economic and social prograt.s 
a selective funding approach will furnish encouragement incentives for 
Black individuals, firns and organizations whose support will have a 


multiplier effect on Black vote support for the President. This will 
call for working with OMEE, S3A, Departir.eut of Labor, OEO, KUD, HEW 
and Che Justice Departaer.t. Ifnat we do econoaically will be a vital 
key politically. 


While political strategists are increasingly aware of the importance of the 
Black vote in Presidential elections it has generally been assumed 
that most Blacks who go to the polls will vote for Democrat candidates. 
With a growing sophistication in the Black electorate, 1972 is a year 
in which this awareness can have an enormous impact on the Presidential 

VJith several candidates seeking the Democrat nomination through State 
Primary contests a large nuziber of Blacks will be sought out for early 
invovlement and commitment. It is thus vitally important that this general 
plan of action be instituted early to create a positive PR climate for 
the President and his Administration — highlighting concern for the 
Black community. 

In support of staff efforts it is proposed that emphasis be placed on 
closer control of grants, loans, contracts and appointments — especially 
from socially-oriented Departments and agencies. Wliac the Administration 
does economically is key. The major issues of concern to the rank and 
file Black voter are those vhich have an economic base. They are con- 
cerned about those things that affect day to day livelihood and well- 


It is ijaportant that visitors see, and publicity indicates, greater 
visibility of Blacks working at Re-Election Couimittee headquarters. 
VJe ought to move imir.ediately to alleviate Che absence of Blacks on 
staff. This point has been stressed by the Council of Black Appointees. 
We have done well with Youth and Women, but not with Blacks. 

Finally, the program plan is based on the premise that the current Black 
political posture is pragmatic — the feeling being that Black voters 
should be practical and selfish on behalf of Slack people — that they 
should not be taken for granted — that they oust take whatever they can 
froa whomever they can — and that they should support, with less regard 
to Party, whoever offers the best response to a developing Black 
agenda. This mood offers a real opportunity for the President to make 
substantial gains in the percentage of Blacks votes attracted as 
contrasted with 1963. The Slack vote in 1972 then must be seen as 
the PLUS FACTOR — a margin to victory in key states. 

The strategy is to cash in on the Black attitude of not wanting all eggs- 
in-one-basket. Many Blacks feel the President will win with or without 
their support. Many of thase want to be a part of a winning team. The 
plan is designed to provide this opportunity. With the candidate already 
in office, there is every opportunity to respond positively to Black 
concerns in coming months — by moving Blacks toward fuller employment 
and more adequate housing, toward greater protection against crime 
and toward reform of the criminal justice system, toward treatment of 
Blacks education as a national resource and toward more comprehensive 
health care. 


Vflille overall strategy is to work, ia cities aad states with signiiJicariC 
Black, population. Tab D rir.ks states in their preseac order of impor- 
tance and serves as an indication of areas for concentrated najor 
efforts — where Black voti'ng bloc shifts can serve as a swing vote. 


. . .: . Exhibit 11 

:-^ ' - June 26, 1972 : *. V 


FROMr^r^ V. ROBERT C. ^y\RDI AN --..--: ; ' - ^^:-rr:^.\ 

Attachedis a copy of Jack Crawford's proposed Black Voter Program."- 1:^:'^- 
r Would suggest that- we set up a mutually agreeable time to haveV ;^-;i^-2 
Jack coiis in and discuss the matter, y_;.\_^' ; '^ : : . >^-^:>%i" 


June 23 J 

l-ir* Robert Hanl^an. 
Cocmittea^to Re-elect, tha tr-_oi 
1701 Paniisyl /an_a Av^rrAs/i.'J. 
T-.ashiC5ton,'D.C. 2OC36 

- - ^- "^ ^ 

DeaLT Eod: " -.^ - 

Attacaed are ny / — -s cc 
it ougat to bs dose^ 

ajid hov I think 

Those wno I2a.<e tae decis-^cns o-^oold r^^-=^^er I96S la .-hich there vere 

taree seperate orgaiixzai;ioELS all seeking B_ack vot3'-j and Bob Brown, with . ' . . .". 

tae Presxdent. They vere (l) Concerned Afro AE!e^lc^n3 forthe electioa _ 

of Ricoaxd IHjxon^ (2) Citizens for Ilixon, (3) The R?pablicaa liational 

Coisaittes,.;- The three groups produced zero because faey vere fighting 

over control -which in_ the nain vas UTiatainable. This must ba avoided in 

the election. ' J.V ^--'-v^t^jio^v.--- ,-.: .<■;.:., . ■;^. ■" -■-■_ — 

What is 'needed is ons -central • gnoup with power. '^ I thi n^ the field organization 
-is it, if- it is given. control. over -soce positive things ,1^. I believe that J^ 

absolute control over, the icedia -is paranmuit. ■..As I state in the short pro - 
. posal it .Eiust be used as leverage, -A coabination of leverage froa federal 

assistance and utilization of osdia money will produce results. . ; 

The selection of the person to head up tha organization (field) is critical 
since he must be able to approach key Democrats sonie degree of facility. 

I think Ed Sexton is a good can with Republicans and he can pull Democrats 
by going though his Republican constituency. He has a strong foUoving 
anong State Chairmen. To collapse that structure would be foolish. To avoid 
that he should be on the field staff but not the head. I think Sd needs a 
ho:^, and he has one where he is. He should retain his identification. 
1 tiink you'll find I'm right on this. 

jactf^ Oravford 





I. Ob.iectives ■_ 

. •■-- The objective of tbe "Black. Re-elect the President Campaign" 
effoirt aire to: - -J ; - ';•:;'' 

^"- ■ • Hold. Black vote received by the President in the I968 '• -', - 

•Vr'V..* Attract enough additional Black voters to increase that. 
'.^^;<'-^ total by eji additional 10-25^, ' - '' -, . ^ '.t:j<^^- 


. Ifeutralize a portion of the Black voters vhich cannot be- 
von.over,_ This neutralization will be attecipted through- 
a process of neutralizing Black leaders.";'; ^-"^ ■ -' rii'i^-^ - 

Obtain iT; positive coverage "by news media in theVS?' 
Hlack-'coniniurLities, ■'- ' ' X-.^^^x^^'--^'^'^^'-^'^'^'''"'''''''-^^^^^ 

without expandingi.its scope by contact, the Republicaji PsLrty and the 
President will xeceive approximately the sarie 12^ Black vote which 
they received in the 1968 campaign. In order to expand those figures 
a naj or effort must be Eounted to go after real Black cocmunity leaders 
for theijr support in the various target communities.- This means going, 
after Black "heavywei^t" ... and this means in most cases going after 
Black Desiocrats.^ -_ -- •, - r ^V- " ■ -^ -; ■ : 11 '^^Y^^a " ■ 

- ■ -'- This strategy is not as far fetched as it might at first ' v 
sound- ' One must, realize that the biggest opposition that the Black 
Democratic elected- of ficials must face in local elections are the " 
regular. Democratic Party organizations (eg. Stokes Vs. the Cayahogo 
Count^T'Democratic Organization, Hatcher Vs-;-the Lake County Democratic 
Machine 'and Gibson Vs. the regular Democratic Organization in Newark, 

II» ■:■' Recomaended Actions ~- -^' ' ' " '•■p:"^'" ' ■ \ ■ "'"^:' :' 

■ .'"'-^ IJa order-'lxj obtaiirr the objective mentioned above two inter- • 
related, activities are recomnened. These two efforts should in effect 
be (1) tin organizing effort in the 20 target areas, jund (2) a media 
effort concentrated in those same 20 target areas. These two primary 
activities ifilJ, be coordinated by a national "Black Re-elect the President 
Campaign Staff located in Washington and implemented by a field staff 
of 20 locally based "ife,tional Representatives." Twenty is used here for 


purposes of clarity. I think that the demographics will snow that 
csrtain cities are not of interest because the state does not have • ' 
a big influence on the electoral total. I^ should probably be cut to 
eighteen, and "^one consideration given to the deep south. 

in. ■ ' The 20 Cities Task Force ,/ . >, ,:•...-.:,■,-: ' ' ■• 

. "-' 'The 20 "ife-tiocal Representatives" vill be located in the., 
targeted areas with the priaary mission of obtaining endorsecents -': 
of Black, cocnunity Leaders who have clout within those conaunities. ■. 
The leaders to be sougnt out for endorseisents are ; 

^ ,'• Local Black Elected Off iciais. 

• Major Black Organization Heads (i.e.. Local rRACP Chapters, 

Golden League Chapx^rs, etc.)- - ^'^ - 

.' ] « Other Black Organization Heads with large constituencies ^\ 
- ' (not necessarily ministers). 

In order to obtain endorsements from these local Black leaders 
who will in all probability be at least nooinal Democrats, some inducements 
vfilL need to be offered. Tne inducements could be federal financisQ. 
from" ^he normal grant-in-aid programs admiuistajred by HEW, EUD, OEO, 
DOL, SBA., SBA., 0M33, and USDA.. 

:--'. :_: The locally based national representative (assisted by Black 
representatives of the . various federal agencies) will be able to offer - 
federal aid grant assistance to those leaders who are willing to endorse 
the President or at least make positive statements concerning the higher 
level of assistance currently being enjoyed by his institution under 
this administration. - . 

V Institutional and organizational heads who should be targeted 
for this type of treatment would include : 

- 1. The presidents of the 50 or so Black colleges. 

2. Heads of local non-profit social service corporations. 
3- Local heads of chapters for national Black organizations 

especially those who are run by \'arious federally assisted 

projects of would desire to run them. 
1;-. Local Black elected officials. 
5* SSA's section 8-A contractors. 

This strategy is dependent upon that "i;ational Representative's" 
ability to deliver federal aid grant assistance. 

r/. Black Media Coverage % 

The heart of the "Black Media Ca-npaign" is the use of paid political 
ad'/ertising money to obtain prominent, and favorable coverage of significant 
news releases which will be sent out from the national office. These news 



releases w^JLl acccnpariy "tne periodic paid political ad-vertisecents. The 
S1.7.S of tae next ad (ana m effect xne rext adcsruisir^ fee) will oe 
aictated by the coverage gi«en to the news releases. 

J ' 

\ Tas "Black I-iedia Carrpaign" vill be used to facilitaxe: 

i 'ij< 1, The telling of the Iiixon Arjpi n-st-^-atio'-' story relati"v-e 
to assisting Elacks. 

_^^^ a. 169 najoi' Black appoint ^r..o 

b. Pronotion of I5 Hla_t Generals 

c. Aid, to Blact co^murities 

d. Aid to Black_ inst-'tL.tiors 
- -_ 1)''0IC 

'"■ ' ~ 2) TJrcan League 

C^ "'■ -< '■c;3)— Elacti Colleges;, ^u^. ^^^ _ ^ ^r^.^-^ ^^ 

--l^/"^2.'' FoDlxcizing of endjorb^'-^^t'T of tne President by * ^ ^^'f^^''^ 
^sSrt" '^ prosLJisnt Black:; /-^-^ '^ ' *■ T "•-"' -Jf„^*— ^/ ""j 

,3. Carry nevs of inajor ^ ■^iJ. fe'-ajit a^si tance res^oing 

r frca the effo-ts of th» 23 cities tasi orce. 

V. Carry natictal Ee;.s rele^s^s. 

V, 5» Carry paid political c-u -^rtisir^. 

^ ' .The inpljersrrtation of the "BlaCiC Ifedia Campaign" will be kicsea 
off with a one day national ceeting to explain tne groucd rules to the 
csdia representatives (i.e., local Black, nswapapers, local radio 
stations broaxLcasting to Black audiences). 

' The "Black Madia. Canpaign" funds will be pl£Lced m a Black bank 
or banis (depending upon the aaaount) accompanied by maxxcxEi Black ccranmnity 
ne^s coverage. 

V. Organization of Staff 

The activities descnoed above would require a saall natioial 
staff to coordinate the activates of the 23 area representatives, co- 
ordinate the media caapaign sjid enpiasize Black vjomsn's activities. 
In audition tiers snould be a "vrnn^e House" representative who can 
facilitate assore the delivery of federal grant-in-aid funds to 


leaders who endorse th.2 Prssident and the Administration's efforts to 
inpro'/e the .lot of Blades. This liaisoc nan is charged with coordination 
of the federal agency personell who are in turn charged with deteraimxg 
assistance rreeaed by tea msitntion. 

Tne sxa.ff would then consist of: 

a Ifcitional Director 

• Deputy Director ... Iledia Coordination 

• Deputy Director Field Coordination 

-'•;^^ • Deputy Director — ^/onpn's Affairs 

^Z%. » White House Liaisons ... Agency representatives {HUD_,DOT, etc.) 

~ • 20 locally based K-.tional R-prcsentatives 

VI. Polling ^ - 

One area of election inforiLation that deserves consideration is 
polling. Polls among Black voters seea to ne to be essential. Yet, to 
my knowledge it has not been done. The reason is probably obvious, for 
10^ of the vote "wno_ needs it." It is importejit to really establish a 
basis of media and local activist operations'. ' ; 

■"■^^'^j.. A professional approach dictates that some effort be made to 
determine (l) what among- Bleick voters is persuasive (2) what would 
change their mind about the President and (3) how it should be stated. 
The idea is to tell people what they want to heaj: if it benefits the 
election process.-' 

32-818 O- 74 -pt. 19 - 11 




Exhibit 12 

October 25, 1973 

Mr. David Dorsen 

Assistant Chief Counsel 

Select Committee on Presidential 

Campaign Activities 
Room G-308 - NSOB 
Washington, D. C. 20541 

Dear Mr. Dorsen: 

I have been asked to provide your committee with a list of 
Departmental contacts we established in our plans for a "responsive- 
ness" program. The names to the best of our recollection are as 


Joe Blatchford 


Phil Campbell 


Jim Lynn 


Jim Beggs 


Bill Oldaker 


Bob Fri 


Art Sampson 


Dick Mastrangelo 


Dick VanDusen 


Bob Hitt 


Dick Kleindienst 


Larry Silberman 


Phil Sanchez 


Tom Kleppe 


Charls Walker 

Please let me know if there is any other information you 



^?teA^ ^/^*^4_. 

Frederic V. Malek 
Deputy Director 





October 26, 1973 

Dear Mr. Hamilton: 

This responds to your request for information 
on offices used for contact by the undersigned 
while serving as Special Assistant to the President. 

In all instances my point of contact with the 
Departments were the Office of Congressional Relations 
or Office of Legislative Affairs. In addition to 
those offices, I would list the offices on the 
attached sheet as points of occasional contact. In 
addition, of course, the respective offices of the 
chief budgetary officer was a point of contact for 
budget matters. 

William L. Gifford 

Mr. James Hamilton 
Assistant Chief Counsel 
Senate Select Committee on 

Presidential Campaign Activities 
Dirksen Senate Office Building 
Washington, D. C. 20510 


Department of Commerce 

Office of the Under Secretary (James Lynn) 

Department of Health, Education and Welfare 
Office of the Secretary (Elliott Richardson) 

Department of Housing and Urban Development 
Office of the Under Secretary (Richard Van Deusen) 

Department of the Interior 

Office of the Secretary (Rogers Morton) 

Department of Transportation 

Office of the Secretary (John Volpe) 



Washington, DC 20520 

October 25, 19 73 

Dear Mr. Hamilton: 

When we met last week, you asked for a listing of 
contacts in each of the agencies with whom I met to 
discuss the over-all objectives of the "Responsiveness 
Programs. " 

Office of Economic Opportunity ; Phillip V. 
Sanchez, Director 

Environmental Protection Agency : William 
Ruckelshaus, Administrator 

Interior : Rogers Morton, Secretary; Robert 

Hitt, Executive Assistant to the Secretary 

ACTION : Joseph Blatchford, Director 

Commerce : Peter G. Peterson, Secretary; 
James Lynn, Under Secretary 

Justice : Richard Kleindienst, Attorney General 

General Services Administration : Arthur 
Sampson, Administrator 

Agriculture : Earl L. Butz, Secretary; 
J. Phil Campbell, Under Secretai 

Sincerely yo 

Under Secreta^. 

Stanton D. Anderson 

Mr. James Hamilton, 

Assistant Chief Counsel on the 

Select Committee on Presidential 
Campaign Activities, 

Room G-308, New Senate Building, 
Washington, D. C. 


Robb Davison ( by phone to Jim Hamilton Oct. 26, 1973) 

List of contacts where Responsiveness was discussed. 


Larry Silvermian 
Dick Wise 

Assistant to Undeirsec. 


Dick Van Dusen 
Dick Goldstien 



Tom Klept 
Loren Richard 


Jim Biggs (nothing, J.H.) 


Bill Oldaker 

■Assistant to Brown 

TREASURY Charles Walker 



Dick Mastrangelo 


John Clarke (from interview) 

List of agencies contacted with Responsiveness 

GSA Larry R«iush 








for ih^ R3-8i3cncn Exhibit 13 

Of ins I rSSoC43nt WOI PENNSYIVANI* avenue, N.V/., V/ASHINGTON, D.C. 20006 1202) 333-'3920 

November 14, 1972 


Attached please find the final report of the Spanish-speaking 
campaign effort. As our field reports are still coming in, 
the states reports are still incomplete in some areas. 
Complete election outcome figures v/ill also be forthcoming 
as soon as analyses are complete. 


Ihoro .'j:k- 10.(. !niliir:n Spniii;,li-ripc'a'a!!;; pr-ople rofudina in the: United 
Sf.iLe.-; today, repro3r;ntl:i.g a'joul: 5.6 pc. c^-r.:. of Lhy tofnl nciticiual. pupii- 

' nioij^roups : 

Toi: a 0.'(.T l i, yc: n-s cJ aoe 

M'---.icG". Ani'-ric.-in 5.8 rail Lion 2.8 nillxon 

Puerro Ki.can 1.7 mjiljon 0.8 millior. 

Cvibau 0.7 million O.A million 

Crher (/'jZ iisxican Arn.ei- ic.nn) 2.1 million 1.3 Million 

Total lO.TTXlTioTi" 5.6" wTllion 

jj'jcr.use oE the he torog.-neil:}' of tht; Sp.-'.nish-spoakinj; population, the 
specific ciuractorisCics oi each j;ub<;roi.ip \.'ero slgiiifiranc to the clcivelop- 
i.!--i.t of tlie ;;pa:iish-;;pcak:ing caiiipaigu r^Lratc.-.y . 

Mr.Ki can A'^urican.s : 'i'iie Mexican Anarjcar. jiopulation ol th'j InLtod 
Si.atcj numb-.':; iii: least i.c^j.-a i.iillioa parson:>. Eighty pcTc^-nc ol' tliis 
f;r:iup resides in California, To-xas, lilino::.-., and K'"--/ Ki'xico — statoc uitii 
an a!-.!;-";;-^tn <■( 101 electoral votcfi. 

11 is riiiiportant to iiote that llaxican di.frir ;',roatly along 
cl;;r.;. .lines. Middle iacou'e Hi^xlcan Areecicaas ('iO pori;cnt) ha.'/e succc'sa- 
iiilly crossed the laaj;..iai;a barrier and have- von reaf;onahly r.ecure. pla.-c.-^ 
in the econo.-^y au blue and '.-diitc coll.-ir i.-orhors. Tho. virban poor- (50 percoat) 
are not yot Kocurely tied into tha econony and generally tulfer froTn high 
uuepploynent rates, languag-a dif f icjltici.; a'ld a lesser degree of cultural 
asfiiMil ation . 

In I'Oth lo-a.-. and Cal irorn ia, tbs of Mexlcir". A'vErucans cy.eceAs 
the ni.'ii'.ber of blacks, yet they h.ive been i£:\ored as ;■ political force ULitil 

■'•All popa.latioa di'.i ]-t:^-::-' a: Iv70 ('■■ ; ■.n'~. fi'i.|-^:.. 


rorc-ntly. The M-xican AniCL-icau vote is Gtrongly I)cr;ocr.-itic , as the 

CollovunK figures from the Institute of American Research ii<dicat«: 

1960 85 percent John F .■ Kennedy 15 pt-rcent i.icliarci iiixon 
1964 90 percent Lyndon B. Johnson 10 percent Harry Goldv/ater 
1963 B7 percent Hubert lluiuphrey 10 percent Richard K L.-:o!i 

Since 1968, tliere has been a noticeable trend tov/ard the President,' 

priaarily because of disenchantment v.'ith the lack of _attention from 


P uerto Ricans : The 1.7 million Puerto Ricans residing in the main- 
land United States today are concentrated in the key urban centers of 
New York, New Jersey, Illinois, Pennsylvania, and Connecticut. 

Puerto Ricans divide into tv.-o group? — the relatively small 
middle class (30 percent), and the larger group of urban poor (70 percent). 
Low income Puerto Ricans are generally nev7 arrivals V7ith considerable 
language difficulties, hif'.h unemployment and welfare rates, and a lesser 
degree of cultural assimilation. 

Like the Mexican /vmerican, the Puerto Uican vote has also been very 
heavily Dcinocrat . The President received about 20 percent of the Puerto 
Ricati vote in 196S, and Buckley received only 6 percent of ttieir votes 
in ].970. Some ■Republicans have done veil with this com-iuriity , hov/ever; 
Rockefeller received 36 percent of the Puerto Rican vote in 1970. 

Cubans : An estimated 700,000 Cubans reside in the United States 
today. The largest population concentration is in Florida, v;ith about 
400,000 residents. 300,000 of these reside in Dade County aione. 

As recent arrivals, most Cubans are not citizens and are thus ineli- 
gible to vote. V;liile the Cuban vote is not a key to the President's 
success, he has done very well with this group in the past, receiving about 


75 percent of the eligible Cuban votes in Dado County in 1968. 

Conr. lusio n.s : On the basis of cicnographic data and re] iablc survey 
information, severnl broad conclusions were v;hicli served as the 
foundation of the Spanish-spaaking campaign strategy. 

a. Spaniyh-speaking teericans are a significant voting bloc in 

the five key states of California, Texas, Illinois, New York, and Nev; Jersey. 

b. The Spanish-speaking cocimunity is highly segmented, divided into 
three general groups — Mexican Americans, Puerto Ricanr. , and Cubans. 
Mexican Americans and Puerto Ricans are further segmented along class or 
income lines. 

c. Spanish-speaking Americans are less v;ell educated than most 
Americans, and carry a strong cultural heritage, characterized by strong 
family ties and Catholic tradition. 

d. Participation by the Spanish-speaking in the political process in 
most areas of the nation has been minimal, principally liecause of the 
language difficulties and lack of assimilation. Tlie increasing disillusitia- 
laent from the inattention from the llemocrats is conducive to a strong 
response frcn Republican attention. 

e. Tlie President has an acceptable record on issues of interest to 
this group, and it is better than any previous President's. This record 
Is more in tune v;ith the goals and values of the middle class than with 
the urban poor. 


CAMFAict; STiarr^cY 

The goal o£ the 1972 campaign for the SpaaisVi-spaaking vote was 
sLraightforward — to swing traditionally Uepocratic votes to the President 
with in states \;here this voter bloc v.-as a key factor. The 
prinary approach for achieving this goal v/as to publicize the President's 
concern and comniitment for the advancement of the Spanisli-speaking. 

To achieve these campaign goals, the follo'./ing strategies were 
developed and implemented: 

1. Campaign efforts were concentrated in the fiv>j key" states of 
California, Texas, Ke\; York, Illinois, and Ucw Jersey, and in the 41 key 
counties within these states. 

2. All available r.ieans were to be utilized to publicize the President 't 
record in tlie Spanish-speaking cormunity. This publicity emphasized the 
President's concern for this group's special problems, av.d his commitment 

to see these problems addressed. A media campaign V7as developed to 
concentrate on key Issues in target areas. 

3. Voter persuasion efforts v;ere directed primarily to the Spanish- 
speaking middle class and some urban poor populations. No specific appeal 
V73S directed to the rural migrant populations or to the Cubans. 

4. Voting for the President rather than the Republican Party was 
stressed. A.s most Spanish-speaking are. traditional Democrats, the Presideiit' 
record and issues were not stated in blatantly party terms. 

5. The incup.bancy v.".s utili^^ed to the greatest advantage as possible 
through appointments, grants, accelerated program implementation, and 
publicity of Administration programs through the Federal department and 


6. A strong field effort was nade to reach the individual Spanish- 
speaking votc-r on a perGon^^l level throu^^h volunteer recruitment, direct 
nail, distribution of literature, and sufioj;ate activities. 



The c'.riiiaign pli'n called for laaximmn p.irtJ oipaLioa and visibility 
of dele;;aUes, alternatives and other convention 
participant fi in the various aspects of convention activity. It was our 
intent to dL-.":oni,trato to tlie Sp^-'.nisli-speaking community that the Repub- 
lican party liad erfo raced the Spanish-speaking as welco'iied participants. 

A total of 56 Spanish-surnaced delegates and alternates attended the 
convention in Miami. This figure vjas wore than double the 1968 figure of 
24, and far exceeded the 1964 roster of only 7 Spanish-speaking delegates. 
V.'hile this progress is commendable, it F.ust he acknowledged that the figure 
included I'lany delegates and alternatives from Puerto Rico and Guam. As 
such, it is considerably inflated and is a poor index of ac;tujl Spanish- 
speaking strength. Representation Irom key states v;as poorer than 
anticipated, with only five delegates fron California, one from Texas, and 
one from ]ie\,- York. Ucv Mexico, v.'ith a population which is 'iS percent 
Spanish-speaking, had only one Sp;inish-surnan-.ed delegate. 

A strotig effort v/as ii'.ade to enlist Spanish-spenking ii.:ir ticipation in 
the highly visible nationally televised convention events. V.'hilc .<~,everal 
of our suggestions failed, the following events were conducted by Spanisli- 

1. Op.a'.ing invocation by I'ather Orlando Espin, a Cuban I'ricst. 

2. Pledge of allegienco by Delia Cnrabajal from the P^epublicall 
Her ti age Croup. 

3. Seconding speech by Representative Manual Lujan, Jr. 

In addition to scheduled convention activities, the Spanish-speaking 
Division ho.:ted several additional convention activities for the Spanish- 


speaking delegates, youth, and otlier participants. These iaclucl'jd 
campaign brjefings, receptions, and rallys. The Cu'jan c<i:.,.nunity in 
lUarai joined forces with the Youth for the President and generated 
nearly 5,000 persons for the rally in the local stadiu.^i. 

A Spanish-speaking caucus and press conference were anticipated 
as the- big r?dia events for our group. The Sp^nish-speak3■ng caucur. -i/as 
to be followed by a news conference underscoring acceptance of the 
Spanish-speaking plank and support for the President. Unfortunately, 
both the Caucus and the Press conferen. e v;ere preempted by a V.Tiite 
House schedule of Presidential surrogates, v;hich reduced the event to 
soTaethlng rese;;ibling a high school lecture on tlie rriarits of the PresideiJt. 
The situation created severe problems avaong our Puerto Ricnn and Cuban 
participants, who had cor;e expecting to air specific grievances and 
problems wliich they hoped to settle before the press conference. Neither 
the caucus nor the press confe.-encc took place, and the remainder of the 
convention ticie was spent ironing out the difficulties among the various 
waring factions. 

The most outstanding disappointment of the convention was the 
Spanish-speaking plank. Tlie Spauish Speaking Division had liad considerable 
input into the testimonies before the Platform CoiPiinittee regarding Spanish- 
speaking issues. Although a recoir.rp.ended plank was accepted and approved 
by the l.'hite House, the final plank was vague, vacuous, and irrelevant to 
the primary Spanish-speaking issues and concerns. The on].y merit of 
the plank was th=it it did separate the Spanish-speaking from the overall 
"Minority" category. This was an accomplishment vje had beer, striving 
toward for so:ie tine. ' 



The objc-ctive of the advertising cauvpaign was to coirinuuicate the 
President's record of achievement to the Spanish-speaking community. 
Cur priv.ary targets v;ero Mexican Americans (in California, Te::as, and 
Illinois) and Puerto Ricans (in Mew York, K;w Jersey, and Illinois). The 
style and content of all advertising vj?,re directed pricarily to middle 
income voters, \7ith secondary enphasis on the urban poor population. 
No concentrated attempt was ir.ade to solicit either the Cuban or the 
rural migrant vote through advertising. 

The strategy behind all Spanish-speaking advertising was to depict 
the President as a man v/ho cares about the continued advancement of 
Spanish-speakinf, ^teericans. He was depicted as a man with a coi':mltment 
and a solid record of accor.plisr.ments to prove it. An effort \;as made 
to bring the President to the people, to make him real, to dcuionstrate 
his concern and interest. 

The tone of promotional items v/as kept positive. The Spanish-speak- 
ing were depicted as a dignified and respected group of people who desired 
to help thei.iselves . Negative cliches such as "language barrier", 
"second class citizen", and "disadvantaged minority" were avoided. The 
positive aspects of Spanish-speaking culture were acknowledged, such as 
the strong religious and family tics, patriotism, and respect for law 
and traditional /iii'.erican values. ^k)st iipportant, every effort was 
to avoid lur^ping the Spanish-speaking iierson into the general "r-.inority" 
stereotype, in deference to the considerable black-brown animosity which 
is prevalent in many Spanish-speaking communities. 


Fron-.o Moa: The Novc-i:;ber Group provjdc-d excellent as^r.Lslr.nre in 
thd prcpcn:,-. t Joa of pro'.'^ot:'crials which vjere consli:Ccnt; v.-ith our 
cav'.paign strn.'cur\y. Various promotional items such as button^i, banners, 
posters, and brochures wcro produced throuj;h the Nover-.ber Group. 

The only national advertising in periodicals v.'as an insert in 
"Sc-lecciunes", the Spanish language edition ol the Readers D Ij^est . This 
ad effectively capsulized ths President's record in the key areas of 
education, appointments, housing, health, economic opportunities, and 
drugs. In view of the extremely reasonable cost of reprinting this 
ad, the decision was made to convert the insert into our niain].ine 
brochure. Of the r.iillion reprints purchased, 700,000 \/erc in English 
and distributed in the Southwest to Mexican American coiiimunities. The 
renaining 300,000 were translated into Spanish and distributed in 
predominately Puerto Rican communities in tb.e East Coast. To accom- 
i.iclate the Puerto Ricaii audience, the names of Puerto Rican appointees 
v/ere substituted for the Mexican American names in the translated version 
used in the East coast. 

The final promotional budget included funds for television and radio 
corr;ericals in Ca.llfornia only. In view of the relatively specific 
nedia appi-nl required, Cervera Inteinnt ionaj, a Los Angeles Mexican fe-.erican 
t'edia consultant firm, was contracted to direct tha prcdu-;tion of television 
.ind radio co^-'.jvcials . Three cxcellc'nt Spanish language television 
cc-:-?rcXals v/ere produced, focusing on bilingual education, job opportunities, 
and Presidi^ntal appointees. These coiiimercials effectively communicated 
our nessage to Spanish-fjpeaking corp?!unities in California beginning the 
fjrst v;eek in October. ' 

32-818 O - 74 - pt. 19 - 12 


In adilllion to toJevision, five 60-second Spanish language radio 
spots v.'ero cilso aired in Caliiornin. Hhil^ radio and television woi'ld 
have bec-n invaliialjle in Texas, Illinois, nad Kcw York, media allocation 
decisions precluded advertising in these states. During the last three 
i.-eeks of the campais", hovjever, policy changes provided the opportunity 
to approach local funding sources for adverCisinr-.. At the request of 
Governor RocUefeller , two 90-second radio spots in Spanish were produced 
for Kew York and aired the last tv.-o weeks of th.e campaign. Texas, 
Arizona, Illinois, and Pennsylvania all aired Spanish language radio 
advertisements v;hich v.'ere financed through local sources. 

Spanish -s peaking Speakers' Bure au: Tlie Spanish-speaking Speakers' 
Bureau was regarded at the onset as one of the potentially most effective 
tools for selling the President's record to the Hispanic couicunity. As 
Director of the Bureau, VTliite House Consultant Tony Rodriguez assiur.ed the 
responsibil i Ly of generating and coordinating events in key areas, and 
of providing political direction and iissistance to the surrogates and 
their staffs. 

Those surrogates v;ho '.'ere exempt fron' the provisions of the Hatch 
Act concentrated on key counties and states, taking advant.ige of their 
flexibility for the strongest ip\pact messages. Those covered by the Act 
were expectt'd to support the President in an offical capacity by speaking 
to community and service organizations .about the accomplisluuents of tr.cir 
agencies for tlie Spanirdi-speaking under the President's leadership. All 
surrogates \,'ere encouraged to schedule radio and television appearances 
and interviews. 

The foi:r primary Spanish-speaking surrogates \Jore: 

Phillip V. Sanchez, Director of the Office of i^conoialc Opportvnity 


Carlos Villarrcnl, AJTinlstrator , Urban Mass Transportation 
Adniin LstraUion , Dcpar Linen t of Tran;;portation 

Henry H. Ranircy,, Chairnan, Cabinet Conmiittee on Opportunj tier, 
for Spanish Siieakiu^ People 

Ronana A. I'.anuelos, United Stater, Treasurer. 
At the regional level, the most active and successful surroj^ates were 
Fernando E.C. de Baca, )Je,^;ional Director (San Francisco) of Health, 
Education, and VJelfarc; and Gil Hontano, Regional Director (San 
Francisco) of the Small Business Administration. 

Speech materials and posic.'.on papers were developed by the Spanish- 
speaking Division of tlie Counittce for the Re-election of the President 
for the use of the surrogates. Clippings and speeches were constantly 
monitored for political effectiveness and political briefings v;ere 
conducted for each surrogate and his public affairs staff. 

In spite of considerable planning and effort, the Spanlfih-spealcJng 
Speakers' Bureau v.'as a disappointment. After several months of stumping, 
surrogates rei:\-n'ned virtually unknown in key states and counties. I-lany 
of their events \:cvg politically insignificant, and speech 
indicated that tliey were not focusing enough attention on Administration 
accomplisVirr.ents. V^ith the exception of Henry Ramirez and Phillip Sanchez 
who generally hit target audiences and generated excellent ni^dia 
coverage, the Speakers' Bureau was not directing the surrogates properly 
in support of the President. 

The ineffectiveness of the Speakers' Bureau was largely the resi.ilt 
of poor communication and coordination between the canrpaign, the Spea';ers' 
Bureau, and the surrogates. The Bureau could not provide the administrative 
authority necessary to direct a program of this size. Consequently, tlie 
surrogates were not al\.'ays cooperative, and their staffs were lax in 


si-i'.ding itineraries, inLoriiiatiou about developing events, and i7i 
checking the political advisability oT an event before accepting 

Tn retrospect, it -is appTreut that the Speakers' llareau should 
heva been thc' total respoasibility o-C the caippai^n coni-nitti^e, rather 
thnn of the VJhite House. As part of the campaign, the political 
activities of the surrosates uould have been ii:onitorcd and controlled 
on a day to day basis, \7hereas it is difficult for Vlhite House personnel 
to devote the titie necessary to coordinate the surrogate program 
effectively. The Wnite House direction was not adequate to convey the 
Spanish-speaking campaign strategy and to excercise the necessary 
discipline and political direction to the surrogates. 

Spanish-r .neakin'?. Celebrit y Cor ' r'.itt ce: The original catnjiaign pl.'.^n 
called for a conu.iittea of Spanich-spaaking celebrities and other vjell- 
knov/n per.^^on ilities vhich v;ould recruit support and publicity for the 
President. J r was Piigf'ested that thc chajrnan of this comniitLea v/ould 
be a famous j 'vsonality such as Leo Trevino \iho v;oiiTJ 1>e an iriiiTiediatO- 
draw for the press. The Chairmen vrould thus become an articulate and 
visible frout.ikin or spokcman for the Spanish.-speakiug car^paign. 

The decision to form the committee was made in mid-Septcinber . Since 
v.'e V7ere unable to attract a nationally knov;,i personality to Chair the 
Conunittee, Ed Hidalgo, Special Assistant to the Director of the U.S. 
Inforraation Aj.ency vras appointed as a working chairman. Through Ed 
Hidalgo efforts, a total of 30 persons becair:e members of the coi-^aittce 
by agreeing lo jiublically endorse the President. Tlie nembersliip included 
nearly every professional area from education, science, and medicine 
to cutcrtainiasnt and sports. The best-know members v.-ere .'vnthony Quinn 


and tennis pro Chichi Rodi'j c-i'-Sz. 

KliLla the. conniittcc war: intended to b'j on] y a C Lcurehcad , thct 
cndorj-jnent of Anthony Quxnh sparked an effoi't to ceuoratc further 
publicity Tor the conuaittec . Lo;.',istical prevented a picture 
ta^iins aeasion vith Mr. Quinn and the Presidc>.nt, which v.-ould have had 
a strong iinpact Tiexican American voters i;i the Soutliv;est. 

Spanish-Speaking Sout h west Tou r: A five-day intensive tour of 
five Southwestern states ti-^ !■: pLicc on October 16-21. b}' several major 
Spanish-spealcing surrogates. 'iMe tour participants v;ere Phillip Sanchei;, 
Rornana Banualos, Carlos Villarrea], Lita Baron, and Ed Hida]£,o. 

The idea for such a project was developed by Toe. Reed, Southwest 
Coordinator for the Re-election Committee, to briuf'. Span.;;aking 
pujlicity to has area. 'ilie tour was organized and advanced vjlt'n the 
Spanish-speaV-ing Division'.'; field people, \.'ith'.taucc fioin the 
Co:n;:iittOf- for the Re-elc'Ctioa of the President Scheduliuc; Office. Tlie 
five, surrogates n.ade stop.T in Texas, Ari;;ona, Colorado, and tiew Mexico. 

The consensus of the surrogates themselves was tliat the tour was 
only r.nderately successful as a campaign tool for the re-election of 
the President. The cro'.yds \;erc smaller than expected in -.ii.ost cities, 
alth.ough the press coverage was generally satisfactory. 

From th.a political standpoint, the primary shortcoming of tbe tour 
\.as Liiat the i.'.ajority of cities and states visited \.-ero not key campaign 
ar»a3. The question still remains v;hether the time of our field people 
and key surrogates could have been spent to greater advantage in other 
areas. Furtlierr'.ore, the cuiiiulative impact of a series of individual 
events well r.dvaaced by the surrogate's ov.m staffs might have geen greater 
thnn a single group tour. 


Direct :-lriil: The Direct Mail operation ior the Sp.miyh-speakin.g 
voter v:as ti!,;tcd iu tlie California primary, using litoraMire especially 
tlpveloped for S;)anisli-spi^al:ing tart;eL coirtr.unj.lica. 

Tn the rational ca:;!paigu, direct mail letters v;cre wailed 'during 
the {ir;;t vietk in October to middle incoi.'.a Spanish-speaking homes in 
Los An;;ales and Cook Countjcs. The Illinois riailiugo v/ere scmt to all 
Sptinish auraauieJ Kepulilicans and Dzinocrats, v;hile CaliCornia letters 
v;ent to Democrats only, in viev; cf the minimal Republican registration. 

In tlie final analysis, tlie direct nail operation v:as considerably 
less effective than it s'.iould have been. The specific requireinents in 
content created innumljerabl e problems with tlie direct mail operation. 
Each letter \/int through many drafts and redrafts in an attempt to make 
them consistent v/ith the overall Spanish-siieaking campaign strategy. 

In spite of the many revisions, the response from the Spanish-speak 
ing field operation indicated t)iat the letters vcre off target and 
lacked proper style. The considerable confusion, duplication of effort 
and unneces:iary compro'inise could have been avoided had the Spanish-speak 
ing division had more control over the preparation of direct mail to 
its own constituency. 



The orj'ji'.ial Spaiiisli-;;pcaking ca-.paign plan included a project to 
obtain oi'.e iiLllioi; Spnni;jh Kurnauied i;igiiatures cndorsiiir, the Prp-sid,,! t ' s 
record. St vas anticipated that f;uch a project v.'Ould oorve th.e f olJo-./irig 
usaful function:.: 

1. Identify and contact target votcra. 

2. Pri.';xde a self-starting package for the rocrnitment of 

3. Convey the President's record to Spaniph-3pc:ahing coT.munitics. 
An une-ijectod delay in the preparation of our Spaniyh-Sjieaking 

brochure and the grapliic design of the petition itself created organizational 
problems fo.r the project. To cope with the urgency to begin organizing 
an e:;tensivo vol imtear organization in the states, the petition project 
was converted into a sliort-term volunteer H-O tivation and recruitment drive. 
Identification cards v;crc printed and distril)utcd to the various Spanish- 
speaking state organizations, llri s project lasted from the latter part 
of July through Labor Da.y. The ambitious goal of tlic drive v/as ?5,000 
Spaaish-speal;ing voluntoej-s. In reality about 8,000 cards. Vere retiirned 
to national r.eadquarters. 

Tlie day after Labor Day, the original petition project; was initiated 
natior;wide. The petition itsell" v;as a clever graphic item obtained 
through the volunteer services of a local Spanish-speaking graphic designer. 
T!ie petition included a brief sun-onary of the President's accop^plisliur-^nts 
on key Spanish-speaking issues such as education, en.ployruent , and health 
care. Petitions were mailed in massive quantities to our state organizations. 
In addition, individual petitions were mailed to our identified volunteers 
and various constituency lists. A full-tiraa volunteer v;as assigned the 


responsibility of monitoriiig Lht; nicseininp.tio.i of petitions 1;o the 
states and tlieir rejrurn. 

Both Llia volunteer drive and petition project v.'erc only marginal 
successes. The Spanish-speahing state chairmen could never be raotlvatt 
enough to place sufficient euipliasis on the acquisition of signatures. 
VJhile vje never anticipated obLaXninr; the nillion sign^iture goal, the 
petition played a n;ajor role in the area of voter identification. The 
final phase of this project vjas contacting the petition signers in all 
states to get tlie.-i to the polls on election day. 


!'!?'■_ OVFOSIT [ON 

Camni^lr'^ u Orf .an j.zntloi'. : In spiLe oT all the pL'omi.scs made concern- 
ing minority roprcsc-atatifm , Senator McCovern failed to effectively 
incorporare the Spanish -.speaking into Viis ovm campaign staff. 

On July 17, he called ti'.e Spaniah-speaking division of the l)e.:ioe)-aUic 
national Corjnittee a "ghetto" and proceed;;d to abolish it, firJng Director 
Polly l!a:a Karrigan. Upon learning that Mrs. liarrigan threatened a 
public condemnation of these activities, she was offered a job as Deputy 
Director of the Committee. She quit rather than accept the offer. 

The departure of Kat Chavira as McGovern's Spanish-speaking campaign 
director v.'as the epitorr.e of the McCovern failure to incorporate SpanLsh- 
FpsaUing into his caifpaign. Chavira vjas th.e person v.'ho had been credited 
with organiziii!', t'ae effective Mexican Aitierican campaign for McCovern 
during the California primary. A weirorandum from Ch.avira to Frank 
Mankewicz received l)y this office coiiplained liitterly that little cooperati 
had been forthcoming from the Anglo ricGovern leadership: "With the 
e>:ception of the last tv/o weeks of tlie (primary) campaign in California 
when he needed us and vje delivered, the senator has not made any remarks 
or personal efforts to shov? his concern or even interest in the Mexican 
Ar.^erican people." 

"Unidos con Nixon" was the final form of the Democratic campaign 
effort for the Spanish-s^^eaking. The- final structure at the Dor::ocratic 
National Co.T.riittee va=, a three man structure vjith a Director, a National 
Chicane coordinator, and a National Boricua coordinator. This group v;as 
a classical example of too little, too late. It made little impact on 
the Spanish -speaking communLty nationally. 


UNingj K AKM i-; o:ii^.:"': ' I.E TTUCH iSOyCOiT: :;cCov^r;-i';: natlc:v!l Si)anl?;h- 
ypeakiny c;::r.i\-iign v/a:; p,ac-ncTC(l fro.n t.iic! tactic.--: :Li:ipl;-r,Lantad in 
succes£;ful California priniiry. Tlui or.Iy v;ay McCovc-ra wake inroacl;; 
into llii-.v'ii'-'y 's struiv^ M-^>:ic;an /^-.i3rlcan t;'.ipport vraa to ally Iiir.Vielf 
with Cesfr Ciiavez and the lettuce boycott, i'arm v7orkers v; drivon to 
tlic polls not o.ily for tliurr votes, hut f.^i the visilile c;;ploitatiGn 
of an tn.otionfil i;;su5. The lettuc^^ boycott publicity it ttii2 Democratic 
National Convention ctrangthenod reliance or t'".is issue. 

The problems gcinerated by the KcGovarn position oa this issue v;ere 
i.ultiple. A'lide from driving the pov.\srful California grovcirs JJecurcly 
into tlie SiMon's C3iiip, this strate;^y exacerbated !iis ii.ui£',e as a candidate 
who iaentified v/.i th radical issues and j^roups rather than the r.ore 
conservative Spanif;h-i;peakjng r.^jority outlook. In addition, ticCovern 
apparently Jailed to realize that only eight percent of the liexican 
Americans in the SouC'i'.vest are ni(;rants. \.'aile low income and riii.d<lle 
class Mexican Ar.i.rrj cans were generally syi' naclietic l;o the farm workers 
Movement, they were r.ore influenced by other issues, sac'ri as education, 
criiTie, drugs, etc. The farm x/orker position by itself vjas not enough 
to influence Mexican Aihericaa voters. 

C/JrPAT .C';! fkU MISES : McCovern received wide favorable publicity 
through Ills p,-op.ise to appoint a "Chicane" to his Cabinet and no othir 
high Federal positions. This stater.'ent added fuel to the charges of 
"tokenis;:i" and "windowdressing" frequently hurled at the Ilixon appointees. 

The Gtroagost anti-Nixon statement was cuoted in Ui'I April 3rd: 
"All it would take is a stroke of tlie pen (to provide ''ijOCO jobs tor 
Mexican /j-.'cricans) ... yet ti-.e President hir. yet to pick up his pen." 


Eo:-n thcGe '.Liitrment^ helpod !!cGovei:n's stature, anoiig Mexic;m AtKC'rj.c.-ius 
£or a short v'lilc. Once lio v/aa 1 orccd to abaiidou hir. EitrouR pio-quota 
position, Kovver, thi-r.^ xrrosponrjib] c rcinark;; vert-, vi'-.cod au further 
examples oT v.-ild McGovtirn campaign promlsc->s. 


LA FA7.A u; rjnA 

La r.a;'.a Unida played a viable rol.o as a third party for iiip j'irr.t 
time in tliLs elccticn. Koupdod. in the .lato 3960';; by Jose Angel 
Gutierrez, La Raza Unida surprised Texas politics in 1970 by t-?king over 
local government and school board of Crysta], City. 

The f.oal of La Rax.a UnivJa v.'as to siphon off enouj'.h De.nocrat votes 
to greater bargaining pc-er v;ith the t\;o I'ajor parties. At 
the National Convention, held September l-'t in El raf3o, Joae Angel 
Gutierrez was elected National Party Chairman. His ^jide victory over 
Cor!-y Gon;:a]ez \.'3s interpreted by wany as a statci;u=-nt of support for 
Gutierrez' "balance of pov;er" strategy over Gonzalez' more radical and 
militant leadership style. 

As the Raza Unida corivenlion endorsed r,o candidate for President, 
it \jas clearly to tiie advant.:-,e of the GOJ' to attempt to maintain the 
neutrality of this group. A '/.avala County health gj-ant became a issue despite the fact that this Adninintration overj'ode 
the veto of Governor S-nith. To placate irate P-asa Unida leaders, 
overtures ■..■ere nade to assist them by (■xprcssiug interest in grants of 
interest to thoa. 

The balance of power strategy worked reasonably v.'ell in the 
Gubernatorial race in Te::as. La Raza Unida candidate Ramsey tluniz 
received appro;:ii?,i tely six percent of the vote, putting Grovcr within a 
r.ers four percenL of Democrat PN-ilph Jjrjscue. Thus, liu.iiz dvoM enough votej 
ironi Briscoe to make Briscoe tha first governor in 78 years elected with 
less than a majority of the popular \-otc. 

Raza Unida candidates faired poorly in the party's other four state 
races, polling only about two percent of rlieVote. Tlie party fielded a 


c!ci:icn lo^-, i:;la!:iv.-> candidate:; and althoi'.ali ccvoral ran siromj, races, 
none of l!u\.'. v.'on. Tlio party did elect about a dozen cnnd j/.U' tp'j to 
county officer., iv.o-jt of theci in Zavala and La Salic countie;; iu .south 
Texas, where th.2 party has been ctrong since 1970. 


NAiJOKA f. iiT.s I'AMXC V / ::a::cf. co: -it/it fJL 

Sp.iuiuli-.spar.Iciap, A.T.or ican:; particip '.Ccd in ihe fj.nancxal support 
of th'-- )!r.-;u;bl.ic.-'n I'ron jrlcnt jal cv-iinpaian taiu year for the firsu tiire. 
Uiiclcr vhf direction of Bciiju'.r'j'.'i Ferna-ule:;. the KiiLional ll-iopai'.Lc Finance 
Con'.Kiittef-- v.'a;; forr.ed aiicl rnnounccj as itu goal the collection cf one 
million dollars fror. Spanish-Bpcal^ing contributors. Bcoining in May, 
the irUrC sponsoj-ed r. tories of \- ^-ll-p'jblicizcd $100 and $l,000-a-plate 
dinners and other expensive extravaganzas across the country. 

V?iiile Lbe intent of the KHP'C is laudable, the fund-raising activities 
of this ori;ani::atior. were in nany waj's detrimental tu the objectives of 
the Spa.iisb-speakln;-; campaign. Clippings and field reports i.iade it 
increasingly obvious that these elaborate affairs hurt the President's 
ipiage by reinforcing the Republican stereotype of the party of the rich 
and pov.-erCul elite. 

The excluojonary a.v.pect of tliese events created considerabl-.- 
animosity anong many coininunity people, 60 percent of \']ior:i are not i.ienilier;; 
of the n;iJdle class. Tlic votes generated axong the affluent few vere 
totally Oier^-.hado'.ved by the negative ircntal ir.age in tlie minds of the 
majority of Spanish-speaking voters. 

In the last v/eeks of tiie carapaign a major effort was made to de- 
emphasize trie expensive dinners in favor of inexpensive $15 and $25 
events \;';Ich alloved i:,nre participation. It is strongly enc-ouraged that 
this strategy be continued in forthcoming caiiipaigas. 


Ti'-S ;;pnnij;h-sps;iU iiig Division oi: t:'n£i CoTnmltLGo fur Llic Uc--c!l cction 
oi tlio l'ro=;idonl; \ras larger tlinu wost voter bloc f'.roiips, with a ytafC of 
six profc.f; ; ion.ila and one socrcl;!ry. Tl-.c- role::; and rcs-xiuslbilitic^;; o£ 
ctai'j: Rcirb.^rs v.-erc. dividr-d as Eollrnjs: 

1. Director, Spr.uif;h-si>(jaklng Division. 

2. Ali;,i:iii;trativc Asiiir-tar.t - Coimnunications. 

- 3. Di-rccCor of Research and Issue Develop?ient . 

A. Director of Field Operations - eir.phasis on Nev Yorlc, Kev; 
Jcrr.ey, and Florida. 

5. Southv,-est Fialdran - emphasis on California. 

6. Southwest Field'.voinan - omphatixE on Texas and Illinois. 

7. -'Secretary. 

In addition to this national staff, each key state had its ov7ii , 
Spaninh-sper.lring or^'.anization covered under tlie state hndf.cls. The 
Spanish-sptai'.ing Division also utilized the resources of several 
dedicated f ull-tUne volunteers v/ho assuMed full staff responsibilities. 
The original ca;.'.paign staffing plan called for a Puerto Ri'can fieldman 
to work exclusively in the states of New Yori;, IJcu Jersey and Illinois. 
Bndgetary lirntations precluded the hiring of this fiel<lnan, whose 
services \.-ould have been o^ great lielp in these key states. 



There are. misLakr^s •i\i:icla .in every criTpaiga, and t'na Spanl;:h spenkin^ 
effort is not exception. Using hindsight as a euide, the fo3.1owing section 
is a candid';r,ient of the iii-^ijor problc;n areas and rccorr.iTiended methods 
by which they tiay be avoided ia futurf: caiT!pai;;ns . 

c/j-ipaig;; st affi ng 

Mo canipaign director ever feels he has a large cnongh staff. VJliile the 
Spanish spiia'.ciug campaign staff was larger than tliose of most other voter blocs 
our extensive field orgai^i'iation required additional fioldmen for thorougVi 
organisation in key states. 

The Spanish speaking division's three fioldmen organi/;od in five majoi" 
states as veil as several smaller states. A full-tine person vas a necessity 
in California. A second field person divided her tii;ia between 'L'exas and 
Illinois, which created obvious lo-isrical problems. The Director of I'icld 
Operations vjas responsible for \\c\-i York, >!ev; Jersey, Florida and several 
smaller Eastern States. His multiple responsibilities prevented him from 
adequately coordinating the entire field oor-ration fro;n Washington, as he 
intended to do. Fur therrore, two of our three field people were pulled froiu 
their states in the last critical v.ionths of the ca'npaign to work with the 
telephone and COTV effort. 

Ideally, staffing sl'.ould begin one full year bcfor!! ejection. The first 
staffers sb.ould be tb.e Spanish speaking Canpaign Director, a p'-of essional 
Researcher and a Communication Expert. Tin's group would combine their talents 


to systematically r(ji>r-,irc.h the issues, tlcEino the caiiip.Tij.n stratogy, doforii'ln 
the l'residc;;i;; 's record and prepare a t'.ioi'j'.litlul cainpait'.n plan. 

Iiuligcnous field people should b.-" hired about six months before' the 
election. A thorour;h field organization requires tv70 Mcxican-AjTiericans in tb 
Southwestern States, one Kexican-Zijnerican in the Midwest and one or two I'uert 
Ricans to organize Chicago ar.d the Eastern States. It sliould be noted that 
field people need not be experienced — it is often more desirable to train 
them psrsonally. 

The staffing procedure described above would be conducive to optimum 
results by providing adequate tine for advance campaign preparation. In 
addition it v.ould allov? the diiector to divorce ]'-ii!iself from much of the 
routine campaign activity, providing greater freedoin to devote his time to 
executive decisions regarding planning, strategy, policy advertising and 
internal political natters. 

vn iTTF. mvsr. su pi'ort 

The a;)proved ca:iipaign plan underscores the importance of the supportive 
functions of the VJhite House staff. The primary contribiitiou of the V.liite 
liouse in an election year is its ability to capitalize on the incumbacy in th 
follov7ing v.'nys: 

1. Kc-'earch thr^ President's record 

2. Monitor tlie flow of grants, personnel appointmouts and Federal 
activity for the Spanish speaking. 

3. Publici;;e the President's record in Spanish speaking communities. 
The Wiite iJouse Task Force v/hich v/as formed to pcrfom this task. The 

difficulties encountered in obt;iining the }'rosldent's record have already 

32-818 O - 74 -pt. 19 - 13 


been cuLl.lnaJ at length and require no further el;'.boraLion. Xh=j Can;iiai£;ri 
Conviit'tee at tiir.ea uau rcq\iireJ to perform raany of its o-.-iy si'pportJ ve. Sfirvjces. 
Since c.-'i.;paiga staff rc.oourceo are liniteJ, and staffcrr, have limited aoc<.'.-;s 
to Federal aj^ency data, this became a difficult if not ini,.'Oi,:;ible task. 

In future car:pai!.;no, it is that the supportive servicey of the 
\Jliite Houi'.e be clearly defined. This procedure will greatly ir.'.prove tha 
performance of the campaign staff. 



Linda ;!arxc Tiionpson (Miss) 

Richard Duflord 

Maria Kataor (Mrs.) 

Luis Estelrani 

Rosemary Esquivel (Mrs.) 

David liiller 

Adrian Marir, 

Manuel Iglcsias 

Fred V.Z. Eairstow (Dr.) 

L'J-is Munoz 

Olivia Helen Sweeney (Mrs.) 

Riidolfo Sanchez 

J.-icqueline Jnrmin (Mrs.) 

!^atie Lindariu':h 

Gil Salas 

Cariien Zelay? (Miss) 

Mrs. RajT-.ond Teller. 

Kathryn Hiehle (Mj;;s) 

Theresa Modesto (Miss) 

Arnando Sali'zai' 
Olea Gone-, (i'lrs.) 


Ko. of 








Project I): 




















and Re seal 


Volunteer Field 

Materials 1! Istribution , 

Typing, Chr 
Mai lines 

Summer Volunteer 

Petitions, ma 



Scheduling , V 











Typing, filir 

ig, wailing 


Typing, maile 

■r, material 


Mailers, natc 



Typing, wailing 

Mailers, Material 
distribution, file 



There aie 'i Jid^ ,('(i''> Spanish spoaUiiig people in California, according', 
to the 19/0 Census. Of thir. figure, 1,754, 819 were of voting age, comprising 
about 13. S percent of tlie total voting population of California. 

The vast majority of Spanish speaking people in California are Mexican 

/jnericans, concentrated the follovring 10 Metropolitan areas: 

Los Angelcs/Long Beach Santa Barbara 
San Francisco/ Oal;laad Bakert field 
Sacrarriento San Jose 

Fresno San Bernardino/Riverside 

San Diego Anaheim/ Santa Ana 

Study information indicates that the single most important issue among 

Mexican /^nericans in California is education, which is regarded as a means to 

an end as v.-el] as end iji itself. Other important issues to botli middle income 

and urban poor groups are job opportunities, crime, drugs and environmental 

cleanup. Militants are seen by both groups as doing more han:i than good. 


California was the- primary target of the Spanish speaking campaign, 
consuming about 35 percent of our efforts. As of July 2G, it was the only 
key State \;itl-i establir'i:ed organisations at both the State and County levels. 

A fuii tiue fio].dman was assigned exclusively to worV. v;ith the California 
organization, which consistrvl of three paid staff people and supplemented in 
October^ foui: additional staffers paid through local sources. The State v/as 
divided into tiiree major regions: Southern, Bay Area, and Central, each of 


i.-hich v;as assigned a Ciinlrman. Reporting to these Clialrna-n vicre 3/ County 
ChairT?.en who organize..! at the local J.evel. 

P r.OGRA!lS 

a. Cnli fornia Tabl oid: The California Spanish-speaklr.g Comr.ittoe for 
the Re-election of the Trcsident produces 300,000 tabloids focur,ing on 
Presidential appointeea and Administration achievcTnents. Of these, Aii.OOO 
were direct riiailed into middle class Spanish speaking household in Southern 
California. The remaining ?55,000 v/ere distributed through door to door 
canvassing in Spanish speaking neighborhoods. 

b. App oin L ments B rochure: Tlio Bay Area Spanish speaking Chairman 
produced 70,000 copies of a brochure highlighting the 50 Spanir.h speaking 
appointees. Those were distributed through direct mail and canvassing in 
liorthern California. Tn addition 363,000 copies of the national brochure v;ere 
distributed Gtatei73de. 

c. Volun teerr.: The State org.uiization recruited about 2,000 volunteers 
to assist in tl:e petition drive, telephoning, precinct canvassing and Klection 
Day activities. 

d. I'e tition Troj ect: A Statewide drive v;as conducted to obtain signatures 
ia support of the President from Spanish speal^ing voters. The State fell short 
of its goal by nany thousand signatures, but the project helped conuiiunicatc 

t):a President's acccmplishraents, recruit volunteers and identify supporters. 

e. Rally and Special Eve nts: Throughout the election, the Spanish- 
speaking cair.paign coE'-Tiittee was called upon to generate and advance events 
for cur major surrogates. Particularly during the last month, events v;ore 


planned Tcr P'.iiJlip Sancb-..;, llonry Ranirj-/. and lloraa.-. r.:a:iieTos in Llaa Jo;;-, 
Sni! li.ii'^^o, Sail Franci.'co, Los An^clc." ;irid Frcciuo. 

rr.ocL C'.s 

Tbci r.;jc.r problcn f.-iccd by the i;r;--:v.i.3h-spc;akin- C-op.-.i.';!! Coirinilt tt--- in 
C.'il ilornJ a '.;:■:.; Incl; oZ coop3r;;tion and cor.tiunicii tion i.'itii t'lvj StaLc Ni:-:on 
OrganiznL" io.i. Had tl;'; same dc^r^e of cooporaLion and IndvpL-ndencu' besn 
available: tiiaC v;as d^ir.ostrated in Texas, for e::a;npjt;, l.lie task of tlui 
Spanish-sr'jaking CoLraittce would liave been considerably norc succnssf ul . 
The California Committee had considerable problems of conflicts and clashes 
\.'ith t' Hispanic Financial CoT^mittee. 

i:lfctio>; o-jtcomk 











■coin': ■•" 



t;j>;on 6? 

Nixon 72 


68 ! 









35 . 7 














4 7.0 















39 . 6 




Th::rf are 2,137,/;8l Spanish speaking in Tc:-:as accordins to the 1970 Cc-nsvs 
or tills fi^^urc, 1,051,527 arc of voting ajc. 

Texas sc-emed like natural territory for the President. Reliable study 
infomation reflected a Mexican A.r.erican population which v/as raidule class 
oriented, conservative in life style, proud of its culture, and dissatisfied 
V7lth being taken for granted by Denocrats. The Mexican American coranuiniLy 
demonstrated a high degree of stability and confidence, a belief in government 
and religious tradition as veil as a high der;ree of self determination. Key 
issues for t)iis State v;ere education, jobs health care and neighborhood 
improvem.v'nt . 


Texas v/ns a najor target State for the Spanish speaking Campaign, consumir 
about 25 percent of our total efforts. Organization vas concentrated in tlic 
Central zv.d Southern parts of the State. 

The Spanish speaking field organisation got started very late because 
factionalism wade the State organi;;ation reluctant to appoint a State Cl-.airman. 
Finally, an Executive Director and two political coordinators v;ere appointed 
in early .August. The Executive Director v;as responsible for the execution of 
the State car^paign plan, and the tv;o regional coordinators had complete 
authority in their respective regions. Although the Spanish speaking organi- 
zation reported directly to the State Kixon Organization, it functioned 
inJcpendsntly to the greatest extent possible. 


The Sl.^Le ca-.npat,-;:" pli'n called for the cstablir>hn::int of sc:vcn sLorefiont 
Oi'f Lcos,! of V.u.'lgctary liiuitatilon, official storefronts vt>re opt-ned 
jn San Anru-Lio anJ Kl ?aso only, aU-lioi'-gh privately ffi'anced : ndcpcncioat vere alio f uncLionin;', in Dallas and Au:ain. Earli storefront 
office-, ' -..rnned by a crc.v of S].:init;h-sprtakiii2 volimtcc-rs . 

r: \OGa/sMS 

a. Mobil es Store front Headq uart ers: To circur.ivant tbo expense of opening 
pcrinanep.t storefront headquarters , the "Caniiones por Nixon" roving campaign bus 
concept vas initiated. Those inobile units offered a direct, personal approach 
to penetrate niddle inccne and urban poor neighborhoods via shopping centers, 
churches, par'i;y , etc. Fully equipped v;ith cainpaign literature, the mobile 
uuits provided a unique opportunity to publicize canpiijgr, activities. Using 
tliese roving headquarters, ca:;:paign literature vjas distributed in 32 hey 
fprnish sp^.iking counties. This represents the first time that this idea had 
been implrit-.entcd in a statcv/ide campaign. 

b. Vol ngte. -r R ecru ilr.ient : Over 2,200 Spanisli speaking volunteers wore 
identified and recruited in Texas liy the Spanish-speaking Campaign Con.rnittoe. 
These volunteers assisted in the petition project, telephoning, precinct can- 
vassi.r.j, and election day activities. 

c. Petition Project: A statewide drive was conducted to obtain signatures 
in support of the President from Spanish speaking communities. The Texas target 
was 300,000 signatures. The Petition Project's objective v;as to help communicate 
the President's record of accomplishments, recruit volunteers, identify supporters 
and provide COTV information. 

d. ^y"cia.l_ I'.vCjits: The Spanish spea'icing Campaign Comi.rittce was contacted 


to produce; c):o'..'Js in Larfao ai^.d Sau Ar.Lonio for the PreK.idenC'.s campaign 
swing throuj;h Texan to tiio Conna.l ly Kaicb.. In Laredo, a crowd of 'tO.OOO 
persons Wiis generated. In San Antonio, 8,000 pcri'.ons v'ere pi-oduccd for an 
8 A.M. Airport Rally, ovei- 30 percent of \.'ho:r. wero Koxlcan-Airierican. 

The Spiinish speakJii,-^ ConLMittc-?. '..'as alao r.:jkcd to advance- the Spaniuli 
.speaking Tour through Tcxa;; en Septcnber 16 - 18. Kvents v;tre 
tcPv-rated :nvl adv.Tr.ced for tlie surrogates in D-tllaj;, San Antonio, El Paso, 
Corpus Oiristi and Bro->/nsv ille. 


Tha problem of inadequate campaign finances \;as partially alleviated by 
the use of roving storefronts instead of financing expensive permanent store- 
front headquarters in each pajor city. I'hc buses tVietnselves created problems, 
however, \.'itli reparir. i^nd maintenance expenses. 

Difficulties arojjs frOi.i the desire of the Spanish speaking unit to 
function indept-adrintly of the State Nixon Organization. These problems w^-re 
solved throur;h a mutual agreeiaent to provide minimal assistance and coop-.'ra tion 
with canvassing and eJectJon day v:ork. 

The campaign materials (fact sheets, brochures, etc.) arrived very late, 
creating a critjca]^ probleTii in motivating volunteers and in providing fai:tual 
information for distribution. 


The Mexican-American vote in Texas Mas only 10 percent in favor of the 
President in 1968. This year, according ro CBS Report, tl:e President made 
strilcing inroads in the Mexican-American population, receiving l;9 percent of 
tlu-ir votes in Texas. Great advances vere ir.ade in every target county with 


Lha p>;co;)!:; 

Lon of I 

p.-Tcent r-f 

the- VO! 

Tlie re;;uli;: 

: in Sp; 

Z i:i--:c 




59 . (, 

Kl Paso 






l;-L .-in I'.roan a7:oa v/hich is 94 pr;rceiil: Iiey.jLcan-A.--.c-i;j 
in Spanish- .-.peaking CovhiL.ios; vere as foliov.vs: 

% IIA 

% fU-c 

Nu jc.cs 




V.'i] lacy 




uiish spci-ikin^; precincts v;ere: 

El raso 

47 perc.n.t: 
50 pj:rcc:nt: 



J 4?. 



'A W 
















68 . 3 






44 . 9 

82. C 




As of tlu' J 970 consu.s tlicro veic 1.5 million Spanish speal.inV. poo;->la in 
the State of I.'ew York. CJose to COO, 000 \;src of votin;; age, rcprcsentii:;-. in 
about 5 percent of the voting a,'',e population of the state. Puerto Ric.-ins make 
up about 75Z of the total Spanish speaking pop'ilation. 94% of the State's 
Spanish speaking population is coacentrated in New Yorl; City. 

The Puerto Rican community is one of the poorest in the nation, sufftTing 
from high uner.ployment , poor housing and educational facilities, ;ind a high 
incidence of crine, welfare and drug addiction. Further hurting the President's 
chances v.'itli this population group v/as the fact that the Adi:iinistration's record 
is not as strong among tlia Puerto Kicans as it is among the Mexican Anericans. 


It is estinated that the President carried under 15% of the Puerto Rican 
vote in 1963. The goal was to swing the President sufficient Pue.rto Pican votes 
to reduce the normally large D'/uocratic plurality in Naw York City and help 
up-State rJev; York carry the State. The New York State Hi;:on organi x.ation set a 
specific goal of winning 22;':; of the Puerto Rican vote. The strategy was to appeal 
tci the Puerto Rican raiddle class (about 'tO/', of the Puerto Rican registered voters) 
by presenting tiie positive accor.plishnients of th.e Adininxstration and appealing to 
to tl:e conservative traditions \;hich they share v;ith tlic President, such as their 
coi,Ui2on stand against abortion and against legalization of drugs. 


The Mew York State Spanish speaking effort was headed by Manuel Gonzales, 


Chairman ol the PuarUo-Rican llispEnic Young Republicans. Tlic co-chai rn:aii v;af. 
DoiLin Fupo, Prf!,sideat of the Cuban-Ati-ricaii Club of Nov; YorV;. Mr. Goiv^hIcs 
reporli-d directly to Fred Perrotta, New York City Campaign Coordinator. The 
effort V7as clc^ely linked to t'ne over-all New York canipait;a organization. The 
goad V7orking relationship of the Puerto P.ican and Cuban leaders v/ith the State 
Kixon organization contributed jiiuVj-nsely to the success of the final outcor.'.e. 


a. Endorseryents: Si;;nificant E.ndorsenents of the President v.'ere received 
fron lU Mirador, a Spanish speaking Daily, The 16,000 iiiciiber Hispanic Public 
Service League, the )'uerto Rican lIo:ae Ov.Tiers League and most Cuban organizations. 
Kqually important was the failure of El Diario La Prensa, the largest Spanish 
speaking nev;;,paper in tlie country to follov its tradition of endorsing the 
Denocratic candidate. The Spanish spealcing Campaign Copitnittee Icadersliip is 

to be credited for this. 

b. Surrogates^: The Spanish Speaking Speakers liureau did particularly bad- 
ly in providing Spanish surrogates for Kew York. This was partially due 

to the small number of Puerto Rican surrogates available but a] so due to poor 
coiiPiunications and personality conflicts between the Speakers Kureau and the 
liew York Nix.on organisation. 

C. S-peciul Invents : A series of very successful and v/idcly publicized 
dances, cocktail jiavties and dinners were held. 

D. Storef rrvnts : Storefronts were L:et up in major Puerto Rican concentration 
areas. These were used as tdaterial distribution centers, as well as for limited 
telephone operations. 


c. M'jd-i-a: Ua\i Yor!-. v.-a.; a television and radio Kpar.ish-Kpeakin;;'. tarijoc. 
Surveys had indicated that this v.'ould be the most important tool in leaching; 
this target population, \rnila budget linitatloiis precD.uded it;; use, Governor 
Rockefeller did prepare a lev; radio spot.- in Spani.~h that vjere aired in tr.e 
final veekr. of the ca'.:paign. 


The primary problcn in Kew York v.'as overcoming'; the poor standing of the 
President auiOTii; tlis Puerto Ricaas. A May survey indicated tliat 7'iZ of the 
Puerto Eicans vere dissatisfied with his Administration. 

The second problcn was overconing New York Spanish-speaking "Republican 
leaders distrust of '.vashinaton Sjianish speaking Ic^adership, vjliich tht-y viewed 
as basis tov;ard >ie:<ican .i.i?.ericans. 

This nistrust oasE-d as relations beL\;een Kashinpton and Nev.' York iii'proved . 
However, b.ositlitics returried during the final \/eek of the ca!ii|!aign when a confi- 
dential menio v;ritten by this office in May was publir-.hed in the papers. Tin- 
mtino was an analysis of a s-.-rvey indica.ting that I'uerCo Rican population was 
politically unsoi)!iisticated and undernotivated. 

The third lo.ajor prebletn was the absence of media advertising. 


Althou^b detailed analyses have not been received, prelinir.ary reports 
indicate that 2^. percent of the Puerto Uicans voted for the President — 2 percent 
above the coal sc-t by t".i8 ^jew York Kixon organization. This helped tremendously, 


not only fo carry tho. iitate, hut to coi.-.e closer Lo carryiii- V'.-vj York City by 
more taan any other Republican candi.Iato since Calvin Cor)lxdj;c. It ia iir.port." 
tbr;t this b?.s Iiolnod estcblish a Spanish-speaking Kepublican foundation in 
Neij York State politics. 



There arc about 36A,000 Spaiiisli-aiieaking /uncricans in the State of 
Illinois, according to the 1970 Census, Of this figure, approximately S2,000 
are of votin;; age. The mijor concentration is in the Chicai^o metropolitan 
area. Unlike other target .states. The Spanish-speaking population in Illinois 
is characterized 50/30 split betv;een Mexican-Americans and Puerto Ricans. 

Study information indicated a low approval rating (30 percent) for the 
President among the Spanish speakir.g. Key issues for the Chicago area vnre 
identified as education, crime, drugs and neighborhood improvement. 


Severe leadership problem and factionalisva made Illinois the last State 
to organize a Spanish spe.iking co?raiittcc. In view of these problems, the 
Illinois State llixon organization provided excellent assistance anJ direction 
to the Spanish tpcaking coi:jiiittee. This cooperation enabled us to compensate 
to soiiie degree for lost tine. 

Five Spanish speaking storefront hoaUquartc:rs \;;'re opened, cacli with a 
paid manager and volunLesr staff. The storefronts served primarily as clearing- 
houses for campaign literature. 


a. Telephonin;-; and Direct '-kTil : 10,800 direct mail pieces were sent 

to middle class Spanish speaking liomes in Cook County through the 1701 oi>eration. 

b. R?llies : Tlie Spanish speaking Co:nnittee sponsored a November 6 Rally 
in Chicago which featured several Spanisli speaking appointees and drew 


a crowd of ovo.r i.OOO. 

c. Pe:L:itio;i I'rojcct:: A atatcv.ide drive v.'ar. conducted t:o obtain rij'.ii.! turct 
in support of the President froin Spanish speaking voters. Illinois gathered 
approxiraately A, 000 suxh signatures, \.'hich Iielpcd comr;unicato the President's 
ncconiplishnients , recruit volunteers and identify supporters. 


As v.'as stated abovr-, the leadership problems V7ere the severest obstacles 
to effective orf.anization in Illinois. \/e v/ent through three separate State 
Chairmen before any real leadership ability surfaced. The Spanish spea'.;:.n£ 
campaign never fully recovered from initial leadership struj;gle3, and as a 
consequence Illinois was the v;oaUest and least effective State organi^.ation of 
all our target States. 



As of the 1970 Ci.-nr,us thtro were cloHe to 500,000 Spanish-speakinj; 
individuals in the aL;itc of Florida. This group is overv/helciingly Cubaa. 
It is estimated that by I'.lextion Day tiicre \7ero clob° to 90,000 Cubiir.s 
reeiatared to vote in Florida. 

Tlie President is very popular among ('ubans and Sen. McGovern is 
particularly disliked because of his soft stand on Castro. The goal 
was to register all eligible Cubans and get them to the polls on Election 
Day in order to improve on the 75% of the vote received by the President 
in 196S. The primary strategy V7as to pres:-nt to tlie Cuban voters McCovern's 
views on Cuba raid Castro. 
Oi^GAl- a.ZATIOS : 

The Cuban effort was concentrated in Dade County where almost all 
Cul>ans live. Arturo Hevia was appointed cliairman. There was no paid staff, 
but many individuals contributed imraense atiounts of time and effort. Among 
these were: Mario Menesc-s, Latin GOP Club Coordinator, Jose Manuel Casanova, 
Florida Chairman of the KHFC and lidgar IJuttari, Jr., Florida Coordinator of 
tlie Cuban-AT'ericans for Nixon. Dr. Fdgar tuttarj, Sr. , 1968 Chairman of the 
Cubans for Nixon, provided invaluable advisory support. Some support v;as 
provided by the regular Florida Nixon organization, although the relation- 
ship was loose. 

32-818 O - 74 - pt. 19 - 14 


I^:■f,i;.Lvv>y_on drjvc' - .-: drive to iir.turali :•;(.■ arc'. ;-e;^J.!iCer Cubnns 
bf-an e;irly i:i tbo year. The total. mi:,:b!5r cI ?:.''gj stored Cub^in.; double o 
froTi /iS.C^O in 3-970 to ;;XiuOst 90,000 by Eluc-tion Hay. Tbio bloc', not 
on.lj- i>i:i/V ■''.cl a r-o'li;! vote for tliL' I'rcaidcnt, but v.-a;; .insLruincntaJ :'n 
the i\o;;'.iii;iL:oa of a Cub.m as PcpubJicau candidate foe the V.S. y.oi::i^- of 
Reprciseatative.^, as v.'dl as local offices. 

Kndor.sou'.ents - eudorseiaentr; v.'<,>re received from praclic;illy every 
Cuban Qr^'auiv.ation, leader, aud i>rlntcd media. Cubaa TV :ind radio ;-.tatioar. 
vjere very "cooperative" in providing assistance to the Nixon effort. 

HcGo ve rn'r. stan d on Cuba - efforts were r:adc to di:;ae.«iaatc v/idctly 
licCovern':. iironounccu'intc; on Cuba and Castro. lub] ic reaction v;as excel] ('Ut. 
rR OiiLEVS : ' 

The (greatest pi-ob.'IcM was to cverco!:ie the f;encval fear that the- 
Peking and Moscow tri,;,s '..oiild be follov.'ed by a nev under.'aandiug vrith 
Castro. pKonouncem;-vits p.ade by the )'resident early in the year, cienyins such 
a possibility, helped. However, the complete lack of alternative made 

support for the President inevitable. A Wallace candidacy, however, i.'OuJd 
have cost a huge nu..iber of Cuban votes. A second problem was lack of funds. 
This v.'<i:s particu]arly botheriienie because Cui>ans raisid the largest share of 
funds collected by the. aUI'C. 

For the first tir.e in history a RcpubJic-m candidate carried Dade 
County (jS;: to ■'■,2'/.). Caban precincts went as Irif.h iit- 95% for the Prer;ident. 
It is estirKUcd that at least 85% of the Cuban vote state-wide went for the 




Oftice of the Assistant Secretary for Administration 

June 29, 1972 


SUBJECT: OASA Involvements and Efforts in Key States 

In seeking to create in key States an appropriate 
atmosphere for the re-election of the President, 
OASA has taken initial steps as follows: 

1. Obtainment of $30,000 grant from Mainpower Admin- 
istration to support National Conference of South- 
west Council of LaRaza. This is a beginning effort 
to de-politicize this grass roots group representing 
a minimum of seven States. Conference to be held in 
Washington, D. C. last part of July. 

2. Obtainment of $20,000 grant from within DOL to 
support two Regional Conferences of Southwest 
Council of LaRaza (Texas and California) . Also 
supporting effort with appointment of three project 
officers - one from San Francisco, one from Dallas 
and one from DOL National staff - to ensure awareness 
on LaRaza' s part: Specifically, that this assistance 
is from the Nixon Administration. 

3. OASA is serving as focal point to ensure sensitivity 
to awarding of contracts to minority cind supportive 
consulting firms in key States. Presently we are 
working with the Manpower Administration to secure 


a contract for a Spanish-Speaking firm located in 
Texas (CPI) . Additionally, a system has been estab- 
lished with the Manpower Administration to ensure 
that when White House interest is displayed, no con- 
tracts are awarded without prior clearance with the 
White House. 

4. OASA continues to conduct a major Executive Recruit- 
ment activity nationwide to assure responsiveness to 
Repiiblican National Committee recommendations in 
specific States, for employment of supporters. The 
RNC is notified in advance to receive credit when 
their recommendees are given positions. 

5. Over 50 appointments to DOL Boards and Commissions 
and the DOL Executive Reserve are in process, a 
direct result of specific recommendations by Repub- 
lican State Committees and endorsed by the RNC. 
Similarly, the State Committee is given advance 
notice of an appointment so they receive credit 
for the action taken. 

Special Assistant to the 
Assistant Secretary for 
Administration and Management 




JUN 151972 


Subject: OASA Responsiveness to Special Needs during 
the Remainder of 19 72 

We have given considerable thought to the question you 
raised concerning the responsiveness of our various units 
to the administration's needs during the coming year. I 
have the following to report: 

1. The Executive Liaison Staff has been instructed 
to step-up its efforts to assure appropriate placement 
on boards and commissions and in filling executive level 
vacancies. Special steps will be taken to insure a faster 
turn-around time where candidates are offered to us for 
special consideration. 

2. Similarly, the budget and personnel staffs in 
OASA will stand ready to react promptly to the request for 
information or action when required. 

3. We intend to continue to promote internal per- 
sonnel development programs which demonstrate the commit- 
ment of this administration to improving the welfare of all 
our employees and their families. Specific attention will 
be given to our new personnel training program and our new 
design for improving EEO. 

As I mentioned to you earlier, it is my view that the 
Department of Labor can play a leading role in promoting 
"productivity thinking" by government employees — Federal, 
state and local--throughout the country. This awareness 
campaign can easily include an expression of the adminis- 
tration's concern for the well being of government employees 
everywhere. It may also include a summary of what has been 


accomplished over the last three years which has resulted 
in the enhancement of the government worker. (More details 
upon request) 

8801 ) ^. ^ 



r.UI..,ul SICU .11, . I Ik.lhh \>il,ll.-:l-t:.U.. 

,iu. ., <R , >M>..uu .cu.r.H^ CONFIDENTIAL 

June 14, 1972 


Subject: OSHA program actions from now through November 

In considering this subject, I have assembled an informal group 
of seven staff members whose loyalty and political cred'itials 
are certain. This group and I have conceived the following 
program actions. We plan to meet from time to time to assess 
progress and determine additional initiatives. 


1. Standards setting . While promulgation and modification 
activity must continue, no highly controversial 
standards (i.e., cotton dust, etc.) will be proposed 
by OSHA or by NIOSH. A thorough review wii;h NIOSH 
indicates that while some criteria documents, such as 
on noise, will be transmitted to us during this period 
neither the contents of these documents nor our 
handling of them here will generate any substantial 

While the activities of the Standards Advisory Com- 
mittee on Agriculture will commence in July, the 
Committee will concentrate on priorities and long-range 
planning, rather than on specific standards setting, 
during this period. Other standards advisory committees 
may be proposed during this period but again their 
activities will be low-keyed. 

2. Inspections . OSHA will continue, administratively, to 
concentrate inspection activity on other than tiny 



We are working on a proposal for a late summer or early 
fall mailing to all employers (using the Social Security 
list as for our first mass mailing) in vThich we would 
hope to clarify misconceptions about the program and 
make available a maximum of simple information on what 
it means to employers, especially small ones. I 
emphasize this is only in the proposal stage and you 
will be hearing more about it. 

Assuming 0MB clears the letter to Senator Williams on 
the Curtis amendments we will, at or after the Small 
Business hearings, publicize to the maximum extent possible 
the positive positions we are taking with regard to small 
businesses and farmers. 

State programs . I will personally call the designees in 
the 11 key States regarding more assistance from us, 
which will include additional grants, exchange of OSHA 
personnel under the Intergovernmental Personnel Act, 
special provisions for training State inspectors from 
the key States at our Training Institute in Chicago, 
and other matters. 

We are drafting for the signature of the President a 
letter to Barry Brown, President of lAGLO, for Brown to 
read at the annual lAGLO Conference in July. This 
letter will stress the President's commitment to New 
Federalism and his pleasure with the broad response of 
the States to the OSHA program. You will receive the 
draft shortly. 

Otherwise, we are maximizing our relations with all 
States . 

Personnel . We are drafting an outline of OSHA ' s 
recruiting and hiring plan for the next six months. 
Subject to your approval, it is our intention to provide 
copies of this detailed plan to the Republican National 
Committee and the Committee to Re-elect the President. 
We can then consider applicants they propose. 



- 3 - 

Recordkeeping by employers . The proposal to exempt 
employers of fewer than eight from all recordkeeping 
requirements is being drafted. This proposal should be 
well received by employers in such tiny establishments. 

BLS will provide us with their first major report on 
injuries, illnesses and statistics sometime in late 

Speeches and appearances . My key group of seven will 
concentrate on appearances in the 11 key States. 1 
have already lined up several days of speeches and appear- 
ances for myself in Texas, New York, Pennsylvania and 
Illinois . 

7. The National Safety Congress in last week of October . 
Timed as it is if^ drawing very large crowds, the Congress 
offers an excellent sales opportunity which we shall 
take full advantage of. As in last year, OSHA has one 
full morning with no other competing Congress activity, 

8. Mailings to trade associations, organized labor , 
insurance companies and others . We plan a regular flow 
of such broad mailings emphasizing the positive aspects 
of the program. 

9. Field staff . 1 am having the registration of all RA ' s 
and ADs checked. When this reading is complete, we will 
consider further actions to be taken by the Republicans. 

There are undoubtedly other ideas for action which we will come 
up with. You will be advised. 

While I have discussed with Lee Nunn the great potential of OSHA 
as a sales point for fund raising and general support by 
employers, I do not believe the potential of this appeal is 
fully recognized. Your suggestions as to how to promote the 
advantages of four more years of properly managed OSHA for 
use in the campaign would be appreciated. 


George C. Guenther 




June 19, 1972 


Subject: Potential Maximum Utilization of Manpower Administration 
Resources and Personnel in Remainder of Calendar 1972 

Pursuant to your request, I have reviewed all aspects of Manpower 
Administration funding levels and personnel utilization and have 
identified the following areas that can potentially be utilized 
for the purposes we discussed: 

I . Resource Allocation 

A. Manpower Training Services 

1. National Account $15 million unallocated 

This $15 million will be derived by shifting some OJT, 
Plans B and D money into the national account and by 
shifting some §241 Area Redevelopment Act funds into 
the national account. The practical effect of these 
shifts is to withdraw from some cominitments on con- 
tracts with some other Federal agencies. However, I 
plan to try to make up for some of this shift by using 
some EEA discretionary money for these programs with 
other Federal agencies. The total shift into the 
national account involved pulling $30 million away 
from the regions and back into the national account 
in order to balance the national account. Our current 
commitment level in the national account is approxi- 
mately $150 million. We currently figure that we have 
$120 million available to apply to these cominitments. 
Therefore, the $30 million I have pulled out of Public 
Service Careers in the regions will make up this 
difference. The additional $15 million that I 
anticipate will be available from a combination of 
this shift of funds from Public Service Careers and 
a substantial tightening of our deobligation pro- 
cedures which I have requested. 

2 . JOBS 

The JOBS contracts have to be approved by the regional 
offices. Therefore, to a certain extent, the JOBS 


contracts can be utilized for maximum benefit as 
determined at the national level. The JOBS funding 
levels for FY 1973 are: 

Regions $93 million 

National Account - 

Apportioned JOBS 22 million 

National Account - 

JOBS Optional 9 million 

The remainder of the MTS budget items are basic allocations 
with which we have very little flexibility. After careful 
appraisal, I feel that the above areas are the only places 
that there is any realistic flexibility. 


For FY 1973 the Secretary has $200 million in §5 and §6 
discretionary funds to be used for public employment 
programs. Of this $200 million, we estimate that 
$90 million will be required to continue the demonstration 
projects. Of this, $70 million will be for the high 
impact projects and $20 million for the welfare demonstra- 
tion projects. An additional $29 million will be required 
for Federal support and evaluation of the demonstration 
projects. $20 million must be reserved for continuation 
of the late allocations made on January 14 last year. 
Therefore, the breakout of these continuatiore of funding 
is the following: 

High Impact $70 million 

Welfare Demonstration 20 million 

Federal support 29 million 

Late allocations - last year 20 million 

Total $139 million 

As I pointed out above, I anticipate deducting $30 million 
from this $139 million to make up for the $30 million 
taken out of PSC to balance the national account. 

No final decision has been made regarding the allocation 
of the remaining $31 million and we will have considerable 
flexibility in the use of these funds. 

As we develop plans for the allocation of the discretionary 
funds, I will coordinate closely with you in order to get 
maximum beneficial utilization of these funds. 


II. Publicity 

I have identified three ways in which I believe we can more 
effectively highlight Manpower Administration activities. 
I have requested that these procedures be implemented 

A. Manpower Liaisons with Frank Johnson 

I have appointed Jack Hashian and Ron Schell to work 
closely with Frank Johnson in identifying potential 
programs and activities that should be highlighted in 
the next few months. 

B. Contract Clearance through Frank Johnson's Office 

As a double-check on Manpower Administration coordination 
with Frank Johnson's office, I am asking that all 
announcements of new contracts and programs be cleared 
through Frank Johnson's office as well as Fred Webber's. 

C. Lists of Programs Benefiting Various Ethnic Groups 
and Geographic Areas 

In order to have easily accessible information regarding 
specific groups who are deriving benefits from Manpower 
programs, I have asked the regions to keep lists of 
programs and contracts broken down by ethnic groups or 
geographic areas. These lists will allow DOL speech- 
makers to have readily available information in the 
preparation of speeches. 

Ill . Speakers 

The speakers who can be relied upon to do a good job of 
highlighting Manpower programs are: 

Paul Fasser 
Hal Buzzell 
Xavier Mena 
Deanell Reece (to a limited extent) 

I will personally try to take on as many speeches and personal 
appearances as I can. 

This memo summarizes the positive steps I have taken. If you wish 
to take further action, I will be glad to discuss it with you. 

Malcolm R. Lovell, Jr. 



Officl of rim Solicitor 

June 13, 1972 


In response to your recent request it is 
envisioned that the Solicitor could be of assistance 
in the upcoming campaign in the following respects: 

1. Designation of key personnel who are 
both knowledgeable in the general 
affairs of the Department and are 
supportive of the policies of the 
President as well as those of the Depart- 
ment. The individuals so designated 
would be available to fill speaking 
engagements as requested. 

2. Designation of a second cadre of personnel 
who are specialists in matters such as 
equal pay and women's rights, civil rights, 

(particularly in the Government procurement 
process) occupational safety and health 
and Departmental legislative initiatives. 
Although this second team are not generalists, 
in the sense of familiarity with the full 
scope of Departmental affairs, nor identifiable 
as "party" members they are exceedingly 
articulate advocates of Departmental 
philosophy and accomplishments over the past 
3 1/2 years in the areas of their individual 
expertise. Given the right audience and 
occasion they would undoubtedly produce 
political mileage. 


3. Development of sensitivity in respect 
of attempts to embarrass the President 
and Administration by initiation of 
compliance and enforcement activity. 

Richard F. Schubert 
Solicitor of Labor 


L'.S. DEPARTMENT OF LAB()F{ ,<."'°'' 

Ofhci; uf the Assistant Slcrhtarv =' ^ 

WASHINGTON. DC 20210 "t '■£;.■ 


At your request, a committee has been formed within ASPER 
to assist with the coordination of Departmental response 
to key issues that develop during the course of the 19 72 
Election Campaign. The committee will be composed of: 

Michael Moskow, Assistant Secretary 
Saul Hoch , Deputy Assistant Secretary 
Ken McLennan, Director, Office of Policy 

Fred Eggers 
Jack Meyer 
Bill Chernish 
Steve Tapper 

The committee will be responsible for preparing statements summariz- 
ing Departmental policy and for providing material to rebut 
criticism aimed at the Department or the Administration. 
Materials will be prepared in response to requests from 
either top Departmental officials, groups outside DDL that 
identify labor-oriented issues, or the Labor News Analysis 
group presently sourcing trade journals and labor publica- 
tions for trends in union attitudes during the campaign. 

An information retrival file will be established in ASPER 
to retain copies of position papers, policy statements, 
reports, and speeches. These files will be used by the 
committee for research and reference and will be made avail- 
able to the key contacts in the A&O's and to Departmental 

Policy papers and statements rebutting criticism will be 
distributed to the Department's top leadership and to the 
Regional Directors for use in meetings, speeches, and other 
contacts with the public. Material prepared for general 
distribution will be submitted to Frank Johnson, Director 
of Public Affairs, who will review the format, select the 
media, and handle the distribution. 

\ 8810 

My Special Assistant, Steve Tupper , as coordinator of the 
committee, will monitor the preparation of materials and 
handle liaison with contacts in the A&O's such as Deanell 
Reece in Manpower, Dan Rathbun in the Bureau of Labor 
Statistics, and others as called upon. All contacts by 
parties outside the Department with the A&O's concerning 
the committee's activities should be made through either 
my Special Assistant or me. 

Michael H. Moskow 



= ncE OF THE Assistant Slcretary ^ _|te. 

WASHINGTON. DC 20210 \ :^, 

June 29, 1972 


The Office of the Assistant Secretary for Policy, Evalu- 
ation and Research has taken several steps in recent weeks 
to assist in increasing the impact of the Administration's 
programs . 

The Construction Industry Stabilization Committee has 
worked successfully with both labor and management to 
slow the rate of wage increases in the construction indus- 
try in accord with the Administration's economic stabili- 
zation program. For example, last week in New Jersey, all 
Laborers' locals negotiated an agreement with the Assoc- 
iated General Contractors averaging about a 3.2% annual 
increase. In Detroit, a multi-craft agreement was nego- 
tiated with an average increase of under 5% annually. 
These agreements are considerably lower than those nego- 
tiated in 1970 when the average increase for the year was 
approximately 15.3%. 

The Construction Industry Collective Bargaining Commission 
continues to maintain and nourish good rapport with the 
building trades on behalf of the Administration. The Com- 
mission is an active tripartite group concerned with long- 
run and structural problems, dealing with issues such as 
seasonality, regional bargaining, productivity, and voca- 
tional education and apprenticeship systems. 

In a speech before the New Jersey Association of College 
Administration Counselors on May 23, 1972, Assistant Sec- 
retary Moskow cited President Nixon's proposal for Career 
Education as a program to "alleviate unemployment or un- 
deremployment of those leaving school and entering the job 
market for the first time." Moskow said that the Adminis- 
tration's program could be a keystone for change by pro- 
viding both academic and occupational training to insure 
"that every young American will leave high school equipped 
to work in a modern occupation or to further his education. 

32-818 O - 74 -pt. 19 


page £ 

In another speech on June 26, 1972 at the North American 
Conference on Labor Statistics, Moskow explained the De- 
partment's role in the Administration's economic stabili- 
zation program to hundreds of labor economists from across 
the Nation. Moskow stressed that the "Department remains 
strong in its feeling that many of the current economic 
problems which we now face in the employment sector can 
be resolved . . . through use of participatory efforts of 
labor, management, and the public." 



January 4, 1972 


SUBJECT: Interest Group Reports 

Bart Porter and Chuck Colson's staff have compiled extensive 
reports in four areas — Spanish-Speaking, Labor, Middle 
America, Ethnic-Catholic. Although these reports are being 
transmitted to you in full, much of the material in them 
does not require immediate action on your part. The follow- 
ing summarizes the central direction of each report and 
gives the decision-points which require your attention now. 
If you subscribe to the general viewpoint expressed in the 
following, we will see that copies of the full reports are 
circulated among the senior members of the campaign staff. 


Spanish-surnamed Americans comprise approximately 5% of the 
total population (9 million Mexican-Americans, 3 million 
Puerto Ricans, 700,000 Cubans, the rest scattered). Although 
this group votes less frequently than other groups, it is 
significant because of its concentration in such key states 
as California, Texas, Illinois, New Jersey and Florida. And 
despite its overwhelming Democratic registration, it is felt 
that some movement can be induced in its voting habits. 

Each group must be handled separately with specially-tailored 
appeals. Cuban-Americans, upwardly mobile and avidly anti- 
Communist, are most open to appeal from the President. Puerto 
Ricans, the nation's most impoverished minority, are least 
attractable. On the other hand, all Spanish-speaking 
Americans share certain characteristics — a strong family 
structure, deep ties to the Church, a generally hard-line 
position on the social issue — which makes them open to an 
appeal from us ±f^ they can be convinced the President has 
recognized their social and economic problems. 


This is especially true now that the Democratic Party is under 
suspicion for favoring politically potent blacks at the 
expense of the needs of the Spanish-Speaking people. 

Suprisingly enough, the administration has a quite creditable 
record in the Spanish-Speaking area. We've made a substantial 
number of high-level appointments and initiated steps to 
increase the delivery of housing aid to Spanish citizens. The 
Cabinet Committee on Opportunity for Spanish-Speaking People, 
OEO, SBA, and 0MB have developed a number of innovative 
economic development programs. We have made a slight begin- 
ning at dealing with the bilingual education problem. The 
report makes recommendations for highly-visual social and 
economic development projects over the next year to expand upon 
what we have done already. 

The report also contains information on each of the three 
principal Spanish-Speaking groups, with extensive lists of key 
organizations, personnel, and contacts. Pointing out that 
Spanish-speaking communities are close-knit and that they are 
not used to attention from the highest levels of government, 
the report advocates increased efforts to cultivate groups and 
leaders through dinner invitations, speaking appearances, 
telegrams, etc. The report also suggests increased cultivation 
of Spanish-Speaking media, both printed and electronic, through 
regular mailings, interviews, briefings, etc. 

Central to all our efforts should be full politicization of the 
Cabinet Committee, now on an $800,000 budget and going up to 
$1.3 million in July. The group now works through Finch, but 
Colson has begun assisting on the political and P. R. side. 
Carbos Conde, a Spanish press type, has been put on the 
Committee's payroll and will be working out of the White House 
in cultivating Spanish media, much as Stan Scott does for black 

Perhaps the most interesting suggestion the report makes is 
that consideration be given to under-cover funding of La Raza 
Unida, a left-wing Chicano political party in the Southwest, in 
exchange for agreement that La Raza Unida run 1972 presidential 
candidates in California and Texas. La Raza Unida has done very 
well in several state and local elections in California, New 
Mexico, and Texas. 


The following specific recommendations require your immediate 

It is recommended that the Cabinet Committee remain a responsi- 
bility of Finch, but that Colson have responsibility for 
political and public relations questions. 


It is recommended that Magruder be charged with coming up with 
somebody to direct Spanish-speaking political activity from 
the Campaign Committee. 


The organized labor movement in this country is comprised of 
approximately 21 million people, some 17 million of whom are 
members of AFL-CIO affiliated unions. It is felt that up until 
one year ago the Administration was in a strong position with 
labor, but that the combination of our foreign policy, the 
■Philadelphia Plan, the suspension of the Davis-Bacon Act, the 
new ecoaonic policy, and subsequent events have changed that. 
There are some significant exceptions. The Teamsters, for 
instance, are completely in our fold. But, generally speaking, 
it is felt that most of the labor leadership will be out of 

On the other hand, it is felt that we could still do very well 
with the rank and file, and the local labor leadership. The 
report contains an evaluation of the major unions, stressing 
the maritime unions, the Teamsters, the Longshoremen, the 
construction trades, the police and fire unions, the allied 
and technical workers, and the retail clerks. It emphasizes 
the key position of the local labor leadership, often - such 
as in the case of Peter Brennan or Mike Maye - far more potent 
than the national leaders and usually far more open to appeal 
from the President. 


The report notes that some of the policy moves so abhorred by 
the national labor leadership are admired by the rank and file. 
Some polls quoted suggest that a majority of labor actually 
likes to see its leaders assaulted by the Administration. The 
President has a tough, highly masculine image among this voting 
sector. This should be maintained - even when it brings the 
President into conflict with the concerns of organized labor. 
The only issue of crucial importance to organized labor is its 
survival - we can and should attack labor leaders on grounds 
other than that if we think it would be beneficial in any 
given instance. 

The report also notes that the character of American labor has 
changed significantly since the 1930's. Whereas forty years 
ago, unionism was completely dominant for working people, now 
their interests are far broader - higher education for their 
children, stopping inflation, keeping their second car. 
American labor has become increasingly self-protective, and, 
hence, conservative. If we can demonstrate - with such proposals 
as the pension program - that we have their interests in mind, 
we can do very well among this voting sector. 

The report has a detailed public relations program, with suggest- 
ions on the use of written and electronic media, and on possible 
Presidential appearances to emphasize his identity with the 
problems of working people. It emphasizes the importance of 
beginning our efforts early - before the Democrats have a chance 
to unify behind one candidate - so that the President's identity 
with working class problems appears to be a consistent part of 
his approach. 

The following specific recommendation requires your immediate 

It is recommended that we find a young, vigorous labor type to 
serve as the Campaign Committee's labor man, indirectly coordi- 
nating with Chuck Colson's activities. 



Middle America 

This report is more in the nature of a general strategy outline 
than a specific decision paper. It suggests the importance of 
home ownership in defining Middle America and draws out two 
broad concepts — the concepts of income security and social 
Security — as essential to this group. The report advocates 
clustering our issues around these two concepts and drawing 
out a key issue from each next fall. While we stand to benefit 
from many issues in the campaign (Peace, Prosperity, Progress, 
Social Order) , the report makes the point that we will only be 
able to develop one or two during the campaign. It suggests 
that we should pick the issues we wish to develop in accord with 
a broad strategy, but as late as possible to take advantage of 
their immediacy. Both immediacy and accord with a broad strategy 
must be achieved if our issues are to appear both current and 
consistent with our four years in office. 

The report contains a brief discussion of the Wallace phenomenon, 
indicating that present polls show Wallace might be helpful to 
us. While he draws more from us than the Democrats in the South, 
the polls suggest we will take the South anyway. In the North, 
he takes more from the Democrats - to our advantage. The report 
suggests that further, in-depth polling should be undertaken 
before any final decision is reached on the advantages/disadvan- 
tages of having Wallace in the race. The report recommends two 
strategies, useable depending on how we decide Wallace helps/ 
hurts us. 

The report contains a paper by Lew Engman of the Domestic Council, 
suggesting that HUD may be pursuing "dispersal housing" contrary 
to the President's expressed wishes. It advocates Immediate 
inquiry into this and firm, and public, action if the President's 
wishes are being contravened. 

The report contains a long memorandum from Charles Colson to 
H.R. Haldeman, advocating orientation of our political appeal to 
interest groups, with specific, bread-and-butter programs develop- 
ed and sold to each group. The report also contains an extensive 
discussion of the Administration's veterans program, with 
recommendations for dealing with veterans organizations, media, etc. 


It is recommended that a full-time veteran organizer be hired, 
It is suggested that he could probably be obtained on a 
volunteer basis from one of the veterans groups. 



As of the 1960 census, there were some 34 million first or 
second generation Americans of foreign stock. The report suggests 
that these voters may be an important resource for us. While old 
world, and particularly, old world, anti-ConiTnunist, "captive 
nations" appeals are no longer effective in most ethnic areas, 
the report suggests that ethnic identify among white ethnics — 
Italians (witness the Italian-American Civil Rights Leagues) 
Irish, etc. — is increasing considerably. 

The report suggests that these voters are attracted to the same 
issues as Middle America or organized labor, both of which over- 
lap considerably. It is noted that we are in a particularly 
strong position with Catholic voters as a result of our stands 
on pornography, aid to parochial schools, drug abuse, crime, and 
the social issue. 

The report contains detailed lists of ethnic organizations and 
leaders, together with an ethnic population breakdown of the 
United States. It also suggests various public relations devices, 
electronic, written, and Presidential, which can be used effect- 
ively with this sector. 

The following specific recommendations require your immediate 

It is recommended that an ethnic be hired for the Campaign 


It is recommended that consideration be given to replacing Laszlo 
Pasztor at the RNC with somebody less allied to old-line, captive 
nation's ethnic leaders. 



I:.-!"in cf '.he PrcBldent 

Exhibit 16 


July 8, 1972 

TO: . • KK.NKY ny'-.>!]REZ 

I think ve can laaVe more effective use of the multitude of press 
clippings generated nationally regarding Spanish speaking events. ' 
My research staff has heen providing excellent content siEtcaries 
and analytics of the najor Spanish speaking press activity. 

Tne Cabinet Coir:,Tiit tee Public Infoir-ation Office could help us keep 
a better pulse on activity in our c > : ' nit ies in the following 

1. By cOiT>piling a coir.plete list of n.;-,.Epapers fro^a vhich 
CCOSSP receives clippings. We vould like to fill in the gaps, if 
any exist. I vould like to have this list as toon as possible. ~ 

2. -By sending copies of the daily clippings to my office. 
The biweekly conipilations ve receive jr.ake it oitticult to respond 
to tfjnely issues. If messenger service is still a probleiD, I can "' • 
aTrar:^e to have the clippings picked up each cay. 

Also, pl.-^Ese alert your staff that si-f.gest ions ccicerning congratula- 
tory letters, nOY ,:.,^teriaT, ,^\id igljcs Tor reL-.arch r-.r.A response vill 
be forthcoHiTiing as socrt .^s cur rer-caiih ul.-ff >.c-gir.s .i caily assess- 
ment of the clippings. 

Ey responding more quickly and responsibly to the Iestjcs brought forth 
in the news, the Cabinet CoaiBittee and the President wiLI present #-vr . 

a nore concerped and 

Spanish cocsrunities. 



JGTON, D.C. S&0C6 (i02) 333-^ 



Kove::ber 14, 19/2 

Attache*! pili.-ise find tl.e fiml vi;po;:t of the Spanish-speaking 
carapaisn effort. As our field ^cyorts are still cov.iing in, 
the states reports are still iticoiiipleLc! in so....^ .ir. -is. 
Complete election outcome figures will .= I...o be Co/, "i:.., n'ng 
as soon as analyses are complete. 





SpanisK spoakiiig voters represent potential swing votes in five 
■key states - California, Texas, New York, Illinois and New 
Jersey. While this vote has been heavily Democratic in the past, 
the President has a particularly good opportunity to enlarge his 
share of this vote in 1972. His record on issues of interest to the 
Spanish speaking is acceptable, he jias paid an unusual ainount of 
attention to the group through appointments and grants, and signifi- 
c.i.itly tl",e gro'ip is -dissatisfied with the attention tne Democratic 
party has becii giving them. 

The goal of tl;c Spanish sp.;.-l.i;;g organizations at IV^l and the AVhite 
House is to e.xpicit this opportunity v.ith an action pro-ram coiu:en- 
trated in the key states and designed to publicize the Prcsii'cnt's 
concern for the Spanish speaking and the action he has taken on this 
concern. • 

The following sectic^ns outline how this is to be done: 

I. Background on the Spanish Speaking Community. This 

section describes tl--.e group and draws conclusions around 
whicli we can build the campaign strategy. 


JI. Cam::)a ign Strategy. This sectipn outlines the general 

strategy we expect to uSe ?.r:d tl;,e specific campaign tools 
v.'e are planning for use in >..'plftii-:enting the strategy. 

III. Campaign Or uanizaiior. This section describes the 
organization at campaigrt headquarters, in the field, and 
at the White House which will be responsible for imple- 
meniing this plan. 

IV. T abs A to P: Action S teps. These tabs outline specific 
actioiTsteps necessary to activate our campaign strategy. 


Appo;vr!icjcs_A to G^ Th 
of the caiiipaigii organiz; 
background data keyed tc 

icios contain descriptions 
v.'oH as miscellaneous 
its in the text. 



There are 10. 6 rnillioA Sp.niish .• ;>o.---' •;! individuals in tl.c United 
States according to Die 1970 c.-r..rv:s. Of fhis figure, 5.6 million are 
of voting age. Thus, the Spanish speaking represent about 5. 6% of 
the U. S. population and about 4. 2% of tlie U. S. population of voting 
nge. This population breaks into four major subgroups of which the 
M':-:vican American segment is the inost signific;-..'!t; 


Over 18 Year; 

Mexican Aine rican 



Puerto Rican 






Other (75% Mexican 

2. 1 

1. 3 



10. 6 MM 

5. 6 v,> 

Tlie Spanish speaking population is concentrated in only a haiidful of 
the fifty states. About 90% of the total live in the following nine states: 


SS as 



% of Total 









2, 137,481 


1,08 1,527 



7. 9 


PR •-:■■ 




Cuban " 



245. 117 


364, 397 

3. 2 

195, 196 



20. 3 




14. 3 




4. 3 

70, 122 



87.7 % 



New York 
New Mexico 
New Jersey 


•"^■Puerto Rican only. 

Furthermore, this. population is largo enough to affect tine election 

Outcome in all of th.ese states. The table belov/ compares the .number 

of Spanish speaking voters over IS with the 1968 election outcome 

in the nine states. 


Republic a 


No. SS 18 

or Dcnioc 


and Over 


2, 107,895 

223, 34 6 


1, 08 1, 527 

■ 38,960 



370, 538 



2 10.0 10 


2 54, 117 

39, 611 


195, 196 

134, 960 


202, 176 



182, 511 

74, 17 1 


244, 922 



California ' ' 2,107,895 223,346 (R) 487,270 

Texas 1,08 1,527 38,960 (D) 584.269 

New York 1,065,83 1 370,538 (D) 358,860 

Florida 296,632 2 10,0 10 (r) 624,207 

New Mexico 254,117 39,611 (r) 25,737 

Illinois 195,196 134,960 (r) 390,958 

Arizona 202,176 96,207 (R) 46,573 

Colorado 182,511 74,17 1 (R) 60,8 13 

New Jersey 244,922 61,261 (R) 262,187 

Of these states the President should carry .Ari:'.ona, Colorado and 
Florida safely without lieavy reliance on the Soanish spor,ki;-.g. How- 
ever, within six states - the key states of California, Try.-s, New 
York, Illinois a;-,d Now Jersey (175 electoral votes) ar.d the r.on-key 
>:tate. New Mexico (4 electoral votes) - the Spanish speakir.g vote 
can'easily determine the outcome of the election. This is particularly 
true in California and Texas where 11% swing and a 3. 5% swing res- 
pectively would have changed the 1968 results (assuming all other 
things equal and a 50% Spanish speaking turnout). 

Moreover, within these six states, the large majority of the Spanish 
speaking voters are concentrated in just 44 counties. This population 
of 6, 193, 797 represents 58% of the total United States Spanish speaking 
population. It represents higher percentages of the population in each 
of the five key states: in California 2.74 million or 79% of the Spanish 
speaking live in 17 counties; in Texas 1. 36 million or 64% live in 10 
counties; in New York 1.37 million or 94% li\e An 1 counties; in Now 
Jersey 243,000 or 73% live in 6 coujitics; in Illinois 286,000 or 78% 
live in Cook County; in addition 194, 000 or 4 5% live in 3 New Mexico 
counties. See Appendix A for a r;-ioro detailed breakdownT 

While we do not have accurate figures on the Spanish speaking voting 
patterns, the Institute of Annerican Research clajms that the Mexican 
American vote has gone as follows since I960: in I960, 85% JFK vs. 
15% RN; inl964, "90% LBJ vs. 10% Goldwator; in 1968, SV% IIWW, 10% 
RN; 2% Wallace, 1% Others. As for the other groups, our Nev,/ York 


sources cslinmtc .that the President received 20% of the Puerto Rican 
vote in 1968; and our Plori<!a sources tell us that about 75% of the Dado 
County Cuban vole went to the President in 1968. 

Leyond this information on the location and importance of the Spanish 
r,pcaking vote, certain generalizations can be made about the 
Spanish speaking population: (a) they generally have lower incomes 
tlu.n the Anglos, but higher than Blacks; (b) they are mostly Catliolic; 
(c) they are strongly family oriented; (d) th.cir culture is markedly- 
different in many respects from mainstream U. S. cultur'e; (e) they 
are less well educated than the average Anglo; (f) tliey are immature 
politically as shown by the presence of many v/aring factions within ' 
each subgroup; (g) they are often distrustful of their own leaders; 
(h) they h.ave not participated significantly in the political process in 
most areas of tr.e United States, principally because of the language 
barrier and tr.e resulting inconie levels; sv.d (i) Ir.ey feel that neither 
.party.takes their problems.. to.heart i-.r.d pro\-i(ies l}'..-jjn with the attention 
and assistance they need (See Appendix B). Beyond tiiese generalizations, 
each subgroup has chatracterist'ics of its own which are significant to 
the campaign strategy. ' • 


As previously mentioned, Mexican Americans number at least seven 
jnillion (7, 000, 000), eighty percent of whom live in the Southwest and 
Far 'West. They will be a key determinant of the 1972 outcome in 
California, Texas, Illinois, and New Mexico - states representing 
101 electoral votes. 

In both Texas and California tl-.e number of Mexican Americans exceeds 
tlie number of Blacks, yet as a polilical force, they have been ignored 
until recently. Hov.evcr, in 1970 they v/ere instrumental in both 
Yarborough's primary defeat when Bcntscn strongly cultivated them, 
and in Murphy's general election defeat after he was branded as being 
pro producer. This voting power will become greater as the 1970 
Voting Rights Act's elinnination of literacy requirements for voting has 
its full impact. 


It is inipoitant to 
]inos. Thr<,-u f)is'.Io class, (lie 

cldle cla: 

that Mexican Ajr.criiaiis differ along class 
classes arc discernible - the Spanish speaking 
an poor, and the migrant v/orrcer. The Spanish 
- --. _ aj-.d tlic urban poor arc the groat majority 
of the probable voters and thvis become the target groups for the 
campaign effort. The Spanish speaking middle class can go.-iorally 
be described as those who have successfully crossed the lajiguaye 
barrier and have won reasonably secure places in tlie eco;iomy as 
blue and wliite collar v/orkers, professionals, and government worker 
This group represents 30 to -10% of the Mexican Ainerican vote. The 
urban poor (about 60To) are those who are not yet securely tied. into 
the economy. They generally suffer from high unemployment rates 

and high job turnover, hi 
and apart from llic niainsti 

;am United Stale: 


We do not yet have satisfactory jjolHi-.g information to sh.i 
.■similarities and differences butvv'oen these two cl.n.'.ses o; 
(This information v/ill be available about May 15 - see Tc 
information, on the survey.) However, we speculate at tl 
the issues concerning them are as follows: 


Spanish Spcakin: 
Middle Class Is; 


Spanisli Speaking 
Urban Poor Issues 

economic development 
bilingual education 
higher education 
job improvement programs 
senior citizen programs 

(non -institutional) 
lav/ and order 

bilingual education 

job training programs 




police brutality 

While the President's programs do not fulfill all the needs nor 
abreviate all tlie concerns of these two groups, his record relative to 
previous administrations is a good one. (See Tab B for details. ) 
The higlilights of the record are as follows: 

-(a) . -Esfa))lishod the Cabinet Committee on Opportunities foj 
the Spanish Speaking. 


(b) Initialed a Sixtcon Point ' PvO:Tr.;rn slinpcd to meet Spardsh 
speaking needs rather than using proii;rnms designed for 

(c) Made many high level appointn-.cjits (Sec App.?;-;<!ix T.). 

(d) Jjiitiatcd economic development programs through OKO, 
SB A, OMBE and GEO. . . 

(p) Began work on the bilingual education problem. 

This vote is traditionally Democratic; and it v/ent strongly against 
the Pres'ident in 1968. And since then, there has not been a noticeable 
swing toward the President in spite of his record. Hov/evcr, a force- 
ful campaign co;v.bir.od with t'ne fact that some COP candidates do 
well with tliis \'Olc (25% to Tower in 1966) gives us reason to feel that 
the President can make inroads t;;is vote tins year. 


There a-c about-1. 7 million Puerto Ricans in the Uniicd States. Ninety 
(90%) piTccnl of tliis number is concentrated in the urban centers of 
New York, New Jersey, Pcnjisylvania and Connecticut. Others live 
in Florida, California, Illinois, and Texas, but the numbers are not 
ingnificant. We are concerned about tlie Puerto Ricaii vote in the two 
states particularly iniportant to the national campaign - New York 
(1,455,941 eligible Puerto Rican voters) and New Jersey (244,422 
eligible voters). 

Like the Mexican Americans, the Puerto Ricar.s break into two classes 
the Spar.isli .^peaking niiddle class (about 30%) and the urban poor (about 
70%). W'c surmise at this time that the main concerns of two 
classes are much the sa.m.e as those of the .Mexican Ar.icricans. 

'.Vith t' group tlio President's record is less strong, iiigh level 
ap^.ioir.t.i-.cnts h.avc not been made in great nuiTibers, and the unem- 
ployment rate since 1969 has been particularly tough on them. The 
New York Times recently estimated that >^ne half of the Puerto Ricans . 
in Now York arc'on welfare. The Puerto Ricans .usually \oto heavily 


Doii.ocratic (6% for Buckley in 1970, :'Aj':'o f o ^- t!io A^.o:,ic'.v!.t in 
1968), although some Republicans do v/cll in tliis con-rrriV.v.ily. 
(Rockefeller got 36% of the 1970 vote. ) With Rockefeller as the 
Re-election Cliairrnan in New York, wo iiope to benefit from his 
popularity and exportjse in community. 


There are an estimated 650, 000 Cubans in tk.e United States. The 
largest concentration is in Florida - about '".00,000 with 300,000 
living in Dade County aloi-,e. Others are in California (100, 000) and 
in Texas (15, 000). 

A-Iost Cubans have come into the country since 1959 to escape from 
Castro. Because they are recent arrivals and many hope to returii 
to Cuba, relatively f-;w Cubar.s h.ave beconie citi'/.cns and are thus 
eligible to vote. About 70, 000 of Oie 650, 000 will be eligible in 
1972. The Cubans then are not a significant voting block in any 
state except Florida. Ar.d in Florida where t'-.erc will :)e about 
45, 000 qualified Cuban voters, they will not be a key to t!-.e President 
winning the state. In fact, the President has done well with tiiis 
block in the past - he received some 75% of the eligible voters in 
Dade County in 1968^ With work, we expect to do as well in 1972. 


While we have yet to complete our research on the demographic 
desoriptions, the issues of major concern, and the complete achieve- 
ment record of the Nixon Administration for the Spanish speaking 
community, we can reach several broad conclusions which can serve • 
as the basis of tlie Spajrlsh speaking cai-apaign strategy. 

(1) Spanish speaking voters are a significant voting block in six 
states - five of which are key states. "■ 

(2) Within tiicse five key stato-s, the Spanisli speaking are 'concen- 
trated in -11 counties. 

__i3) _ The Spanis1i_speaking are a;oj.n .the_n-iainstream 
United States culture. They want very much to belong, but they 
are most conscious of the factthat they are treated di-fferently. - 


from I'tb.or white populations. This sets the loiio of general 
ci:, K.f isf.:u;tion found in many qvKiitr!rs of tlie cornniiinity today. 

(4) The Spanisli sjjerjking corriinunity is highly segn-icnted; it 
divides into lliree major subgroups - Mexican American, ■ 
Puerto I^ican And Ci:ban; the Mexican American and 
Pvlcrto Rican groups there is further segmentation along 
income or class lines. 

(5) The Spanish speaking have voted heavily Democratic in the 
past, but tliey are disillusioned with attention tliey have boon 
receiving fron^i the Democrats. 

(6) ■ Tlie President has an acceptable record on issues of interest 

to this group; and it is better than any previous Presidejit' s. 

(7) Yet the President's record is not widely known nor has it yet 
generated a major swing toward him. 

(8)' The Sp<-ni.-,h speaking midr.le class .se;j;r.c):t of (he coniTriunity 
is jTxOie in tune wit'n \]:'^ Pre si.-lo;;t' s pi-.ilo;;.;phy t'lan is tlie 
urban ,.oor segment. 

(9) 'The Spanish speaking are just becoming politically aware and 

sliould react to attention. 

(10) The Spanish speaking feel that the Blacks have been given more 
favorable attention than they have received. 

(11) The community leadership is factionized and the people do not 
necessarily have co;ifid.;i".ce in their own leaders. 

In summary* th.e Spanish speaking community is st rat e::;ically located; 
and although it voted niainly for tlie Democrats in the'past, th.e 
President has an opportunity to increase his sup-jort from ;^'ro-up 
in 1972. 



The goal of ihc 1972 campaign for tlic Spanish spcaU.i.g vote is 
sti-aight forward - to swing to the President those Spanis'n speaking 
votes necessary to win those key states where this vote is a factor. 
The basic approach for achic\dng this goal is also straight forward - 
to publicize the President's concern for this group and his record in ■ 
taking action on this concern. 


Based on the conclv.sioris in the previous section, our sti-alegy to 
implement the canipaign approach is as follows: 

(1) . Concentrate ovir campaign efforts in the key states and in 
the key counties within eacli of tliese states. 

{?.) Pilch Ihc field organizations effort lo pv^-rsuailir-g ar,d getting 
v-'ul liic Spanish speaking middle class vote; hut attempt to 
appeal to all segments of the voter group in the media and public 
relations aspect of the campaign. 

(3) Use all possible means to publicize the Pi'^esident' s record in 
the Spanish speaking community.. This publicity will emphasise 
that the President understands the group's special problems rnd 
that he cares that these problems be addressed. Use appoint- 
ment record to show that group members fit into the President's 
team and are needed. 

(4) Stvidy the attitudes of each segnient of the c 0171;. ".unity so that 
the specific campaign appeals for each segment are-in language 
and about issues \<.;iicli each relates to. 

(5) Stress voting for the President, not the GOP. Don't put issues 
in traTditional party te;rms. ■ 

(6) Conduct an active grass roots cainp^iign. Wide voter contacts 
thx-Ojjgh rcspcxlcd Jcadcrs_ajid-pcjir group members on behalf 

of the Px'esident can help break down the predilection to vote 


(c) Convention activities involving tlic Spanish speaking 

delegates and their support for the I'resident. 

(f) Dcvelopipent of appropriate advertising ai;ncd at the 
. ■ Spanish speaking voter. 

(g) Orgar.ization of a press effort at the White' House to 
manage the Spanish speaking publicity campaign. 

(4) Organize a strong field effort to reach the individual Spanish 
■ speakir.g voter on tlie personal level. Tlie tools we willuse to 

do this are: "' - 

(a)- Organization of an . fi.>r: to obtain' a 1, 000, 000 signature 
petition endorsing the President's record. 

(b) Direct mail programs designed to .duress issues of concern 
and to generate local volunteers. 

(c) A bilingual program in key counties to^ersuade 
and to get out tlie vote. 

(d) Strong local .advance work to turn the community out to 
hear pro-Administration speakers. 

(e) Brochure an,d bumper sticker distribution in key precincts 
. within key counties. ; 

The action steps necessary to implement each of the above tools are 
described in Section IV, Tabs A to P. The next section describes 
the organization that will be required to imploinent this strategy and 
these plans. 



Four major organix.ational entities will work together to implement 
the campaign strategy: 

The cainpaign staff for the national, state and county levels. 

The Wlute Ilovise Spanisli Speaking Constituent Group Task 
Fo r c c . 

The Spanish Speaking Citizens for the Re-election of tlie ' . 
PrcsiiJcnt Committees at the national, stale and county 

The Cabinet Committee for Opportunities for Spanish 

Eath ;;r'"Hjp coinplimejita ry respo:;.-,i iji ;it ies .n :^(1 ;'-..-ir r-.c'.ivities 
willbe coordinated by Fred Malck. Tlic summary purpose • :'.d 
jresponsibilities of each group are as follows: 

II) The purpose of tlie cainpaign staff is to iTianage the campaign 
effort. This role includes the responsibility for developing the 
tampaign plan: for organizing the Spanish sjseaking campaign teams 
at the state and county levels in conjunction with Nixon State Campaign 
Directors; for directing the Spanish speaking campaign at the national 
level including development of advertising, direct mail, and campaign 
brochures; and for seeing that the campaign plan is impleniented at 
the state and local levels. ' 

To carry out t'nis responsibility will require two Mexican Anr.erican 
field men, one Puerto Rican field iiian and three secretaries for 
clerical support. See Appendix C for a full description of this 

(2) The purpose of the White House Spanish Speaking Constituent 
Group Task 'P'orcc is to mobilize the resoirces of the Executive 
Branch in support o,f the ca-.i-ip.iign effort. Tins task force is res- 
ponsible for helping position tlic President properly on issues of 
interest to the Spanish speaking, lor obtaining Spanish speaking per- 
sonnel appointments, grants and other program initiatives; for plannmc; 
ard staging publicity events, for uiin.ii the power of the While House 


and the Departments to publicize the President and his record in 
the Spanisli speaking community, to arrange for and schedule 
Administration spokesmen, and to research the President's record. 

This gl-oup will be headed up by Bill Marurnoto who will in addition 
concentrate on public relations activities. Carlos Condc heads up 
the media pablicity effort, provides the technical expertise to obtain 
press and media coverage, and is the writer for the Task Force. 
Tony Rodriquez will schedule our Spanish speaking appointees (working 
through the 1701 and appropriate state speakers bureaus)as well as pro\ 
qualified Spanish speaking candidates for Administration appointment 
Opportunities. (See Appendix D) ' , 

(~3) The purpose of the Spanish Speaking Citizens for the Re-election 
of the President is to do\elop grass roots support for llie President. 
It will work witli the Spanish Speaking Camj^'-'-S'i Director iji his effort 
to assist tjie Stale Campaign Directors in orgar.i/.ir.g state ajid county 
Spanish Speaking Citizens Groups, to obtain cndor si-i-:-.cnts from indi- 
viduals and organizations, and in geiierating volunteers to a-asist in 
the campaign at the local level. (See Appendix E) 

(4) The Cabinet Comr:->ittee for Opportunities for Spanish Speaking 
v/ill provide research and staff support to the White House Task, 
Force for all phases of the campaign effort. In addition, its Chair- 
nian, Henry Ramirez, should be a powerful recruiter of Spanish 
speaking support. (See Appendix F) 







for the Re-election 
of the President wei 

Exhibit 17 a 


June 7, 1972 


How about taking a slap at Lindsay?* 



SUN. 3.221.849 

MAY 1 4 1972 ^^ 

Slaii 9mm 


Mayor Lindsay's atleropt to cut 
the fat ont of his proposed 1D72- 
73 expense butJjel by iJckUnc * 
Boat^ of Education request for 
fll.9 million for bilingual educa- 
tion programs may end- up in 
a court case and wifli bodio red 
faces at City Hall. 

Ai things now «land thera is 
a good chance that the city may 
be in violation of the 19C4 Civil 
Kights Act for failing to pro-vide 
adequala educational opportuni- 
ties for non-English spcaVing 
students In the public sciioolB. 

Latest figures indicate that 
160,814 children. 14Ci of the total 
New York City public school pop- 
ulation of 1,141,078. hava mod- 
erate to acTcra English language 

Yet, except for the salaries of 
most of the 2.58 bilingual teachers 
Ih the system, ^not one penny of 
city tax funds is specifically ear- 
xnarVed for bilingual educational 

Ma]9rlty Puerto RicaD 
- The majority of these students 
are Puerto Rican (94,800) bat 
there are thousands from such 
other ethnic minority groups as 
Chinese, Greek, Haitian and Ital 
Ian, who also require apcci&l eda 
cationa] programs to oTercome 
language barriers. - '" ■-- 

"1 believe that New YorVs rec- 
ord In dealing -with this problem 
is terrible and this latest move 
to delete the %IIJ9 million Is on 
conscionahle," said Rep. Herman 
Badillo (D-N.Y.). "There is no 
reason wiiy tnx fund* c&nnot be 
apcnt on bilincnal programs in 
equitable amounts relating to the 
tif of the problem. We have 
<f ot to stop looking to Wsshini;- 
:ton or Albany to eolre.aU of 
our troubles." - 

Badillo believes t\at even the 
111.9 million is iaxdequate to 
n^eel the needs of the non-Eng- 
li5h speaking 5tiidrut5. and he is 
pot the only one. Bronx Borough 
PresiJcnt Robert Ahrams, who 
sits on the Board of Estimate 
which can rcinslale the budget 
line request, ha.-* called on the 
bo.nrd to reverse the mayor's ac- 

Jarils Steps la 

And, perhaps mure significant- 
ly. Sen .Tarob J.-»rirs (R-N.Y.) 
has already askrd l\c federal Dc- 
parfT»>cnt of Hcallk. Education 
and Welfare to look into the mat- 
ter with a vie\r toward dctermin- ■ 
Ing whether the city is in viola-' 
tion nf the Civil Eights Art. 

TiUe VI of the act specifical- 
ly refers to discrimisialion in edu- 
cation and has been in:p!emented 
Lr 'a memorandun from Ihe 
HEWs Office for Civfl Rights 
to school districts %ri;h more than 
5% nalional-origTa minority 
group chihlrcn srtliijf forth cer- 
tain criteria which must be met. 

Chief among thc5r criteria is 
the requirement to provide ade- 
quate programs to give the stu- 
dents the necessary English lan- 
jHJage skills in onler to allo\r 
them to function ia the regular 
education ptructure. 

Less than JIO million In federal 
and state special f-omls arc allo- 
cated to bilingual programs by 
the local school districts which 
receive B»ch aid, a sum which 
doesn't even "begin to deal witll 
the problem. . 

Tragic RefWlion* - " , 

The mayor, of course, feels 
that he it in a fviancial bind 
and hasn't any other choice. Sally 
Bowles,' his cduraSonal liaison 
aide, calls the education "budget 
he submitted **a tra;:ic reflection 
of the finnnrial crisis in the city." 

The "budget contained no in- 
crwiscs except those mandated by 
increased enrollnient. and abso- 
lulelj* no money for nor or ex- 
panded programs, la addition, no 
tax funds were provided for any 
progrnnis for whici there were 
avail.ible federal or *tatc monies. 

However, with bolh HEW and 
the U.S. Commiysirn on Civil 
Rights looking inte the matter. 
it appears that what Sally Bowles, 
calls the mayor's nwral 'dilemma I 
may soon becohte a "legal dilemma I 
Unless the city restores the funds. ' 


Exhibit 18 

■ . ^ ::;:-- -^ May 2, 1972 

MEMORANDUM FORj - : ' / , ; - BOB FINCH ,' •'; 

FROM: '. : ; FRED MALEK ,; . 
SUBJECT: Janjcs Farmer 

Following our conversation I have had several meetinge with Jim 
Farmer and have had him meet with Bob Brown and Paul Jones 
{the head of the campaign^a Black Vote Division). The results of ' . 
these nieetings and follow-up actions which I have instigated are 

5 8 follows: -v^^*^ ■"•^.<' z, ■■"'_ /'^'.- ■';. -Vl^ r /; J ■ ;- . / ^ ' ".. 

I. . Farmer has been given a grant from OE to fund his : 
project here in Washington, .". ' ; . " . , ". 

2. He will noj/be able to spend a major part of his time 
on the above project while also making time available to 

the rs-election efforts. . . ,.' - . - _ . ■ ' - V- 

3. He has agreed to do speaking on our behalf and also 
. to tallc to key black leaders in an effort to gain their 

loyalties* /. . . .... 

I feel that Himi is in a position to make a major contribution to our 
effort and aiTi com^fidont that he will. At the same time we are going 
to try to maintain his involvennent in a manner that is not overtly , 
partisan and does not harm his credibility. . 

Many thanks for getting this started and for putting me onto it. 


CO'vlMiTTEE FOR THt; r;!I-E!_ECTION OF THE P I C E 5 1 .'£ Nl 
April 18, 1972 




SUBJECT: Meeting \n th James Earner 

In the F.rown-Jones meeting with James Fanner, the folloxv- 
ing points of interest were discussed: 

1. Farmer's willingness to work in support of the 
President. (It v;as agreed he might better 
serve at this time by maintaining a "non- 
partisan posture.) Jim expects to build on 
the attitude coming out of Gary. 

2. His speaking engagements (he is to send a 
list of his engagements). We will seek to 
arrange media interviews in connection with his 
key appearances. 

3. Farmer's interest in funding for his think tank 
proposal. He's seeking $200,000 seed money froi^i 
HEW. (This should be moved on but should allow 
for a final Brown-Jones check-off in order to 
re-inforce Farmer's involvement. Additionally, 
tiero is some need that the think tank initially 
focus on key issues of interest to Black voters. 





MAR 8 1974 

Mr. Samuel Dash 

Chief Counsel 

Select Committee on Presidential 

Campaign Activities 
United States Senate 
Washington, D. C. 20510 

Dear Mr. Dash: / 

Thank you for your letter of FeLruary 28 inquiring about a grant 
involving Mr. James Farmer. 

For 1973- '74, a grant of $150,000 was awarded to Howard University under 
Title V, Part E of the Education Professions Development Act (Training 
Higher Education Personnel). Mr. James Farmer is serving as the 
Director of this project (Number 73-5354). In the program, approximately 
35 faculty members from small developing colleges are receiving training 
in the history of governmental policy making in education, the present- 
day factors influencing educational policies, and how future educational 
policies will be determined. Other institutional policies are being 
similarly studied. Participants are attending seminars on a part-time 
basis between July 10, 1973 and May 30, 1974 and will have a concluding 
full-time weeklong session between June 24 and June 30, 1974. 

Further documentation regarding this grant is on file in the Office of 
Education. However, for your information, I have enclosed an outline 
"Plan of Operation" as submitted by Howard University and an article 
about the program from the July 9, 1973 Education Daily . 

I hope that this information will be of assistance. 

Sincerely yours, 


Charles Miller 

Acting Assistant Secretary, Comptroller 


O l- o , o I 

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Page 2 Education Daily July 9. 1973 


and marches kept tne progress of civil riglits for minorities rolling smoothly in the 1960's, 
but that progress has halted in the 1970's and a "new vehicle" is needed to get it going 
again, according to civil rights leader James Farmer. 

Farmer, founder and former national director of the Congress of Racial Equality and a 
former Assistant Secretary of HEW, said Friday he believes that new vehicle il a 
"think tank" designed to analyze the process of power and ways blacks and other minorities 
can influence the exercise of power. 

The first step, Farmer told a press conference, is the Public Policy Training Institute, 
set up v.ith a $150,000 grant from the Office of Education channelled through Washington's 
Howard University. The PPTI is aimed at the faculty from "developing institutions -- 
that's a euphemism for black colleges, " Farmer said. The rationale for the Institute is 
based on the principle that government works for those who influence it best. "PPTI will 
examine the workings of the system to determine the most effective means for minorities 
to influence its actions, policies and decisions, so that blacks and other minorities will 
no longer stand outside the realm of real power, confusing rhetoric with power, and 
reaching to the influence and power of other citizens. What we seek is not ivory-towerism 
. . . PPTI. . . seeks to produce a wedding of the thinkers and the doers. " 

Top Policy Makers In its first year, the PPTI plans a series of seminars for about 

30 teachers from black colleges -- 26 are already picked and others have applications 
pending -- who will listen to the thoughts of top policy makers and contribute to a final 
report on "Minorities and Public Policy." Speakers range from HEW Secretary Caspar 
Weinberger to NAACP Washington Lobbyist Clarence Mitchell. 

Other speakers Include OE Deputy Commissioner Peter Muirhead and Office of Manage- 
ment and Budget Deputy Director Frederic Malek; columnists Jack Anderson, Robert 
Novak, and James J. Kilpatrick; Senators Birch Bayh (D-Ind. ), Jacob Javits (R-N. Y. ) and 
Edward Kennedy (D-Mass. ); and Reps. Charles Diggs (D-Mich. ), Augustus Hawkins ID- 
Calif. ), and Edith Green (D-Ore.). 

Improve the Quality of Life A failure of the movement in the 1960''s was that it did 

not "improve the quality of life" for minorities. Farmer said. AH the progress did little 
for the quality of health care or the delivery of education services, he said. That's what 
he hopes to achieve with the PPTI and the larger "Council on Minority Planning and 
Strategy" (COMPAS) -- the ultimate "think tank" of which PPTI is part. 

Get Minorities In the System Explaining how the "think tank" would function in a 

practical way. Farmer noted the theory that the real power of government lies at the GS- 
15 level. Suppose the PPTI concludes that's a valid theory. Then the strategy will be to 
urge more young college blacks to get into the management intern programs that lead to 

Future in Private Funds Farmer said he regards ±he OE grant as "seed money. " 

The future of the program lies with finding private support to undertake such topics as how 
to close the black-white income gap. 

The first PPTI session is set for July 10 at the Washington Technical Institute. The speak- 
er will be Columbia Professor of Government Charles Hamilton. For more information, 
write Farmer at the Public Policy Training Institute, Suite 319, The Highlands, 1914 
Connecticut Avenue, N.W. , Wasnington, D.C. 20009. 



Howard University 

Train Personnel ol Developing In^iiiiilioi-.s in Influencing Pultlic Policy 


J ami 

;s Farmer 



Robert E;irl Pipes 


rative Assistant: 


Bertley E. Rim 


Suite 819 

1914 Connecticut Ave.. 

Washington. DC. 20009 

(202) 234-7551 
April 23, 1974 

Mr. Samuel Dash 
Chief Counsel 
Select Committee on 
Presidential Campaign 

Washington, D. C. 20510 

Dear Mr. Dash: 

I am in receipt of your letter of April 4, informing me of allegations, 
from White House or Committee for the Re-election of the President 
memoranda, that my "receipt of federal minority fund assistance was 
politically motivated." 

The grant to which you referred was one to conduct a public policy 
training institute for higher education personnel, with special 
emphasis upon developing institutions. There was no quid pro quo 
involved in the receipt of this grant, i.e., the grant was neither in 
payment for services rendered, nor in payment for services to be 

I cannot at this time respond in detail to any allegations made, since 
I have not seen the memoranda in which they are contained (two para- 
graphs from one memorandum were read to me over the phone by Select 
Committee staff). I should be happy, however, to testify on this 
matter before a closed session of the Select Cotranittee if such testimony 
is desired. 

Enclosed for your information are: (1) a Public Policy Training 
Institute brochure which explains the purposes and methods of this 
institute, and (2) an "Interim Report" on the institute's program 
recently submitted to the Office of Education. 

Sincerely yours. 

James Farmer 

Enclosures (2) 



I, James Farmer, a resident of V/ashinrton, D.C, belnp- 
duly sworn, hereby depose and say as follows: 

Upon resigning as an Assistant Secretary of HEW In 
December, 1970, I announced my Intention to organize a private, 
non-profit "think-tank" on the problems of blacks and other 
minorities in order to determine v;here we go from here and how 
the leETltimate minority p-oals can best be attained in the 
complex days of the seventies and beyond. 

Believinp- that the federal p-overrment has a resnonsibillty 
to assist in sunnortinr such an effort aimed at studying nubile 
policy, "ensurine: domestic trannulllty" and "promoting the 
general welfare," I submitted to HEV/ a proposal for initial 
funding of such an effort In 1971. 

The proposal appeared to move normally through the grant 
awarding channels of HEW, until about March of 1972, when I 
understood that the idea had stalled somewhere at the V</hlte 
House. Not being familiar with most of the White House person- 
nel, and not knowing where it might be stalled, I made an 
appointment with Fred Maiek, a former colleague from HEW whom I 
understood to be in charge of personnel at the lifhite House and 
to have considerable Influence there. 

Consequently I met with "^'r. ^alek in early April of 1972. 
I showed Malek the prospectus of my program and he thought it 

O - 74 - pt. 19-17 


Affidavit of 
James Parmer 
Page 2 

to have merit. I asked him to try to find out where it was 

"stuck" and if possible to unstick it. He promised to do that, 

and suggested that if I met with Robert Brown, a special 

assistant to the President, such a meeting nirht prove helnful 

toward that end. Knowlnp; of Mr. Brown's interest In matters of 

concern to blacks, and considering him a friend, I readily 

asreed to do that. Malek offered to set un such a meeting — 

which he later did. 

Further in the above conversation with Mr. Malek, he 
informed me that he was no longer in charge of personnel at the 
White House, but had a new assignment at CRP, working with 
"ethnics" In support of the President. I commented upon the 
difficulties of that assignment, particularly with blacks, in 
light of the almost totally negative image that the President 
had among them. He indicated his impression that the image 
was changing and would change even more. 

Subsequently, also in April 1972, I met with Robert Brown 
in Brown's office. In the meeting arranged by Malek. In addi- 
tion to Brown, Mr. Paul R. Jones was also oresent at this meet- 
ing. Malek was not present. I discussed with Brown and Jones 
my think tank proposal, which I had discussed previously with 
Mr. Brown in 1970 and 1971. I told them that there now 
appeared to be some difficulty in the funding of this program, 
which had nothing to do with the validity of the idea or the 
merit of the proposal. I told them that I did not know where 
It was being held up, but understood that the holdup was some- 
where at the White House. I stated further that I needed to 
know where and why it was being blocked or delayed, and to try 


Affidavit of 
I James Farmer 
1 Page 3 

to get It moving. They expressed surorlse and shock that It 

had not already been funded, and promised to do all that they 

could to find out where it was snagged and to try to free it 

up because they believed it to be an excellent idea deserving 

of governmental support. 

Later in the conversation I Inoulred about their current 
;j activities and plans, and was told that both were going all out 
i in support of the President's re-election and that Mr. Jones was 
ii working for CP in an effort to Increase black support. 

I commented to my two black brothers, Messrs. Brown and 
Jones, on what an enormously difficult task they had taken on. 
I reiterated my long-held vievj, which I have voiced publicly 
since 1965, that it is a mistake for all blacks to be 
: irrevocably tied to either party, for one party then tends to 
j take them for granted and the other writes them off as unat- 
Ij tainable. The better strategy, providing more political 
i; leverage, I maintained, was for us to be prepared to vote for 
candidates regardless of party label, depending upon their 
positions and records on issues of interest to minorities. 

I pointed out that this viev; is gaining credence 
blacks--witness the p'rowint? tendency to snlit our tickets, 
votlnc ^or some Henocrats, som.e 'Republicans, and some 
independents. I expressed eratif icatlon that Mayor Richard 
Hatcher of Gary, Indiana, had stated that view in his address 
at the National Black Political Convention at Gary (which I 
did not attend) and that such a view had been adopted as the 
official view of that Convention. I further stated my opinion 
that they (Brown and Jones) would be well advised to stress 


Affidavit of 
James Farmer 
Page 1 

that view (which I held as a principled one), for they would 

find more receptivity to It In the black community than they 

would find to an appeal to back the President. 

They asked my views on the Administration vis a vis 
minorities. I explained that In all my lectures and other 
public presentations I felt that In good conscience I had to 
express both the positives and the negatives — positives such 
as the Philadelphia Plan (later dropned), the Family Assistance 
Plan (also abandoned), support for minority enterprise and 
sunnort for Affirmative Action with numerical goals and 
timetables; and negatives like the weakening of desegregation 
guidelines, exploitation of the busing issue, certain nomina- 
tions to the Sunreme Court, failure of the President to use 
the moral force of his Office to continue progress toward 
equality, and failure to support vital parts of the anti- 
poverty program. 

They expressed pleasure that I state the positive as well 
as the negative and asked whether I would allow them to alert 
the media to cover lectures which I was scheduled to give in 
various cities, and whether I would send them a list of such 
engagements scheduled for the summer months. I reclled that of 
course I always welcomed the media at m.y lectures, and I would 
have no objections to sending such a listing. (However, I never 
sent them a listing of my lectures, and they never again 
requested it. ) 

They also asked whether I would be willing to speak at 
meetings to which they might invite me--such as businessmen's 


|i Affidavit of 
:,' James Farmer 
I' Pape 5 

! groups, professional clubs and associations, etc. My response 

]■ was that, as a professional lecturer, I would not automatically 

I' turn down lecture reauests simply because the Invitations cane 

• from Reoublican sources any more than I would reject those 


i which came from Democrats — but that I would consider each on 

;. the basis of its merits. I made it clear though that I would 

; not speak at campaign meetings, and that any speeches I did give 

(I would be along the lines indicated above regarding my views on 

'; the best strategy for oolitical leverage and on the Admlnistra- 

'.' tlon's civil rights record. They thought that that would be 

fine. However, I was not invited to sneak at any meetings and 

SDoke at none. >!or did I talk to any black leaders, or anyone 

else. In an effort to secure their sunnort for the re-election 


To repeat, I did no camnaigning whatever, in any shape, 
j; manner or form. That fact is a matter of the public record. 


jl Also a matter of record, is the fact that my think tank 
li project, the Public Policy Training Institute, was not funded 
i\ until May 1, 1973 — six months after the election. The funding 
j: was not a part of any quid pro quo : it was not payment for any 

services rendered to the camnaign, for there were no services 

rendered by me to the camnaign . 


Washington. ) ^^ James Warmer 

District of CoUimbia ) June 26, ISJl^ 

Subscribed and sworn to before me 
this ^^tl> day of UiAn<r, 191^. 

My commission expires: / O /? / /yjf 
/Notary Public 


Commiitee for the Re-election of the-Ppssident 
MEMORANDUM J"ly 1'^. 1572 ^ 



fro::: PAUL R. JOliL^ / 

SUBJECT: V.'eakly 


Conferred with Ohio Republican / Democrat representatives in a prelicinary neeting 

prior to visit to Ohio for organizational purposes. 

Met with head of Cotrjnitee for the Re-election of the President attorneys citizens 
group and local Black attorneys (Ed Se::toa also) and developed approach to be taken 
at the upcoming Katicnal Black Ear Association's Convention to secure Black attorneys 
for service on Clack citizens cor^nittees and on overall attorneys groups. 

Met with E:<ecutive Director of the Black Manufacturers Association on forthcoming 
role in canpaign and received their list of concerns. 

Visited by recently formed New Jersey Black Republican delegation and spent con- 
siderable time discussing the role they will play in the Ki:con state operation. 

Contacted by Dr. J. H. Jackson, President, National Baptist Convention, and received 
stronger indications he is becoaing increasingly interested in receiving official 
recognition as well as invitation to play active role in support of re-electing the 
Presid'jnt. (Again, suggest you provide assistance in gotring Presidential invite 
for Dr . JacksLjn) . 

Held luncheon meeting with Executive Director of National Kev.spaper Publishers 
Association and received detailed briefing on political leaning of each mer^ber 

Corresponded with all present Elack State Chairmen. 

KcccivcJ indications of interest from Black DenocraCs attending National Conventi6n 
in Mia;?.i Beach — v.'anting to support re-election of the President. 

Thru V.tiite House conLcK.ts initiated new efforts to assist Ciuu'les v.'allace. President, 
i'.illncc- f. '..'allace I'u^l Oils, in o.erco-iipg present constraints to e::pand his business, 
inis ;;.iS, for the Lir.e being, allowed us to assist a staunch Kixon support-.^r. 

ii-r;:-. :i celegnticr. oi 20 Black stuiient:; (16-18 years old) frotr. Green County Alabanui 
■.'ho :;r: participating in tb.e l"xp-3riv.:arital School Program sponsored by Hi;'.:. Invited 
;■.;■—;■--__: ion Coi.L'nit tee's Youth Divisioi>. to address the group. Distributed Black cam-' 
pji-;^. it-Lorr^ation to c;ich ana held a len-liiy briefing. Also arranged a tour of 
tlie V...::o House with I'.lnok i.nito House intucn. (Original contact camo through :;£.\. 
where i..^. have contact). 


in noiUiag i-iLh various State Cfi.:iirn:.ui cr;tr.Mii.heJ s;K:cific appiroriches for Ci.aci'. 
ECaLc crganization plan. 

VlsiteJ by K.! Gannon, Special Assistant to Charles Walker (Treasury Department). 
Asdls^rd bin. in dcvelopi:'enL of speecii by \.',il't;er for t'uc. i'.lack Bankers mcetino in 
Atlanta. In return v/as briefed on Adainistration't; lilack Bank Deposit Program. 

P ERSO'-".-EL 

V.'eeks of negotiations vith Tony MeDonald and Stan Scott concluded v;ith agreement 
to bring Calhoun onboard. It is, at last, a difficult, strained arrangement. 

jncerned over ti>e lack of budget for Black State/City operations is 
ronounced since the past \,eeks round of State conferences. 

The growing demand for field visits to key areas intensifies our need to finalize 
field operations and field staff. Ve have good alternate candidates in mind, 
organizational plans, which are nov; delinquent, are not operable. All that is 
needed is your approval. 


Final dcvelopneut of specific action steps x.-ith target dates are planned to iitiple- 

ment : 

1. Formulation of special groups 

2. Mailings 

3. Surrogates program 

4. Dinners and receptions in key cities 

5. Finalize Convention plans 

6. Meet with Mr. Malek 

7. Black volunteers. 

Rei-ponding to Austin, Texas request of Marci Saul, staCf person for Senator 
Towers to address luncl-.eon neeting leadership conference (see attached). 

Traveling to Detroit, ^'ich. to neet with key Black leaders thru request of 
tiichigan State Chair.-^ian during the State meetings held here. 


Wallace an J Wallace 


Ki*lvwc o$ t:^ii 

Commercial and Residential 

212 ■16'1 3737 

September 12, 1972 


You have, or soon will have, an 8-A Contract. The 8-A Program 
is the most dynamic progrsn; that has ever been instituted for 
minorities. It is essential that this program continue to grow 
without delay. 

When the present administration troh over in 1968, there were 
eight qualified contractors in this program, and seven contracts 
awarded which totaled $10,493,524. Four years later, under the 
same administration, thcr ^ -c a tc :_-l of 1582 qualified contijact- 
ors under the 8-A Progran; winch tctc i s $147,087,028. This program 
is trying to reach a goal of over a Ijillion dollars for its minor- 
ity citizens. 

I believe that you can understand the significance of such a pro- 
gram with the government spending trillions of dollars in contracts 
and other forms, and very little h;_.s been directed to the minority 
citizen. Under the present administration, this has changed. 

I have personal assurance from tho President of the United States 
(see attached letter) that he is hi?;-.iiid this program, v;hich he has 
shown through his deeds and actior.s. 

I cannot tell you how important it is that we go out into the field 
and try to get the President re-olocted. It is too late for minori- 
ties to take a chance on another administration at this crucial 
point who may or may not bo dedicated to our cause to bring minori- 
ties into the economic main stream. Ke will never get out of the 
ghetto until we have strong minority businessmen in our community. 
The white community stays rmt of t'.-.'j ghetto through its businessmen. 


It is essential that we do not concern ourselves this year with 
problems such as busing and other minute problems. If we are 
eco:-,c:nically strong, then eighty-five percent of our problems 
will disappear. 

I l.clieve beyond a doubt that we should support the present ad- 
ministration one hundred percent. 

Very truly yours. 


a-; : :: c 

Charles Wallace 




September 14, 1971 

Dear Mr. V/allace: 

Your letter of September 1 has come to my attention, 
and I want to assure you of my strong interest in the 
8-A Program. While there have doubtless been some 
gro\ving pains as this program expanded, it is good to 
know you share my belief that the 8-A concept offers 
a unique and very desirable opportunity for minority 
enterprises - indeed, some 500 firms have taken ad- 
vantage of the program in the past fiscal year alone. 

I have asked my staff to look into your specific 
suggestions about making the program even more 
effective, especially in the area of appointments in 
the Small Buoiness Administration where responsibil- 
ity for the day-to-day administration lies. Your 
comments about the 8-A program are highly valued, 
for it is our hope the program can continue to be an 
important means to bring minority businessmen into 
the mainstream of economic competition and, ultimately, 
to build a firm structure of economic opportunity for 
all minority peoples. 

With my best wishes, 


Mr. Charles Wallace 


Wallace &: Wallace Fuel Oil Company, Inc. 

E05-28 Murdock Avenue 

Hollis, New York 11412 


Please answer the following: 

1) Do you support the President in his efforts to bring the 
minority into the economic main stream? 

Yes No 

J) Will you get out and help the PreL'5dcnt be re-elected so 
that he can continue this program? 

Yes___ Ho 

3) Do you believe that the 8-A; has done all it can to 
lielp you? 

Yes *No 

This questionnaire is designed solely to poll the opinion of 
one of the most dynamic programs that v.-as ever instituted to help 
minorities. We wish to know your feoli'^gs on it. Your answers 
will not affect your status on the 8-A Program. 

We obtained your name and address frcin public records. 

Through businessmen such as ourselvep, this is the only way we will 
ever be able to get our people out of vi o ghetto. This is why it 
is important to me to know how all of ^-ou feel and how we can im- 
prove the program. 

We must keep any administration in pc . . .■ {.bat is dedicated to this 


'If your answer is "No", please let me know so. that we can 
attempt to solve your problem. 




: ss. 

CHARLES WALLACE being duly sworn disposes and says: 

1. This affidavit is submitted in response to 
the erroneous allegations made concerning my 
company receiving approximately $2,000,000 

in SBA 8 (a) contracts in exchange for political 
support of the 1972 presidential re-election 
effort as set forth in a letter to me dated 
April 4, 1974 by the Chief Counsel of the 
United States Senate Select Committee on 
Presidential Campaign Activities. 

2. During the course of the last several years 

my company received the following SBA 8 (a) 

Contracts : 

Date Contract Dollar Amount 

9-9-70 SB2-0315-8 (a)-71 $ 297,908.00 

10-1-71 SB2-10-8(a)-72C-006 1,059,038.00 

11-15-72 SB2-10-8(a)-73C-052 71,610.00 

10-26-72 SB2-10-8(a)-73C-022 2,146,220.00 

10-1-73 SB2-10-8 (a) -74C-039 3,730,298.00 

3. I hereby state unequivocally that none of these 
contracts were received in exchange for political 
support of the 1972 presidential re-election effort. 

4. As is abundantly clear from the two brochures 
submitted with this affidavit, it has always been 
iiiy policy to support candidates of any and all 
political persuasion that do more than pay mere 
lip service to the needs of minority groups. That 


will always continue to be my policy. 

The fact that my company has received SBA 
8(a) contracts has never been a factor in 
inducing me to support a particular candidate, 
nor to urge support for any particular candidate, 
nor has that fact prevented me from supporting 
any particular candidate I deem worthy of my 
support and that likewise will always continue 
to be my policy. 

No particular candidate or anyone acting on 
the part of any particular candidate has ever 
promised directly or indirectly to aid me in 
any contracts in exchange for my political 
support . 

My attitude toward the 1972 presidential 
election and my support or non-support of 
the President in that effort was not conditioned 
or contingent on the receipt by my company of 
any contracts. I will always continue to 
support and urge others to support any and all 
candidates that I feel have the legitimate 
interest of minority groups at heart and more 
than that, put into action their promises. 

The slanderous and libellous allegations re- 
ferred to in your aforementioned letter are 
entirely without basis in fact. The fact that 
my company has been the recipient of SBA 8(a) 
contracts, under what is my opinion 


the most dynamic program ever put into effect 
to aid minority groups, will not prevent me from 
speaking out in favor of or against any persons 
or groups or on any issue that I consider to 
be intertwined with the best interest of my 
community. The program which has helped my 
company is one that will enable minority businesses 
to effectively compete in the economic life of 
this country. Without this program and the support 
of persons and groups that is so necessary to make 
it effective, it would be impossible for minority 
groups to enter that mainstream. 

9. This entire affair and the attendant publicity 
attached to same is a black mark, not against me 
personally, but against all minority businesses 
that seek equity under the lawful regulations and 
statues of this country. I have always stood ready 
to respond in full to any al3e Rations of misconduct 
since they are entirely baseless and I wish to 
thank the United States Senate Select Committee 
on Presidential Campaign Activities for giving me 
this opportunity to set the record straight. 

Sworn to before me this 13th day of April 1974. 

Charles Wallace 


: ss . 

On the 13th day of April, 1974, before me came CHARLES WALLACE, 
to me known and known to me to be the person who executed the foregoing 
affidavit, and he acknowledged to me that he executed same. 



April 25, 1974 

Samuel Dash, Esq. 

Chief Counsel 

United States Senate 

Select Committee on Presidential Campaign Activities 

Washington, D.C. 20510 

Att: Michael J, Hershman, Esq. 

Dear Mr. Hershman: 

In accordance with oar telephone conversation, this letter is being 
written to respond to the additional allegation you advised us about 
concerning Wallace & Wallace Fuel Oil Co. Inc. As I understood 
that allegation from our oral telephone conversation, since time 
apparently did not permit it being reduced to writing, same was that 
Mr. Wallace sought the aid of the Committee to Reelect the President 
in obtaining an oil import permit, which aid was promised in return 
for Mr. Wallace's support of the Presidential Reelection effort. After 
discussing this with Mr. Wallace and reviewing whatever files were 
available concerning this matter, I am submitting this response on 
behalf of Mr. Wallace, based upon the knowledge given from such 
conversation and review. 

Parenthetically may I advise, that Mr. Wallace would have responded 
directly except for the fact that he had been out of the country on business 
and his recent return did not permit appropriate time for him to make the 

My client initially did apply for an oil import license to the Oil Import 
Appeals Board on March 16, 1973. This application was turned down 
by the Oil Import Appeals Board on April 20, 1972. A reapplication was 
made on January 2 5, 19 73. I believe that these applications were handled 
by local counsel in Washino.on, D.C, , on behalf of Mt. Wallace. 

The second application noted above was never turned down but it was "tabled' 
since new legislation was pending that would permit the granting of the 
application. It is my understanding that until the new legislation was 
passed, only individuals or companies that previously had received import 
oil permits could obtain new permits. It was the position of Mr, Wallace 



Select Committee on Presidential Campaign Activities 
Att: Michael J, Hershman, Esq. 
April 25, 1974 
Page 2 

and others in like circumstances that this was discriminatory, 
especially in light of the fact that no black individuals or controlled 
companies had ever been the recipient of such permits. The new 
legislation was eventually passed which eliminated this type of 
"grandfather clause", Mr. Wallace received an import license on 
May 1, 1973. 

I am advised that Mr. Wallace did approach a Mr. Jones at the 
Committee to Reelect the President, as well as having approached any 
and all other legislators, officials and politicians whom he believed 
could have some influence in effecting the change in the discriminatory 
law recited above. No response was received from Mr. Jones and 
Mr. Wallace attempted to personally reach Maurice Stans with his problem. 
He was not successful in reaching Mr. Stans. 

My client categorically denies that any "quid pro quo" was asked for 
or received from any of the persons he approached with this problem 
with respect to aiding the Presidential Reelection effort. In fact, it 
is Mr. Wallace's sincere belief that Mr. Jones was singularly in- 
effective in obtaining the satisfactory solution to the problem that 
eventually was reached. 

It is the position of our client that he will always seek to influence 
legislation and/or policies that will benefit minority businesses, but 
most assuredly such policy does not extend to any improper actions, 
and again let me reiterate that no improper actions took place with 
regard to this specific allegation referred to above, 

I trust that this will adequately answer your questions and again may I, 
on behalf of myself and my client, thank you for the fairminded manner 
in which you afforded us the opportunity to respond to the baseless 
allegations made against my client. 

Very truly yours , 




cc: Wallace & Wallace Fuel Oil Co. Inc. 

David Gruber 


.Tunt^ 2.-,, 19 7?. Exhibit 19c 

J.'l;:>'Oi.ATsOi;M FOli: JOHN MITf )! Cl'J.L 

[,-KO:.!: FilED MAbEK-'-'-//^j/ 

/ ' ' 
Si;r;JiL'CT: mack Vohn Campaio.i b^lnn 

s v.o I' ;od, there liave bcnn soiriv" ]:>co^>^' • • ' ^ in\i the Black 

j!f: < . uiy. V/hlle Paul Jont--.s is haiidl; ;_ relations 

ad orn '- ' nspoct.s of his reaponrtibilit/ eCi. 'i iv lacka the 

•ji.'.ti;:al o-;pc: I iciu..^ to re.CL-uit and develop an effective field operation, 
herclore,- the- TUatJ; Vote Division still does not have a field orjjanization. 
i ac'.dition, tiic f-ilack tt;a.-n has not fully iitilii:ed the rc^iources O-vailable to 
torn tJiro'igh Gos erni-nent fjrant and loan programs. To cori-oct those 
roblcr.iH , 1 li-'.ve developed a three-ljart olaii of action, v/'iich i;; described 

Jone.-^ V/ith An K ^oericnced f-olitical Or-;..- 

I'o t. (U"iipen3;».i.e for Jonois' lack of political experience, 1 have arrajiged the 
HddJtion of Ed Srixton as Field Operations Manager. Me will report to Jone.i 
but v'ill take most of his di'-ection from ine. Ed haf> excellent credentials 
in ]5olitic.s, has organized politically, knows nvnnorous BIacK-. leaders, and 
i:^ Immediattly available. lie v/ill start llus vveek with a first j^riority of 
finali/.iny th.-^ field plan. 

2 . EFt ab'i.di A Field 0" ;;a nization F ocnjcrl On. Key Cilic;:. 

Once Sexton is on board, ho can begin to build the field organization that v/e 
nov.- lack.;r !\ini, ■.ve should iiave tv/o Field Coo '■dinator.s, responsible 
for v.'orkin;'; v.dth the fitate Ni-xon organizations to establi-h effective Bl-rick 
or;.';'ni'.r..-itiono in. )cey cJtle.i. Tiic Field C;<. ordinate rs and the F'ielcl Operj-J:i,-)ns 
M...i!.a,i;er v.-ould each be .a'.-nigned rosponoibility for ;-:pecific key .state'! and 

l';! : firyi. order of bnirinesu; Cor the ne.w Black vote field te-ni vv^ill be to v.-o -Ir 
..' ;l; il'C- Mi-;cn J'ate Ciiainnen to select Srate Black Vote Chairmen 'a t^iose 
!■: ■, '!-:;! 0-; ■..' eie this h't-; not been done. In soinc Icey itate;:, full-time paid 
.Executive Directors yliould also he f^elected. 

Tlie citic:, lii^ted at Tab A will be the focus of the Black eampaign. L" each 
iccy city v/e wiU a Coordinator who will be jointly selected hy the St-'Hte 
j^lack V^ote C.uairman, his i'ield C:x> rdinato r, the State Nixon Cuairman, and 

32-818 O - 74 -pt. 19 - If 


■■! ■ \j.-co;t C!-,airr.ia i. TKr; Cifcy Coordinator \.'Oiild Ik: rc:3po;i.>^ible fo^ 

"c-:t.- ;■;■;■.- f-:up> rvi-.i.u': all P.Uic!; - related a:;tivitiea ia lii:i city, cloaely 
C.JO i '. ■' n-^' with the City iNbron Cl-<air;i\a;i. Each City Coordinator woiild, 
•Jr. ci--ii';r'v-;ion with his nuperiurs, select active coinrnittees of Black loader: 
to a;;;-'^'.. hliii in each major l^lack area of hi-j city. These cotnrriittee?; 
v.'ov-l'-l he -o:ipoii:;ible for recruiting vohmteers for the regular Kixon organi- 
zaticj.i i'.! their area and for implornenting programs designed to persuade '.oter:; throughout the city to vote for the President. 

3. '.iienHilv Kff orts To Utilii-.e G overn ment Gr ant':; Aid Lo ans. 

1 feel that our si rongest sidling point with Black voters is tlie cconoinic 
assisrancc this Aditiinistrafcion has provided to Blacks. To fully capicaliz.e 
on thi.-:, we have to do a better job of publicising the grants already given, 
and o; id .--atifyiug nov/ projects for which vvfe will rec<:ive niaximuni impact. 

The rriaior portioji of the responsibility for this activity falls on the White 
Ijo'.i?e side of the Black team. Bob Brown and his staff have identified all 
Blacks who are receiving, or have rec:eivod, money from this Adininistra - 
tion. These recipients v/ill be utili ;ed as a source of campaign contributior 
and '--olantt-ers, and as a group of higlily visible Black? to be ured to reach 
the v-oters iu their areas of influence. 

Kffec':-ive ■i'' location of ;"iev/ grants requires close coordination betv/een the: 
W'iite >io-;ce an<l the Campaign team. As a firi-:t step, I have; a.sked Bob 
fV.-own to identify all major sources of grant and loan monies which could b( 
aUocat^d to Blacks. Then, Jones and Se^iton, working through their field 
oru'.:r.i-.:ation, will be responsible for finding recipic:nts hi key cities who 
will be sP.ijportive of the re-election effort. 

X beneve that by strengthening on r field organisation and making better 
U.V',: o; :rra.n';:; aud loans, \vq can overcome the problems of the Black Vote 
]■?:. i.ihni, a-.d maj;,c; sonae inroads on Black voters in November. I will 
kec;p yo'i .ipprisnd o; progress. 



1 c x;; 


o^■ lo r ■■ ! 

.^. ■ : 

Kisv cvyi\-::i 


I'0!h;;.a r; 

Lo:j An-cU;s 


4 3 3, 3 ,'.'-> 

San Fiaucir;co/ 


9. ?. 

193, S!:^ 


17. C-. 



13. 9 

135, aai 


14. 7 

10. 6 


10. 2 






13. 8 

19 5, 

.6 39 








5 3?. 


93 9 

s:';co--.'D.\RY r 



:-:c>v York 

New York Ci 








iXev/ liaver. 






St. Louis 

Kan.:, a 3 Cit/ 
(Kan-sas h l-.l 



21 .2 




6. 1 

14. 2 

12. 7 

1, 127, 

,7 03 






93 1 




9 13 














Exhibit 20 
January 17, 1972 

PAUL jo:tes 


During the week conferences were held with key black 
coutacts with discussions centering arouad orgaaization of a num- 
ber of national citizens coranittees. Pcrsoas talked with repre- 
sent black clergy, businessmen, professional athletes and insur- 

The Nixon Illinois State Chairroan was briefed on the 
division's role and organization, and was given key contacts in 
the black community in his state. (We are following u? on his re- 
quest to recomnand black candidates for a position on the state 

Efforts to generate activity in Florida an\ong blacks 
wns initiated. In this connection, -wa discussed strate.a^y with 
Dent, Bro5-m and Sexton's office. 

Data was collacted in connection '^th setting up 
brie£in5 books on (1) black corraunities throup,hout the Nation, 
(2) list of key contacts by states and (3) minority recipients 
of grants, loaas and contracts. (;\ nee! is to develop coordina- 
tion './Itii agencies on future :^rant3 ar. 1 contracts to insiire r.axi- 
mun benefits) . 

Worked v;ith planners of tlit? ■'Bob orovnn Dinner" 1/30/72 
to ensure neoting wich a cross-section of persons co-aing iu from 
around the Nation. 

Brought secretary on staff aad received research assis- 
tance fron a consultant. 

Continued to ijork on f inalizlr.^'; basic orivani-ational 
straCe;;v docun^nt for develoyin^ the black vote. 


Commitiee for the Re-election of the President 

•.C.-AN.jL.'M K^rch 24, 1972 


:yj-:0R.i.\"3UM for: KR. FRED MALEK 


Exhibit 21 

irv: A first rr.eeting was hc-id with the NOVE-IBER GROUP and copy and layout 

for the proposed brochure r;vii;ved. (I then arranged a "team" meeting of 
Ero\.T: , Scott and Wilkes to review the material and make constructive sugges- 
tions on fortiat, copy and photos). 

In scoring to produce a California Primary Plan, a nuTaber of meetings and 
contacts vjere iiade (see problems). This has led to the decision to 
activity in the connection. 

.After interviewing FCC candidate, Een Hooks, inf' on v.-.-.s fc-d-back to 'Zcoxjn 
and^-ozo at vrhita House. 

A meeting in the office John Evans resulted in agrc:.^ment on suraL-.t^y to effec- 
tively deal with 0M3E. 

.-. method of nvocecure has been agreed on vjith the Illinois State Chairman for 
selecting a Black Vote Chairman and agreement was reached to add a staff per- 
son to vjcrk in this area. 

Our ?R program was discussed with A.nn Dore and accord reached on its cevelopmenC. 

'.'e met with Mr. Ed Kixon to discuss and "brainstorm" strategy. 

.A draf_t of the California Primary Plan v:as prepared. 

V'e assisted "."nite House team members in responding to D.C. School Board 's 
anti-:;i>:on literature in connection with the Children's Xarch of Karch 25, 1972. 

Pr oblem .s: Information from contacts indicate coordination of California 
activity is in need of an assistance from your office to head off possible 

Ma-'Or Activities Planned : During the week a list of recommendations will be 
prepared for the Illinois Chairman for consideration for Black Vote Chairman 
and E::cutive Director. A.dditionally , a meeting of the Washington tea^ is to be 
held in regards to Presidential appearances. 

Em-hasis will be on recruiting staff. 


^ORANDUM ^P'^i^ ^' 1^'2 

:,mo;^-'aji:m tOR: 


li'e i-i^t during the w,iek with menbers of the Washington Team in review of 
')'■■'■'. ;^' .i.Tts to work out strategy for greater impact In connection with the 
, •■,,n. Ve rX-.o '..i-re In rouUiCt with Incil t/a.le issociation represent,-.- 

. \ ■ '.. '.iJ oticr po:ir5Jble f . r^n : :g .'" t r_ ^ •,:!.. .-3 ■- ,' ;id d:^.ve1o^i»d a proj'osal 

:ii t-iLi; r-^ -:.rd. 

;■'•,;.:'.-■ rs of (:he V'-isiii r.gton TcT.a £';vlc-._d 'nd r" . vrT c __)-jd r.j'-pc '.'.es to .--;"di- 
tional votk by the ]-J\' r:':'£il V{.0'v? in cuiw.;ction vii:h the brochure for 
the Division. 

Secured and/or roqu--sted additional photos of Black appointed officials 
for the brochure. 

Folj ;..■'§ r\ ("istailed discussion of possible ls.rge scale national riir.ner 
reac".,ed a^. .^.^..-ent on holding (in honor of and supportive of the President) 
in Washington, D.C. during the month of June. Xeno on the dinner already 
foi^varded to our Conmittee Chairman. 

At the request of the Pa. State, Co.r.ndttee for the Re-Election 
of the President, we obtained and supplied him with a list of S3A 8-A 
contracts in the Philadelphia area. 

Was contacted by the Oklahoca State Chairman, Committee for the Re-Election 
of the President, in further discussion regarding selection of a Black 
Vote Chairrnan for that state. 

Prepared a list of key ministers from across the nation for Mr. Harry 
Dent's office as possible invitees to a White House briefing of pro- 
nir.ent; religious leaders. 

Traveled to Chicago -conferred with Illinois State Chainnan, Committee 
for the Re-Election of the President, regarding selection of a Black 
Vote Chairi,-,an and staff person. Additionally, met with Republicans 
and supportive Democrats in preliminary organizational efforts. 


jm WTiite house team members in the development of 

preliminary list of key appearances warranting Presidential involvement. 


Exhibit 23 
Co;ninir;?o for ilii; Ro-cic--.rlon of i'r.c Pr; .^idenf 

;:.;::oiv-J^;i)ra foh: 






. R. 









?;et and conEerrcd with VJashingtou Area Minority Contractors Association 
\:\\o requested oar support in securing Secretary Peter Peterson (Coainerce 
Depari.nant) to address their convention (Sept. 22 - V.'ash. , B.C.); arr-^nge 
foruir. for theii to support tha President. 

Submitted revised sarrogate list and sci->sdule for Black Vote Division. 
Sec up briefing session for all major surrogates — sent advance speakers 

Hct v;ith Citizens Voting Blocs Division to coordinate efforts of Black 
special interests groups and to provide additional nanes for service on 
their various conmittees. 

Met v--ith field staff to solve probler-o. 

Fvacornwendations r.:ade to the i.'hlte House for prominent Black educators to 
serve on various national educ.-ii ional advisory boards/corrjiissions. 

Attendc-d V.'hits Hoi'Se OiniE i.-ieeLing to clarify, scatus of P.inority-orientcd y 
proposals that have been submitted by active supporters. ^ 

Staff v.'as intervicwd by Ark,ansas Ga' /.ette , Life E3ga?.ine, and Black oriented 
pre<5K and radio. 

Pltnrcd and VieJ.d reception for Jii?, Brcvii vlio publicly endorsed the Presi- 
dent and radio. Mr. Brotm ^.-as introduced to key Black persons on staff. 
Black Appointees and Washington area supporters. 

Shipped back orders of proznotional materials. 


Announcing spacial interest.-j groups/coatr.ittces and public cndorse.-nents. 

L-'.-itional Association of Klaci: At'.'.loLes ('!m5 nt-nbars) arc- beip.g -.■.•ork?d 
■'ith Lo publicly cndor.'.'.id tb,:^ — <.iho ii.Tvn i.nt--:rest In Sickle 
Cill Ant;:; La. 


ii.Lo in i-'c-..- Yocl. 'ii'.rini; Liio V.i-.LLvi;-/ You 
■^>.a C.:!-.o) to conti.ivic: offorta in fi.'ini 

ji: brLciin- n.-.d traval lichcduliiiK- 

anJ pai ticip^'.tion In Canvas ICick-Off. 

(S?3 . 

;eJ) . 


Exhibit 24 

MR. R03 ODLi: 

PAUL R. jo>;zs 

Work \ias done (developing alternative strategies) relating to the 
up-coning National Black Political Convention. The Convention ap- 
pears controlled by the Black Caucus (Deziocrat-oriented) and is 
being billed as a non-partisan neeting. It is expected that the 
Convention will develop an Agenda aincd at a response fron both 
Parties, with deaands difficult or impossible for the Republican 
National Convention to ceet (such as quotas of Blacks as delegates), 
and will seek to use this approach, through vrLdespread publicity, 
to deliver the bloc vote to the Democrat no:ninee. 

'Ja attended the national meeting of Opportunities Industrialization / 
Centers (QIC - minority eniployir-.ent program) . QIC is presently re- ^ 
cciving approxizLately SOZ of its budget yet scheduled speakers who 
i-7ere critical of the President (Roy V.'ilkir.s, X.-VAC?; Ralph Abernathy; 
SCLC: Vernon Jordan, National Urban League). Ve are pursuing, and 
are in definite need of, a-&9trrtTig_ future grants, loans, contracts 
and appointments serve the Black con^r.unity in a more positive manner 
■chan in the past. Exanples of such funding coraing beck to haunt us 
is seen in the Model Cities, 0:3E and OSO progracs. 

A calendar of cajor minority organization conferences for 1972 has 
been obtained and provides a possible arena for Adalnistration 

x\t the invitation of D.C. Black P^epublicans , v;e attended a Black 
Republican Caucus coi^iiittee meeting charged with drafting a policy 
statecnent. At the appropriate time this statement will be released 
to the public. 

/.r. Ad~inlstration Bi^ck Appointee \::-.s secured to cddrcir: a banquet 

i:. :iricgC;-!ort , Connecticut — sponsored by the- Black Active Republicar.s. 

.'c'-l: ".ing contoct vith the Niy.on illiaois Conv-.ittee \.'e moved to dis- 
;:_rr. .' che R-\"C's minority specialist froa a speaking engagement 


lilr.c-: c.-.ndici iLiS £01: local cjffice. Ti>.e Illinois Co.rjiicre- felt ir. 
OJS^ to iivoi-d cl\oos--.i3 iiidas in the local raca. 

Thi ^;^:;ioaal Black ?>eal Estate A.ssociation mat ir. V.'aGhingCon and v;e 
■..-.are in contact v.'ith thi National Presidont, '.■;ho is Republican., re- 
gar:li.--^ forr.ation of a Citizens Cor:z;ittce of Realtors. 

\,a traveled -- by invitation froa the Fulton County Republican Club 
to Atlanta £^<"j^ (1) an organizational and strate^jy session and (2) 
CO address the annual Lincoln-Douglas Dinner. 

The busing issue is attracting increasing attention of the Black 
Voter and efforts to assess its ijr.plications are underway. 


February 18, 1972 





On Sunday the 13th of February 1972 the 8th Annual Convocation 
of the Opportunities Industrialization Centers of America, Inc. 
opened at the Sheraton Park Hotel. The three-day meeting attracted 
over 1,500 persons. 

The convocation's theme wa;. "Building America Together": OIC The 
Way Out. A major item on its agenda was "A Bread and Butter Eco- 
nomic Plan for Blacks and Other Minorities in the 1970's". 

There have been very critical overtones to many of the speeches 
pres'ented despite the fact that OIC receives almost 80 percent 
of its funding from Administration programs. Pro-Administration 
speakers had seemingly been scheduled at times when they were least 
likely to attract an audience and wide press coverage. Last week 
a west coast minister, an OIC Western Region Official, publicly 
spoke out in behalf of a Democratic candidate. 

Attached are two articles eclating to the subject taken from local 


That the Administration bring under closer scrutiny its .program of 
grants and loans and specifically that Labor Department manpower 
personnel follow-up with OIC. 




Exhibit 26 

January 10, 1972 

SUBJECT: Weekly Report 

Paul Jones joined the staff during the past week as 
liaison with the black conmunity and a considerable Dortion 
of his tiiP.e has been spent setting up the office, ir terv-! ewln^ 
applicants for the position of secretary and touching base 
with key black Republicans in the Washington area (Rober-- Br-o-..'n 
and Stan Scott, the IChite House staff; Ed Sexton, Republ-'can 
National Co-niittee; Elaine Jenkins, One AiT'erica consult!-', firr- ) 
nriefings from each provided valuable background inforr^ation. 

Brief trips to Dallas and Chicago the latter part of 
the week were fruitful. In Dallas he met with several bishops 
and ministers attending the national bishops conference of the 
A.M.E. Zion Church. A number of them (so-e kp.ov.-n to hir. pre- 
viously) appear excellent prospects •'or cv.r black ninis-er-ni 

In Chicago Jones conferred with the Reverend Jesse Jackson 
(formerly oi S.C.L.C.'s Operation Breadbasket) of the recently 
formed organization PUSH. Jackson is now seeking financial support 
for the new group (which has an economic thrust) and is also 
anxious to meet with the President. His support and/or "neutrality" 
(lack of active support of another candidate) could go far in 
favorably swinging black votes to KN. He is considered a definite 
possibility and appears anxious to move. Some early decision, 
policy-wise, should be made regarding follow-uT> posture (and" ' 
Jones suggests that it should include input from Bob "rovn) . 
At Jackson's invitation Jones attended a luncheon of leadin" 
black businessmen of Chicago. A number are ready to assist\s 
and had praise, during a press conference, for the Administration's 
ir torts and assitance for minority owned banks. Jones suggests 
=n additional area that should be considered for federal deposits 
is with minority-owned Savings: and Loan Associations! - and at 
an early date. 




■lay 11, 19/2 

iiMORANDin-l FOR: 


I y 

Weekly Activity K_gj) o r_t 

Senator Brooke has been requested to be featured speaker at the June 10th 
dinner. Awaiting reply to request. Invitations have been mailed out 
to 9,000 persons for A'ww.c-i: - i:o '.oon to estir'nte rs^sponse. Coorfiinated 
'.vith .'ngie YAW-tt to h,-va :i'' :..-A \T-,xzii Iv ::••_./. -r t t e -,.^rticip,Tt ion at the 
kAok-off di.;nir on Jur.a 10th. 

Int(i;:vi.-;ved by Joe livin of the Los A-.-jeljis T"'-2""-3_ oTQ Julius Dv;S.:ha 
of the ",jW York ";■- -.s rcg.irding Slack Vote Division activit i:-s . 

itt-rridtid Philadelphia briefing of key Black leaders. 

AddrriSSftd the National Association of Minority Certified Public 
Accounting Fims at their XAJ-'CPAF's First Annual Xeeting. 

Coordinating rjnd developing with Bob 5row-n s office a strategy for 
30 million dollar negotiation for the Dept. of Labor. 


Occasion: Address key Black le^.ders -vsho will 

Destination: Philadelphia 

Date: May 16, 1972 12 Noon 


m citizens corriinittees. 

Continue follow- through on dinner activity. 

Contact state chairmen and Black state chairmen regarding selection and 
proposed activity for their particular state. 

Implenent plans' to hold irjeeting of National Association of Black Manu- 
facturers Board Members. (Brief and discuss role in campaign). 
Continue follow through support to Mrs. Helen Evans, State Central 
and Executive Cosaittee (Ohio); Jack Gibbs (Mich.); and Debbie 
Gingell (N.e.). 


F-l 783-72 


Exhibit 28 

CSC No. F 1783 72 
CSC No. F-1777-72 
CSC No. F-1778-72 
CSC No. F-1 779-72 
CSC No. F 1780 72 
CSC No. F 1781-72 

Headnote: It is found that each Respondent took an active part in political manage- 
ment in violation of section 4. 1 of Civil Service Rule IV and section 7324(aX2) of 
title 5, United States Code, and that the violations warrant suspension. 

Decided March 29, 1972 

BY: HAMPTON, Chairman; SPAIN and ANDOLSEK, Commissioners: upon adoption of 
the Hearing Examiner's Recommended Decision as the FINAL DECISION AND 

Hearing Examiner: PHILIP J. LA MACCHIA 

Counsel: GEORGE A. KOUTRAS for the Government 
ARTHUR SCHEINER for the Respondents. 


The General Counsel has charged the Respondents with taking an active part in political 
management, i.e., soliciting subordinate employees on or about November 4, 1971 , to 
purchase, or contribute to the purchase of, tickets to a "Salute to the President Dinner" 
held on November 9, 1971, a Republican Party political fund-raising affair, in violation of 
section 4.1 of Civil Service Rule IV (5 CFR 4.1) and section 7324(aK2) of title 5, United 
States Code.' The Respondent, Lewis E. Spangler, was charged by letter dated March 10, 
1972; the other Respondents were separately charged by letters dated January 13, 1972. 
Each Respondent was duly served and answered within the prescribed time. 

By Stipulation and Waiver of Hearing, signed by the Respondents and the General Counsel 
of the Commission on various dates between March 10, and 13, 197 1, each Respondent 

Commonly known as the Hatch Act. The Letters of Charges served on eacli respondent allet;e a chain 
ol events which raise common questions of kiw and fact. Accordingly, the cases are consolidated for 


122 h-17«3-7: 

stipulates that at all material times mentioned ui the Letter t>l'( liargcs he was employed m 
a competitive civil service position; that he does not contest the factual allegations ot" the 
Letter of Charges; that he waives his right to a hearing provided by Commission regulations 
under 5 CFR 733.135(a); and that at the time of the alleged violation he was unaware of 
the import of his actions. 

For his part, the General Counsel stipulates that he is of the opinion that the charges and 
specifications set forth in each Letter of Charges constitute a violation of the Act; that, in 
view of the mitigating circumstances shown by the record in each case, the violation does 
not warrant removal. Accordingly, he recommends that the following penalties be assessed: 

Lewis E. Spangler - 60 days' suspension (55,539.20 loss in pay) 
George W. Dodson, Jr. - 45 days' suspension ($4,154.40 loss in pay) 
Elliot Gold - 30 days' suspension ($2,230.40 loss in pay) 
Reuben T. Morgan - 30 days' suspension ($2,033.60 loss in pay) 
Joseph A. Weisgerber - 30 days' suspension ($2,36 1 .60 loss in pay) 
Stephen White — 30 days' suspension ($2,033.60 loss in pay) 

On March 15, 1972, the record in each case was submitted by motion to the Commission's 
Hearing Examiner for a recommended decision. 


The record shows that during a meeting in his office on November 4, 1971 , Lewis E. 
Spangler, Acting Commissioner of the Federal Supply Service, General Services Adminis- 
tration (GSA), advised George W. Dodson, Assistant Commissioner, Office of Automated 
Data Management Services, Federal Supply Service, GSA, that a "Salute to the President 
Dinner" was scheduled for November 9, 1971 . that tickets were available, and that he 
(Mr. Dodson) and his subordinate employees could purchase, or contribute toward the 
purchase, of the tickets. Mr. Dodson relayed this information to his division chiefs at a 
meeting held in a conference room adjacent to his office on the same or the following 
day. Respondents Elliot Gold, Reuben T. Morgan, Joseph A. Weisgerber, and Stephen 
White were present at this meeting. Mr. Dodson informed them that they had a "manage- 
ment objective" to meet, namely, the purchase of one and one-half tickets for a total of 
$750; that employees who contributed toward the purchase of a ticket would have their 
names placed in a hat and the person whose name was drawn would attend the dinner. 
Thereafter, Mr. Gold solicited and received contributions by check from four employees 
totaling $225. Three checks were for $25 and a fourth for $150; Mr. Morgan solicited and 
received one $25 contribution by check; Mr. Weisgerber solicited and received two S25 con- 
tributions by check; and Mr. White solicited and received a check for $25. The checks re- 
ceived by Gold were turned over to Dodson at the laiter's ollice; Weisgerber delivered his 
checks to Dodson at a local restaurant. 


F- 1783-72 l--< 

The record does not show what disposition Dodsoii, Morgan and Wlute nsiade of the 
checks received by them. However, the "no contest" plea in each case under the Stipula- 
tion and Wiaver of Hearing is taken as an implied admission of tiie truth of" the allegations 
contained in the Letters of Charges. Wigmore im t-videncc, sec. 1066. It is found, there- 
fore, that the "Salute Dinner" was a Republican Party political fund-tarsing affair, and that 
the proceeds of the sale of tickets to the "Salute Dinner," as shown above, were channeled 
by the Respondents to the Republican Party pursuant to a plan communicated by Lewis 
E. Spangler to George W. Dodson, Jr., on November 4, 1971 . 


Federal employees, with exceptions not applicable here, are prohibited by section 4.1 of 
Civil Service Rule IV and 5 U.S.C. 7324(aK2) of title 5, United States Code, from engagir,. 
in partisan political activity. United Public Workers of America v. Mirchell, 330 U.S. 75 
Section 7324(aX2) provides that "An employee in an executive agency * * * may not * * • 
take an active part in political management or in political campaigns." Tliis section de- 
fines "an active part in political management or in political campaigns" as "those acts j: 
political management or political campaigning which were prohibited on the part of err,- 
ployees in the competitive service before July 19, 1940, by determinations of the Civil 
Service Commission under the rules prescribed by the President." 

Federal employees have been specifically prohibited from taking an active part m political 
management or in political campaigns since 1907 by Civil Service Rule 1, (now Civil 
Service Rule IV). For many years under Civil Service Rule 1, and since enactment of the 
Hatch Act in 1939, the Commission has consistently held that- 

While employees may make contributions, they may not solicit, collect, receive, dis- 
burse, or otherwise handle contributions made for political purposes. Employees 
may not be concerned directly or indirectly in the sale of dinner tickets of a politi- 
cal party organization or in the distribution of pledge cards sohciting subscriptions 
to the dinners.^ 

The solicitation of political contributions, whether through the sale of dinner tickets, or 
otherwise, directly or indirectly, for a partisan pohtical purpose constitutes an obvious 
form of political management prohibited by the Act and Rule and prior determinations of 
the Commission. Implicit in this conclusion, and notice is taken of the fact, that political 
party fund-raising is a year-round activity and that such activity is an inseparable part of 
political management. The validity of this proposition is not weakened by the fact that a 
political campaign may not have been in progress at the time the solicitation for political 
contributions occurred. It is enough if the record shows that the solicitation took place 
and it was done for a partisan pohtical purpose. 

^ Sec "Political Activity of i cdcraJ OfHccrs and I inployccs," I'ainplilct 20, p. 1 2. This pamphlet 
summarizes prior determinations of the Commission. 


124 F-1 783-72 

The Respondents argue that they brought no pressure to bear on anyone to participate in 
the "Salute to the President" event; that no employee had any reason to believe that non- 
participation would redound to his detriment, or that any coercion or threat, expressed or 
implied, was used; that the "Salute" affair was not held in an active "campaign" environ- 
ment; and that there did not exist any indicia of campaigning or partisan politics from 
which a reasonably prudent, apolitical man miglii have reasoned that the "Salute to the 
President Dinner" was a Republican Party political fund-raising affair. The Respondents 
further argue, that while in retrospect the "Salute to the President" event may be tech- 
nically described as a "Republican Party political fund-raising affair," the Commission 
should take notice of the fact that such affairs, particularly when held in the Nation's 
Capital, assume an aura of a gala social event, and are so viewed by the average person, 
irrespective of a President's party affiliation; finally they say that, although there may be 
an underlying presumption of knowledge of the Act's proscriptions, they actually had 
only a vague idea (with the exception of Morgan who had none at all) of its provisions 
and likely would not have concluded that the Act prohibited, or dealt with, their "Salute" 
activities, even had they had the Hatch Act in mind at the time. The Commission is urged, 
therefore, to find that under these circumstances the law does not require a finding of 

Nothing asserted in the preceding paragraph is material to a consideration of the question 
whether the Respondents committed a violation of the Act and Rule. The Act and Rule 
are violated and the violation is complete where, as here, an employee subject to the Act 
solicits, handles, or receives from another person money for a partisan political purpose. 
Factors such as "knowledge," "intent" and "coercion" are relevant only when considering 
whether the penalty to be assessed is commensurate with the offense. 


The penalty for a violation of the Act is removal, unless the Commission finds by unani- 
mous vote that the violation does not warrant removal, in which event a penalty of not 
less than 30 days' suspension without pay must be imposed. 5 U.S.C. 7325. As a general 
rule, the removal penalty is imposed for a violation of substantial scope and effect if it is 
shown by clear and convincing evidence that the violation was committed in deliberate 
disregard of the Act. On the other hand, the minimum penalty is generally imposed for 
an unwitting violation involving political activity of limited scope and effect. These rules, 
it should be noted, are not cast in concrete. They are essentially guides to reasonable and 
uniform administrative action. 


Mr. Spangler has been employed by the Federal Supply Service (FSS) of GSA, and its 
predecessor organizations, for more than 25 years, beginning as a Messenger in 1939. In 
May, 1965, he became Deputy Commissioner of FSS; in May, 1971, he was designated 

32-818 O - 74 - Dl. 18 


F-1783-72 i:> 

Acting Commissioner, and, m January, 1972, upon ap[n>uitiiiciit oi tlic present FSS 
Commissioner, he resumed his duties as Deputy Comnussiuner. 

In answer to the charges, the Respondent slated that ho has nevei liceii concerned with or 
taken an active part in partisan politics in or out of tlie Govenuneiii: that wliile he had 
heard of the Hatch Act and thought he knew what it proscribed, lie did nut consider the 
Act at the time he discussed the "Salute Dinner" with Mr. Dodson, that neither he nor 
the other Respondents considered the affair, or activities in connecium with it, to have 
any partisan connotation; that they did not knowingly violate the law; moreover, he is 
convinced that his co-Respondents are simply incapable o\ committing a knowing viola- 
tion of any law; that Mr. Dodson understood that participation in the "Salute Dinner" 
would be strictly voluntary; that no pressure or coercion was employed; further, that 
FSS is a service-minded organization with an extraordinary "sense of mission" and takes 
"pride in responding to every challenge whether it be timely support to military units 
engaged in combat, earthquakes, floods or essentially organizational challenges such as 
War Bond drives, flood donations, United-Givers Fund, bowling matches, Softball games, 
golf matches, etc. In the same spirit, the Service has responded over the years to many 
testimonials such as the 'Salute' dinner in 1971." 


This Respondent has been employed as Assistant Commissioiici. Office of Automated 
Data Management Services, FSS, since November, 19(>H. lie entered the Federal service as 
a GS-5, Trainee, in 1952. 

In answer to the Letter of Charges, he stated that while he had heard of the Hatch Act, he 
had no idea what specific acts were prohibited or permitted by the Act; that the Act has 
never been officially explained to him; that even if he had had an opportunity to consider 
whether the Hatch Act was involved in the "Salute" drive which he did not-he would 
have concluded that what transpired was at most another distasteful chore, but not a vio- 
lation of any law; that he has never taken an active part in politics of any kind; that his 
advancement has been due to his total commitment to FSS and its mission, that his 
superiors are imbued with a similar sense of organization and mission; that the high level 
of responsiveness and effectiveness of FSS is manifested in many undert;ikings, including 
its performance over the years in response to various camp;iigns and drives; that he was 
expected to and did respond through his subordinate organization when on November 4. 
1971, he was advised of the "Salute" affair. 


This Respondent is employed as the Director of the ADP Procurement Division of FSS. He 
began his Federal career thirty years ago as a twcnty-onc year old File Clerk. In answer to 
the charges, he stated that he had no knowledge or intention of doing anything wrong, 
that he has never knowingly tried to raise any money tor ;my political parly; that he has 


126 F-1783-72 

never been involved in politics, and it has never been a factor in lus career; tiiat had he 
known that he was engaging in an activity which would place liis career in jeopardy, he 
would have retused to carry out the directions he received to advise his employees of 
the "Salute" alYair, particularly since he had made it clear that he would not participate, 
wliich statement was readily accepted by his supervisor; further, that unfortunately, he 
had considered the "Salute" affair to be no different than drives and campaigns which 
he frequently encounters, such as the United-Givers Fund drive and similar activities, 
that while the "Salute" function was not one of the perennial drives, there had been 
similar efforts of one kind or another over many years, and in such cases he had treated 
the information passed on to him as management directions and he carried them out to 
the best of his ability; that he had come to view such occasions as something he just 
had to put up with; that in no instance, including the present one, did he ever feel he 
was violating any law, or that he would or could do any such thing. 


This Respondent was employed by GSA in December, 1970, after retiring from the U.S. 
Army in November, 1970, with twenty-eight years of service. In July, 1971 , he was desig- 
nated Acting Director of the Standardization Division, FSS, and, on November 21, 1971, 
he was appointed Director of that Division. 

A summary of this Respondent's answer to the charges follows; 

When he was called to a staff meeting on November 4, 1971 , he had no idea of the sub- 
ject matter to be discussed, and when he left he knew only that he had been directed to 
pass on information to his staff concerning a Presidential "Salute" function, which he 
did the same day. He gave no thought to the nature of the "Salute" function and con- 
sidered it as just another drive that was being "talked up." Even at the time the charges 
were issued he had great difficulty seeing the events as "political management." At the 
time the thought would have been ludicrous, particularly smce he had never taken an 
active part in partisan politics in his life. In addition, he literally did not know what the 
"Hatch Act" provided much less have any reason to consider it. Had he known at the 
time that the Act may have prohibited the activities which then seemed quite innocent to 
him, he certainly would not have been involved in any way. He honestly believed that he 
was doing nothing more or less than passing on information from his superior as requested- 
something which he had learned to do and expect of others during his military career. 
Indeed, such a "request" in the military was generally deemed to iiave the force of an 
order. He realizes that he should have known of the Hatch Act and taken it into considera- 
tion at the time. The fact remains, however, that while he was virtually inundated with 
data regarding insurance, leave, pay, general regulation and the like, at no time during 
the entire orientation or thereafter was the Act mentioned to him personally nor could 
he later find a reference to it in the voluminous orientation materials. He does not suggest 
anyone is at fauh but emphasizes these facts because they may have a bearing on his case. 


F-1783-72 ' 

He in no way attempted to pressure or induce his subordiiiutcs to pai luiiiaic in tl»c 
"Salute" affair and he does not believe that any one ot tiicm to whom he iimdc ilic 
announcement took it in that manner. He retrained from uii> siKh ctloii oui ol a basic 
belief that such an approach is wrong regardless of the nature ol the event in question 
whether it be UGF, Red Cross or other such events. As tar as he was concerned, he had 
fulfilled his responsibility by announcing and giving details of the attau . 

He stated in conclusion that while his military career was at times most difficult and at 
times most dangerous, it presented nothing like the type of unknown and unseen danger 
such as he encountered in this instance. He finds it incomprehensible that tiie brief, inci- 
dental and wholly innocent actions which he took m response to directions could possibly 
have put him m this position. The mere fact that it has ever been alleged that he may have 
violated a law of the United States is one of the most distres*;ing expoiiences of his life. 


Mr. Weisgerber is the Director of Program Control and Evaluation Staff ol f .SS. He began 
his Federal career in 1942, as a 17 year old, GS-I File Clerk. 

A summary of this Respondent's answer to the charges follows; 

He has never been pohtically active and has no conception of how to engage in "political 
management;" the violation, if any, was completely unintentional. He did no intend to 
solicit anyone to purchase or contribute toward the purchase of a ticket to the "Salute" 
event and did nothing more than to pass on to his employees information which he had 
received from his supervisor. He had not been solicited and he made sure that he gave no 
indication of solicituig his employees. He advised his stalf that he did not intend to con- 
tribute. He made it c4ear that they were free to act accordingly. He passed this informa- 
tion on to his staff as he does with all information which management desires to have dis- 
seminated. He treated the request from his supervisor, not as a request to support a polit- 
ical fund-raising activity, but as a request to support higher level management objectives. 
Had he felt that he was being solicited, his reaction wt)uld have been completely negative 
and resentful. Similarly, if he had known or even fell that in passing the information in 
question it could be construed as a violation of any law or regulation, he would not have 
done so; that in the future he will exhaustively aiialy/.e any and all campaigns, drives and 
similar undcrtakmgs to make certain that participation would be wholly coiLsistent with 
the law. 

a. SThJ't/IuX witiri 

Mr. Wliite is Director of the Systems and Operations Support Division ol !-SS. llis ledeial 
service began in 1956, at age 19. 


128 F- 1 783-7: 

A summary of his reply to the charge follows: 

Prior to becoming involved in this matter, the Hatch Act was to liini an abstract concept 
which he believed dealt with activities performed directly for a political party. Because he 
received directions through official channels, he believed thai he was performing a legiti- 
mate duty having to do only with honoring the President of the United States. Had he 
understood that the direction he received could be considered to relate to partisan 
politics, he would have refused to cooperate. 

He never considered and did not know what use would be made of the $25 check he re- 
ceived, and which he passed on through channels. Legal and moral questions did not 
occur to him inasmuch as the affair was so similar to other campaigns that it seemed 
entirely routine. There was no coercion. He simply passed on information concerning the 
"Salute" affair and his employee elected to participate. He did not feel that he had been 
solicited by his supervisor to participate in the "Salute" affair. 

in his agency, a great deal of emphasis is placed on organizational responsiveness. Cam- 
paigns of all kinds are common and frequent, including the annual bond drive and the 
Combined Federal Campaign; there has been a campaign to raise money for the John F. 
Kennedy Library, a campaign for the relief of GSA employees made homeless by Hurri- 
cane Camille in 1969, a campaign to provide relief for the family of a co-worker who died 
suddenly of a heart attack, a campaign for contributions to the Children's Hospital, and, 
in November, 1970, a campaign, similar to the one under discussion, which he did not dis- 
cuss with his staff, but to which he voluntarily contributed out of respect for the Chief 

The intensity of any given campaign usually depends on the goals and ground rules es- 
tablished at orientation meetings. One basic ground rule always forbids coercion, or re- 
prisal for choosing not to contribute. The most intense campaigns involve the bond drive 
and the Combined Federal Campaign; the others are less intense, and it is left to the dis- 
cretion of the various subordinate units as to ht>w the campaign shall be conducted within 
their area of responsibility. He is proud of his agency's esprit dv corps and, as a member of 
the management team at GSA, he attempts to live up to the reasonable expectations of 
management. However, he would never support or engage in any activity he considered to 
be illegal. 

Aside from the threat to his career and future which the charge in this proceeding repre- 
sents, he is deeply distressed over the damage already done to the reputations of the able 
and dedicated public servants caught up in this matter. They are men of the highest 
character and integrity. None would knowingly violate the Hatch Act or any other regu- 
lation. Therefore, it would seem that the fault lies in the lack of sufficient information 
and training provided on this subject. 


F-l 783-72 129 

So much for the matters which may be considered in mitigation. It has already been men- 
tioned that in the opinion of the General Counsel removal is not warranted. He recom- 
mends that penalties be imposed, as hereinabove set forth, from 30 to 60 days' suspension. 
In support of this recommendation, he points to the long and unblemished record of 
Federal service of each Respondent, the mitigating circumstances in each case, and the 
loss to the agency which would result if these highly qualified and experienced employees 
are removed from employment. Accordingly, a penalty less than removal in each case is 
urged as being in the public interest. 

It is clear that the Respondents by reasonable and prudent inquiry could have known, if 
one or more in fact did not know, that the "Salute to the President Dinner" was a parti- 
san political fund-raising affair. In this connection, it must be said that the concentration 
of so much misinformation or lack of information with respect to the Hatch Act is simply 
incredible. Each Respondent has been in the Federal service (the military service in the 
case of Mr. Morgan) for most, if not all, of his adult Hfe. How any of them could have re- 
mained virtually insulated from Hatch Act information regularly disseminated by the 
Commission and news media, particularly in the Washington area, defies comprehension. 
As for Mr. Morgan, who came to GSA after 28 years in the United States Army, restric- 
tions on his political activity were also a fact of life while he was in the military service. 
See 32 CFR 579.13. While this may not be particularly significant, it does tend to weaken 
any assertion that he had no reason to consider the Act and its restrictions in view of his 
one year of service with GSA before the "Salute" affair. In any case, he readily concedes 
that he should have known something about the Act. 

The Respondents assert that in no instance was coercion used in offering their subordi- 
nates the opportunity to participate in the purchase and sale of dinner tickets. It is obvious, 
and it is, or should be, universally recognized, that an element of coercion exists when- 
ever a supervisor solicits, directly or indirectly, anything of value from a subordinate em- 
ployee for a partisan political purpose. Threats need not be articulated to create such a 
presumption. In cases under the Hatch Act, it is always viewed as an element implicit in 
the nature of the employment relationship. Moreover, it is pure nonsense to equate soli- 
citation of political contributions with fund-raising drives for charitable purposes. The 
difference between them is the difference between right and wrong; the lawful and un- 
lawful. Routine participation in lawful activity is no excuse for routine participation in 
unlawful activity. Indeed, experience in such diverse areas of fund-raising activity should 
have been sufficiently instructive to permit instant recognition of the difterence. 


There is no direct evidence in these cases of a deliberate violation of the Act and Rule. 
There is evidence of lack of due care, inattention to the law, and poor judgment, but there 
is no clear evidence of a calculated course of misconduct to support a finding that the 
violations warrant removal. In this state of the record, the pcnaltjes recommended by the 



1^0 I 1'--^- 

(iciier;il C ounscl arc coiisidcied as coininensuiatc with the oftciibc. ;iiid aic iuliicicntly 
severe to serve as a deterent to future violations of the Act. In addition, theie is little 
doubt that the adverse tlnding against these higli-ranking career oniployces uill cut deeper 
than any penalty which nnght utiicrwisc be assessed. Tlie penalties m tiic cases of Messrs. 
Spangler and Dodson are based on the C'oinmissioirs Rules oi Asccndme and Descending 
Responsibility as follows: 

Rule of Ascending; Responsibility 

When violations of the Act occur pursuant to a plan handed down official channels 
in an organiiiation, t!ic higher the rank of the oflcnder, the greater the culpability. 
i)ther factors being equal. 

Rule of DeseeuJing Respoiisibiliry 

When violations of tire Act occur pursuant to a plan handed down official channels 
in an organization, -the lower the rank of the offender, the loss the culpability, 
other factors being equal. 


The Coiinnission finds thai each Respondent took an active jiart in political nianagcinenl 
in violation ol section 4.1 of Civil Service Rule IV and 5 U.S.C. 7.>24(aK-) as charged, 
and that the violations do not warrant removal. 

// h OrJereJ that each respondent named in the caption be suspended without pay as 

Lewis L. Spangler 60 days* 
(icorge W. Dodsi)ii, Jr. 45 days 
Llhot Gold }() days 
Reuben T. Morgan 30 days 
Joseph A. Weisgciber - 30 days 
Stephen Wliite 30 days 

* Ihe sus|>ension ol Lewis li. Spangler shall not take effect before April 1 3, l'>72. 




March 1. 1971 

Exhibit 29 



MAN-- A ' 

SUBJECT: Staffing Strategy for Part-Time 

Boards and Commissions 

The appointments to Presidential Boards and Commissions represent 
a significant opportunity to reward important Presidential supporters 
"and to broaden the Adnninistration' s support with special constituent 
groups. While many of the Boards and Connnnissions have substantive 
tasks that require appointees to have certain requisite skills, the 
capability does exist to meet these substantive requirements and obtain 
political mileage simultaneously. The purpose of this nnemorandum is 
to pull together the information that was contained in the study of the 
WHPO and the inputs that we have received during the discussions with 
Timmons, Colson, and Evans. 

The capacity for placement on Presidential Boards and Commissions 
is estimated to be about 75-100 per month of which approximately 25 
would result from the expiration of terms on existing Boards and 50-75 
■would result from the creation of new Boards or Commissions. Appoint- 
ments to the more important Departmental Boards and Commissions 
average over 300 per month. 

From time to time, the President has directed specific placement 
objectives for special categories, e. g. , one woman, one ethnic or 
minority group member, and one laborite should be placed on every 
sizable Presidential Board and Commission. While some success has 
been achieved, there have been no specific goals established for either 
Presidential or Departmental appointments and there has been no 
measurement of actual success. Al Kaupinen did establish a procedure 
for securing the appointments of major financial contributors. This has 
been successful and should be continued. On the other hand, no particular 
State placement objectives have been specified either for purposes of 


Dan Kingsley 
Page 2 
March 1, 1971 

courting key legislators or for strengthening and broadening support 
for the '72 elections. In the absence of any contrary guidance the bulk 
of the appointments have naturally tended to be Republicans. This may 
be correct but in some States or among certain constituent groups, key 
Democrats or Independents may be just as important to the President. 

Given the rather substantial number of appointments available to the 
Administration, it would appear that almost all of the various placement 
objectives could be met if they were approached in a systematic manner, 
■which would establish priorities among various candidates and placement 
goals for special constituent groups, party affiliation, and States. The WHPO 
should take the lead in establishing a strategy framework for staffing 
part-time positions. Precise objectives for each category would be 
developed in coordination with the RNC, liaison offices, and key political 
strategists. The strategy plan would then be submitted to the President 
for his approval. While we covered the need for such a strategy plan in 
our report, nothing concrete has yet been developed. We need such a plan 
not only for guiding our own efforts on Presidential Boards but also to insure 
Departmental placements art being made in a manner consistent with the 
President's interests. Since our personnel study called for the delegation 
of the clearance decision on Departmental Boards to the Departments, our 
ability to continue to influence these appointments will consist of the 
placement targets and quarterly performance reports of actual vs. targets. 

A rough draft of a strategy framework is attached. It is divided into 
five major components, each of which deals with a portion of the staffing 
plan for part-time positions. I believe that after reviewing this with Ed 
and Al, you would personally discuss it with Timmons, Evans, and Colson. 
The resulting plan would be sent to Haldeman for approval. 


cc: Fred Malek 
Bill Korton 
Ed Rector 
Al Kaupinen 


I. Targets for distribution of appointments by States designed 
to support the 1972 campaign effort in key States 

The States are divided into four groups for the purpose of this 
analysis. Group A consists of the large States that were carried 
in '68 and are essential for '72. To maintain the President's 
strength the allocation of placements is programmed at roughly 
25% more than the percentage of electoral votes. Group B is 
similar to Group A but contains medium sized States, principally 
the border States. The same 25% placement premium is programmed. 
Group C represents the small Rocky Mountain and Plains States 
•which were solid GOP in '68. Due to a population which is proportion- 
ately smaller than the 10% of the electoral votes they represent, an 
allocation of 10% of the placements should be adequate. Group D 
represents three key States which were close in '68 and could be 
decisive in '72. As a consequence, the allocation of placements 
for Group D is programmed at 50% greater than the percentage of the 
electoral votes. The remaining States [New England (9), 
New York (15), Pennsylvania (4), Maryland (4), Pacific Northwest (2). 
Deep South (3), North Central States (7), and D. C. (7)] would 
receive the remaining 28% of the placements instead of the 50% 
of the appointments to Presidential Boards and Commissions 
which they currently enjoy. 



centape of 


mber of 





ectoral Votes 

Electoral Vot 

es Placennents 

Group A 



8. 4 




4. 9 



4. 7 



3. 2 



2. 4 


2 3. 5 % 

3 0% 

Group B 

North Caroli 



2. 4 



2. 2 



1. 9 



1. 7 

South Carolina 


1. 5 



1. 5 



. 6 

Group D 


Ne^v Jersey 








11. 7% 


4. 9*^ 7"^ 

3.2 ho. 4% 5 >16% 
2. 3«^ 4^ 


II. Patronage Candidates 

(1) All rated "1" will be placed 

(2) 50% rated "2" will be placed 

IIL Financial contributor- -list compiled by WHPO with inputs from 
RNC, senior WH staff, Stans, etc. ; would be placed primarily on 
Presidential Boards or given appropriate patronage rating and 
referred to Departments 

IV. Special Constituent Groups 

(1) Women - 10% of all placements 

(2) Ethnics - 10% of all placements, particularly important in 
Illinois, Indiana, Ohio, and New Jersey 

(3) Minority Groups 

(a) Blacks - 5% of all placements; key urban areas in 
Central/Midwest and Southern border States; 

(b) Spanish- speaking Americans - 2% of all placements; Mexican 
- Americans iir^talifornia, Texas, New Mexico, Arizona, 

Puerto Rican and Cuban American in Florida 

(4) Labor union members - 10% of all placements - urban areas of 
Central/Midwest; California; and Southern border States; might 
also tend to be ethnics or minorities 

(5) Members of State and local government - 3% of all placements - 
local opinion leaders (urban, suburban, and rural) 

(6) Others - youth, academicians, etc. 

While the special constituent categories appear to account for 
40% of total placements, it is expected that there will be substantive 
overlap, e. g. , ethnic/labor union; minority group/women; 
ethnic/State government; etc. , so that probably only 25% of the 
total placements would be required to meet all of the special 
constituent group objectives. 


V. Party Affiliation 

It is expected that the bulk of the appointments would continue 
to be registered Republicans. However, recognizing the 
importance of Democrats and Independents to the President, 
these two categories might account for 30% of the total. £ach 
Democrat or Independent appointed should have solid evidence 
of past support of the President and/or expressed strong 
indication to do so in the future. The appointment of over 
10% Democrats or 15% Independents would be a cause of 
special interest to the White House to insure that the appointments 
were truly in the President's interest. 


Exhibit 30 

■ .-,::•• ' ; 'i ;/ w • mi . i ;• i po. b,, jjj . Mod:,„„. s„„-s 

,,..>; Thr Karl !:. Mundt 


> O. Box ril • Modl.on, SourS DoIoIq 5704! 




Dear Clayton: 

Enclosed is the resume for Bill Wen'ji, /'.ladison, 
for one of the Agriculture coinmittees . 

It is short - he said he had never made out a 
resume before. It is hard to ..elievo that there is somp 
one in the world who hasn't applied for a job or some 
other behofit from the federal govorn'^ent .' 

I hope the committee is serious about appointing 
people to committees or commissions. If you have an idez 
of some areas in which we can look, let me know. I am 
>ure I c/h come up ivith other good names. 

i^.x /^^ a. /I •^•- ^--w -^^-- ^/^ 





Aug. 31 
To Frank Herringer 

Frank, one of the names I submitted to 
you several weeks ago for a possible appoint- 
ment to a committee of some kind was a man 
named t^enk from South Dakota. Obie O'Brien, 
our Nixon chairman, says that he believes we 
will get a very large contribution from him 
If an appointment comes through. Can you 
check on this for me? Or should I just call 


September 5, 1972 

SUBJECT: William B. Wenk 

Clayfcoa Yeutter and fche Nixon Chairman from South Dakota believe that 
Mr. Y/enk (resume attached) will he a big help to us if we can appoint 
hirn to an advisory board or commission. 

I assume that a departmental in Agriculture would be the only alterna- 
tive. Of course, time is of the essence -- the quicker %ve can get a 
commitment, the better. Please let me know the prospects. I would 
race this as a MUST. 




February 17, 1971 



Because this paper will be left with the Departments, we 
deleted direct references to making patronage placements. 
However, the concept of setting Departmental patronage 
targets and the responsibilities for follow-through should be 
made clear verbally. The following points should be 
made clear to the Department and Agency Heads: 

U Informal targets will be established on how many 
full-time and part-time placements each Department 
can reasonably absorb 

2. Following these guidelines and reflecting the skills 
of the individuals, the VTHPO would assign selected 
politically important candidates to appropriate 
Departments for placement 

3. It would be the Departments' responsibility to ma.tch 
the individual to an appropriate job and report the 
results back to the WHPO 


32-818 0-74 -pt. 19 -20 




Purpose of Meeting: 

--to review changes directed by the President in the management 
of non-career personnel 

-- to discuss what actions your Department should take to 
implement changes 

-- to agree upon next steps 


Two fundamental principles underlie changes: 

1. They are designed to enhance cooperation between the White House 
and the Departments on personnel matters 

-- Rather than focusing primarily on clearances, the White House 
Personnel Operation (WHPO) will work more closely with the 
Departments on top level positions across the board, e.g. , selection, 
clearance, performance evaluation, recognition 

-- Departments will assume responsibilities which they can more 

effectively and expeditiously handle, especially affecting lower level 
full-time positions and Departmental Boards and Commissions 

2. To reduce confusion and improve coordination in personnel decisions, 
non-career personnel responsibilities in the White House are being 
placed in one office: the WHPO 

The changes in full-time positions can be best summarized in the way they 
affect three different levels of non-career positions: (1) Presidential appointee 
and Executive level, (2) Supergrades, and (3) GS-15's and below 

1. Presidential appointee and Executive level: recruiting and 

post-appointment actions will be a joint effort between the White House 
and the Departments 


Because of the President's desire to move quickly in 
recruiting, an Executive search capability has been established 
at the White House 

It will provide the Department Heads an outreach capability 
in identifying and attracting highly qualified candidates 

• Department Heads will retain primary responsibility 
for selecting the final candidate 

Normal procedure for selecting a Presidential appointee will be: 

Department notifies WHPO of upcoming vacancy, requirements for 
the position, and top candidate(s) known to Department Heads 
(3 months lead time is desired) 

Working closely with the Department and drawing from other 
sources, WHPO develops qualified candidates for Department 
Head to choose from (these would generally include those candidates 
suggested by the Department Head) 

To ensure that all viewpoints are heard and agreement is 
reached, the choice of the Department Head will be reviewed 
by relevant White House staff offices 

If there is agreement on the final selection, the candidate is 
entered into clearance; if not, the issue is submitted to 
President for final decision 

Responsibility for making final clearance contacts will 

remain with the White House; however. Departments should continue to 
touch base with appropriate Congressional and interest group 
representatives in making their final selection 

Appointees will be givaian orientation at the White House--in-depth 
sessions with their counterparts on the White House staff. Domestic 
Council, OMB, and l^ational Security Council and culminating in a 
meeting with the President 


-- Working closely together. Departments and the White House will 
identify outstanding performers for appropriate recognition and 
assignments; by the sanne token, poor perfornners should be similarly 

To identify probable top and poor performers. Cabinet Officers 
and Executive Office sources will be asked by the WHPO in a series 
of informal discussions to group appointees in one of three 
categories: Outstanding, Average or Poor 

Additional information will be sought by the WHPO on these indivi- 
duals to confirm or refute the initial reading 

2. Supergrades: the Departments will assume much of the responsibility 
for this level 

-- Recruiting and selection will be the Departments' responsibility 

-- Departments will be delegated responsibility to perform clearance staff 
work prior to submission to the White House for final decision 

Except in those few problem cases, clearance should only take 
a few days 

-- Departments will be expected to identify outstanding and poor 
performers and take appropriate action 

3. GS-15's and below: Departments eventually will have nearly all the 
personnel responsibility for this level 

-- Except for the clearance decision all personnel matters will be 
the responsibility of the Departments 

-- Eventually we intend to delegate the clearance decision to the 

Boards and Commissions will be handled one of two ways depending on -whether 
they are Presidential or Departmental appointments 

1. Responsibility for staffing and clearing of Presidential Boards and 

Connmissions will be retained by the White House; however, in those cases 
when the Board is solely oriented to one Department, it will be asked to 
develop an initial slate of candidates 


2. Staffing and clearing Departmental Boards and Commissions will be 
delegated to the Departments as they are able to handle effectively 

Departments will be given greater responsibility in handling referrals from the 
White House and follow-up inechanisms to track the disposition of referrals will be 


In summary, the Departments will be expected to: 

Assume greater responsibilities, e.g., for clearances and 
disposition of White House referrals 

Strengthen capabilities in such areas as recTuiting and performance 

Consequently, many Departments must upgrade their non- career personnel 
operations to meet new requirements: 

Primary personnel contact for WHPO should have full 
confidence of and accessibility to the Department Head and 

have decision-making authority 

Reporting to the primary contact should be a staff sufficient 
for handling expanded day-to-day operations 

The Department Head should be involved in the critical personnel activities. 

Selection of final candidate for top positions 

Performance evaluation of his immediate subordinates 

Removal decisions 



Reach agreement on who will be designated as the primary contact within 

your Departnnent 

Initiate recruiting for existing and projected top level vacancies 

Brief primary contact and his staff in detail on the changes to take place 
and what is expected of the-" 

Work with primary contact to develop implementation and staffing plan 
for your Department 

Work with primary contact to develop operating goals 


Exhibit 32 

I, Stanton D. Anderson, depose and state as 

A question has been raised concerning a 
memorandum from me to Mr. Mac Warren of the General 
Services Administration (GSA) dated November 9, 1971 
concerning Leslie Cohen of California. The memorandum 
asked the GSA to review possible job opportunities for 
Mr. Cohen in California and to keep me closely informed 
of their progress. Allegations have now been raised that 
this memorandum was requesting GSA to obtain a career 
position for Mr. Cohen. 

Nothing coulA be further from the truth. The 
memorandum in question did not indicate that Mr. Cohen 
should be considered for a non-career Schedule C job 
because I always operated on the understanding that 
these referral memoranda from me to various departments 
and agencies were recommendations for non-career 
Schedule C jobs. Regarding the particular case of 
Mr. Cohen, I was advised by GSA that there were no non- 
career jobs in California and accordingly I requested 
the Agency to send the proper Civil Service forms to 
Mr. Cohen for him to complete if he so desired and for 
GSA and the Civil Service Commission to review Cohen's 
qualifications in accordance with their normal procedures 
if Cohen was interested in a career job. I do not recall 
hearing further about the status of Mr. Cohen's employment 
until Mr. Hamilton, a Committee Counsel, advised me 
on June 3 that Mr. Cohen had been offered a career job 
which he declined. 


More generally, all referrals that were sent 
from me to the departments and agencies under the 
standard White House rating and referral system were 
for non-career Schedule C job. This was always my 
intent and my expectation. In some instances, of 
course, these White House referrals were qualified 
for career employment and their applications were 
processed in accordance with normal career procedures 
if the candidate was interested in a career appointment 
and he completed the necessary Civil Service employment 
forms. At no time, however, did I ever ask a department 
or agency to violate the law or Civil Service regulations 
to place a person in a career position. 


Stanton D. AndersoiY 

District of Columbia 

Sworn and subscribed before 
me, a Notary Public in and for 
the Difstrict of Columbia this 
X^tf^ day of ^,__ , yf;,^ 


tfy CoBUBlMlaa EzpiiM Apiil 30, 137|> 


[i^ v/hith: noijj 

'vVA s H I n c T o : 1 
May 7, 1971 

Exhibit 33 


EncloGed ia the resurae for Mr. George M. Shirey, J r 
He is looking for a GS~13 or 14, PIO type pGGi:ion. Ke 
v/111 be qualified with the Civil Service so he can fill 
either a career or non-career slot. He is a ^'".u;n■. 
Please consider his qua.liiications and get back to :ne 
V/ith the possibilities as soon as possible. Tliank yoi;. 



UHirro statls or at .r:,";ir.\ , 


Aiiy 13, 1971 

jvi:";moi!.andum to p?/1D3, oai, oad, alt 

FROM: Turlr 1 -^-'— .- - ALIB 

SUBJECT: Personnel Referrals 

The attached application, which has been highly recommended to the 
Administratoi , is forwarded for your consideration: 

Mr. George M. Shirey, Jr. 

Please review available and anticipated vacancies to determine v/hathsr 
or not you have a position for which he can qualify. An early replv v.ill 
bo aDorcciated. 

Thanl; you. '■ 

Enclosure(3) ^-^ [^^"^ 'J^.V-^^ ..-'-5 


'^0 ' 


w A s -i I N c T o >: 

Autrusc 1, 197?. 




Celso Moreno 


It is our -understanding that your Texas division is hiring field 
representatives. I have attached a Fonn 171 on Celso Moreno, 
v/ho has been qualified by CSC for a GS-13. I would appreciate 
your seeing that he is given high priority consideration for one 
of these slots. 

Please let Helen B^)v/der know v/hen lie has been interviev/ed. 






October 26, 1 97 1 



FROM: Stan Anderson 

SUBJECT: Floyd C. Day 

Attached hereto please find the resume of Floyd C. Day. You may 
want to consider Mr. Day for the position of Passenger Traffic 
Manager with GSA. Please rate this request as a 3. 



Exhibit 3 5 



OL lTlCf)l-C^ 



Dedicated to the 

Federal'^Personnd Manual System junitcd States Civil Service Coinmission 






1. Organization of a Political Personnel Office 6 

a. Functions 6 
a-1. Research & Development 7 
a -2 Patronage 7 
a-3 Recruitment 7 
a-^ Clearance 7 
a -5 Research & Development 7 
a-6 Morale 8 

b. Location 8 
b-1 Organizational Location 8 
b-2 Physical Location 9 

c . Coordinating and Approval Authorities " 10 
c-1 Coordination 10 
c-2 Approval A.uthorities 12 

d. Operations Section (Description of Duties) l6 

e. Area Liaison Branch (Description of Duties) l8 

f. General Recruitment Branch (Description of Duties) 22 

g. Agency Liaison Branch (Description of Duties) 23 
h. Research S; Development Br. (Description of Duties) 25 
i . Morale 29 
j . Staffing of the Organization 31 

j-1 Manpower 31 

j-2 Type of Personnel 32 

2. Procedures 35 

a . Patronage 35 

b . Recruitment 39 

c. Clearance ^1 

d. Annotmcement and Notification ■ 1|2 


1. Pay Levels hk 

a. Executive Levels kk 

b. Svipergrades i'-6 

c. GS-1 through GS-15 ^8 

d. Classification U9 

e. Function of Steps 51 

f . Whitten Amendment 53 

g. Other Pay Systems 56 

2. T^'pes of Appointments Defined 57 

a. Career Appointments 58 

b. Excepted Appointments 59 
b-1 Presidential Appt. Requiring Senate Confirmation 60 
b-2 PAS-R ' 60 
b-3 Presidential Appointment 6I 


b-U Approval of the President 6l 

b-5 Uoncareer Executive Assigninent 6l 

b-6 Limited Executive Assignment 62 

b-7 Schedule C 62 

b-8 Schedule A 62 

b-9 Schedule B " 63 

b-10 Temporary Appointments 6h 

b-11 Consultant and Expert Appointments 66 

b-12 • Other Appointment Authorities 66 
3. Appointment, Tenure, Promotions, Demotions and Reassignments 

a. Career Appointments 68 

b. Career Executive Assignment 77 

c. PAS Appointments 79 

d. FAS-R Appointments 8I 

e. PA Appointments 83 

f . Approval of the President Appointments 83 

g. Koncareer Executive Assignment 83 
h. Limited Executive Assignment 85 
i. Schedule C 86 
j. Schedule A 88 
k. Schedule B 89 



1. Budget and Slots 9I 

a . Slots 91 

b . Budget 9J1 

2. Organizational Relationships, Their Effect on 
Classification and Designation 99 

3. Techniques for Removal Through Organizational or 
Management Procedures 102 

a. Individual Techniques 102 
a-1 Frontal Assault 102 
a-2 Transfer Technique 103 
a- 3 Special Assignment Technique lo4 

b. Layering Technique 105 

c. Shifting Responsibilities and Isolation Technique IO8 

d. New Activity Technique IO9 

e. Bureaucratic Countermeasures 110 




Because of the many appointees that come from the business world into 
an Administration, there is a great tendency for managers to equate Government 
with corporate life and to manage accordingly. There are indeed similarities 
in tertr.s of size and budget, manpower and scope of activities, but there are 
sore very essential differences which must be understood by those with 
personnel or management responsibilities. 

A corporation will have a board of directors elected by a majority of 
shareholders. That board of directors designates the principal officers of the 
corporation who in turn can hire and fire subordinate employees. There is no 
inherent conflict between the board of directions and its principal officers. 
The success of the corporation can be easily measured; you subtract cost from 
income and you arrive at a profit which is measured in dollars. 

On the other hand, ho:vever. Government is not so streamlined. You have 
one jroup of majority shareholders that elects the "board of directors" being 
the Congress. Like a board of directors, the Congress through authorizing 
legislation determines the programs of the Government, through appropriations 
alloc.'^Caa the resources of the Government and through tax legislation, bond 
authorizations, etc determines the sources and amount of funding for the 
Federal Government. 

Meanwhile, another group of majority shareholders elect the President, 
the principal executive officer of the Government, who in turn appoints the 
balance of the principal officers of the Government. They form a Cabinet which 
in many ways acts like another board of directors. As in the case of the last 
four years, the officers of the Government owe their loyalty to one group of 
"shareholders'," while the majority in Congress owe their loyalty to another 
group of "shareholders". And of course this creates a constant tension between 
the officers of the Government and the Congress who appeal to the shareholders 
to turn out each other in the hope of getting officers and a Congress who are 
loyal to the same group of "shareholders" and to each other. 


This places the career bureaucrat in the unique position of remaining 
loyal to his "government", while chosing whether he'll be loyal to the officers 
or to Congress, or to use the fact of tension between the executive and legis- 
lative branches to do his own thing. 

Further, because of the naze of rules and regulations with regard to the 
hiring and firing of Federal employees, the executive is more often than not 
frustrated with its ability to insure a loyal chain of command. Yet the 
executive is answerable to the electorate, every; four years, for its management 
of the Government. 

Further, not only can we disagree on the programs of the Government, 
but there is constant controversy over what are the measuring devices of 
success or failure. 

In short, lii our constitutional form of Government, the Executive Branch 
is, and always will be, a political institution. This is not to say that the 
application of good management practices, sound policy formulation, and the 
highest caliber of program implenentatlon are not of vital importance. The 
best politics is still good Government. BUT YOU CANNOT ACHIEVE MANAGEMENT, 
record is quite replete with Instances of the failures of program, policy 
and management goals because of sabotage by employees of the Executive Branch 
who engage in the frustration of those efforts because of their political 
persuasion and their loyalty to the majority party of Congress rather than 
the executive that supervises them. And yet, In their own eyes, they are 
sincere and loyal to their Government. 

The above facts were not lost en John and Robert Kennedy. Shortly after 
Kennedy's nomination the Kennedy campaign reportedly hired a management consult- 
ing firm which made a survey of the Executive Branch of Government. In that 
survey they pointed out every position, regardless of grade, regardless of 
whether it was career or noncarcer, which was thought to bo an Important 
pressure point in the Executive Branch. They did a thorough research job on 

32-818 O - 74 -pt. 19 - 21 


the incumbents occupying those positions. After Kennedy's inauguration, they 
put Larry O'Brien in charge of the effort to "clean out the Executive Branch" 
all incumbents of those positions whom they felt they could not rely upon 
politically. Larry O'Brien, with the assistance of the Departments and Agencies, 
reportedly, boasted that he accomplished the task in ISO days. It is widely 
believed, and probably true, that we did not come close to meeting Larry O'Brien' 
record in 180 days. Quite to the contrary, at the end of three times that 180 
days in this Adninistrationj Republicans only occupied 61% of the non-career 
positions that were filled below the PAS and PA level. Republicans only filled 
1708 out of 3391 Presidential appointments, and this Administration had only 
bothered to utilize 899 out of 1333 Schedule C (GS-15 and below) authorities 
granted to the Departments and Agencies, with incumbents of any persuasion. 

Lyndon Johnson went a step further. He appointed Jt hii "acy to two 
positions s inultanecusly. He was the Special Assistant to the President for 
personnel matters directly in charge of the recruitrront of ranking Administra- 
tion officials, the political clearance system at the 'white House, and the 
Johnson White House political control over the personnel in the Executive 
Branch. He was also appointed Chairman of the Civil Service Commission, the 
"guardian of the Civil Service and the merit system." Ludwig Andolsek, 
formerly Administrative Assistant to Rep. John Blatnik (D-Minn) , and the staff 
man in charge of Democratic patronage matters for the House of Representatives 
Democratic Caucus, was the Vice Chairman of the Civil Service Commission and 
"vice guardian of the Civil Service and the merit system." Together they 
formed the two man majority on the three man commission. Naturally, there 
wasn't a ripple of concern from a Democratic Congress, only the covert clapping 
of hands and salivation at the opportunities that now were theirs. 

Of course. Congress proceeded to more than double the number of super- 
grade positions and Executive Level positions in the Government. And naturally 
the White House did a thorough job of insuring that those appointed to those 
positions were politically reliable. Documents left behind reveal that even 



nominees for career positions at the supergrade level, and the equivalents, 
were cleared and interviewed at the White House. The documents substantiate 
that the interview process was conducted by Marvin Watson's office prior to, 
or simultaneously, with submission of paperwork to the Civil Service Commis- 
sion. And in many instances a little "insurance" was obtained with respect to 
the loyal performance of the appointee by appointing him or her under Limited 
Executive Assignir.ent and converting that person to career status a year later. 

A final objective of the Johnson Administration was to insure the 
continued loyalty of the bureaucracy to the Democratic programs and the Johnson 
policies after the takeover by the Nixon Administration. They did this by 
several rcorganizational processes in 1968 which allowed them to freeze in 
both the people and the positions they had created into the career service. 
They also made some startling last minute appointments. 

HEW is a department which serves as a startling example. After Nixon's 
inauguration there were but 47 excepted positions (including Presidential 
appointees and confidential secretaries) available to the Administration out 
of 115,000 positions. In the Social Security Administration there were two 
excepted positions out of 52,000. In the Office of Education there were only 
four, and even the Commissioner of Higher Education of the United States was 
a career GS-18, The Office of Education reorganized between November 8, 1968 
and January 11, 1969 creating nearly 125 new branch chief positions all filled 
on a career basis. In the health field the Public Health Service was esentially 
reorganized out of any meaningful existence in 1968, and in its place the 
National Institutes of Health in charge of all health research, the Health 
Services and Mental Health Administration in charge of controversial areas of 
health delivery and mental health programs and the Consumer Protection and 
Environxental Health Services in charge of all preventative health programs 
were created. Though a Public Health Service Officer, carefully selected, was 
put in charge of CPEH3, new Executive Level IVs wore created for the other 



two. The career appointnent Co the- Directorship of NIH was given to one 
who had been brought into KIH a few years previously^ cleared through Marvin 
Watson's office at the White House. The head of HSMiU went to a close Kennedy 
fanily friend. He was mentioned in "Death of a President" as the close Kennedy 
family physician present at the autopsy cf President John F. Kennedy, He was 
appointed at the beginning of the Kennedy Administration as a deputy to 
Sargent Shriver at the Peace Corps. VJhen Sarge Shriver fully moved to the 
Directorship of OEO, ha moved with him as a deputy to Shriver and also held 
the title of Deputy Assistant to the President. He was appointed to his career 
Executive Level IV post in January 1969, just eleven days before President 
Nixon's inauguration. 



The ideal organization to plan. Implement and operate the political 
personnel program necessary is headed by a special assistant to the head of 
the department, or agency, or to the assistant head of the department, or 
agency, for Administration. Reporting to the special assistant would be ar 
operations section within his immediate office and one or two staff assistants 
helping him to coordinate and to handle the specialized function of the morale 
building which will be explained later. In addition there should be four 
branches: the Area Liaison Branch, the Agency Liaison Branch, the Recruitment 
Branch, and the Research and Development Branch. (See Appendix. 4 - Charts) 

The functions of that office broadly defined are: to advise the 
trina^ers of the department or agency on the suitability of personnel 
applying for positions, to render their staff assistance by recruiting 
personnel, and to relieve them of the tine consuming burdens involved 
in the correspondence, evaluation and interviewing of candidates for 
prospective positions. The over riding goal to be achieved is to insure 
placement in all key positions of substantively qualified and politically 
reliable officials with a minimum burden on line managers in achieving 
that goal. The objective of that goal is firm political control of the 
De:>artment, or agency, while at the same time effecting good management 
and good programs. 

Another function is to insure that personnel, which is a resource of 
the government, is utilized in such a way that it not only produces better 
government, but is utilized in a manner which creates maximum political 
benefit for the President and the Party. 


Toward those ends the critical functions of such an office encompass 
the following: 

(arl) Research and Development 

The study and pinpointing of those positions within the Depart- 
ment or Agency which are critical to control of that Department or 
Agency. That office must then study and know the suitability of 
whatever incumbents occupy those positions. Where an unsuitable 
incumbent does occupy one of those positions, that office must 
effect his removal or devise a plan to organize the critical respon- 
sibilities he administers from without his control. 
(372) Patronage 

That office would handle the unsolicited requests for the 
employment of personnel, the appropriate correspondence generated 
thereto, the evaluation of the candidates both substantively and 
politically, the interview process, and the placement of those 
suitable in positions commensurate with their background and ability. 
(arS) Recruitment 

The affirmative search for candidates for specific positions 
(both political and non-political) and the handling of the appropri- 
ate correspondence, evaluation, and intervtcJ process attached thereto. 
(av^) Clearance 

The screening of candidates and nominees with respect to their 
suitability based upon substantive criteria, political criteria, and 
national security criteria. 
(ayS) Research and Dcvelopnient 

The constant evaluation of both the substantive and political 
performance of our appointees and the development of cross- training 


programs and upward mobility programs for those appointees who 

show promise and merit. 

(a-6) Morale 

The administration of a program of awards, incentives, and 

events designed to promote the morale and continued enthusiasm of 

our Administration's appointees. 

Location deals with two aspects; a) organizational location and 
b) phj'oical location. 

(b-1) Organizational Location 

The Assistant Secretary, or Assistant Agency Head, for Adminis- 
tration has usually within his control all the operational offices 
dealing with governmental resources, i.e. personnel, general services 
and financial management (and through financial management a second 
guess as to the direction of program dollars). It is always easier 
if the man who directs the implementation and procedures of slot 
allocations, pay levels, space, organization, and personnel operations 
also directs the political applications of these same resources. 
This fact was not lost on the Kennedy Administration. During the 
early 60x most Republicans were swept out of the Assistant Secretary- 
ships for Administration. Kennedy loyalists assumed those positions, 
and thereafter Congress by statute quickly made most of those 
positions career. So, if the Assistant Secretary, or Agency Head, 
for Administration is, or the position can be filled by, someone 
both fiercely loyal to the President and savvy in the ways of Govern- 
ment bureaucracy, he should supervise and direct the Special 
Assistant in charge of the Political Personnel Office. In the 



instance where the office is so located, the Assistant Secretary, or 
Agency Head, will be the key political contact for the V.'hite House 
with the Special Assistant in charge of the day-to-day operations 
of the Politicail Personnel Office functions essentially as an 
operational deputy. 

The other alternative is that the Special Assistant be located 
in the Office of the Secretary or Agency Head. As a Special Assistant 
to the Secretary or Agency Head he would He the key political contact 
for the White House and a Deputy should serve as opern'.ional director 
on a day-to-day basis of the Political Personnel Office. It is 
essential that the office be located at this high level, in the 
absence of the authority being vested in an Assistant Secretary or 
Assistant Agency Head, so that the apparent authority to speak and 
act in the naxe of tho Secretary, or Agency iicad, is recognised 
throughout the Departnent. Other-.^ise that office will be viewed as 
an undesirable advocate rather than a high level policy and implemen- 
ting arm of the Secretary, or Agency Head, with respect to personnel 
(b-2) Physical Location 

Physical location is of the utmost importance although It is 
usually not seriously considered. Rightly or wrongly, both the 
physical location and the majesty of decor of the offices of the 
Political Personnel Office, which will have constant public contact, 
will corir.unicate to both the bureaucracy and the public apparent 
power and authority. For example, if a candidate, or a political 
sponsor of a candidate, comes to the Secretary's office seeking an 
audience to discuss an appointment natter, presumably he will be 



ref erred to the Political Personnel Office, for presurrably one of 
the functions of that office is to relieve the Secretary as much as 
possible of the burden of having to hold their hands. If he walks 
down the hall to another suite of well furnished offices and has his 
audience, he's going to regard that audience as being meaningful and 
the next best thing to seeing the Secretary himself. If, however, 
he is shuffled to offices dox*n a couple of floors with rather bureau- 
cratic and unimpressive surroundings, experience tells us that most 
likely he's going to feel he received a bureaucratic run-around and 
will quickly reappear in the Secretary's office demanding once again 
to see the Secretary or one of his "top aides" presumably located 
physically close to him. 

The same is true when a bureaucrat must be called in for one 
reason or another. The apparent power communicated by being summoned 
to the office of an aide closs to the Office of the Agency Head or 
Secretary effects better results than to be summoned to just another 
office in the building. It's the old political parable that "proximity 
implies power." 
(c-1) Coordination 

There are four areas within an agency that require almost 
perfect rapport and coordination between those areas and the Political 
Personnel Office. They arc 1) Congressional Liaison 2) the Personnel 
Office 3) the Budget Director's office and 4) the Public Information 

The Congressional Liaison Office has a responsibility to serve 
as the link between the agency and Congress. It is an inescapable 
fact of life that Congressmen and their staffs, sensitive to 
political power-brokering, will more often than not bypass liaison 


shops and deal directly with those involved in making decisions they 
are interested in. This is especially true in recruitment and 
patronage matters. When the Congressman who has sponsored a candidate 
is informed by that candidate that he is going to be interviewed, or 
has received a corr.munication from a person in a Political Personnel 
Office, that Congressman will generally begin to communicate and 
bring direct pressure on the Political Personnel Office. Sensitivities 
being what they are, coordinating procedures between the Congressional 
Liaison shop and the Political Personnel Office must be carefully 
worked out from the beginning in order to avoid the inevitable friction 
and questions of jurisdiction that will ultimately arise. Some 
suggestions will be offered in this manual when we come to thar part 
where we deal with the specific procedures and operations of each 
Branch of the Political Personnel Office. 

The Personnel Office of the Department, or Agency, of course, 
must process the appointments of all officials. They can make Chat 
process either very easy or very rough depending on the rapport and 
coordination the Political Personnel Office establishes with then. 
Ideally the Personnel Director will be a loyal member of the team 
(another important pressure point in the agency) . That Personnel 
Director, and his staff, will obviously have to be relied upon to 
render technical advice, and to implement by processing, personnel 
decisions made by the Political Personnel Office and the line 
managers. There is no way to really exclude them from whatever it is 
that you're doing. 

Again, the Budget Director is a key man with respect to resources, 
including personnel. Since the Budget Director usually has control 
over the allocation of positions and the allocation of money for 
salaries, he is a necessary "team member" when using those resources 



to accomplish personnel objectives. This is especially true when 
extra positions, for political reasons, must be created with the 
accompaniment of salary dollars. Or another example of where his 
cooperation is indispensable is when reorganizing for political and/or 
personal objectives. 

One other areas of coordination and rapport that is important 
is between the Political Personnel Office and the Public Information 
Office. Premature announcements of appointments can be both legally 
and politically detrimental. While on the other hand, maximum 
publicity for an appointment in certain Instances might be desired 
for certain political purposes. It is therefore very important that 
at the very beginning the Political Personnel Office and the Public 
Information Office work out a very well outlined announcement proce- 
dure. Again, suggestions v/ill be nade later in this manual in the 
part where we deal with the special procedures and operations of 
each branch of the Political Personnel Office. 
(c-2) Approval Authorities 

It is obviously important that the Political Personnel Office 
serve in more than an advisory role if it is to have any teeth at all. 
It must play a role In the formal authorizations for hiring and firing. 

There are two types of authorities that have been used with 
respect to hiring. The most cornT:on, and least desirable, is the 
approv.Tl authority role. The least used, but the most successful 
and desirable, is the nomin-itin^ authority role. 


1) Approval Authority 

Most Departments and Agencies require the submission of 
appointments to excepted positions, all supergrade positions, 
and in some instances all GS-13 through GS-15 positions to 
the Office of the Secretary (or Assistant Secretary, if the 
Political Personnel Office is located there) for approval. 
The rationale, of course, is quality control. The Political 
Personnel Office upon receiving the submission then usually 
makes the appropriate inquiries and/or clearances and then 
recommends to the approving authority that he approve or 
disapprove the submission. This procedure has caused great 
problems. For what you have here is a candidate who has been 
interviewed and probably told he lias been selected subject only 
to the approval of the "man upstairs" and/or the White House. 
If he is disapproved, the "man upstairs" and/or the White 
House frequently will be pressured to explain why and must 
grope for non-political rationale. Aside from politics, this 
has also caused problems in the security area. Where a candi- 
date is submitted and his background investigation provides 
unfavorable information sufficient that you would not want to 
proceed with his appointment, but Insufficient to meet the legal 
test the courts have set for denial of a security clearance, 
the agency is placed on the horns of a dilemma. Either you 
proceed with the appointment against your better Instincts or 
according to the law, you must notify the nominee that he is 
being denied the position on the basis of a security check. The 
nominee can then take you to court challenging the security 


determination and if he wins the court will order him to be 
placed in that position. 

In addition the approval process rubs against the grain of 
even our appointees causing friction and dissention within our 
own ranks. No office head, or line manager, likes to be placed 
in the position of having made a selection and become coiranitted 
to the appointment of an individual only to have his judgment 
challenged by a disapproval upon the recommendation of "an aide" 
to the approving authority. A confidence crisis usually erupts. 

Further all of the above has the effect of placing the 
burden and the heat generated by a personnel decision on the 
shoulders of the Agency HeaJ and/or the V'hite House. Instead 
of subordinates taking the heat on behalf of their superiors, 
you have tb ■; .'superiors Caking the heat for their subordinates. 
2) Noriination Authority 

The nomiriation authority grants to the person to whom the 
Political Personnel Office reports the authority to nominate a 
register of candidates from among whcm the line managers and 
the Office Heads can select. In short, it's a political equiv- 
alent of the Civil Service Commission certification process. 
Under this authority what happens is that all candidate applica- 
tions and reco:nmendations on behalf of candidates from both 
inside and outside the agency are funnelled to a central office, 
that office being the Political Personnel Office. That office 
then combines the in-house recommendations, the outside 



applications and recoirmendat ions , and tho results of their 
own recruitment efforts into a single group of possible noninees 
for a particular position. That office then provides the 
following "services" for the eventual benefit of the line 
manager or office head. 

1. It makes a reference check of previous onployers 

to determine the accuracy of tho application and to 
get a reading on the person's past pcrfortnance and 

2. It initiates a security check to determine the 
suitability of the various prospective nominees 

3. Where applicable a preliminary political check Is 
made of the prospective nominee. 

Those that have an unfavorable reading as a result of the three 
types of Inquiries made are eliminated. And from the rest the 
five best qualified are then nominated and submitted to the 
Office Head or line manager who Is then free to Interview and 
make any selection he wishes. In this way the deck Is essentially 
stacked before the cards are dealt and rarely Is a selection 
ever disapproved. Kathcr the disappointed candidate is simply 
Informed In the affirmative that someone else was simply 
selected . 

The Office Heads and line managers, especially if your 
recruitment operation functions effectively to produce quality 
candidates, will prefer this system. Even though the field 
from which he may select is imposed, in exchange he is rendered 
the services and relieved of the burden of recruiting;, reference 
checks, and the uncertainty as to the political and security 
considerations that will be a factor later on. He Is emancipa- 
ted from the prospect that once he has selected a candidate and 



is contnitted to a person that he will be enbarrasscd In front 
of his staff and that person by having his decision overturned. 
Rather, he begins to build the reputation for having his decisions 
in personnel matters almost always approved. This, of course, 
builds his own apparent proximity to the Agency Head or 
Secretary which, in turn, gives him more clout. And finally, 
it is he who in the end interviews, tests personal chemistry, 
and finally selected his own subordinates -- reaffirming faith 
in his judgment. 

As is apparent, this system reduces to a minimum the 
probabilities of the buck being passed up and the Secretary 
or Agency Head anJ/or the White House taking the heat for the 
personnel decision. 

The Operations Section is the eye of Che hurricane. It serves both 
as the distribution point through which all paperrcork entering and leaving 
the Political Personnel Office flows, and servos a necessary recording 
and tracking function which v;ill allow the Special Assistant in charge of 
the Political Personnel Office to be able to locate and find the status 
of any activity in progress. 

As mentioned, all paperwork addressed to the Political Personnel 
Office, or members of its staff, comes into the Operations Section. This 
section then proceeds to do the following: 

(d-l) If it is an un<;olicitcd application, rocorr^mendation or 
endorsement from a political source, they put routing/evaluation 
and correspondence forms on the correspondence and routes it to 
the Area Liaison Branch, maintaining a file copy. (See Appendix 1) 



(d-2) If it is an unsolicted application, recommendation or 
endorsement from a non-political source, they put a routing/evaluation 
and correspondence form on the correspondence and route it to the 
Recruiting Branch, maintaining a file copy. (See Appendix 2) 
(d-3) If the paperwork is for an approval and/or clearance, the 
Operations S-ction attaches the appropriate routing sheet and 
forwards it to the Agency Liaison Branch. (See Appendix 3) 
(d-4) If the correspondence is an inquiry from a political source 
as to the status of a candidate or appointment in process, they 
will refer the request to the Area Liaison Branch. 
(d-5) If the correspondence is an inquiry from a non-political 
source as to the status of a candidate or appointment in process, 
they will refer the request to the Recruitment Branch. In both 
Instances a suspense file is maintained to insure that a timely 
reply is made . ' 

(d-6) If the request or inquiry is from an agency within the 
Department or office within an a!;ency, the Operations Section will 
route it to the Agency Liaison Branch. ' ' . 

(d-7) The Operations Section maintains a suspense file on all 
reports to be submitted by the Political Personnel Office and 
insures tho Research and Devclopr-ient Branch issues said reports. 
(d-8) The operations Section serv.-ss as the Special Assistant's 
coordinating arm to Insure the proper operation of the procedures 
and systems of the office. 

The Importance of the Operations Section cinr.ot be under estimated. 
Because of the volume of correspcndenco , projects, requests for infonra- 
tion and reports that deluge a Political Personnel Office in the year 
folloving a Presidential election, the greatest pif.nll a Political 
Personnel Office can fall into is the inability to quickly, expediently. 


and efficiently route, deal with and reply to the demands placed on It. 
The Operations Section replaces the "scrarr.ble-around-thc-of f Ice-and-f ind 
out -who-has-what" system that can often take as much time and manpower 
as the positive functions of the office. The Operations Section is 
like the hub of the wheel, joining all the spokes and insuring that the 
wheel turns quickly and smoothly. 

Experience has shown that it is best to have a single source contact 
for all political officials when dealing with political personnel matters. 
Commity of interests suggest that the best approach to liaison with 
political officials is by geographical location. Four Area Liaison 
Officers are suggested: one for New England and the Middle Atlantic States, 
one for the Southern States, one for the Midwestern States and one for the 
Western States. 

For ajl political officials in that geographical location (Republican 
local and state party officials, Kcpublican local and state office holders, 
appointed Federal officials from that geographical location, and all 
Congressn-icn and Senators from that geographical location - cither 
directly or through Congressional Liaison - and candidates whose political 
iTp.-^ct comes from that geographical location) , the Area Liaison Officer 
is their contact and he has tlie following responsibilities with respect 
tc dealing with political personnel matters for his geographical location. 
(c-1) Pntronat;e Ho receives the applications of candidates with 
political backgrounds and/or recomnenda tions or endorsements from 
that geographical location. He then proceeds to make a political 
evaluation with respect to the importance of placement of the 
individual to the political constituency, and the political benefit 
or disadvantage therefore to the Administration and the President. 
He does this by making Inquiries and/or simply evaluating the 

32-818 O - 74 - pt. 19 - 22 



languagc of the correspondence and/or cndorscr.cnC (s) chnc accon:panies 
or follows the nppl lea t ion . A suggested rnting system is as follc.^s: 

I - Must Placement . The candidate because of his own past 
political activities and/or the importance of his placement 
to his political sponsor(s) leads the evaluator to believe 
that his pl.-CL^nent in a r.o.<;itlon cc-r^n<:ura te with his ability 
and backcro'.ind will bring great political credit to the party 
and/or the President, while, conversely, failure to place the 
individual will cause severe political damage to the party 
and/or the President. 

II - Priorit y PlaceT.gnt . The placement of the individual in 
a position co --i"'ensu r" te "ith hi-> abili ty and bae k gro-,;nd will 
bring political benefit to the party and/or the President, 
while, conversely, failure to place the candidate will cause 
some political adversity to the party and/or the President. 

III - Courte sy Referral. The individual is to bo judged on 
his own merits but should receive a massaging as a political 
courtesy, and if ho is placed sc-rnc small political benefit 
to the party and/or the President v;ill be derived, while 
failure to place him will cause little or no political 
adversity to the party and/or the President. 

IV - Polit i cally Unde sirable. The placement of the individual' 
will create strong political adversity to the party ar.d/or the 
President while, conversely, the failure to place tho individual 
will be politically beneficial to the party and/or the President. 

V - Political Problem . This category is a holding category 
under a determination can be made whether or not to place the 
individual in one of the above four categories. For example: 


The RepuMican Senator from a state says a candidate is a 
must placement and is essential because the candidate's 
father is the Senator's largest contributor and finance 
chairman and crucial to the Senator's re-election. Meanwhile, 
the Republican Governor of that same state and a Republican 
Congressman from that same state who sits as a ranking 
Republican on your agency's appropriations cormittoe strongly 
object to the individual's placement because he has traditionally 
and vocally backed their Democratic opponents in past campaigns. 
It is evident that some additional political research and 
decision making is going to have to take place before you 
can make him a Category I or a Category IV. 
Having rated the individual, the Area Liaison Officer is then respon- 
sible for drafting the response to the candidate and sponsors, and 
finalizing such for his c-w-n signature, the sigi^ature 
of the Special Assistant cr the signature of the Agency Head depend- 
ing on the candidate and/or sponsor and to whcm the initial corres- 
pondence was addressed. The ALO uill then forward a copy of the 
application with the routing/evaluation form to the Agency Liaison 
Branch while retaining a copy of the application and the correspondence 
for his files where it should be filed by sponsor or sponsors. He 
should also maintain a cross-file suspense file to insure his follow 
up on the placem.ent of those candidates rated I and II. 
(e-2) Recruit ment . The Area Liaison Officer is responsible for 
making the appropriate political officials within his geographical 
location aware of existing vacancies within the Department or Agency 
and the substantive qualifications the agency is seeking in a 
candidate to fill that position. This provides the political sector 
an opportunity to specifically respond with candidates for specific 



positions. VJhechcr or not qualified cnndldates ever emerge from 
the politicAl rccruitnont, that step Is a very beneficial one. It 
often eliminates delays later on in the clearance procoES that can 
be caused by political officials objecting to an appointment on the 
basis that they were never given an opportunity to have some of 
their candidates considered. It also creates the feeling of involve- 
ment which is beneficial to the President. HEW used this concept 
extensively, and Clarke Reed, Southern GOP Conference Chairman, was 
known to remark tliat though he could rarely find qualified candidates 
for the positions he was solicited for, by HEW, it meant a great deal 
to him that he was asked and could use that fact to demonstrate the 
President's interest in the pirty when he dealt with state and local 
party leaders in the South. 

(c- 3) Cle aran ca and Pre -chacks. The Area Liaisoa Officer, upon 
receiving a request for a pre-chc-ck on a candic'.^te or nominee, is 
responsible for contacting the appropriate political officials v;ithLn 
Ills area to determine the political registration, loyalties and 
activities of the individual. The Area Liaison Officer is also 
responsible in the clcar.-.ncc procedure for making the necessary 
contacts to obtain the approval or objections of those from v^ithin 
his geographical location v/ho have a role in tb.c formal clearance 
process. (See Appendix 5). Toward that end ho has a dual advocate 
role, that of representing the political point of view obtained 
from his area to the Department and the White House, and to acliieve 
the affirmative political maneuvering necessary to obtain the 
clearance of a candidate desired by the I)eparttr,cnt and/or the White 
House. In short, he's a wholesaler who must sell and bargain in 
both directions. 



Experience has found that a single source contact witli the Area 
Liaison Officer being th-2 political face of the Dcpart~or.t, or Aj-.cncy, to 
the political sector in a given area is very important. For by handling 
all the political aspects of recrni tnent , patronage and clearance with 
political officials, the ALO is better equipped than x,?ould be three 
separate individuals to firnly grounded in the political problems 
and needs of a given political area. He is equipped to trake tradeoffs 
to accomplish what mission he has as a priority. And there is a time 
saving factor to the office in vicv of the fact that in one telephone 
conversation with a political official the Area Liaison Officer can 
obtain clearances, answer status requests, recruit for specific positions 
and listen to patronage requests. This also slnplifios the line of 
cor.n;jnlcation for the political officials and creates a feeling that he 
has a "representative" within the Department or Agency. 

The Recruiters are the agency's face with the outside world of 
business, labor and the corrTuinity aside fror.i the political world. It 
is suggested that you have a recruiter covering the busir;05S world and 
Ch-3 Cha.-ibcrs of Co-mcrce, a recruiter covering the acadcr.ic world ( 
(•anivcrslties, colleges, research think-tanks) and foundations, one 
covering labor and like organisations, and one recruiter who would 
covsr other special interest groups and general recruiting assignments. 
Variations on these groupings ^^'ill, of course, occur from department to 

The recruiters perform for the non-pel itlcal sector the same 
functions the Area Liaison Officers perform for the political sector. 
The Recruitront Branch dlfcrs in the clearance process in as much as 
their reference checks will be to previous employers and non-political 
references of the nominee. 



(f-1) Pntronapo . The Rocriiitnent Branch receives applications of 
candidates from that particular area which each recruiter covers. 
Having rated the individual, the recruitment officer is then respon- 
sible for drafting a response to the candidate and sponsors, and 
finalizing such correspondence for his own signature, the signature 
of the Special Assistant or the signature of the Agency Head 
depending on the candidate ar.d/or sponsors and to vhom the initial 
correspondence was addressed. The recruiter will then forward a 
copy of the application with the routing/evaluation slip to the 
Agency Liaison Branch while retaining a copy of the application and 
the correspondence for his files. 

(f-2) Rrc rultincnt . The Recruiters are responsible for naking the 
appropriate personnel in their jurisdiction aware of existing 
vacancies within the Department or Agency and the substantive qual- 
ificntiofiS the age-icy is secl-ing in a candidate to fill that position. 
This provides the appropriate sources and contacts with an opportunity 
to specifically respond with candidates for specific positions. 
f f-3) CTca rn nce and Pre-chcrk? . Th2 Recruiters upon receiving 
a request for a prc-chcck on a candidate or no-,iineo is responsible 
for contacting the appropriate references and past employers. 
(Sec Appendix 6) . 

ag:::;cy liaiso:; o-ficers 

Just as the political ar.d non-political sectors all have a single 
source contact, and thus a person with v;ho-i mutual confidence, credibility, 
and rapport is established, so Che Agency Liaison Officers boccrio the 
single source contact and your to an area of your department 
or agency. Your Agency Liaison Officers should be well credent ial izcd 
to, and heco::ie both well versed and well known, within the bureaucracy 
of that part of cl-.o department, or aj;ency, for which they have rcsponsiblllt 
Thoy will servo as your eyes and ears within the department, yaur sales- 


nan for placcn^cnt , the balancing factor representing the substantive 
needs of your agency's co"ponont parts, and will serve as the judge to 
a great CT^tent of the substantive qualifications in candidates. 

(f,-l) Patronag e. Upon receiving a copy of an application for 
emplosir.ent along with the routing/evaluation sheet from both the 
Area Liaison Branch and the Recruitment Branch, the Agency Liaison 
Branch then docs three things: 

a) They make a substantive evaluation of the candidate's 
background and experience and give him a quality rating, 

b) they then determine the level and appropriate placc(s) in 
which the candidate might be considered for a position, and 

c) they channel to the appropriate location the applications 
of fne candidates to \^e considered as part of a general 
referral, and monitor the placement activities, (See 
Appendix 7) . 

( i;-2) Kecruit ment. The Agency Liaison Officers are responsible for 
being thoroughly f.i>T-.iliar with the organisations for which they have 
jurisdiction and for forecasting ia advance vacancies. It is then 
their responsibility to draw up a "request for recruitment" (see 
Appendix 8) stating the grade and salary range for the position, its 
title and organizational location and the substantive qualifications 
sought in a candidate for that position. The Agency Liaison Branch 
then sends the request to the Research and Development Branch which 
then searches the Talent Bank and sends back the candidates that 
fulfill the qualif icatl.-ns by screening all existing candidates on 
file as a result of unsolicited applications (patronage), previous 
recruitment, and names suggested from within the agency itself. 


If there are not sufficient numbers of candidates in the files that 
reet the necessary qualifications for the position, the Agency Liaiso 
Branch then sends the "Rccucst for Kcci-ui tr.icnt" to the Kccruitnent 
Branch. In all cases , they send the "Request for Recruitment" to 
the Research and Developn'.ent and Area Liaison Branches. 

On a set closing date, the Agency Liaison Branch looks at the 
accumulated files of in-house candidates, candidates on file as a 
result of unsolicited applications (patronage) and the applications 
received as a result of the recruitt^ent efforts of both the Recruit- 
r?.ent Branch and the Area Liaison Branch. It will then narrow the 
field down on the basis of substantive qualifications to a groi:p of 

(<^-3) Clcararce. The of the scr.-.i-fainalists are submitted 
ti-.en to the ions Section .'hich vill then trigger the Area 
Liaison Branch to n'.ako its inquiries, the Rccrul tir^ent Branch to 
make its reference checks aiiJ the De.-inr tr.ental Security Office to 
reake its inquiries. 

A Cciraiittce consisting of a men-.bcr of the Agency Linison, 
th2 Area Liaison Branch, and the Recruitment Branch will, upon 
receipt of the results of the appropriate inquiries, nnrrov the 
field dov;n to the "finalists" who will then be- nominated for the 
vacant position by the Agency Liaison Officer to the appropriate 
area of v;hich he has jur iid ic tion. 

The Research and Development Branch serves as the in-house manage- 
ment consultants, operates, updates and programs the t.-ilcnt bank, operates 
and programs the "personnel cvaluaLlon" activities, and through tliese 



dvvices nonitors the progress tn.ide tov.irc! the goal of political control 
over the Dep.irtri'nC or Agency. As th.c rcypo^lsitory for all critical 
data, the Research and Development Branch also is responsible for issuing 
the appropriite rcnorCs required by tlie V.'hite House and rther govcrnTnental 

Ch-1) Mamr-.c t Consulting Role . One of the first tasks to be 
performed by the Research and Devolopmont, with the coopera- 
tion of the Agen.:y Liaison Hranch, is to conduct an overall personnel 
nanagemant study of tha Department, or agency, to determine those 
positions in v;hich a "loyal" competent incuTibent is nnccssnry to 
effect control. Those areas (the pressure points) include the 

a) Those positions which necessitate and give easy, frequent 
access to the rr.edia, t.'uch as the Public Information Office 
-- ccntrelli'.-,': your i-ago to the public. 

b) Those positions ■■.'hich necessitate frequent contact with 
the Legislative Branch, such as Ccngressicnal L-^aison 
-- thus controlling yi-'ur relations with tl^e Congress. 

c) Those positions which, control g&vcrnr'ental resources (or 
at the very least must process the disbu;.-semf' nt of 
govern:nontal resource:;) si.;ch ns the personnel director, 
budget director, director of general services (whose 
responsibilities include the letting of contracts) and 
legal personnel (which pass on the legality of almost 
everything) . 

d) Those in sensitive pol icy-ir.aking roles. 

e) Those whose approval, or disapproval, in fact effectuates 
the disbursement of discretionary grants and loans or 
lean guarantees. 



Sonc helf>tiil tools to establishing the foregoing are as follovs: 

a) The Hcpartnental or^aniiiat ion chart. 

b) The organiz.itional listings in the Departmental teleplione 
book. This is perhaps a better guide to the vay the 
organizations within a Department or Agency really operate 
than the organization chart. rvperionce has der.ons trated 
that while bureaucrats will often hide their Inpcrtance 
and authority on an organiz- i-ion chart which you might 
acquire (in order to hide and di^^claim responsibility), 
they tend to step fon.-ard when listing themselves in the 
orgatUzational portion of the telephone directory in order 
to enhance their status and standing with their colleagues 
who irorc often refer to the directory than to the organiza- 
tional charts. 

c) The Catalog of Federal Dci-cstlc Assistance. There Is a 
tnany-volumo set of this catalog that can bo obtaii-.ed fro:n 
the Govcrn'Tient Printing Office for the Federal Governn^ent , 
and r.;any departments have such a catalog (also obtainable 
fron the Government Printing Office ) which tend to be 
more accurate and updated. These catalogs, designed for 
public infomvit ion , list categorically the Federal 
assistance programs, their legislative basis, their current 
and past funding levels, nethod of application for such 
funds or assistance, and the per son respons ible for the 
disburseir.ent of such Federal assistance. 

(li-2 ) "Per son-el Evaluation" With the assistance of the Agency 
Liaison Uranch and the Area Liaison Branch, the Research and 
Development Branch is then responsible for conpiling the necessary 
data to establish whether any incumbent of a "target" position meets 



thc required qiinli f ic.Ttions foi" tliaC po;;t;. A recommended evaluation 
systen 'night be: 

K = Keep A substantively qualified, dependable n';;T,ber of 

the team. 
= Out Either unqualified or lacking in dependability as a 

merrber of the team, or both. 
L = Let's Watcli This Follov. A person vho';e qualifications and/ 

or dependability have raised questions but there is 

not sufficient data to make a decision. 
N = Neuter A qualified individual vho can ordinarily bo 

depended en to folio;; instruction" but cannot bo 

ref;3rded as personally, on his own volition, a 

nember of tlic team. 

(It -3) Or^.-i n t-.j.T t ion,' 1 PI Tnninp, . The Research and Development Branch, 

v;ith the cooperntio;-. of the perL-onnal office, the b.^iget office and 
the Department's mariascment planning office, if any, will tlicn 
design any organi'/'.atlonal or recrganizational plans necessary in 
aid of perscnnel objectives. This group vould also be consulted by 
other part-; cf the Oepa rtn-.c-nt vhcn planning org.uil-ationa , or 
rcorganizational, plans fcr management reasons to assure that 
"pc^rsonnel objectives" are also considered. 

(h-4) Talent Bank The Research and Development Branch will be the 
rcnponsitory for the Talent U.;r.k which will all candidates 
collected as a matter of patronage (unsolicited applications and 
rocomm.onda t ions once processed), rccruitmient and, very importantly, 
personnel already appointed within the D^partnent with an eye to 
upward m.obillty. 

(h-Sl Data Bank The Research and Development Branch will keep 
a special roster, with appropriate data, concerning those about 



wliom periodic reports aro required by tlie White House antl other 
Federal officials. In addition th.? Research aad Development Branch 
is responGlblc for the collection, through the Agency Liaison Eranch 
and the Personnel Office, to naintain personnel statistics often 
called for by the ^'hitc House, Civil Service Cctrraission, and other 
Federal officials. 

(h-6) Tcc iin ical irainin i; an d Advi co The Research and Development 
Branch will also ryiintain an active file of the current rules and 
regulations i)roT.ul gated by the White House, the Civil Service Cora-nis- 
sion, and tho Office of Minaganent and Budj^c-t concerning personnel' 
ir.attcrs and \iill be responsible for insuring the orientation, training 
and currency of the personnel in the Political Personnel Office with 
regard to the same, 

(h-7) I'cvarci Mobility Rc3t^-!r And last, but certainly not least, 
the Rasfj.-a-ch and J)av2 lopr.-,it branch vl tii tha cocper-it ion of the 
Agency Liaison Branch will mintain a special roster of Adr.inistratlcn 
appointees v.-ith a view toward upward mobility and crc;;s-trainln3 . To 
this end the Research and Dcvelopr.ent Office should preplan trans- 
fers and upward nobility ladders for Administration appointees. 
I ■ )'/:)?. \hE 

Of all the functions of a Political Personnel Office, perhaps the 
arcTi that has been given the Ica-iC attention ha.; beon th.-st of ;\-.aintalning 
and enhancing the n-.orale of our A is tra tion appointe-^s . It is true that 
they receive a salary for their u-crk and the por.sibil i ty of pror^otion 
always is present. We also must assume that the morale '.;ill generally be 
affirmative because of the outst. lading leadershiji in Acminis trat Icn. 
However, good personnel management experience has sho-..-n the advantages of 



a systcTi of awards and incentives and morale building activities in both 
corpcrnte life- nnd amen,'; rovcrn.Tient employees. Ojr .'.(Irnlni.str.- 1 ion 
a^-pointrjes deserve no less. 

Most Departments And Agencies have a pretty fine system of awards 
and incentives. For seme reason ths general myth that secris to be naintair 
by cur loyal bureaucracy is that there are only available for career 
employees. This is not true. !-'ost regulations and programs contain the 
language "any employee of the Department", or to appear inore restrictive 
thi language nay contain tlie worlds "permanent er.ployee." As sl:3ll be 

discussed later, the vorld pernanent specifics a type of appcintircnt which 
is not to be equated with a career appointment. And a person appointed 
to an c:-;ccpteo appointment of any nature, other than 5[ioc t f ically 

entitled temporary appolntnient , is a porrranent employee though ho lacks 
any tenure. Thus, our excep-ccd appointees are as eligible for most of 
the system of av;u-d3 and : ncL-ntivc J ncv provided by Ocpr.rtmcnti: and 
Agencies as career employocs. i'urcher, they arc just as often deserving. 

Tliere is also a tende-.'.cy for the high ranking officials of the Depart- 
nav.c or Agency to take Ad,.i.iui3 trat ion appointees for granted while pander- 
ing to the career service for purpos.js of loyalty, credibility, and m.cralc, 
Ap.d yet, most trat ion appointees corne office witli the 
cx-ectation that tliey will have a special place along side the high 
ra-.king officials of the Department or Agency. Because of this "gap" 
between high expectations ar.d low fulfillment, low m.oralc among the 
Administration's appointees can set in very fast. Too often it is lioard 
tliat Scliedule C appointees 'Jithin a Department, or agency, have never 
even had the opportunity to moot the agency head. Well spacod and tim.ed 
social functions, with appropriate photo taking, can serve as an important 


(i-2) Tvre of Po r s on^ej. 

The Spec i.-il Ass is rant in charRo of the Political Personnel Office 
ought to be well-groiiridcd , if possible, in organization, personnel, 
politic^;, and have some nanngcnent capability for running a very 
hectic office alv;ays cvorburdcnc.-i and understaffed. The prcmiinum 
qi'.nlity, hox.'cver, oiight to be his ability to inter-relatc with high 
officials of the Departn'.ont , or Agency, and with high ranking meoibers 
of the political and private sectors. Unless he is able Co represent 
naturity, competence and kncwlodge, he and his office will never 
establish the credibility necessary to unburden the Agency Head and 
the line rranagors of the p-jlicioal personnel re.'iponc i bility . If he 
is sh..-illo'.r in hir. technical k-io .-ledge , ho oi:g'nt to be able to rely 
on the advice of his subordir..! ccs , althoug.h a rrilniniuTi amount of 
technical knowledEC is cortain'y rc'iuircd so i-:G at least knows what 
questions to ask. It is equally essential that he have an unwavering 
loyalty to the President and a dc^ggod dctermir.atioa thst the Nixon 
Adr.'.inistration will "rule " ratl;er than sirr.ply "roiga." 

Th-' Jopijty Special Ass is t.-!ril: . He u-.v.zt havi- many of the sanr.e 
qualifications a.3 the Special Assistant, though his outstanding 
quality ought to be that he i:: a stickler for detail and is capable, 
and ontliused, abojt dealing \.'ith the nitty-gr il:ty day-to-day operations 
and details of the office. Insuring that all the -'ystcn-.s work smoothly 
and efficiently. His prime i-ission iu to in>:ure the orderly, secure, 
and snooth operation of thic office so that the Special Assistant's 
tine is free enough to attend the necessary meetings, conduct Che 


neconj.irv courtesy cnlls, r.nd perform the ll;.!son missions thaC 
he will be called upon to perforn if he and his office are Co 
ur.burcL->n the hi[;h-lovcl agenc)' officials of post of the political 
personnel burden. 

Staff Assista nt to the Special Assis tant. This 
cm.iloyce ought to have previous experience in a political personnel 
office and acts as the tean leader on special projects involving 
Che coordination of two or rr.ore of the Political Pei'sonncl Office's 
branches. His forte should be personnel and politics. 

Are.- Liaison Officers . The Area Liaison Officers need have 
little c>:nerien-e in personnel , rccvuitr^ient cr govornrnont (they can 
bo trah-ed). Their strong suit should be unwavering loyalty tu the 
Republican Party, actual politl.cnl experience in politics -- hopefully 
in car.-.paigns -- in that area over w-hich they v.'ili have juried ic Cicn. 
They must also have the apparent r.^jturity to co,-;-.and th.c respect of, 
and rr.aintain credibility with, those political officials with whc;n 
they n-usc deal . 

Recruiters. Ivecri.'Lters co the non-political sector, a;iain, need 
have little knowledge of personnel or j'.ovcrni-neat in general, but 
.should have a thorough knowledge of the agei:cy and the sales techni- 
ques involved in executive rocrnitncnt . The best place to find these 
people is in co.-m.erlcal executive search and placon^ent firrr.s. 

A;^.:::i-:v Liaison Offic;irs. Maturity and credibility, and the 
ability to quickly learn tl-o prrgrans of tl-.osc offices over which 
t;ey have jur Isd :<; t ion , are priv.e qu;\I i L icat ions . Moreover, they 
ought to have th.c acade.-.ic and occupational credibility that would 
n-ako the" prlne candidates, the:rselvo3, for the office ov.:r which 


they b;)ve jurisdiction. There is n firmly cntrei' bias ^;ithin 
the bureaucracy tht-.t they, the bureaucrats, arc all highly trained 
specialists with a n.onopoly on the knowledge of the personnel needs 
of their office. Thus, the Office of Education would have a natural 
rosontnent built in against a gcneralist, with only political 
credentials, trying to nominate candidates for their vacari; positions. 
Th^-> assumption autonatically is is that the candidate proferrcd, no 
matter hcv well qualified, is sinply a political patronaf^c placencnt 
and will sc-.rve as a burden on that office. However, if the Agency 
Linison Officer fcr the Office of Education is an Ed.D, v.'lth 
experience as an adninlstrator or professor in a school system or 
university, the bins is turn-:-d aromd. He ccr.m~.nds the respect and 
enjoys credibility with the Office of education. They tcr.d to view 
!iiin as one of their ccn-unity providing th':;r:i with a needed service. 

Rn:;e-.r-h and Dc velopiT-;nt lirapch ■_ In nddittcn tc the tcchnial 
qualifications arc apparent frori the listing cited .-bcvo under 
i'hnuc;;cr Staffing, those in the Research aad Dovelopir.cnt ' 
should also bear the personality'c tcr f stic of shrouding th.oir 
m:) rk in secrecy. The Research and Dcvelojir.cnt is the one 
place \-;hcre all the pieces of the political pu/; arc put 
and form a picture. 

Operations Section. Like those in th-_^ Kesoarch and nevelopn-.ent 
Br.inch, the Operations porsciinel should have a fetish for secrecy, 
tliey sliould also possess a love for detail, and be able- to -.vithstand 
the sheer routine drudgery o\ the constant influx and oiitflo-.; of 
paperwork. They should also have sc:;-.e experience in partisan 
VoUtics in order to be sensitive to tlicir task of separating 



political fron tlio ncn-pol it leal pap^rwcrk cott.cs throMgh. 

n. PA7RG:?ACE - (See Appendix ^. -- Chnrts) 

. As nentionod on page 15, the f^pcrations Sectioi; serves as the 
distribi!ticn point through vhich all paperwork entering ar.d leaving the 
P?0 flows. Thus, Che Opcri-.tions Section is the first stop for all 

co-.T.unicatirns to the Political Personnel Office. Wli.^n a. patronage ccnnun- 
ication (unsolicited) arrives in the Operations Section, a chock is trade 
of their natne files to deternlne whether or not this is the first 

corr-Tnunication in reference to a specific c-.ndidatc. If so, the Operations 
Section attaches to the corr.-.unicaticn a rtoiiting/Iivaluation fonn (See 
Ap;icr.Jix 1) and a Tovni (See Appc;:dlx 1). The Operations 
Section cor.ples th.e top porticn of the Ev.Tl;i.ii:ien/5o:;iir!g Sheet, in 
c".ch ens-;, as well as the- top porticn of ti:f: Corrcspor.dcnce Form. 
If th'? coinrHLinication received refers to a oai-.did? ':o already in the PPO 
system, the Operations will attach only the Form to it 
'.:r.le.';s . in their judgment , the ccrr.T.ti.-iicatioa indicates to them that a 
cr.-.;r3C in the impact rating of the indi vid;.'al nay hr- necessary. If this 
i-; the case, then they will also attach the Evaluar:in>i/Roijting Sheet to 
tr ; coT.x'jnlcation, The Operaticns Section retains a copy of both th.c 
F.v-'i;aticn/i^outit>.g Form and the Conrcspcndcnce Fonn which they file by 
C'-.-didate, thus providing the PFO with a mc;;ns of dotorminlng what 
has been received and where it has been routed. 

The Operations Section next separates con-jn-inicnti ons into political 
ar.d non-political batches and roi!tes the:.; ns follow;;, A ccr.-r.anlcation from 
a polltic.-il source is routed first to the Area Liaison Branch, to the 
Area Liaison Officer foi the appropriate gcogrnphlcal are.i, which gives 

32-818 O- 74 -pt. 19 -23 


a political ir-pncC r.:)tinr; Co tlie c;ir.didacc usinj tl;c I throuf,h V rating 

systec! outlined on Pr.eos 19 and 20. lie liGts bcloj this ratins, which 

is noted on the- Routing/Evaluation Form, tb.e political sources, or 

references, which contribute to the rating, llavinjj doncs this, the 

Area Liaison Officer then responds to the correspondence by either v;riting 

a special letter, or by chcckin:; the appropriate boxes on the Correspondence 

Forn v;hich initiate one of the PPO's form letters. (See Appendix 9). 

The ALO retains a copy of ths ccnrr.unication received, the Routing/ 

Evaluation Form, and a copy of the correspondence sent. This is filed 

in his office by sponsor. He also keeps an additional copy of the above 

in a special CicVlcr file if the individivtl has boon rated a I or II. 

The ALO then sends the coTr-.-jnicition (application) with the Routing/ 
Evali;aticn sheet and Corresp.ondonco Torn attached, to the Agency Liaison Here it is ijivcn a cj'jality rating by the apprcpriatc Agency 
Liai'jon Officer using the I thro-jgh V rating system outlined earlier on 19 find 20. The Agency Liaison Officer will also Hot any sources 
or references on the Routins/Evalvation form which liavc assisted lilm in 
detr->rmS,ninj{ tha quality racing given to tho candidate , and will then 
douernino whether tlie individual should bo generally referred to tnan.igers 
in his agency, or, if, based on his qualifications he should be turned off. 
I: the Agency Liaison Officer detevir.ines that the individual, based on 
his qjjlif ications, should be turned off, he will so indicate on the 
Rout vng/EvaluAt ion forr.i and return the file to wluchever branch it 
orlcinatcd from. 

If the c-inJidacc's f; i f icatinns are such that the Agency Liaison 
Officer feels he shculd receive further exposure to nvinagers vichin his 
agency, he will designate specific job areas on.,thc Rout ing/iivaluat Ion 


foni and will then follow one of the two follc-Jing course: of action. 
If the candidate is qii.-.lif i-:d for positions at the GS-1? Irvol and below, 
t'nc communication will be forwarded to the Personnel Office for appro- 
priate action unless there is strong political interest (I or II rating) 
in the candidate. If the candidate is qualified for positions at the 
CS-13 level or above, the Agency Liaison Officer will coir.plcte tha 
General Referral Form (Sec Appendix &) as appropriate ar.d forward to the 
appropriate nanagcrs in his r.gcncy. The Agency Liaison Officer will keep 
a copy of the coniniunication, the Routing/Evaluation form and the 
Correspcndencc Form for his flics. 

The Agency Liaison Officer will then send a copy of the resu.-e or 
ccnnunication v;ich the K(jiit-;;i;-/'-A'.-luation sheet to the Re:;aavch and 
Davclopwent Branch. The Rcsor.rch and DcvclopmcnC Branch will then code 
the cor.munication and feed tiio .-yri^rcpriato informacion into their 
(hcp-3 fully) automated Talent iVv.ik. The Talcnc Bank should be so progrnirnied 
t'l.-t applications can ha retrieved by 1) r.anc of candidate 2) narr.o of 
sponsor or sponsors 3) selection criteria such as area of spcciallKation, 
c;I',:cation, otc. and h) by job nrca di<.'ji>::iatcd on the Routing/Evaluation 
fern by th.o Liaison Officer. 

If the patron.uge rcquasc received by the Operations Sr-ctlon is 
c:cr:iincd to be non-p --lit ical , it will be first routed to the Rccruitn^ent 
3v£ (Sc^ Appendix. :<) . Tl'.e Recruitment Branch gives the cotmitnication 
an "impact rating" ba^cd on various factors using thn I through V rating 
systOTi. The recruiter will also li't bclov; this ratin;; on the Routing,/ 
Kvnlvi.ition foin the S'Vjrce, or rcforenct-s , contribiiting to the impact 
rating. I!.T.'ing done this, he will thoa prepare the np;>ro,)r iate corres- 
pondence either by writing a special letter or by checking the appropriate 
boxca on the Correspondence for-n which will trigger one of the PI'D's 


foriT, letters. (See Appendix ^') , The Recruitment Branch retains n copy 
of the coirjT.unication received, the F-outins/Evaluatlon form, and a copy 
o£ the correspondence sent, and tlicn forwards the coTTnunication together 
v;ith the Rout ins/Evaluation form and a copy or the correspondence to the 
Agency Liaison Branch. Here the Aj^cncy Liaison Officer will give the 
application a quality rating using the I through V systcn. He will also 
list en the Routing/Evaluation sheet any sources, or references, which have 
assisted in determining the q-.iallty rating given to the candidate. The 
Agency Liaison Officer will also deteraine whether the individual should 
b'j generally referred to managers in his agency or if, based on his 
qualifications, he should be turned off. If the Agency Liaison Officer 
dctor-.nincs the individual is to be turned off, he v.-ill so indicate 
on the Routing/Evaluation form and return the file to the Recrult.T.ent 

If the cnndldate's qualifications are such that the Agency Liaison 
Officer feels he should receive exposure to managers ;. ithin his agency, 
he vill designate specific job aroas on the Roiiting/cvaliiation form and vill 
then follow one of tha follc'.;ipg coarsci of actirn. If the candidate is 
qualified for positions at the GS-i2 and belcv; levels, the Agency 
Liaison Officer v;ill forvard the c<.'rTumicatiun to the I'ersonnel Office 
fzr appropriate action. If the candidate Is qualified for positions at the 
Ci-l'i and above levels, the Agency Liaison Officer will request a px-e- 
check fro:rt the Area Liaison Branch. If the prc-check is reported as 
positive, then the Agency Liaison Officer will cc-,plctc Che Ceneval 
Referral Korm (See Appendix 7) and forward the r.vsmr.e to the appropriate 
managers in his agency. Finally, the Agency Liaiscn Officer will forward 
the file to tiie Research and Dov>^lon.iicnt Branch wl-.erc they will follow the 
procc-durcj outlined previou3ly. 


b. Rl.CRUITMr.NT - (See Appendix h -- Charts) 

When the Agency I-iniscn Officer learns of a projected vacancy within 
his agency, he completes a request for Recruitment (see Appendix 8) form 
which is then sent to tlic Ker.earch and Dcvc lon;;icnt Branch. The Research 
and Development Bmnch makes a chock of the Talent Bank to dctoiTnine if 
there are qualified candidates in the Talent Sank for the position and 
determines at this tin^e the need for any addltionEl rccruitnent . 

They then send a copy of the Request for Recruitment to the Area 
Liaison Branch as vjell as a listing of candidates from political sources 
now in the Talent Bank who are being considered for the position. This 
allcvs the Area Liaison Officer to r.^ke tlia appropriate political officials 
'..•ithin his goo^^rapluc al location r.'.K\vs of the vacancy, as well as enabling 
I'.im to notify thos^3 who have recorir,ended candidates nov,; under consideration 
for a specific vacancy. 

If the Research and Daveicp-oni; has detcrr.-.incd that additional 
r.oa-political rccrui tr.iant is nccoss-iry to Iccatc qualified candidates 
frir the vacancy, they -.'ill forward a copy of the Request for Recruitment 
t f ',;he Rccruitir.jnt Branch. The Ki-crui tmcnt Branch, in turn, will contact 
their scurcos to ganernte candidates for the position. 

The results of the political recruitment and the non-political rccruit- 
r.cri (vhcn applicable) vnll be funnelled back to the Agency Liaison Branch 
where the Agency Liaison Officer having jurisdiction ovei" the agency in 
which the vacancy is located will ;:'.'ike the first cut of the candidates, 
resulting in the "scni- final iscs . " Having identified thc"scniiTf ists V 
the Agency Liaison Officer v;ill ask the Operations Section to initiate the 
apprr'priate prc-checks. 



Thc Operations Section requests the appropriate pre-chock from the 
Area Liaison Officer responsible, the appropriate reference pre-checV. irom 
the Rccriiitr.cnt Hranch (see Appendix 6), and the security check trot?, the 
Departmental or Agency Security Office. These pre-checks arc funnelled 
by the Operations Section back to the Agency Liaison Officer responsible 
for the position and those semi-finalists still in the running and then 
invited in for interviews. 

The initial interview process includes only personnel within the 
Political Personnel Office. Candidates fron political sources are inter- 
viewed first by the appropriate Area Liaison Officer, and then by the 
Recruitment Branch and the appropriate Agency Liaison Officer. Candidates 
recruited frora non-political sources are interviewed first by the 
Kecruitncnt Branch , and then by the Area Liaison Branch and the appropri- 
ate Agency Liaison Officer. Following the interviews, the Political 
For^jcnncl Office Co.-nittoe will ncot to doCernlne the finalists. For 
a high level post, the Comnlttee would consist of the Special Assistant 
(and perhaps his Dc'juty) , and v/ell as a member c£ the Area Liaison Branch, 
the Recruitment Branch, and the Agency Liaison Branch. For a lower level, 
less sensitive po-jition, the Ccr.nittee night consist of only one nc.T.bcr 
from each of the three branches: Area Liaison, Recruit-ent, and Agency 

After the finalists (usually five) have been Icentlfied, the Agency 
Liaison Officer responsible will have nomination papers prepared for each 
finalist and will arrange the appropriate interviews for the finalist- 
candidates t;ith the line panigers in his agency. They in turn make a 
selection from the finalists. 

Although the above Is a rather complicated process, it does reasonably 
guarantee the appointment to positions of candidates who arc "cle.-.n" with 



respcct to previous politicnl activity, nncional security n.-itters, 
etc. It eliminates the embarrassnent of having to x,rithdr.iw a candidate 
who hns been proffered to line tranngers for political or other rc.isons. 
c . CLEARANC E - (Sec Appendix i* -- Charts) 

Once the line manager has made a selection from among the candidates 
nominated for a vacancy, the Operations Section is notified by the Agency 
Liaison Branch to start the clearance process. Operations dotcrnines at 
this point depending on the tyjie and level of the position in question 
exactly what clearances must be obtained. They initiate the Clearance 
Request Foriri (See Appandix 3) as follovs. 

If thi: position is one t.hich require.'; White House clearance, the 
Operations Section will request this from the Area Liaison Branch. Such 
a clearance '■■lill be dona in accordance with current V.'hlce licuse procedures. 
A copy of the White HouTe clearance form which is sent to tlie Whitf House 
(Sec Appcndlv 5) is retained by tl.o Area Liaison Branch in its files and 
a copy is also fon^'ardcd to ti.e Opjjvatiors Section. This notifies the 
Operations Section that the clcai-ancc has proceeded to the V.'hitc House 
for ths final portion of tlic clcnrance. At this tine, the nt'ccssary 
pap-jn/ork is fon^ardcd by the Operations Section to the Departrricnt t'ccurity 
Office to initiate the security clearance, and Oporatlcns also requests 
fron the Recrult'nent Brar.cli any further reference cliecks that r.ay need to 
b; done. Tho results of those clearances arc funnelled back to the 
Operations Section and final ap'.iroval for the appointnont in not given 
until completion of the clearances. Any problems arising during the 
final clearance process are referred by the Operations Section to the 
Special Assistant. 

In cases v/horc the PPO does not have the ncninatlon authority, the 
proi:odure is son-.ewhat different and perhaps more critical. In this 



!5 ituacion , tho Agency Liaison Branch v.o-jld notify Cho Operations Section 
that the appronriacc rranncer has selocced a candidate for the pi>sition. 
TVio Operations Section would then ipm>:c!iately notify the Area Liaison 
Brnnch to i-iitiate tlic necessary chocks and the i'hite House clearance, 
if applicable. Simultaneously, the Operations Section would request the 
appropriate cniployccnt and reference checks from the Rccruittnent ilranch, 
as well as the initiation of the appropriate security checks r.v.d clearance 
from the Dcpartnant or Agency Security Office. As noted above, all results 
of these clearances would funncll into the Operations Section and approval 
of the pondini; appointment would not be given prior to their ccr\plcticn. 
Any problems arising during the clcni-ancc procedure would be referred to 
the Special Assistant. 

d^ A;s::o!.'^.cKr:"yT A ra) NOTiri cAXiON 

Aftcv all clearances have bof.n ccmplctcd, tlie Political Porscnnel 
Office (Operations Sccticn) will s iculCr.ncot-.s ly notify the A^c.-xy Liaison 
Branch and tlie Personnel Office of this fact. The Agency Liaison Branch 
thon nr-tific;; the appropriate!i;er3 that the clearances arc now 
cc.-.olete. The Personnel Office ccatactf; the appropriate n^aneger, ostablishi: 
a convenient EOD date, and contacts the candidate for the offiical 

Once this h.'r; been co-nplcted, if the candidate v.'as rcccrrr-.cnded or 
CTi-'rrsed by political sources, the Operations Section will notify the Area 
Liaison Branch. The approj-.r late Area Liaison Officer will then ir.akc tlic 
appropriate notification calls to the c.-.ndidatc 's sponsors. In the case 
of a car.dicritc v.'ith non-political sponsors, or in th.; case of a candidate 
with both, the Operations Section vlU also s ir.ultaneous ly notify the 
Kccruitment Branch, The a;-propi iate Recruiter will then tr.ake the 
necessary notification calls to non-political sponsors. 


After allowing such sponsors tv.-onty-four hours lead time, the 
Operations Section will then notify the Department or Agency's Public 
Infortnation Office of the. appointment , forwarding the necessary biograph- 
ical inforvnation to be used for a press release. 

It is r.ost important that extremely good coordinating procedures be 
worked out bcti.'ecn the Political Personnel Office and the Public Informa- 
tion Office in order that premature and Illegal announcements of pending 
appointments arc net trade and so that the Department or Agency-can present 
a single face to the media-in tho personnel area. 




In the Federnl Government all positions are given a specific pay level 
(gracie) . Within each pay level, there are up to 10 steps allowing a salary 
differentiation xvithin each grade. It is the steps that co-pensatc for factors 
of seniority, meritorous performance, etc. However, the pay level is tied to 
t'ne position itself. In short, the pay level is the price tag placc<' on the 
value oi any given position -- not person. Caution: the authority to fill a 
position at a specific pay level is just that, and no more. It is not an 
appropriation providing the actual dollars with which to pay someone, 

Pay levels are independent frcra the type of appointment authority and r 
rules ijoverning the tenure and rij-htj associated v;ith the status of a position, 
i.e., career or non-career. Cccaunc r.any of the higher salaries positions 
.-re ncn-career, and most of the lov.^r salaries positions are career, pjuscr..-: 
unfR.iiliar with the govcrnraont personnel systcn tend to equate the tvjo. This 
is .-■. i'.;- !rl.iin-M-i tal n<i;ita kc. There are positions as high as Executive Level IV 
(?38,OC0 per year) that are career, while there is a position in the General 
Schedi:le as lev as GS-ll ($13,309 per year) that is a Presidential Appointment 
requiring Senate confirmation. 

A position can only be placed in the Executive Level Salary Schedule 
($33,000 per year to $60,000 per year) by Act of Congress. Congress has 
consolidated Its mechanlsn for doing such by the enactment of the 
Executive Level Act. In the Executive Level Act, they provide for five 

grades at the Executive Levels Executive Level I ($60,000 per year). 

Executive Level II ($A2,500 per year). Executive Level III (§<»0,000 per 
year), i:xccutivc Level IV ($33,000 per year) and Executive Level V 


($36,000 per year). There arc no In-graJe steps provided for Executive 
Level positions. 

In the Executive Level Act, with t^^o exceptions, they actually list 
the specific positions at each Executive Level salary. When adding 
positions to the Executive Level Schedule, or changing a position upward 
or downvard in the Executive Level Schedule, Congress sitnply does it 
by amending the Act. They simply place the positions under the listing 
for the Executive Level they intend to assign to it. (See Appendix 10). 

One exception to the listing of specific positions is in the case 
of the V.'hite House staff v/herc Congress has provided for l/* positions 
to be placed in the Executive Level salary range not to exceed Executive 
Level II ($42,500 pnr yoir) . That includes 8 "assistants and secretaries 
to the President", and 6 "administrative assistants to the President." 

The other exct-j'tion is the "President's pool." Tl-,at pool consists 
of 34 Executive Level IVs and Vs which can be assigned to positions in 
tho Executive Branch by the Prcsider.t at his discretion. The Office of 
ivanagcnient and Budget is the repository for th.G "President's pool" and 
they, upon application for such ass igr.rr.cnts , rcccn'rr.end approval or 

Executive Level Is are designated specifically for Cabinet Officers. 
Executive Level lis are generally Deputy Cabinet Secretaries and some 
iriflspcndent agency heads. Executive Level Ills are most cosrjr.only Under 
Secretaries of Cabinet Departments and independent agency heads. Executive 
Levol IV positions are post coxtronly Assistant Scci-ctarics of Departments, 
Deputy Directors of independent agencies, and Administrators and/or 
Ccniaissioncrs of large ofticcs or bvireai;- within a Ca'oint-t Dcpartrr.ont . 
Executive Level V positions arc most ccmnonly used for Deputy Administrators 


or Con.nlssicners of l.irje offices or bure.iiis within a CnblncC Doprrtr.cnt , 
and for trcxbors of rofulatory cormiss ions and hoards, 

"iiuporgrndos" the cormon tcnn used for positions in the General 
Schedule placed at GS-16 ($29,678 per year), GS-17 ($34,335 per year), 
and G5-13 ($36,000 per year). 

The a-jthority to classify a position at tha supergrade level rests 
with thi Civil Service Cor;i.Tiission exclusively. The Department or Agency 
rr.ust send forward to the Civil Service Co,-niisslon a position description 
and a request that tha position be classified at the arpropri.Tte super- 
grade Invel. 

Kovevcr, supcrgradcs are nostly restricted in nur.;bcr, subject to a 
quota system. Cor.gress dctcrriiiiios the numbGr of total pcsitlcr.a that can 
be filled at the supergr.idc lovril throughout the Executive Draach. They 
do this by two dcvlcas. Gcnt-rnli y , Ccn,^roS;> has simply legislated that 
there shall be no niorc than a set number cf supergrade positions in the 
Executive Branch, allocated by the Civil Service Coniriiission to the various 
Djpartirents and agencies. The: Civil Service Cc^mlssion must ration the 
supKrgrade authorities out anong the Departments and Agencies of the 
Executive Branch, upon application, based on Its judgment of competing 
ncsds. So even if the Co(r-.:>ission, on the basis of merit, might want to 
classify a position in a given Departn:cnt, or Agency, at the sui^crgrade 
level, it is constrained from doing so unless it can assign a supergrade 
to that position vithin the existing quota. 

Con:'ross has also, in tuany inr, t.iiicos , dinctly apprcpriattid to 
specific bureaus and offices vithin Departments, and Agencies, a number 
of supergrade quotas that can bo utilized within that bureau, or office, 
in addition to whatftvcr they ray obtain fron the Civil Service Ccrjnlssion. 


-47- department or agency, hcrvever, must still apply to the Civil Service 
Corr.rr.ission to classify the appropriate position at the supcrgrado level 
before utilizing those "specially allocated" supcrgraJc authorities. 
Thus, if Congress, upon authorizing the creation of a new bureau within 
a Departrpent, provides an allocation of f^ur GS-16s, two GS-17s, and one 
CS-18, that Doparti'ient , or agency, still Must have the Cominission classify 
those same numbers of positions at tliose grade levels before they can be 
filled at those supergrade levels. 

In both the instance of special allocations, and the general alloca- 
tion to the Executive Branch through the Civil Service Corrmission, 
Congress breaks dovjn the <;uotas as between the three different grades. 

For certain positions of a scientific, technical, or r.cdical nature 
v;ithin certain DepartTronts or ago-icies. Congress' has alijo provided for 
"non-quota" supcrgrades. What this r-,eans is that Congress has given the 
authority to the Co-mission, and that Dopartmont, to fill Chose particular 
positions at the supergrado level, providing that the Civil Service 
Cc:!.-.isslon has classified therr, at the supergrado level, without regard 
to the quota imposed on the E;:ecutive Branch. An example of this is 
c o-tainod in the Public Hcaltli Service Act. It allows the Departtrcnt of 
lier.lth, Education, and Welfare to fill nodical positions within its health 
agincies, where the incumbent v;ill he an M.D. or PhD in health services, 
a; :he supergrade level, providing the position is classified at the 
supergrade level by the Civil Service Conmission, vitliout regard to the 
supergrade quotas Iir.poscd on the Executive Branch of Governn^cnt. 

Supergrades derived frooj the "pool" of the Civil Service Con-^iission 
are freely transferable, subject to classification of the position, between 
dcpar tK-ents and agencies, and between their cor^ponent parts. Supergrades 
specifically allocated by Congress arc only transferable within the unit 
to which Congress has allocated those supcrgrades. 



c. c':;-! r.iRorcii c< ?-i5 

Positions in the General Schedule nt CS-I ($'.5f)'4 per ycnr) to CS-15 
($25,533 per year) are classified at those salary levels by the personnel 
office of the Department or agency. They do not require Civil Service 
Cor.mission action, though the Civil Service CoTjnission conducts periodic 
audits to Insure the integrity of the Department's classification process. 
There is no Gt:ot.i with respect to the ni:ml)er of positions that can be 
classified at the various pay gr-i'-cs. Conceivably, therefore, tf you 
could artfully set up a dccarttnent where all positions bear responsibilities 
that could be cls.ssified at thi CS-15 level, and you could persuade 
Corigrcss to appropriate the necessary funds, you could fill all your 
positions at the C.^-15 lcv.?l. Of cours::, good tranagcrnent practice, as 
well as the realities of orcanir.ational responsibility , will find 
positions classified in a nore pyv*..;iid-liki: structure with fewar positions 
at t!'io tot> and nor;? position^ tc'.-srJ the bottca. 

GS-l thrcush GS-15 positions ure grouped Into three cr.tcsorios. 
G3-1 through CS-8 are called "entry level" positions. CS-9 through GS-12 
positions are called "mid-lcvcl " positions, and C:~-13 through CS-15 are 
called "s'^ntor level" posit i^)ns. That ncr.cnclaturo Is only i'.nportant 
vizh respect to i f Icati^-n and e::a:;iination rcquircncnts for career 
c'-.^'.oyccs and simply to recognize tho terms used by the bureaucracy to 
dosciibe these groups of positions. 

Interesting note: There is a strange phenomena cccuring v;ithin the 
Executive Brancli. Above we stated that one would in-agine good r.'jnagcmont 
practice would find a typic:il oi-pan i::ation in sorc'.;i;at of a pyramid 
configuration with a few senior level positions, a larger number of mid- 
1 cvol position:^ a'ld a still larger nu~ber of entry level positions. In 


PLiny cnoC-s, however, or.^ariir.atl or.s are crerging viith an hour glass 
conf lf;:;--.ic Ion. In jn cr.i of bu'J^cc constrninty n.'.d the riiU'.cCion of 
personnel ceilln:js, tn.maj;er5 have shc^n a tendency to cliirinate 
positions. Entry level and clericnl positions often renain while the 
professicnals tend to be grouped into the senior level ran^e, '.iThen an 
office has tight budget and a ti^ht ccllin;?, the bureau rencts by seeking 
profess icnsls already trained anJ Imrrediatcly capable of performing those 
responsibilities necessary to accomplish the program tr.ission. Those 
individuals will necessarily cor.mand a salary in the senior level range, 
so conscqu'^ntly they 'lill get these professional positions classified at 
sinlor levels. Those professtopals , of course, will still require 
adrnir. 1st ra civs an! clerical support. Those support positions generally 
fall within the entry level rar-'O. On the other hand, there arc short- 
tor:r. disecononiics and inof f icicr.r ios incun-bent in the training and 
r-.,->rrc'>'cv dcvclop-tiDnt rcquirod with hiring p-irsons In the tr.ld-lovcl 
So und.-Tst.-'.ndnbly, in an era of bii.Jgct and ccilirg restraints, ir.cst 
offices opt to eliminate the mid-l.;vel positions thus eliminating those 
short tcra inefficiencies and dist'concmios , 

This can I^ave lo.ig-tcrni ccn3o.-,i:onc'is for the Executive Branch by 
crrating a sevorc age and salary z'^? '■'ithin the Government. The typical 
dop-irtn'-ent jr.ay scon find itself villi a prcpoudorsnce of its cr-ployces 33 
ar.i older, paid .-.t salaries $18,000 per year and .-.hove, and ei-ployees 
25 and under at salaries $li),00n pi?r year and below, 
a. C L\:.^i riCATION 

As n-entioncd previously, pj:;itions are clasjified at certain pay levels 
The r-.oth;>.I by which thfs is dom is co-npl ic.itcd in pr.icticc but si;-.plc 
in th..-?ory. '.'itli the help of th.- Departrofital I'crsonnel Office, an office 
n:ina;.:or completes .1 docur.cnt c.itlod Position Description Form (Soe 


Aiipcr.dl:< 11). Pasicially the position description calls for a dcscriptlcn 
of tlvs nnture .inO cCTploxity of tVic work to be per for^-cJ , ti'.e nrc-unt of 
supervision to be given to the employee, the amount of supervisory 
responsibility tl-.e employee will have over others, the autf.ority of the 
employee to speak for and/or make coraT.itn-jnts for his organizational 
unit or the Department, and the level of government at which the cnployce 
will operate. Th?3c factors arc then reviewed by a classification 
specialist in the Personnel Office vho ir.nkos the judgtrent as to the "price 
tag" that position is worth and classifies the position at a certain grade 
(or in the case of a supergrade position sends it to the Civil Service 
Cor.Tiissicn for classification.) 

There arc several of standards and guides for the classifica- 
tion of pcj; it loi-.s , i.'sut^d by tp.e Civil Service Ccr.rni sr. ion , "..•hlch the 
classification specialist uses. 3tran^;ely enough the standards and guide- 
lines for the lc';er level positions are more prcctfc and stnnd.irdized 
that Cor the higher level positions. In all cases there arc "terms of 
art", certain perscni-iel d:jscriptloa language or govcrntncntese, that have 
tl-.e effect of raising or lowering tlia classification of a position. 

As you n^iglit surmise, classification of positions is really sone-Afhat 
subjuctivo and loose regardless of v.liat the bureaucrats '-.ell you. In 
pci-.-.C of fact, if you have a coiripcCcnt, loyal classification specialist 
ir. your department or agency, one only need give hi:n an outline of the 
pc'sition description and inform bin at w'nat grade you wir.h the position 
cla.^siliod. Within reason, he ought to be able to so construct the position 
description, with the appropriate "terms of art", tl'.at he can achieve 
what you have requested. ror cxar-ple; you can raise the classification 
of a position by sir^ply changing the supervision given to an cr.ployec 


from "clo:;f'" nnd "f rer.iieiit" to tint of "occrs i/'nal" or "general." In 
short, you can pretty well do what yci war.t, within r;asoa in clnrsifying 
a pojition within an agency at GS-15 and below. Your classification 
specialist ou^ht to also be abl-j to artis t ical Iv v.'rite a position descrip- 
tion sufficient to enable the Civil Service Cofmissicn to classify a 
position at the supergr.idc level, providing that a supcrgradc quota is 

This cl'ssif ication function of the Departmental personnel office, 
and their obvious ability therein to assist or to frustrate your policy- 
makers in the achievement of personr.oi objectives, vividly illustrates 
the critical n;ied for the Political I'crsonnel Office to establish excellent 
rapport with t'm p-;r:;or.;;cl office. It further points out 
the noccssity of itisurii'.r; that tlie critical people in the Depar ttiontal 
personnel office are loyal ~ov-bcr> of the team. 

g. FUN'CTio:; 0." ?i'.f. stfps 

Within each grade steps Arc pr-narily used for three distinct 

The first purpose is thi anuLial prcv.otinn i.n salary of employees. 
This was dcsiv;n?d to halt the practice of upgrading a position frcn 
cr.? grade to the next merely Cor th-j pt:rpo.?c of increasing the salary of 
tr.D incuTibent. Step ir.creases arc autcnatic unless the emplcyoc 's super- 
visor dcterr-inns tlic e,;iployc?o 's performance is unsatisfactory. 

'Che. second function of steps is to allow for a salary increase other 
than thr lon;,;evity reward of the annual step increase, for exceptionally 
r;cri tor LOUS .<ui:: tainted per f rrT.r.ncf , or as an r.vard for a specific exceptional 
task. This t-erit increase my be civen only '-'.'.ore an cnployce has served 
in iiiN position for a iniuiaum of 90 days, .ir.d only once in any 52 vceV; 

32-818 O - 74 - pt. 19 - 24 



pcricd. This qnnlity Ir.crcaso, hc>..-cv<;r , is in adtJiCion to the annunl 
step ar.J dcis not ch.Tr.^,c tli'j nan ivcriary d.itc for t'no annual 
step i:icrease. 

The third function of steps is to alien,? nar.agors to hire persons at 
a aatavy hisher ' han that dcsignntCvl for the first step of any given 
grade. Again, llko in the first two I'scs of the stops, the intent is to 
discoi'.rage the upgrading of the position simply to accc;.-pl ish cc-r.pcnsntion 
objectives. However, there are precise rules as to the use of sttps to 
conpcnsatc a nev; cTployce at a given grade level above the basic (first) 
step if the cinployca is coming fro:,-, other than another branch of govern- 
rr.cnt. There arc three criteria under i/hich th'? CcM-nisslon will approve 
such an iction. 

2) If ti-.c pcr-;>?n's ci:rvc:Tt s.-i'iary exceed:-, t!ic basic step, ycu 
can bring bin intn the ntc;" ^.loscst to his C'.:rr<!nt salary. 
If his sair.ry fall' bocvt-cn i.wo steps lie ir. entitled to the 
higher step. 

b) If the ncv ewvlcyee has a certaia salary for a lerlod of 
more than one year, you nay take that salary ar.d increase it 
by 5%. t.'.ko that fi;;uro and ^ivo hin the step closest to it, 
(if bctveon tvo steps, he gets the higher). Tiic theory behind 
the second criteria is that, but for his relocation to the 
Federal Government, he night have expected the sa-'.o type of 
pron-.ition available as ot;o v:o;ild in th.c Federal Government. 

c) The third criteria i:; in thnso cases vhorc- there is a very 
technical, unitjue position, c.n(\ the labor T.arkct has a severe 
shortage, uhcin you find a person viniqucly qualified for that 
position he can really narnc his price. 


F. WiiiTTi::; a? !:: ndm .::ct 

Jnrrle V-hitCcn of Mi3:;issippi is famous for his well-publicized 
V.'hittca Amand-ciits to civil rights legislation ar.d education bills 
prohibiting the use of FcJcral fuar.s for the purpose of busing schocl 
children as a tool of intc;;rrtt ion. Less kno^vn is his ancndnent to the 
Classification Act, pointedly adopted by Congress during the Eiscnhcv.or 
Adr^inistration, '..-hich places constraints on the pro-otions of Federal 
cnployccs from one E-ado to another. This Whicten Ar>endricnt, like the 
rules governing steps, applies to all Federal crployecs, vhethcr career 
or non-career, vhethcr a supsrgrada or entry level c.-(ployec, as long 
ns they arc paid in the Gen-.ral Schedule (GS) . The l-'liitcsa Atreadnent 
di'e s no'. : apply to i^xecutivo l-v ol e-ployeos or tho:ji? of other pay^is. 

The whittan ArenCi-ent, in essence, states that a Federal en,>lcyco rray 
<? bo p-irT.a-.'.ently appointed tc C;-:o gr^^dc t.'lthin ;; 5!? vczk period, r.:-.d 
r.ay be prc;r.oted no noro th-.n c:v:> graclo at a tine. Tl-at n^cr.r.s that when 
a parson enters Federal service and is appointed to a GS-12 
(rct^ernber, psrmanant is a "terr. of art" which enccn-passes both carror and 
r. ^i-cart^c r appcj ntncnts even though non-career appointir.ents are soldc.-n 
really porxanont in a literal sc-.-.S:;) , he may not be proRotcd to CS-13 until 
c:\-2 year after the date of his app Sinilarly, h-j can cnl v be 
prrrotod from CS-12 to G3-13, not to a CS-14 through 18. Hou-cvcr, 
strangely enough, he could be prc-oted to an Executive Level V. 
( ■■-■l:r'-"-. i I hint : if you have a GS-17 vhon you want to prcrr.oco to a salary 
of $35,000 per yc-ar before the expiration of a year friv. the date he 
bocar:.? a GS-17, or you w;'.nt to prcnotc a C5-16 to a $36,000 per year 
salary, it is obviously easier to p,o to nn Executive Level V ($36,000) 
than a GS-IS ($36,0C0) because you avoid the i'hitrcn A.Tiond^rcnt.) 



Thc M.itten Ar or.dr.cnt tices provide f;'r ccrt.iln exceptions. The 
c;,T follcwin;; except ior.s cnn be r.-ado by chj I'cpnrtir.cnt .-.lone without any 
orlicr approval: 

a) If the person is in a job scries Itself ."^kips grades 
there ic an autOiT.itic exception to the prcxoticn of one grade 
at a tire provision. Host of those job series are in the GS-5 
through C'S-ll r.nnge. .\n cxn-ple are lir.n.igCTont Interns who 
generally enter govcrnr^nt as GS-7s and are successively 
prcr.otod tiie follo^,ing yc-ir to GS-9, .-md the follcv;ing year 

to Gj-U, 

b) A soco:ii exception is wi'cro an .employee has hold a certain, has left tha I-'jt'.:ral service, has reentered the Federal 
service -.v-lthin a VT'.r, .•■;:i.i bccT^sc of the jobs av.iilablc 
.'cccpteJ a Ic'.-.or grac>. v^jition. If thr.r. parson':; old job, or 
av.ctaer i;iTe lil:e it t'r.e.i cpcr.s i;p, he nay h-3 pro-noted back to 
that typ-.' of Job ann ;j,rn'.'c, nctvi ths tandinj the provisirns of 

the the Hhitten .'.rucnfJrr.jnv: . An e.x;;rplc wc.ild br the GS-7 secretary 
who gats prej^nar.t ••".'.d Vr;;Ti^:;ns to h.-ivc her c'.iild. Several 
ncnths later she decides to return to work. She seeks 
reemployment and accepts tlie only job av.-. il.''.blt; , that of a GS-5 
clerk-typist. A month or so her old GS-7 secretarial position, 
or another GS-7 secret.niril position, opens up. She cnn then 
be reinstated to the GS-7 level. 
The other two exception-; provided for by the v.'hitten Arrcndrcnt raist 
h'.- applied for by tiic Cabin. ;t; S>-cr .t ary , or Aceucy li-.-ul, and approved by 
the Civil Service Co:r.-niSG icn . Tho:;e exception-; are as follows: 



>>'hc-rp failure to t-r.^. nt suc h p.n o.crrtion wtll cnu?:o 
.1 pr .-tvo ir ?;;i!'. tv co tho '>..! i vi<' not: contorpl .tc.?>1 hy th?> 
inte nt of t he W- '.jttio n ■■ '• ont . The bi;sc c:<ar-;.<ie, ar.d perhaps 
the only one really f,r.niited for the rationale of "incoui ty to 
tlie cn'i>loy-:;e alone" is the follo'.-ing cnse. A your.n lady applies 
for and receives a career-conditional appointment at CS-3 in a 
Federal office in July of a given year. She has just co,T>plcted 
hor junior year in C0II030 and plans to work for the suruTier 
months of July, August, and Scpter.iber. In October she resigns 
and returns to college where she ccnplcCcs her senior year. 
She graduates in May, Phi Beti Kappa and sunm cum laudc. 
Kairlier in the sprin:; rho h.nd taken the Federal .Service Entrance 
Exa-.»ir.atLoa. She retcivos a certificate of eligibility for 
entry Into the ccdernl Governr.Ciit at GS-7. Sha applies In 
Juno for n Fcdural job. According to the t<;r!r3 of the Khltten 
Anieadaer.t it v.ouid be illegal to give her a GS-7 position for 
she had been apjjointtd as a GS-3 within tl-.a 52 weeks. Both 
the ycar-in-gr.iJe provision ar.d prc^^.otion limitation of oae 
grade at a tim.c u-ould b-; vioL-.trd. Hot.-2vcv, the inequity to 
the Individual in such a c.ise certainly was not contenplated 
by the i;itent of the V.'hitton Air.cnumcnt and jin exception would 
almost certainly he grr.ntcd by the Civil Service Corrinission. 

The oth<;r exception is wh-jrc the enforccn-.enc of the Uhittcn 
Ar.cndmcnt v;i 1 1 crcnfy .-..-! e::tti-iv; hTrd?;hio o-i the De pa rt:n.-rnt .ind 
an ir.c--;'.:ity to th-^ i n '.i vi du.-il . An cxnr.ple of this is vl-.ore you 
have a very unique position and you have a uni'jnely (qualified 
Federal oinploycc selected, licwevcr, th.-it employee tn.ny not be 
eligible for prcmotion because of the ycar-in-gradc provision 



of the V.'hittcn Anendncnt nnd/or he Is two grade levels lever 
thnt tlic position. The nep.irtncnt: is then left with but two 
cltcrnativcs if an e.tccption to the Whitten A;nc:id:rent Is not 
fjrnnted. Either lose the services of that unique individual 
for tliac unique position, thus ca>:sing an undue hardship on 
Che Department ("terms of art", acnirt !) or the Department 
must dc'.-ngrnde the classified level of that position -- and 
consequently positions under it -- which causes an undue hard- 
ship on the Department, and because the individual will then 
be pc-rforr.'in,^ respDns ibilities that were determined to be 
worth a hi>:hcr level of pay witliout receiving that pay -- as 
r.iy also be the case v.'lth subordinates to thir; position who 
will likewise bo dir-ngraciod -- it creates an inequity to the 
individual . 
p, CT'l":^ PAY SVSTi:M> 

There are ether pay systcns thiC t'r.atikf ully, are not subject to 
t'.s rules j.nd rcgulcit ic.-is of t'.io Civil Service Cccmission and Chose that 
aL:..rid to tht: CInruificatirn Act (CI p,-y systc-in) . The r.xociitive Office 
of '.no Pro-.;idc:it has in it., in adcition to the Co systcn, "adr.inistrntive 
(.■.2' funds" with vhich to pay en.ployoos. So thoy are atlc to si:-ply 
iiLr. sorr.conc aiul give bin £i_ny; salary, net to exceed C.>-I3, ir.ixh like a 
prl -ate corporat ion vould. 

The State Dcpnrt-er.t , USIA, Ain, and ACTION' (I'cace Corps) all have, 
in ai'.ditio.'i to the CS systcn, the foreign Service scale for their Forcfsn 
Service Officers, Koreign Service Heservo Officers, and Foreign S.-rvicc 
Staff. L)l;c the GS system, the For.2ign Service SysL.^ir had grades ^nd 
step-;, but except fcr wliatc-vcr rule-'; nay be pronulpatod by the Departments 
or At;cncies themselves, those appointn'cnts and pay systems are relatively 



uncncunborcJ by tho rules cIk-.C actnmi rhc CS pr.y system. 

The liopar Lf.cnt of Defc-psc, the Dj lartncnt: of Tranopcrca tion (Co.-ioC 
Gu.Tr<!) , the RoparLncnt of Hcaltli, nducaticn, ancJ Welfare (Co.i.nis£.ioned 
Officers of tliC Public Health Service) ami the Department of CoOTicrco 
(Ccir..T.issioned Officers of the Coast and Geodetic Survey) also have military 
pay systems .with their oi.'n .set of rules and regulations. 

Certain otr..?r agencies like the Food and Drug Administration of tl>e 
Dopartr.ent of Health, Kducation, and Welfare, NASA, and the National 
Science Tovindation have, in addition to th<5 GS system, a proscribed cuota 
of positions which, by Congressional statute, arc excepted frr;n the 
Civil Sc'vvico rules and rog'.tlatiov.s and/or the Clnssiiicaticn Act (GS pay 
sysCeti) .-nd ooarate tniich li';c thi: ad.-.inlstrative pay system nt the Exocutivo 
Office of the President. 

It is ir.portant to kmr.; at ti-o outset that aTl_ rcsitlons £irc pr^sutred 
to be career and r;ust ba filled or. a career basis u nlo'^s they are ;;:<cei>t:t-'d by 
Congrc-E, Executive Order of the President, or action of tha Civil Service 
C^r.-nission. What this iraans in practice is chat a fiiture to sciik sotr.o author- 
i?.ativ-<- for e;:cfepCing a position fro:.-, the career service auttn^atlcally thrusts 
that prsicion into the career service. Of course, the bureaucrats love that 
rule. A:;ninistr€Tt ion:; have often been accused of freezing, in positions by 
ctxivcr-irg thc.-n frcn non-carccr to career. Actually that Is not always the 
case. More often, as w.-.s the case in most instances of the Johnson Adainistra- 
Mon. siciply new p'»sitior:s were created oa top of older, lower level positions 
(l-.ycrinr;) , Purpcsely, affimatlvc stops to except these positions, even though 
they ir.Tt the criteria rcKardinj; oxcopted posltioiis, were not taken. Rather 
tli'jy would slnply pro.-.oto persons tc and fill tliosc positions with loyal 
p:c.t.*;".ts of t!:oir tcan who wcjld th^n be career by flat of cnission. 



(.1- 1) Cnrcor- C on d It i cn.-t 1 .-.pp o i nrnn -n t 

An appointn.ent in the cor.^pct i tivc (career) service at any 
level where tl:e incumbent has corr.plctcd less than three years of 
substantially continuous service in the Government. 

(n-2) C areer Appo intment 

An .TppointsTiont in the ccr..-:etitive (career) service at any 
level whore the incu.r.bent has cor.pletcd three years of substantially 
continuous sarvicc in tho Govcrrjr.cnt. Generally these three years 
are spent in a career-conditional appointment (see above). 

(n-3) Career K.^ecativi; Assivn-ent - CEA 

An appoliiti-cmt at tho G;.-15, GS-17, or C^i-lS level in the 
conpctitivo service and tvhico is subject to rcrit staffing pr«cedures. 
The Ir.toiiC of C.-.v^cr i;:;c-Cut ivo Assigmicrits voro for po.;itic>ri3 at the 
supcrgrade Ibvol roH^orned with organisational nanagoncnt and 
"hovisokcepin^ f . " Kovover, as incnticni.-d before, the 
Kennedy and Johnson Adnini.strations saw a good pnny, if not wost, 
of our policy-traking prcgvrtni r.ip.igcr positions becc-.v.c CFA. They, 
of course, ought to bo NEA. 

N.P.. Probst ionnrv Period 

A person in a carcor or caroer-ccndit ional appointment such 
as thos'j listed above is f;oncrally required to servo a 
probationary pcricd of cr.u year. Prior to conplotion of the 
one year paricd, the c-irpldvce 's "conduct and performance in 
tlio dutic" of his position ir.ay be observed and ho smy be 
separated fron tho service i^lthout undue formality If circum- 
stances warrant." (iPM Section 315) Since employees during 
tl-.ii; period have only lir;ited rcncval prctoctions, it Is the 
casi-;r Period di:ring which to disch-irgc an ei-.ployco scrvin.-; 


In n cnrccr appointmc-nt , 

h. E>:CK?T,^D ArPOINiy.K NTS 

Article II, Section 2 of the Constitution provides that the President 
"shall nominate, and by and with tbe Advice and Consent of the Senate, 
shall appoint Ambassadors, other public Ministers and Consuls, Judges 
of the Supreme Court, and all other Officers of the United States, whose 
Appointnients are not herein provided for, and which shall be established 
by Law: but the Congress m.-iy by Law vest the Appointment of such inferior 
Officers, as they think proper, in the President alone, in the Courts of 
Law, or in the Heads of Departments." 

By operation of that section of the Constitution, certain officers 
are specifically excepted a.s Presidential appointments requiring nomination 
to, and ccnfirnatton by, the 3c.K-te prior to appointaont . That section 
al^o provided tliat Congress v;ould bo the authority for dcterr.ining what 
other officers they will require fAui President to submit his r.orr.ince for, 
a-d who.T tiie Senate r-.ust confirrr., before said nopiince can be appointed 
to office. That provision also gave Congrrss tlic: right to dctcnnine by 
1;:,- these officials who can be appointed by th.: President alone, and 
trrse positions for whicli thoy nay vest the appointing authority in the 
D2-.= rtrncnt of Agency licads , (ilotc: the vesting by Congress of appoint- 
ing authorities i;i the "Heads of Departr-^nts" is a direct constitutional 
line of autliority, and Is nnr - a delegation by, or through, the President.) 

Congress h-s, by law, vested most of the appolr.ttr.cnt authorities for 
GS-13 and below directly in the "lieads of Dcpar tr.onts", subject to the 
Civil Service laws and regulations. Those laws set up the presumption. 



as rr.cntioncJ previously, th.Tt all positioir; therein are c.nrcer, though the 

law provitles that positions tray be excepted by an Executive Order of the 

President making a position a Presidential appointment, or by action of 

the Civil Service Conmission. There arc definitions and standards by 

vhich a dccerninatlon can be nnde whether a position should be excepted/ 







(h-l)Pr c-;idcr..t:ial Apnoin-.- .-r.t H fr-r. Ser.nte Corri-.:rat_t jn -_ PAS_ ' 

Thcao aru j-ositinns, dc tornin.-d by Con}',vess .wherein it Is 

n^'fcesyary for the Pro.sicloL^t to no.hinnte to the Sen-itc his c^'-ndldatc 

for that position. L'pr.-, cnfimrion by tho Senate, the Prcsidc'it 

nay th?n appoii\t cat-.JidaLC . Thrt candidate servos as the 

pleasure of the President unless by law his is specifically 

stated to bo diffe>-ent. 

(b-"^ P rc.T i d cj-i t i -iL Apr' ^ '.! ".^I' jir-l' _Js £.•_' L'^llTiL^' !l:lt£. Conf irratl 'on - 
By Kercr^s A i-ir-- .:ii: - ;AS- il 

A little V:ncwp. and utilf::od section of Article II, Section 2 

of the Cor.stitut ion provides "the Prcsidcint shall have Power to fill 

up all Vacancies that nay happen during the Recess of the Senate, 

by granting Cox-nissicns which shal l ex i'i re at th.? End of their 

noxi: Session." (emphasis added) This irear..-:, therefore, that the 

President can appoint niui h.avc serving in .i Presidential appointment 

re'juirir.^ Senate cam'irtr.ation an individual not acted upon or 

confirmed by thi; Senate for up to almost two years if the appointment 

is nad,:- diirinr, one of tl.e recesses of the Senate. The pi-rscn, upon 


liis ai)pointncnt , n commission \;hlch runs during Che existing 
session of the .Senate and through tljeir entire next session. Kvcn 
it thnc sa^c: person is concurrently ncninated to the Senate and 
they choose not to confirm hin, lie still retains his office and 
coi-irfissicn for the stated period of time. (Sec J'aRO 75 for further 
(h-3) Trcidcnt ial Appai ntcents - P A 

Presidential apnointr.ents are those officials appointed Co 
positions dcsignatod by Act of Congress, or Executive Order of the 
President, as positions filled by appointr.ent of the President. 
_(b^) Apyroval of t h± Prosidcn t - AP 

Th'.'sc potlticns vhich been vested in t!ie heads of DeparC- 
inerits but which by \:tw , or i':<ccutivc Oidor, reruiro the President's 
approval of the no:irl.ncc. i>->.'cii positions may bo eif.har career or 
nci-.-car-isr. For ex.-ri-olo, cnvtain Assi.-tant 3^H-rol;;rios for 
Ai .ninir; tratirn in cnpru-trw nts ars career 3f.pointr.cnts made i/ith the 
noprcval of the President. 
Ik^)__ Kr^::c-rc.:r_ E>:r;cutivn Arsi; :n-wn;: - NKA 

An appo!.ntini;nt at the G'J-16, GS-17 or G;;-13 level which has 
been excopteil frtm the cor-,pct itivc (career) service by the Civil 
Service CoT.'.ir.s ion and is, theroforc, not subject to ncrit staffing 
prcco<K!ro;; . To qualify for an Nf.A ass ignincnt tb.e positlci must be 
one whG.-;c iacu^bar.t will l)bc deeply involved in the advocacy of 
Aurr.inist:rati.>n pi-o;;ra:-.:; and support of their controversial aspects; 
or 2) p.irticivv-itc significantly in the do ternination of rr.ajor political 
policies or the Adr.inistrat ion ; or 3) sor\c nr incii.r.l ly ar. a personal 
assist.inf: to, or adviser, of a Presidential appcintce or other key 
political fv.-;ure. For c::.'.r-.ple, an Assistant to tho Secretary of a 
Cabinet Di-partr.-.iint mi,;ht \/ell hold an NCA appointr.icnt . KE.\3 arc 
the ;:ur'er"rade ecilvalent of "Schedule C." 


(b-5) Linitcrl Lxocit i v o As?i 5;n-cnt r LF^\ 

An appcint^ant at the GS-16, GS-17 or GS-18 level in the 
coir.poti tive service which is not subject to merit staffing procedures 
and ••■.■hich is limited in tenure from one to five years. Such assign- 
ments arc usually authorized by the Civil Service Cotnmiss ion for 
positions considt red to be of short duration and when the agency 
establishes an unusual need that cannot adeqi;.ntely be under the 
procedures required for a Career Executive Assign-ent. 
(b-7) Schedvila C a p pcint Tient 

A position, other than a supergradc level position, which is 
excepted from the co~pctitivc (career) service by the Civil Service 
Coranission. It is excepted du; to the policy de'.crminins charr.c ttr ic- 
tics of the position of the nati'.rc of a close personal and confidential 
relationship bott-een the iacur.bcr.t of the position and the bond of 
the agency or other key cy.ccptod official. Exa-plc. an assistant to 
a Cabinet Secretary or Assistant Secretary or a confidential secretary 
to one of these officials night be in a Schedule C position. 
(b-8) _ Schr:d'ilc A apno ini.i.^c-nt 

An appointment which is c::coptcd frcm the ccrpotitivc (career) 
service by the Civil Service Co:nnission. Schedule A positions are 
defined as those other than those of a ccnfidonrlal or policy naking 
character and for which it is impractical to c>;a;r.Inc. For cxar.plc, 
all attorneys in the Govcri-.nent , unless otherwise excepted, are 
Schedule A. In the 1950's the American Bar Association successfully 
questioned tiie government policy of an examination ff.'r attorneys 
based on the fact that all had to successfully pass a bar 



c/.aniiiation Cor a license to i)r.iccice. As a result, Consress 
passed a law prohibiting tlio govorntrent frcr.i spending any money 
for the purpose of exanining applications for attorney positions, 
though the Govcrmicnt cCMild rcfjuire that an attorney be adnitted to 
practice. Thus it is in-practical to examine attorneys. Schedule A 
authorities are also frequently used to hire the physically 
handicapped, the mentally retarded and certain disadvantaged students 
for suir^er emplostnent. (Sec FPM Section 213.3102 for a full listing 
of the uses of Schedule A.) 
(b-9/ B a npointr.:ents 

An avpointti-.ent vhich is c::coutad from the corrpetltive (career) 
service by theCivlI Service Cn.uaission. Schedule R positions arc 
otlior th.-iii those of a conf iiiencial or policy dctcrninirg character 
and arc eNccoted on the basi-; that It is not practicable to hold 
coi-petjtivs cxaninaCior.s for them, 'fiv; Civil Service Cciivmission tp.ay 
des lf,!i.-itc, hc;evor. that norcc .'petitive c::.-im illations be given. 
Schedule 15 authorities have been used prirr.arily for the appoitittrent 
of persons to new positions for which there arc no classification 
standards established and no re^ifstors created. Vor cx;:i--plc, during 
the Kennedy Adr'.ini:;tr,ition whon the Office of Econor.iic Opportunity 
vas created, r.cnt of the positions in the new agency were excepted 
under the Schedule B authr>rxty. The rationale for this wa-; that 
duo to the experimental quality of the new agency, and the uncertainty 
of exactly what the new positions would cntial, it uac not practical 
to establish star.dard.i and civil service rc£-,istcrs iirncdjately for 
the coinpotit tvi' cxaninntion of applicants. This sar.c rationale was 
used by Franklin I). Roosevelt when the alphabet agencies were created. 


All thoso crploy-^cs were pl.-iccd in cxccptoJ n;';>ointronts nr.d once 

tlic! f'.irty faithful were i'.\ place, Lliey were given career status 

by Hxccutive Order of the Prosidcnt. 

Schedule E autiior itici are also used for positions of short 

duration, such ii:; census takers. 

(b-10 ) To r ^norary Appolnirr: onts 

Tonpora r y Li m ited .'■■i)point-.ants 

An appointmijr.t t:hich n^ay ba made for a specified period of 
tiir.c, but not to exceed one year. This type of 
tray be used to fill temporiix-y positions or to fill a continu- 
ing positica for a terfiorary period. Such appointeos do not 
ai;(|uiro cr;..potxttve status and ray be separated at ar>y time 
by notice ir. wriLin;;; irc-. an appointing cfLtccr. 'fliii: type 
of appoLr.trr.t'nc 's nl'. -yr; u.><^d for recr.ploy;J aan'iitar.ts who 
have rcMch::;d ti:-3 age of 70. 
Ten- i Appj tnt. T.or.t 

An .ippointtn&nt whieh nay be used to fill po:;iti'ins thcit will 
last lorgov than or.o year but are of a project nature and will 
tornir.acc upon ccripletion of the project, 'form appointments 
nay bo irade for periods in excess of one year, but may not 
exceed four years. 3i;ch app.ointirionts require the prior of the Civil Service Ccrnission. Tills type of 
appointment lr> not to he confused with terrr.s of office specified 
by la-.-? for Presidential appointments. 
Special Nerd Appoi n tr.:! -i-'rs 

A te.-.-.porary .-;ppoint.:nrnt which iray be r.ade for a period of 30 
days and which r-ay be extended, upon approval of the Civil 
Service Conmir.s ion, (which approval Is ur.jally autivnaticilly 

f.rantcd) for an 30 days. Tliis is ron.^idcrcd an 
"cmorgivncy" ni-point^icnt and ror,t Hopa rtrxnts V.avc c!io authority 
CO r.-.nko such "special need" appointt?.ciits for the first 30 days 
without prior Corr.T.ission approval. These appointtrcnts are 
particularly useful for bringing on board persons inured i ate I y 
pcndins final clearances or, in the case of persons being 
hired in the career service, pendinjj their certification by 
the Civil Service Ccrniission. 

Tempora ry Appointrr 'nt Pcndin . q Establ t of Re gister - TAPER 
A temporary appolntnicnt made for tha rationale of ixncdiate 
need for a certain employee or type of ctrployee "when thci-e are 
insufficient cligiblcs on a registor appropriate for fillins 
a v.icancy in sccor.tinuin.7 poslticn and the public intorcst 
rcr,ulrcs tlu-.t the vacancy be filled bofore cligiblcs can be 
certified." Crigi:-...lly , this typu of appoint^r.oat 'vas est.iblishcii 
to allow for tho .-ppointn-.eut of Individuals to inid-levcl 
adnilnistrattve and iran.-j:c!^ant positions which were not covered 
by special occupational groi-p registers. Since the establishnant 
of TA?i^R appointr.^rats, hov.wiir, the Civil Service Coa^nission 
has the Mid-Lovcl Register for this purposa. It 
ts still a ujieful device for hiring a person on a temporary 
basis and gives you the added flexibility of being able to 
pioriote that person without regard to the '.-'hit ten An-cnd.-.tent if 
dicy are suhscqucntly given a career-conditional appointment frcn 
a register. For cxanplc, you night hire a CS-7 secretary under 
the TAPER appointnent authority. After a few months, the 
secretary ray subntt her rovn 171 to the Cc^-.Tiission for a Hid- 
Lcvcl rating. If on the basis of her qualifications tlic 
Conn;isslon dctoritiiner. that secretary is clirjiblc for a CS-9 


Icvol .nppoir.tir.ent , you my tlien appoint her, once she is 
in reach on the rc~istcr, to a carcer-condit Ic-nnl ]>osltion 
at the GS-9 level. TAPER appointrrents under these circumstances 
count toward the length of service requirement for career tenure, 

(b-n) Consul tnnt- and r,:<.;c rt Ac DOintr-onts 
Consulta nt Appojntm cnt 

An appointircnt of an individual who serves as an adv iser to 
an officer or instruxen tal ity of the Govcrmrcnt. Such a person 
performs purely advisory or consultant services which doas not 
include pevfortnance of operating functions. Consultants nay be 
employed as temporary or" intern'i ttcnt employees. 
K>:n.:rt AnpointTi;nt 

An iippointr'.ont of .'.n ir.lj viflual with "excellent qualifications 
and .1 hir-.h desroe of nttainr.'inC in a professional, scientific, 
technical, or cthar field." Such an employee is appointed for 
the purpose of using his c-xpert talents on a particular project, 

(b-12) Other A: >pointrr.-nr Au!:hori ties 

As in the ca'.e of pay levels, othtjr appointiront authorities 
exist within r'c-deral Covernr.ent, althouj^h thoy arc not 
f^oncrally as wide sprc.nd as those listed above. 

Tlie State Department. USIA, AID, and ACTION (I'eacc Corps) 
all bnvo, in addition to the appointment authorities listed 
above, the authority to appoint Forei;^n Service Officers, 
ForoJj;n Service Reserve Officers, and Foreign Service Staff. 
Tim appointment criteria and vegnlations v.-.ry fvcm agency to 
agency, but it is oufficinnt to say tl>afc ttie Civil Service 
Con.nission has no authority over Foreigr. Service appointments. 



Additl'.mny, the Departnont of Dcfcns,-, the De-.jnr tnicnt 
of 7ransi>ort.Ttioa (Coast Cunrd) , the Departnicnt of IJealth, 
Education, and Wclfnre (Connusr. icncd Officers of the Public 
Hualth Service), .nnd the Department of Ccmxcrcc (Coirr.isstoncd 
Officers of the Coast and Geodetic Survey) have military 
appointnent authorities which have their c'..7n rules and regula- 
tions and do noc come under the jurisdiction of the Civil 
Service Ccri.-.ission. 

In addition, certain Departments arc authorii:ed by the 
Civil Service Cor.-r-dssion to appoint, under special authorities, 
persons with particular scientific and technical qualifications. 
(;jc.:= '"K'. Section 305-1 for detailed inforr iticn) . Such persons 
r.ay be given any type of appointinent the agency v;ishos using the 
special authority as ratioaale. Regardless of t'.ic actual typo 
of appcintTT.ant us'^d, the er-ployce acquires i?rT.ediato cc-ipe t itivc 

3 . a??ot::t::k::t^ jENrrK,' pro:-:otio>:s. prMorio'S. kfas51g;;m:- nts (Zy Ty pe 

('I'JL 'Xyp:; of Ar-point.T.ntj 

It is JT-prrtant to understand the appointaicnt , tenure and other factors 
affecting positions in the Federal Governnent. In this section vc briefly 
dcscriri the tenure of eacli type of appointment, and the I'.oss ibi li t ies of 
prc-rricns, dcrotions, reassi gr-.r.onrs ar.d rcnov.ils of each type of appointir.cnt . 
Gcncr.-illy speaking the tenure of an appr.i ntr.cnt is granted and governed by 
the type of appointment under v.'hich an enployoe is currently serving, without 
regard to ivhethcr he I'as competitive status or v^hethor his appointmjsnt is 
to a ccrr-.petit Ive position or an excepted position. 

32-818 O - 74 - pt. 19 - 25 


BoU'jve it or not the Civil Service rules nrd regulations, ns cotnplcx ap.J 
rostritivc as wc think they .Tre, un net cause mo;;t of the prcblctr.s . The 
b'jrcaucrats , not satlsfiod \/ith the unjirecodentod protection and job 
security given then by the Civil Service Ccr-„-;iission liavc , in various D'jpartr.ents 
ar.d agencies, piled a trazo of departmental regulations on top of the CSC 
regulations. The Civil Service Cc-.r-.iss icn v;ill require an sgcncy to follow 
its o'.n regulations even thcugii they ray be far more restrictive and far r.orc 
excessive than the CSC regulations. 3o-e exair.ples : In HEW career rights 
were extended to all attorneys though by CSC rules they arc excepted enployces. 
Sor.c dcpartn.jnts have extended the notification procedures of the Veterans 
Proferciico Act to all crr.ployees. A few agencies allovod hearings and 
ap'oes^s if a person vas tra:is£erred to a post outside a fifty rrile radius 
frcin his present gccgrap'aic;:. 1 location. Cur best advise is to rerr,ok-> them 
all and write denartr.cntal regulnuioiis r.arrcvly in tin-; v/ith the Civil Service 
Cor.r-ission regulations. out la -:> ny c.-.,c before relyii-.g alor.c en this lonual the Civil Service regulation;;, CHEOk VOU:^ DH:PAR'i^:c:;T CR AGr:r:CY RKGLXMIONS 


Career nnci C.-^.recr-Cond it iona l 

In tlu' last section v;e defined a career appointir.ent as an appointi.-.cnt 
in z'r.Q co;-petitive service at any level '.vh.ere the incunibont has conplctcd 
throa years of subs tant Iril ly continous service in the Govcrnmcat . A 
carecr-condl appointir.ent v?.,; defined as a position at any level 
V/liere th-^^ incur:bcnt c^i-plctcd loss thnr. three years of substantially 
continous service, in the govcr:^r!ent . Wc also noted that the fir;:t year 
of a career or carecr-condit ior..- 1 appointment i;; usually, although not 
always, a probationary period during vhicli an ertiployc'e whose per f orTrancc 
is determined to be unsatisfactory i^ay, in the vjords of th.c Civil Service 
Co;:-,Tiss ion, "bo separated frotn the? service without undue formality." 


-69- the prob.Tticnary periorl only very litnito;! i)rotcct: icns nre available 
CO the ot^ployoe './ho ir. beir.j; rcv:.->\'cd, past ch-i conplctiop. of t!^c proh.nt ion.iry period, ho.,.ever, persons 
fjcrving in cax-ocr or career-conditional appointr.t-nts have certain protec- 
tions x;hich are spelled out in the C^C rules and reg. Nations . With few 
oxcptions, the ten-jrc of employee? serving in si-ch positions is referred 
to as cgr cor ten ure ar.d is practically forever. 
(a - 1 ) A ppointment 

Appointirent to career positions must be made frcm a listing 
of three ir.J ivi duals certified to the Dopartnint or frcm the 
Civil Service ion. It right be of val'jc to digress and o::plain 
the CSC system of rating c;i:-.di;;atC3 to detcrtr.ine their eligibility 
and the certification pro-css. 
The K -Tt in 2_ZX£L-^l^ 

For entry lovol pcisitlc:;^ at: CO-1 throj.::!i C3-8, a per-cn to be 
placed OP. the register >'.ri'iy ici-' a written e:-car,-,inii:ion, for the 
type of jobs for which lie v;ishj:5 to receive an eligibility rating, 
to the Civil Service Cc :;-'.issi'~n . \i:- Is then .'.ivjn an objective 
score. If he passes th; r ; tion vith thn nini;.n:n ri^quired score 
of 70, they •..-ill then given hi-i an eligibility rating (such as 
eligible for 03-5 .^nd CS-7) for t!ie appropr iafn typo;; of positions 
for which ho applied. Those -ho havo recciv.-d an eUgibility rating 
arc then placed on the register for the typ.j of position applied 
fcr at the grade levels for '..h'rii they have received tiie eligibility 
rating in order cf the nimoricil scorrs attainod on tiie exa ninnt ion. 
For i-ld-lcvcl (Go-0 thro:;-.ii Co-12) n;-.d Senior level positions (GS-13 
through CS-15) tiic candidate s^.bi-its his "V ppllcat l-.n for Federal 
i>ployr.ent:" (Korn 171) to th- Civil Service Cr r.-ission . The 



Civil Service exr.ninrrs tl'.cn cor.cuct an ">n" by evaluatlnc; 
his cd'jcation iw.d c:r,plP>Tr.ent cxp.crionce. E.-.scd on this evaluation 
the cnndidate receives ;in cl i;;,ibility rating for the types of 
positions applied for. Note : A candidate might rccoivc different 
elieibility rarinns for different types of jobs. If a candidate has 
extensive experience as a finar.cial manager and limited experience 
in the field of public relations, he r-.ight receive an eligibility 
rating of GS-IS-K -15 for positions in the financial tranascmenC field 
^.•hile receiving an eligibility rating of only G3-11 for public 
infornatien positions, 

Tl-.o.-;o car.didatf^s rated ar; eligilile for mid-level and senior 
level posiiienr, are th-a plncr-d oa the register for tho areas and 
grades in '.vhich th.ey r.ive been ratou as cli,f;ible. Ancther inportant 
i \otg: Jest because a ca.'.dic-;i:e r.V.c.:; yen a Itter frc-:^ the Civil 
Service Co.T.nission iv>'jvfyi:-;.i liin that h.r h;:s betn rated eligible 
for the ,';rad.j and type of position you art seeking to fill dr?s not 
cntLtl*; your department cr the candidate to have him hired in that 
position. lie rr.u!: stil' be r ?.-!:i rior*. to the- agcr.ry, according to 
the "ncrit" system thfc':;'h th.p certification process v.'hicli we shall 
riiscusa shortly. 

In the case of veteran-, five points is autc^.at ically added to 
v.-hatevcr score they ruakc for '.-.hatcvcr exar.iin at ion they have taken. 
This is called 5 point vetrrarr; preference. Disabled veterans are 
sirilaily given a 10 point preference. 



Tli^ Cortif lea t±(r^ Proco ss 

The certification y.roccs-j hcrjir.s when ycur HeparCncr-C or Agency 
stib.T.its to th-i Civil Service Coirjriission a job description, and a 
forn outlining the selective criteria you are seeking in a candidate, 
for a specific position. 

In the case of entry level positions, they sicply take the top 
three cnndidites in order of nur.-crical score, which trect your 
select ioii criteria, and certify their, to your Doparttr^cnt or Agency. 
The Department or Agency n'.ust then select from among these three. 
It can, hc'vcvcr, reject all three and ask for a new certification of 
the next three on the list. Hovovcr, when so doing the Dopartr.ent 
or Agoncy must o:-;pIain the the CSC's satisfaction seme very cogent 
rcaso:i.s why none of the first three were selected. 

For nid-let'el positicni jip.J senioi- level positions tl'.e Corr.Tission 
"spins" tha register, '-'hrt thin r.caws is th.-y take the list 
of eligibles on a giver, rogiritiur wl-.ich is appropriate to the position 
you seek to fill, and using this selective cx-iteria dcter:nino the 
tlvrrc "nost qualified " that i-eet that criteria. They do so by having 
a pan.^l of throe persons give a rating Co each eligible v;ich respect 
to each of Che selective criteria you have specified. Tljcse with 
the three top scores (•.hicii vill include th.osc vho have attained 
that score by veterans pret'crer.ce) will then be certified to your 
Dcpart~ont or Agency. A;;ain, you nust select frra among the three 
certified candidates. It c.n, hot;cvcr, reject all three cligiblos 
and ask for a nci; cert i f ic.iticn of the next throo on the list. 
However, when doing so the I'opnr tn:ent or Agency nust explain to 
the CoTT.lssion sotr.o very cogent reasons why none of t'ne first three 
were selected. 



Vrrv itp^ort- 'int note: Because of the siibjcc ^ of the 
certii f iciLi O.I process witli rcspocc to riid-lcvcl nnd senior level 
positions there is renlly no "merit" in tl.e "merit systcn" snve 
the; ninimu-n '. ual i f icat icns that a candidate be eli£;iblo. First 
of all the panel uhich "spins the register" is usually cr.adc up of 
one rponiber of tlie Cor-r.ission staff and two persons selected by 
your pcrsonnol office frcn yoar i>epartr;ent or Agr-ncy. Secondly, 
you'll retncnber the panel rates the eligible'; on the register on 
the bisin of the job description and selective criteria that your 
personnel office has submitted to tl-.e Ccr.-r.iission. Togcithor this 
liss ths effect c^f siir.ply turaing tl.e "career nor it system" into a 
devic.; by '..''lich the- bureaucrats operate their cv;n patronage system 
while tolling the politic i.-.-'.T to "krop th.cir h.-tnc!.? off" so as net 
to intcrfer vitb. the "t7.;!vit systi-nV The best v.-.y to c;;plain v;hy 
'.!c. state it's the burc-mcr^t ;c patronage aysrcm -- they can really 
insure the ceri: i f ic.ition of jo-^or.e !.n:!y have pro-seloc ted , a r. I s o 
c.'in yo-j -- Is by t.nkif.g ■ y^ u through an cxa-iplo of tho r.'ipe of the 
"pierLt systf. .Ti." 

Let u? as'^ur-.e that you h.-vo a c.-Jrc'^v oporilnc; in your Dep-:irti:-enC 's 
porscnnel office for a Staff Rvjcrui tr-.:;nt Officer, i-ittii's in Crcnt 
of you is your college roo:--atc frcn StaAfr.rd IV.ivcrsity in 
California '-h.o vas born aad raised in Sin Trancisco, Ho tcoeivod 
his lav degree fro.-n FJoalt ilall at th"; l"n Ivor '-.ity of California. 
while stiidyin;-, for tlie bar he •.r.'rkcd at an .-:dvi re is ing agency landling 
i:c-.s paper acc-.cuats. lie also i.jrU.i(i .i"^ a rep.>rt-.-r cr. the colle;;,c 
nei.'.'jp.'iper . V.Tur pfrsonm^l experts ju'ige that "ne could receive an 


cligihility rntin-,; for .i GS-11. 

The fir5t ihir.y yon do is tear i!p the old job dc-Jcr ipCion 
that goes \iith that joh. You thon hnvc n ncv one v;riteen, to bo 
classified at GS-U, describing the duties of specific Staff 
Recrult.Tiont Officer as directed tovard the recrui ttr.cnc of recent 
law graduates for entry level attorney positions, entry level 
public infornation officers for the creative arts and college new 
liaison sections of your public inforr.aticii shop, and to be rcspoa- 
sible for general recruiting for entry level candidates on the 
West Coast. You follow by listing yo-ir selective criteria 
as follows: Education: >"-.". and LL!>, stating that the candidate 
should liave extensive e:-;i->cric:ic2 ar-.d knov/lodge by rfasoa of cniplcy- 
n-.oni: or ror.idonce of th>; V.'t-st Co.jst. CnndUiatc siiould iinve attended 
or be {'.••.r.ij 1 iav witli la-.; l^c'uv'oTs, and ins til u tie.-, j of hij^hcr educat'.on, 
preferably on the '.'GSt Cease. The cr.r.didate :;hc;uid also por=;ess 
sone kiiovledf;e by '.■c.isona of cdr.cacicn or <?>:pi.riei-'ce of the field.'; 
of colleso journalism, adverti.-ing, and law. 

You then trot this candidate's Application for Federal Er.iploy- 
nent over to tlie Civil Sei-vicc Con^.->i5s ion, ..ind shortly thereafter 
he receives an eligibility rating for a G,'>-11. Your personnel 
office then sends over the job description (GS-ll) aloni; with tlie 
selective criteria which based on the duties of the job 
doscript ion. V/hcn the r.CT.-.cnt arrives for tli.-; panel to "spin the 
re^i^ister" ynu insure that your personnel office sends over tvo 
"friendly" bureaucrats. The register Is then zpun and yo-jr candidate 
v.'ill cert.iinly be anions the only three wlio cvha ti'-ec the selective 
critora, r.iist less be rated by your tuo "frici.dly" panel r.e.iibers 


as among the "highest qvinllCicd" that ncet the selection criteria. 
In yhort, you write the job description and selective critcrin 
around your candidate's Forn 171. 

There is no merit in the i^crit system I The fact is that the 
Civil Service Corar.ission and the bureaucrats in the personnel 
system recognize this truth, for the Civil Service Comnission, 
brazenly, even allov.'s tlie Dopartnants and Agencies to n.-in^; request 
a particular candidate v/hen asking for a certification from the 
(.1-2) Rci oo val 

Due to the r^aze of Civil Service rules and regulations, it is 
very difficult to rerr.ovc an c::-,ployee serving in a career appointr.enC 
once he has ccrailetfd Che i-TcL-ationary period. The only x^eal 
grounds for rc;noval is "Cor :juch c.iuse and \;ill protr.ote the efficiency 
of the scrvics..." (rPM Sccti..:; 752.10-'O Agercios arc Ksnorally 
responsible for rer.^yvLng, dcv.oiiing or rc-assigniiig any cr-.ployee v;hose 
conduct or capacity is that or.e of these actions will "proinote 
the officicr.oy of the sericc." Condv:ct which r-ay allow the depart- 
ment or agency to remove, dei-ote, or rrnssign an eti^ployoo for this 
reason are listed a-; follov/s: 

1. Removal fx-om CTrploy.rcnt for r^iscondiict or del inriucncy 

2. Criminal, infarnou-;, dishonest, immoral, or not;n-iously 
disgraceful conduct, 

3. Intentional falje statement:; or deception or fraud in 
e>:."rr)i;;.- tlon or appoi nt'ient. 

A. Rolr.s.;! to furnish ccstinoney as required by SfcCion 5.3 
of Rule V. 

5. llabif'.al use of into:^icating bcverares to excess. 

6. Roa'ionahlc doubt of th'i loyalty of the person involv.-d 
to the Covern.ncnt of the Lnitcd States. 



7. A person who soek:. the ovorthro-.j of the Covornrr'.ent by 
force, violence or other unlw.-ful r.enns . 

8. Menbership in an org.inization that he knrws seeks the 
overthrow or the Covernr-.ent by force or violence, 

9. Participation in a strike the Gcvornir.ent . 

10. Membership in tha Co.Tjr.unist Party of the United States. 
Unfcrtai-.acoly tb.r; Vciat ir.ajovity of bureancr.-tts ycu nay wir.h 

to rctp.ovc will not fall into nny of tn.ose categories, and generally 
any action taken to i nvoli;;T. ar i ly remove an cr.iployee, other than 
iind-3r the circumstances listed above, will be considered an 
.-\dverso action against the cr^.plcyce. The adverse action 
arc cxtrcr.ely lengthy and tirri^ cons-.;ping and are o'jtlincd briefly 
as follcv;3. 

Civil St-rvico rules and rcg-.ilaticns rcquir'? thnt the erriployoe, 
against v.-hom adverse act^ca is sou^;h.t, is irntitlcd to at lea.vt 30 
days advance written notice stating all the rc..t;:i.r>i for the proposed 
action, 'flic action proposcci r-.ust bs just that, a proposal, and the 
notice should not indicate that a decision has alve-ciy been r-ade, 
Tho CT^.ployoc r.nst bo givi.:i-. a rcasonr.blc timj tc prepare and sur;:-,it 
a reply to notice and the ar:;oiint of tine given ruist be 
Cv'^ntained in tlie Cir.ployee ' s advance notice. I'.e also have the 
right to reply in writi.-.g, or porscaalty, to a superior. 

Once a decision has been nadc to cith.-r pr^'cecd or not with the 
adverse acticn, the e-iployic has t!:c right to a written, dated r'.oticc 
in fcnning hi:r of the d.. <; i s : -m and his a;ipcril rights. This notice 
nust be given to hir- at the earliest possible date at, or before, 
the Lir.e the action '..•ill be iradc effective. The cr-'ployec rust be 
fully iriformed of his appeal rights to the agency, if any, and to the 



Civil Service CouJ-.issirn. This snrrc procedure npplics to any 
action tfVon t.i cnployec serving in a cnrcor nppointrcnt 
whicli c?u.ld be consi<^crcd an adversity (such as suspension for nore 
tlian 30 days, and reduction in rank or cc.-,ponsntion) . 

Because this procedure is lengthy, and due to the fact that the 
resulting publicity can do ^reat harm to the Dcpartrr.ent , it is 
sui;;gcstcd that you study the techniques outlined in Section III, 
Chapter 3 of this Manual, 

It is, ho'.'evcr, important to keep in nind that ttie adverse 
action procedure does not apply to voluntary separations such as 
resignations, rnndacory re t ircTc^nt , disability rctircnont and 
r.ilitary separations. It is not considered inprcppr by the Civil 
Service Cotvo.iGslen for an agoicy to "initiate a dis-jusstcn with an 
e.nployec in v;hlch he is givrn in i-lcction between leaving his 
posltlcn voluntarily or f;'.ci;-,g charges looking tc-.-ards an adverse 
action. Neither Is in irpropor for the agency to atte>Tipt to 
influence the employee's decision by pointing out hc'.7 one of the 
possible altermtivos i.ill be in his be^t intorcscs, as Icng as this 
does not appo.-xr to be duress, i:it itiidation or deception." 
(a -3) Ocr.otions 

A de^rocion in either pay or rank (scntrs) , as stated later 
in Secticn III, Chapter 3 of this lianual, is considered to be an 
adverse action against th.e crployc-- if it is based en a decision of 
an adinlni ^:trativc officer and is not part of a reduction in force 
procedure. A reduction in rar.V. (L;;r;-ot ion) does net refer to the 
cr-.ployt-c's grad-^ but rath.^r to !iis re-lative status or st.mdlng 
in th.e agency's cr^ani/^at ional structure (status). As explain, >d 
later in .Section III, Cha.itor 3 of this >-in;;3l, tii.> movement of 
an c'pploycc froi.i one position to ai-.oth.jr v;ith loss status than tfsc 



onc previously held is grounds Cor an adverse action. 

A reduction in pay (dcnotion) is also considered an adverse 
action if it is a result of a decision of an acninis tra tiva officer 
and not tlie result of a reduction in force procedure. It should 
be noted tliat the tern pay refers to the employee's basic pay 
and does not include differentials for hazardous work, overtixe 
and iioliday work. 
(a -A) Renss jgnr r.ents 

A mass ignrr.ont i." the niover.ent of an enployce, while serving 
continuously within an agency, froi:i ona position to another without 
promotion or ceriotion. In this Mirual •.-.•e have u.3cd the terns 
reassi>;nmcnt and trariSier Lntorchiingcably although they are not 
defined as the by the Civil Service Con-.-nis Jion. 

An eT.ployao serving in a car!;er appoiiitn.jnt tp^Ty be reassigned 
to another poslticn for ';hirh he qualifies on a norccmpct itive 
basis. Gcc;;raphical ror.ssij^nn-.ents arc frequently used as a hopeful 
removal technique and those are outlined in Section III, Chapter 3 
of tills ;-bnual, 

b^, r:. .-\i2i\ r.K zcVii vL AS^ •!:GN:^^:T5 - cea 

As seated previously, an cr'.ployce serving in a caret-r executive assign.-.cnt 
is a TT-roer e;r.ployc.e •■.'ith career tonu>-o if he has co-plctod, or is excepted 
fron, the service requircrent for career tenure. If he li.-is not ccT.plcted, 
or is excepted fron, the service rcquirefont for career tenure, he is 
considjrcd a career-conditional OK^ployee. 

There is no "exanina t ion" per se for career executive assignncnts, 
but there is a so-called "merit system". All chose currently 
er,;ploycd in tlic Federal Government at grade GS-15 and higher, and 



all th.ose persons rnLcd eligible for GS-15, fill out special forms 
nnrl rhen are placed ir. the "l-x:cutive Invcr\Ccry" of the Civil 
Service Com-ni<;s ion . Upon a roquer.t from a Dcvartrent or Agency, 
ncci---janied by the a]r,->ropria te job description and selective criteria 
forir:, a panel is ccnvcncd, an executive inventory is "spun" in the 
sar-c tnannor that they "spin the register" for nid-lovel and senior 
level positions. The three candidates receiving the highest rating 
acccfding to the selocticn criteria arc then certified to the agency. 
This system is as devoid of tr.erit as the san'2 system is for mid- 
level and senior level poiitlons. The satr.e gar.-.os arc being played. 
Iic«'e/cr, the Civil Service Ccir-Tiis-sion had made this ballga;r.a even 
taoro v^ide open. l^aay Dcp,-rf:'or.cs «r.d Agencies have been dologatcd 
the authc-rity by the Civil Service Crr.M'i:;sion to foiT. F.xecutivo 
Hanpi;.^"ec Boards and ccnduct tl;j vholc panol and rating process x-igl>t 
witiUa the DopavcTr:'.'-.;t or Agency. Xh.i only caveat is that the 
Co.— .vssion retains thr rig;ii: to certify tho selectee that er.icrgcs 
froa your 0? .^ar truer. c or A-;-.>.;cy 's process as eligible for the pesiticn 
and grade to '-.hich he is bei'n; nppointei . If your !>cpartr.v:ni: cv is iio:- curr'.';-.i:ly takin;; advantage of tlii,-, cnvte blanclie 
it ought to do so i..:-.ncdlatsly. 
(b-2) Rcrr..v-a 

All of the piotectieas available to car?cr and career-coudi t Lonal 
•Tppointnonrs apply to the crplryce serving in a career executive 
ass Lg.i-:ep.i; follo-->;.rg tiie c^r-ple tirn of his probationary period, 
CrAs r.ay only be rc/ove-l for tiu- iaiT^e re::sns a.'^ career or carcor- 
co;-.dit a;>paintccs in tlie General Schedule and th.o sane adverse 
action procedures apply. 


(b-3) Do inn t jons 

An cmployco serving in a career oxoc-utive n.>sijinncnt i?..-iy bo 
donoced within the sane agency by appointing bin to another CEA 
at a low^r grade following approval of the Civil Service Cottmiss ion. 
This probably i,-ould be considered an adverse action against tlie 
(b-A') Re.- is si<;nr.cnt 

An enployee serving in a career executive as.'^ifjnwont niay be 
reassigned to another career executive assigr.mcnt in the same 
dcpartT.ont without pronotion or der'Oticn subject to the prior 
approval of the Civil Service Cor.mission. 
(b-5) . Prcrotion 

An employee serving in a career exccv.tivc assignment nay be 
promoted to another career executive assignr.^.nt at a highsr grade 
subject to tlic prior approval of t!io Civil Service Coi.vaission and 
the tine-in-grade requirc:".cnts of t'ne Vhittcn Ai,:cnd(r.cnt . 

f;.s APi'-Hrri-Ma^'TS 

r.-?.- idcrirlnl Ai-;;.^Inl-r?nt- Roc'iirin-; Conf iv:TT. tion - PAS 

F.n-.ploycc; serving in PAS positinns do not .-.cqnire competitive 
(career) tenure. 1'h:')y serve at the pleasure of thi.: Pri'sidcnt unless, 
by la;^, their tenure is Sjv.-c if ically stated to he different. Sctne 
cxarrple.3 .jhere tenure is specifically defined is in the case of 
Federal judges wlio are appointed for life, and U. S. Attorneys who 
arc appointed for a perit!! of four years. Additionally, nost tr.etr.bcrc 
of regulatory board: and cc-missiooi; (i'CC, ICC, F'CC , etc) have set 
tcrr.ij ran;: in ; frr?p four to six years. 



(c-Q Aripo intP.Gnt 

The appoinctnent procedure for Presidential appointees requiring 
Senate conf irr.'at ion is outlined on Page 59 of this Manual. 
(c-2) Ro yr.oval 

Kxcept for impeachnent proceedings, the courts bave upheld 
the right of a person who has received a tern ap[iointtncnt , which Is 
PAS, not to be removed by the President prior to the completion of 
his term. In practice, hc/evcr, most PAS Ccrn appointees have 
resigned at the request of the President. The Suprer,;c Court has 
ruled against cases where a Presidential appointee (PAS), who have 
been removed, stated that since Senate confirmation were necessary 
for their appointment, Ser.r.te cent innat ion was necessary for their 
rer-,oval. Tlicre is no pvov;sic-i in clth.or th.c Constitution, or by 
lav, -which go'. orally allc.-s th-.^ President to rrake temporary or 
acting appointr-ents to PAS p.-sition, except in special instiincos 
authori>:cd by Congress. T'p.ese instances have been almost wholly 
limited to principal officers of net; agencies whose forcration has 
been approved by Congress. I'xanples are EPA and ACTION where the 
Rcor^ani/.ation Pis i specifically granti?d to the President pow-cr to 
appoint poisons, already in the govern-ent, to serve in an acting 
capacity, and to receive tlie renuneraticn and title specified for 
the specific offices until such time as someone was nominated and 
(c-3) D ernoti ons ,?nd Rea ssir.pren ts 

PAS appointees arc rarely demoted in cither rank or pay in 
our Kcdcra! Governnient . In cnses where the P'^y level of the 
appointir.cnt is established by statute, it would be illegal to to reduce it. In th.c case of rcassignncnts of PASs, a PAS 
could be reassigned to an'-ithor PAS appoint-.nont within the same 
Hcpartmcnt or ag<;ncy after ccnfimation of his nrnination by the 


Scnnto for the ncv; nosiclon. A Presidential nppointce (PAS) 
could be renssifnod, after his resignation frcn Uia appointr-.cnt , 
to a non-!'AS within the sare dspartnont for which ho net the qual- 
ifications. T' would recuire voluntary action on his part. 
(c-4) Pr e ot ions 

A PAS ir.ay receive a grade pronotion depending on the pay 
level of his position and other factors. A Cabinet Secretary cannot 
receive a grade pro.Tiotion in his position because the pay level of 
the position is established by statute. The sar.o v;ould apply to 
Under Secretaries and Assistant Secretaries. In order for one of 
thera to rccciva a f.radc pro;.iotlon, the Executive Level Act v;ould 
hi'.vo to be an-.o;idcJ by Cr>:K-r'.v;s and their assigr.-.ent u;>;:;radoH. 
(See Kxoc'Jtive Levels , Section II). However, a PAS whose pay level 
is in the General ScheJiilc (GS) r.-ay receive a grade pro(r;Otion if 

1) the level ot hi'; poaiirion is not osfcablisiicJ by stat'ite, and 

2) subject to the provisions of the I'hitten AncndncnC 

Katurrlly, a PAS r.ay be prcT.otcd by beln?; appointed to another 

PAS po;;iticn at a hij;her j;racic level upon conf irc-ation of his notnin- 

ati'in for this position by the Scn;ite, 

?r :■ '.Idcntial An^oirit-ront '.'.oq-jlri'ir; :-'2hite' C or.f irr^nticn - ' " -^ ■- 
'A- .■•.■C'jr.!i /.ppoinr-^tit - : 'A5-K 

(d- 1) Appoi nttnon t 

Tliese appointments, as stated previously, ca;i be made by a 

President during tlir; recess of th'> Senate. The indivdual is then 

copTTiissioncd durin;» the oxi;;tin;.; sc^;sion of the Senate and throi-gh 

their entire next session even if that saxrc individual is concurrently 

nopiinntcd to the Senate and they choose not to ccnfirtn hi'n. He still 



rctains his office and co-^j-iission for the seated period of time. 
Thin has, in fact,'ned . Recently, the Hresident gave a recess 
appointncnt to three jud^;cs on the D. C, Court of Appeals. >Io 
then submitted those snine three persons for rc;;ular PAS appointr.'ents . 
The Senate refused to confirm fjo of them and proceeded to confirm 
only one of then. Nonetheless, the other two continued in office 
under the recess appointn^ent . Many months later the Senate changed 
its mind and confirn-.o.d the other two. 

Congress has, however, seeing the possible abuses that can be 
nade of this particular authority, placed seme financial constraints 
on th.e ability of th.e (-nccitivc to pay such recess appointees. The 
restraints do not li;nt his a".::h or it y to hol d office or lo cxe rcir-c 
^■y aut hori ty of that orfice, hi:*: on] ii_h i.:s ability to rncoivo a pay 
check. A recess appointee v:ili not be paid unless 1) the position 
to which he vas appointed becnre vacant 30 days of the recess, 
or 2) the President has subxitted a norrlnec vho has been denied 
confirmation v;ii;}iin 30 days c[ the recess, or 3) the I'rcsldeni: 
within 30 days of the recess his no.r.ina.tcd scr-.oone otiiev than the 
person being appointed by recess appointment. 
(a -2) Re :roval 

Rcir.oval of a Presidential appointee (PAS-R) is acconiplisb.ed 
in the same fashion as for PAS, by the President requesting the 
appointee's resignation. In the case of a recess appointncnt of a 
Presidential appointee, however, if sorrioonc else is nominated and 
confirr.od by the Soii^te, or iic is not no.^innt.'d. by the end of the 
period of tine specified for hin to hold his appointment by 
recess appointn-cnt , his cox.nins ion auto-i.-.t ical ly expires. 



c . Prcsii^oritial Ap potntoos - PA 

(c-1 ) Appolntr!;r.t .ard Re 

Prosidential nppointces are those officials appointed to 
positions dcsign-itcd by an Act of Congress or by F:xeoutive Order 
of the President as positions filled by appointment of the 
President, As in the case of Presidential appointr-.ents requiring 
Senate conf Irnaticn, a PA serves at the pleasure of the President. 
A Presidential appointee ruiy be removed fron hl.s position by the 
President requesting his resignation. 
(e -2) Dc n'otior.s ■ Re nssienr^cats . Prcno tions 

Generally tho samo api)lic:s to PAs as would PASs with regard 
to de-.r.ot ions , reass i.^n" o;its , and promotions ex-cli;ding the 
rcauirn.-.-.^nt for nomlr.- t-.on r.o and conf in-natioii by the Senate. 
f • A-;7i:'i nt rL:nt F.e fjuirin^ Approval of t'r.e Prcs in.-;nt -A? 

Tl-,eso appointrrcnty have been vested in the Head:; of Departments 
but must be, by law or Hxcoutive Ordor, approved by the PreFidcnt. 
Such appoinUr.-.cnts •.-.•ay no cite. or career or r.on-oarccr. The tenure 
of this appoiiitii'.ent if non-career would be at tl-.c pleasure of the 
i)epartt7ent or Agency Kcad. If career, the sr.r.c rules that govern 
career and career-conditional appointir.ent;; apply. 
8 • '■— --ireer V'xceuti vo A ^signmort - :-i -\ 

A ncncarocr executive ai.-.; ignru-;nt is excepted from the career service 
due- to tiie incuiT^bcnt 's ir.volvencnt in Atir.ilnistration progra:ns, policy-raking, 
ori'l the existence of a close pcr.' relationship vith his supervisor. A 
person in a noncarcer executive ar.sigmrent serves primarily at the pleasure of 
the appoincing authority. He does net acquire competitive status during 
his service. 

-818 O 74 -pt.l9 



( p-T) ■■ •.ppointrT'rint 

Like Sclicclule Cs there nro not conpc ;;i t i*.'C- risquirenents, 
Htrt;cvor, unlike ^Jchcdiilc Cs the selectee cannot be appointed until 
and unless his papers nre sent to tho Civil Service Cox-Tilssion and 
they certify him as eligible for the grat!e and position to which you 
are .appointing him. As a natter of practice the only real rcquirc- 
trcnt for eligibility is that his salary at any pcrio'' in recent 
years come within a few thousand dollars of the pay for the position 
to uhich ho is being appointed. N'otg : The CoTmiission is very 
strict on this point. They will not allow, for cxa.nple, the 
appointnant to an KfL\ G^-18 (536,000 per year) position sc.v.conc who 
had r.ido undor 330,000. It you have problc;:^ it is better to 
try .-.r.d appoint that feller..' to an "Executive Ljvol V at $36,000 
over v.'htch the; Civil Service Cf-mission has v.o jurisdiction. 
(g-2) Rcir.oval 

A person in a nor.carecr cxrcutivc a?5i;;r.rer.t nay be i^cnovcd 
fron that position wlicnevcr it is determined tiiat 1) his personal 
qualifications for thn pc-sitioa arc not a'.'aqu.iuc , 2) the relationship 
rcquircii for the assign.iicnt charjjcd cr coascd to exist, 3) the 
Civil !Jervii:o Ccn-i-nission has revoked the authority to except the 
position. Generally, eniplcyoes in such pc^itio;is have no appeal 
rights regarding such removal and r.ay be rrviovod at any time. There 
are no written notice rci;i:ircii..:r.ts for such v-'.ctic-.i, although brief 
written notice is customnrily plvon. In the c;ise of a veteran 
scvvinr; ia an i-'KA position, ho nust be given 30 dayi; written notice 
of his intended removal and the notice ni.if;t ?tato that t!ie removal 
is fi^r 1) innJoquaco co-.uiuct or job per f ornsncc or 2) due to a lack 
of personal confidcncf in the employee by the a;v,>ointing c?fficer. 



(p,-'!) Dc -otton 

An er-;Uoyec serving in a noncarecr executive assignment can 
be reduced in rank and/or compensation by his appointment to a 
different N'H'\ at a lover grade. Such action requires the prior 
approval of the Civil Service Cornmission . 
(g-A) RoassiRnnont 

An employee serving in a noncaroer executive assignnent may 
be reassigned to another noncaresr executive assignTreat v/ithin the 
sar-.Q agency upon prior approval of the Civil Service Conrnission, 
(n-5) Pri'nobion 

An employee serving in a noncareer excciitive assignment may be 
pro.T.ctcd to another n'JL-.cnreer e>:ocuti\-e ar,;;ignir.ent for which he 
qualifies upon the approval of the Civil Service Cor.-missicn and 
vithin the req-.iire;.-:onts established by the Whit ten Arr.eiidment . 
h. L:-it cd E r-.ecuti vo Assi qr.rcnt - Lr:A 

As defined previously, a LVA is an appointrr.ent at the C3-16, 17 or 13 
level in the conpctitive service not subject to r.iorit staffing procedures 
and vjiiich is limited in tenure frcrn en? to five years. Tiiis type of appcintrient 
i3 pr-.S'. 'c-.bly authori^icd for positions to be of short duration or i;hin the 
agency e3 tablishc; an unusual need that cannot be adeo.uately mot ur.dor the 
proccd res required for a career executive assign;:-ont . 

D-c to the intended short duration of tin's type of appcintr.ant , an employee 
serving in a limited executive assignment does net acquire career status or 
tenure. He does aci-(uire competitive (career) status and tenure if his 
appolntmop.t is subsequently changed to that of a career executive assiftnncut 
w!iich can be done at the end of one year. 
(h-1) Appointm.:'i-t 

A person iray be appointed to a I.!'-^ upon approval of tlie appoint- 
ment by the Civil Service Comission. 



An er.ployte serving; in c linitcu exec.itivL- ;'.:;:; ignTnont r^ay be 

rcr-ovid by an appoi;iting officer when he decides tliat I) the purpose 

of thy assij^aiient; tins beon ci:'r:plctcd or, 2) conditions warrant 

discontir.uance of the assignrnent. Tlie employee dees not adverse 

action protection frow removal. 

(h-3) Pr.'TCtirn. .'^c - xoti on rr..'. Kc-JS tii j'nmcnt 

An cxpioycG serving in a linitcd executive is not 

eligible for ir.ovor.!;nt to another assigr^TienC during his period of 

aupointr.ent ur.dcr a lii-lted executive assijinrncnt . 
i . .Schod-.;'t.o C A:.)Po ir.i:ni;nrs 

Schcd'jlt; C a;ipci:it.:-£nts arc e.-:cop">id fc);,! the career service based on 
Ch.e r'f''i'''^ tf;at :;uch positions l.-ivr- policy rcspcnsibilities 
or a cur.f Idrnt ial roln tfoiiuhip to i: key pol; appoir.tcc. 
Schcd,lo C appointors do acc'jirj career status ay a result of their 
service .-iml generally serve at cha plc-:.'.ure of the appointing .authority. 

Si.ojld you wi;ih to rictermir.c hov rriny -Scliedule C autho-ities have been 
authcvized by tho Civil icrvico Corr.isslcn to your Dcpnrtr.;ont or agency, you 
c.v.i consult the V.jd'sral Rcgisi.or. A cs-plete listir.g of all Schedule A, B, 
.".r.d C ;'.:t'uorltics isGu<;d to LT.cii "Ocp.-ir -i-^ont or at;cncy is publish.jd once a 
year ir. tho Fedor.-il Register. 

ii^t) Arr'oi ntrrent 

Custon.-rily tho appoint.- -.riit of a person to a Schedule C position 

foUc-.-'s cither the eligibility stand.irds of th,? Civil Service Con:mispiO! 

for rarecr pc'si tion:' cr dicp ■; r i :'.ont il or a;;ency drafted r.tandards . 

The r.t;-ndards of the ;i;.;ciicy iir dcpartnent r.;ay bo as restrictive 

cr as as they uish to rake thc>n. Wore it not for this general 

provision, you couid appoint any person to any level Scliudulo C 

pcsition regarc-lcsr. of rhoir nal 1 f icat lens . 



(i-2) Ret^oval, 

Those Gcvvin;; in Schcn:!' C p3sirlcns n.-.y bo r>-,T..-vccl nr any ti-.c 
from their positions by the anprcprinco appoii-.titi? authority. With 
the exceptior of vcterar,s who rust receive 30 d.-yM written notice 
rey.irdin?, their removal, thcri? are no rules rcr,.irair.:; the na^^ou:it 
or type of notice necessary for removal. 
(1-3') Dec.otion 

A person servinij in a Schedule C position i-ay be demoted in 
rank (status) or pay -.^ithcut the protection of the adverso action 
procedure. Uovavcr, such a d;rotion ia. pay v.-ould be dependent on 
factors dotcnnlned by tha particular pay level in qac:-.tion. It is 
possible to have a in a Sch.cdulc C ap;:oint«tr.t -Jho is paid 
at nn K;<ocutlvo Level. If th- po.Utioi-; is cstahli.shr.d by the 
Er^oc^^tivo Level Act at a spc>:iHc l-r;cl, the p- rscn c;ccupyi:ig the 
position cnnnot be d-r-otod tu -, lessor ^^radc than th/it established 
by statute for it with--.ut C'^n.:;re:js ional action. If the position 
Is a Schedule C a-pojnf-ont i-aid at an Ex.:cutivc Level which is 
not statutciUy e.itabU/;hcd . chon th:. appoinleo conld be der^otcd 
to a lower L.^erutive I/;vcl if such an ::::ocut;ve Level is available. 
If a Schedule C .-ippoini:[r?nt is in the Schedule psy level 
then a Schedule C ni-poin:oe cculd be dewoted to a lesser grade or 
a position of Iciicv status. 
aj^A)__R cn^s irr£ ^£nr s. 

ReassiPi'.-.cnts of Schedule C appointees froa one Schedule C 
authority to mother, without a chai-^;c in rA'r^-'^, ^-'y ^e <^r.i\o if 
1) there is anithor position author i.-ed to be Schedule C and 2) 

It is at the sane pay level. Thus, a person serving; in a Schedule 


loinf.ent at the Ky.ecutivo Level IV pay level could cnly bo 


ronssip.r.r-d if another position existed at F-xccvitive I-evcl IV which 
was excepted by the Civil Service Ccnnissti-n u;ider Schedule C 
authority. If one of these two criteria do nor. exist, the employee 
cannot be reassigned. 'iiic saine is true at the GS-15 and bclov 
levels . 
(i-5) Pror-.otio ns 

Promotions of Schedule C appointees who are paic' under the 
General Schedule (CS) are subject to the provisions of the '■■•'hitten 
Ariondrr.ent and thus can only be pronoted once within a 52 week period. 
If this aivf^in^ce is not being prcnotcd to am^thor position, the 
current position can be reclassified and a now Schedule C aatliority 
obtlinod for it by th 2 Civil Sc'i'vice Ccrnrniss '.on. 

l'ro:?.otions of .Scb.. (U-.le C appointees in the Kxocutlvc Level 
pay levels are dependent upon the existence of a higher F.xecutlva 
Level allocntlcn to bo prcr.-ot s) into. If this dees not exist, the 
appointee cnnno*: bo pvo-ottrd, 
;• d u ' ,: A appo • n t -.? n ': s 

Aj defined prc'.iously, a Schedule A a.-pointn-ent is one vhich is excepted 
fro;n t-e coi^pet i tivc (career) service by ch;^ Civil Service Comiission on the 
groL-.ndi that it is Inipr.u: tlcal to exanino candidates for such positions. As 
rontif- -i earlier, Sch.:d'jlc A po-.iticns are used most frcCjU ontly for the 
c.Tploy- :;-;t of attorneys. Schedi.-.le A ;;uL!icr itics arc also used for th;^ hiring 
of thj pliysically handicapped, xcntally retardi-d, and a host of other special 

(i-1) Appr- in_tT_or,t 

The auth.ority to appoint person; to position:; excepted fr<vi 
the ccr.-.pctitivc scrvicj by CSC action under Scliedulc A has generally 
been dclf-gatcd to tlie i'j];artrr; nts and aj^encics. Agencies may 
appoint persons directly to S'jch positions Nfthout prior CSC 
approval . 


(;-2) Re-w nl 

Generally, Schccinle A a-jippintccs do not have nny of the 
prntecticr.s against adverse actions that n career or carcer- 
coaditicnal appointee \'.,\s. I'ncir tenuru is pretty much at the 
pleasure of the appointing officer although in some departments, 
departtr.ental regulations have been promulgated giving Schedule A 
er.ployecs in those oepartr,;cnts the protections against adverse 
actions, Tiic exccpticn to this is in ti-.e case of a veteran who 
has co:rplcted ore year of continuous service in his position. 
In this co.S'i , ho would h.ivc to receive a n^inimun of 30 days 
written no'.ico of the i-Ttanticn to ror'.ovc hin. He has the 
protection of ad-.'Cirso .-ic :.i'-Ki prcccJcrea . A votora;-. who has 
not served for one in his piisition does not h^ive such 
protections , 
(j-3) Pro; "tlonn. b ■--■t ^rn;: ^\nd r;on^::;r-;-::'nt:i 

The sa.-ns general pr:>v:3 iras ai'ply to Sciiudule A ar.pointccs 
as apply to Schedule C app-i.ntoe3 ro^ardii-.p; pronoticn, deK'.oticn, 
and rc.jssiiin.isat. 
iule B Appo in tronts 

A Schedule B appointment is cni which is excepted fro.i the con^pctltivc 
(carer) service by the Civil Service Cor.aission on the basis that it is 
not r.v* : ticablc to hold cc-.r-.p^t it i vc examinations for such positions. N'on 
ccT-pctitive cxanitv" t ions may be ri^qjired . As Rcnticnod previously, Scliedule 
B ar.thof ities have been used pri; irily for the appointr.ic-nt of pcrsi^ns to 
nc'v positions fo:; v'.-iich there arc n->t c lassi ficatJ on s i ;'ndard;; . Ad<' it if nally , 
:<c;icd'.iIo B aiJtliorit let; are sorot iir.cs iisc<I to fill positions v;licre the nature 


of ttiL' position is sucli that it is fillofi nost adrantapeously by a person 
ire-? .-{ specific rncinl or soc io-cjl back.'^round whc^ might rot rr.cet the 
cc:-petitivc standards of the career civil ser^.'icc systc^n. For example, the 
Social Secuvicy Aduin is trat ion may hire, under Schedule B autfiority, up to 
three claiins exaniners in Arizona who nust h.ivc 1/4 Indian blood, 
(k-1) Ap pointrent 

The authority to appoint persons to positions excepted under 
Schedule B fron the co-ipetitivc service by tl\e Civil Service 
Corr-.nission has generally been del ;gated to the Doparttneiits and 
Agencies. Agencies rr.ay appoint perdons directly to such positions 
\;ithout prior CSC approval. 
Xk_- 2_)_ Rcr.oval 

G.Miernlly, Sciv:;diilc B oppvintces do not Iiave any of the 
protections adverse actions tha!: a career or career-cor.ditional 
appoi-icoo '.vould have. Tb.cir t=:nure is pretty ruch at the pleasure 
of tiie appointing officer. Tiie exception to this is in the c.isc 
of a veteran v.-i-.o has completed one year of continuous service 
in his position. lie bo p.iven a rnini.T.U'n of 30 days written 
notice of the intension to rcnove hin and has the protection of 
adverse action procedures. A vetorni\ './ho has not served in his 
position for one year docs not iiave tlie protections of the adverse 
action procedures. 
('r-.-3) Fro riot ion, Do""ition. and jicasjsj. j^nmcnt 

Generally the saro procedures iipply to Schedule C appointees 
with regard to prov:oticn, denot ion and rcnss iv.nrncnt as apply to 
Schedule C appointees. 


Pc^^jON'-C^L PROCr:SS 

JL;^ B -j:x;r.T AtJD SLOTS 

In order to understand the techniques used in organizing and reorganizing 
conponent parts of a Dopartront, or Agency, in order to acliicve personnel 
objectives, one must understand tlireo fundamental areas. One would be the 
rules and regulations covering the governnent personnel and pay systems. These 
have been treated in Section II of this >tanual. The other two pieces of the 
puzzle are the personnel ceiling (slots) available, and the funds (salaries and 
expenses) available. 
a ■ SLOTS 

The personnel ceiling for a Departnont or Agency is set by the 
Office of M-inagcnont and Budget, ur.iuvlly during the budget process. 
Because slots are so closely tied to the money necessary to pay incumbents 
filling then, the two are usually equated. This is a fundnr. ontal nistakc. 
There is a conT.-non miGconcept ion that Congress, by law, through thci appro- 
priation procei^s, sets the incrc;nuntal ceilings for the cotrponent parts 
of a Dcpartrcnt or Agency. Though bucigct exaninaticns and ccr^nittee 
reports often use th.e personnel ceilings, their grades, and 
expenses as backup infornvition justifying an appropriation, the appvoprl- 
ntions acts themselves (and thus the law) siir.ply gives to a Department, 
or Agency, sums of money for a given program or, in seme cases, program 
dollars and salary and oxpense money. 

The Office of Managotr-.ant and Budget (0;iU) , however, has imposed an 
Ad.ninistration-wldo ceiling on the iiL-r-bcr of pcrs-ms to be er.ployed in 
the Executive Branch, and thuj rations out ceilings to each Department 
and Agency. In turn, each Dcpart~.ont or Agency then rati.T.s lut personnel 
ceilings to its co.nponent parts. 



It is inportnnt to Vtcep in r-ind th.ic the nlloc.-ition of a personnel 
ceilii-:g (slott) is titat miJ no mare. A pcrjonnol ceiling (slots) is the 
authorization to the fi^par tment , or Agency, and its ccnponcnt parts there- 
after, v;itb respect to the total nunbor of people that can be employed 
witi'.oiit rcp;ard to the type of appointment, pay schedule or level. 

Once having received the 3 lots, it is through the personnel process 
(classification and dstcrraining whether cr not to fill a position on a 
career or noncareer basis) that a position acquires its status, pay level, 
and pay system. (See Chapter II). 

NOTE: The porscnnel ceiling (slots) system is a hangover from 
th^ Johnson AciT.ini.straticn. upon assuning the Presidency in 196^, 
the Johr.;icn Ad.-.i'.ii.-jt ration prciicicd over a dramatic increase in 
Fcdor.-il -- layering into the bureaus the faithful. In 
1965 Jchnscn offered ion. vhich Congress passed, called 
tb.c Revenue ^expenditure Control Act. It required the Ertecutive of Govornv.enc to rcdico itself in size to the level of 
employTicnt in fact existing in 1966. The cosmetic public theory 
behind the Act Xvjs that tl.c reduction of and stabilization of, a 
pevscniiol ceiling for tli.? ICxccutivc Dranch. uculd first cut, and 
tlien stabilir.o. Federal expenditures connected v;lth pcrscnrvsl costs. 
The real r.otivc, hcv/ever. was that having layered in the faithful 
for a period of f.o years, he could u;;c that Act to reduce the 
personnel in the Federal Government. Not being a ncn-political 
President, 1 think i.e can be certain that those who exited generally, 
wore as carefully selected as those who entered. That Act, of course 
v/as fcpe.ilcd by Ccngross in 19f>9. 


In fact, the Revenue Expenditure Control Act saved no r.oney 
at all, but rather i:Tcr cased Kcdcral expenditures. For what the 
Johnson Administration sinply did after passage of that Act was to 
see to it that "fricndly"consult ing firms began to spring up, founded 
and staffed by p.any forr-er Johnson and Kennedy Administration 
eir.ployees. They then received fat contracts to perform functions 
previously performed within the Government by Federal employees. 
The coiimerical costs, naturally, exceeded the personnel costs they 
replaced. Examples of such firms might be TransCcntury Corporation on behalf of the Peace Corps, and Volt Tech forr-ed on behalf 
of the Office of Ecoaomic Opportunity. 

^ The 0MB, none-thc-loss , persists v;ith the personnel celling 
(slots) systc::!, ever faithful to the Democratic majority in Congress 
with whom the bureaucrats of the OMo (and its predecessors) have 
tvorked for 36 of the past 'tO years. It's only effect is to impose 
on the Departments ar.d Agencies an artificial restraint, beyond the 
budgetary restraints, that need not exist. 

Most Departments or Agencies continue to get around the systcta 
ar.>-y;ay. The ceilings are counted by the CMS annually, by looking at the 
Departmint's en^plo>—,ent during the last pay period in tlio fiscal year 
(J_ne) . Departments have been kno.;n to have employees resign as of the 
first pay period in Juno only to be rchirod in the first pay period in 
July. Another technique is to hire full-time consultants, for whom a time 
card is not submitted in the last pay period in June, with a time card 
being subraittcd again beginning with the first pay period in July. The 
0MB has tried to clamp down on this practice by reducing the amount of 
money available to the Department from that appropriated by Congress 
(freezing funds) commensurate with th.e ceilings they have allocated to 


tl'.c n •p.ircnent , as op;josrd to the mii-.bcr of pcrsonr; e.-nploycd that the 
.-ipvropr intion frrn Congress night lu'.'port. But trost agencies have ROtton. 
nroi;nd chat by listing the cnplomcnt of certain persons, nnd more generally 
connul tnnts , as progrritn expenses i-athcr than ns a salary expense and find 
the nccess.iry funds from proj;rar:i dollars instead of that appropriated 
for salaries and expenses. And then the Dcparttrcnts, out of prc^ran funds, 
continue Co contract out to ccnsjlting firms work wliich can be more 
eccnCTiically done in-house because of the manpcwer restraints. Unfortunately 
many of the contracts still go to the san-.e fimi that sprang up during 
the 19605. 
h. nUC-GET 

Congress appropriates funds through what is called an Apptic prtntlcn 
bill . An appr oovintion bill >nay ii:cludc several Dcpart-.r.onts or Agencies 
vithin it. For instance, there is a single appropriation bill for HEW, 
Labor and OKO. i.'itiiin the apprcpriaticn bill, Congress establishes 
arriro'^ riat ion ncccii nts . An anp rcy' vintion a ccount night be a single account 
for a whole agency, or more likely several appropriation accounts within 
a given agency. V/ithin each appropriation account there arc siiborganiza- 
tional breakouts called li ue 

Congress, itself, generally d.iterniincs how ruany accounts, and which 
acccviats, will be grouped into a single appropriation bill. However, 
Congress generally follcws tlie OMj's direction when determining what 
organizational units will comprise an appropriation account, and those 
suborganizat ioncil ccpiprncnts that will comprise the lino itcrrs of an 
appropriation account . 

Tiie bud;;ct process st.irts within the Department or Agency. Each 
component part of the Dcpnrtr.cnt , or Agency, will begin to svibnit in 



Septc::bcr ics budget estimates for the fiscal year to begin the next 
July. Tl'.ij r.i.',^,;.2t Tirc-ctor of the De; p.rtmcnt .or <\;;cncy , will tlicn generally 
holu his cv.'ii b.enrin-^s and reviews (hopefully with strong guidance and 
Sopcrvision by the Cabinet officer cc agency l-.ead) and put together a 
proposed b'jdgct cstir^ite for the Doparnnont or Agancy. The Dcpartr.ent, 
or Agency's, proposed budget estimate will then be submitted to the OHB 
by l.ito October or e.^rly Mover.bcr. The 0>B then makes its reviews and 
puts to'^other its budget estin-.atc for the Exccuti'.e Branch of gcvernn^cnt. 
by D-ccrr.bcr. It is usually in that month that the 0:3 inCorrnr, cacli 
Deparcment, or Agency, of hew much of thoir propcscd budget estimate 
will be contained iii the proposed budget subnittcd by the President to 
Congress. In January of each year tlie President subnilts his budget to 
th<. Congress. The lloii'jc of Hcpr-.:.~ont.= t i'.cs th:rn refers the budget tc 
the .'.I'propriatiodS Cor.r'.ittcc •■vliich, in turn thea parcels out the pieces 
of t!'.e budget to its subco-.r.itcocs . T;-.;rc are tl.irtccn Eubcccimittoes , 
e.ich having jurisidction over th-: budget of one or mere depar tr-.cnts . It 
is those subcoir.nlttces that, by large, datorrrine v/hat in fact you 
wili receive in the way of appr^'.^r ! at io-.s . It i;; a rare in^t:;incc wl-.en the 
ful". House Appropriat j ens C o.i ta i c t i e , if it even r\' n'cets, does not 
rub'.-sr starp its s:;bcor.iir,ittoo 's recc:rr;ciidaticr.3 . It is also a rare instance 
\;her. the full House of Repveccncat ivos 6c<:S not go along with t'no subccrtpic- 
tce. It is becoming less rare todiy for the Senate to follcw the liciisc 
S'.r.;rrnltte.j'3 lead, though th.> general rule still prevails that whatever 
the House suucomt'. it toe rrnorts will bo enacted by both the I'.ous:; and 

I'poa receipt of the O.ur/s subr^itf.sion the it.nise subcor:-.-.:ittce on 
npprnjr int ions (/-ill then hole li-.-ir ings , solicit infon.ation, and "nark up" 
youi Ucpartrent cr Agency's ap.nopr iacion. ' that r.,ans is that they 



vlll rcci.imn;:r.d the .nppropr lacion for a certain anocnt cf fi:nds for your 
Dr.parcment , or Ar.tncy, snd brcal; tb.osc siir.s up into the varioiis appropri- 
ation accounts and line itcr^s. The subcommittee reports are extensively 
detailed with cvidcnciary matters, such as grade levels, number of positions, 
v.'nich led then to the eventual dollar conclusion upon vhich they based 
their appropriation. But contrary to what tlie bureaucrats will tell you, 
such corr^Tiltteo backup inforration has only moral persuasion effect, not 
the force of law. 

The subcommittee 's''mark up", engrossed into an appropriation bill, 
then proceeds to be voted on by the full ComiTiittce and tha House of 

By custon, all appropriations bo.^in in the Hovso. Once the House has 
acted til? sa-pj process then begins in the .Senate culminating in a Senate 
pas-jcd version of the apprcpr iatioris act. Again it is a subcoir^nlttee of 
the Senate Appropriations C^LT.r.iittie is of the r.^ost vital itrportance. 
t.hcre there arc differences bof.-cci'. tho Seu.aic and House versions, the 
bill goes to a "ConferoncG CoMmitt(;e" ccmposcd of ranking srcfnbevs of the and House subcc— nit toes on appropriations having Jurisdiction over 
ycur Oepartrent or Agency. They hatrr.-.or out the differences and 
achieve a co; which will be passed by both houses. Since Conference 
Cr-.r-ittees conduct their business in absolute secrecy, without h.cJrings or 
tr-'r-scripts , it is an intriguing, and often vital political roruri, where an 
rr-ropriation tray actually be decided in f.nct -- both subco.-init tees 
having<l their political dues during the public hearings. The confcr- 
e-.rc bill cmes out of a Conference Ci>ir.::iittee cannot be arrended. It 
iT'.f.t be voted citner up or do-n by bcth houses. It is no wonder then 
tho House anil Sc.vTte rarely If ever challenge the "rark up" of tlic 
"c:>.i ferces". Since the conferees arc free to add or subtract anything they 
w,-. ct to the appropriatic::s , thoje r.anking nicrbcrs on your subcocnittcc 



for .I'jprc^pri^vtinns hiva r.he .T>idcd clout of a second crack at ycur budget. 

V;hr>tover act. cir.c-rgos L"rc.i. Con-ress is then f-cnC to th,- rrcsldont w!-.o 
citlTcr signs it cr vetces it. Once .in apprcprintion act beccT^cs law the 
funds arc then, thecrctical] y , aviilablc to your Department or Agency for 
the fiscal year. llciJavor, to achieve fiscal tnanagomeat, the 0K3, on 
behalf of 'ho President, then '.r.akcs an allocation of the funds appropriated 
to your Dopartr.ent, or Agency, on a quarterly basis. Of course, they have 
al;j"o assumed the, throu-h the allocation process, to freeze a [lortion 
of funds and thus reduce the ar-.ount of monies for your Oepartnent or 
Agency's use. The allocaticr. Is broken down according; to the approur iation 
accf - -.i\-its ,and the lino it er.';, that constitute your Ocpartncnt or Agency's 

Thro'.<shc5ut cur ci Iscussion of budget, I have undor lined the wordu 
r.:-'-.v T:.^ri.i tion nc conn:-. s .iL-.d tL;-.o itc-s. I do so because thf-rc are rules 
attaciicd to each era ir.p ■rtant for the purpose cf ori-.anizing and 
rcrrganizing. The Oopartncnt or hand can shift funds bctwoen 
lir.c iter's wi fhi.n an appropriat ic^i account. But you cannot shift funds 
h ' :v;en appropriation accoi-nts. 

The setting; -jp of ion accounts and line itctr.s can bccana 
organizationally significant. Up until 1970, for c::.:r.plo , the career 
A:-3istant Secrct-iry-Crjirptro! Icr of the Dop.-irtnent of Health, Kducation, 
nr..' ■.•el fare (.md who had been appointed during the pr.^vious Administration) 
h.-.d sot up separate appropriation accounts for each of clie najor bureaus 
of th.-! Departn-cnt. Hci.ever, Vvlien it c.-ii:..-' to the "Office of the Secretary", 
•.•!:icli cousist:s of the iT.xcdia.'.e Office of thu Secretary, the Under 
Secretary, an<! the An:sistant Secretaries of Health, EJucilicn r-nd Welfare, 
he conveniently set up t-Tny .iijpro'ir int [on accounts. There vas a single 


.Ti-.proprintlon nccount for hLs own office, the Office of trl-io Assistant 
Se-jroLnry-C-— r,troUcr t-ihlcli va ;; a carctr offtcc. The Office of the 
AssisCnrit Secretary, Atlnin ion (another cnrecr office), and its 
ccnponor.t parts, were in another scjiarato appropriation account. Mear.vhllc 
the I'-r^ediatc Office of the Secretary, the Ir-.nediate Office of the Under 
Secretary, and the Offices of the Assistant Secretary for Planning and 
£valiiatic;n , Le.^ir.laticn, Health and Scientific Affairs, and Corrr.unity 
and Field Services v.-are lumped together as lino iter.5 in a single appro- 
priaticr. account. Strangely enough Congress appropriated sufficient 
funds to support 160 .Tdditioiial positions in the Assistant Sccretary- 
CoivjtioTlcr "s shop, sufficient appropriations to support a small increase 
la personnel in the Assistant Secretary, AdT.inis trat ion 's office, vh.ilc 
cutting tha actual level of .i:-pr Dj.'riat ions for the support of personnel 
in the ap:-->ropriation account v.h.ich contained the offices of the Adn-.inis- 
traticn's political appointee:, as earlier d.;scribcd. The effect of 
vas to create disharnii;ny by pittir.s tin? Secretary, Under Secretary, and 
c'vo several Assistant fccrotarios against one another, each trying to the effect of the cuts on their line itcr^s budget. Tiie Assistant 
S2crctary-Cor ptroller, who '..vis in charge of Con^ressioral relations with 
regard to budget r.-atters, could not ease the situation by "sharing the 
ver.Ith" of liis ne'; funding because it would have been illegal to shift 
any increase in funding office received in its separate appropriation 
account to offset the cuts incurred in the separate ajrpropr iation account 
thai contained the offices of our political appointees. Awakened to 
this bureaucratic trick of t!io trade, tho Secrotar^ 's office changed ch.o 
ne.-:t budget sub;;ii ss ic>n to include all the Assistant Secretaries, including 
the Co-ptrollor and the Assistant Secretary for Adr.inistrat ion , into a 
sir,:;lc appropriation account. Socchow the sare difficulties were never 
again encountered. 



This dincourno on buc!;;c-L- sI:o;ild, if n.'thi;i;; else, im^jrcss you ap,ain 
witr. the r.ccef.'Jity of injuring that those in pcrsitioii.s of responsibility 
in those of your Departrr.ont , or Agency, who have the ror.pon- 
sibility for tha financial nanageircnt of your Dcpartinont, or Agency, and 
vho !T,i;st of necessity hava a strong rapport and an ongoing relatlonsliip 
with the tr.etr.bcrs and staff of your subconnittee on npprcpr iaticns , be 
loyal nc-bcrG of the Ad.-.ini strat ion tean. Through the p^nipulatioa of 
n-.onsy and slots thoy can be of invaluable aid an.d/or create insurmountable 
road blocks to the programs and goals of your Departr.ent or Agency. 

2 . okga:;tmtio: :at. nEL ;\Tio>:3:iirs, T:-;r,i ?. epfc ct c m ct-\ssifjcatiom and DESiGKAxiot? 

When sotting up c\\ organization, one wants to ccnten-.platc the effect the chart a.v.l Citler, uill hive on tVx- grades ssaigned, and whether 
or not the position will ba so doscri'j-d thr.t they can be dcsigviated as either 
career or vion-carocr consistunt './ith th.? Officf! Ilc.i.i's desires. 

Tb,.? best v.'ay tc c?.p!ain this process is by taking you through an exa.^'.plc. 
Let us a^;sune that you have just been asked to set up the office of your 
Assist^-vt: Secretary foi- Pl.'inninji and Evaluation. That Assistant Soci-etary is 
an'j!: ivo Level IV. (Vou al'vays want to keep in mind budget and slots). 
Assuming that you will v;ant to provide hin with an alter ego, you x^-ill set up 
n positir.n called Deputy Assistanc Secretary at GS-18. iCTtieoia tcly you will 
want t .1 rcir.exber to rcquust that the CS-13 bo a Koncarecr txecutivo Assignment. 
You will do that basod on his invclvetnont in policy planning for the department, 
his advocacy of the controversial aspects of Adninis tration policy, and his 
c cnf id',-;i t ial relationship with a Presidential appoir.tcc. 

You tiie!i plan to create three r.ajor units and minor 
sub.^rg.-.n" national unit. Let us taki' tlic nir.or suborgani ;;at ional unit first. 
Tb,e As:;isr;uit Secretary v.'ishos to have a po'-sonal staff section to handle his 
vatters 'f budget, personnel, cr.'rresv)ondcncc , and speech writing. You have 

32-618 O - 74 - pt.l9 - 27 


two choices in how you set tliat unit up. You caa call the head of that unit 
an Ati:::i:iiiLr.--. tive Officer, or Adriin: str it i vo .'.ssistait to tl-e Assistant Secretary. 
That title ar.d noTierc latrive '.-.■ill proha'niy nllwv a classification of 
position to be no than CS-13 and thurpts that pojition into the career 
service as a "housekeeping function." w'he.i the top position in an orranl;;a tional 
unit is career, autorratically all those under it are not excepted ar.d remain 
career. The other ranncr in which you can set up tha.t unit is to label that 
person as the Executive Assistant to the Assistant; Sccrotavy, addin^. to his 
jo') dj-;cription "tcrn-.s of art" like being able to represent the Assistant 
Secretary on budget and ad-.inisiirat ivc rr.attcrs and er^phasizing his consultation 
anr confidentiality of the rel;; ticnsh ip t.'ith the Assistant Sccvctaiy due to 
sone involvcirent in pol icy-i-aking . That ';ill enable you to probably find his 
pciitioe classified at the GS-13 cr CS-K, level and vouid r-.ake the position 
iiorcareer . iiis subordir.ates can tiicn be called either research wi-itevs and 
a!'..-.iais tra t ive officers or njs i ■■ tai! ts 'v.ilc;!, r-^.ila, uould thrust those positions 
into th.e career service '.vith r,:id-leve' or lc-..'cr grades. Or, you can follow 
th.c desired path by entitling then Conf id.-.atial Assistants to the Assistant; 
Secretary, using the appropriate "terms of art" to describe policy involvcn-.ent 
and a confidential relationship ■.-.■ith the Assistant Secretary, reporting directly 
to trio Assistant Secretary, but '.;ith, the supervisien of the Hxecurivo Assistant, 
and fini them all suddenly cla.ssified at GS-12 through 14 and e.'Cccpted under 
Schedule C. 

T,-.e saT.e holds true for your tlirce n'.ajor bureaus. Let us assume you 
want to have cne pcrfon-.i the of program pla.nning, one perform the task 
of evaluation, an-i one pcrforn the ta.-;k of running your r.-.anagenont information 
systeny upon viUch. your pla.-.ning and evaluaticn rely. Again, the three heads 
of ti.ese units can be entitled "Oiroctor of tiie Office of r.valuatlon, Director 
of th.c Oftlce of i'rograu Planning, and Director of the Office of Managerr.enC 
Infor.r.ation Syste^rs." Thuir job d.;sc;r ijit ions can shv-w rather on-going functions. 


They will Chen probably be thrust into tlie career service with a ntninum 
cl.Ts:; ; ficnt lc.:i. Or, vimj cnn entitle Llie tlirc-e "Deputy Ass is t.ant Secretary 
for Policy ar.<i Pro.:;rar.'. Planning, I)e;:uty Assistant Secretary for Policy and 
Pri-gr^-ri F.valuL- tion, and Piojvjty Assistant Secretary for Policy r.nd Prcj;ran 
C'.-.: -.un icai irr.s" vith the appropriate "ter.xj of art" de-;cribe i>:;licy involwront 
in the job descriptions, stressinf, a^;ain that confidential relationship with 
thc^ Assistant Secretary with "ternis of art" describing their ability 
to speak for the Assistant Secretary. Tliosc positions might easily then bccone 
No-;carcer Kxecutive Asr, igna^nts at GS-16 and GS-17. Their subordinates, 
de;''er.dip3 on the nu.nbcr you ^.r.nt to i-akc career or noncarecr, can be titled 
Progra;- Analysts of Special Assis'jants to the Deputy Assistant Secretary, 
recr-cr ively. ^;ach title cr.rri.-.:j ^4th it its o.'ii be.reaucra tic jar.^onescs w!:en 
your frL.i'idly class i ficnt ion spccial'st d»-avs tip tb.e job de:-:cription , places 
a grade tag en it, and in those case.; '..■'f'ere a position is to bo excepted, 
justifies ch.e necessary appi icatio;; to the Civil Service Cor:.::ii4.s i<;n. 
ether - inor lilo's: Suppo^^e the Ajiistant Secrrtary has a pe.rsonal secretary 
he u'ii'res to bi-ing iicvi thio govi^r:;,. eat at a pay rate equivale-.-,t to GS-12. 
Accoreir;; to tl>i'- Civil Service Co-r-r.iri^-. ion classification s tar.-.iarcs , an />h;sC. 
Soevata.-y , ivxoci-itivo T.evcl IV, is only entitled to a pei-sonal ;;ocrctary at 
CS-10. You can valk all around the systsn by creating a position for Iier 
called CnfidcnCial Assistant to the Assistant Secretary, shc.-in,^ she sits 
in on :■ ■ lie y-;-'.^iking nectin^s (i.'r.ich she docs in order to take notes) and 
givi;-.;- ;-.:.r th.e authority to speak fer tlic Assistant Secretary (•..'iiich anth-.n-ity 
cusf e- ".ri ly :vor,l persona! secretaries not only assone but readily cxecato on 
t'ne ph'.-[-e). This will not eniy ])er.^it her vo-.itior to be clas-:ified at the 
GS-12 jr G'^-i3 level, hut due to the "teres of art" used, will ;;ive it the 
noncarec^ characteristic? necessarv to have it exce^-^ted under Schedule C. 



3. 'rEC!;::To;;F:s for removal totouGH o;-xa;;iz.\tional or MWAcn^rNT puocnor 

The Civil Service r.YStc:Pi crc.iUes ;-i..ny harcli-hips in trying to remove 
un:!es iv;;ble e-.-.plcyees from their positions. Because of tlie rape of the career 
r-evvicc by tl-.e Kennedy and Johnnon Administrations, ns dcscvibod in the 
Introduction, this Ad.-.ninistratioa has been left n Icj-.aey of finding disloyalty 
and obstruction at high levels while those incumbents rest cotr.fortably on 
career civil service status. Political disloyalty and insinipa tico relation- 
ships '..'ith the Administration, unfortunately, are not grounds for the retr.oval 
or suspension of an employee. Career employees, as discussed in Chapter 2, 
can only be dicr.isttd or otherv.-ise punished for direct disobedience of la-.-'Cul 
orders, action.? which are tantn-; to the cor-iission ' of a crino, and v;ell 
dccun-entcd and provable inccrripe ten;o . (See FFII Scctior; 752). Even if ycu 
fellc- tht tir.e coasi'-^'.in;} process of dcc;;rTcnt in^ a case to proceed ^.'ith an 
.r,dv;rr:;e action, tlie a'r.'.iniscrac Lve and lo;^al process is sit-; and lengthy and 
5,rcat da-a^;o can nccruo to tl'.e rj-^pnr C.--;iic i.'"icr ^'-^ your sncc^-nsful conclusion 
of ycur case. However, chore arc several ccch.niques vhich can he designed, 
ca>-eiu'.ly, to skirt around the ad'.crsc action proceedings. One r^ust always = 
boar in the fo ll'i.jirg rules. The reduction of "a p-erson to a position 
of if.-;cv status and/or grade is cons ide.-ed an. adverse action u-hlch necessitates 
forral procoedings. Secondly, an adninis tra t ive or pdnagci.-.-:;nt decision 
ciinnot be based on tlic political background or persuasion of an individual, racr, sex, religion or national origin. 

a^_. I n d. i vid ua 1 T-- c h n i q u.; s . 

ir\-l) 'r'r.-.ital Assault ' _ . 

You sinply call ar. individual in ;;nc? tell bin be is no longer 
vantod, that > cm ' 1 I assist Iiin in finding job and will keep 
him around until sucli tirr.c as he Cincis otlVjr on-.ployment . But you 
do expect hi:n to iatel y r>.'liuquish duties, accept reassign- 
ir,?nt to a r-;ke-shift position nt his currcr.t grade and then quietly 
resign for the good of the service. Of course, ycu promise him 



thnt he will leave with honor nnd with the finest recon^mendnt ions , 
a larc'Holl luncl-.con, and p.irh.ips cvca a H-'epavtriciital award. You, 
naturally, point out that siiould he not accept such an offer, and 
Us later is forced to resign or retire tlirovigh rejmlar process 
or o'.'n his own volition, that his eriplo>-;-.ent references fror:i the 
Departr.ont and his pernwnent personnel record may not look the same 
as if he accepted your offer. There should be no '..•itnesses in the 
rocrn at the titr.e. Cant ion : This tcciMiique should only be used for 
the timid at l-.eart with a giant ego. This is an cxtrenely dangerous 
technique and the very fact of your convcrsatioa can be used against 
the Dcpartincnt in any subsequent adverse action proceedings, Ic 
should never bo used with thac fervent, zealous c-.ployee ted 
to D(;.".ocratvc policies a;-.a progva-.s , cr to the bureaucracy, who might 
rclis'n the opportunity re b;i partyred on th.e cross of his cause. 
V a - - w T r .-. r. .; f r. r T c c ! '. n i n u -j 

By carefully researching the backgroui-.d of the proposed 
•ii-.iuloyse-vic t in, one can always establish that geogrrphical part of 
the country and/or organisational unit to wliich. th.e c^rployee would 
rather resign than cbcy and accept trar.sfer orders. For exainplo, 
if yoi) have an e-iployae who v;a5 born and raised in New England aiu! 
is currently serving in your Boston Regional Office, and his record 
sho-.vs reluctance to r-:Ove far from that lc>cation (he r.'ay have far.iily 
and financial corrjiitnents net easily severed), a transfer accompanied 
by a pro:;'.otion to an c;;isting or n;';;ly created position in Dallas, 
Texas "ight just fill the bill. It is always suggested that a 
transfer bo acce-.. panics with a prcr.ot ion, if po:;siblo. a 
promotion is per sc beneficial to the cnploycc, it imm.edla tcly fore- 
closes any clain that the transfer is an adverse action. It also 


rf-d-.:cr'; the po::s 1 ley of a claim that the transfer was rr.ot Ivatcd 
for prohibitoci purnoic-n sir.c.c , again, tho transfer resulted in a 
benoficinl action for the cinployce and tlie word discr inination 
im-ilies some ai!vorsity to h.'ve hccn suffered. It is ali;o important 
that ycu carefully check ycur organirsational charts to ir.sure tliat 
not only is there no reduction in grade, but no reduction in status. 
For instance, if a person is a Deputy Regional Director at GS-14, 
the prc.T.otion to a position of State Director in another region 
(wh.v-^ reports to a Deputy Regional Director) even at a ^rade increase 
to GS-15 will be a di>;r.otion in status and thus an adverse action. 
Transfers ;r.ust also be presented as rieces.'.:ary for "the efficiency 
of tl;f service." It is, th.jr.-; f ore , necessary that the j.-osition to 
which the ii: bein.; era. i." f erred fits in with his curreat job 
e;;pcvicr;co or his p.-,-.c ro.'-p.- r.s i '> Llit ios . The tc-chi-.icat assistance 
cf y.)i.;r pcrsoar.el office is indispensable in pros-cut in;; Sfch 
transfers. E :t thcri.^ is no re:-.3cn '.-.-'ly they cannot artfully find, 
or create, tlie necessary position that will satisfy the transfer 
ro'ju Irccients r.ccessary to caui^c th 2 prospective transferee to be 
conironted wit!i the choice of being tra.isfcrod to a position ho 
does not v;ant or rer.igaLn;^. Of course, one car, su>:>etea the potion 
by privately ar.-sur i r..^ tii'-- pr'p."s-i-J trans fere.T , upon rlelLvery of 
his transfer notification, that sht'tld lie refuso the transfer, and 
resign, that iiis rc.^ i;;ra t ion •..'ill be acccpt--d '..-i flicut prejudice. 
Further, he my re-iain for a ;i.--ricd until he finds other err,plo>Tent 
and leave with, th;: hijh'.st h n-.ors and references. 

_f a - 3 ) Sp;.n' ial As''^ i:;; j.ic n_t__Tec hr^i rij:o__ (The Travel in'- Salesr.ian) 

'f'liLs techuic'ic is especially useful for tlie family tran and those 
wn-n do not enjoy I ravel in,;. '.•■'hat you do is to suddenly recogni/c 


the outstanding abilitios of your crployec-vic tim nnd ir.-.':nc?dlat<>ly 
sc-izo iipor. his co:r.pc tencc and talent to assign 'nim to .1 special 
research nnJ evaluation project. This is best explained by way of 
exairplc. Let us asau'^ic that our er.iployee is a program analyst with 
the Ueparlnent of Transportation. You in-.r:\ediatcly discover the high 
level interest and policy rcquiren'.cnts for creating a program to 
meet the trar.spor tat ion needs of all U. S. cities and toi-.ns with a 
population of 20,000 and under. Nothing is r.ore revealing than 
first hand inspections and consultation Xvith tc:Jn officials. And 
so you h.and your chosen expert a prorp.otion and his new assignrr'.ent , 
(Again, a pro:;i3tion is desirable to diminish any possible claim of 
adversity). Along with his prO:-notion ;ind essign^-icnt your cx|'ert 
is given c;-;tcnsivC' travel orders criss-crossing him -cross tlie 
co'jutry to tov.-ns (;io[,>C:Jully with tlic worst acco.Tiodations possible) 
of a popul.ition of 20,000 or uivdcr. Until his wife threatens hi:n 
v/ith divorce unlrs-; he quits, you have l;im out of tc'.;p. and out of 
the way. V.'hon he fini'.lly asko for relief you tearfully reiterate 
th.e of the project ::ir\d state that he n-.iist cc[itinuc to 
obey travel orders or resign. Failure to obey travel orders is a 
grounds for itr-'.&diatci separation. 
[1;^ Jd'-j'SI. in-- Toch.Tiiquc 

The layering technique, ns it full nane irrplics, is an crgani-a tional 
ttc''ie to "l.iyer" over insubord i!ia te si'.bcrdinatcs , nanagers w'no are 
loyal and faithful. This, ho-..'Cver, requires at least the 
tctTjiorary need for additional slots and ray, in sonc cases, require super- 
grade a';f:hor Itii.'s . Again, the best way to explain the layering technique 
is to deiiict its appl ic.i t ion in an example. Let us assume you have two 
fara:ich.,:S v.-hose chiefs are GS-l-'is nnd report directly to your deputy, 
'.viio is a G'j-15, who in turn reports to you (you are a CS-16). The object 



is to rc-novc fron critical rosprnr, ibil itiof: your deputy and the two 
CS-'ii^ brancli c';.i-2fs. All t'lree positions you fir.d wore cosily frozen 
in'.-.o the c.'ireer service v.-!i,_>n you asr.ur.c-d your noucnrcer ofCtce head post. 
A slot saving can bo reili^cd if you have any vacancies within your 
office no r.'.attcr './iiat type of jc-h t)iey vero pr^'vioucly utilized for, such 
ns secretarial vacar.cies. (Renienbor your collir.g doo>; not address itself 
to ho;.' you are PA'i-ng to use your positions. Don't over lot the bureaucrats 
tell you it is auto;-^.t ically a such-and-such slot. l>y bu;:.;et adjustnjnt 
you can use existing vaca.ncies to create any nev positions and functions 
you desire.) UtiliiTing vacant positior.s, or ncv; positions, and acquiring 
the npprcpr iat 3 budget adjust-ent, you get your position upgraded to a 
CS-17 >X\. You then croate a nov position of Deputy Office Director, at 
n r.or.carcer Ci-lo. B.-.causc tiMt prs-;inn in noncareor, your former deputy 
has no ri3!;rs to it. (?:;'to of ea':t;i::i: Th,; qu?.-3tion nay be asked why you 
si-pLy uoa't conv.;rt those p.sicii.'as fi o-.i career to r.:nci;rcer ana then fire 
the ir.curr.bcnts. The Civil Service rules and rc,2ulations contain a "grand- clause" vhich provides that if r. positicr. ^.hich ir. filled by a 
career incur:bent is froM career to noncareer, the incumbent 
still mintains his career status in the job. Operationally, therefore, 
ti'.e position does not bccoTO non,:;arcer until the career iacu.T.bent vacates 
that position. If you convert it to noncareer before ho vacates the 
position, you run tlie risk if you take some administrative action to 
transfer hip out of the position la.ter he can claim political discrimination 
pointing to the very fact Ll:at you converted his position to oxceptcd status 
as ov ider:ce . ) To make sure the reorganii-ar ion does not result in a 
reduction of status for your forr-er deputy, you appoint hiTi as a CS-15 to yourself so that ho retains both grade and his 
direct report!:--; relationship. You then create two Staff Assisi;ant positions 


for your Branch Chici.s rer<^r t ing to your neu- Special Assistant. They 
alac rc-t;iin clicir GS-1/^ i\rnd^s. You upgrade tr.c Brnnch Chief positions 
to CS-15 and create two I3eputy iiranch Chief position,; at GS-14. To your 
ncw dcpaty po.Ution, the tv;o up,^ra;Icd branch chief positicas and the two 
new deputy branch chief positions you then effect the n]ipointr.enC of 
persons of uaquesticned loyalth. You have thus layered into the organiza- 
tion into key positions your c-..'n people, still isolating your road-blocks 
into pcverleas make-shift positions. In all likelihood the three will 
probably end up re-signing O'jt of disgust and borcdcrr,. You can then return 
the tk.roo skots frcn vvherover ycu borroi.'eJ them. If this does not occur, 
you can have a reduction in force u-'nich will cause certain job abolitions 
and thus the elimination of ijelccteu crployces. As r.ontiuncd in the 
Ii'.treuuc tier, , this laycrin;?, tcchnir.u.; follo;.'cd by a red!:cticn in force, 
aftt.r n respectable waiting pericd, -^-as tlic technique used extensively 
by I.yr.con Jor.nyon's AdriinioCfat icn . 

A variation of th.e Inyorin;-; ■".ccl-.t-. iqi'.j is called ths Bypa-.s Layeri ng 
T(-ch:iicit:c •.viiloh nay be utili>;cd in the event the two C.S-i4 branch chiefs 
sho' be eligible for proin.^tion and placement in the u.pgr.ided G.S-i5 
branch chief positions, Tiiat will frccucncly be the case, especially if 
th.c5e upgrad-id branch chief positions carinct be made noncaroer. In that 
caie the scenario for ti'.c creation of a new upgraded deputy to yourself 
re-iins the sa-.-.e. Your forn'.er deputy is likewise i-ake a Special Assistant 
to yourself at GS-15 having no rights to the noncareer GS-lb position. The 
tvo GS-K branch chiefs are prc-vVed to GS-]5 inakin,", v;ay for the creation 
of f.;o deputy chief po it ions at GS-14. You then layer in your 
ovn pe-'plc to the dCj-iuty branch ciiief positions. Frr-,.- then on all business 
is conriucted between the deputy brnncli chiefs, your deputy and yourself. 
Ycu rudely bypass your bra^-ic'i chiefs on all office rvittcrs. You also 


tctally ignore your special assistant. If all three don't at least quit 
in disyus' , at you h.ivc rei.-ovud thcr-. Lrcn i::;o r;a Instrcam of office 
07>._:raCions . 
c. Shift i'. T; Rcr ^ ona s ihil i t i rs nnc: I'- cjlat irn 'fe-chnigues 

This is a classic orj;an i-:a t ional technique first introduced by 
Fraaklin D. Roosevelt. It does involve a sizeable inuest-^ent of budget 
and slots. Its purpose is to isolate; and bypass an entire oryani;tation 
v.hLlc i<; so hopeless t!iat there is aii inr.'.e d i a t e desire to deal with nobody 
in the organization at all. The shifting responsibilities and isolaCicn 
ti e'jo entails the scttinr; up of a parallel organi.T;. tion to oi-\c: already 
in exi.stence, and ;^iving chat nev organi^^ation most of tl-.e real au!:!-.oritio3 
previously vested in t!ie old organization it parallels. The alphabet 
at-.encies crcatel by I'T.?. to r..:.uvp o.iir.r ing functions of existing (.Icpartrr.ents 
ar.d to assu.r.e n.rv- functions Lhiat ordinarily 'vould have go.ue to those 
existing: ccp;r tneats ■; s an e>:,;:-.pLe of t.h? wh.olesalo Ui;es of the shiftitig 
fv:rctii!i-,s technic:ur-. ;,-;t's u.-a ar.otl-.jr exa-.rple. Pcr'.'.aps yoi're unr.appy 
with yoi'.v v.hole ':.:agot office. Vo;_. inform the budget office t'riaC the 
tail v;ili no longer v;ag the dog. iro.-. no'.v or. they v;iH c> 
S'jpposed to be t'lC, functic^ns of ch..-. budget office wliich nr( 
ace -untir.g proccdurt;s and docu'cut ir.g procedures nccesrary 
ir._- a budget. You create a nc.' Office of Financial Policy 
'.:'l\ have th.c rcsp,-.ns ibil ity for exanining t h.e proposed budgets of the 
CO prniM^t parts of your organiv:ati oa and then rcco::ncnd the "policy 
decisions" necess.iry to put tog,eth-:!r your organi7,.-.t ion ' s budget. Because 
of the policy co-.teat, tl-.e positions in tlie m w office viU be largely 
notic;\recr and thus unavailable as a tatter of right to those bureaucrats 
in your existing budget office. You then iiaposc unbearable ceilings on 

rcisc '..-hat are 
e the tcci'.aical 
for prrr:ulgat- 
Revicw './hich 


vour biid~OL officn rpoc i f ic^lly in tin.' area of .Tccountiiu;. Thin renders 
that budget otl'icc ircrc.-ia ir;; incnpab lo of prcJucinc; cccc, ncco'.ir. C i ir; 
'litra to the no-v Financial I'olicy Heview Office. As a result, the Fin;incial 
i'olii;y Kevio'..' Office n-.ust of a necessity create its owii accounting area 
(hopefully frcm slots you I'.nvc squeezed cut of the bud-et office. l.'ote : 
It is irr.portant that you do not create ci ri^-r positions in the ncc office 
conp.uT.ble to those in t'nc old btjd;,et office at the sane tine ycu reduce 
toe persor.nel ceilings in th.c old budget office creating a RTF. U'hercas 
the civil service rules do not allow careerists being RIi"d to exercise 
claiiTS to like positions in the ncn-carccr service, do grant careerists 
the riglit to claim,-.;;t into like .^il'SJX P'^'-^^'tions that are created.) 
Slc-.v'y but surely the nc(; Fini-.ncial Policy Kjvicv Office accrues all of 
the m-jaaingf j1 function-; of th'.-. bi:d;.;c>t office i::olatir.i; those bureaucrats 
vho have not: quit in dir-f/^^t into ireiningl-v-ss tcch.nical positici-.s out of 
the nainsCvean of the Dopr-r m^ja t " s operations, 
d. Nov Activity Technique 

Another organizational technirue for the wholesale isolation and 
difp:sttion of undesirable eripioyoe- vie tirn;; is the crcatioa of an 
app'.rently noai-.irgful , tvt essentially mo.'.ningless , va-'-: activity to i;hich 
th.ay are all transferred. This tecr.uiquc , unlike the shifting rcspo{\si- 
biliries and isolation teca.'ii(|ue designed to immobiliKC a group of people 
in 1 sln-le ori-"nizational entity, is dcsi-ncd to provide a single barrel 
into which ye.u can dijr,:p a large nJThor of -..'idely located bad apples. 
Again let us u-;e an example to illuoLrate this technique. Let us apply 
this to the U-.rp.-.rt::;en t of lioalth, K.dvcation, and V.'el fare . A startling 
nev trur.t to VlV-^'s participation ii; tho M;del Citi-s Prcgrar.i ir.itht be a 
new research ai-.u develop-ent Jlodol Cities Laboratory. With the concurrence 
of the r.ovovnor of Alabarn, one r.i^htclicose Alabair.a, or a rer.icn thereof. 


Lo be a "riodol state" or "rcdel region" like v;e noy have sections of 
cities dcr. ir.--itc:ci r.s , "i. o;:c 1 cities." Foi" office lacilitli;?; the i-'opartncnt 
of the Arr-y mi^ht bo prcv.iiiec! t;pon to provide surplus buildings at Tort 
Kuckcr, AlaU;-."'r>. The Alaha^.a Stato Ucpart.rcnt of Fiducatlon, weald, I 
avr. sure, be nore t'ncir. happy to provide scli.'^oi bwses to bi;s VJi'.-: er.plo^ccs 
bct^jeon their offices and tb.e nearest tov;n where they would life. 
i<.'. tura 1 1 y , to such a hif,h priority ar.d hij-.h visibility project as a "rr.odcl 
state" lab you v;oeld want to assiv^n s'.rs of the rrcst "cualifiec" cr.'.ployees 
and adrunis trators you could find throushout the Depnrtnent, both in 
Washington and ia the field. By carefully looking at the personnel jackets 
of your selected oirployec -vie t ii;'S , ycii can oa-jily de.sigti an organization 
chart for tb.c project that w'M.ild create positions to which theiio c.ployee- 
V let ins can bs trnns fcrred that r^ut the necessary j-b d;-scr ip tion requirc- 
r.ier.ts, offer prcin.-jt iona I oppe-r ti^nit i "s ir ;;radc , and by hiving the project 
report directly into the m:; rc-ta-. ■■ ' s ociice provide tor pra.iotions in 

e.^. .'.ddiclT^-l :<ot :s (ggroc. -r:--;:: C^ ne ter:-.rv ures) 

Tl;.-.' teciuTicp.'cs prof'jrrnd -jjovo are nut ur.kncwn to our loyal civil 
ss.-vants. Sir.ce e --.tensive u.-.c of the layerip"]; tcchniquos and the shifting 
responsibilities techniq-ees were r.^ade by the pr'-'.vlous Adr^n' t;istrat ion-, 
be:--ccn November of 196S ar.d 20, 1969, trer-.endous roorganir-cat ions 
o. ...rrcd within the Federal Cp'/o rnncnt desiyncd to make thoso techniques 
difficult to apply by our n.:v .■•dn-.inis trat i on. V.'ith t'ne l:elp of the 0>;B , 
foll'i-wing the poiieies of th : Rrvenue i^:-.pci;;' i turo Control Act, !'\any position 
nat filled in the sprin;; of 1 "^'iO •..•ere el i. lir.atcd frrr.; the personnel 
ceil-;n;;s of th.e iJepa r tr.r ;: tt: , or Ap^ei'>c irs , anc! their fv.nd inr, for salaries 
was cov-.ensoratcl y reduced, l.'ith tivj Olh; continuln;.; to reduce personnel 
ccilir.pjS, the availability of e.-:tra slots r.nd salary fu.-.<b7 for purposes 
of b)',h 'a'-orin':; and sliiftir.p, r.' uons i b i 1 i t i cs all but do not i.':-;!St. Had 



the 0MB acted in the President's best interests to help bin obtain control 
ever his; trat icn, and rule rati:cr than reign, it would have 
rcco.-.-.endod an expansion of p^rsonr.el ceilings and furidin,'; lor salaries 
for the first t\!o years. This would b.ave enabled tlie Dopartracnts and 
Agencies to conduct the nc-ccssary layering and shiftin;; responsibility 
functions doing those first tvo years. During the last two years of 
the Ad.T^itiistration, wo could have enjoyed a reduction in personnel ceilings 
and funds and conducted a selected reduction in force. As it is, by and 
large, tlie personnel ceilings and funding policies of the CMC has only 
frustrated this Adn-.inis tration fror' any ir:canLngful prograai Cor bringing 
in substantial numbers or loyal team meirbcrs into the bureaucracy. 

Lik6;>;isa tho 0113 cocperatcd with the Johnson Administration during 
1963 in t!-.o distribution to the H.-partinents and Agencies of all but a few 
of the iixecutive L'.;vols in the Ptl .•■ idjnt ' s pool •.■;hich ^;erc promptly filled, 

re'-urce of Executive Level pcsiticiis frc.n which ndv-- positions for layering 
.'."d sliiftir.g responsibilities at a high level could have been ncccr.plishpd . 
Thi- .'-.dminis t rat ion was left with the a 1 toraat ivo of seeking additir.-nal 
F.;:jrutivc Level po.sitions froj, a Congress not likely to be cO'.iperative . 

fuvtheriDoro , as mentioned it: the Introduc t ioa, the D^partrr.ents and 
Aj^c.-.cies absorbed and filled oi: a career basis most of the outstanding 
supergrndu quota allocations giv-sn to tiic Executive iiraiich by Congress. 
Tills again i?.akcs the creation of additional suncrgr.iJe -positions for the 
purposes nf layering, shifting responsibilities, or. setting up a new 
activity cxtr.-ncly difficult. It is to an uncooperative Congress that 
the Adiiinis traL ion rrust look for additional supcrgrade quota allocations. 

rurthcr, between I!ove;;--ber 7, IvoS and January T.0 , 1969, most 
Govern'-ont donarcnents and agcr.cics experienced •■ rapid increase in the 
cl-iss-: flcatio.--. ci positions to ti'^-ir .-'pti:;u:a level, followed by the 



pro.T'or.ion Co and flllia^; of those positions with thosf who had been 
loyai to that At:„iir.i3 trn tlon . A;r,ain, this "counter Inycrin;;" activity 
had made- it difficult for this Ad;Ti'inis tra t ion. 


There is no substitute in the bcginnin;! of an>- Administration for a 
very active politicr.l personnel operation. V.'hatever investment is rade in 
positions, s.ilarics, systetTis , training and intelligent work in this area, 
'..'ill yield a return ten-fold. Conversely, the failure to invest what is 
necessary to a palicical personnel program, will cost the Aciniinis trat ion and 
the Department or Agency fifty-fold that they might oti-:orwisc have invested. 
These cstirrates are borne out by experience. K'p.cre Departinents and Agencies, 
and Adiiiais tra tionn , have failed to iTivest the n!av,po'.;.:r and other necessary 
aforen.oaticned ite:-^ into an effec'.-i\e political personnel progrnc -- blindly 
paying lip service to such a fenc tifn rnd proceeding ir,r;edi,-i!;ely to invest 
h.._-,-.vily in the r'.'ir.:''.g.^;-.en t a:;d prcgran functions -- they have only boon 
plagued by such folly. The tir.e cunsuried of high level Ad;"in is tra tion 
ap;:eintoc9, and the rnanpo'ver and expanses involved in the creation of 
fire figliting forces, caused by acts -in atcen:pt to frustrate the 
Ad"inistration's policies, program objectives and iranagemont objectives, 
as ■..'ell .-i.'S to orr.b.;rass the Adninis tra ticn , engaged in by unloyal eT.ployccs 
of :he Executive Branch, as far c;^cocded th.e invcs tt:-.en t a political 
persoiincl operation would have required. In those few ori;aaizations 
v;herc an effective political personnel office was the forerunner of "new 
(i ircc t ions" in policy, progra.M o'.) jec tives , and nrjnagcment objectives, the 
e.-.->se and lev visibility with wiiich tl'cy were acccr.ipl iL;hod war; irarkcdly 
contrasted to the re'it of the Adpinis tration . There is no qnescicm that 
the effective activities of a -political p-r-rsonnel office '..-ill invoke a 
one-shot furor in r lie hostile pre-;.^ .and Congress. Hut there is no question 
ll:af t''c ;e costs .'.re iar less than the costs of the frc(;uont crcsccndos of 


113- inibKcity tl'.ac nre siirc to occur frcqi'cr.tly and inc'cf initcly if you 
d.) not. la short, it is far bect-:-r and hcnlthier to s.^'allcvj a Inrge bitter 
pili in die bcginnin;-, and then run rigorously to-A-ard your objectives, than 
to run tc-.;nrd your objectives stopping so frequently for srr:all bitter pills 
that ycu bccc.e drained oc the endurance, the vill and the ability to 
ever reach your objectives. As one of the ranking of this 
Adn:iniEtvatLon once put it: "Yon" hope to achieve policy, program 
or "r!nage(;;;.'nt control imtil you have achieved political control. That is 
the difference betvoen ruling and reigning." 


ROUTiKG/r^vALUATio:: Forai 


tMonthI (Ojyl tYejr, 





n -Turn Off 

I j -Package 

Rating Scale (I to V) Check box: 

Agcncv Liaison Br 

Area Liaison 

[2^Cons,der for the loilowing Job Areas: (« & D 3^) 

Recruicnent Br. 


















□ send TO 








I I referral 



3. OTHER COHTEMT (Referral ur.d ,Vo R^h"alj 






(21 □fOHAPOS, 


. D. IZIfor enoo=sing 







Dnon ciTizEr 



IMonlfij (Djy). 

:e of ni 




I I -General Referral Q -Turn Off 

Q -Packn 

Rating Scale (I to V) Cfieck box: 

Agency Liaison Br 
Q- Q 

Area Liaison 

[TjConsider (or the following Job Areas: ( R{,D Branch) 

RccruiCment Br. 

t -Q 

















□ send to 


( JE OF candidate 


street address 

street address 

CITY AND state 





B. niHAV 



3. OTHER COHTEUT (R<:f.!'ral a^d N 

o Referral) 





U,n -OR A position I.ACT.OM 


4. A. □ REQUEST SF 171 

B. Oeventuallyturn 






Name of Candidate: 

Positio!"! for v;hich Nomimtedi 

Grade and Pay: 

(Circle Onei) PAS PA NEA Sch C Sch A,B. 

Date Received: Si;SPP:r;SK PATE: 

1. FROM: Opr; rati ens Section Date: 
TO; Agency Liaison Branch 

Request Approval to initiate Clearance. 

2. FROM: Agency Liaison Branch Date: 
TO; Operations Section; 

Initiate Clearance Do not initiate Clearance 

3- ERG.".:: Operations Section Date; 

TO: Area Liaison Section 

General Recruitment Section 

Pleas^o initiate Clearance en above named individual 
and return to Oneraticns no latei' than: 

Area Liaison Qr."uTch 
General Recruitment Section 

TO: "p^rationc Section 

___^ Candidate is cleared. Candidate IS NOT cleared. 

Appropriate material is attached. 

Operations Section Notes: 

Recieved Security Cleai^ance on (date): 

Clearance rent to V'hitc Mouse on (date): 

FRO..': Operations Section Date: 

TO: Special Assistant to the Secretary 

We have recieved White House Clearance (attached) on 
thj above individual. 



Asst. to 

General Recruit- 
ment Branch 

Area Liaison 

Agency Liaison 

Research & 




/? /f C f^ <^- ^ '^ ^'^^ £■ ^ r / Vc' OC£SS. 

O ^'.'Sl Ofjr-I £AJT 


5 /'iS-CiJcy /.i/iiif*> 


i /)/t-;js .^ecfl.u'rc M?spiCir ■fc^V't 





seuro « 



t-raift- To 






t^' ^\'>ri'i'.''SS 

;ki ^ — 


^/Z^unzs sec To.i 
» Sc'.'j'O fzssui-rs 7o 


S*£/, ECTio/^ O-p-f^/c'.^]!' 


If-fW. pEcf-'AiTric^r &&AIKH 

f)fiCA -«.//,V>f^.'J /3e/7i"-1 

o. r. ...,.-., \ ■', S / 

j . (icfiii:£tic.c Cheat | 

I SccT£';t 





\ \ 

\ ^, '^^ 



.-■ -;-:-^ 


1, .JlC^ 

i ,' 


UlWon lli/,ix.i 

i . 








• Cle,-)- 







OP£.r:f]Tiom ViZCTlot-i 

/■ Se/jo To 2: Je'if ^■(■«yi.r/iME.-t.>.;; £. Senit:, 

3. ffec.euj 














fjLi. NiVl 



c;h;. T,v.:s7 o« acgkcv 


A0/£; Alfach RESLME uhich must contain: Mailing address, loting address, dale and place of b,rth, political alj 
ation, education and work experience. 



;.'a"e of Candid.Tte: 

I'o-jiCion lor v.hicli to b.-^ noninated: 

Cvp.d,- and Pay: 

(Circle Oae) PAS PA NEA Sch C Sch A Sch B 

Dace Received: SUSPEN'SE DATH;: 

Tills IS NOT A RKOuES T FOR CLF^''.?-.\!;cn: 


TO: Area Liaison Branch.. 

^Gcneral Rccruitnant Branch 

Plraso initiatn Pro-checks on above r.ancd individi'al 
and rcturii to Operat-.ions no later than: 

?. .--ic;!: Area Liaison Branch DATF, : 

General Recrui tneixt Srai;ch 

TO: 0i't:R.\TI0N3 SFCTIOli 

Positive prc-clieck attaclied K e^ativc prc-check attached 

3. Opcratiens Section Notef;: DATE: 

Acceivod Security Prc-check on: 

4. FlIOM: rpir^'iTIO'.iS SECTION 

TO: :;:.'.:ii:ATioN co;";i-itee 

V.'e have received pre-cliccks (attached) on the above individual 



Originating Offi< 

n Office of the Director 

D Public Affairs 

D Congressional Affairs 

n Minority Affairs 

D General Counsel 



The attached resume is forwarded to you for review and consideration for any staff vacancies wliicli 
you may have. 

A letter lias already been sent to the candidate telling him that his folder is under consideration. 

If you are interested in this candidate for a position of GS-12 ( ) or below, please 

contact the Placement Officer for your division in the Division of Personnel. Additionally, please 
complete and return the form at the bottom of tiiis page. 

If you are interested in the candidate for a position of OS - 1 3 of above, please 

contact your Be sure to return the attached form immediately. 

It is important that this candidate know his status. If we have not heard from you within 10 working 
days, we will assume tliat you are not interested in this candidate. We will automatically send liim a 
letter stating that we have no vacancies compatible with his background and interests. 

If you are interested in this person, please return the form at the bottom of the page. 

(This is a standard General Referral Form and is not to be construed as a formal nomination.) 


Please do not contact 

iVe are considering this candidate for a position in our office. 
We will handle all further correspondence and action. 



Por5 1' on I 



^:^y Ranf;e: 

{Circle One): 




NEA Sen C 
CEA Sch A 
LEA Sch B 


Brief Description of Duties: 

Selection Criteria: 

Education Preferred: BA,DS 

LL.B, J.D. 

Typo? of Eniploymcnt Experience; 

Special Skills and Training: 
Previous Salary History: 

(field of study) 

1- FRC.v: Agency Liaison Branch Date: 
TO: Research and Development Branch 

Please fonvard all tals'nt bank candidaterj that 
meet the above selection criteria, 

2- FRC:;: "Research and Dovelop.-ient Branc}i Date: 
TO: Ajency Liaison Branch 

Attached are talent bank candidates. 

3* FRO.v.: Agency Liaison Branch Date: 

TO: Area Liaison Branch 

General Recruitment Bt^anch 

Please initiate a search for candidates for 
- the above position. Talent Bank candidates already 
bein^; coiisidered are attached. 


if, FROW: Area Liaison Branch Date; 

General Recruitment Branch 

TO: Agency Liaison Branch 

Attached are all candidates for above position. 


Ims r^ked me to tlirnl. you foi. c-.pplylny Jor 

,\V are curn-^nt ly rcvr.f-Ajir.g our staff Jng needs, both in V'arhinsion 
I'lii in Ihc fi^lc!. ri(iasc be assured Ll'.,-.t you viJl receive c\\iry 
vinsi.; ;v;.tion. 


_hp.s asked ne to tlic-nk you for ftpply'nf, icr a position 

i:.^ arc currenLly rcvi.f v'.i.r.f', our .sii-ifinj noi^di;, b^-.h in Uar.uIn£;t.or. 
av.J i-i Lhf field. Pleif.e be ;'ssured t\)i'-. yov. v.'ii] recf.iivc every 
cons i J.-ii-JCion. 




hoii a-^kcJ r.c- to tl'ank yo'.-. fiT ccnsicic' int; 

l.\' :>!' CH:ir(i-;ly : ••vi t-;i :•;; our st-.ffi.:r; r.'.edi-, bot'.i in '..'ar.k i nj-to; 
nn'l i:i tlio r:-..'.a. )Mi'c;:.'i b-j assured tt -L yru \. i .1 1 rccei';.> e/i^ery 



Denr : 

has asked Trie to thank ycu foi" consideiing a position 


V.'e :nR ciirrrnlTy revicv/ing oui- st.-'f firip needs, bcth in VrashinfjLon 
and in the field. Please be assured tlmt you \ini receive every 


1 D 1 



Dear : 

_has ar,I;ed m? to thr.nlc you for rceoT.;. lending 


V;e are curreitly rcvie\.-ir^'> our staff in.-', n.-c-cls, both, in V.'.-'sOtin^it.-oa 

and in th:.- field. I'Jeai.c he-, assured thnt \.'iJ 1 receive 

every cciri^idcraiion. 

1 D 2 

ha.'; asltfil ine to t'nank you for recor:r.icndi nj^ 

for a posi rion in 

V.'e are currently revicvjr.f our staffins; i.eeds, borh in ^rshirj;'. oi: 

and in tlir. f:lc:ld. 1':! erisu bo a'-.::ured taaL ; \ill receive 

cv.'ry consi j"cr£ii if.n. 



1 E 1 

- Date 

Dear : 

^has r.skccl lae to thank you for endorsing 


Vc. arc currently reviewing our staffing needs, both in Washington 

a-Ml in the. field. P3ear,e be ni;cnvcd that \^ill 

receive every considcar.tion. 


1 B 1 F asked n?. to thank you for applying for 

VJe are currently reviev.ving ov.r staffing nc-c^ds, loth in V^ishington 
and in the field. Please be assuicd that you v.-ill receive: every 

Enclosed is the standard applirrt Jon for federal ci"ployi:'ont. Plear.a 
return tl-.e co:?pleted forn^. to my cffjce as il v/i.U help ur. to evaliial< 
your qvr.lif ica'.ions , It v.'il] aisi.) serve as a rcq-aired pare of 
your official records in the event of your selection. 

Sancere]y , 

1 B 2 F 


Dear : 

lias asked i;:e to tb.ank you for applying for a position 

V.'e arc curre-.tiy rcvi.-^.ing our st.'fiLng need;;, botli in V.'asli irgtcn 
and in tiie field. ric-'.se be assured that yea vij 1 receive every 
ce;!:,'-.i.:c'rc'.L ioi.. 

l.nclosi:d i;; t}ic stand. ird applicalic.i for Lodcral c.'..p.l cv: .^ uC . ?' 
return the cui: plcte.l for.;, to ny of.'^c. av; j! vi]] hflr. u; Lo c 
year o.u.ili I'icat ■.•as. Ic v.ill also seivi a;, a rcctaired p.:rt Oi 
our tiJ'; in the eve. I of yo-jv .-:c 1 cC ion . 


lins atkrcl mc to tli;in!; you for roK;;iclcriiig n position 

V.\7 arc curri'.-!t]y revic-i.'ing our ctcifCing needs, both in l.'ar.hington 
and in tlic field. I'lease Ne asc-Jiired that you will receive every 
conslder.-.t Jon. 

l.'ncloscd i.s the standard application for federal enip].nyr;-?'.it . P].earc 
return tlio coripletcd forr.i to ny office'as it v.'ill help us to evaluate 
your qunJ if ications. It v;ill also r.orve as a required pavt of 
our official iicords in the event of your selection. 


1 C 1 F 

liave arhcu r,o. to tliarJ:. ycu for 

l.'e arc curi'i^itly revic-v-J n^, our stiif /i v.^ needy, hctii in l.";\i;l;ln£toa 
and in t'le field. PJ.r-as-j be assu):ecl tliat you (-.•ill recei-'"C' ev€-ry 

Kn'jlc>Sr-d is the .-.tandr.rd appllcatiiai for federal eniployMcn t . Plcane 
return the ccnipletc-d forr.^ to my office as it \.'lll help us to evalvatc 
your qualifications. It \;ill also serve as a required paru of 
our official records in the event of your selc^ction. 

Sincere] y , 

Bl" "' ~ 


Dci.r : 

Thanh you for applying, fot 

V.'i; arc- current] y revi c ■..•i: r, our staffing r.ccds, both in h'of.hin^'rc'n 
and in the field. i' [)C- at.sur. ■.! that y.;.u v;rll receive every 





Dcr.r : 

Ttianl: ycu foi" applying for a poriLioii in 

V.'e arc currently reviewing our staffing needs, botli in Washington 
ar.J in tlic field. Please be assured that you vill receive every 
ccns3 deration. 



Date - - . - 

Dear : 

Thank you for considering 

V.'e are currently reviev;ing our staffing ncocs, both in Washington 
and in tlit field. I'leasc be assured thst you uill receive every 

Since) ely. 

C 1 


Think you for considering a position in 

V7>'. arc currently rcviev-irg our .^taffiv;g neeos, hot); in Washington 
and i.T t!'.e field. I'lc'f;se be assured that you \,'ill receive every 


I) 1 


Dear : 


"JiiCuk ) ou foj- rccoi: .-onding for 

!vc currently r('vif-.:irg our titnffinc; needs, both in l.'nshlngtor 

in thr: field. Plec^se be assured tlu.t will receive 

•y C(.':;;:ider.-:tioi>. 



D 2 

Deal- : 

Tlumk you for rect'.rr.ciulins for ^ poKUion in 

V.'c arc curicTiLly rcv.i t"..'^"ns our staff. ino; needs, both in Wayhincton 

and in th( liclc'. . Plc.-^ne be assured that \.'ill receive 

C'Verv doraCion . 


Tl-ank you for endoi>'ing 

V'e are curj-i-intly revic-^/in^ our si tiffing 'av^Cc, both in \;a3liington 

and in th- fieJd. Ple:--c he ac£:u!-od that \.'il]. rcceiv 

every .com. i.dc.ratioa. 


E 2 

Thank you for endorsint; for a jicsiticn in 

v.'o are cuvcnlly rcvic-.-inc our f.l-.rfJng ne-.ds, both in k'ashinc;! 

and in li-.c fi.i-.ld. Tlcasc he anr.nrL-d t'aat i,;ill receive 

eve ry con -. i de r:\ t ion . 


yor for fi^ul),L^>a. 

'tly rivi..'in;; our r;L.fri;.;, •.;-<'.'.:, lotii in :': 
kid. I'JfTst, he n^-;u!.d thai- yju will rc-civ. 

32-818 O - 74 - pt.l9 - 29 


r, 1 r (<-.v-.;- iuucd) 

Epr.loscJ if. the ;if .•■alnrd application for fcder;;! cr.p] oypient . Plenr.e 
rcLurn I iic: cciiip-lfl cil foj-m to i..y office ns JL v;i.ll hcJ ;> us t;o evalurili 
your r,uili !" icatioi^'-. . It vill also serve as a required part of 
oiiv cfjici;'..'. reco)"ds in the event of your selection. 


Tliank you for applyiiii; for a position in 

V:? «re curr.jntly reviev7ing our staffing p.eedy, both in V.'a^hi-igton 
(-ind in Iho field. Please be asfiurcd that you will receive every 

co.'ir.idc.ra t J en. 

Enclosed is tlic standard application for federal eniploynirrnt . ricasi 
rclurn tho oc^MplaLed fo)-.,i to ir,y office a;-, it \;ill help uf. to evaluai 
your qvali fi rations. It i.'ill also j;crve a? a required p.ii.t of 
our ofiiri;:! records in the event ol your selection. 

I'eor : 

Thank vou foi" considerinr. 

V.\; are cui)c.nt]y rovie'..'in~ our staffing needs, both in l.",-ishinctou 
and in fr, c field, ric.'.se be assur^^d you v.-ill receive- every 
consid::.\-i'. ion . 

I>.iC]osc'J is the sla:;dard ajiplica t ii.)n for federal employment. Please 
r^-turn l'.c ro; a.let r-d forr, to r.y office as it \'i]j help us to evaluate 
yovr quaj.i i Jc :;t ions . it v.'il] al^io serve as a required part of 
o-.jr official records in tlic event of jour selection. 



l')cr\r : 

Tn.i:-.L ycvj for^ .:• poiijtion in 

uij ;u-e curre.-.My rivi o\^inj', oim- nlnffinf, needs, both in V.'ashington 
an-.; in tnc field. PlciiJi- Lc assured tlu^.C you vill receive every 

):nc.U';.;cd is; the .st;unlnrd npi'lication for federal employment. Pleasp. 
rt:ti:in llif coi';p1 c-.ted form l.o wy office as it v;ill help us to evaluate 
ycur c:i:nl if icatioit;. It will also serve ar. a required part of 
our oHicial rccoiu^ in the. event of your selection. 


A Action (2) * 


Dear : 

You liave been recoMiiit-idod by for a position in 

V:c arc currontly vc--. i ■-,.- in^; ov.- F.trJfAr:-^ rcoc'r. , botl; iu '.'uFiliiiigton 
en:'. i:i tlic iield. PJease bo assured thr:t you vi.ll receive- every 
cons idc ration. 


A Actioi: r (A 2 D 

You h.v^ 1 ei.n recOi.;;.L'i'dcd by for a position in 

'..'c prv cv--;-cnf;ly revic-i.-Jng, o-,:r staffing iccds, both in V.'asiiingl:ou 
iiid in tj;.- field. Please be ar.surcd that you v.'ill receive every 
consid.M ..iL icn. 

t'lcloscd is the st^-i'davd applioation for fcd.;:ral er.ip] oyr.ent . Pl-.asc 
retiirn the- co-pj ei -d £ori;i to ::.y office as jl \.'ill help us to 
your csi;,] ific;.t: ;(•:■:. . It wil] j.ls3 serve i-.s a required part of 
cu)- official records in the c/^at of your selection. 



A specltxc (A 1) 

Dear : 

You have been recoii'.iv.cnded by for 

V.'c are currently rcvje.'ing our staflin^; needs, both 5n V!ashin[!,t:on 
and in the field. Plei:se be acr.urcd that you will receive every 

A specific V (A 1 F) 

You have been rccoixii'^^iided by for 

V'e arc currently revicv.'lng our staffing necdf. , both in V^ashingtoa 
and in the field. Please be assured that you \7ill receive every 

Enclosed is the standard applic'iticn for federal eirployr^ent . Please 
return Ihe ftird fcr;,-. to ny uificc :'.c iL '.-ill help u.-; to cvali-.ate 
your qualifications. It v.'il]. also serve ;s n required part of 
our official record?, in the event of your selection. 

Sincerely , 

Thank yr.,: Cor applyin.g for 

Ue are c.irrc'ntly revJc".:in2 our staffing, both in V.'asliingtoi 
and in th?. field. Please be assured that you v.'ilJ. receive every 
considL-rr t ion. 

1 have referred this coriespondence to in tlic Office 

of .Staff )'lace;nent lor J r.;: 'cd: a.t •: attention.. 

Sincerely , 


2 B 2 


Dear : 

Tliank you for applying-, for a i>o£.iUJ.on in 

Ke arc currently revJc\:lng oul' staff in;^ ncc;ls , both iv. V:ashington 
and in tlie field. ]'] e.:se be asr.ured that you will receive every 
consideration . 

I have referred this correspondenc-.e to ^in the 

for ir.iniedinte attention. 


2 B 2 r . 


Dear : 

Thank you for applying for a position in ACTION. 

V.'c arc cu'rcr.tly rcv'.'.'ing oi;r r-t.-iffing n:;-U-., both in \."r.rjhingt on 
and in the field. Please be assured that you \:ill receive every 

I.nclosed is the standard application for federal ev.ployiient. Please 
leturn the corr.pleted fern to r.y of/ ice as it \rlli help us to evaluat 
your qualifications. It vrill also serve as a required part of 
our official record;; in the event of your selection. 

1 liave referred this correspondence to in the 

for intnediate attentioa. 



Thank you for consideiing 

V'e are currently revLcving our stoHing need-., bot'a in V'ashinr;ton 
and in the field. Please be assured that you v/ill receive every 
consideraL iop.. 

I h'lvi: 1 i-i"ci-rt-d tl:J;: cor rc': po.-d. iice la __ in th---- 

fcr i:-.:;.--'lJ.;.. .■HculicJ' 


Dear : 

Tliaiik you tor consicjcring a popiticn in 

V?c arc currently levic-v.-iug our staffing, needs, boLh in V.'p.sliin^tcn 
anci in the field. Plcas^; be assured t)iat you i.iil receive every 
considerat jcn. 

I have referred this correspondence to in the 

for ii.'i;iediate attention. 

Si ncerely , 

2 D 1 


Thanh yon for recorjuendinc for 

Vt arc curreiitly levi t'>.'in;^ our staff ir.^, needs, both, in V.'a?:!iin£tcn 
and in the field. I'lcaso be assured tlu-it v.'ill receive 

1 l;ave refervec tliis correspondence to 

I for inr.cdifte attention 


2 1) 2 

Thank you for recoiv.:i;onding for a position In 

V.'e are currently revievin^-. our staffing; needs, both, in l.'asb.J ngtcn 

and in t',-.e fi.-.ld. Please be assured tha': \'ill receive 

every ccnsidevatinn. 

1 liave referred this correr.poudcnce to i n the 

; for ininedicte attention. 



Dvv.r : 

'jlinr.'; >■<"' f'T ccn.';i.;'i"i-jnr, 

Ve i'-.c ciirronlJv rc-virvJ;);: nur ct;iff5!i;: nc-cCr. , both n;i \?:. shin- ton 
•r.nd :in ll:(: f.Loli'. ri.-;.sf he nsiiuicd you v;ill xc-ccivo c:vevy 
co:>^ Iccn ittjo;!. ' " 

1 b.T.'c rcfcrvcr; this; corrciipondf.ncr. to 

for DiiiM'x'isli- nttcnt:ic: 

in tl:e 

r)i'.-lor.(J j:. ihf- '.inivJavcl iipnlicntjon for fcclorn] cir,p]oyi"C'nt , Ylvcr.c 
,c:lmr, i.ii;-. ; c-i-lctC'c'. fojir, to ry ns ll: v,-il] "iK:.!:) vs to r.v,-:].r;!.c 
yorr c;-;=Hi jrntions. Tt: viU pIjio serve c-.f. a required, part: of 
oin ofiici.-]. record-, jv. tic event of you.r re] ecr.i.un. .- 


'j'Ikm!; you for f.ivir.c- '.ir; t *ie oppor! yni ty to cc'i'icidej" your qi.nli- 
fic^lions I(r n r-taff pr'Sition villi \'c tjpprccrp.ti' your 

interest and vant to brir^- you \i\> to date on tlic statur. of your 
cciritlidacy . ^ j. . 

Altl'oi'.^h yc'ur b-ncufirouuc'. 5:3 corvr.epidnble , ve cr.nnot be enco'.ii-^r;^'^^?. 
rbout ti^c pror-i-vcets of J.ocatinj^ on i^ppropriote position. Our 
projected no; ds: arc of r-udi a nature that ve do not snticipaic 
hnviu.j'. a po' i i icia v:hich \.'ould take advanta£.e of your background 
J:. id ii'.terc?!. i;. ) 

V.'c rpprcciatc your intrrer.t and Eu;)port, and exiead best washes 
tc > o'.i in your pr-cr.ent art Ivj tier.. 



SuJjcliaplcr Tl. Executive ScJicdiile Pay Jlatcs 


5:111. Tlio Kxrcutivo Scludulc 

5:»12. ro:sili<iii:i:.t l.vtl I 

.S.-?!.-}. l('Vi.I II 

6311. I'usltioTis :it. level II! 

•Vil.v. r„..ilioM^:,l level IV 

MH:. IV-itiuns .'.t level V 

5:}17. I're.'id.MiUal iuithority to po^^itions ;il 
levels IV .md V 


Tlic E.xccutivc Scliednlc, which is diviilcd 
into five pay Icsol.s, is the basic pay schedule 
for jmsilioiis to wliidi tliis siibchu))ter apjjlios. 


Level I of the Executive Schedule applies to 
the following positions, for which the aininal 
rate of bnsic pay is .^60,000: ' 

(1) Sccrctaiy of State. 

(2) Secret Bvy of the 'IVertsury. 

(3) Secretary of IJefense. 

(4) Attoiiiey General. 

(5) [Rei>ealed] 

(6) Secretary of the Interior. 

(7) Secrctarj' of At^rirulture. 

(8) Secretary of Commerce. 

(9) Secret ury of Labor. 

(10) Secretary of Health, Education, and 

(11) Secretary of Housing and Urban Dc- 

(12) Secretary of Transportation. 

SEC. -.M^. vosrrioNs .vr level ii 

Level II of the E.xecutive Schedule ap|ilies to 
the, follow ing positions, for which the annual 
rut»; of bu^ic pay is S4L*,5O0; ' 

(1) Dejnity Scerelury of Defense. 

' lner(„5 

.1 fro 

11 s;;t 

>,()l)ll u 

scD.noi) I 

pay retoi,, 




, l'J70, pi 

tioii 'J'J.'.flO 


, W) 


(2) Under Secretary ;if State. 

(.3) Adnunistratoi-, Ageiu-.y for Intcrnatiomd 

(4; Administrator of the Aalional .\eronau- 
tics and Siiaco Administiatioti. 

(5) Administrator of Veterans' Afl"aii>. 

(G) [Repealed] 

(7) Under Secretary of Titmsportation. 

(S) Chairman, Atomic lOneigj" (loinntission. 

(9) Chairman, Coutn.-il of Economic Advi-ers. 

(10) Chairnnut, IJoard of Governois of the 
Federal Reserve System. 

(11) Director of t!ie Burc.iii of the Uuderet. 

(12) Director of tlio Ofhce of Science and 

(I,'!; L)iicctor of tlie Unite.I States Arm:, 
Control and Disiirmament .\^,'ency. 

(14) Director of the United States Informa- 
tion Agency. 

(15) Director of Central Intelligence. 
(Ifi) Secretary of the Air Force. 

(17) Secretary of the Army. 
(IS) Secretary of the Navy. 
(19) Administrator, Federal Aviation Ad- 

(19) Director of the National Scienco 

(20) Deputy Attorney CJeneruI. 

->(21) I^irector of the Sjieeinl .Vctiou Oflice 
for Drug Abnso Prevention. <- 

the f 
rale i 


vel HI <:f the Excciilive .Schedule applies io 
ullnwihg posiliiins, fur which tlio annual 
f b:i,ic pay is .S-tO.OOO;^ 

Solii-itor Cleneral of the United Slates. 


Undersecretary of Agriculture. 

L'nder Secretary of Commeree. 


>-ecI from SUil.MMI to .SiO.i 
iiimeii.hilioii^ )(u.lm-i, UtT 
I.I ..f IM. '>il .Vwi. 

1>I) ».y IVr. 

H»M S«|,iafnM»l 9<»«-l 


l-lOO Book T. Voi.i'MK B. 'i'lTi.r. r> ok tiik I'mtf.d SiAnKs ("odk 

(f.) I'lider Sccvcliiiy of Honllli, Ivliicntioii, (:i5) Dopuly F:)iipit(>r of ( 'eiitrnl Intollipieiicc. 

nn<I ^Vclfll^c. (iifO Diiortor of the OHice of Eiiiergciicy 

(7) UiiilcrS.'.ict.iiy of (ho Iiiiciior. ]'lminin,>r. 

fS) \'n.!cr S.r.rlmy of l,:,h.,i-. (.■(7) i)iiiM-t<,r of llic I'em-c Corps. 

('.)j Ih.l.T S,-,iclnry ..I SlaU- for rolilicil CiS) ( 'hirf M.>,ii,ul Director ii> tho l)pp,ut-^ or I'ikI'm Sc ivhiry of Sljilc for l'',ro- nicnt of Mfiliiine mid StirpiMy. Vplcnms' 

iioiiii.- Atl'.-iir- •>:iiiil Mil I'liili-r Srcr.'liuy <.f Admuii^lnitioii. 

Slide lor (.'oordiiialiiii; Security As-i-.liuie<- (;{0) Uepiily Director, XiitioniilSci. <-e Foitn- 

ProLMiimsX- dntioti. 

(1(1) Under Seeretiuy of the Treasury. (40) [Repoded] 

(ID i:iuh-r Soeretiiry of the 'I'rciisury for (4 1 ) I'l evident of the Mxport-Import Bunk of 

Moi:etiiry Allnii->;. Wiishiiigtoli. 

(12) Adininistinlor of Cieiieral Services. (42) Members, Atomic EMcrsy Coimnissioii. 

(i;5) AdmiiiistrMtor of tlie Smnll Biisidcss (4:j) Mcmhers, Board of C.overiior.s of tlic 

Adiniiiistnitioii. Federal Ueserve System. 

(14) Dei)iity \(hiiiiiistrator of Veterans' (44) Director of t}ic FeiK-ral Bureau of Tn- 
AfVniis. vestigation, Dc[)artmeiit. of Justice. 

(15) Deputy Administrator, Ajrency for In- (45) Administrator, Federal Higliway 
teinationnl Development. Adminisirution. 

(IG) riuiirman. Civil Aeronautic-, Board. (40) Administrator, Federal Railroad 

(17) Chairm.-m of tiie United States Civil Administi ation. 

Seivice Conimi--- ion. (47) Chairman, Xntional Transportatioti 

(18) Chairman, Federal Cominujiieations Safety ]5oard. 

Connni>sion. (48) Chairman of the Xational Endowment 

(10) Clinii'inan, Board of Directors, I'^cdeial for the Arts ihe incumhent of which aU-o serves 

De|)o~it Insurance ('(•rporalioii. as Chairman of the National ( 'ouncil on tiic 

(20) Chairman of the Federal Home T-oan .Vits. 

Bank Boaid. (49) Chairman of the Xational Endowment 

l'21) Clmirniiin, Federal I'ower Commission. for the Humanities. ' 

(22) Chnirman, Federal 'i'nule Commission. (50) Director of the Federal Mediation and 

(215) Chairman, Intor-stutc (.■oinnicrcc Com- Conciliation Sei vice, 

mission. (51) Under Secretary of Housing: and Urban 

(24) Chnirman, X'ationul Unboi- Relations Development. 

Board. (52) Urban Mass Transportation Adminis- 

(25) Cliairni.o.n, Securities and Exchanj^e trator. 

Connnission. (53) J'residcnl, Overseas Private Investment 

(2(i) ChairnnLU, Board of Directors Of the Corporation 

Tennes-cc Vallev Aiithorit v. 

(5.")) Chairman, Postal Rate CJommissitMi. 

(27) ('huirn::..!:, Xational Me.lia.ion l^.ar.i. (^-^ Admini.i rator ..f Law Entorcemcnt 

(28) Chairmnt,. Riiih-ond Retirement Board. Assi^iunce 

(57) Ciuiirman, Occui)ational Safely ami 

licallli Ri'\icw Comini.-..-ion. 

(2'.») Ciiaiiiiian, Feileral Maritime Comi 

CM)) Comptr..licr of (he ( 

Cil) Conmu^-i.,ncr of Imcrnal R'e\emie. "^l'"'^) CliMirm.-in, E.puil Employment {)i)poi 

(:t2i Dire, I,. r of Defcn -e Kc-cMr.-h and En-i- 1""''.^ Commiw<.n.<- 

necrin-. Depart mcnt of Defcn-e 

(:;:;i Deputy .\dmiiiiMrator of llie .N.ilional 

r ll.c Vatii.n.-.I Vi.iuiil.-.tic.i. ..11 tl.r 

A( loiiiiulicT '111. I Si, ace \ihiiuii .tral i^n An- :.ihI tl;.- IIiiinaiMii.-^ .\,-t .jf l!ic.-| piovi l.-.l ilmt ili 

Cl.pi n ',r 111. \:,ri.,M,(I |:ih|.i\mii. lit for ill.: IIhuku 

(:M. Depmv Director of the Jiiireau ..f 



(■;ui of (lie ( oui 


(Vnij^lir ."..i. /',/)/ l.'nt.s <niil Si,.<tn,i-< 


SIC. .'>:!i.-.. POSITIONS A r li;\ i;i, iv 

l.rvrl IV ..r Ihr K\r<'Uliv.', Mpplios 
1,. II;.- |nl|..Aii;u' |)>>-i(i"n-,, I".. I u lii.'li llio 
:,uvr.A nil.' nl- l>;t-ir pMV i, s:iS,(illll: ' 

(I),-in,i..r. Bnicau ..f <rrun\y :,n.l 
('.,u:nl.-.r Air.iir., I >,|>:n t nuTil of Slntc. 

(-2) [K.'l,r:,l,..!l 

en l)c|>ni\ A.lmiiiisti;ilor (.f {Iciu-tMl Snv- 


M) A-S(..-i.Ml.- A.lininistpilor of tlic XatloiiMl 
Aoroiifiulii-.-- iiiid S|)iu'('. Adminisliation. 

C) A-i-^lanl Administr.ilois. Aponoy for 
liilenialioiial Dcvolopnii'iil (li). 

(tj) Uogional A-si-itaiit Ailminisl rators. 
\<jo:uy for Intcninlional Ofvclopnu-iil I'D. 

(7) "Un.lor Scrirtaiy of I lie Air 1m. ice. 

(8) I'lulcr So.r.'lary of tlu- Arniy. 
(0) Urul'T Sonclsuy of the Navy. 

(10) Dopiity I'li.K-r Soca'hiiio.s of Stale (2). 

(II) As.vislaut SecTclaiies of A.iciicdlturo Ci). 
(12) A<-i.-iaiii So.-.rotaiiis of C'onmuMrr (C.;.- 
(1:5) A.vsi-.laiit SeiMOtariesof Defense (!)). 
Ml) A->!-,i:tiit Sociotarics of t!u' Ail- Force (4). 
(15) A>-^i.<liinl Secielaiie.s of Uie Army (.1). 
(If.) A.--isiant Seerelarici (f tlio Navy M). 
(17) Ashistanl Secretaries of Health, J^.iucu- 

tion, and "Wellure (5). 

(IS) As>istant Seerotaries of tiic Interior (i"),'. 
(HI) A-sisiaiit Attorneys General (Uj, 

(20) A-M~lanl Secrelarie.-, of Labor (5). 

(21) iK.|.ealedl 

C22) Assistant Secretaries of State (11). 
(23) A-sislanLSecrctariesof the Treasury (1). 
(2-1) ( hairnian of the United Stales Tarill 

(2.-,) th;ou.iili (2.S, [Kepeah"d|. 

(29) Diiertor of Civil J)efensc, Department, 
of the A;-: y. 

(30) ;i;-'.oale.l]. 

r.'.O til s:is,ii(iil l.v l'ri'siil( 

.) of 1- I.. 'in 
..tlon rj..f I 

il.-i^r:n,!, I. 

(31) Deputy Chief Medical Director in the 
Dei.artnu'iit of .Medicine and Sur^'erv, Veterans* 

(32) Deputy Director of the Oni.-e of Kiner- 
-ency I'latudn-. 

(33) D.'pulv Din<torof liio Odice of Science 
and 'iVchnol,,cry. 

(31) Deputy Director of the iVuco Corps. 

(3')) Deputy Director of ihe United .Slule-; 
Anus Control and Disarinaineni Agency. 

(3t)) J^epiity Direct(,r ..f tlu- United States 
liifoiiuatioii .ViTcncy. 

(37) Assistant Dircct(.rs of the Bureau of (ho 
Budjret (3). 

(3S) General Counsel of the Department of 

(30) Cieneral Counsel of the Dei.artmciit of 

(■10) General Counsel of the Department of 

(41) General Counsel of the Deptutmcut of 
Health, Edu-ation, and U'elfare. 

(42) Solicitor of the De|mrtmDtil of the 

(43) Solicitor of the I)epart:ao:i;. <^f Ud>or. 

(44) General C-,uu~el <.f the National I,ah.,r 
lieiations Boar.L 

(4r,) fKepealed] 

(4t;) Counselor of the Department of Stnfo. 

(47) Le^'al Adviser of tiie Dep.utment of 

(4,S) General C. tinsel of the Department of 
the TreaMiry, 

(49) Kir.-t Vice President of the E\[.ort- 
]m|)ort 15ank of Wa-hin-ton. 

(•OO) Geiierai .Matui<:;er of the -Vtuniit; lCncr!.'3' 

(r,l) Governor of the Farm Credit Adininis- 
I ration. 

(.^2) Inspector General. Forei^ni As<ist.„nce. 

(■>:;) Deputy ln-pec|or General, F..rei;,ai A.^-- 

(.>!) Memheis. Civil Aer.uuu.tics Board. 

(50)>, Council of Kconoinic 

i-,i\) .MemI.ers. Board of Directois of the 
K.xporl -Import Bank of Wa^iinuton. 

(.'>7), Federal Coiuminication., 
( 'oiiimi'-sioii. 

I..-. 1: 



T5o()K T. Vni.tiMK B. Tn 

OK TiiK I'nitf.i) Statks C'odk 

(.OS) Member, Bonn] of Directors of tlio 
Fi'dciiil ])(!|i(isit. Iiisiinuic(i Corpniulion. 

(:,'J) Mi-inl.iis IVd.M-nl II... mo I.nnii V,nuk 

(CD) Mciitlicr., Fcdonil I'.iwcr f^ommissidii. 

(til) Member^, I'edi-inl 'I'ludi* (.'ommissioii. 

(G'2) Mciiiboiri, Iiid'isiHlc Coinnicrcc C'din- 

(G;5) Mombors, Nntioiiiil Liibor Relations 
Bon id. 

(04) Menibpis, Sci-inilies and Exclinnge 

(65) Mcnibrrs, Bourd of Diiectors of tbe 
Teimcssec Valley Autliurity. 

(GO) Members, United States C^'ivil Service 

((iT) Members, l-'edcral >b\rltiine Commission. 

(GS) Members, Nntioiial Mediation Boaid. 

(CO) Members, Railroad Retirement. Jioard. 

(70) Director of Selective vService. 

(71) Associate Director of I be Federal Bu- 
reau of Iiivcstigution, Dopartmeiit of Justice. 

(72) -»Meniber.^,<" ICqual Eiiiploymcnt Oi)- 
jjortunit}- Commission. 

(73) Cbiof of Protocol, Dc])artmcnt of State. 
(7'1) Director, Bureau of Intelligence and 

Researcb, Depurtment of Slate. 

(7.'j) ]3ircctor, Comnumity Relations Service. 

(7G) United States Attorney for tbe District 
of C'ohimbia. 

(77) United States Attorney for tbe Soutbern 
Di.slrict of Ne« York. 

(78) Members, National Transportation 
Safely Board. 

(79) General Counsel, l^cpartment of Truns- 

(80) Dei)uty Ailtniiiistralor, I'Vderal Aviation 

(.SI) Assistant Secretaries of 'JVaiisportution 

(.S2) Director of Public Roads. 

(S;j) AdmiTii>trati.r of tlio S( . Lawrence Sea- 
way De\cl(i])ment Cnij)(»ialion. 

(S'l) Assistant .Secretary fur Science, Smitli- 

(.S.")) Assistant .Secretary fur lii-toty and Art, 
Smitlisntiian Tn-litulion. 

(SG) Deputy A<!nuni-.| rutor ..f I lie Sninll (5um- 
ne-s Admini>tr«liun. 

(S7) Assistant .'secretaries of Housing and 
Urban JJeveloimient (G). 

(SS) (K-neral Cunsel of ibc Department of 
Housing and Urban J)cveloi)iiienl. 

(S'J) (.'ommis<ioner of Interama. 

(1)0) Associate Administrator of Law En- 
forcement Assistance (2). 

(91) Federal Insurance Administrator, De- 
partment of Housing aiul Urban Development 

(02) lO.xciiitivc Vice President, Overseas 
Private Jnvcstmeut Corjjoratiun. 

(92) Administrator of tbe National Credit 
Union Administration. 

(9;<) Members, Postal Rate Commission (4). 

(94) Members, Occui)alioiial Safety and 
Dealt b licview Commission. 
->(y.5) Deputy Director of the Sp(!cial Action 
CXIice for Drug Abuse Preventiun.<- 


Level V of the K.xccutive Schedule n[)plies to 
the following jiositions, for whicli the annual 
rate of basic, pay is S3G,000: ' 

(1) Administratoi-, Agricult'iral Marketing 
Service. Department of Agriculture. 

(2) Administrator, Agricultural Research 
Service, Department of Agriculture. 

(3) Aiiministrafor, AgriiniUural Stabilizatloi'. 
and Conservation Service, Dopartnient of 

(4) Administrator, Farmers llotne Adminis- 

(5) Adi!)inistrfttor, Foreign Agricultural Serv- 
ice, Dejiarfment of Agrictdture. 

(G) Administrator, Rural lOlectrification Ad- 
ministratiun. Department of Agriculture. 

(7) Administrator, Soil Conservation Serv- 
ice, D<'!iartmcnt of AgricuUuie. 

(8) Administrator, Buniunille Power Adinin- 
istratiiin, Di-partnient of the Interior. 

(9) Administratnr of the National (.'apital 
Transportation Agency. 

(10) lKei)eidedl 

(11) A>>ociate Administrators of tbe Small 
Busincs.-^ Administration (3;. 

' liu-na^.'d fn.m .SJS.OOO l.> .S:U;,1I00 l,y V: 
Ii;n rri;;Ui')MH, lliidcct, I'.ITO. (nii 
MCP ,11 ■..'.'■ih) of r. I,. !)i)-l.'l)f,. 


Fr.M .<,ip,>I.-i..rnl 09'>-! 


Clwptir 53. Pii]i Hiilf^ and Si/ftcins 


(12), (13), Kli.i (IJ) ll{ci)onl.Hil. 

(l;"i) Assdiiiiti^ Ailminislnitdr f^r Advniicofl 
Kcsciircli iiiul 'IVrliiu>li)^cy, Xiuiomil Acroiiiuitics 
iukI Spiicti Admini-tnilioii. 

(10) As-^dcinlo Adiuinirsl 1 iitor fui' S|>iuc Sci- 
ence imtl Applii-nliiviis, Xutiuiml Acnmuutics 
niid Sparc AdiuiiiislnUioii. 

(17) Ass(iri:i(c Adiiiiiii>liiUor for Mniiiicd 
Spiicc Flight, Niitioiiiil AfiDiiiuilics and i^pncc 

(18) Associuto Deputy Administrator, Na- 
tioiial Aeronautics and Sjitice Administration. 

(19) De|)Uly Associate Administrator, Na- 
tiomil Aeronautics and Space Admiiiislrution. 

(20) Associate Deputy Administralor of 
Vclernns' Affairs. 

(21) Areliivisl. of the United States. 

(22) [Kepealedl 

(23; As.sislunt Secietary of Agriculttue for 

(24) A.ssistant Secretary of HcnUli, Educa- 
tion, and ^Vell'are for Adniinistrntion. 

(25) [K.^pealedl 

(2G) Assistnnl Attorney General for Admiuis- 

(27) Assistant .Secretary of Labor for Ad- 

(2S) Assistant Secretary of the Treasury for 

(29) A.ssistant General Manager, Atomic 
Energy Conunission. 

(30) Assistant and Science Advibcr to tlie 
Secretary of the Interior. 

(31) Chairjnnn, Foreign Claims Settlement 
Comnii^sion of the United States. 

(32) Chainnan of the Military Liaison 
Coinnuitee to the Atomic Energy Commi.^sion, 
Depnninc nt of Defense. 

(33) C!;:'.irnuin of llie Renegotiation 15nanl. 
(3'0 Ci, airman of the Subversive Activities 

Control P.o;ud. 

(35) Chief Cum, el for the Internal iievemie 
Service, Dr|.aitMienl of the 'i'leasiny. 

(30) Cliief I'orcstcr of the J'ore.^t Ser\ ice, 
Department of A-ricnlt ore. 

(37) [K.pcal.dl 

(3.S) ll{..pealedl 

(30) Couuui.Moner of Customs, Dej.arlmenl 
of tlie ']-rea.nrv. 

(40) Commissioner, Federal Supply Service, 
General Services Administration. 

(41) Coimiiissioncr of Education, Depart- 
ment of Uealtl), ICducation, and Welfare. 

(42) Commissioner of Fish and Wildlife, 
Department of the Interior. » 

(43) Connnissioner of Food and Drugs, De- 
partment of Ileallii, ICducation, and Welfare. 

(44) Commissioner of Immigration and Nat- 
uralization, Department of Justice. 

(45) Commissioner of Indian Affairs, Depart- 
ment of the Interior. 

(4G) [Repealed) 

(47) Commissioners, Indian Claims Com- 
mission (5). 

(48) Commissioner of Patents, Department 
of Commerce. 

(49) Commissioner, Public Builditigs Service, 
Cieueial Services Administration. 

(50) Commissioner of Reclamation, Dei)Rrt- 
inent of the Interior. 

(51) Connnissioner of Social Security, De- 
partment of Health, Education, and Welfare. 

(52) Conmiis-ioner of Vocational Kehabilila- 
tion. Department of Ilealtl;, Educatio:;, and 

(53) Commissioner of Welfare, De[)arlmciit 
of Health, Education, and Welfare. 

(54) Director, Advanced Research Projects 
Agenc}', Department of Defcn.-c. 

(55) Director of Agricultural Economics, 
Department of Auriculturc. 

(5G) Director, Puicau of the Census, Depart- 
ment of Coimncrcc. 

(57) Director, P>ureau of Mines, Department 
of the Interior. 

(5S;) Director, Bureau of Prisons, Depart- 
ment of Justice. 

(59) Director, Geological Survey, De[)art- 
ment of tiu> Inteiior. 

(CO) [Repealed! 

(01) Director, .Vaiiomil Bureau of Standards 
Department of Commerce. 

(ir'J; Director of Regulation, Atomic Eiu-rgy 

((■>.'!) Director nf Scien.-e and Education, 
Department of Agri.ull ore. 

(til) Deputy I ndcr Se.retary for .\fonetury 
Alt'airr^, Department of l!ie Treasiny. 

r.M .<>u|.|.i. .., 

Inxt 121 

Jiii.r •». i<;72 



lUx.K 1. Vni.i'MK n. 'I'ni.E .-■) OK Till-; UMTr.i) SiAu:'^ Coi 

(r.,"i) l)c'|)tily (•uiiiniis-.ioiuM- of Iiilenml liov- (02) Mcitil)ci-s, Siilivorsivo A.-tiviti«^s Control 

ciini\ Dcparlmcnt .'f (lu- 'l'ro:isiii-v. Boiinl. 

((•,'•.) A~Mst;iiil Diivrl.,!-, \";ilion;il S.ieii.o (():'.) M.Mnhcis, United St:,l.-s Turin' fom- 

F..ui'.,i.,iinn (-1). n.i-<si,,n. 

(ti7) Di'imly Din-.l.T, !'oli,-y ami I'liins (04) iind (9.".i ( l{c|,c.ilc.l| 

rnile.l Sial.s"lMfni,,i:.lion A-rnry. (00) l)c| Din-.-lors of Defense Rcso.nvl. 

(CS) Deputy Cuii.ral Couiim'1, ])cp:u tnirnl Mii.l IOn^inccrin<,'. l)<'|)!irlniont. of Dofeiuse (1). 

of Dofoiisc. (07) Assistant Adininistrator of Ccnernl 

(fiO) l)('pnty (irncral Manai;fr, Atomic Services. 

Kneri'V ( 'onunission. (OcS) Director, United States 'I'nuel Service, 

(70) A.->ociale Director of the Fcfleral Media- " Department of Commerce. 

tion and Cnncihation Service. (00) Kxe<Milive DirciMor of the United States 

(71) Associate Director for Volunteers, Peace Civil Service ("'ominission. 

Corps. (100) Administrator, Wa-e and Hour and 

(72) Associate Director for I'mgram Dcvel- Pulilic Contracts Division, Department of 
opmcnt and Operations, Peace Cor|)s. T..alH>i-. 

(7r-!) Assistants to llie Director of the Federal (101) Assistant Director (Procrrani IMannine-, 

Bureau of ]nvestic:alion, Department of Justice Amilysis niid l^esearch), Odice of Economic 

(2). Oppoilunily. 

(7-1) Assistant Directors, Oflicc of lOmergcjicy (102) Assistant (!eneral Mannpcrs, Atomic 

l'li.niiin.L' (3). Energy Commission (2). 

(7.0) Assistant Directors, United States Arms (103) Associate Director (Policy ami Plans), 

Contrail ami Disarmament Agency (I). United States Infurmation .\gct\cv. 

(70) [Uepeulcdl (104) Chief lienelits Director, Veterans' Ad- 

(77) Fiscal Assist iiiit Secretary of tlic n.ini^trntion. 

Treasury. (lOo) Commi.ssioner of Lahor Statistics, De- 

(7(S) Ccnenil Counsel of the Agency for ])artmcnt of Eahor. 

International Development. (1 00) Deputy Director. National Securitv 

(70) GeTicral Counsel of the Department of Agency. 

the Air Force. , , , ,^ , "(107) Director, Bureau of I.aml Managc- 

(SO) General Counsel of the Department of ,„^,„, i)ep„,.tmeut of the Interior. 

*''^, ■)'">'■• , ,, , , „ ,, . ,. (lOS) Director, National Park Service, De- 

Comnu^sioT ''^'"'' '""■' """' "^ *'" ' "^"■'"'■- 

,oo^ 1 /ION (I. 1 II 0(^0) Director of Intornalionnl Scientific Af- 

(S2) and (S3) !\cpcaie<l r ■ n , , r o. . 

, ,. ,, 1 o I r .1 I-, , , r fun-s, Department of State. 

(.S4) Genend ( ounseJ of the Depaitmcnl of / ^ !•, 

tlie Navy K^^^n General Counsel of the Veterans' 

(Hr,) (V-nend (•■vinsei of the Unite.l States Admmi-tration. 

Arms Conlror -mA I )isarnu,.nent Agency. d") -^[Kcpeale.ll<- 

(SO) Gencr;:! ( .iiiM'l of the National Aero- d''-'> Xntional Export Expansion Coordi- 

liautics and Space .\,lmimstral ion. "^''"i-. ncparluu-ut of C merce. 

(.s7) Governor .if the Canal / ("•>) Special Assistant to the Secretary of 

(S.s; Man|)o\\er A.lininistrator, DepurtmenI, Defense, 

of i>ul)or. (114) Staff Director, Commi-^sion on Civil 

r.sO) .Maritime Administrator, Dcpartmcni. of Righl-. 

Conuneree. (I i.',) I'liiled SiaJes Att.irnev for the Nortli- 

(00) .Memher.. Foreign ( 'laim- Setlh-ment ern 1 )ls| , irr ..f 1 llmoi -. 

Conmn-ii.n of the Pniled Sl.-,le~. IlIOl fniled Stales Attornev for the Soulh- 

(01) Memhe.s, Kenrgoliaiion l5oard. ern l)i,Mirl .,f Caiiloinia. ' . 

Ii.x 121 
J..... •>. l<>-2 


Cluijiirr .'>3. I'liy Unlf.-^ ami Si/slrrn.t 


(117) A.ssistimt Serietiiiy for Ailiiiiiiisliii- 
tion, Dopiiilmciit of Tnuispoi liitioii. 

(lis) Dimtor, Uiiilcd SlaK--^ Xntiomil Mii- 
sfiiiii, .Smitlisoiiinii liislitiition. 

(119) Diroi'tor, Siiiiilisoniaii As(ro|i!iysi(al 
()l)serv:iton, Sinil lisoniim [iistiiu(i(.ti. 

(120) Aiimiiiistiiitor for Economic Dcvelop- 

(121) |HciH'^il''<ll 

(122) Assistiint Sccrotiiry of Ilousin^^ iiiul 
ITrhnii ]3evclojmH'iit for Adniitiislration. 

(123) [licpcalcd] 

(124) ])ircctor, National Highway Safety 

(125) Dircrlor, National Truflic Safety 

(120) lUci.calcd). 

(127) Director, Bureau of Nnrcoticy and 
Dunsrerous Drugs, Di'|>artnient of Justice. 

(128) Auditor-General of the Agency for In- 
ternational Development. 

(120) Vice Presidents, Overseas rrivute In- 
vestment Corporation (3). 

(130) Deputy Adnunistrator, Urban Ma'^s 
Transijortation Administration, Department of 

->(131) Assistant Directors, Special Action 
Ollice for Dvw^ Abuse Prevention (0).' 

(131) General Gouusel of the K(iual Em- 
liloyiiieiiL Oj)j)ortunily Commi.-.sion.-'<- 

Si:C. .^317. Pin:Sll)ENTIAl. ALTHOKITV 


AM) V 

In addition to the positions listed in .sections 
5315 and 5310 of this title, the President, from 
tiinc to time, nni_\- |)Iacc in levels 1\' and V of 
the E\o. Hive Schedule positions lield liy not to 
e.vcecii ■'■4 indixidnals when he considers thut 
action r:.' i--.;iry to relh-ct chaiii^es in oi^'aniza- 

in an ICxccnlive aj.M'ncy. .Sncli an action v, itii 
respect to a position to uhicli aiipoini ineiil is 
rna.h' by the lV<'M<h'nt by and willi tlic aih ice 
an.) cunscnl of the Senate i, elfcclivc .iniv at 
tlie time of a lu-u appoinlmenl lo the pn^iiii.n. 

' As ,„l,|,-,l l,v I' l.:iu- TJ J.-,-,, M:,i,h .;i, i'17-J 
' A-i a.l.l.,! I,y I'ul.l;,- !)-' -.'i.t, .\l.inl, Jl. I'lT-' 

Notice of each action taken under this section 
shall be published in the Federal Refjister, e.x- 
cc])! when the President deternnnes that the 
publication wou!<l be contrary to the interest 
of national security. The Pre.-ident may not 
take action under this section witii respect lo n 
l)osition the pay for wjiich is fixed at ii s[)ecific 
latc bj' this subcha[)ler or by statute enacted 
after August 14, 1904. 

NoTj;: Under authority of section 5317 of 
title 5, United States Code, liie President, by 
IC.xecutive order, has placed in levels IV nnd V 
the following positions. 

Level IV 

(1) Special Assistant to the Secretary (Con- 
gressional relations). Treasury Depuri'ment. 
(E.O. 114S9) 

(2) Princijjal Deputy Director of Defei-.^c 
llescarch ami, nepartmcnt of 
Defense. (E.O. 11 248) 

(3) Administrator, Social .md Kchabilita- 
tion Service, Department "4" Health, Edu- 
cation, and Welfare. (E.O. 114119) 

(4) Administrator, National Institute-; of 
Health, Department of Health, Education, ami 
Welfare (E.O. 11409) 

(5) Assistant Director, Oi ;(:<• of Manag<'- 
ment and Bndiret, Executi.i; Oflico of liie 
President. (E.O. 11540; 

(0) Director, Ollice of Forei;rn Direct Tnvesi- 
nients, Dei)artment of Commerce. (lO.O. iribO) 

(7) Administrator, Health .Services a.nd 
Mental Health Administratioi . Department of 
Health, Education, and Well: re. (E.O. 114G..I 

(S) Deputy Under Socicl..ry for Intcri; - 
tional Labor Affairs, Depnitment of Labor. 
(E.O. 1140S) 

(9) Director, l^iuted Slates Secret .Servi.e, 
Treasury DeparlnuMit. (E.O. 11441) 

(10) A.-snciatc Dir.-ct.u-, Oihcf of Managf- 
nicni and Hud-rt. Executive Ollice c.f ilu- 
Presi,hMit. ilvO. \\:>U)) 

(11) .\ssislant to the Se(avtary for Ileallli 
I'ohcx, Department of llealih, Education, and 
\V(4raic. lE.O llf.lll) 

(I'J) ( haiiman, I'.mx Board. (E.O. llOIMi 
(13) Chaiiinan, l'ri(e (•ommi--ion. il". ( ). 

ri'M .'>;u|.,> WO-l 

• 9, Ivt; 



KooK 1. Vo( 

n. Ti 

Lcrd V 

(1) diinnii<Miiiicr on A^riir^, Depardru'nt i)f 
llealll,., niul Wclfnre. (Vl.O. 112.1S) 

(2) I'liiuipal n.-|>uly AvMsfMiit S<-,rot:uv of 
l).>f,.|iM- (Iii(.Mti.,ii..,K,i Stcnrify Airairs), Do- 
IxirlHR'iit of Di-ffiiso. nC.O. 11218) 

(."<) As.-,itflniit SniTolary, ('omi)trrtll(>r, Dc- 
pnrdnent of Ucallli, Kdiuntion, iiiul Wolfnro. 
(E.G. 112r,l; sn ^^'iit. 13!)0) 

(4) Director, IJiirouii of Otildoor Recreation, 
Dei)nrtnicnl of the Interior. (E.O. 11202) 

(5) Assistant to the Secretary of Defense 
(Eciiislalive Aduirs). (E.O. 112t)2) 

(G) Depiilj- ])ircctor of Defense Kc-scnrch 
and Enpinecring, Department of Defense. 
(E.O. 11303) 

(7) PrinciiJul Dc|)iity Assistant Secretary of 
Defense (Coniptiollcr), Department of Defense. 
(E.O. 11273) 

(8) Deinity Assistant Secretary for .\fodel 
Cities, Dejxirtmcnt of I lousing and Urban 
Develoijment. (E.O. llo42) 

(9) ])epnty Commissioner of Social Se- 
curity, ])eparlment of llenltli, Education, and 
Welfare. (E.O. 11323) 

(10) Cojnnii>~ioner, Property Management 
and Disposal Service, General Service.=i Adminis- 
tration. (E.O. 1133o) 

(11) Deputy Under Secretary, Department 
of Transportation. (E.O. 1I33S) 

(12) Deputy Assistant Secretary for .\r<.rt- 
;ra;,'i! Credit, Department of Housing and 
Urban Development. (IvO. IKMC.) 

(13) Deputy Adnunistrator, Ifealtli Services 
and Montal Health Adiniuistralion, Depart- 
ment of Health, Education, nnd Welfare. 
(E.O. 11-109) 

(14) Counselor to the Department of 
Health, Educatir.n, and Welfare. (E.G. 115.^)0) 

(15) Deputy Director, United States Secret 
Service, Treasury Department. (E.O. 11441) 

(IG) Sjiecial Assistant to the Secretary fur 
Policy Development, Department of Com- 
merce. (E.O. 11.010) 

(17) Assist ani to the Secretary ,.i\>[ Deputy 
Secretary of Defense. (E.O. 11504) 

(18) De|)uty Assistant Secretary of Defense 
for Reserve Afl'aii-s. (MO. 11421) 

(19) Conunissione.r, Transj)orf ation and Coiu- 
tnunicaiions Service, General Services Admin- 
istration. (E.O. 11499) 

(20) Assistant to the Secretary, Dei);irtment 
of Com;ncrce. (E.O. 115U">) 

(21) Deputy Administrator, Federal Railroad 
Administration, Departnient of Transporuition. 
(E.O. 11581) 




Classification Officer 

See attached STATIMKNT OF DUTir 


Exhibit 36 


MEMORANDUM November 9, 1972 



In view of the fact that the 1972 effort to secure the Dver-60 vote for 
Richard Nixon represents the first time a major Party has conducted 
such a campaign, this report is perhaps more comprehensive than 
required. It does, however, represent a proven base line for future 
operations in this area. 

Inasmuch as 1972 was a particularly unusual political year, it is ex- 
tremely diffictdt to quantify the impact of some of our operations. How- 
ever, I strongly believe the improvement of the President's standing 
with the older voter resulted from 18 months of planning and effort on 
our part rather than from a rejection of the opposition candidate. 

Essentially, our cannpaign plan (Tab 1) was developed from the informa- 
tion gathered during the 1971 White House Conference on Aging. We 
concentrated on two basic objectives: improving the image of the 
President as a concerned human being and the personal involvement of 
the maximum number of Older Americans in the political process 

While our target states were essentially the same as the Connmittee's 
(Tab 2), we hoped for operational programs in all 50 states and wound 
up with functioning programs in 37. (Tab 3) 

Instructions were issued to all of our Chairmen to work closely with the 
overall Nixon operations and to concentrate on two major projects: the 
organization of focal points and the conduct of Older Americans Forums. 
(Tab 4) 

To assist our Chairmen, we prepared a basic organization plan (Tab 5) 
and provided a filnra. Speech Kit, brochures and buttons (Tab 6) and a 

32-818 O - 74 - pt. 



list of Federal programs in their state (Tab 7). Staff support was pro- 
vided from D. C. by myself and 3 others (J. Mills, R. Sykes, C. Todd) 
all of whom traveled extensively and P. Sedlak and J. Prokop who 
remained based in the Washington Office. 

Other than an extensive and coordinated use of USG resources (Tab 8) 
no outside vendors or facilities were utilized other than the support 
available from other divisions of 1701. (Tab 9) 

Our Field operations were fully integrated with state COP efforts, State 
and local candidates and the RNC although the degree of cooperation 
with RNC varied. Our central staff all had had professional experience 
and the specific programmatic knowledge and contacts within the field 
were an essential ingredient in our success. 

Our combined contacts allowed us full entry both at the national and 
state level to all political groups, elderly membership organization aid 
government operations which permitted the maximum degree of coordina- 
tion and a minimvim oi wastage of time or resource. Considering that 
we dealt with 29. 7 million constituents, our budget ($129, 000. 00) was 
minimal and on the whole, effectively spent. 

Weak Points 

The weakest link in our operations was the delay of implementation at 
the state level. This was caused by indecision at 1701 as to budget 
allocation and priorities. Once this situation was straightened out, the 
program moved forward qmckly and effectively. 

Our Film, prepared by KEW iroTn the WHCoA, was a qualified success. 
Although the cost to us was small, the resultant use was also small due 
to the quality of the effort. I think the concept was excellent, but a special 
project should have been done which would have much more impact. I 
would strongly recommend that such an effort be made in any future 

Another weak part of our effort was the handling of the national organizations 
(run exclusively ouc of The White House) and, quite frankly, our program 
was hampered by some misplays in that area. Nobody ever really achieved 
the level of control or communication with The White House staff that we 
had elsewhere and this type of situation should be avoided in the future. 




The dual objective of focal point organization and the conduct of forums 
was, undoubtedly, the best conceived part of our program and had the 
most impact. This was prinnarily true because we built the effort on 
hximan rather than partisan terms and the resxiltant media coverage and 
acceptance within the Older community was substantial. 

I doubt if there has ever before been such a massive effort by a political 
organization to involve itself directly in the daily lives of so many. This 
effort, of course, can only be accomplished in an encumbent situation 
and the available resources of the Administration through Arthur Flamming, 
Elliot Richardson and the Domestic Affairs Council were miaximized. (Tab 10) 

Another area we concentrated on which was very successful was to utilize 
as many youth volunteers as possible to work with the elderly. They were 
used primarily in the organization of the nursing and convalescent homes 
and we found very strong empathy between the young and old on which we 
were able to capitalize both with the press and within the commvmities 

As for accountability, we required only that we be kept advised of the names 
and addresses of the people who accepted responsibility for our program. 
Rather than require lengthy regular reports from our volunteers, our staff 
travelled extensively meeting with our states organizations and directly 
supervising operations. Their reports were used as indications of progress 
and for identification of weak spots. 

In addition to creating much good will at the state level, this system 
allowed us a closer and more dependable tracing of the campaign effort. 


I would strongly recommend that the type of campaign we conducted this 
year serve as a model for all future Older Americans efforts. 

Beyond the political organization of nursing homes, retirement complexes, 
old age homes, etc. , and an extensive series of community forums, there 
is little in a political campaign that can be designed exclusively for the 
elderly. Their true value is as support troops for phone centers and store 
fronts and every effort should be made to solicit their full participation. 


One thing we tried to do this year was to make it as easy as possible 
for them to participate. We accomplished this by giving the older volun- 
teers assignments which did not reqiiire travel or physical inconvenience 
(organizing their own residential complexes, running hostess phone 
operations, etc. ). By retaining maximum flexibility in our approach, we 
were able to vitalize almost every person who wanted to become involved. 

I would certainly recominend that future campaigns include a strong 
Older Americans Division and that the older voters receive the attention 
and recognition that they deserve. Their impact at the polls is immense 
and they are too fertile a group to pass over lightly. 


CO\.,vllTTEE y-OR THE r^tZ-CLECTlON Or TML PRT "IDcNT ^^l «^ 

Exhibit 37 

MEf.lOKANO'JM March 7. 1972 z^^/^"*^-^^ 




FROM: ^ WEBSTER B. TODD, JB^.l^l^^^r * ^''^ 



Attached is the proposed campaign plan for the Older Americans 

Because of the time pi-escures and the difficxilly in assembling a 
good s'afi, I would appreciate expeditious consideration of this 
document so that we may begin in earnest the effort to secure the 
s\-pport of this ccnstituencvo 



O.LDh"; R AiM KR IC AN3 
C Ai\'I P AX G N P L A N 



Ovw over::!! objcci i'.'c- is 1o inci:case the ]c'\'ol of aw;- vf^nojis amor:;; 
Oklfi- Americans I'u'i .R)ch;\rd Nixon cares aliou! Iheni -- sufiicifutly 
to c->su;-c: Ihcit they \c-tc fur liini hi iNi'ovciijbcr . 

Thiij wil] be ac.hie\ ■: d tlirou£',h: 

Very stron;;; grass rools C',j"fori tci get the vole: out hi November, 
not only thro\igh regi s i j-etion and CJinva&ning init also t^ij-ou;(h 
lOlection Diiy activities to get the. elderly to the polls. 

MaxiiTium ii'iiJization of government informatioi-i system to 
include design, production and distribution of iTiailpiece s, 
posters, films, etc. 

Maxijnun-: ;ise of President (and First Family) for clrop-bys and 
major appearances at elderly functions and in .=. litutions . 

l.iaximum eflective utilization of Federal government resources 
through implementation f;f the plan laid cut by the Cabinet 
Cornniitcec on Aging, 

Kla>:jmum j)vib'licity of Aid. .nnistr;iticn efforts on behalf of the 
elderly tnrc.u5;h .Pre sidcjitial statements, Congressional 
test:mo2iy, ficJ.d a^jpearance by P'lemming, Richardson, ivkirtin 
and coordiriation of J^'.-'partmenial releases. 


caidp/jon plan fo!;. older americans 

V,'h-n dc fii-iod in Icrn-s of 60 years old and older, there are 29, 716, 000 
(_ 1; , i 'i^,-' older American voters. 86% of t'hosc eligible claiin v?Jid 
j-c-;-.i:itriitio7\ eind tlioir anti c.ipi'.t'^d lurnoul. Ihit; year (ZO, 801, 200) moans 
Tnai iliey coniprisc '-'4. 1% of (he projected total vote. 

Thi: elderly. arc fai- from a mo:!olithic group (9?.% AVliile; 43% Male; 
70% own their own pi. ice o'' renidsnce; 5% aj-e institutionalised; 
?.-'% live below the BI.-S poverty line; two-thirds reside in naetropolitan 
aj-cas; only 6% hold a college der.;ree; 58%) are retired). Though more 
are D^inocrals (45% ■>', 33%), as a group they give the 
Prcside'nt a liigher appro'-'al rating (han does tlie gciuM-al populace and 
they have a. tendeiicy to identify 2:)ersonally v/ith incUviduals rather than 
respond along party lines. (Tab A) 

In i960, they favored Nixon over Kcmnedy (54-46), in 1964, Jolmson 
o%er Colilv^'ater (59-41) and in I96S they s\ipporIc;d Ni xoji over 
Hnmphrey (47-41). 

Gallnp has conductc'(1 Iwejity- se\on national surveyr; since the President 
toolv o'^ficjc wliich ];errnits con",]>a ri s on bu'tween those. o\'er 50 and llic 
loval electorate on ll;e job approval questioji. The di f fe leiice in most 
c.'-ses v/as a few points, but (he o\'erall picture is one of signi f i canlly 
fever di sapp rova.l ratings an-ion.g older voters. In no instance did 
di v.^ -p-pro\al exceed approval. Tiiese characteristics clumge even more 
fa\-oral)]y toward th.e President when the base age is raised from 50 
to 60. 

In ti'e mLOst. recent tl-.ree-mpn trial lieats (Nov. 1971) ar.eong the older 
voters the President beats Muskle (47-38), Ilumplirey (45-39) and 
Krnnedy (48-36). 

Just as there is no "typical" oldci- American, (lie re is no single Issue 
v.Viicli <;:lic-ils iinari i n-ons respon.-e (Tab B). Income comes close, bu" / 
it docs not enjoy (he rallying power that Medicare did la I96O. ■/ 

l.ak- the (■)(•< tor---(- in ;;er;eral. Older An-.ciicans ;>rc primarily cor,- 
cr r}\c(] abovLt (hjl w l.i cli' aff c c: s their daily life. 'Iheir inferc-st:; and 


Campaign Plan for Older Am 

concerns naxch morp short term, however, and lo:.g rajv..c» 
pTo^jT.n!5^ or prornisr:s have liltlo xnQui^nco compared to iu-Kne.diidc 
action and solid past pei-rorinance . 

Perli.ap;; tlie o\-er riding pliilosoplucal issue is a sense oi" dir.cnf i; 
meni and laclc of iiivolvement in America's daily pntlern of life;. Tlvis 
feeling may be re.anife .st ed in the of inadequate or unavailable 
transportation; unsuitable housing facilities; complicated and inadeciuat-. 
governnient health care procedures; nutritional p.-'-otuerru; ca-.ised by 
ldr;h prices, marketing difficulties and Tack of nrUritioJial education or 
inabilicy to gain even part lime eiriployment. 

It is clear that, vvliateve tiie deiail of tlie irritant, the n iderlyin<; 
cause is that his value has faded and all that he once had is vonc ox- 
Coinj. Thf establishment of a "he cares about me" ati.itude is morr 
important v\/ithOIder Amc-ricans tJiany any other constituency. 


Carnp.'ij;;;/). P' i for /\rnei-ic:aas - 3. 


Tlic Ij.isic objective of the can-jnaign will be to ensure thr.t a constit- 
uco.ry cpseii^.ijilly p-.-cclisj)osed to our philosophy is r.ii.cceGK [\illy 
horncssed next faU. 

¥,"c cm acliic;V(> t!iis objective by ( 1 ) cr.tablif.liing a strong, pjositive 
a.1iilud.j on the part of older Americans in their rec<.clion lo Presidential 
ir.iliallves; (2) domonstraltt t)ie President's c'lcern for the elderly; 
(3) create th(^ feeling that Ihe President ''carci-" for then-.; (4) motivate 
the elderly to vofe for the President. 

Specifically, we v.'jll concentrate our efforts in those states where 
a significant support factor at^iong over-60 \otcrs c;an influence the 
O'/eroiJl result cither by offsetting an unfavoi\H l)le block or tipping an 
o: lie r wise close race in favor of the President. (Tab 1) 

To gi't these votes, it v.'ill be necessary to ]3rovide the President with 
a solid record of performance as regards the elderly and to maxij-nizc 
liis personal identification with the substantive steps as they are taken. 
la sliort, to create an atmosphere tliat "the President cares and here 
is v.'lvit ho !ias don.e". l>y carrying forward the momentum de\'eloped 
prioi to and during tlie Wliite House Coiifercnce or^ Aging and ensure 
Prosiflential inx'olvement a.s ncv.' initiatives are ta] 

'Ihv Cabinet Committee on /^ging is considering the recommendations 
o+' tile A'.'hiie House Conference on Aj;ing and have assigjied irjdividtial 
dcj^rirtn-.ents syjecific recomniendations for action analysis. Those 
i)iit!ri;'\es alrca.-l-.' announced by the President and/or Execxitive 
Departments liax-e been catalogued and follow-up resporcsiljility as- 
signed so that there is delivery on all commitinents. (Tab C) 

The four major areas of effort in implementing this strategy ."ire: 

Arthur Flemming, who as Cliairn-ian of the White House Conference 
on AgiiAg and S])ecial Conr.ultajit to the President, \.'ill liave rn?.ny 
c]i]jov|i.,nitjcs to represent the IVesident and the Administration in the 
field :-i.-:d wlio will provide iinpetus to tJic intorch-parlment al efforts 
(Tab I)); the Cabinet Committee on Aging and The White IIou^.o Staff 
v.hc> w'll erisure Iha! the overall stj-ategy of tlie Adn^inistration is fxilly 
dcvclop-.'d, coordir.ated, and follov/ed through on (Tab E); tlie 


Ca.m])aip,n IMan lor OJcler Ainoric 

Dcp.irtmcnl of Ilcc.lth, Eclucalion and \Vo\Ure and the yulmiiiistration 
on Aging wliose representative;; will have the. niajorify of Congmssional 
appearances and the day-to-day operational responsibility for ir,:ple- 
nicntalion of \he Aurniniytralioji's strategy (Tab F) and the efforts of 
the CoiJiiTiittee for tlie Re-IClection of the Prcsideiit io get the story 
told in the fi-ld and ensure a heavy vote in November. 


for C^l'lor Amc] 

/U3JI 'X ON Pi. A 'i<l_ 

It is'irnportaait lo recofjirizc that Ihir; cam])aii{n plan is a general one- that 
ha;: as its objective tlic: cic- vcloj.iirient oT t?ic broadest appoa] 
to\''ard tiie elderly, 'i'he individual state plajis v.dll be mnch. inort: do- 
tailc:d and v.'ill be tailorc d to the individual Dtate situations. A.s an over- 
all ph;n, tiiis ti-ceilt; lliT-ec area.s; policy, puljlicily, and field operations. 

Policv lf;s-aes 

InterJially, it is c^ur intention to utilize tlie Cabinet Con-.n^-iil tee on Aging 
as tl:o major .source of Presidential initiatives. Toward this end, the 
recom.'-nendations of the White House Conference on Aging have been 
cai-eiully staffed out and reduced in number to those wliicli are ( 1 ) Con- 
sistent v.'ith Administration philosophy, ( 2 ) Fit the fiscal constraints 
imposed by Oa-IB, ( 3 ) Maximize existing authorities and resources, 
( 4 ) Lend tliemselves to immediate administrative action. Those initia- 
tives already a,njiouiiced by the President and/or Executive Departments 
have been catalogued and lollow-iTp re sponsil:)ility assigned so that there 
is delivery on all coiniTiitments. (Tab C) 

The recommendations have been divided into four major areas: ( 1 ) 
"ombudsina2>'' f'.uiction for the elderly; ( 2 ) luitrition; ( 3 ) volimteerism. 
and manpower development and { 4 ) housing/living arrangennents. Each 
area has been assigned a project irianager v/ith responsibility to provide 
the Cabinet CoaTimittee v/ith staff piipers recorjimending appropriate 
Administration action. (Tab G) 

These actions along v.'itli amendments to the Older Ainericans Act, addi- 
tional initia-ti\'es in the fields of prescription dr\igs, nursing homes, food 
stam]Ds, etc. , v.'ill all be encorporated into the Presidential Message on 
Aging due in early March. 

If the )Tiessage contaijis all of the £tpi:)ropriate new initiatives plamied, its 
successful implementa.tion will place u.s in an excellent position v.'ith this 
_coiir.titu«-ncy. Thus tliere should be very fev/ additional policy decisions 
necesdary. The rr.ojor emphasis from liere on out v.'ill bo on iinpleinenting 
tVic nev/ initiatives cind cnsiaritig' tliat maxin^.um favorable publicii;y is 



n Plan for Older Amui-ic 

A niasler calendar of ;ic1io!i forcJ;;g c-ven(s ii": llic riold of a[;in!^; is 
beivif.; c'.evrlo]jL-r! wliich v/ill be a strong def-erinjni?rit in bc.iv/, whei'e 
and v.l-,e:i resources will \>y allocr.tod. 

In the field it if, our desire to iierRonally ijivolve the rnr;vin-;ujn num- 
ber of drier Aineri cans in the dirt'ct cainpaif;n oper;i.;i ei.. 't'hrougli 
this p^irticipation, we wilj not only break tlicir "borefiom cycle" bat 
aleo cre.'itc a flow of indi v'idiia.l endorseirientG nT 1 he Prei. ide.nt. 

\':'ii will involve these p;_-ople at several level;', and with \ariouj; 
degrees of responsibility. 

We will conduct our opei-ations uj.der an "umbrella" national coinmitioe 
iTiade i.ip essentially of face cards but co-chairc-tl by experienced 
poli'ical leadtirs (perluipri Lcn Hall or George OJrr.stead cind a woman 
counterpart yet to be id^-ntified). The Committee should have repre- 
sentatives from eacli of the "Target" states as well as entertainers, 
nfitionally recogni/'ed leiidsrs from business and govern iin.-i-it, etc. , 
who are 60 or older and rsliould be held to 25 to 30 members. 
Conmiittee members would he selected by us from ]ic:tr. provided by 
all intc'j-ested ?i.nd ap^-^'ropriate sources. 

L"; eacli state, we will ask each Slate Nixon Chairman to jirovide v.s v/ith 
n' from v.'hich wc woii.ld select an Oldc-r A.nierican:, Chairmaa for 
that Slate. Hopefully we v/iil be able to secure co-chair rriun, one of 
whic'i VyOuld be a woman. "While it is recogiuzed that eacli ChairjTia.n 
will h^lve Ju-ed of some support, the depilh and extent of tliat support 
will }ia\-e to be determined a( a later date and v.-il] depciid on tlic- 
T-'oliiical value of the state, the strength and effectiveness of tiie ia- 
dlvidoal Republic;an State Or;-anization, and the extent o( an.y otlier 
support baing provided by otlvor divisions. I do (]\;-ik, Jiov.'ever, tliat 
it is important thai v/e be willing to gran'i suppr;rt v.'hcrc it is war rented 
to encourc;g;c the develojn-noit of strong "get out the vote" movement?. 

V\'hil:- we would hojje to establish Older AiTierican operation.-, in all 
of tl;', states, effort a-ad resources will be concentrated in tii-;- largtrt 
states. This list, of co,:r3e, v.'ill remain fluid depending on inpn.t from 
oiiier scnrces and will be ainonded as the campaign dev^-le-ips. ^■."ithin 
each state v,e are develoj^ing detailftd demographic /i s fUie daia vhich will 
allow us to target within c?ach key stalc^ on a. county has's. We will 
cr.courc^ge .-i.'.te leiiders \ r, erien:' theii" ojieration into the field to V:(.' 
Ki-alb-: t p^dliical subdivision. 


C-ii.i]-/aigii Plun for Older Ani(-Ticans - 7. 

'J'hf ]',■()] cipc;r;-.lic)n v/i',' consist of a .small g:-oi:p of iji-ofosGiojials 
bascri in V/a s'nijv;ton uiidcr the dircctio.i of Webstoi- B. Todd, Jr. 
(Tul) J) Th.ey will havf; two major objt:ctives: one, to coordinate 
tlio efiorlr. of tVn- various government agc-nciea, The 
CaV)in'.-t Con-.Tiiiftcv', T]ie While Jlraise Conlercnce, etc., to ensure 
tliat tl'C resources and personnel within the Exec;ntive J5rajich arc 
n'.aximizfrd Ihroia^li participation in tlie: 

1. Policy a.iid program development and implementation with 

Flemming, HEW and D. A. C. 
?.. Coorfiination of Departmental pnblic infoririation efforts 

to <-,nsure rnaxinium exposure is given the elderly v/ith 

Gpecialized press as Vv'ell. 

3. Scheduling of surrogate speal-ers and making snbstanti\'e 
rccon-;niendations wiicre the interc-sts of the elderly are 
concei lied. 

4. Decisions relevant to Presidential und First Family appear- 

5. Overall m.-dia and the PR j/lans; of the Conimittee to ensure 
inclusion of special miatcrials relevant to the elderly voting 
IjIocIj wherever pertinent. 

Coordinaiion obviously is cssoitial] will he- maintained by regu- 
lar ;.' iiK.-etings of a j^olicy \vOr]^ing group, in addition fo the 
meetings of liie Cabinet Committee. 

Attendees at tin- ivlonday meetings wall be Arthur Flemming, Vicki 
Keller, (D. A. C. ); Webster B. Todd, Jr. (1701); Bud IC vans 
(Tlie Yvhite House Staff); Russell Byers (OS DHEV/); ?/ir. Berr.ard 
Van Rensselaer (R?TC). Otiiers will be ijivited to specific meetings 
wh<.;n a?i v.o.:-nd,i item requires particular expertise. 

The second major objective is the co(Trdinat ion of efforts in the field. 
A Plan (Tab L) v.'ill be provided eacli State Chairman which 
conti^ins all of lijc details and instructions necessary to ejjsuring our 
objectives in :!ie field are met. Field visits will follow a careful 
plan ('.rab Ij) to ensure every base is covered. Each key stat^; v.'ill be 
visited at R-.' every otlier v/cek by a Field Cooi-dinal or from 1701 
to eiisnre tin ■■_'( allies arc; adfiered io. 


Cairip.'.ign PU... /or Oldt 

^'. -' ■''■}■ tJit^' .Stale Cli'ii fnv:.;i would liave responsibili ly fcu": 

( 1 ) V o L ;,• r r c l', i s t r a t i on ; 

(2) volunieci- elforls (tL'l(:p] canipiiigni;, canvass ijig, .spc-cial 
mail;n<;s wit hi): the stale, Ptc. ); 

(^) rc-)Comrp.eridhig ov org;inizing speciril events for f^urrogate 

(4) Elcclion Day organizalioMS (car pools, poll Vv/atcliers, etc. ); 

(5) state-wide anrl local media; 

(6) specialized fv.nd raising (if any). 

It is anticiijat.ed at least one, if not several, of these projects 
can be carried out in conjunction v.'ith Ken Rietz's youth organiza- 
tion.-; and the distaff efforts of Pat Hutar. 

The chairman v/111 be under the direct supervision C)f tlie r-Tixon State 
ChEiirinan aiid our staff will provide guidance and support using tlie 
full resources EN-ailable fro;'n the other rii\'iGions of tlie Coir.ntii tti'-c. 

A tinvc:table for i ji^plemei-itc tion follows: 


r.V Apri] 1 

C;r.;;.j.l.-C s^^WiJi- O^ 1701 

Co'-\\-:M.v ;;'c,.n!;.,.ip;' vcnk o/i jn;i]l )^;('Cc:, ];or;!orr; anrl film; 
hc-i;;;- <;c.;:o by D;li:sV, 

lull:::! i I y, .';':cvv--o ii:i'i .'•.nnoimc': r.ntion.'il co ■ c:l-.'n j-nicji. 

C;c>:Mi'h't^: ^^ro; j ;,;;.^ary Gcrcc-': i2i^; of 5;';;le clini 3;'nc;n f^'PcUdal t- ;:; t/i 
]'"]o);r:;, Jjl■',K^^•, J.ia ry k; j\<I, ],') ;■ :;c)\ii i ; Nr \-; 11 ii);]-):.]!? re, Kcv/ ~j"(;r 
Nor;]) Cp ro'ii.r: , Orc-Oi], Avi 5:cc>Jir.;in . 

April ?.0 

A.;ncH-i'C<' £i<j).-cl:jd :;1;iic cliai rji^fii to date anc] begin j^ct ;ui!;ihc; r 


Ai,nC);-,-iC!.: j;,.1io.';''.T :. C' ■.■ i r; oi'y cc'i-^inii.' tec-. 

Cn:n-.i^'-'' jjr f li ; i^i.^-. ry i;crcc;;bij\ of slate cliai i-ji.cji ca-ididaicy 

for Co:!oiT:bj, Co:.r:vc(:cvt, b:ali;i0, Kab.ra:.];a, i^cvacla, 

Soi:;]! Ca'--.'b;a, Uia!;, \Vyon-,v. ;;■, Arlcansa;;, 3<c-,oiT;'c:ky , S. Dakot 

Ik^jji; co; .ji-jbri pjaa'oj-ji; iiijU't. 

lYiav 1 

An: = o\a-;Cf y\':::i ;\rc.\]) o" liaic- di'' i riJicn. . 

C;o:m.,;.:1' .arcM-i-b;^. of ^w;.tc c);a J rrnen f or Cb; 1 i Toj-.b a, 1 idiajiu, 
'lowa, bb ^. .";a; ;'ay, Oibo, Oblalio^r.a, Par;r-:ylvania, Teuncfj-c-C; 
'Jb-aas, Vir-aba. Kansas, Iclalio, Dolaware, 

A':ao\a-aa I'-.i-al y'roi^p of nlatr: cliairrncn. 

Co:ia.!c;a rarafiba;: of sla!.- c]k brivico) ca^ibida 1 c sfor Alabauia, 
A'a;b;a, A ;>.o::a, Cy^.rjb.a, ■ k- v/a lb , l.oabbana, kta s;a- causal ; ^ , 
b-bi-ya;., bba;b..:.kab, Nav; bb^;ba(), blbode, Vcrr,,oat, 
A'.: bb-ba--. Warb bbsabaku b^orlli Dalioia, Kliiaic sota, A^ojitajia. 
Sca.aba'lc j^iab ):■< ^ \\:.'\ of na: j o;;a J atkbaow l>oartk 


Mav 20 

.Annoiincc filial s;u''.ic cli;.;) rj r;tn ;;(-.! action;; . 

Mo'd nr;A j.vctii:;: of auv)<;(:o-y bo;ird. 

Cor/ip.i ;-'.c; i;.cj?,iorr: iuicl )i-.ijl jjit-cc (if not done; for ]-')orv.d; 

Bc'j'.i-'-j j-':<-c')nf.r. willi f^lj'.lc clj.i J j men (by .stale clj.ii iM-;v--n 

;i.s<;oc:i::! ion rcpicris), 

De£;i)i i o'^i ;j1 ratio:'; "clrivo ?.-. YC;le canv£innij:i!j in tarp/:t 5;l;;1cs. 

Comprv-'c rc-,i.;i an:J. iri; otirif'S vitli r,l:; Ic. c:lia jrincn. 

Complote firsl: d:''£ifl of pl.-ilform matctiial. 

Coin])lc'.C' o">i11inc: of 0\dcr .Au.cricans p;i.vllcip5il5on i\\ Convention. 

Coni])lcMi' first rcj.'.i :;trat:'OU drJ\e. 

i-'inal.i. •-:■-_■ Pi-Ciidcri ia.l' aj)pe.''. rr.nco .for June (t'lionld be m.ijor). 

Fir.alize Coaivcntion ]jro^rarn re Oldoi- /in ;e3-5.can .s. 

Gonth-'V'i: v.'orl; v/i'h .state r.)urivj-;-.f.n on \'olan!ccr t:f/ovl. 
X'in:ai;.e Pre :.;idc.itial ?ipj:.c;ar<w)ce for Ju\y (drop by). 
l-'in:-:]i :'C; Oi'drr AiiTCvican inrra' to Jjatfoj-jn Cormr;iitc-c , 


Co.i^p]. ;c rcrcoMo fjet of rc<\i-:\-:-'\ in;!ciin<;;5; Y.ith stale chrnrjiien. 
ldv;-i;i:"y vua:; f^pol-; ;nid iiiitiaLc c-orrectJve ac-tiri;i. 

Coinplf.te Oj-.lio;!-; for l-rc:iixi'j.:^h:l aj^jicn rancc :., (one i^ajcr ;.■}:'. ec)' 
for ('''•■■■.• .-',■■)■;.•• rica.;.:; and rit "i.e<"..';t tiijce a]:>).'ea i-a.n.rof; o.f tli'c; ''eii-o-p L- 
variety boKveen O/.'/VZ and 31/]/7>}. 

C\-:oV.-r 1 

Ca>i;-)'iL ;c- ecrrecllve actir);-! in weal; ajxas a;; jdenliiied. 
5.<cvie■.^■ >;}■„■ it ion .l.iay I'Jims; 

a) C:ar 3^Go1;: b) Poll W ai cIk rs c) Baby 5 ■ i tc-rs . 
Conijile^e option:.^ or. .final iriedja )>lans 

a) P.Nacl lociLtion.'s to he liit b) Co/iicnt 

j^ina'l-c 3f:i.-elioa ] )av aclivHi 

32-818 O - 74 -pt.l9 - 31 



Overall plan and slraU'gy i.y satisfactory. 

Agree Disagree 


2. That a Matioaal Advi.'jory Board of Older Americans for the 

Re -Election of tlie President be estal^lished. 

Agree Disagree 


3. That State Co-Chairmen (Male and Female) be appointed, operating 

unde-c the direction of Nixon State Chairmen. 

Agree ' Disagree 

Comnienl : 

That Field liai.son be maintained through Nixon State Cliairman 
monitored by 17C1 Washington staff. Thi.<; will require 3 field 
assistant;.'? to achieve at least bi-weekly sessions in the field. 

Agree Disagree 


That State Advisory Committees be established in all states but 
beginning with key states. These committees would be largely 
"honorary" in. nature. 

Agree Disagree 



In Porr.pect i ve 

Projectati population 18 years old and above by 1972: 139,563,000. 
Projectad total vote: 86,2A9,934 (anticipated turnout of 61.8%). 

Senior Citizens: 

60 years old and over total 29,716,000 x 70% (anticipated turnout) equals 

20,801,200 vhich is 2A.1% of the projected vote. 

65 yp.ort, old and over total 20,782,000 x 66% (anticipated turnout) equals 

13,716,125 i.hich it- 15.9% of the projected vote. 

Populati on I nformation 

Senior Citizens, v:hen defined as 60 years and over., are 92% V7bite and 43% nale. 
I'ifty-eigb.t percent" are retired atid presumably most of the rer.iainder are 
retirement oriented and highly conscious of the issuas of aging. 

l\'hcn def:'i.nt:d as 65 years and over the percentages change to: 92% v;hite, 42% male 
and 73% retired. 

Eldftrly Population 20,742 ,000 

■" .Age 65-74 12,435,000 

.Age. 75+ 7,630,000 

•Hsdian Age 72.8 years 

.White 18,330,000 

.black 1,735,000 

Marital Status 

In the 65-74 age group, 79% of the men are married vs 46.2% of tha vjo.iic'.ti. In 
other vjords, 53.8% of the 65-74 age group consists of siug].e (or vjidov;ed) vromen. 

In the 75 hr.d over age group, 62.5% of the ir.en arc married and 21.8% of the 
wc'.-.en are rrrarried. In other -..'ords, 78.2% of the 75 avid over age group consists 
of siiigle (or wo-an. 

Elderly 'living alone 5.176,000 

.z\ge 65-74 2,846,000 

■ -Age 75+ 2,330,000 


In the 65--7''; age group 70% liva in fan^ily units, 25% live aloi\.-; or v.'ith no;i- 
relatives and 5% live in inL;titutions. 70% of th-T 65 years and over group 
cv.'n f.h-.Ax c.a ho-iC-3 or nnartncnts of v;hich as many a.s 30% ir.ny be substandard. 
Tii-^re ni'e £lr..or,t 1 r.iill.i.on Senior CJ.ti/.en ov.mer-occupied unit.? valued 
si; $20,en-j ■:,-d abf^ve. 


:aticaa.l, CoiistiCucncy (2) 

Res Jd'.'.ice 

Resida in neLjopolxtan areas 

.outside central city 6,000,000 
.inside cencral city 6,800,000 

Reside in non-ir.3tropoIitan areas 


Mobil ity 

During the year ending "'arch 1970, 8.6% (1.7 iirillion) of those 65 years and 
o\(.-x moved frotr. one house to anothor; 6% moved to another liouse in the sanie 
cou-aty; 1.6% rcoved to a different county in the samt; state and only ]% moved 
across a state line. 


Of those 65 years and older, 60% live in metropolitan areas with 33.4% of 
th.ose liviu- v;ithin central cities. 

'Ilic median iucor.e for those 65 years and over is $5053 vs $9867 for the total 
U.S. population. ' 

25% of those 65 years and over live hclow the poverty line. 

The brcakdoi.v. of the for o]der persons is: 

social security 

job earnings 

ihccxe from assets 

state, and federal pensions 

private pensions 

public assistai.ce 

veterans' benefits 






f;;.nvily contributions & other 3% 


. Male '.nedian 

. rt-v.ale mcdiin 

. Families i.-ith heads over 65 median 

. Unrelated individuals over 65 median 

. 60% unralaLed individua] s over 65 arc b?.l 

r'C:ir-poor Ir-vil. 
.. :':.■^;;f-^-lili£^-J ■••'^''^ head:-, over 65 are below 

i-.riar-poor lc--'-.>l. 



The Nal-.ional Consr-iuucncy (3) 

Fourteen percent of those 65 jears and older have no chronLc conditions, 
(lipersf-s, or impairinenf.s of any kind. 

Per capita expenditure for those 65 years and older for health care is $791 
vs $/:S3 for the total public. 

For tilt: 65 years and over group, 67-1/2% of their nedical costs are paid 
with ;;ovei.T.:r.ent fundci. 

He.-ilth Conditions 

A1.57, elderly have chronic conditions v;hich 

(1) taake it impossible to carry on major 
activity or 

(2) lir.iit the amount or kind of major activity. 

.Age 65-74 35.0% 

.Age 75-!- 53.6% 


For those 65 years and older, 50% never completed grade school and 18% are 
"functionally illiterate" because of less than 5 years of school. Only 6% 
are college graduates. 

Sources : 

Ssnrte Special Cou-;?.ittee on Aging; 

IFJD Hc-,!ains Study 

U.S. Census 

/>d-'inici-ration on Aging 

Uliitc Kouo'j Confer one,-, on Aging 



Gonaral Tn f ornation 

In his sLuJy of the 1968 elections, Br. Gallup says, " wp.s their 
(cha natJon's older voters) stron;; support th.-t sustained Nixon on 
Kovember i>. . . ". 

Gallup, unfortunate]. y for our iiracdiate piirposes , defines the older voter 
as 50 years old and above. 

From his studies v.-e Icaim: 

1. In 1960 the older voters favored Nixon (5/)%) over Kennedy (^6%) 
by a substantial margin. 

2. In 1964 they avoided Goldu'ater (-'ilX) in favor of Johnson (59%). 

3. In 196S they a;;ain gave strong support to Nixon (47%) at the 
expense of Humphrey (41%) . 

Gallup';; analy;;is of the 196S election sliows older voters: 

1. More prone to straigb.t ticket voting (50% vs 39% for the 30-49 age 
group and 32% for the 21-29 age group). 

2. Soriev7hat less likely to vote for a nan other than as originally 
intendc-d (82% didn't vs 73% for. the 30-49 age group and 77% for the 21-29 
age group) . 

Various Gallup studies on partisanship show: 

1. In July 1971 older voters in general would" be nore likely to 
rcgistci- as Democrat (45%) than Rcpublicftn (33%) , but not quite as much 
as 'jould the total electorate. 

2. An August 1570 study rbo'-.-ed that 32% of the older voters conf.idered 
thi?-trsc].vir; to be ke;>ublican, 4;;% as Democrats and 20% as Indepencent s. The 
figurec. -Cor tlie totr.l electorate in that same .study are: 29% Republican, 44% 
Rsinocrat, and 27% Independent. 

3. Ai> August 1971 study sho\.'s older voters sec no r.ignlf icsnt difference 
betv.'ccn tlie parties in tcnns of l;ceping the USA out of VJorJd V/ar III. 

4. That si.j.e poll shov:cd older voters indistinguishalile from 
the lol'.l electorate in that 21% felt th.-- I'epublican I'arty '..'as the best polit: 
pai-ty to kooo Ar.mica prosperous \'hsrcn!; '44% felt the DeiiiOcrats could do the 
best job. 

The Senior Ci tJ .-•.ear; ' propensity to rcgir^ter and vote uakes this segment of 
l.bc; c:lec-roT;.te cpco J ally poiiei-.t: 


1. Prior to the non-ProsldcntJ al elections, a Gallup study.' (Aug. 1970) 
showed 8-iZ ol tlit; older voters claiiuins valid rcglntrr.tion vs 75% of the 
to'al electorate. A Hny 1971 r.tudy Khov;cd ^n increase wJth 86% of the older 
voters clair.iinj; reslstratlon whereas the figure for the total electorate had 
dropped to 72%, 

2. The post-election voter turnout study conducted by the Census Bureai. 
after the 1968 elections sliov;ed: 

a. total elector.';te 61% actually voted 

b. 60 and over group 69% .ictually voted 

c. 60 to 74 age group 73% acutally voted 

d. 75 and over group 56% actually voted 


Con^pnrGCj've Job App roval F.aLlnp,s 

Ga]lup has conducted tv.-cnLy-^evcn luntional survoyp since the President 
took office vlilch parmit coyr.parisou be.iv.'ecn tho:;o 50 years and older 
v'ith tbf total voting age on the job approval quer.r.ion. 

The difference in liiost ca.^cs v.'as a few points, hut the overall picture 
Is one of clpnif leant ly fev;er disapproval ratings ariong older voters and 
slightly fev.'er instances of approval. 

In no instance did disapproval exceed approval aiaong either the older 
voters or the total electorate. The smallest spread betv.-een approval/ 
disapproval for the older voters was eleven points and the smallest spread 
for the total electorate VJas nine points. 


In nine studies the incidence of approval v;as greater among those 50 years 
Lcic] older. 

In seven studies it uas the s.aine for both groups. 

In eleven studies ap proval was lov.'cr in the 50 years and older category. 


In tv.'o studies the incidence of disapproval v;as greater among tliose 50 year; 
end older. 

In five studies it v;as tlie same. 

In twenty studies disapproval was lovjer in the 50 years and older category'. 


Question: "Do you approve or diaapprovc of the V7^y President liixon is handling 
his job as rrcaidtnt?" 

5 OK total 

62 (59) ?- 

50+ total 




January 1969 




February 1969 







March 1969 







April 1969 







June 1969 







July 1969 







Auc.ust 1969 







Septcr.ibsr 1969 







October 1969 

•. 56 






tlovcnber ]969-- 







Ji^nuary 1970 







February 1970 


(6-'0 ■■ 





lic.rch 1970 


(55) - 





April 1970 







early May 19 70 


(57) - 





late Kay 1970 

. 57 

(59) ^ 





July 1970 

•'. 58 






October 1970 







Kovcnber 1970 







i:;-ce;nher 1970 





• 36 


February 1971 







April ]971 






(3 2) 

M:y 19 71 







r-..r]y J:v.u jy71 





2 7 


:-r[p :n\-i': i!'7r 





.1 :> 



Gallup Trial Il eal: n 

In the irost recent thrcc-nan trial heats (K'ov. 1971) among the older voters 
the President beats Muckie hTA to 38Z, Hur.'.phrcy 45% to 39%, and Kennedy UTA 
to 37%. He runs stronger aT^ong the older voters compared to the- total electoral 
vhen paired against liusUie and ICennedy, but v.-oaker with the older votr-rs than 
the total electorate \;hen paired against Humphrey but the spread betuoon the 
age groups is very slight and the sample is relatively small. 

Tlia patterns of the trial heat data suggest the follovjing conclusions: 

1. Kennedy clearly lacks strength among the older voters and would 
be the President's easiest opponent V7ith this portion of the electorate. 

2. Jiuskic does not run as veil among the older voters as Ite does with 
the total electorate in the seven nost recent tr.ial heats, but the differences 
arf: generally not as pronounced as they arc \.;ith Kennedy. 

3. Humphrey, bar.ed on the patterns of po3t-1968 trial heat data, appears 
to run slightly batter against the .President among the older voters thaj^ 
MuskJ.c and significantly better than Kennedy. 


In ten Gai:i;>p stiidi c-s (frcn April 1969 tb.roup.h late Nove;viber 1971) Kennedy 
consiijtcntly received lor.a support aT:oag the older voievs tha-.i the total 
electorate v;b.en paired aj;ainpt K'iMon and V.'allace. The r.prcad in almost 
cvary poll is statistically and politically significant. In the r-ost 
recent study, Noverher 1971, Nixon (A 7%) led Kennedy (37%) by ten points 
i:v:.onz ^^^''~ older voters, but the lead dropped to three points v-'hen the 
total electorate vas ir.easured. 

The Kovcir.ber 1971 figv.res are: 


50 + 47 37 11 5 

Total Electorate ' AA /il 10 5 

Trial ileat Patterns; 


50+ total 





501- total 

9 (10) 




April 19G9 




July 1969 






(9) ■ 



Septeuibcn: 1969 









February 1970 









lic-cercber 1970 









January 1971 









M-n-ch 1971 









May 1971 









Ausu:;t 1971 

A 6 








t:nvonbir 1971 








(5) - 


Gallup luiG conducted nine trJal heats willi Ilixon, Muakie, aiv.l V,'al]acc. 
Tl-.c i;ovei:il,e.r 1971 r.tudy iias NInoh (A7%) d-fenting Husklo (38%) by nine 
points Er;ong the older voters. Kixon'c lcc\d is cut to three points when the 
total electorate is r.easured. Nixon rimr. three point;: better arioiij^ the 
older voters compared to the total electorate and Kcskic runs three points 

The first trial heat v/as Septewbor 1969 end the most rece-at is I'over.ber 
1971. The vScpteir.ber 1969 study and one completed in February 1970 both 
show older voters slightly less to support Nixon and p.orc likely 
to support Muskie than the total electorate. The next st\K'y, July 1970, 
showed a reversal v.'ith older voters slightly more favorable to Nixon than 
the total electorate (tv.o points) and significantly less favorable to 
Muskie (four points). The December 1970 and January 1971 studies showed 
older voters more likely to support Nixon by five points couiparcd to the 
total electorate. They x^ere five points less likely than the total electorate 
to support Muskle in Deceinber 1970 and two points less likely to support 
Huskie in January 1971. The basic pattern has been consistent througliout 

Tlie November 1971 







50 -;- 



• 11 


Total Electorate 

A 4 




Trial l!eat Patterns 









■ sol- 






Septeniber 1969 




Febriiary 1970 


(4 7) 







July 1970 









Dccenber 1970 









January 1971 









Kra-ch 1971 


(4 3) 







i;ay 1971 









Aucust ITil 









\.o\cx.Au:c ]')11 

4 7 









The Novor:b'jr 1971 trial heat bctv.-ccii Nixon, Humphrey, and ^Jallacc shov.'s 

only a slight difference betv;ocn tlic older voters aud tlic total electorate. 

The five studies ccaducted betv;ecn September 1969 aud March 1971 shov; only 
noininal candidate preference differences betv.'sen the older voters and the 
total electorate \;h.en Humphrey is the Democrat candidate. 

In May 1971 a spread developed in v.'hich the older voters favored the President 
to a slightly greater degree than the total electorate. The President led 
liu-,Tip;irey by ten points the older voters, but by only three points 
the total electorate. The pattern remained in the August study with the 
President leading Huiriphrey by tv;elve points the older /\r.iericans vs 
four points for the total electorate, but in ?;oveniber 1971 the data shows only 
a slight spread betv-een the older voters and the tota], electorate. 
Tiie November 1571 figures are: 





50 + 












Trial lieat Patterns: 

50+ total 

44 (43) 

50 f- 


50+ total 

9 (9) 





April 1958 




July 19 6S 









August 196B 









September 1568 


(4 3) 







Po3t election 


(4 3) 







September 1969 









February 1970 








(4) . 

April 1970 



■ 32 






January 1971 









);-irch 3 971 









May 1971 

4 6 








August ]97] 


(4 2) ■ 







linVCMbCT 1971 

4 5 

(4 7) 









A February 3 970 study wlLh Nixon, McCartliy and VJallace and a Dc-ccrher 1970 

and Au3u:-.t 1971 polls \/lUh Nixon, Lindiiay, p.nd Uallace all shov/ tlie President 

soundly defeating bot!i men and running significantly stronger v;ith older 

voters than v.'ith the total electorate. 

A Novenher 1971. study t-.hows Nixon soundly defeating McGovern in a three-man 
race, but there is no significant difference shovn bctv.'cen the older voters 
and th.e total electorate.' 

Trial Heat Patterns; 

July 1970 
December 1970 
August 1971 
Trial Heat Patterns 





50+ total 

50+ total 





48 (A6) 

25 (29) 





49 (4 3) 

34 (35) 





49 (4 5) 

22 > (29) 




• (15) 







50^• total 
34 (38) 



50+ total 

April 1968 



13 (11) 

July 1968 



35 (36) 



10 (7) 

August 1968 



33 (37) 



7 (5) 

February 1970 



20 (24) 



10 (9) 

Trial I!eat Patterns: 

50+ total 

50+ total 

50+ total 


50+ total 

Kovembsr 1971 50 (4 9) 

31 (33) 

13 (12) 


As the i>uMJshed Cr.].lu;:i data v.-as Lh.c only r.v.rv-.'y ros^'.-uc'i infurnation \.'hich 
vac nvaijnhlo to i\5;, it serves as the bar.i:, for v.or.t of the prcce'." J ng infor- 
r'ation. It is proinh^'y suff'-nt for piel ii-dnary i)l;'.unlnr. pv:rpo.-c;s, hut 
prior to C:\r- ih,-.l i o; -.a-lai i on of raiupai.'-,!-. .-. trai-C'-y fov the older voter the 
Etafi at t!u- Co;' : J llc-.:- to lU-etcct the Prf-.i.U-nt a;v.! th?- Can:!' iif^" L.'ciiJlon 



Like the electorate in general, the Senior Citizen is primarily concerned 
about that vhich directly affects his daily life. 

Bi:t in addition to these "gut issues", r'.ost of v.'hich involve ir.cncy, tl;e 
Senior Citizen is cor.ccrned about his state of being. VJhilc the average 
r.iiddle-aj;e black. is likely to feci somevhat alienated, his state of being 
tends of be on the upsving. For hin, "things are better today than they 
used to be". The Senior Citizen, on the other hand, has been there. The 
good life, the involveraGtit lie knevj and the attention he received has, to 
some degree, faded avay. Unlike the niddle-age black, t'ne Senior Citizen 
is likely to feel alienated because what he once had is now gone or goinr;. 

nuch has been v.-ritten about the psychology of agir.f;, but it is sufficient 
for our purposes at this tine to merely note that a "he cares about ir.e" 
reaction by the voter to the candidate is more important with Senior Citizens 
than cny other constituency. 

The Issues of /.gin?, 

1. IncoTiie iX'.curity — V.'ith less than half of his incor'e derived frc-i 
earnings and cssets, the Senior Citizen is heavily dependent on ir.atlerr. 

he cannot directly control. Actions v.liich affect social security I'Cncfits, j 

public assistance paynients, and pension, income signiticantly ir.flucnce the 

older voter's existence and his political behavior. ' 

2. Health care — With 86% of the Senior Citiiiens e::periencing one or more 
forp.s of physical iTTipairr.'.cnt , the availability, quality, and financing of 
health care is of major concern to all older voters. 

3. Dousing — The less mobile Senior Citizen, with iiis lilgh propensity for 
horee ovruership and fixed Incoiae, is particularly conscious of property tax 
increases and. the Sr;y rocketing cost of home maintenance. Those v;lio rent 
are equally conscious of increa.sed costs and of availability prohlcns. 

li . Transportation problcns — Tnc- fear of driving, cost of autcniobile ovrncr- 
shlp, and physical impairments require^nany Senior Citizens to rely heavily 
on public tr.-jnsportntion systems v.'hich are, alr.ost without exception, expensive, 
iiiconvenicr.t , and often unplcasitnt: . 

5. Nutrition — Rapidly increasin;; food prices, narl:etiiig difficulties, and 
often th2 lack of nutritional educi-rion all cause serious probDcins foi- the elder.!] 

6. Comr.uiiity service opporttmi tic:; — Paradoxically, those v.'ith the j-.roatest 
experience to offer and the most ti;ne to give often are not able to p.nrti cipn le 
in and cvnivibutc to tlu- need.*: of tlio co!T::-.u-.iity . f!;i:iy older pi riple to be 
involved a:;d to give of thcnr.elvcs but v:ork;il..le oppurtiinitle.'-. are far too 


7. Recrcatica, cmployr.icnC and education opportunities — The special 
restriction of being old greatly impairs the Senior's opportunity 
to v.'ork, play, and learn. 

Beneath the Siiryacc 

/is is apparent fron the above, the issues of aging basically trace back 
to personal econo-ics for the older voter. Khile we use the phrase "fixed 
incor.'.e" alr.ost v;ith abandon and ue note the pressures of inflation, we 
probably fail to fully appreciate either the real money problems this 
caunes or the desperation and despair felt by those Senior Citizens who 
are caught in I'ne squeeze and are pov.erless to act on their o>vn behalf. 

Ifost of us also have difficulty grasping the full impact of the constant 
fear of illness and disease which liaunts the minds of most of our older 
voters. Only the soldier in active combat Is more exposed to and conscious 
of personal injury and dcat'n. 

To effectively roach the er.iotions and the mind of the older voter we must 
use income security and health issues to produce the "he cares about iv.e" 
response from tlic Senior Citizen to the President. 

Opinio ns and Al:titudcs on Other Issr.e s 

The Gcnioi" Citir.en voter is also influenced by issues otlier than those 
directly involving aging. Froni the University of Michigan's Survey Research 
Center, \?s no'-e:-*- 

".. .people; of retire:;,£:nt age are consistently less' likely to express 
interest in forrrign affairs than younger people and are soriewhat more 
isolationist in their outlook. .. It v.-ould appear either that some older 
people, growing u? in a period v.'hen foreign affairs were not as important 
±71 the nation's life as they are now, have never developed a strong interest 
in Inrcrnaticr.c-.l problcn'.s or that retirement age leads son;o people to a 
contraction of ti.cir' concerns to national and local issues, especially 
those that affect then directly..." 

"...TJiiite people over 65 are consistently most likely to oppose 
federal action ir. support of Kegro rights in ernployir:ent , in the public 
sclioolc, in public accor.modations , and in housing..." 

"...The sensitivity of older people to civil disorder is seen... in 
a series of rucstions. .. regarding public disseTit, civil disobedience, 
end disruptive behavior as forms of ))rotcst. Very' few wh.ite people of 
letireir.ent r^c approve of any of tr.esc; attioni;; approval increases in ti>e 
yDL.n;;ci: dcc:..'c's. Binrl; people are i;iore tolerant of jirotesi actions of 
all kindr. bv.r \ri ih th^n; alf.o older peo]ile are the least lil.ely to npprove 
tlu^r.c nets. . ." 

rolIHr:; Through the Life Cyi 
! IV. 


From a May 1971 survey by O.R.C. v.'c learn that, compared to the total 
public, a significantly high percentaga of older voters (50 years and 
above in this sflr.,plo) rated econor.ic and health issues as very Important 
vhercas a sij^ni f icantly lever percentage rated the environment, education, 
and goverii;nent reform as very important. 

V,'e do not have hard data at this time on the specific question, but logic 
dictates and available information indicates that the Senior Citizen voter 
is im;nincntly concerned v.'ith the "here and no;?" issues and is not likely 
to be swayed In large numbers by pledges of a better life tomorrov; v.'hether 
they be in the form of "a full generation of peace" or "improved medical 
care someday". • 

The older voter (50 years and above) sub-group has been compared to the 
total electorate on a variety of issues in many of the Gallup polls. The 
follov.'ing is sn analysis of the findings: 

1. Economic issues — 

a. In an August 1971 study 72% of the older voters gave a favorable 
reaction to t'ne President's nev; _ economic pirogram. Total electorate 
response vas 73% favorable. 

b. In five separate polls ta!;en betv-een June 1969 and Juno 1971 the 
older voters 'consistently gave a more favorable reaction tlian the 
total electorate to the idea of v/age and price controls. 

2. Civil rights — 

a. Older voters express the feeling that both the Johnson and the Nixon 
Administrations pushed integration too VJhen compared to the total 
electorate, they are consistently more likely to express the "too fast" 

b. Older voters are less likely to favor busing. 

3. Vietnam — 

a. Tiic pattern \.'hich is apparent in the thirteen Gallup studies on the 
President's handlii;g of the Vietnam V-'ar conducted betv.'cen April 1969 
and .February 1971 is one of consistent but only slightly higher approval 
from the older voters. Interestingly, the President's November 3, 1969 
address to the natiori caused a significant (6%) increase in approval 
and a corresponding (7Z) decrease in disapproval as far as the total 
electorate Is concerned, but it had no significant effect on the November 
survey responses froti elder voters. In the next study, January 1970, 
approval: among the older voters increased (5%) , disapproval dropjjed (.A2) 
but the total electorate remained static. 

b. Older voters are slightly v:ore likely than the total electorate to' 
feel the ivixcn Ad^inistrat Jon is "telling t!:e public all tliey should 
knov- about Vietnai;.',' hut in a May 1971 stiidy 61 Z gave the "is not" 

res pen so. 

c. According to studies conducted in June and October of 1969, older 
voter.-. i:}C' sliglaly i;.ore lilccly than tlie total, electorate to favor fa.stci 
uithdra-..n] ratis. 

32-818 O - 74 -pt.l9 - 32 


A. Youth vote — 

Ihe result:; of four Gallup comparisons of attitudes toward youth 
votinc indicates tliat oldsters are slightly less likely to be 
favor. ibly dir.posed to the idea. 

5. China ar.d the Ua' — 

l/liile v.-.ore older voters favored 11^ admission than not, the differences 
bctveen their attitudes and those of Che total electorate were slight. 

6. Supreme Court — 

a. In 1968 and 1969 older voters gave consistently lov.'er ratings, 
to the Suprei:;e Court than did the total electorate. 

b. On the natter of nev; appointees to the Court, older voters 
consistently favor tliose "v:ho are conservative in their viev.-s" 
b)' a v.'idc margin. They also favor conservative Court appointees 
to a greater degree than the total electorate. 

;7. Revenue sharing and cair.paign spending : — 

There x:ere no significant differences between the attitudes of older 
voters and the total electorate on the matters of revenue sharing 
(January 1969) and campaign spending (November 1970) . 

8. Pent.-igon papers — 

Kost (''^9%) older voters thought the publishing of the Pentagon 
papers in the ncv.'spapers v'as right, but by a signif icantlj' srnaller 
nargin than the total public. 

9. Just prior to the 1970 elections (October) , Gallup studied conparative 
attitudes on several key issues. The results arc as follov;s: 

Question: "VHien people around here go to vote on KovCmber 3rd for a candidate 
for Congress, hov; ir.portant v.'ill (issue) be in their thinking? Do you think 
it is extremely iciportant, fairly iip.portant, or not so ir.portant?" 



50+ total 

crine and drug addiction 86 (8^) 

inflation 78 (77) 

Vietnam 69 (72) 

pollution 59 (58) 

student unrest 60 (57) 

raci.-:] prcb^eia 50 (50) 

50+ tota l 

10 (11) 

15 (17) 

21 (21) 

26 (30) 

28 (32) 

29 (33) 



50+ total 

2 (3) 

5 -(/O 

5 (A) 

11 (9) 

7 (0) 

17 (15) 


50+ total 

2 (2) 

2 (2) 

5 (3) 

A (3) 

5 (3) 

A (2) 



Surr-ma:-: )f Adir-in-lstrc'i-lion Initiatives 
for Older An-icricav.s 

The Nixon Administration has adopted a comprehensive strategy to 
meet the ncjcds of the nation's 20 million Oider Americans. This 
policy has focused on (1) creating a nev/ rational attitude toward the 
elderly; (2) i:r;provi n g the basic incorrie of Older Aniericans; (3) 
iinprovi:-. cr r, el: - r;u."f: cie ncy so that Older Americans niay live in 
dignity-. and independently of institutions to as great an extent as 
possible; (4) irn-o rovin^/ hr-?. ]th f:~d n ursin?; and (5) ii-iiproving 
the means th.roughi which the elderly z-nay continue to contribute their 
skills to American society.. 

1. To enhance a nev/ national attitude, the President : 

Called a second Vv^hite House Conference on Aging 
(held November 28 - Deceinber 2, 1971). 

Created a Cabinet-level Conmnittee on Aging, chaired 
by HEW Secretary Pvichardson, 

President on Aging (19t)9) and Special Consultant to 
the President on A.ging (1972). 

Coinrnitted his Administration to a coordinated campaign 
to "Stop regarding Older Americans as a bxirden and to 
start regarding them as a resource to America." 

Included a special section on Older Americans in his 
State of the Union, the first President ever to do so. 

2. To irn 

■prove oasic income cr.e i^resicen; 

Signed or supported Social Security increases araounting to 
over a 33-percent rise since 1969. 

Developed new income benefits for Older Americans 
(contained in H.R.I) -- $5-1/2 biiliion v/orth. 

^ $3 billion in increased Social Security benefits. " 

$2-1/2 -billion in new benefits to persons v.'ith 
lower incomes, when H. R. 1 is fully effective. 


Pro-jo;;cd tL-, ^irst ir.conic I'ioor for poor OI ,r An-;cricans; 
prcv'clcd i. g-LU-.ri.ntoo icr ir^xlaticn-proof Social Siicuriiy 
bcr.oiits; anci ;v.oc:-'lcc; -.he rctircnier.t earnings tc5t to allow 
an ir.divicual to oarn r/.c-i-c aflcr retircrncr:: without losing 
social sec-urity benefits (in H.R.I). 

. ' Svibrnittcd to Congre-.s a five-point program to reforrA and 
expand private pension programs. 

To j-n-^prove Gclf-s^.:!":iciencv 1:0 Older Americans can remain in 
their liO'mes and coi^.rir/.nitie;. , ihe Prcfiderit : 

Set \ip a system v.hereby nearly 9C0 Social Security local 
offices will provide iniorrr.ation on benefits available to 

the elderly. 

Increased the budget of the Administration on Aging nearly 
five-fold -- to $100 million --to provide homemaker, 
transportation, nutrition and com.munity ser\-ices. 

Made housing money nriore readily available to older 
citizens to purchase in a variety of settings. 

. Laui^ched major coiT.prehensive ser\T.ce delivery projects. 

Lent the full support of his Adniinistration to a national 
effort of volunteer organiiiations designed to allow the 
elderly to remain in their ov^ti honnes. 

To ensure long life th?'o u <rh the •oro' . 'isicn of better health 
opportunities, t::ie Pre.iidv;m : 

Requested that the monthly Medicare fee be eliminated, 
yielding older persons ariother Si. 5 billion. 

Implejnented p.r. eight-point program- to upgrade nursing 
home care and the quality of personnel treating the one 
million Aincricans in nursing homes. 

Proposed the National Health Partnership to 
substantially improve health delivery systems. 

Maiiitained several nutrition projects for the elderly. 



5 . To open wo o-->ort-'. -.n ni ci; for t.-iC full v.:-ic: of. Q jdcr Amnricans' 
shllls i-r.d to T )rov:cle Olrlcr A-.^] cr>. r.s wi ch m cai-iiiiiy ful ' . 
pos";:-rcliroincr:'c roles in t'lo cox'in-iiniity. Die President ; 

Tripled tr.s Retired Senior Volvuitcers Program, to 
t $15 ii-iillion, to involve 75,000 volunteers. 

, Doubled the Foster Grandparents Program to $25 


Doubled the jobs' programs for older persons, such as 
Green T'numb and Senior Aides, to $26 million. 



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January 11, 1972 



FROM: DAN TODD mZ^W-'^ - ' f~^/^-'i \ 


Wiile Arf.hur Fle::r.iing v.'ill o::^ dcvotivig Iiis full time to ac;ing ir:a(:tcrG 
for the. balance of this year, his efforts v;ill be split tv;o 
main endeavors; His continuation as Chair^ian of the V.'hite House Confei 
ence ou Aging and his position as Special Consultant to the President 
for Aging. Those dual roles, tliough heavily integrated, have quite 
different objectives and require-ients as outlined below: 


The President, the Congress, and Conference leadership have continually 
referred to t'ne irHCoA as part oE a 3-year process with 1972 being 
designated as the "Post-Conference year of action". This goes EOTPOv;hat 
beyond the legal authority of the Conference v.'h.ich v;ill e>rpire on 
June 30th. 

In keeping with the specifics of the Joint' Resolution a final report 
nn.tst be presented to the Secretary v;ithin 120 days and development of 
a legislative package ir.pler.icnting such parts of the report as may be 
desirable 90 days thereafter. Going beyond .these statutory requircr.en' 
however, is the President's direction that a Post-Conf ereiice Board be 
establis' to follow up and report on the Conference's i;.'.pnct and the 
necessity to continue some of the efforts associated specifically v;ita 
the Conference itself (ex. the cstablishr.ent of a National Steering Co- 
nittec of Volunteer Organizations designed to provide services to alio-, 
the elderly to rei-^ain in their cv.-n h-oriios or other places of rcsiderice; 
the personal pledges of the Delegates thcnselves to work on behalf o;; 
the elderly in various ways dnring 1972). 

itics, Dr. Flcimning v.'ill seek an ei-.tension of 
■ to 12/31/72 througli appropriate channels. 

His position as Chair.nan has lc~d to nun;eroiis speaking engager.en ts . It 
is til;; intention (and oin. s) to ::-;a/:i-i-.-,i",e his appeara;icos in thio field r.= 
be c'.njoy.i .strong credibility with group and can take advantage of 
■Dv.wj f o7 ur.-.s not open to otiier.s. 

Di . 1" l>r; also anticipa' er, cond'..'Ctin;; at le;iGt two ?'ollow-up -.nectin: 
ill c; of the ten Federal re,-,icns wliicli will iivvolve Federal, ;;tnte 

To allow for th 

ese ac 

the Conference 



- 2 

cvid local public pei-.sor.s as well as Confertnco Delegates, National 
Or^-:ani;:a tion repiescntativos and such other privi'-te pnrticjs as r.ay 
vj.icti to participate. In addition, there will be at least .two ir.cetir.^s 
of the Poct-Confcrence Board. 

To staff the:;e efforts, a reduced but continuing roster of those pre- 
viously associated '.^'ith the Conference will be maintained in the 
Pennsylvania building. 

SPrCT/'b CO;: SLLTA >rr to T };S PRI:SIDZ:-;T rSee Attached Stateraent.) 

Dr. FleirLnins envisages two nain thrusts to this position: the inter:;al 
,or effort associated with the Cabinet Cornniftce and an external or 
y'"cnbudsinan" function. He will have two special assistants to provide 
■ utaff support, one assigned to the Cabinet CoiT-jnittee , tlie other to 
, handle the external der-.ands. 

The Cabinet Conmittef; , in addition to having done a great deal of pre- 
Conference evaluation, '.■.■'ill have the lead responsibility for consider- 
5-ng the reconr.iendations of th.e Conference and seeing that appropriate 
action is taken. Jatr.ic Mcbane vill continue to have overall program 
responsibility but he has not had a full-tir.c technical staff nan avail- 
able to hitn heretofor. One of Dr. Fleirrning's men will fill this needed 

The "or.:budsnian" v;ill devote his time to the present structure and opera- 
tion of the Fedc;ral govern.-r.ont . A significant portion of the corres- 
pondence received deals with oversights, omissions, or bureaucratic 
Pnafus. It is Dr. Flcrriing's intention that a) eacli cf these be 
ans'..'ercd personally, and b) to the e>:tent possible, the idea or cor;.plaint 
be thoroughly investigated. 

This person would also l;eep a constant check around governvr.ent to ensure 
that existing authorities ai-.d resources arc used effectively on behalf 
.of the elderly and that nothing is talten away from then. 

Dr. Flcir-ning will also participate in a governmcnt-v.-'ide cCTrr:vanications 
effort to coordinate all press releases, Departnental initiatives ar.a 
public spealting engagenents to ensure that, wliore there is any involve- 
nent or potential ii"pact on tlie elderly, they are given visibility. It 
is i:iy present understanding thai; IJcbane will liave responsil^ii lity within 
The Wiiite House for this also, in close cooperation with ]701. 



Office of the .V/"hite House Press Secretary 



This a.dministration's commitment to forging a new national policy of 
respect for, and service to, older Americans is significantly forwarded 
today by the appointment of Dr. Arthur S. Flemming as my Special 
Consultant on Aging. I am delighted to be gaining the services of this 
distinguished public servant, v/ho v/as an able Secretary of Health, 
Education and Y/elfare under President Eisenhower, v.-Vio has been a 
leader in American education for many years, and whose energetic 
direction as Chairman contributed so much to the success of the 1971 
Y/hite House Conference on Aging. 

I am determined, as I said in my address to that Conference last 
m.onth, that the voice of older Americans will be heard in the White 
House wiicn matters that affect the interests of older Americans are 
being discussed. No one in the United States today is better qualified 
to raise that voice, forcefully, and persuasively, than Arthur Flemming. 
He v/ill advise me on the whole range of concerns relating to older per- 
sons: he will pursue aggressively, as my representative, the goals 
of better implementation and tighter coordination of all Federal acti- 
vities in the field of aging; he will continue as a member of our Cabinet- 
level Domestic Council Committee on Aging; and he will also continue 
as Chairman of the White House Conference on Aging during the crucial 
post-conference year -- the year of action. His responsibilities in 
this area Vv-ill include appointing and heading up the activities of a post- 
conference board to act as agent for the delegates in following up their 

In the early days of the admini.':tration I asked Jolin B. Martin, Com- 
missioner of the A-drninistration on Aging in the Department of Health, 
.Education and Welfare, to take on the additional responsiblitics of a 
now por.t as Special Assistant to the President on Aging. His very 
effective service in liuit post has not only n-;cant better rcpresciitation 
for older citizen?; at the iiighest level of government; it has also revealed 
th?:t the dimensions of the job to be done are such Ihc.t another good man 
is needed. Now, with Ar thuv I'lemming's arrival z- -j John Iv!ar tin's 
tcu.mrnato, "scroor power" doubles its forces at the YHiitc House. Bettor 
Federal assistance to the aging sliould be th.e result. 


Tab E 



Secretary of HEW (Also serves as Chairman) 

Director OMB 

Secretary of HUD 

Secretary of Labor 

Secretary of Commerce 

Secretary of Agriculture 

Secretary of Transportatioii 




Director OEO 
Director ACTION 


Meets as necessary. Full Committee at least monthly. Staff working 
group on a bi-weekly basis, 


To develop a national strategy for the Nation's elderly. 
Evaluate findings & recommendations of the" White House Conference 
on Aging. 

Integrate and coordinate existing prograin authorities and resources 
to effect better service delivery to the elderly. 
. Recomnnend new legislative proposals to the President and 
evaluate pending legislation in the field of Aging. 

THE WHITE HOUSE STAFF (as I understand present set up): 


In his capacity as Special Consultant to The President, I^en sits in on 
CCOA Meetings, participates in policy iiicetings witli Arihur Flemi-ning 
and John Elirlicliinan, and v.orkrj closely with Flemmi3ig on Admir^i stration 
ir.i tia fives. 


Tab E-2 


As Overall Project Manager for Aging, Vicki is the "single contact" 
point or "switching station" for Aging v/ithin The White House. She 
oversees tlie staff work for CCOA, coordinates interdepartmental 
effort at the staff level, and performs liaison fiinction with other 
DAC prograin managers. 

She also has responsibility for the interdepartmental Public Information 
effort in cooperation with Bud Evans. 

Vicki is relatively new to this project and will require some back- 
stopping she does not enjoy the; high level access that Jannie 
McLane did. I do not anticipate any problem, however, 


Coordinates release of information and special miailings emanating 
from The While House on Aging matters. 

Maintains liaison with tlie various Aging special interest groups and 
the RNC. 

Participates in weekly strategy meetings with policy group. 

Provides liaison function for Mr. Haldennan. 



HEW's effectiveness in delivery of services and dischrtrging its 
position of Icadersliip are the most important elements of a 
sviccessful cajnpaign effort, as only they can provide the factual 
record of progress and achievement that lends credibility to the 
rest of us. 

HEW and AOA will play the lead role in analyzing the findings of 
the AVHCOA, making rccon:imendaticns concerning thern to the 
President, and iinplementing the program as it is finally laid out. 
This is true botli because of subject matter and program content 
and because Elliot Ricl)ardson also serves as Chairnaan of the 
Cabinet Committee on Aging. Also the Adir;ini strati on on Aging is 
looked to by this constituency as the agency from Vv'hich all Federal 
action should oinanatc. 

Both The Secretary and The Comniissioner on Aging Vvill make 
numerous appearances on the Hill because of the heavy volume of 
Aging legislation, not the least of wliich is the extension of the Older 
Americans A^ct. This will provide us an excellent opportvmity to 
develop a record witli the elderly and the effectiveness of these 
appearances is of very liigh priority with Richardson. 

Dick Darjnan is nov; back in place in HEW and is working in coopera- 
tion with Russell Byers (Jack Veneman's AA^) to ensure delivery of 
comuTi i trnent s . 

Jolin Martin will remain as Commissioner hvit he will be given a very 
strong Deputy to strengtlien AOA's perforinance.' 


Tab G 

.GTON. D. C. aoioi 

February 15, 1972 

lORAXDLvi FOR dg:-z:stic cc'jxcii. cox>:itill. ox aging 

Ja-as XcLar^a has recently iissuried nev? rusponsibilitias £S Deputy 
Director of the Cost of Living Council, and will no longer be 
sarvir.^ as Staff Director fcr the Do.T.astic Council Conriittee on 
Agir.j. '.■.■"nilc this is inceed a regrettable less to the Co::mittee, 
I ar. very pieasec to report that Miss Vicki Keiler--v7fio has been 
working closely vith l-.'cLane and the Ccrraittee--has agreed 
to serve as Staff Director. 

Attached, for your inforr.ation, is a n-.Cf.orancuf. fror. Vicki Kellei 
to r.-.e;:hers of the Dcr.-.estic Council Ccfjtittee Workgroup. The 
net^oran&un; t;akes additional a5sign::::ents of responsibility vhich 
I feel \:ili be of considerable help in e-nsuring that v;e r.ove 
effectively to iir.pien^ent the Aging strategy. 

Domestic Council 
Cottnittee on Aginc 

32-818 O - 74 - pt. 19 - 33 




February 11, 1972 



SUBJECT: Project Coordination 

During llic next six montlis, it is essential that we sustain tlic momentum 
tliat has been built up by the President's in Chicago, Nasliua, 
l\'e\v Harnprjh.ire and at tlic "\VhJte House Conference on Aging. This will 
requij-c j)-;i]:>lej;-!enTinc; tlie President's commitn"ients at tlie Conference 
and a nujnber of specific Conference recommendations. 

In order to concentrate our resources most effectively, v/c have selected 
4 areas for special attention. Tl-.c following indix'iduals iiave agreed to 
a.ccci>t responsiinlity for developing action programs to achieve the 
objectives listed belov/: 

L "Ombudsman" for the Elderly (Chris Todd) 

II. Nutrition (Byron Gold) 

III. Voluntary Action Programs (Jolm Keller) 

IV. Housing/Living Arrangements (Peter Monroe) 
Tliese project coordinators v/ill be res'ponsible for: 

1. Coo]-dinatir.g th.e reviev/ of Y/h.ite Ploiise Conference recom- 
mendations and particularly tliose "P)-iority Action Aircas" 
cited in Secj-etary Riclia rcJson 's memoranduni of January 26. 

2. Dc;vcloping, in coordiiialion. v/itli the appropriate Agencies, 
• '"^ I'_?'"L''J-F ii"!Ti''^'^''''^c ntalioji plan for their respective area.';, 

designed to - - 

liuild on th.e Adir.inistra tion'n overall strategy for 
tlie aging. 


- Fit the tight fiscal framework established by 
the President. 

Maximize th.c Administration's leadership in 
terms of the J^residcnt's call for action. 

Address coinparable Congressional initiatives. 

3. Monitoring implejnentation of the plan and reporting on 

implenientalion to tlie Domestic Council Coinmittee on 

I trust lliat each member of 'the v/orking group will give their full 
cooperation to these individuals in developing these action plans. 

cc: Arthxir Fleming 
Bud Evans 
Ken Cole 


t o :.■ . D . c r C 3 c 

January 26, 1972 


As v/e discussed at our last n-.ceting, a Special Message on Aging is 
going to be sent to the Congress later this winter. This message v/ill 
focus on the amendments to the Older Americans Act which expires 
June 30, 1972, However, other initiatives which v^e have taken or 
might take to respond to the recomiT.endf.tions of the AVhite House 
Conference on Aging should be included in this message. 

As the President indicated in his n-iessage to the Conf 


"I am going to give my close, personal attention to 
the recommendations of this Conference -- I have 
directed that yoiir reco:rji:!endations be put at the 
top of the agenda of our Cabinet-level Coi-pjiTiittee 
on Aging --as v.'e keep thiose promises, as v/e 
fulfill our coinn-.itnients to action, we v.ill make 
this Conference the great nev/ beginning that you 
talked about this weeh, " 

Therefore, I will need your inp-ats for this special message, drav.-ing 
from the recommendations of the Conference given you at th.e last 
Comiinittee on Aging meeling. I will need your .reco:-nr xcndations 
and suggested language for the message as soon as possible, but 
no later than February 11 . 

The Domestic Covuicil Connr_-iittee on Aging vv-orl: group has rcv-icv.ed all 
the recoiniTiendatjons of the Conference. It has developed a list of 
priority action areas from these recommendations vhich are attJiched 
(TAB I). Decisions should be rcacJicd in as many of the priority 
recor.-uTiendation areas as possible prior to February 11. Tliese 
decisions should be rcilcctsd in your Department/Agency's input 
for this Special Message on Aging. Please feel free to rtv-Iew any 
other Conference recon-Lrjiendations on v/nich your Department/ 
Agency could shov,- positive action. 


If you need further information or any clarification please call me or 
Yield Keller directly (456-2207). 

Thanks for your assistance. 


Elliot L. Richardson 

Chairman, Domestic Coimcil 
Committee on Aging 

Doinestic Council Committe 


Secretary of Health, Education and 'Welfare (and Chairman of the 

Domestic Co\incil Comn:iittee on Aging) 
Director, OMB 
Secretary of HUD 
Secretary of Labor 
Secretary of Commerce 
Secretary of Agriculture 
Secretary of Transportation 
Director, GEO 
Director, ACTION 
Arthur Flemming (Chairman, 'Wi-iile House Conference on Aging 

and Special Consultant to the President on Aging) 
Leonard Garment 



V/hilc HoiiFc on Agjiip Reconimcridations 
Priority Action Areas 

Tlie Domestic Council Committee on Aging V/ork Group has re\-iewed 
all the recommeridations of the Wliite House Conference on Aging, A 
list of high priority recoiTm-sendations on which immediate action steps 
might be taken hz.s been developed. These priority areas were selected 
in accord with the following criteria: 

Build on the Administration's overall strategy for the 
aging (summarized in Tab A). 

Fit the tight fiscal framev/ork establislied by the President. 
- . Maximize tlie Adniinistration's leadership in terms of the 
President's call for action. 
Address comparable Congressional initiatives. 

In some cases, exact recommendations of the Conference are described 
below as priority areas. In other cases, the area.s described represent 
many individual recommendations or meet the underlying goals sought 
by the Conference. A fvill understanding of the action areas can be 
gained by reviev.'ing the appropriate subject area of the Conference 
Report (i. c. , Education, Housing, Nutrition, etc. ) in depth. 

Each r econimendation is currently being staffed ovit by tlic agency 
designated, as a result of the V-'crk Group nieetings. This staff work 
is to include translation of the recoinmend-'-tion into a possible action 
whicli could be effected throug]". either administrative (organizational 
or regulatory) change, budger reallocation, or new legislation. An 
action plan for implen:ientation is then to be developed by the lead The v/ork completed on the fiscal notes just prior to the 
Conference £.1::ou1q prove useful in terms of costing out the various 



(Second:iry Responsibility-} 

Nalional awareness carr.paign to promote WHCoA (HEW) 

better understanding of tjie aging process, 

the needs and interests of the elderly, 

th.eir positive past contributions, the 

potential ujaLapped resources of older 




(Secondary Responsibility) 

Education (cent. ) 

2. More effective pre-retirement counseling 

Federal GoverniTient CSC 

State and local goverrLment, industry HE^V-OE (DDL) 

3. Broadening of education to provide aging HEVZ-OE 
with a tool for later life. 

Alleviating fiuictional illiteracy. 

Strengthening consumer protection. 

Providing education as a tool for 


Providing a source of employment 

for retirees as members of faculties. 

4. Establishing a Special Division of Educa- HEV/-OE 
tion for the Elderly within the Office of 


Employment &: Rctireinent 

1. Private pension reform (legislation 

Treasury (DOL) 

2. Creation of a national "job bank", or 

the establisliment of local centers, which 
would match employable elderly ^vith 
part-time or f\ill-time opportujiities -- 
reconsideration of OEO's proposal. 


3. Stricter enforcement of protective and 
anti-discriininatory lav\?s coupled v/ith 
extension of the 1967 Age Discrimination 
Act to cover all employees, both 
private and public. 

4. Transfer partial responsibility for middle- 
aged and older v/orkers' employment 
programs (part-time job development, 
enforccjncnt of ago discrimination law, 
technical assistance to State Employinent 
Ser\dces) from; DOL to DKEVv'' (possible 
use of OAA araencmcnts as vehicle). 





Employn-ient £^ Retirement (cont. ) 

5. Transfer of Main stream Programs for 
older persons (Green Thumb, Senior 
Aides, etc. ) from DOL, to ACTION. 

6. Expand fiinction of Social Security- 
offices to include offering of 
pre-retirement coxinseling. 

7. Strengthen and c.-'.-pand programs at 
Federal, State and local levels which 
provide opportunities for community 
service by older persons. 

8. Create National Foundation on Retirement 
financed throuj^h public and private 
(insurance companies, \inions, pension 
fujids, etc. ) resources. 

(Secondary Responsibility) 


hey; (ACTION) (GEO) 


Facilities, Programs L Services 

1. Revicv/ all recommendations of consuiner 
special concerns group and implement as 
many as possible. 

2. Implement voluntary organizations' plan to 
assist the aging remiain in their own homes 
in as many communities as possible. 

3. Expand homema]:cr and home health 
aide services. 

irs. iMiauer 




1. Extend Medicare/Aledicaid funds to cover HEW (OMB) 
all out-of-liospital prescription drugs. 

(Decision paper submitted already.) 

2. Review National Health Plan legislation in HEV/(Oi\IB) 
viev/ of Conference recommeridations and 

modify as appropriate. 



(Secondary Responsibilif/) 

Health (cont. ) 

3, Re-examine possibility of broadening HEYv" (OMB) 

Medicare coverage to include adult 
portions of Medicaid, long-term care, 
homemaker services, transportation 
to and from health services. 


1. Tailor implementation of new Food Starrip Agriculture (HEY/) (OMB) 

regulations to needs of elderly. Particular 
attention should be paid to the fcllo-'Adng 
Conference recommendations: 

In addition to store purchases of food, 
food stamps be used for th.e purchase of 
meals in participating restaurants, 
schools and commimity settings, and 
any approved home delivery systems. 

The food stamp program should be 
structured to conform to the USDA 
low-cost food plan at no increase in 
the cost of food stainps to the 

As long as low-income social security 
recipients are on firmed incomes, they 
should be eligible for self- certification 
for food stainps and/or Public Assistance 
cash grants. 

Food Stamp applications shovild be 
mailed v.'ith social security clieclcs 
and stamps sent to older persons 
through the mail or by some other 
efficient, practical and dignified 
distriburion method. 



Nutrition (cont. ) 

(Seconclp.ry Responsibility) 

The purchase of food stamps sliould 
be encouraged and facilitated by 
providing the first food stamp 
allotment without cost to the 
recipient by permitting niore 
frequent purchases and by 
distributing stamps at senior 
citizen centers. 

2. Offer elderly a variety of options for meals, HEW (Agriculture) (HUD) 
stressing tiie favorable psychological values 

and economies in!ierent in group feeding. 
All Federally-assisted housing developments 
■- should include ser\-iccs or insure that services 
arc available for the feeding of elderly 
residents and elderly persons to v/hom the 
development is accessible. Where a meal is 
provided; it should also require the provision 
of facilities (including transportation) for 
food purchase a;id meal preparation vv'ithin 
each l-ouseiToId of th.e development. In 
addition. Federal policy siiould encourage 
and support coinmunity agencies to provide 
facilities and ser\-ices for food purchases, 
meal preparation and home delivered meals 
(often called Meals-on-Vi'hecls) for eligible 
persons living outside housing developments 
or in isolated areas. 

3. Establish a national school lunch program for Agriculture (HEW) 
Senior Citizens, not limited to school facilities 

or to lov,' income persons, v^hicli includes the 
follov.'ing provisions: 

All USIDjV comi-nodities should be fully 
available on tlie same basis as they are 
to the school lv„nch program. 

Fur.ding should provide for adequate 
staff, food, s\:pplies, equipment, 
and transportation. 




Nutrition (cont. ) 

Elderly people shoiild be employed 
insofar as possible. 

Auxiliary services should te built 

in, including recreational, educational 

and counseling prograins. 

(Secondary Responsibility) 


1. Publicize more broadly what already doing, HUD 
particularly the $1 million of new money 

to expedite grants and earmarking of 
236 fxuids for non-profit endeavors. 

2. Federal policy r-liould require low and HUD 
moderate income elderly housing in all new 
cities, new communities, planned unit 
developirsents, xirban renewal areas, model 

cities areas and other similar developments 
whicli receive Federal funds or assistance. 

3. Expand Rent Suppleinent Program specially HUD 
directed to older persons, utilizing local 
organizations of older persons to promote 

its use. 

Enact legislation establishing and funding a 
major l-.ome reoair prograin for older people 
in rural areas. It should include home repair 
loan and grant programs under the Fanners 
Home Adn-iinistration (currently authorized 
hv-t not provided); larger jioiiic repair grants 
for v,elfare recijjiejits v/ith less State- 
matc;iing funds t}ian at present; autliori zation 
to use Federal :-r.anpower training programs 
to perform the work; and a.dcquate staff to 
administer these programs efficiently. 




(.Secondary Responsibility) 

Housing {cont. ) 

5. Provide mechanisms to make possible local 
property tax relief for the elderly home- 
ovnier and renter. 

6. Create a variety of living arrangements 
to ineet changing needs of the elderly. 
Such arrangements shall include 
residentially oriented settings for 
those who need different levels of 
assistance in daily living. The range 
shall include (1) long-tcrni care 
facilities for the sick; (2) facilities v/ith 
limited medical, food and homemakcr 
services; (3) congregate housing v/ith 
food and persona.l services; and (4) 
housing for independent living with 
recreational and activity programs. 

7. Include management of liousing for 
elderly as part of curriculum for 
National Housing Management 

Domestic Covmcil 


8. Mo\.mt cainpaign to use elderly residents 
of Federally-assisted housing as 
commuaiity voliinteers. 


9. Use federally assisted housing as basi 
for coordination of bousing services, 
and volunteers. 



Add to KR.l during Senate consideration a 
few important recomincndations of tiie 
Conference to sliov,' tliat tin: Administration 



(Secondary Responsibility) 


1. Increase support for the development 
of transportation for all users, with 
special consideration given the needs 
of the elderly, particularly the rural 

2, Enact legislation to enable and to require 
public, social, health and employnaent 
services in rural areas pro\dde trans- 
portation and outreach; remove legal 
barriers such as ta:d. rates, car, taxi 
and school bus insurance restrictions to 
siicli transportation services. 


3. All government passenger vehicles (such 
as school buses, vans, etc.) in use by 
Federal, regional. State, county and city 
programs shall be niadc available inter- 
changeably among agencies for the pro- 
vision of transportation to senior citizens. 


1. Establish (within HEW or elsev.-here for 
the entire Federal government) an R S; D 
bank Vvhere copies of all current projects 
would be on file and through which each 
nev/ project v.-ould be cleared to a) avoid 
duplication and b) maximize exposure 
and iinplementation of present efforts. 

2. Research findir-gs now available should be 
assembled, coordinai;ed and incorporated 
into service progi'a'.TiS, partici'Iarly at 
OEO, to e\aluate demonstration prograins, 
jiink the bad ones and expa.nd the good ones 





(Secondary Responsibility-) 

Research and Demo 


Create a position v.-ithin the Executive Branch HEW/AVhite House 
to develop and coordinate programs for the 
aging, including research and demonstration 
programs, and to oversee their translation 
into action. 

2. Relationships between agencies in aging 
and other public agencies sho\ild be 
characterized by mutual adjustments 
and cooperation -- and by durable 
joint agreeinents of responsibility 
for research, com.prehensive 
planning and prov-ision of scr\nces 
and facilities -- and should be based 
on and directly responsive to older 
Americans' opinions and desires. 
(This should become the credo of the 
Cabiiiet Committee and be so publicized. 

3. Create a center for aging in NIMH to meet 
the resTOJisibiJities for more research 
and training in the field of the elderly. 

Domestic Council 
Comn-iittee on Aging 



1. Appropriated Federal research, demonstra- 
tion and training funds should be apportioned 
and allocated proinptly; and yjrograms for 
which such funds are appropriated -- should 
be ijTiplemented wdthout delay. 

2, Training and research agencies, including 
Uiiiversity programs which relate to 
recreation and leisure, should be 
encouriiged to concern themselves 

with the needs of older persons as an 
integral part of their training 






(Secondary Responsibility) 

Training (cont. ) 

3. Because of the needs and problems that 
exist among t]ie aging of the economically 
and socially disadvantaged, funds should 
be earmarked at all levels for training 
and research for Black, Chicanes, 
Puerto Ric?-ns, Asians, Indians and other 
disadvantaged groups. 


Government and Non -Government Organization 

At all levels of government a central office 
on aging should be established in the Office 
of the Chief Executive, v/ith responsibility 
for coordinating all programs and activities 
dealing with the aging, fostering coordina- 
tion bctv.'een governmiental and non-govern- 
mental prograir.s directly and indirectly 
engaged in the provision of services, and 
for planning, monitoring and evaluating 
services and programs. 

Executive Office of the' 
President/All Departments 

2. pach operating department should establish 
the post of Assistant Secretary for Aging 
with responsibility for ma>dmizing the 
department's invpact in relation to the 
needs of the older person. A coordinating 
council should be established in each 
central office of aging to be cliaired by the 
director of the office and should include the 
several department assistants on aging. 

3. At the Federal level, this central office 
should be implemented with the authority 
and funding- levels ajid full-time staff 
needed to formulate and administer policy, 
and should be assisted by an ad\dsory council 
and should be required to make an accurate 
and comprehensive annual report on its 
progress in resolving problems and meeting 

All Departments 

Special Consultant to the 
President on Aging 



(Secondary Responsibility) 

Governn:ient and Non-Government 
Organization (cont. ) 

goals. ■ This White House level office shoxild 
have enough prestige and resources to 
assure that it v.ill encourage the development 
of parallel units at the State and community 

4. Means should be fo\ind for a continuing HEW/White Hou£ 
"conference" on the aging to aid in the 

follov.'-up of the recommendations of this 
WHCoA, v^'hich also would extend beyond 
the annoujiced follow-up year of 1972 and 
even until the next V/liite House Conference 
on Aging. 

5, Either by executi\'e order or by congressional HEV/ 
a.ction, give inimediate priority to the re- 
structuring of the Administration on Aging and 

its establislu-;-Lent as a visible, effective 
advocate agency for the elderly at the 
highest level of government so that it v.ill 
directly relate to the Executive Office of 
the President. 


Note: This is a preliminary draft. A more detailed and up-to-date 
.version is being prepared by Bud Evans of Chuck Colson's staff and Tab H 
v.'ill be forwarded when completed. 

I. Adniinistral ion 

A. President and First Family At least six (three 

Presidential) bip,h visibility stops from February 1 to 
November 7. President to do at least one major Older 
American convention address in May. 

-Presidential filin clip on Aging Message - -Ma rch 2. 

-First l^ady, Julie, Tricia to v-isit nursing homes, older 
American recreation centers, etc. in key slates (per- 
haps with Dr. Flemming). 

-Fresident to meet with Flemming and Administration on 
Aging in May. 

-President to do major radio a^'dress in May (Older 
American Month) and Fall. 

B, Dr. Fleniniing Special road show operation in major 

media centers in key states and those with iiigh older 

. American populations. Eacl) stop to include: 

-Major address to older American group 
-TV talk sliow 
-Press conference 

-Private meeting with local older Vimerican leaders 
-Tour of older An-;erican facilities (nursing home, re- 
creation centers, etc.) 

Wire service inte rvicws /Time/Newsweek, etc. 

Mailing (^Vllile liouse Conference) in May 

Meet at least twice with President lo maintain credibility 
(once in May) 

Today Show (May or March 3) 

. Attend evei-y major Aging Conference 

Hold ten regional meetings of VvJiitc House Conference on 
Aging, each of wlilcli would incorpoi^ate "road sliow" 

32-818 O - 74 - pt.l9 - 34 


activities, as outlined above. 

C. Vice President At Icar.t one major older American 

convention address. Dro;i-by at local older American 
facilities on at least six stops in key stales or older 
American states. 

D. Domestic Council Formulate- and announce substantive 

programs and actions which respond to "White House 
Conference r econimcndations. 

Domestic Council Cabinet Committee on Aging Presi- 

d';nt to hold meeting in Februaiy with Cabinet Committee 
ou Aging for progress report- -Richardson and Flemming 
tc: brief press. 

Working Groups on Aging (Flenming chairs) 

E. I-'F'W Advisory Council on Agirig 

F. Fideral Departments and Agencies Under direction of 

White House, one man in each departn-u'nt to evaluate by 
March 1 what can be implemented immediately or pro- 
posed whicJi v.ould be of help to the elderly. This include; 
Cost of J^iving Council, HUD. HEW, VA, GEO, Agricul- 
ture, Transportation, ACTION, Labor, SBA, Consumer 
Affairs, Farm Credit Administration, etc. 

-Each department sjiould assign one man witli authority 
to make substance and PR decisions concerning cldcrb, 

-Special features in special Aging publications (2 per 

-Film by HEW on While House Conference on Aging 

-Every speech by Federal department officials should 
include mention of eldtu-ly. 



Brochures, mailings, speakers bureau 

II. Committee for the Re-Elcction of the Presideat (Older American 

-Demographic study ol elderly 

-Establish older American Group nationally (press con- 
ferences, Today, CBS Morning News) 

-Establish older American organizations in key states and 
those with hcav-y older American population, --heavy PR 
--press conferences, speeches, TV, and radio. 

-Provide brochures and inailings lo older A'Tiericans and 
doctors specializing in geriatrics. 

-Speakers for every elderly group, where possible, in 
covipi-i-y. (national, state, region"'l conventions.) 

-Deal with specialty media, providir;g features and inter- 
views. • . 

-Readers' Digest article, whicli should. appear in the Fall.' 

-Magazine articles by Flemming 

-Film on President's concern for elderly for use at conven- 

-Enlist public support from national groups of Aging. 

-Special surrogate spcake rs - -Lawrence Welk, etc. 


TV -. soaj:) operas (identify programs) (Lawrence A\'clk) 

Radio - (identify programs) 

Daily Newspapers 

■\VeelOy Newspapers ; 


-Slide shows and recordings 

III. Direct Mail 

A. Recruiting volunteers 

B. Achnov.'ledging the support of who arc actively 
helping the President. 

C. Providing liigli inipact persuaslcn material including 
information about the opponent (obviously not mailed 
in the name of the President's campaign). 

D. Promoting registration, absentee, s ick and disabled 
baliols and election day turnout inung tliose who are 
most likely to support the President. 

E. Soliciting small contributions for the campaign. 

NOTE: The entire direct maU proj^ram for the Older Ameri- 
can program should be based on Uie findings developed in a 
direct mail testing program being conducted by the Committee 
for the Re-Election of (lie i^resident and tlie Republican 
National Coinmittee. 





1. Submit initial rccominendations to V.'hite House staff for Presi- 
dential appearance opportunities with older Americans. 

2. Finalize the surrogate sjjcaker's plan 

3. Con^plete the action plan for White House Conference on Aging 

4. Plan for the coordination of all department and agency publicity 
relating to aginf,. 

1. Submit ideas for additional exposure opportunities for the Presi- 
dent througlioul 1972. 

2. Complete tlic inventory of national and target state aging publica- 

3. Submit preliminary content and scheduling plans for national TV 
and radio advertising. 

4. Complete the action plan for specialty media. 

5. Begin production of the slide sliow and recorded niaterials. 

6. Complete jDrcliminary planning for Ihc basic liandout materials. 

7. -Complete study and submit recommendations for the v!se of Braille 

8. Coji:iplcte preliminary plans for tlic direct mall prograiii in target 

9. Cojnpletc preliminary plans foi' the use of Spanlsli brocliures, etc. 




1. Complete eviilualion and submit recommendations concerning: 

a.. Brocliure for doctor's offices 

b. Readers' Digest feature story and reprints. 

2. Submit initial draft of script for the film/TV show. 

3. Distribute ?lidc show, recorded materials, and first run liandouts 
to the Director:, in tlie target states. 


1. Complete production on the film-i 

2. Make decision concerning vise of bilUioarJs. 


1. Finalize national media plans 

2. Develop inedia budgets and schedule for states. 


1. Finalise target state media plans 


1. (hnplement tlic communications action plan) 



Below is outlined the general approach O/JD is using in preparing for 
and carrying out field activities. 

I . Preparation 

A- ^jOlJ^PsiAr-L^ (with Eob Maril:, Al Kaupinen or Harry Flemming, 
Anne Uorc or Van Shumway, Ken Rietz or Tom Bell, Dave Allen, 
Bart Porter or Curt Herge) 

B. The Llrite House Confere nce Briefings (Ray Schwartz - VJIiCoA) 

C . Con firm an anpointrcnt schedule 

■ 1, State Nixon Chairinen & State Older Americans Chair-men 

2. 1/01 I'icld Representatives ' , 

a. Youth 

b. Media 

c. Volunteer 

3. State Party Senior Citizens Chairnen & Party Chairmen 

4. State Office on Aging Directors 

5. IIEIJ Regional Office (when applicable) 

6. PA'C Regional Representatives 

7. Secure invitations to all appropriate events during stay. 

II. Tasks 

A . Youth Division Field R e presentatives 

1, Briefing on up-to-date situation and key individuals 

2. Discussion of youth support and coordination with OAD efforts. 

B . E::ecut ivc Directors, S'.:ate Offices on Aging 

1. V'hen SN—.pathetic — seek corr.r.itncmt to provide O/iD with 
hi-wee' reports, infornation on program i-.nplcnentation, 
key individuals, dc.'.ographic data, syr.ipathetic WiiCoA 
delegates, possible visiting sights, & key issues. 


Older /uncricans Division's Field Operation - 2. 2/16/72 

2. VJhen neutral — seek demographic information, information 
on pro^ran iiiiplcmentation, possible visiting sights and 
key issues. 

3. V.Ticn antagonistic — seek demographic information and 
infonriation on program implementation. 

C . Kixon State Chairmen & OJ.der Ame rica ns Chairmen 

1. Discuss: 

- Operation 

- Communication vjith OAD 

- Coordination v.'ith 1701 Field Representatives 

- Political situation vis-a-vis^ Older Americans vjith 
emphasis en key districts 

- Secure lists of events involving Older Americans 

- Relationship V7ith State Republican Committee ' 

2. Obtain lists of key individuals (speakers, prom.inent 
citii;ens, etc.) 

3. Arrange meeting to include: 

a. 1701 Field Representatives 

b. Senior Citizens Cliairmen 

A. Inquii'e as to financial state 

D . State J '-p.r tv Chairmen. Senior Citizens Chairmen, and RKC 
Regional Chairmen 

1. Obtain briefing on their operations vis-a-vis Older Am.ericans 

2. Discuss coordination with State Nixon Committee 

E. 1701 Media Field Rep resentati ves 

1. Obtain briefing on capabilities of local operation 

2. Discuss state m.edia (vjitli emphasis en statc\.'ide publications) 

3. D:i.scuss m.edia coverage up-to-date 

^' • 0'^:hc r 1701 Field Re prencnta t jvcs 

1. Brief each other on our operations and any necessary 


Older Americans Division's Field Operation - 3. llld/ll 

G. HEH Field Representatives 

1. Discuss program inipleaientation problems 
Visiting Sights 

Political Situation, etc. 

2. Obtain dc^iographic data 
III. Post-Trip I-criod 

A. Sub:nit Report to Dan Todd 

B . Follov/-up where necessary 




.S '^ 

3 7i 

S S < 


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^ ^ ^ 

^. O M 

c: i=i 

^ -^ G 

<; u 



































I. 1701 Staff • $ 108, 000 

Travel & Expenses ' 59, 000 

Total $ 162, 000 


1, No provision is made here for specific efforts to secure the 
Older Ainerican vote as regards PR and A4edia and Research. 

It is anticipated that the Older American Division v^ill participate 
in o\'erall planning in these areas and will bfe called upon when 
necessary to develop specific reco]T:imendations for inclusion in 
various mailers, TV and radio tapes, printed media copy, etc. 

2. Tlie Department of Health, Education and Welfare is develop- 
ing an overall Adn-nnistration educational campaign to increase 
awareness among the elderly of our efforts in tlseir beliaif and we 
have been and v;ill continue to be involved in the development of 
that program. This program will also be directed towards giving 
the elderly greater visibility v;ithin the total population in accord 
witli the Pi-esident's directive "to stop regarding older Americans 
as a burden and start regardijig thcin as a resource for America. " 

There has also. been no provision made for direct financial support 
to individual states although a demand for it is anticipated. It may 
be necessary to provide full time staff in certain states to provide 
coiitinuity and backup for the volunteer effort. .For planning pur- 
poses, I would estimate this could run as high as $300, 000. 00. 

?. Ej7)ense allowances for state chainnen v^ill undoubtedly be 
called for, but an overall deterinination on this has not been made 
yet by Magruder. 




The underlying support wliich exists for the President among the older 
voters, the President's policy initiatives and publicity opportunities 
with respect to aging all represent significant advantages which permit us 
to concentrate most of our efforts and resources on the basis of identify- 
ing, registering, enlisting and voting those Older Americans who support 
the President. With this concept in mind, we submit the following organi- 
zational plans and recomnnendations for campaign effort in the states. 

We recommend that the operating offices of each Older American campaign 
group be housed in the Comnnittee to Re-Elect the President Headquarters 
whenever possible. Supplemental offices and work space may be opened 
at the discretion of t]:ie state director in retirement villages and other 
suitable locations. 

The State Director receives: 

1. A basic organizational and campaign plan from Washington which contains 
sufficient strategy and operational options to permit customization for the 
state and for the individual jurisdiction within the stale. 

2. An analysis of demographic and survey research data whicli permits the 
rank ordering of all jurisdictional units into priorities and the further 
priority ranking of either precincts or census tracts within each jurisdictional 

3. A complete preview and update reports on the national Older Americans 
can:ipaign and on the overall effort by the Committee to Re-Elect the 

4. Lists of elderly activists, leaders, Republicans, Nixon supporters, and 
activity centers. 

5. The necessary campaign instructional and reporting materials for sub- 
sequent distribution to his area coordinator. 

The State Director is responsible for : 

1. The development and implenientation of a basic Older American campaign 
plan for llie state within the policy, program, and budget perimeters 
established by the State Chairman of the Committee to Re-Elect the President 
and tlie National Director. 


Target State Hdqs. k Staff - 2. 

2. Coordination of the Older American campaign effort with state 
and local leaders of the Committee to Re-elect the President and the 
Republican Party. 

3. Establishment of priorities ainong the various jurisdictional units. 

4. Recruiting, training, monitoring, and supervising the area coordinators. 

5. Distribution of all necessary n:iaterials to the area coordinators. 

6. Coordination and arrangements for all in-state visits by the President 
or his representatives when Older Americans are involved. 

7. Review and approval of each area coordinator's budget. 

8. Submitting progress and activity report sbmniaries to the Chairman 
of the state Committee to Re-elect the President and to the national 

Area Coordinator receives: 

1. A specific organizational and campaign plan which contains sufficient 
strategy and operational options to allow customizationfor the local 

2. The demographic and political data which permits the establishn-ient 
of geographic priorities within the jurisdiction. 

'3. Tlie necessary campaign and training materials. 

The Area Coordinator is responsible for: 

1. The viltimate success or failure of the organizational effort and 
tlie local campaign activities within his geographic jurisdiction. 

2. The establishment of program and geographic priorities. 

3. Development of an iten:iized budget and spending time table for 
approval by the state coordinator and tlie making of financial coiTmnitrnents 
in the name of his committee wit]"iin the limits set forth by tlie approved 
budget and tlie authorizations given by the state coordinator. 

4. Making the decision on whether or not to register and vote those 
Older Americans v,-]io are categorized as "undecided" and/or those who 
are identified as Republicans regardless of their Nixon leanings. 


Target State Hdqs. & Staff - 3. 

5. Selecting the specific canvassing plan to be used in that area 

based on the options presented by the state coordinator, local conditions, 
and the availability of residence data and name/address lists. 

6. Recruiting, training, monitoring, and supervising volunteer personnel 
within his jurisdiction for the positions of: 

a. canvass team captain 

b. volunteers captain 

c. registration team captain 

d. campaign team captain 

e. target voter captain 

f. election day team captain 

7. Distribtuion of all necessary materials (including accurate registra- 
tion lists of all elderly voters) to his team captains. 

8. Preparation and submission of progress reports on the various 
activities according to the time table established by the state coordinator. 

9. Supplying to the National Older Americans Campaign Director, accord- 
ing to predetermined specifications. Older Americans' mailing lists 

in the following categories: 

a. Area and team captains who are actively working on behalf 
of the President's re-election 

b. State and local Older Ainericans' publications 

c. Potential contributors 

d. "Undecided" Older Americans votes 

General time table for the State Directors: 

a. Develop and submit state campaign plan with geographic and 
activity priorities identified and budget requests specified by 
April 1. 

b. Recruit and train area coordinators by May 1. 

c. Review and approve area budgets by May 15. 

Canvass Team Captain receives: from the Area Coordinator: 

1. Lists of all registered Older American voters (his first priority). 

2. A specific plan and tiine table for the canvass along with the 

necessary progress report forins. 

3. A list of potential volunteers who might serve as members of the 

canvass team. 


Target State Hdqs. k Staff - 4. 

Canvass Teain Captain is responsible for : 

1. The successful implementation of the canvass plan which involves: 

a. (first priority) the contacting of every registered older 
voter either in person or by phone 

b, (second priority) the contacting of every unregistered older 
voter either in person or by phone. 

2. Subniitting to tlie area coordinator tlie complete canvass report which 

will consist of: 

a. the verified name, address, and phone nixmber of every potential 
older voter in the jurisdiction 

b. a classification code for each name indicating the potential is 
either pro-Nixon, anti-Nixon (or pro-opposition), or undecided 

c. a classification code based on the latest official lists 
indicating the potential voter's registration status 

d. a classification code indicating physically active or inactive 

*e. a classification code indicating issues interests 

f. a classification code for "voice only" or braille materials 

g. a classification code indicating definite assistance needed for: 

(1) absentee or sick and disabled ballots 

(2) election day transportation 

-'h. a classification code indicating tlie potential voter is either 
a Republican, Democrat or Independent. 

The result of this entire effort is a master action list which contains the 
nannc, address, phone number, and supplemental data for every Older 
American voter in the jurisdiction. The volunteers will then be able to 
draw upon this master file to create the special project lists as outlined 

1. Nixon supporters -- for volunteers, small contributions, registra- 
tion, and voting assistance as needed. 

2. Undecided or influenceable voters -- for direct mail, personal 
and telephone cainpaign contact with content codes for selective appeals. 

Tlic Volunteers' Teain Captain receives from the Area Coordinator: 

1. -Lists of known Older Ainericans as identified t>y the national, state 
and area coordinators. 

^optional -- decision to be made by area coordinator 


Target Stale Hdqs. & Staff - 5. 

2. Lists of Older Ame ricans who are registered Republican or who 
voted in the last Republican primary whenever such lists are available. 

3. Estimates of the number and type of volunteers who will be needed 
for the various campaign projects. 

4. Materials for use in the recruiting of Older American volunteers. 
The Volunteers' Team Captain is responsible for: 

1. The initial recruiting and training of those who will serve as workers 
on the volunteers' team. 

2. Development and implementation of an on-going program which 
assures that each pro-Nixon Older American is asked (in person, by phone, 
or in writing) to help in the President's re-election effort. 

3. The supplying of names, addresses, and phone numbers of those who 
have agreed to help the various special project teann captains. 

The Registration Team Captain receives froin the Area Coordinator : 

1. Instructions, project deadlines, and the necessary legal information. 

2. A coinplete list of all pro-Nixon unregistered voters (his first priority). 

3. A complete list of all undecided unregistered voters. 

4. A list of potential volunteers to work on the registration project and 
the necessary instructional materials. 

5. Porgress report forms keyed to the project deadlines. 
The Registration Team Captain is responsible for: 

1. Selecting and training his volunteers. 

2. . Assigning jiames of pro-Nixon voters who are unregistered to each 

3. Monitoring and supervising the registration drive. 

4. Subniitting progress reports to the Area Coordinator. 


Target State Hdqs. & Staff - 6. 

The Campaign Team Captain receives from the Area Coordinator: 

1. A list of all undecided voters who are registered. 

2. A list and samples of approved campaign materials such as 
brochures, throw-away records, etc. 

3. A list of.potential volxinteer workers to serve on the visitation 

4. Instruction and direction for the local telephone and direct mail 

5. Project deadlines for the campaign activities and tlie necessary 
reporting forms. 

The Campaign Team Captain is responsible for : 

1. Selecting, training, and equipping his volunteers. 

2. Directing the non-media (with the exception of direct mail) campaign. 
The Target Voter Captain receives from the Area Coordinator : 

1. A list of all pro-Nixon registered voters with the following updates: 

a. New registrants 

b. Absentee and election day assistance notations 

c. Re-classified voters who have been moved from the "undecided" 
to the "pro-Nixon" category during the course of the campaign. 

2. A list of potential volunteers to assist with the clerical work and 
with the final canvass of \ancertain Nixon voters. 

3. Forms and instructions for the target voter list. 

4. Project deadlines and progress report forms. 

The Target Voter Captain is responsible for: 

The development of two complete target voter lists: 

a. Special ballot target voters -- this list contains the names, 
addresses, and phone numbers of every pro-Nixon voter who 

32-818 O - 74 -pt.l9 - 35 


Target State Hdqs. & Staff - 7. 

a. Cont'd. 

needs and is eligible for an Absentee or Sick and Disabled 
ballot. The list must be conipleted and submitted to the 
area coordinator no later than ten (10) days prior to the 
deadline for special ballot applications. 

b. Election Day target voter list -- this list contains the names, 
addresses, and phone nuinbers of all pro- Nixon registered 
voters other than those requiring special ballots. The list 
must be updated during the course of the campaign as outlined 
above. The final list must be submitted to the area coordinator 
no later than October 25, 1972. 

Election Day TeaiTi Captain receives from the Area Coordinator : 

1. Two target voter lists . The first consists of all the pro-Nixon 
voters who will vote by Absentee Ballot prior to Election Day. The 
second consists of the regular pro-Nixon voters. This list will in- 
clude proper notation for transportation and voting assistance as needed. 

2. Complete plan tim.e table , and instructional material for the turnout 
effort whicli has been customized for that jurisdiction according to the 
procedures set forth in the local election code. 

3. List of committed volunteers who have agreed to assist with the 
voter turnout drive. 

Election Day Team Captain is responsible for : 

1. Voting all pro-Nixon Absentees as allowed by the election laws.. 

2. Voting all pro-Nixon Voters on Election Day. 



The Committee for the Re-Election of the President has recently formed an 
Older Americans Division of which I am Director. 

It is our desire to establish in your State, under your direction, an 
Older Americans for the President Committee. In addition to the overall 
Committee efforts, it is our intention to provide you and your Older 
Americans Chairman specific demographic data, programmatic information and 
special support in the areas of surrogate speakers and Campaign materials 
as they relate to the elderly. Mr. James E. Mills, who is coordinating our 
Division's Field Operations, works closely with me so that we can provide 
you with Eia:-:imum assistance. 

Our overall theme for this constituency will be "the President cares" and 
our objective will be to establish a personal identification with him 
through continuation of the initiatives associated with the recently held 
t'Jhite House Conference and by making every effort to involve the largest 
number of elderly workers in the Campaign itself. 

In order to achieve this objective, we would like your assistance in identi- 
fying a man and a woman who would be V7illing to serve as State Co-Chairrrien 
of this effort, as well as others v.'ho would serve on the Committee itself. 
We are also establishing a "ational Committee of Older Americans for the 
Re-Election of the President. We would appreciate your nominating one or 
two individuals who might ser\'e on this Coiranittee. Suggested criteria for 
State and National Committee members are: 

— 60 years old or older; 

— Experienced in organizational management & politics; 

— A somewhat prominent figure with good contacts and leadership; 
able to devote full time to his tasks; and 

— Provide racial, ethnic and political balance. 

We would expect your Advisory Con^xjittee to provide an opportunity for broad 
involvement of Older Americans in your Campaign efforts vjith specific 
emphasis on: 

1) Voter registration; 

2) Volunteer efforts (telephone campaigning, canvassing, 
special mailings V7ithin the State, etc.); 


3) Recoiniaending or organizing special events for surrogate speakers; 

A) Election Day organizations (car pools, poll watchers, etc.); 

5) State-wide and local media; 

6) Specialized Fund Raising (if any). 

By using this structure, we should be able to tailor our efforts to the 
particular requirements of your State, as well as maintaining a workable 
chain of command through your office. 



Exhibit 3e 

OCT 1 2 1972 

Dear Mr. Chairman: 

Pursuant to your request of September 15, 1972, and sub- 
sequent discussions with your office, we have obtained costs 
and other details concerning recent Government publications 
which were directed principally to older Americans. 

Two of the publications- -benefit increase notices and 
"Project Fir!d"--were sent out with regular mailings of social 
security checks. 

The Social Security Administration (SSA) , Department of 
Health, Education, and Welfare, issued an explanatory leaflet 
which accompanied each social security payment mailed to bene- 
ficiaries on October 3, 1972. The leaflet explained the bene- 
fit increase of 20 percent, provided by legislation approved 
by the President on July 1, 1972. The notice referred directly 
to President Nixon's approval of the statute. SSA had 27.2 mil- 
lion copies of the notice printed at a cost of $30,196. We 
were told by agency officials that the notice was necessary to 
inform recipients as to why the checks were in a different 
amount from previous ones . Officials told us that this was 
a regular practice when benefits were increased and in the past 
such notices had included references to the President then in 
office. We were furnished a copy of the notice of benefit in- 
crease which SSA included with the social security payments 
mailed to beneficiaries on March 8, 1968. The notice included 
a reference to President Johnson. 

The Treasury Department, which mails social security 
benefit checks, placed the notices in the envelopes along with 
the checks. The Department used mechanical equipment for this 
purpose and any additional cost attributable to the operation 
was considered by SSA officials to be negligible. There were 
no additional postage costs. See Enclosure I. 

"Project Find"--a pamphlet which was published by SSA in 
/ cooperation with the Department of Agriculture- -was designed 
by staff members of the Information Division, Agricultural 
Marketing Service. Project Find was- an outreach effort to lo- 
cate older people who might be eligible for food assistance. 



About 27.5 million copies of the pamphlet with return 
mailing cards were printed at a cost of $129,696. About 25 
million pamphlets and return cards were sent out with the 
August 3, 1972, social security checks. Another 1.25 million 
pamphlets and return cards were mailed separately to persons 
having Medicare coverage but who were not receiving social 
security checks . 

As in the case of the notices of benefit increases, the 
Treasury Department, using mechanical equipment, placed the 
pamphlets and return cards in envelopes with the checks. SSA 
officials considered that any additional costs arising from 
the enclosure operation were negligible. There was no addi- 
tional postage cost involved in the mailing of the pamphlet 
with the social security checks. Postage costs were incurred, 
however, for mailing 1.25 million pamphlets to those not re- 
ceiving social security checks. The total cost for printing 
and mailing the pamphlets and return cards was about $482,196 
which includes the cost of processing of the return cards. 
SSA officials estimated that about 1.5 million cards will be 
returned. See Enclosure 2. 


The six other publications we inquired about are listed 



Food and Housing for the Elderly 
A Report to Older Americans 


Department of Agriculture 

Department of Housing and 
Urban Development 

The U.S. Department of Labor 
Reports to Older Americans 

Opportunities for Older 
Americans in ACTION 

Dignity Instead of Desperation 

The Veterans Administration and 
Older Americans 

Department of Labor 


Office of Economic Opportunity 

Veterans Administration 


The estimated costs of preparing, printing, and distribut- 
ing these publications totaled about $263 ,000- -ranging from a 
low of about $30,000 for the Department of Labor publication to 
a high of about $78,000 for the Office of Economic Opportunity- 
publication. Details of these costs and the disposition of the 
copies printed are shown in Enclosures 3 to 8 . 

The six publications were prepared by staffs of the respec- 
tive Departments and agencies. Based on our discussions with 
various agency officials, this appeared to be the first time a 
concerted effort of this type had been made. 

All of the SIX publications had similar characteristics in 
that they explained various programs and benefits available to 
older Americans and referred to the President by name. The 
number of copies printed ranged from 1,250,000 to 1,550,000. 
The copies were distributed in accordance with lists and using 
preprinted mailing labels which officials of several of the 
agencies told us were furnished by White House staff. In all 
cases, the lists of designees to receive the publications were 

The distribution lists provided for bulk mailings of from 
5 to 500 copies each to destinations such as senior citizen 
centers, elderly housing projects, nursing homes, and others. 
About a half-million copies were furnished to SSA for distrib- 
tion to its 1,000 district offices and with the exception of 
the Office of Economic Opportunity (OEO) , single copies were 
mailed to 152,212 members of an organization presumed to be the 
National Association of Retired Federal Employees (NARFE) . The 
distribution list used by OEO showed that "Other Senior Citizen 
Adressees" totaling 191,297 were designated to receive copies. 
This group of addressees apparently included the NARFE. 

The names of Messrs. Desmond J. Barker and L. J. Evans, Jr. 
appeared in agency records and were mentioned in discussions 
with various agency officials as White House staff contacts with 
respect to these publications. Mr. Barker advised us that 
Mr. Evans was the most knowledgeable concerning the matter. We 
requested Mr. Evans to furnish us with information as to the 



source of the distribution list, the cost of printing the mail- 
ing labels and what appropriation was charged for such expense. 
Mr. Evans, response dated October 5, 1972, was received by us on 
October 11, 1972, and is included as Enclosure 10. The only 
information furnished was the sources of the items on the dis- 
tribution lists . 

Except for the addressees on the lists designated to re- 
ceive single copies of the publications by direct mail, we 
could not determine how many persons received or might even- 
tually receive copies. Most of the addressees were sent a 
number of copies which could have been or may be handed out, 
remailed, or placed at locations where they would be available. 
The usual procedure for Social Security district offices, for 
instance, is to make such material available on display in the 
offices . 

The information furnished on all of the publications is 
based on records and interviews with agency officials. The 
distribution lists were prepared from information furnished by 
the agencies and were not edited by us . A number of abbrevia- 
tions and incomplete references used on the distribution lists 
are explained in Enclosure 9. A copy of each of the eight pub- 
lications is also attached for your information. 

In accordance with arrangements made with your office, we 
are furnishing copies of this report to Senators Birch Bayh, 
Alan Cranston, Hubert H. Humphrey, Edward M. Kennedy, Warren G. 
Magnuson, Frank E. Moss, Edmund S. Muskie, Abraham A. Ribicoff, 
and Harrison A. Williams, Jr. We plan to make no further dis- 
tribution of this report unless copies are specifically requested, 
and then we shall make distribution only after your agreement 


has been obtained or public announcement has been made by you 
concerning the contents of the report. 

Sincerely yours. 

Comptroller General 
of the United States 

Enclosures - 10 

The Honorable Frank Church 
Chairman, Special Committee on Aging 
United States Senate 





Printing (27,200,000 copies) $30,196 


Office of Public Affairs (2 man-hours) $16 

Other 10 26 

Distribution including postage: 

Performed by Dept. of the Treasury 
using mechanical equipment to stuff 
notice with social security benefit 
checks (a) 

Total $ 30.222 


Mailed with social security 

benefit checks 24,760,000 

Not used 2.440,000 

Total 27,200.000 

Additional costs considered by agency officials to be 

negligible . 



" Project FIND " 



Printing : 

Pamphlets (27,420,000 copies) 
Return Cards 
Envelopes (1,500,000) 
Labels for Envelopes 


Postage and handling 


Information Division, Agri- 
cultural Marketing Service, 
Department of Agriculture 
(26 man-hours) 






300 ^ 


Persons receiving Social Security 

benefits 24,710,000 

Persons eligible for Medicare but 
not receiving Social Security- 
benefits 1,250,000 

Retained 1,460,000 

Total 27,420,000 

GAO computation 

GAO estimate based upon niomber printed less number dis- 







Pamphlets (1,250,000 copies) $14,431 

Envelopes and penalty labels 516 $14,947 


Contract mailing service $ 2,4 73 

Postage and cost of transhipping 
534,000 copies to SSA district 
offices 17,000a 19,473 


Office of Information and Office 

of Plant and Operations (49 

man-hours) $ 500^ 

Offset composition services, 

layout and art work 303 803 

Total $ 35.223 


Distribution list 955,057 

Retained 294.943 


TJot available--estimated by GAO on the basis of experience 
of other agencies. 

Costs estimated by GAO. 




Quantity Total 














1. 1,193 Senior Citizen Centers 

2. 374 Elderly Housing Projects 

3. 552 National Voluntary Organiza- 

tions Serving Older Americans 

4. 1,900 Nursing Homes^ for Long-Term 

Care Facilities 

5. 50 State Agencies Concerned with 

Older Americans 

6. 1,000 Social Security District Of- 


7. 1,198 AARP Chapter Presidents 

8. 1,253 Presidents of Senior Citizens 


9. 102 Senior Citizen Communicators 

10. 74 Leaders in the Senior Citizen 


11. 432 AARP Legislative Chairman 

12. 3,330 Delegates WHCoA 

13. 152,212 NARFE Membership 

GAO note: 

^The list obtained from the Department of Agriculture in- 
dicated that the brochure was not mailed to this organiza- 
tion. The revised total distribution is 955,057. 





















Printing (1,500,000 copies) 


Contract mailing service $ 
Postage and cost of trans- 
shipping 534,000 copies 
to SSA district offices 


Office of Public Affairs 

(16 man-hours) 










Distribution list 


Total 1.500.000 

^Costs estimated by HUD- -final bills not received 
Costs estimated by GAO 





1. 1,400 Senior Citizen Centers 

2. 680 Elderly Housing Projects 

3. 496 National Voluntary Orga- 

nizations Serving Older 

4. 1,900 Nursing Homes for Long- 

Term Care Facilities 

5. 50 State Agencies Concerned 

with Older Americans 

6. 1,000 Social Security District 


7. 1,300 AARP Chapter Presidents 

8. 1,293 Presidents of Senior 

Citizens Clubs 

9. 100 Senior Citizen Communi- 


10. 100 Leaders in the Senior 

Citizen Field 

11. 400 AARP Legislative Chair- 


12. 3,624 Delegates WHCoA 

13. 152,212 NARFE Membership 





































Phamphlets (1,500,000 copies) $ 11,171 

Envelopes 1,497 $12,668 


Labor staff 2,400 

Postage and cost of trans- 
shipping 534,000 copies to 
SSA district offices 14,459 16,859 


Office of Information 

Publications and Reports 

(25.5 man-hours) 


Contractor (13,5 man-hours) 









Mailing list 








1. 1,193 Senior Citizen Centers 

2. 374 Elderly Housing Projects 


3. 552 National Organizations 

Serving Older Americans 

4. 1,900 Nursing Homes for Long-Term Care 


5. 50 State Agencies Concerned with 

Older Americans 

6. 1,000 Social Security District Offices 

7. 1,198 Chapter Presidents 

8. 1,253 Presidents of Senior Citizens 


9. 102 Senior Citizen Commxinicators 

10. 74 Leaders in the Senior Cr'tizen 


11. 432 Legislative Chairmen 

12. 3,330 Delegates WHCOA 

13. 152,212 Membership (note b) 



Executive Liaison, Room 134 
Cannon House, Office Bldg. 

Federation of Ebqierienced 
Americans Inc. 
1625 K Street, NW 

White House Supply 
Attn: Bud Evans 










190, 000^ 















GAD notes: 

^These were not distributed per Frank Johnson, Office of Informa- 
tion, Department of Labor. Total distribution should be 980,057. 

The group or organization of the membership was not shown on this 
list - in lists used by the other agencies involved, the member- 
ship is shown as NARFE (National Association of Retired Federal 
Employees) or OA (Older Americans). 


32-818 O - 74 - pt. 






Printing (1,550,000 copies) $16,105^ 


Contract mailing service $ 3,132 

Postage and cost of transshipping 
535,000 copies to SSA district 
offices 18,502 21,634 


Office of Public Affairs 

(16 man-hours) 164 

Total $37,903 


Distribution list 1,186,157 

Retained 363,843 

Total 1,550,000 

GPO estimate 
GAO estimate 



Brochure Distribution List 


1. Senior Citizen Centers 

2. Elderly Housing Projects 

3. National Voluntary Organiza- 
tions Serving Older Americans 

4. Nursing Homes for Long-Term 
Care Facilities 

5. State Agencies Concerned with 
Older Americans 

6. Social Security District Offices 

7. Chapter Presidents 

8. Presidents of Senior Citizens 

9. Senior Citizens Communicators 

10. Leaders in the Senior Citizens 

No, of 



Legislative Chairmen 

Delegates WHCoA 

Membership, OA 

Special quantity delivery by truck to the following addresses; 
(All cartons must be clearly marked for each addressee). 








to each 




















Executive Liaison 

Federation of Experienced Americans, Inc, 

V/hite House Supply 


These figures were reversed by the agency. The number 1,000 
should be shown under No. of addressees and the number 535 should 
be shown under quantity to each. 




Printing (1,350,000 copies) $59,000 


Contract mailer (a) 

OEO warehouse (a) 

Postage and cost of SSA distribution 

of 534,000 copies to its district 

offices (a) 18,800 


Public Affairs and Office of 

Operations (28 man-hours) 200 

Total $ 78,000 


Distribution list 1,132,197 

OEO list 33,763 

Retained 184,040 

Total 1,350,000 

OEO could not furnish the breakdown of costs for each item. 

Distribution was planned to start October 6, 1972. 



'DIGNITY"--Brochures/Distribution List 






Senior Citizen Centers 

1,193 (§100 



Elderly Housing Projects 

374 (§100 



Natl. Vol. Orgs. Serving 
Older Americans 

552 @L00 



Nxirsing Homes /Long-Term 
Care Facilities 

1,900 (§100 



State Agencies Concerned 
with Older Americans 

50 (§100 



Social Security District 

1,000 (§534 



Other Sr. Citizen 
Addresses (WHCOA members, 

191,297 (§1 


Total /External 


Total /Internal 


Dist. Total 


Bal. Stock 


Total Printed 









Printing: (1,500,000 copies) 


Contract mailing service 

VA staff 

Postage and cost of transshipping 

535,000 copies to SSA district 



Information Service and Publica- 
tions Service, Veterans Adminis- 
tration (49 man-hours) 




16.960 21.850 



Distribution list 
VA offices and others 
Unaccounted for 







GPO estimate 

Estimate per VA Purchase Order 





152,212 Individuals (note a) 

1,200 Senior citizens centers 

3,300 Delegates to the White House Con- 
ference on Aging 

500 National voluntary organizations 

1,900 Nursing homes 

1,250 Senior citizens clubs 

400 Housing projects for the Elderly 

47 State agencies concerned with the 
problems of the aged 

Social Security Administration 









^A officials told us that they could not positively iden- 
tify the individuals. Lists used by other agencies show 
the individuals as belonging to the National Association 
of Retired Federal Employees or as "Membership OA" . 

The number sent to each center, group, etc. was not avail- 
able at VA. We were told that the quantities ranged from 
5 to 500 depending on the organization. The total sent 
out in accordance with the above list was 1,444,557. 




GAO' s identification of abbreviations and incomplete 
references used on distribution lists for the six publica- 
tions described in enclosures 3 to 8 . 




Chapters Presidents 
Legislative Chairman 

American Association of Retired 

White House Conference on Aging 

National Association of Retired 
Federal Employees 

(We could not find a reference 
to such an organization but the 
letters apparently mean "Older 
Americans.") The initials as 
used apparently refer to NARJE. 

Apparently are associated with 

Apparently are associated with 

Apparently refers to NARPE 





October 5, 1972 

Dear Mr. Ahart: 

Attached is a compilation of the mailing lists, their numbers 
and from where they originated per your request. This list 
was unified and distributed by the White House office in order 
to fulfill the White House Conference on Aging's recommendations 
calling for informational programs to educate the elderly to the 
programs and facilities available to them. 

Very truly yours, 

L. J. Evans, Jr. ^ 

Mr. Gregory Ahart, Director 
Manpower and Welfare Division 
General Accounting Office 
Room 6860 
441 G Street, NW 
Washington, DC 20000 











Senior Centers 

Elderly Housing 

Naiional Voluntary 
Organizations Serving 
Older Americans 

Nursing Homes 

State Aging Agencies 


Where Originated 





Social Security District (Handled by SSA) 

Agiig Leaders 

Senior Citizen 

HEW & WH corrpilation 
HEW & WH compilation 

White House Confer- WHCoA 

ence on Aging Delegates 



• t • 

for the 

". . . any action which enhances the dignity 
of older Americans enhances the dignity of all 
Americans, for unless the American dream 
comes true for our older generation, it cannot 
be complete for any generation." 

-Richard M. Nixon, 
White House Conference on Aging 

U.S. Department of Agriculture Washington, D.C. 20250 


More than 800 of us reach 65 every day of 
the year. Already 20 minion people have 
reached that age — one out of every ten people 
in our country. If you are over 65, you will 
v.'ant to know what services are available if 
you need help. 

In a Special Message to Congress on Aging, 
President Nixon outlined two goals relating to 
programs of the U.S. Department of Agri- 
culture — to reduce hunger among older Amer- 
icans, and to increase opportunities for them 
to lead independent, dignified lives in their 
own homes. 

Agencies of the U.S. Department of 
Agriculture offer food and housing programs 
which provide opportunities for individuals, 
groups, and communities to contribute to an 
improved quality of life for older Americans. 

Some needy elderly do not know about these 
programs or know how to use them, and some 
public and private agencies do not yet know 
how they can share in them. If you have no 
need of these services, perhaps you will pass 
this leaflet on to a friend or help start action in 
your community to help older persons who do 
have need. 



Food Stamps Are Money-Stretchers 

Through USDA's Food Stamp and Food 
Distribution Programs, approximately three 
miUion people over 60 now stretch their 
dollars. There may be many more eligible to 
participate in these programs. 

The Food Stamp Program enables low- 
income households to buy more food of greater 
variety to improve their diets. It's easy to do: 
Participants pay a small sum of money — 
amount based upon family size and net 
monthly income — and they receive food 
stamps worth considerably more when used 
instead of money in participating food stores. 
New regulations now let elderly, low-income 
people use the stamps to pay for food delivered 
to their doors by nonprofit vendors. 

Here's a short guide that tells who can get 
food stamps: 




For food 



stamps worth. 


One person . . 

. . $178 



Two people . . 

. . $233 



Three people . 

. . $307 



People with income above those limits may 
also be eligible for food stamps if they have 
unusual expenses, such as big medical or 
hospital bills, high rent payments, or other 
financial hardships. 

A new idea helpful to the elderly and 
homebound who receive public assistance, 


allows the costs of food stamps to be withheld 
in small amounts from their public assistance 
grants and the food stamps mailed to them. 

The Food Distribution Program 

USDA's Food Distribution Program 
operates in about a third of the counties in the 
United States. Older people getting welfare, 
living on small pensions, working for low 
wages, or out of work may be eligible for free 
food if they live in a community that has a 
Food Distribution Program. 

People generally can get these foods when 
their income is below standards set by the 
State in which they live. The income and 
savings of all household members are 
compared with the standards. But people with 


unusual expenses, such as hospital bills or 
high rent payments, may be able to get 
surplus foods even if their income is higher 
than the State standard. Eligible older people 
unable to pick up their monthly allot- 
ment — because of poor health or no trans- 
portation — may be able to get their foods 
home-delivered through local "Drive to 
Serve" programs.These now operate in only a 
few areas through the cooperation of the Red 
Cross. The need for the program and its 
success has been soundly demonstrated. It 
can be organized in other communities 
through volunteer groups. The food is 

Project FIND— A New Idea 

Project FIND is an innovative effort to find 
older Americans in need of food assistance, 
inform them that they are eligible for certain 
USDA-administered programs and, where 
possible, with the help of private volunteer 
groups, assist them to enlist in those 
programs. Some older persons hesitate to 
participate in food assistance programs — out 
of pride in being able to take care of them- 
selves. Others are not even aware of these 

Project FIND will inform elderly persons 
about the food assistance programs through 
newspapers, radio, television, and a leaflet 
mailed with Social Security checks. 

The Red Cross will manage a national 
volunteer effort to locate those older 
Americans who are eligible for food 
assistance but are not participating. Other 
volunteers from State and local government 
offices and from private agencies will also 
spread the word. 

Since you hold this leaflet in your hand, you 
may be the one who will tell others about the 
availability of USDA food assistance. 



novy; about housing 

You Might Get a Loan 

Older citizens who live in the country and 
small towns may be eligible for a loan to build 
or buy an adequate but modest home. For 
those people with very low income, interest 
credits may bring the interest rate down to as 
low as 1 percent. 

You who are 60 years and over and living on 
low, fixed incomes, have access to a number of 
rural housing loan programs of USDA's 
Farmers Home Administration. The agency 
has more than 1,700 offices throughout rural 
America where you can apply for a housing 

In 1971, the Farmers Home Administration 
made nearly 5,900 individual housing loans 
totaling $58 million to those 60 years of age 
and older. In 1972 the total should exceed $68 
million in about 7,500 loans. Program use by 
older persons has increased more than four- 
fold since 1968 and is 16 times larger than 10 
years ago. 

Or You Might Rent 

Since 1969, USDA's Farmers Home 
Administration has financed nearly 12,000 
rental housing units in rural areas — one, two 
and three bedroom apartments. More than 40 
percent of these are occupied by people 60 
years and over, most of whom have low or 
very low incomes. Money for this program to 
provide modern low-rent housing units for 
low-income rural people has soared from $12.1 
million in 1968 to an estimated $35 million in 
1972 and $70 million for 1973. 


Loans for rental housing projects can be 
made to both private persons and corpo- 
rations, and to nonprofit organizations and 
pubhc bodies. If enough older people in a local 
rural community express need for such 
housing, a local sponsoring group or public 
body should take steps to start such a project. 

And You Can Make Repairs 

The Farmers Home Administration has a 
loan program specially designed for very low 
income rural families who own the home they 
occupy and need to make repairs to remove 
hazards to health and safety of the family and 
the community. The loans can be used to fix a 
roof, make the house weathertight, provide 
safe, adequate water and waste disposal 
systems, install a bath, or make other 

These loans bear an interest rate of 1 
percent. In 1971, borrowers averaged 61.8 
years of age. 

It is estimated that in 1972 more than 80 
percent of the loan funds in this program will 
be used by older rural citizens — 75 percent of 
whom have incomes under $3,000 a year. 

_fli n n - 74 


and, in conclusion 

"The time has come for a new attitude 
toward old age in America . . . the way to do 
this, I beheve, is to stop regarding older 
Americans as a burden and start regarding 
them as a resource for America," President 
Nixon has observed. 

This leaflet gives a glimpse of some of the 
activities of the U.S. Department of Agri- 
culture of special interest and service to older 
Americans. Older citizens should not be 
separated from any of the rest of us, nor from 
any of the services of any of the departments 
of their government. The U.S. Department of 
Agriculture is striving to make President 
Nixon's goal for a "new national attitude on 
aging" a reality. 

For additional information on these food 
programs, contact the Food and Nutrition 
Service, U.S. Department of Agriculture, 
Washington, D.C. 20250. For additional 
information on these housing programs, 
contact Farmers Home Administration, U.S. 
Department of Agriculture, Washington, D.C. 

GPO : 1972 O - 471-771 






"Unless the American dream comes 

true for our older generations, it 

cannot be complete for any generation. " 

— President Richard Nixon 


The dream of good housing for America's elderly 
citizens — an old and continuing dream — is being 
brought nearer fulfillment with the Federal aid 
programs administered by HUD. 

FOR MILLIONS of Americans the process of 
growing old — even in the world's richest 
nation — is the hardest part of their lives, 
too often marked by poverty, neglect, and 

Providing for housing needs of older Americans has 
been a growing problem; it is still growing, as more 
than 1,000 people pass the elderly milestone every 

Their housing problems are indeed severe. Over 1 .6 
million of them live in housing that lacks basic 
plumbing facilities. They pay a disproportionate 
percentage of their fixed incomes for rent or 
homeownership costs — thus leaving too little to 
support other critical needs. In recent years, 
moreover, their housing problems have been aggra- 
vated by inflated housing costs. 
In many instances, standard housing occupied by 
the elderly is unsuited to needs and conditions of 
later life. Elderly homeowners — comprising nearly 
70 percent of all the elderly - are, in fact, "house 
poor" because property taxes and other housing 
costs have risen faster than incomes. Furthermore, 
many of these homes were built for younger and 
larger families, and constitute a severe financial and 
maintenance problem for elderly homeowners. 
They would like to move to smaller, appropri- 
ately-designed housing, but costs lock them into 
their present quarters. 

The Programs 

• This knowledge underlies President Nixon's 
special concern and the call, in his address to the 
White House Conference on Aging, for "A new 
national attitude toward aging in this country — 
one which fully recognizes what America must do 
for its older citizens, and one which fully appreci- 
ates what our older citizens can do for America." 


Subsequently, in his message to Congress of March 
23rd, the President outlined a comprehensive 
program for meeting complex problems faced by 
older Americans, including recommendations for 
more and better housing to meet their special 
needs. "The general population over 65," the 
President said, "is a very special group which faces 
special problems — it deserves very special atten- 

The President's commitment to seeing that special 
housing requirements of older Americans are met 
has resulted in channeling a significant part of the 
Nation's housing production to meet elderly needs 
at all income levels. 

With Administration programs of: (1) liberal mort- 
gage insurance for privately-financed housing; (2) 
help to local housing authorities to provide housing 
suited for low-income elderly needs in public 
housing; and (3) subsidies to bring down mortgage 
interest rates, coupled with rent supplements, for 
needier tenants in privately-owned and operated 
housing, 1972 is setting an all-time record in 
producing Federally subsidized and insured hous- 
ing and nursing homes for our older Americans, 
and fiscal year 1973 will surpass it. 

Moreover, the stepped-up pace of this Administra- 
tion's efforts and success of its program to encour- 
age development of a housing industry capable of 
volume production that will bring us closer to 
meeting the Nation's total housing needs may 
mean an increasing supply of housing available to 
the elderly as well. 

Housing Is Specially Designed 

• The types of housing developed with Federal 
aid programs for older Americans are varied; they 
afford a choice in both physical environment and 
life styles, responding to needs of the active and 
not so active. 

Congregate housing, for example, fills the gap 
between complete housekeeping units and nursing 
homes; it combines central dining facilities with 
limited housekeeping in individual apartments. 


Dining with one's peers provides, particularly for 
the person alone, a focal point in the day as well as 
an opportunity for socializing. Lounge and com- 
munity areas offer a residential atmosphere and 
encourage activities and programs that involve the 
residents. Developments are planned with safety 
features, such as intercoms and grab bars, and some 
developments provide health services, in which case 
the costs are reflected in the rents. 

Local needs, tastes, and life styles are mirrored in 
the design of housing meant for elderly occupancy. 
"We tried to figure out a place that we would like, if 
we were in it," said the organizer of a Maryland 
project. The result is a three-level, garden-type 
brick structure with small lounge areas designed 
after Scandinavian housing for their elderly. The 
building, which blends in with its suburban residen- 
tial neighborhood, is located a few blocks from the 
community's business and shopping district. 

Another project is in a rural location outside the 
Baltimore suburban fringe. Since space was avail- 
able, the entire structure was built on one level, 
and each unit has its own outdoor patio-garden 
area. A common dining area doubles as a com- 
munity room for large gatherings. A library circu- 
lates books from the local library. Gaily furnished 
smaller lounge areas for residents are located at the 
ends of the four wings that make up the housing 

One retirement home is located in the heart of the 
District of Columbia. It is a six-story structure that 
accommodates 200 residents. Each apartment is 
furnished with a pullman kitchen, but food service 
is also available in a central dining room. 

High-rise housing is characteristic of the crowded 
urban centers. In Reading, Pennsylvania, an apart- 
ment project reaches 14 stories into the sky; as 
does a St. Paul, Minnesota, public housing project. 
An apartment in New York City, sponsored by a 
nonprofit organization, is 17 stories high. Nearing 
completion in Orlando, Florida, is a 156-apartment 

In contrast to high-rise buildings are projects such 
as one in Marin County, California, composed of 
low, balconied, wood-shingled structures in a 


wooded setting that creates an environment close 
to nature for its elderly residents. 

A Section 236 project in Centerline, Michigan, 
consists of 108 dwelling units in a single wood 
frame, brick veneer building that combines one- 
and two-story sections. Elevators are provided in 
the two-story section. All units have kitchens. A 
lounge, multi-purpose room, and areas for arts and 
crafts are included. 

Another 100-unit Section 236 project, in Hartford, 
Connecticut, has 13 one- and two-story buildings, 
designed on a townhouse concept of one-bedroom 
and efficiency apartments. Units on the second 
floor have balconies for sitting out and also an 
emergency exit. 

A senior citizens village in Fresno, California, has 
38 one-story, stucco and plywood siding on wood 
frame buildings on a 16-acre tract. Several gazebos 
are scattered throughout the site for use by 
residents. The project has 180 apartments — 108 
efficiencies and 72 one-bedroom units. There are 
four to eight units in a building, each with its own 
exterior entrances and adjacent parking space. 
Individual units have wall heating and air condi- 
tioning; drapes and carpeting; and stove refrigera- 
tor and garbage disposal in the kitchenette. The 
recreation building is centrally located and con- 
tains an all-purpose room with a small kitchen, 
several small hobby and game rooms, and adminis- 
trative quarters. Rents range from $82 to $95. 

These and similar projects across the Nation add up 
to quality housing for older Americans. With their 
landscaped grounds and recreational facilities, such 
projects are improving the quality of life for 
elderly people who have long faced the severest 
housing shortage in the United States. Instead of 
seeking escape from the shabby quarters they were 
forced to occupy, they can enjoy comfortable 
apartments and seek outside activity by choice 
rather than necessity. 

The Residents Say: 

"You've given us what we thought we had lost and 
would never have again — a future," a 73-year-old 
woman said on moving into her new home in one 


The comments of other beneficiaries of Federal 
housing programs that are improving the quality of 
life for thousands of older Americans, are just as 
heartfelt: "This is a wonderful place," a resident 
says of a project in Sandy Spring, Maryland. 
Another resident says, "I love my home here 
because it's mine." And a third enthused, "We love 

These comments are an index of the deep feeling 
of men and women provided with decent housing 
in their retirement years. For the elderly, a decent 
home means community and independence com- 
bined with dignity. It does away with isolation and 


provides older people the support of being together 
with their peers. A decent home allays much of the 
dread of growing old. 

Resident Volunteers 

• As President Nixon has pointed out, "Old 
age . . . should be a time of pride and fulfillment." 
A good home contributes measurably to both, say 
residents of HUD-funded housing specifically 
designed for their needs. There they are sur- 
rounded by people their own age, live in individual 
units filled with their favorite possessions, have a 
choice of social activities and daily schedules. They 
form new friendships and regain a feeling of 
self-respect and identification with a group. Rather 
than considering themselves a burden, they enjoy 
and participate in life. The style of life seems to 
take some of the fear out of growing old. It 
combines a community and independence with 

Resident volunteers provide one or another type of 
service. A convenient general store in one housing 
complex is run by resident volunteers. In another, 
residents help out with the meals wherever pos- 
sible. Volunteers pour coffee, put sugar packets on 
each cup, arrange the flowers, bake cookies, and 
tack up the menu-board announcing the evening 
meals. A project administrator explains that: 

"Here we try to give people a purpose to their 
lives. It doesn't matter what it is, as long as it is 
important to them. We have many programs that 
prevent atrophy of the mind. Last year our 
volunteer committees organized 289 programs; we 
have a newsletter that's edited by a lady in her 
90's, a Vassar graduate; we have people working 
with Red Cross; we have a stamp-peeling group 
that removes stamps from envelopes and last year 
made $300 selling the stamps and used the money 
to send poor kids to camp; we have 165 registered 
voters out of 172 residents; we have 22 private 
gardens, lectures, poetry reading, book reviews. We 
stress the positive about growing old, not the 
negative — like the extra time people have to 
pursue their Interest." 



Today's Nursing Homes 

• At 84, Mrs. Beulah McDowell finds it "a 
pleasure" to reside in a nursing home on the 
outskirts of Atlanta, Georgia. Mrs. McDowell 
enjoys living among her peers in clean and comfort- 
able surroundings where she has ready access to 
health care facilities necessary at her age. She 
contrasts her present "wonderful home" with the 
traditional image of a nursing home as a depressing, 
outmoded residence, supposedly converted by the 
addition of a fire escape to health care for the 


Mrs. McDowell's residence in Atlanta is one of 800 
nursing homes in the country that have been 
privately built or rehabilitated with private loans 
insured against loss under the HUD-FHA Nursing 
Home Mortgage Insurance program. Now 11 years 
old, the program provides accommodations for 
80,000 persons in 49 States, Puerto Rico, and the 
District of Columbia. The total mortgage amount 
exceeds $575 million. Applications being processed 
by HUD-FHA involve another 600 nursing homes 
with accommodations for 60,000 more persons. 

President Nixon has pointed out that, "The vast 
majority of Americans over 65 years of age are 
eager and able to play a continuing role as active, 
independent participants in the life of our country. 
Encouraging them to play this role — and providing 
greater opportunities for them to do so — is a 
cornerstone of this Administration's policy con- 
cerning older Americans. 

"For almost one million of our 20 million senior 
citizens, however, a dignified and humane exist- 
ence requires a degree of care from others that can 
usually be found only in a nursing home or 
extended care facility. For those who need them, 
the nursing homes of America should be shining 
symbols of comfort and concern. 

"Many of our nursing homes meet this standard 
most admirably. Day after day and year after year 
they demonstrate the capacity of our society to 
care for even the most dependent of its elderly 
citizens in a decent and compassionate manner. It 
is the goal of this Administration to see that all of 
our nursing homes provide care of this same high 

"Unfortunately, many facilities now fall woefully 
short of this standard. Unsanitary and unsafe, 
overcrowded and understaffed, the substandard 
nursing home can be a terribly depressing insti- 
tution. To live one's later years in such a place is to 
live in an atmosphere of neglect and degradation." 
To carry out the President's renewed emphasis on 
upgrading the existing nursing homes and building 
modern facilities to provide care for hundreds of 
thousands of the Nation's elderly, several innova- 
tive programs are being discussed in HUD. Among 


these are the feasibility of health and safety 
property improvement loans and extending the 
mortgage term from 20 to 30 or even 40 years. 

Under Section 232 (Nursing Home Mortgage Insur- 
ance Program) of the National Housing Act, the 
maximum loan guarantee for a nursing home or 
intermediate care facility is now up to 90 percent 
of HUD-FHA's estimate of the value of new 
construction or rehabilitation projects. The maxi- 
mum mortgage term is 20 years and the maximum 
insurable mortgage is $12.5 million. Interest rates, 
service charges, and working capital requirements 
are the same as for other HUD-FHA projects. 

In addition to providing congregate housing and 
care for patients, FHA-approved nursing facilities 
are encouraged to take on the role of community 
health and living centers, particularly in small 
communities and inner-city areas. Day care services 
for the elderly and the very young as well as night 
care and short-term care for the elderly can also be 
provided by the community-oriented nursing 
home. The laboratory facilities, physical therapy 
equipment, examining rooms, and medical facilities 
can offer preventative and on-going outpatient 
medical care, physical therapy, podiatry, and 
dental services as well as pediatric and geriatric 
medical care. The nursing home kitchen can 
provide proper nutrition and balanced meals both 
in the dining room and for delivery to the homes 
of the elderly or bed-ridden persons living nearby. 

Modern facilities and new medical knowledge made 
available through the Nursing Home Program can 
help promote the recovery of health and a mean- 
ingful and satisfying life for the elderly. That is the 
objective toward which the Administration pro- 
grams are directed. 


U.S. Department of Housing 
and Urban Development 

July 1972 HUD-PA-9 







The best thing our country can give its 
older citizens is the chance to be a part 
of it, the chance to play a continuing role 
in the great American adventure. — 

President Nixon 




The U.S. Department of Labor, in carrying out 
its Presidential and Congressional charter, 
places heavy emphasis on improving the 
status of older workers who have done so 
much to build America. 

As the nation strives to increase its pro- 
ductive capacity, and to meet the myriad 
social and economic needs of its growing 
population, your special skills and experience 
are vital. 

For you, as older men and women, have 
much to give— not only your ability acquired 
from years of work, but also your maturity, 
dedication and sense of responsibility on 
the job. 

Clearly, those of you who helped build 
Americayesterday can — and should — con- 
tinue to play an active role in shaping the 
country's progress today and tomorrow. 

The Labor Department is working to im- 
prove your opportunities to participate in 
the world of work through efforts to remove 
job barriers, through training and upgrading 
programs and through job placements. 

Job Training and Job Placement 

President Nixon has stated that This Admin- 
istration is deeply committed to involving 
older citizens as actively as possible in the 
life of our nation — by enhancing their op- 
portunities both for voluntary service and 
for regular employment.' 

To accomplish this goal, the Department of 
Labor has a variety of job training and work 
experience programs available to older 
workers. In addition, special efforts to place 
older workers in good jobs are made through 
the Federal-State Employment Service 

A major manpower program. Operation 
Mainstream, provides job training and work 
experience for poor and unemployed adults. 
Nearly 60 percent of the participants are 
over 45. 

I n the past fiscal year, the number of job 
and training opportunities under the program 
was doubled from 5,000 to 10,000 and fund- 


ing increased from $13 million to $26 million 
as a result of President Nixon's directive 
announced at the White House Conference 
on Aging. 

Work performed under the program in- 
cludes conservation and beautification 
projects, recreation area development, and 
social and community services. 

The Public Employment Program, created 
by the Emergency Employment Act of 1971, 
provides public service job opportunities for 
a large numberof older workers. The Act 
requires that persons over 45 be given spe- 
cial consideration in filling positions. As a 
consequence, 1 6 percent or 25,600 of the 
people hired under the program have been 
45 or older. 

Your needs as an older worker receive 
special attention in the Federal-State Em- 
ployment Service system. Specialists in the 
employment problems of older workers coun- 
sel mature applicants in local Employment 
Service offices throughout the country. 
Special service units have been established 
in offices in 27 major cities to provide inten- 
sive services to older applicants. The aim, in 
both programs, is to place these workers in 
good jobs. The latest available data reveals 
that workers over 45 comprised 20 percent 
of all non-agricultural job placements 
through the system. 

Employment Service activities include 
efforts to tell employers that older workers- 
are highly productive and often excel over 
younger workers in judgment, safety, reli- 
ability, and other desirable traits. 

Protection From Age Discrimination in 

President Nixon has termed discrimination 
based on age "cruel and self-defeating; it 
destroys the spirit of those who want to work 
and it denies the nation the contribution 
they could make if they were working. " 

Some 45 million Americans between the 
ages of 40 and 65 are protected by the Age 
Discrimination in Employment Act from dis- 
crimination in matters such as hiring, dis- 


charge, leave, compensation and promotions. 
President N ixon lias proposed that coverage 
under the Act be extended to employees in 
the fastest growing employment area in our 
economy, state and local government. 

Efforts to obtain compliance with the Act 
have stressed education, informal concil- 
iation, conference and persuasion. Through 
approximately 50,000 non-investigatory 
compliance contacts, potentially discrimi- 
natory practices affecting over ^V2 million 
jobs have been modified or eliminated. 

Formal compliance investigations during 
fiscal 1971 revealed 655 persons were due 
more than $738,000 in damages. As a result 
of these investigations, age discrimination 
barriers were removed from over 1 1 9,000 

Investigations since June 1971, have 
shown an increase in the number of violations 
discovered and a sharp step-up in monetary 

Protection of Retirement Income 

Recognizing that the need of a worker for a 
secure and adequate income does not end 
when he retires, the Administration is seek- 
to reform our private pension system. 

Only half the Nation's work force is pres- 
ently covered by private pension plans. 
Consequently, the President has submitted 
to Congress a five-point program to expand 
and reform our private pension system. 

tax deductions to encourage independent 

savings toward retirement; 
more generous tax deductions for pen- 
sion contributions by self-employed 

a requirement that all pensions become 

a requirement that pension funds bead- 
ministered according to strict fiduciary 
standards with full information regarding 
rights and benefits to be made available 
to employees and beneficiaries; 
a special study of pension plan termina- 
tions to provide needed information on 
which to base future recommendations 

32-818 O - 74 -pt.l9 - 38 


regarding ways to provide protection 
without reducing benefits because of 
increased costs. 
To provide further financial protection for 
older Americans the Administration is also 
supporting legislation to increase from $1 ,680 
to $2,000 the amount of money that a social 
security recipient can earn annually without 
losing benefits. The potential reduction in 
social security payments would be lessened 
for those earning more than $2,000. In addi- 
tion, President Nixon recently signed legis- 
lation which would automatically raise the 
income ceiling each time a cost-of-living 
increase was added to benefits. 

It is estimated that over three million older 
persons have been assisted over the past 
two fiscal years by all Labor Department 
programs— Employment Service, work and 
training activities, and enforcement of the 
Age Discrimination in Employment Act. 

The contributions that older Americans 
have to make to our national life are many 
and varied. The Department of Labor is de- 
termined that persons who want to remain 
active in the world of work shall not be de- 
terred by artificial barriers and that those who 
want to work shall be given every opportunity 
to do so. Every American stands to benefit 
from the skills and energy of older citizens. 

If you would like additional information, 
write to Manpower Administration, U.S. De- 
partment of Labor, Washington, D.C. 20210. 



"... the entire Nation has a high stake in a 
better life for its older citizens simply because 
we need you. We need the resources which 
you, alone, can offer." 

President Richard Nixon 

The White House Conference on Aging 

December 2, 1971 


President Nixon called ACTION an 
"Alliance of the generations," when he 
launched the new agency, consolidating 
all federal volunteer programs. When the 
President announced his plans to establish 
ACTION and to name Peace Corps Di- 
rector Joe Blatchford as director, he made 
the challenge: "Let us work together 
to seek out those ways by which the 
commitment and the compassion of one 
generation can be linked to the will and 
experience of another so that we can 
serve Americans better and Americans 
can better serve mankind." 

This commitment to provide opportuni- 
ties for older Americans, to become active 
in meaningful tasks ... to improve the 
quality of their lives by participating in 
new accomplishments, has been answered 
in the multi-faceted ACTION programs. 
Nearly 70,000 opportunities for volunteer 
service by older Americans have been 
created and by July 1, 1973 this figure 
is expected to exceed 80,000. 


ACTION'S Retired Senior Volunteer Pro- 
gram, a new dimension of community 
service, is the fastest growing volunteer 
program in the nation. Congress responded 


to President Nixon's request to triple the 
funding for RSVP by appropriating $15 
million for this program. 

These community organized and oper- 
ated projects are providing meaningful 
volunteer jobs ranging from chauffeuring 
patients to clinics to serving as senior 
teaching aides — the activities are as nu- 
merous and diverse as the applicants. 

Typical of RSVP is the Hospital of the 
Medical College of Pennsylvania in North 
Philadelphia where volunteers work with 
children in the Pediatric Clinic, (pictured 
on the back) Others do clerical jobs in the 
Dietary Department, or prepare surgical 
kits for the Operating Room. 


ACTION Volunteers who work in the 
Foster Grandparents Program are retired 
Americans with low incomes — men and 
women who must be at least 60. One 
Volunteer is 93. They come from all 
sections of the nation and from varied 
backgrounds. They work with disadvan- 
taged children in hospitals, correctional 
institutions, residential facilities for men- 
tally retarded, emotionally disturbed, 
dependent and neglected children. The 
President's commitment at the White 
House Conference on Aging to expand 
funding for this program will enable tri- 
pling volunteers by December 1972. This 
means that 50,000 children in 450 child 
care institutions throughout the countiy 
will be benefiting from love, care and 
demonstrated concern of more than 1 1 ,000 
older Americans. Invariably, Volunteers 


say their lives have more meaning, that 
they receive more love than they could 
possibly give. 


Volunteers In Service to America has 
nearly 300 ACTION Volunteers - 60 
years or over— from varying backgrounds 
— retired businessmen, housewives, law- 
yers, former welfare recipients — anyone 
who wants to give time, energy, and a 
sense of caring. 

VISTA is particularly attractive to 
older Americans because 40 percent of 
the VISTA Volunteers are recruited to 
work in their community. 

In Boston, Anna Aicardi, 72, knows 
every house and the color of every home 
in her South Boston VISTA project neigh- 
borhood. A retired social worker, Anna, 


is the team leader for the "Southie" VISTA 
project— manning phones in a mobile city 
hall to refer citizens to available services. 
Anna says, "We know each Qther and 
we know we are helping others. But also 
we are helping ourselves. Just the knowl- 
edge that someone else is depending on 
us keeps us going and builds up our con- 
fidence. Or there is Mary Dillon, a teacher 
for 42 years in Salem, Oregon. Today she 
is a VISTA Volunteer teaching a pre- 
school class sponsored by a local church. 


Older Americans have always served 
with distinction in the Peace Corps. Ma- 
turity gained from a lifetime of experience 
and the proficiency in skills possessed by 
older citizens are scarce in developing 
countries served by the Peace Corps. 

Dorothy Foster of Dillon, Mont., (pic- 
tured on cover) was 60 and scheduled for 
retirement when she changed her class- 
room setting from Montana to Thailand 
by way of the Peace Corps. Saul Greiman, 
68, from Jersey City, N.J. a retired plumb- 
er, was unhappy without the daily chal- 
lenge of his career. He now teaches 
plumbing in Honduras. 


ACTION'S Service Corps of Retired 
Executives has attracted 4,000 older 
Americans with a lifetime of experience 
in business. 

Volunteers — both men and women— 
counsel owners of small businesses on 
sales, profits, productivity, merchandising, 
record keeping, among other things. 
SCORE Volunteers also provide manage- 


Julie Nixon Eisenhower and ACTION RSVP 
Volunteers at Medical College of Philadelphia 
Pediatric Clinic. 

ment knowhow to non-profit community 
organizations. SCORE works closely with 
the Small Business Administration in 
helping struggling minority entrepreneurs 
and other small businesses who seek SBA 
financial assistance. Frequently these busi- 
nessmen don't need loans — they need 
experience and counsel — which SCORE 
Volunteers are eminently qualified to give. 


The opportunities for you to be an 
ACTION Volunteer are unlimited. 

If you would like to make your life 
more meaningful by sharing your experi- 
ence, knowledge and talents, there is a 
place for you in ACTION. 

Won't you write for more information: 
ACTION, Washington, D. C. 20525 or 
contact your local ACTION office. 

GPO : 1972 O - 474-932 




The Office of Economic Opportunity 
Programs for the Elderly Poor 






^^ ^t^^^K^^^^^St^k.^ 



Job, a man of considerable experience, 
said in the Old Testament: 

"Wisdom is with the aged and under- 
standing in length of days." 

In most societies, including our own, 
this has been an accepted maxim until 
the recent past. 

The young, spurred by energy and 
idealism, sought to make their dreams 
come true. Their elders — parents and 
grandparents — spoke with the voice of 
time and sought to limit impetuosity with 

Today, in American society, that pat- 
tern is changing. The role of youth has 
been so magnified that the functions of 
maturity have often been ignored and 
sometimes despised. 

Instead of dignity which the older 
citizen has earned, there has often been 
desperation, born of economic and psy- 
chological insecurity. The warmth of 


familial love and companionship have of- 
ten been replaced with the chill of social 
and institutional segregation. 

In its programs for the elderly poor, 
the Office of Economic Opportunity, 
seeks to redress this imbalance. 

As President Nixon told the closing 
session of the White House Conference 
on Aging on December 2, 1972: 

*'. . . Any action which enhances the 
dignity of older Americans enhances the 
dignity of all Americans, for unless the 
American Dream comes true for our older 
generation, it cannot be complete for any 

OEO, located in the Executive Office 
of the President, is seeking to make the 
American Dream come true for all Amer- 
icans, including those who are both old 
and poor. 


For to be both old and poor in America 
is still a double calamity and five million 
Americans over 65 find themselves in 
that situation. 

To help remove some of the more 
calamitous consequences of this double 
disability, OEO has spent an average of 
14 percent of its total budget since 1969 
(ranging from $84 to $105 million per 
year) on programs for the elderly poor. 

In addition, special Senior Opportuni- 
ties and Services funds — $8 million in 
1971 alone — have been spent because the 
older citizen has problems which do net 
afflict his younger countrymen. 

For example, many who are elderly 
must live on small, fixed incomes from 
social security, private pensions or else 
little or no assured income at all. Their 
incomes are fixed ; their expenses are not. 


Besides low income common to all the 
poor, many elderly persons have legal 
and social problems unique to their age 

They may need help in obtaining old 
age assistance or welfare. They often 
face eviction from homes or long-rented 
apartments. More isolated than the 
young, they may become the target of 
robbers or fraudulent schemers. 

In need of more than average medical 
care, they often need guidance in obtain- 
ing it under Medicare or Medicaid or 
from state programs. 

Unemployed and sometimes unem- 
ployable, they need protection against 
discrimination based solely on age. Many 
of the elderly are also more likely to be 
wrongfully committed to institutions 
such as mental hospitals or inadequate 
nursing homes. 


To address these problems of the elderly 
poor, OEO has two kinds of comprehen- 
sive programs: those tailored specifically 
for the elderly, and special segments 
within overall programs which assist the 
poor of all ages. 

Senior Opportunities and Services 

Comprehensively designed especially to 
assist the elderly poor is Senior Oppor- 
tunities and Services (SOS). 

Created in 1967 under amendments to 
the Economic Opportunity Act, SOS basi- 
cally functions through Senior Service 
Centers at which various services can be 
provided in a central and convenient lo- 

The staffs of such centers maintain 
information and outreach networks 
which seek out the elderly poor who 
need assistance and provide them with 
information on how they can obtain it. 


At such centers, older citizens can 
share companionship, concerns and meals 
with their age peers. 

There too, counsel on health, housing, 
income and jobs can be obtained. A meal- 
on-wheels program may carry hot meals 
to house-bound shut-ins or carry com- 
panionship and cheer to those in isolated 
locations. Cars or special buses some- 
times provide transportation to the su- 
permarket or the doctor's office or to 

More fundamentally senior citizens 
can organize themselves into Senior con- 
gresses and senates — elected from and by 
center members — to pool their "senior 
power" in influencing the thinking and 
attitudes of the public and public officials 
on the needs of the elderly poor. 

Such delegates visit the halls of the 
legislature and the offices of mayors and 
governors. They may also form drug and 


food buying clubs to stretch their small 
incomes ; obtain cheaper bus or taxi fares, 
property tax exemptions and repairs or 
replacement of dilapidated homes. 

Nurse and homemaker help is often 
supplied through such Senior Centers. 

Significantly, local governments and 
similar agencies join in such programs, 
both with aid and local dollars. For every 
10 federal dollars spent on SOS pro- 
grams, local agencies have spent another 

In fact, in 1971-72, more than 60 SOS 
programs won sufficient community ac- 
ceptance to begin operating on their own 
without further need for federal assist- 

Local volunteers, many of them poor 
themselves, donate many hours of service 
to such programs. In 1971 alone, such 
volunteer work equaled the man-hours 
of 100 full-time employees in the more 


than 1,000 SOS centers across the nation. 
In 1972, there are 130,000 SOS volunteers. 

The average age of participants in the 
SOS program is 71 years, and anyone 60 
years old or over can obtain services in 
such centers. In 1971-72, some 80,000 
elderly persons were receiving services 
in 262 SOS programs in all 50 states plus 
Puerto Rico and the Trust Territory. 

Besides providing services, the SOS 
programs have also reduced the chronic 
inattention of many local communities 
to the problems of the elderly poor as 
well as the social isolation of such poor 
persons themselves. 

Community Action For The Elderly 

The Office of Economic Opportunity also 
has programs not exclusively devoted to 
the elderly poor, but which deal with their 
basic problems through its 978 Commu- 
nity Action Agencies throughout the U.S. 


These problems include housing, health 
care, food and nutrition, jobs and income. 
Some examples: 

■ In Eastern Kentucky, OEO's Office of 
Program Development has established a 
Housing Development Corporation to re- 
pair rural, rundown homes of the poor, 
many of them elderly. In cooperation with 
the Department of Labor, older men have 
been trained as carpenters and roofers 
under Operation Mainstream. One super- 
visor is 72; all the workers are 52 years 
old or older. 

■ In Beaufort County, S.C. the OEO 
Office of Health Affairs launched a pro- 
gram which sends outreach nurses and 
aides — poor women trained to treat their 
neighbors— to seek out the sick in the 
byways and backwoods of this isolated, 
rural area. Clinics have arisen almost 
side by side with tarpaper shacks. 


■ Into the hollows and valleys of Vir- 
ginia and Missouri and the Far West, 
the Emergency Food and Medical Serv- 
ices program has carried seeds for food 
and doctors for medical care. 

■ In the concrete canyons of America's 
major cities, OEO-funded Neighborhood 
Health Centers have brought medical 
teams to treat and provide continuing 
care for the poor, both young and old. 

■ In Arizona and Mississippi and other 
states, OEO agencies have reached into 
reservations, migrant camps and urban 
ghettos, seeking to deliver care and con- 
cern and a basic capacity to cope to the 
elderly as well as the poor of all ages. 

■ For the elderly who need legal advice, 
OEO's Legal Research and Services for 
the Elderly has operated five pilot pro- 
grams in San Francisco, Santa Monica, 
Roxbury, Mass., New York City and 




Miami. These programs basically seek to 
discover the best methods of delivering 
long-term legal assistance. One basic tech- 
nique is the training of lay persons as 
paraprofessionals v^ho then provide 
legal advice and aid to the elderly poor 
under the supervision of trained attor- 

■ Medical professionals known as physi- 
cian assistants are also being trained 
under an OEO-program at Northeastern 
University in Boston with an ultimate 
goal of providing more and better health 
care for the poor in the future. 

■ OEO has also allocated $2 million for 
a large-scale social service/nutritional 
food delivery program in cooperation 
with the Department of Health, Educa- 
tion and Welfare. Daily meals will be 
delivered to poor persons confined to 
their homes by illness, disability or other 
handicaps. The basic goal is to devise 


economically feasible food delivery sys- 
tems for long-term service to the poor, 
including older persons. 
■ To counter job discrimination based on 
age, OEO — in cooperation with the De- 
partment of Labor — is working through 
such programs as Senior Aides in which 
elderly or retired persons are hired for 
socially significant service in hospitals, 
libraries and other community institu- 

Thus does OEO attempt to deal with 
the housing, health, hunger, income and 
related problems of the elderly poor. 

But however comprehensive its pro- 
grams (and the above are only a sam- 
pling), it does not claim to have found 
a panacea for poverty. 

Rather, its goal might be better ex- 
pressed by some lines which Poet T.S. 
Eliot wrote in one of his most famous 

''Between the Conception and the 
Creation /Falls the Shadow/' 

Through its programs, OEO is seek- 
ing not only to reduce the shadow or 
gap between the generations but between 
the needs of the elderly poor and the 
means of meeting those needs as well. 

For additional information, write: 

OflSce of Economic Opportunity 
Older Persons Program 

1200 19th Street, N.W. 
Washington, D.C. 20506 











"Our efforts to improve both the 
quality of care and the number of 
patients treated in Veterans Ad- 
ministration hospitals will have a 
major impact on older veterans. " 

- President Nixon 
March 23, 1972 


If you are over 60, chances are you are 
benefiting in sonne manner from Veterans 
Administration programs for older veterans. 
These programs will cost $2.8 billion this 
fiscal year (1973). More than half of Amer- 
ica's 29 million veterans have reached - or are 
approaching — the age range of "older citi- 

If you are a veteran, you may be eligible 
for VA medical care and VA financial help. 

If your spouse or child was a veteran, you 
are potentially eligible for special VA assist- 
ance in your old age. 

Even if you are in neither of these cate- 
gories, you are probably benefiting from VA 
programs because: 

• VA trains thousands of medical workers 
each year to staff its own hospitals and 
to serve in the private sector. 

• Health care delivery systems developed 
in VA are serving as models for bringing 
improved health care to all Americans. 

• VA physicians and scientists are work- 
ing to solve many of the problems of 
aging through intensive medical re- 


More than a third of the 819,000 patients 
treated in VA hospitals last year were age 55 
or older — 20 percent were 65 or older. 

VA's current medical programs designed to 
deal with the psychosocial, economic and 
vocational problems in rehabilitation, as well 
as physical disabilities, include nursing homes, 
intermediate care facilities, outpatient care 
and preventive medicine, hospital-based home 
care. State-home programs, domiciliary care 
and special care units. 


If you were a VA nursing home care 
patient, you might be in a VA hospital, a 
veterans' State nursing home, or a private 
nursing home. Last year, about 13,800 vet- 
erans a day received VA nursing home care. 
The quality of care in all these programs must 
meet VA's high standards. 

The President's fiscal 1973 budget increases 
the number of nursing home care beds in VA 
hospitals from 6,000 to 8,000. 


One of VA's answers to care of older 
persons is a regrouping of its hospital services, 
which is now in progress, to insure that the 
increasing number of aging chronic patients 
will be cared for by the first-line, first-quality 
medical staff that treats the younger, acute 

The aim of the intermediate care sections is 
to restore patients to be as self-sufficient as 
possible in caring for their own illnesses. The 
staff, like the patients, is relieved of the 
routine necessary on the acute ward, so there 
is time to teach intermediate patients how to 
take care of themselves when they leave, and 
to involve members of the family in rehabili- 


Progress in medicine allows more patients 
to be treated in clinics without staying in the 

hospital around the clock. This has shortened 
hospital stays and brought some major eco- 
nomic advantages. The result is that out- 
patient medical and dental services are avail- 
able to growing numbers of eligible service- 
connected veterans. Outpatient care is avail- 
able in VA clinics as well as from home-town 
physicians serving veterans on a fee basis. 


One of the President's primary objectives in 
the health-care area is to make it easier for 
older Americans to stay at home and remain 
independent. VA's hospital-based home care 
program shows great promise along this line, 
even for patients who have severe disabilities. 
If you were a VA home-care patient, you 
would be visited at home by the physician, 
nurse, social worker, and physical therapist 
from the hospital, as necessary. If your 
condition worsened, or if you needed labora- 
tory tests or x-rays, you would go back into 
the hospital for a while. The medical per- 
sonnel would teach your family how to take 
care of you and your diet. 


VA helps pay the cost of care for veterans 
in State nursing homes and State hospitals. 
Legislation approved by President Nixon has 
doubled daily VA payments to State homes 
for hospital care of eligible veterans, and has 
expanded VA grants to remodel existing State 



VA domiciliaries (doms) provide care and 
treatment for aging veterans who need care, 
but do not need hospitalization nor skilled 
nursing services. In addition, a number of 
doms offer alcoholic rehabilitation programs 
and act as halfway houses to assist in prepar- 
ing patients about to be discharged from 
psychiatric hospitals for their return to com- 
munity living. 

va research in the 
field ef the caging 

During the past several years, VA has 
stepped up its programs teaching medical 
personnel, both government and private, to 
improve care for older people. Additional 
emphasis on research and education for the 
care of the aging is planned for fiscal year 

In research, enough has been learned to 
improve greatly treatment of many diseases 
that are more frequent among older 
people - hypertension, heart disease, stroke, 
chronic pulmonary conditions, and cancer. 
VA researchers are hopeful that much more 
significant advances in prevention and treat- 
ment of these can be made within the next 5 
to 10 years. 

Hundreds of additional VA research proj- 
ects on the aging process and on chronic 
diseases are underway. 


VA has special care units for victims of 
kidney disease, and arranges for community 
care for psychiatric patients and for others 
who have adjustment problems. 

An artificial kidney unit may be provided 
for a veteran who needs regular dialysis, and 
his wife can be trained to use the unit at 

If you should be struck by psychiatric 
illness, you will receive the benefits of great 
advances in psychiatry. VA doctors have 
found that geriatric psychiatric patients can 
be motivated far beyond ordinary expecta- 
tions to perform useful work and, therefore, 
have potential for living outside the hospital. 
If you were an older veteran, for example, 
and you wanted to leave a VA facility but had 
no home of your own, VA might find a place 
for you in one of a number of places where 
VA services would follow you. It might be a 
private foster home, a half-way house, a State 
home, a VA domiciliary, a nursing home or a 
residential treatment center. 

financial assistance 
for older americans 

The VA provides all or part of the income 
for more than 1.8 million persons 65 or older. 
For example, VA paid $1.3 billion in dis- 
ability pensions and more than $963 million 
in death pensions during 1971, mostly to 
persons 65 or older. Pensions may be paid to 
needy wartime veterans who are permanently 
and totally disabled for reasons not traceable 
to service. Pensions are paid also, on the basis 
of need, to widows and children of war 
veterans who have died of non-servi-e-con- 
nected causes. 

In addition, many older veterans are eli- 
gible for compensation paid to veterans who 
are disabled by injury or disease incurred in or 
aggravated by active military service. Monthly 
payments range from $28 to $495 a 
month — more to cover specific anatomical 


Recent legislation has affected VA benefits 
in these ways: 

• Provided recomputation of payments 
for widows of servicemen under a more 
equitable formula. 

Removed the legal requirement that the 
compensation payments or military re- 
tirement pay of veterans hospitalized 
for more than 6 months be reduced by 
50 percent if they have no dependents. 

If you wish to apply for, or want additional 
information about any of these bene- 
fits . . . call, write or visit the VA office 
nearest your home. 

qo >a 

P z 

Prevented discontinuance or lowering of 
VA disability pensions because of 1970 
Social Security increases. 

Increased pension rates by an average of 
9 percent and eased income limitations 
on pension recipients. 

Twice increased compensation rates for 
disabled veterans and for their widows 
and children. 

Relieved thousands of older pension 
beneficiaries of the need to file recurr- 
ing income questionnaires. 

Extended benefits for the first time to 
veterans of the Mexican Border inci- 

Relieved veterans over 65 of the need to 
reveal detailed income information in 
order to qualify for VA medical care. 

Extended to aged parents of deceased 
veterans the same eligibility for aid and 
attendance that formerly applied only 
to veterans and their widows. 


Exhibit 38a 












Aging Program Information 

MaJiy things have been accomplished over the past few years 
which benefit older Americans. Some of them were done through 
your Department. An example of such a program in your Department 
is attached. 

You should find out what percentage of funds for this program 
benefit older persons (over 60 years of age) and the number of such 
persons benefited. Also, you should establish a compilation for any 
other programs, with the same facts on each, that affect older persons. 

This information should be written up in a manner suitable for 
inclusion in a b^rchure. Before such a write-up is finalized, a draft 
should be forwarded to Bud Evans, the White House Project Manager for 
"aging" programs. This draft should be in his hands by Thursday, 
April 27 th, 

Thank you for your help. 














Office of Consumer Affairs 




Aging Program Information 

Many things have been accompl(fshed over the past few years 
which benefit older Am.ericans. Many of them were done through your 
Department. Exannples of your productive efforts are attached. While 
performance has been good, little has been heard about these and other 
programis. As a priority item, you should establish a compilation of 
all programs in your Department which benefit older persons by 
Thursday, April 27th. Such a compilation^ould include (1) the per- 
centage of the program's funds which benefit older persons (over 60 
years of age), and (2) the number of persons benefitted. 

You should then work v/ith Bud Evans, the White House Project 
Manager for "Aging" programs to develop an informational write-up 
concerning progranns in your Department (Agency) which benefit older 
Americnas. This write-up should be suitable for inclusion in a brochure. 
Evans v/ill be in touch with you to arrange a nneeting to assist in developing 
these write-ups. 

Also, any press releases, pamphlets, or other information 
provided to the public over the past three years should be forwarded to: 
L. J. Evans, Jr. 
Room 289 -- EOB 
Washington, D. C. 

Thank you for your help. 


Exhibit 39 
COT'n-'IDI^NTIAL March 16', 1972 


SUBJECT: Older AirLcricans Pamphlets 


As you know, I have already recommended that a new pamphlet 
to follow up the original, _"The President Speaks to Older Americans", be 
printed, which would be entitled "The President Speaks to Older 
Americans . . . Again. " The latter pamphlet's layout would be similar 
to the former (see Tab A) with the exception of a change in the background 
color and the addition of the word "Again. " Also, of course, the photo- 
graph on the back will have to be changed. 

In investigating the potential for utilization of this pamplolet by 
the Citizens Coinnnittee, I learned of some possible problems. While the 
pamphlet would not be considered political in and of itself, when and if 
the Citizens Committee requested copies, v/hich invoked a cost of about 
2 1/2 cents apiece, it would automatically become political. Therefore, 
a request for printing additional copies for sale, which would be made to 
t!ie GPO via the form included as Tab B, would have to be made through 
some dumnny organization. Further, the amount ordered would have to be 
justified. The practical effect of this is to put us on thin ice, politically, 
as a Jack Anderson could get all sorts of mileage out of a column detailing 
hov/ the Republicans got the GPO to do its campaign literature. As a 
result v/e may want to consider some of the follov.dng options before moving 
ahead with anything but a printing of the non-political pamphlet mentioned 
above, with a mailing of that pamphlet only to AoA's mailing list, 


Option I 

Develop, print, and distribute pamphlets only concerned with 


President's rhetoric on behalf of older Americans, such as "The President 
Speaks To Older Americans. " This is, of course, the easiest to get AoA's 
cooperation on. 

Option II 

Develop, print, and distribute pannphlets which, concern only 
the President's accomplishments and recommendations. These can 
probably be gotten past AoA's and GPO's political clearance if they are in 
a form which just states the accomplishments factually and does not do 
much to tie the President directly to such accomplishments. In other words, 
a lot of the political potential would be lost. 

Option III 

Develop, print, and distribute a pamphlet containing both the 
rhetoric and the accomplishinents since the President has been in office. 
A possible format for such a pamphlet is attached as Tab C. As is 
readily apparent froiTi the format, this could not be printed at government 
expense. However, it might be possible to make it more innocuous, which 
again would result in a lessening of the political payoff, but would give us 
some mileage. 

Option IV 

Develop, print, and distribute a series of panaphlets , one con- 
taining the rhetoric(i. e. , "The President Speaks to Older Americans. . . Aga: 
and the others containing a detailed listing of the accomplishments and 
recommendations in each substantive area of prime concern to older people. 
This option would allow us to use the GPO and AoA for printing the general 
rhetoric pamphlet, but would require Citizens Committee to cover expenses 
for printing the substantive pamphlets if they are to have maximum political 


Option I 

Attempt to have the Administration on Aging do the work and pa^ 
for all of the pamphlets v/hich v/e require for the campaign and have Citize: 
CoiTUTiittee attempt to buy these from the GPO, 



a - such pamphlets could not be made as political as may be 
needed to gain the personal association of the President with those accom- 
plishments and that action v/hich the Federal Governnnent has taken on 
behalf of the elderly. 

b- even if the pamphlets are done in such a way as to be less 
politically useful, GPO may not approve of the sale of such pannphlets 
even to a front organization set up on behalf of the Citizens Committee. 
Such a sale of government-printed pamphlets must be justified in 
accordance with a form request v/hich is included as Tab B. 

Have two sets of pamphlets developed and printed. The first 
set would be developed by AoA and would only be as political as is allowed 
in order to get their financial support. We would then have AoA mail 
these to their entire mailing-list with numerous copies, sent to Senior Center 
The second would be a series of political pamphlets, which made sure that 
the President was associated with all the accomplishments and action 
during the past four years on behalf of older Americans, as well as all the 
recommendations he has made which Congress has not adopted. The 
Citizens Cominittee, of course, would have to pay for these pamphlets. I 
do not know how much of the Citizens Committee budget has been allocated 
to PR on behalf of our older Americans effort, but it is imperative that we 
know before moving ahead with any overall strategy concerning what pamphle 
to have the Administration on Aging develop. 

Option III : 

Just have political pamphlets developed and printed by Citizens 
Committee. , 


The ideal situation v/ould, I believe, be to have two sets of 
pamphlets developed, printed, and distributed. The first would be done 
at AoA expense, and while fairly non-political, would at least gain us aware- 
ness in the field that something v/as being done on behalf of older people, Th< 
second, would be paid for by the Citizens Committee and would be very poli- 


tical, so that the President was specifically associated with v/hat v/as beir 
done in this field. This series of pamphlets should include both iVoutlinir 
the rhetoric and a number which outlined the accomplishments and recomrr 
dations. Finally, it may be advantageous to have an overall sunamary 
pamphlet, which hits the highlights of what the President has said and the 
accomplishments which have been achieved, or the recommendations v/hicl 
have been made to Congress and not passed, on behalf of older Americans. 

If we were to try to get the Administration on Aging to develop 
and pay for the printing of pamphlets which are as political as will be 
required during the campaign, I believe v/e would be walking on political 
eggshells. It would be much too easy for someone to construe that as utilii 
zation of governnaent resources on behalf of a political campaign. Therefor 
I would appreciate it if you would let me know at the earliest possible date 
what your budget v/ill be for the development of such political pamphlets, s 
that we will know which of the above options are within our reach. Let me 
know if I can supply you with any further inforination. *■ 

Thanks for the help. 


Li. J, Evans, Jr. 



Submit in duplicate diioct to Piociiremeiit Section, SuiitiintoiiuuMt of DocMPitiils. 

Title of publication 

□ New n Revised - D Reprint 

□ Confidential Q Official use D ^ot recommended for sale 

Number recommended for sale - 

Estimated pages .. Illustrations Trim size - 

Binding (paper, cloth, etc.) : Loose leaf Punched 

D Type n Plates □ Negatives will be held weeks mouths 

Number ordered for departmental distribution 

How does this compare with previous editions? 

What publication does it supersede? - - 

Brief description of contents 

Outline of publicity to be given such as flyers, press notices, etc. 

Mailing lists to be circuhirized and mnnbcr of names on each 

Submitted by: 

Name and title: 

Telephone No. 

32-818 O - 74 - pt.l9 - 40 




Exhibit 40 






August 4, 1972 
Older Americans Progress 

The purpose of this memorandum is to bring you up to date on the progress 
of the Older Americans Division, There are several important aspects to 
the effort to strengthen and expand the support for the President in this 
most significant voter bloc group, including: (a) Field operation; (b) Com- 
munications; (c) Direct mail; (d) Paid media; and (e) Administration 
support. Each of these areas is discussed in the sections which follow. 


As is true of most voter blocs, the Older Americans Division has been 
giving the highest priority to field political organization. We now have 
Older Americans Chairmen in 23 states, including all target states except 
Texas and New Jersey. The development of the organization within each 
state varies, but in general progress has been good. For example, in 
California, the organization extends down to the apartment house level. 
In Illinois, we have identified 73% of the state's older voters in 20 Key 
Counties and will hold a meeting of those County Chairmen on August 15th. 
I am extremely pleased with the caliber of people we are getting as key 
volunteers in the field -- even at the lowest level. People who would 
normally either not be involved at all or only at the highest level are 
accepting lesser positions because of McGovern's candidacy and his strong 
emphasis on youth. 

To support the organizational effort, each state has been supplied with 
lists of key people, nursing homes. Federally sponsored projects. Senior 
Centers, etc. The ler^ and completeness of this effort varies with the 
political importance of the state in question, but in all cases, it is ade- 
quate for a substantial field effort. 


The effort to communicate the fact that the President cares about the 
problems of Older Annericans is proceeding on several fronts. 


1. Magazine Articles. Feature articles for magazines are being pre- 
pared and placed, as follows: 

-- Readers Digest : Dr. Arthur Flemming will do an article on the 
President's record with the elderly. 

-- Parade : has been offered an interview with Secretary Earl Butz, 
Dr. Arthur Flemming, or Secretary Elliot Richardson. 

-- TIME ; has interviewed Dan Todd on the overall effort of the Older 
Americans for the Re- Election of the President. 

-- Newsweek : same approach as with TIME, coupled with an Arthur 
Flemming interview on Administration initiatives. 

-- U.S. News: Secretary Richardson will do an article on the Presi- 
dent's record with the elderly or the 20% Social Security increase. 
In addition. Secretary Peterson is planning to write an article on 
the $60 billion a year Older American market. 

-- Retirement Life : Laura Walker has placed an article by Arthur 
Flemnning. This magazine has a circulation of 139,000. 

-- Grit; Laura Walker is presently placing an article by Dr. Flemming. 
The magazine has a circulation of I. 5 million. 

In addition, we plan to discuss feature articles for syndicates North 
American (Theodore Schuchat's retirement column); Nevvsday Specials 
(Nick Thimmesch's "Eye on the Presidency"); and feature syndicates 
for Veterans' news -- At Your Service, G. I. , Memiories, and National 
Security Affairs. 

2. Television. The better known spokesmen are being offered to 
national talk shows, while the others will be placed on local programs. 
The topic of discussion will be what the President is doing for older 
Americans. Included in the schedule are: 

-- Face the Nation (CBS) - Dr. Flemming 

-- Public Broadcast Service (Robt. Conley) - Dan Todd 

-- Issues and Answers (ABC) - Bertha Adkins 

-- Meeting of the Minds (WRC) - John Martin 

-- Monitor (NBC) - Undersecretary Veneman 

-- Today (NBC) - Secretary Richardson 


In addition, ABC- TV is covering a regional workshop for Older 
Americans for the Re-Election in California, being held today through 
Sunday. Moreover, the November Group is considering the develop- 
ment of a 28-minute film for TV to be used as a culmination of our 
cannpaign efforts with the Older Americans, to be shown in mid- 

3. Radio. Taped messages from Older American surrogates will be 
prepared on new developments for the elderly. Tapes will be played 
on programs aimed at this group. 

4. Older American Forunns. One of the principal thrusts of the Older 
Americans campaign is the conduct of small meetings of senior citizens -- 
Older American Forums -- in each key neighborhood in every key state. 
In addition, the Older Americans Division will sponsor a series of media- 
oriented Forums to be held in selected target areas in early September. 
These larger gatherings, held in major nnedia markets within first prior- 
ity states, will act as a connplennent and reinforcement to the regular 
Forum Program, and will feature surrogates to ensure exposure to the 
large nunnber of elderly who read newspapers and watch television. 

5. Convention . As you know, the older Americans were virtually 
ignored at the Democratic convention. We do not intend to make the 
same mistake. 

First, the Platform will have a special "plank for the elderly". Steps 
have already been taken to ensure that this receives the broadest possible 
press coverage. 

At the convention itself, a member of the Older Americans for the Presi- 
dent will participate in the opening ceremonies by giving the "Pledge of 
Allegiance" or singing the "Star Spangled Banner". In addition, delegates 
to the convention over 60 will be briefed so they can serve as spokesmen 
on the floor. 

Finally, a large reception will be held on Sunday, August 20, for Older 
American delegates and groups of elderly persons from the Miami area. 
We expect an attendance of over 1000, including several Cabinet Officers 
and other major surrogates. This special event will be in nnarked con- 
trast to the Democrats, whose only planned event for the elderly was 
cancelled at the last minute. 



Current plans call for an extensive direct mail effort targeted at older 
Americans. A mailing to reachable elderly non- Republicans in key- 
states is scheduled for September 14, This will include a window 
envelope, pre- cancelled 5^ stamp, personalized Volunteer/ Contributor 
Card, a brochure outlining the President's record on issues identified 
by Teeter as being of particular interest to the elderly (Vietnann, infla- 
tion, etc. ), and a letter which will be keyed to specific elderly concerns 
(social security, transportation, nursing homes, etc. ). 

A second non- Republican letter is tentatively scheduled for delivery on 
October 5, The quantities wll be reduced by approximately Z5% and will 
not include a brochure. 


The November Group is developing both an advertising plan and promo- 
tional materials for the Older Americans group. While advertising plans 
are still being finalized, it is evident that older Americans will receive 
extremely heavy exposure in both network and local television, and also 
will receive good newspaper coverage. Special TV spots and newspaper 
ads are being developed for this voter gaDup for use both nationally and 
locally. Older Americans will receive some advertising in every state, 
with particular emphasis on the key states. 

Promotional materials will include several brochures (one of these will 
be available in approximately ten days) as well as a number of other 
campaign items, including buttons, issue sheets, etc. Also, as with 
other voter groups, the wide variety of generic campaign promotional 
items will be available to supplement the materials which are uniquely 
designed for older voters. 


The Older Americans project team has been particularly imaginative in 
the use of administration resources to support the re-election. Speci- 
fically, they have arianged for each Department and Agency with pro- 
grams that help the elderly to develop and distribute a brochure that 
explains these programs. The first of the brochures (Department of 
Agriculture) is off the presses, and mentions the President prominently - 
not surprising since we control the content of each brochure. This 
brochure and subsequent ones will be direct mailed to approximately one 
million persons. In addition, the Senate and Congressional campaign 


committees have been alerted to ensure an even wider distribution. 

In other efforts, an announcement of the President's signing into law of 
the 20 per cent Social Security increase will go out to 27 million Social 
Security recipients in October. Moreover, a cooperative effort with the 
Red Cross -- Project FIND -- has been developed and will also be 
described to Social Security recipients, with appropriate credit to the 
President. The announcement of Project FIND generated extensive 
coverage of Dr. Flemming earlier this week. 

* * * * * 

In summary, the Older Americans effort appears to be progressing 
satisfactorily in all respects: in the field, at 1701, and within the 
Administration. Dan Todd, the Director of the Older Americans Divi- 
sion, has done a good job, and is effectively supported by a strong team 
in the field and at the White House. Nevertheless, Frank Herringer and 
I will continue to give priority attention to this most important voter bloc, 
to ensure that it stays on track. 



May 23, 1972 . 

Exhibit 41 Jj^t 


MR. DAN TODD l^""^ 

SUBJECT: Governinent Brochures A?~b,,_ i/sfe^D 

1 have been informed of disgruntlement expressed at this morning's 
breakfast concerning the developnnent of government "aging" bro- 
chures. So that we will be united in our efforts to make this a 
successful program on behalf of the President, I would like to take 
your time to review the history regarding the development of these 

Tn late February, Chuck Col son and I decided that the Departments 
and Agencies involved with "aging" were not letting older voters 
loiow, as well as they should or could, what was being done by the 
President on their behalf. One of the vehicles we decided to utilize 
to overcome this w^as the development of a series of painphlets for 
mass distribution. 

In order to plan the best way to accomplish this objective, I touched 
base with Mr. Van Rensselaer, VicWL Keller, Dan Todd, Bill Novelli, 
and Angela Harris. In the course of these meetings, it was agreed: 

1. I would determine whether it was feasible for the November 
Group to distribute such pamphlets (Tab A). 

2. I would supply Bill Novelli with the various Department and 
Agency write-ups, so that the November Group could develop 
their own set of "political" pamphlets. 

3. I would work through Des Barker, the White House PIO contact, 
to get the Departments and Age ncies to develop such brochures. 




4. 1 would get the draft write-ups to Vicki Keller for substantive 

At a meeting with Des Barker, I was informed that the best means of 
accomplishing our objective was to ask the PIOs to develop such 
brochures on a step-by-step basis, v/ithout informing them of the 
succeeding step{s). The steps included: first, have all available 
program information gathered (NO NEW SUBSTANTIVE INFORMATION 
WAS REQUESTED); second, have this information written -up in a 
"White Paper" (Tab B); third, have those Departments and Agencies 
with significant "aging" programs develop brochures. 

At present, we are at the second step, v.'ith PIOs developing "White 
Papers". These write-ups are to be completed on June 1st. As I 
receive them, they will be forwarded to Vicki Keller for substantive 
review. Once the substance is checked for accuracy, the third step 
will be implemented. In addition, the November Group will receive 
copies for the development of political brochures. 

What has been and will be requested of the Department and Agencies 
is a PR effort. One that puts the past substantive accomplishments 
of the Domestic Council efforts in the best possible light. We have 
no intention of developing new substantive programs; rather, we want 
to sell the existing programs. As a result, it was agreed by Vicki 
Keller, Dan Todd and I that the Domestic Council wovild not have to 
be involved, except to be sure that the packaging of these PR brochures 
was not over-zealous, and as a result inaccurate. 

I hope the above clarifies the reasons for the approach that was taken 
to implement Chuck's and my aforementioned objective. We had no 
intention of side-stepping anyone's responsibilities and would certainly 
appreciate any suggestions you may have to help nnake this a inore 
effective effort. Please do not hesitate to let me know when you find 
such problems developing in the future so that corrective measures 
can be taken in the early part of the implementation cycle. Thanks. 

L. J. Evans, Jr. 
cc: Charles W. Colson 


Mra'ch 16, 1972 


■WDUM roi'.\ 



x-f) j'ou ;^!io\v, X h?,ve ivi^'oud/ vecorr\rn.c;nde<; L'aat a parnpb.lot 
to Ccllo.v I'.-v th3 Dr':ji!ir.i. , "Tlia Pxcjidcnt £ipoakr, lo Older AiTs^.iricans, " be 
;:J;:in^c;;l, ^.'h;ch wouiid ba eri!:lclac "Tho Pvcrirjcnl Cip;;.\T-u to Older 
Am:; ric :■.::.',•. . . AgainJ';. Tr.o latter puniplilch'i; j'ayout v/oi!!-'! ba ijimilar 
to th-.- forn-.or (s^ss Tub A), v/ith th.:; e::.r.oivtion oi a chan?.<': in tlw bac-.l-.f,'i-ound 
cnior ?.nd the addit'on of thj v/ord "An.rA-a. " Al;;o, of course, tha photo- 
jcvar:;";'. ovi tlie br-ch villi h?-Vo to b'? cli^'.ii'-'ad. - ■ ' 

the G 

■ In in 
ns Cor: 

:-cno Cc 

:;;^ Ih.o pof.oiiUal for- u;ili.~. ■.tior, o: V.\l:; pimplilst br 
i icarntnl ol' rjoma pos:;iI:!i;; pvoblui-n::. V/hiio the 
r\:.''dcrcd poiiiicul in rmd of itscll', v/hen and ii 
-C'.jUc:ifed copies, which invivlted a coDt of about 
o"!d cv;;-cm;Micill7 l.-^coi.i^; p^, Tln;r euj'-^j, 
:l-,ticn:'.l rrr-pios for .'i:\lo, v/hicli v.'ov'j.d 1jc m; to 
'ii , would ri-.vo to bo n-.adc through 
the anioitnt o-dcrcd v.'oul.-i h-.vo to be-. 
litical cA'cct c'i thin 5.3 to nut us era thin ice, jjoliticali'/, 
:iilca_r^o out of a colum.l dct?.ilins 

A i-c:";'ie-;t for p;-iilth.. 
th.> CPO via thi3 i:orin. hid 

jastificd. Thr: pr^ 

r.3 ii. Jack Ando:-BO;i could t;c;t r-U aovtf! of rti _., .. ... ,_ __, 

iiov/ the: r.opublicai'.s got tb.D GPO to do Us cr^.raoaign Htoratuj-vi. Ao a 
result v/o m.:^'/ wa.-it to coiiuidcrr oomn of Ihe io.U.ov.dng option;; bcirf-e: iviorin; 
nhcad - .'ith anything but r, printiri^; of tho non-noTiticil Y>--''--''ip'''l-'t nic!itio>i;:d 
above, v.'ith a nsrdlin:,' ji that paniphlot only to AoA'3 iriahlin;; Xijt. 

11 /.Nn co:rrgiTT of pa;,;" 


De-/elcp, prir.t, LU'id distribute pc'.mph'ista only concoi-n-;d with 





May 18, 1972 



Attached is a copy of the report you recently forwarded to us 
containing commenbs and suggestions. 

Taking these comments into consideration, v/e would appreciate 
your converting this basic factual material into a White Paper 
■using language easily understood by your various publics. A 
draft of this paper should be completed and returned within six 
v/orking days--by close of business on T ue 3 cfay/ 'JV i.-^7^%0 . This 
is a coordinated effort involvingmore than one agency and 
department and your attention to the deadline will be greatly 

In preparing your draft, please keep the following points in mind: 

1. Give an indication of the developments in recent years 
that demonstrate increasing attention to programs. 
Include any examples of services and equipitient not 
previously available. 

2. Cite examples of effective programs and the acceptance 
they have received by older Americans. 

3. Include budget figures and the number of persons affected 
by various programs and projects. 

4. Please keep in mind that the constituency interested in 
Aging programs is mostly an older constituency. Many 
of them do not identify with phrases such as "Senior 
Citizens"- -"The Aged"--etc. We suggest such pronovins 
as: you, your, older Americans, older citizens, and 
older persons. 

This request is an outgrowth of the earlier memorandum from 
Des Barker and your adherancc to the Mp^y^Q deadline is vital 
to this project. 

L. J. Evans, Jr. 


August 7, 1972 



FROM: L. J. EVANS, JR. ^t^ 

SUBJECT: Attached 

Per our discussion, thanks for your help in trying to move this one. 



.\!i:morandl M 


August 7, 1972 



FROM: L. J. EVANS, JR.^S^-^ 

SUBJECT: * ' 20 Percezit Social Security Increase 

Concerning Fred Malek's np.emorandunn of August 2, there are some spec 
fie political benefits which will be gained if we can get the President to 
make such a public statement. 

I recently had a lengthly meeting with Bob Forst, who is presently run- 
ning the National League of Senior Citizens, which is a California based 
organization. This is probably the strongest of all of the Senior Citizen 
groups in California and its publication has a circulation in excess of 
150, 000 in California alone. While this group has been very Democratica 
orientated in the past, Forst is an Lidependent and is qidte blatant about 
his desire to turn the group around and to support the President. Howeve 
he asked for some help in exchange. One of the issues he wanted help wit 
concerned Congress' failure to include the "normal pass on" provision in 
authorizing the recent Social Security benefits 

If the President will make a public statement taking note of this situation 
and urging the states not to ignore the very real problenns jixst because 
Congress did, Forst will give the positive aspects of the President's "agi 
program" front page coverage from now until the election, include specia 
articles v/hich various departments v/rihe concerning their programs bene 
fiting the elderly, and reserve the top billing at their October convention 
for one of our Cabinet menabers rather than McGovern or Shriver. In adc 
if we can get a picture of Forst with the President, he will put that on the 
front page of his publication along with a favorable story. 

There are smaller groups which have also inquired concerning this matte 
and they would also be very supportative of such a Presidential statement 
I hope that the above ^mderlines the iinportance of Fred's desire for early 

attention regarding this matter. 

cc: Fred Malek 
Cliff Miller 
Vicki Keller 



3U3JZCT: 20^ 2S LNCR3.\oZ 

Aj you Itno':^, ia luthorizvnj the mo.^t :---scsnl Social 3ecnr:iy 
beniailt-t LncT-sAi-i, CoQ,^r^a'» fAilad to include the aoriTi-*! 
"p-i3 3 on" proyiaSon, Thl3 \To^«JLd h-i'/«» enjarid that th* 
baneilts JT/ould la fact rsaca the «\da:rly Tuclpl^.ai. in th« form 
ol aa incraaj-i in cajb fio-w a:sd -v^itbout .'jacur.rLnj the po»r»ibUiiy 
of jaopardiaiii^ chiir aVij^ibiiity 'or oihsr ben^xicj. 

A'j a r.-;*».\lt, iniilioai ox oldir Axjn.-i ^-\cina fac? a cri.Ji.i in 
October Wnen the b-enelit va1<«! j aii^ct. ThiJ tak-sj I-tjo formu: 
a) a 20^:) hicrsJL:*a La bt^aefilo Tvhlch ia siOf paj.iad aa by the .jtatcs; 
w^-nd b) the iao-diaateiy Iutj* rjia^ oJ thss incrsai^ i^yij.l r.Tiija aoins 
individail incom* l^vsla ^^bovs ih-j m.l.aim-ami .)■;'; vor p^r;-.Ici- 
p^wioQ In jauch pro^raxna aa MadicJild, Food Stirr.pij Old Aj-^ 
Ajsiitanc^, etc. 

It would be ysry helpful ';o our political affort if the President 
v/er* to mak« .x public atac^ment V-alcin3 nota of thia ait^jation 
arid ursinij; the 3Ut«3 not to ijjaora thes* vary r.aal problems j-iat 
b5cau3tf Coa3ra3-4 did. Th«rs ij no xl-jcai imjwict b-»cau3i« ail of 
the f'ondj ar* already in tha v.nrious budj^ta and the otacea v/oxUd 
OS recilvin^ a "'S'lndiall" bensQt at the axpt;n3« of the elderly. 

P. S. Ken. I really feel this deserves early attention. Also I <.in derstand 
Senator Case is eager to help should we go the legislative route. 

Cliff Miller 
Bud Evans 
Vicl.i [\.]U 


Exhibit 42 

: :.:.ccL. -. Lcvoli, Jr. 

-•; -f^tlcTis en t^;e ifct ^rriy to i;v>-^:i^nt the ?r^::ttuir;i;»a orccr to 

iu;;-cclixtc; :-:^r.pow«jr Ad-tli-dGti-iitcr for 

Att^^chnent ^ 

ce: injvrav'i^ansro/roaris/Crucil/PUs 
L:>V;i>:ri£:iO'.-/:uCrucil: i<:isr 12/8/21. 


It is in line with, tha President's directive^ "only a nsw national 
attitude tcrvard aging can reopen the doors of opportunity vmich have 
too often been closing on older ;r>en and vonsnj"- that the Division of 
V?or': E>rperience has undertaiien the task of developing avenues for 
Ijro-.ridins j'juproved ser^/ices to older citizens. The needs of 20 niillion 
older ^.'orkers, especially the impoverished, are varied' and far-rajiging. 
Hov.'ever, the projprarus designed to bring able-bodied older persons back 
into the mainstrean of American life th-rough enploynent, have proved to 
be particularly successful for the participants as vrell as the corammi- 
ties in which they work. 

It has been demonstrated in programs such els Green Th\anb and Senior Aides 
that a large number of older workers possess adequate skills and hi,^ 
' sensitivity to the needs of other disadvantaged persons, as well as an 
eagerness to again become productive working citizens. Concoamitant with 
the growing needs of the social ser'/ice industry is an increasing nimber 
of older citizens. The manpower shortages in human services behooves 
employers to acknowledge the contributions which individuals terainated 
fron ecrplojnaent because of age can provide. For this reason, we believe 
the alternatives outlined below to expand the program froa ,$13 aillion 
to $26 million as ordered by the President, merit consideration.- 

S. National Council of Senior Citizens 

. a. Present Situation 


The National Council of Senior Citizens, Inc. contract was funded 
originally in 19-6'3. Since then the program has been rei\inded and 
expanded to the current level of llkQ enrollees. The contract in 
the amount $3,it46,912 (Federal funds) will terminate May 21, 1972. 
While the average unit cost for Operation Mainstrean is ^3800, 
NCSC has held the unit cost at an average of $3000 through strin- 
gent management. The total program has consistently maintained 
the llW slot level. Job placement has been approximately ITfj. 
Participants have been employed in agencies that provide community 
services; as administrative, research, program, library, education 
and vocation aides. VThile there continues to be a nuaber of 
■ clerical and building maintenance aides, a concerted effort is 
being made to upgrade aUL Job opportunities. 

b. Evaluation 

The Kirschner Report states "Senior Aides in many casos demonstrated 
vuiique and superior qualities, particxilarly in ser^ring other elder Ij' 
people and dealing with crisis situations... An outgrowth. , .heighter 
community awareness of the nature and magnitude of the probla-ns of 
the elderly poorly. ..In response. . ..some host agencies have changed 


cp3rp,7;inp; policies cinci practicss to L-Jiite sci-vxce^ more a'^cc^sicJ.o 
to their elderly clients." (page 17, Phase II) 

c. Recommendation 

Tlie present contract covers 20 cities, including Washington, D. C 
If additional monies becone a\'-a\lable, it vrould be possible to 
increase the cnrolicent level of seme currently participating 
cities and at the same tine, e;rtend the progrcja to a number of 
the 90 areas that have ejrrressed a desire to participate. 

The contractor plans to intensify an attack on age and housing 
discrimination through the efforts of project directors in 
cooperation vrith the enroloynient security offices. In addition, 
there are plans to e>:pand research on job development, the training 
prograsi, and the use of Day Care Centers where older people work 
directly -vith youth. It is recomraended that $3.^ million additiom 
funds be made available to accoaplish this. Alloiri ng for son^ 
necessary added administrative costs, (research, technical aissis- 
taince, monitoring, etc.) approximately 1125 more older persons 
cdilld be served. The expansion to nev.' areas will include South, 
Southwest and Northwest areas for em. equitable distribution, of 
Senior Aide funds throughout the country. ' 

II» Green Thianb-Green Light 

a. Present Situation "*" 

Ths Green Thumb and Green Light programs operate under the spon- 
sorships of Green Thumb Inc. , which is a subsidiaj;^- of the National 
Farmers Union. Green Thumb operates in 17 States and. U of these 
States have Green Light components. In addition to providing 
extra income for program participants. Green Thumb performs a 
community service by providing Jobs of beautifi cation, safety 
£Lnd convenience. The compajiion program Green Light, which is 
basically geared to the needs of older, retired low income women, 
provides many special outreach services that bridge the gap 
beljween existing services. The total Federal allocation for the 
t\jo programs is $6,960,l6o, with a slot allocation of 2929 
enrollees. The unit cost for the total contract is $26^40. 

b. Evaluation 

The resounding success of the tt;o programs has generated a back- 
log of requests for expansion into areas not presently being 
served. An evaluation of the program by Kirschner Associates 
Inc. resulted in a CAA director ccmmenting that: "Green Thumb 
is one of the most popular by far of the anti-poverty programs. 
It has helped the CAA get across its other programs ajid increase 
its services to the elderly." 


To a portion of the need it is reconcjsnded that the 
contract be increased by $3 , 5 million' ->.'hich vrill allow 
approximately 1300 additional slots at a total unit cost of $2640 
per slot. Oppoi'tunities may then be e:iqpar.ded to States in the 
V^estern region a^d to other States vhere requests are currently 
on file for serT.'-ices 

m. I'Tational Retired Teachers Association 

a. Present Situation 

The National Retired Teachers Association is presentlj^ funded 
for 355 slots at an annual Federal cost of $921,2^5 or $2595 
per slot. Since the inception of the program, irRTA has con- 
sistently eriphasized job development and permanent, unsubsidized 
placement. In its evaluation of Operation ^Iainstreaa, Kirschner 
Associates, Inc. classifies IIRTA's efforts at generating peirianent 
enrployment opportunities as "partially successi\il." Accordins to 
KRTA's figures 242 enrollees were placed in pemanent Jobs during 
the first 2 (t-.^ro) years of operation. During that period of tine 
879 enrollees participated. Therefore, close to 28^ of the ^ 
enrollees served, have been placed. ^, 

b. Evaluation 

MTA*s performance in the administration of its Senior Cosounity 
Service Project has been strong. Kirschner notes a "rather iini- 
form sense of purpose that pervades the ISTA program. There is 
no conflict over the goals... a sense of loyalty to the program 
and its ex-press purposes is evident from the National Ox"fice 
dawn to the local enrollee staff members." (page 217, Phase II) 
The impact of the program on the enrollee has been less, in some 
instances, than in other Senior Aide programs. However, up until 
the present contract, enrollees in ERTA projects have been limited 
to 40 weeks enrollment. Considering that the personal, benefits 
of the program tend to increase -vrith the amoimt of time enrolled, 
enrollees' perceptions of program benefits should Increase now 
that there is no maximum enrollment period. 

Kirschner also notes, as a final positive factor of ISTA, the 
quality of staff. "Program Directors are prox"essionals, irLth 
not only impressive educational credentials but appropriate 
experience... In a program focusing on people and personal relatior 
ships, the ic^portance of personal inputs cannot be overemohasized. ' 
(page 218, Phase II) 

32-818 O - 74 -pt.19 


c. Fee omr'.^naati on 

Therefore, \re are recocmanding this project for future expansion 
of s.bout $ .5 nillion. KRTA has, in the past, mentioned inforaaJlj 
to their project officer that they iraiild like to e>:pand oy ncnrLng 
into nev; areas. r!ev; I^Iexico has been specifically mentioned on 
several occasions, Nav/ I-:exico irould he a good candidate as there 
are presently no cities in that State which have Senior Aides 
projects under a national contract. . • 

IV. National Council on the Agini; 

a. Present Situation 

The ITationaJ. Coxmcil on the Aging, Inc. administers a 572-slot 
Senior Coasunitj'' Service project at an annual Federal cost of 
$1^572, 608, or $271+9 per slot. KCQA's strength has been in 
ii4provins and expanding existing community services by designing 
job categories specifically for older people, and in implementing 
new services that axe responsive to comcranity needs. 

From June, 1968 to February, 1970, of the 172 enroUees terminated, 
U2.U'^ irere placed in permanent jobs. From February, 1970 to 
FebjTuary, 1971, l^'f* of the terminees were placed in jobs, " Precise 
comparisions, on the basis of number placed as a percent of nunoer 
enrolled, are not possible at this because NCQ.A. has no final job < 
placement figures past February, 1971. But using older people ' 
enrolled from June, I968 to July 31, 1971 (IO50) o-nd placement- 1 
figures from June, I908 to Febr\aary, 1971 (281), the rough 
percent placement is 27^. 

b. Evaluation 

The ICirschner Report has found that the "impact of the progran on 
the enrollees is striking," and that liCQA has "eiTectively demon- 
strated both the capabilities of older workers ar^ has e^qolored 
models of community service, which o lder workers can perform, " 
(page l8i+, PhaseU) 

Considering the overall strength of KCOA, it is recommended, that 
a current proposal, from KCGA, to expand the concept of Senior 
Com2aurj.ty Service be funded at $1.1 million. KCQA proposes to 
build upon its successful operation of the Senior Communi-oy Sei-vice 
project and apply the concept to older ethnic groups. ..blacks, 
chicanes and Indians. Therefore, we would be e:cpanding employinent 
opportunities to a group previousl^^ largely ignored, and ■v^e would 
be providing needed services to older etxmic grotips who find it 
particularly difficxilt to avail themselves of e:cLsting services. 


V. . Riir5.1 ge Urban Co-rrjnit7 Dsvelopsent Ssrvlces 

The Rural & Urban CorcEunity Developsisnt Services, Inc. submitted a 
proposal for 15 States, to serve appro:cLnately I38O enrollees, at 
a Federal cost of $3,917,^00 or total cost of $i4-, 687,400. This 
would make the unit cost em average of $35 396 psr enroUee. 

Because of the duplicative and coarpatitive characteristics of the 
proposal submtted by the Rural and Urban Coamunity Development 
Services, Inc., we feel that the only Justification for funding a 
project that very nearly approximates the Green Thuob project in 
scope, content, and cocmonality of sponsor interest would be to liaiit 
it to the Southern States. This would mean eliminating Arizona, Idaho 
and Rhode Island which would be administrative anomalies in smy case. 
It should be pointed out that it apparently was the sponsor's plan 
not tq include these States originally-. 

The Rural & Urban Community Development Services proposal would 
dixp3j.cate Green Thumb in two States - Arkansas and Texas - but we 
don't see her..; this could be avoided. Green Ihxanb does not operate 
in any of the other States proposed by RUCDS. Its only Southern 
operations are in Kentucky, Oklahoma and Virg^-nia. 

By restricting the RUCDS project to the Southern States it td.ll not 
only furnish Justification for going with a competitive organization 
but also extend the geographical distribution of rural older worker ' 
projects into areas not presently covered." This action would also 
leave Green Thumb free to expand in other areas with stay monies that 
ere remaining. 

By eliminating the above named States the number of enrollees \rould 
be reduced to 1120 and the Federal cost reduced to approximately an 
even $3 million. Unit costs would also be reduced proportionately 
and brou^t more in line with the other programs. 

VI. Office of Economic Opportunity /Department of Labor 

R^hSLtiilitation of Housir^ 

This will be a new Joint program combining the resources of the 
Office of Economic Opport'arJ.ty, the Department of Labor and the 
Home O'.-^ners Loan Corporation. The purpose of the program will be 
to provide new or rehabilitated housing for the rural poor. At the 
present time. Operation i-ainstream is engaged in very limited 
operations in rehabilitation of housing and the establishment of a 
Joint program would substantially e:cpand this effort. 


Tne pro.^rajTi dcsi-n as currently envicioncd plans t\:o or three project 
(depending upon availability of i\indo) avera-::in5 150 -..-crl^ers per 
project, i;or!u.n2 in riiral areas in three States. This •■.•/oiLLd total 
U50 •'./orkers, vhich, at tiie LLainstreani Regionally arirJ.nistered, pro- avera:;o of $3,800 per slot, would cost .t'l.? mill.ion in Federal 
fiir.ds. Projects could be added in additional States at an estir.:ated 
cost of about v5C0,000 per State in I'.'ainstrean funds plus between 
$200,000 and $300,000 per State in GEO administr8.tive and support 
funds. This is an essential project as rehabilitation can only 
meet a saali portion of the needs for low income liousing in ruj:al 
Ajnerica. An estimated 350 Mainstreaia workers v;iil gain ezcperience 
in construction trades during their enroHtaent. It is anticipated 
that the National sponsor will be the P.ural Housing Alliance. OEO 
also desires to get into the construction of ne\r housing for low 
incoae faailies which may require a change in regulatioas since this 
activity is currently prohibited. 

VII. ITational Forssts 

The Departnent of Labor is atteiiroting to arrange for a cooperative 
procrara with the National Forest Sei-vice so that approxLoatelj'- 35 
Operation Mainstream enroUees per forest will be assigned to work, 
in approximately I50 national Forests. This progroai has been 
successful in the George Washington National Forest and other areas:, 
as a means of providing emp3.oyn:ent and income to residents of 
isolated areas near ITational Forests. Er-rperience in a limited area 
has shown that some enrollses become qualified to accent civil service 
positions with the Forest Service. EnroHees construct buildings, 
bxiild trail and develop recreation areas. The proposed progrsini tmdsr 
tlie joint agreement vrould expand the present program to many parts 
of the co'ontr:,'. It i;ould be operated under a set of guidelines 
prepared jointly '.iith the Forest Service. The cost would be a.bout 
■>■;- $^30,000 par 100 enrollees in Federal f\inds. The sponsor of this 
national contract would be a non-profit orgaixizatioa with ties to 
some aspect of forest management and use. 


'.2<GrO>t. D.C 202 IC 

February 25, 1972 


FEB2 3 i972 


"The following distribution anoig sponsors is to be vaade of the 
$13 million expansion in Operation Mainstream jobs for older 
workers vdiich the President announced in his speech to the 
White House -Gcaference on Aging: 

National Retired Teachers Association/American 
Association of Retired Persons — $3.5 million 

National Council on Aging — $700,000 

Najional Council of Senior Citizens — $1-8 million 

National Fanners Union — $2 million 

National Grange — $2 million 

Local sponsors (Regional Office contracts) — $2 million 

Hold — $1 million 

Distribution of funds among States has been discussed wi-tti your 
office. I would now like your office and CEDP to plan which 
contractors will ei^iand in which States. Discussions can be 
held with each of the contractors. However, I would still like 
to see the oonplete plan before it is finalized. Could we have 
this plan coipleted by March 7, or sooner, so that the contracts 
can be completed fay mid-March. 


Malcolm R; Lovell, Jr. 


-r^ :--.^=< 

rliNi^ m 

-Z :-icp«rlor;ofltl /j^srlcoiia (.^A) 

/■"■li:3;-r .1;- -;■-.-,- ^j:socia-'..c : .-joipoyar A:' ;i'-:u.atrator 

■^'oj-luirv ■i:".;:i v.j;ad I^iariio^; i^liiio ;T/UOo otarf fi.;d i\5pi:er;gntJ.tive3 of 5'li. 
rn-z-r^. 0,- ■■■'.:'■: 'S.z'jx prior xo -.j-iotiio^-- rj:;d told bjj.i r.ot to attend but to atz;,- on 


C -.r; oldsr V'l-inr px'ojeot v'jjLrig f;l i.-J 1-Uor; 

■3:i33 (c;0- 

-on^ cl 

-ji Jorrf!. Cr^. ;'.f02-nia to ■•>i?;-7liIo voi-';; ezq^ricaica to apprci^tiat-el/ 350 bldsr 

3. I'ry 17; 197? - Xs>7f.d Brocicr fmt-sitteS a ?,.Dt Oxaft of -hhuir rrropoaal 
zsvlc'.rc tr.3 TiroT>03,7l. ..... 

^^■<.%\z oi 

tT-?! snj.fejitt'^d 2na draTt or proposal. 

I). ; c,Y 51t 1972 - Ir_T. I'cs.i.x3 sjid Jaast Pgaco Ect I'D r«r7isw ood discv:33 
tii- ?:;:^J.■:;^ ■•-1- It v.?3 r.^.cldisd that lor. Brosjr -.=oiJ.d l;a -to naet \.-ith tha:^ 
or. JiiT'.o 0, IS''|2 to <'J.2cu::3 ili3 -prorcrji:! tuid to cXzxiSrj £.o:ic ita;;^ coit^airad 

6. Jic-j 6, 197''- •- -tr. LovcU. cr.JJ.od llr. Vorjia to BEcr that ho t.-ia a-^-ai-e 
c-f -iha ret- Li:v^ v:5 lir-i ^chsArJ.oi!!. cii:). i!.^;cod if iiiora vsre ai-ij- procleas 
t-'rvi ijrC'-K)-,s.l. ;-jr. I/:)-,--oIl \r-a liuo7::.iijA tli-Mt -cijora \.'er3 no cajor problesa eih:^. 


Correspondence Symbol 




thai; thio •.•as a routina E&atir^j -to allov t};3 prospective contractor to 
clarify iu^nsa, pro-rida sora b-aoVii?; naterial, and oubnit a final drai't oi" 
tho propoGal. Mr. Pooris also noationed t;-ia.t the propoaad contructor had 
naver Iiad a psvgriEicivi: contract boioxa and that \.'3 voiild iiava to Icol: lato 
IDA'S CdrcBili'ty to rua a project. 

7. Juio 6, 1972 - Srsxi Iio.irdon called laji Pearia t.-ith oaaically ths 
aaaa qxiestion and coiics^i that J'x. Lovell hCii oxprassoi. Vasn ths issue of 
cr-paDilliy \.'a3 asntloaad, .V.rad rroLr^rgsted trmt va handlo svorytiilng oIsq In 
liia proposal but leava cxy cusstiona of sponsor capability to 'n.i""i. 

8. Jvrw 6, 1572 - len ?o?j.-io rclayod ths sjossasaa froa Mr. Lovell and 
Brad EoonJjsn to r^. I racoEuecdod that baoause of tl:e csnsitlTro iiature of 
the lisgoiiationa szid tlis hiffi iGTal intsrest in tha project, tha proposed 
Kootiag ba cnnoelleu by laa and handled at a ijiater level, possibly lovt:ll'a 
ofii'ffe. laa called lirody ei»d caacolled the nseting acUsdulod for 1j30 p,xu 

9. Jvai3 6, 1972 - Brad rs^rdoa cfsUod Ian and aalced vijy the lijoticg 
vas cancalltid. Ian relayed ny coiicams to hia. 

10. Jujw C, 1972 - 3rad Eoardon called ;.i3, end after aoao di.scussion, 
va e-sreed to re-schedulc ths iroccitas fo^: 3i00 p. a., Juna 7. 

11.' Jvi;a 7. I972 - A riaetlii:^ •■•■s.3 iwld in' Ian Psari'c' Oifico. Attendixs 
^:o^e Br.-vid J^rody, i_L\: Xcii I'oacls ::nd Jr^.st Peruse, DV.2; .till Grady, Oil? and 
in^'celf . Taa propoBol \,r.a ravif.-id pa^s by ys^ and tha grom) cads oe-reral 
3X;co:i;::snd-itio:i3 to i'a-. i'rodjr to etrenijthsr. ths proposal. I5r. iirody r,grood 
to tha rscoaiiendatioas and indicated -that he vouLd rcrisa ths proposal end 
cub^iit it to 113 by C03 Juna 9* 

12. Jvno C, 1572 - Ered Hcardcn called Icn to soe if ths Eeetlng h£d 
hroa hold. Ian indicated tJiat it h^sd ond. 'that a not« would be tr^iiaLittad 
to jir. JxjTOll adviciiis Ixis of ii. i.3 vac also told that -i.-e -.rould lorv/ard a 
J5starn:in:7.tica3 and Finding Statocent to hin for cca^plotion. Erad then, stated 
tliat j-ou or cossona else ahould co^lata tha utateiient rather than him. 

13. Jl'jss 10, 1972 (Satujrday) - Mr. Bxody Gubaitted tbo ravisad prnposal 
to Janat Pease. 

r ' 

Tnls la to naks you ."Wv-ara of tlie ovsnta eurroivGdins this effort. Ofoourse, 
\ro idJ-l coatiau© to 6:^adit9 pirjcessing of tha proposal for funding beson* 
O'una 30. 


Acting Dlrcojor, Office of HA:OEDP:HDnr:IPearis/cow 6/13/72 

'Jiraliia?: csid Enploynsnt Opportunitloa Room 809 LF, Ext. 2803 

cc : Rome ro , Pearis , Pease , File 3 


i>.^ ^/e?o^— (^^^^y-cx.^^ Xly^^B^-^^ ^^'^'U 

'■ . : Exhibit 45 

V?M ^Q -x a Q^^Om^*^ 

A, /XC-c-- ^5^-^ — iO, ^.*u„^^ _____ __ _ _ 

/-_^y_^__ .___./. -^ -p. 
T> C^fr^-^. __ _ _ 

^^-i-l^^'^!::li:..i^=^^^^ '^c---<'_^--- .„. , 

^^So^lJ'^-^^^^ ^^^. ^^j^t^^l^ / 

/ -■§"'^'''^,^'-it!../?^?'-A4?r_5^^ '• ' 




..cfL^L^^ Ar-7^eptember 11, 19 72^^ "^ 

I have reviewed Bud's /eport and hav\q[2,t;yd^&?nrr'.ents: i' r 

1. It only focuses on the positive aspects of the program and 
overlooks the potential liabilities (siphoning off competitive fundS 
fronn legitimate established organizations with which we have made 
great progress over the last 18 inonths; possible tracing of the 
operation to The White House, which in light of the Watergate and 
ITT affairs can't help our image much; questionable legal status of 
the grants themselves whichever! Bud admits to; difficult public 
posture if we are forced to defend the FEA and the questionable 
backgrounds and relationships of the people involved; outright 
cancelling of existing grants and contracts which can and will only 
be interpreted as politically motivated, etc. ). 

In view of the lead we enjoy and the current neutral or positive 
positions of the national organizations, I remain to be convinced that 
the potential gains outweigh the almost certain risk's. 

2. As regards the "public awareness campaign" I have this morning 
spoken with Richardson's office and they are extremely concerned 
about the legality of a $750, 000. 00 sole source contract. 

It is highly unusual and the expenditure is not justified by 

the proposal. I doubt HEW will approve of this irrespective of any 
pressures which might be brought to bear (Bud said if no approval 
was forthcoming within 24 hours, Colson would call ELR personally). 

At this stage, I can only see three realistic courses for us to pursue: 
One, we can sit back and wait for the anticipated confrontation with 
Richardson and let HEW ask the hard questions. If this doesn't occur, 
let it drop. 


Fred Malek - 2. September 11, 1972 

Two, we can obtain the files at DOL relative to the grant and do 
some further checking on our own initiative into the background of 
the principals and the basic set up with the idea in mind of a) ensuring 
all is above board and the risks are worth it or b) getting hard data 
to substantiate our fears and request the program be squashed. 

Three, recommend that the realities of the political risks outweigh 
any possible gains at this point and request that all activities be 
suspended until after the election. 

Of course, you can always agree that Bud is indeed "right on" --a 
position with which I cannot concur. 

My personal recomrnendation (which is concurred in by Arthur and 
Mr. Van) is that all activity by FEA cease. I do not see this happen- 
ing without more substantial information than is presently available 
if Colson is to be convinced. This can only come from three sources, 
the Press if and when someone blows the whistle; an objection by 
HEV/ to the grant proposal for the awareness campaign; an internal 
investigation of our own. 

As I told you earlier, I have done all I can and will await further 
instructions. I'm not sure how much longer I can keep Arthur from 
contacting Hodgson directly. 


COMNilTTE.i. fOR THE Rl-.-ELECTIOr J OrTUr; PREGIO'IN 1" ^^■'-''^ r 


MEMO](AMDUM rOR FREID MALEK' ^ .. ^^^p ci^.,;? «, 

FROM: DAN TODD /r::^^n_.„ ''^ '^*^"^' (r"e/i) - «V^.^ 

SUBJECT: F. E. A. \^ ^ % ^^ ^ 

1 ha\-c reviewed Bud's report and have two cominents: ^^,^ 4o ««5'>s'''^^ f^S-^ {-v»>C 
1. It only focuses on the positive aspects of the progi-ain and -^.^ , I 

erlooks the potoiitial liabilities (siphoning off competitive funds 

from legitimate eatablished orf^anizaUons with whichwo have made- 

groat progress over the last 18 months; possible tracing of the ^f'l,^"** ^^' 

operation to The Y/hitc House, v/hich in liglit of the Watergate anTl' ^j? "^^1 v.. .— 

ITT affair;: can't help our image much; questionable legal status ol.. , '^' '' * \'' 
the gr<':nls (-.hemselves whichever. Bud admits to; difficult public « "ii ^**f,''t 
posture if we are forced to defend the FEA and the questionaljle , .. •- 

cancelljjig of existing grants ajid contracts which can imd wilt only 

be interpreted as politically motivated, etc. ). • C r •• i.«^ ^'^ 

In view of the lead we enjoy and the current neutral or positive^^-j^}; r*( '*' 
positiovis cf the national organi:<ations, I ronain to be convinced (hat" l.T^'^'c 
the potential gains outweigh the aliriost certain risks. ISctv-ti » 

2. As regards the "puljlic av.'arene.s s campaign" I have this morning 
spoken with Richardson's office and they are extremely concerned 
about the legality of a $7 50, 000. 00 sole source contract. 

It is highly unu.sual and the expenditure is not justified by 

the proposal. I doubt. HEW will approve of this irrespective of any 
prossuvcr. which might be brought to bear (Bud said if no approval 
was forthcoming v.'ithin 24 hours, Colson would call ELR personally). 

At this stage, I can only see three realislic courses foi- us to purine: 
One, v.'e can sit back and. wait for the anticipated confrontation v^'ith 
Richardson an.u let KEVV ask the hard qvK-s:tIons. If this cioesn't oc-cur, 
lei it drop. 


Frc-(! Malok - 2. Seplombcr U, 1972 

Two, \vc can obtain the files af DOL relative to the f;rant and do 
some furtiicr chocking on our own initiative into the bacVigrouiid of 
the principals and the basic set up with the idea in mind of a) ensuring 
all in s i>ove board and the risks are worth it or b) getting hard data 
to subctontiate our fears and request the program be squashed. 

Three, rccoinrnend tliat the realities of the political risks oxitweigh 
any possible gains at this point and request that all activities be 
suspended until after the election. 

Of course, you can always agree that Bud is indeed "right on" -- a 
position with which I cannot concur. 

My personal reconimendation (v.'hich is concurred in by Arthur and 
Mr. Van) is that all activity by FEA cease. I do not see this happen- 
ing without more substantial information than is presently available 
if Colsoxi is to be convinced. This can only come froin three 'sources, 
the Press if and when someone blov/s the whistle; an objection by 
HEW to the grant propos'^1 for the awareness camp?-ign; an internal 
investif;ation of our own. 

As 1 told you earlier, I have doiie all I can and will await further 
instructions. I'm not sure liov/ iriuch longer I can keep Arthur from 
contacting Hodgson directly. 


Exhibit 4i 


X^^ ^^-oe^t^ 

tLu^ LU-^UZ-^^jcJCl ^,^3^^-,..«fl_*_ ;Loi>i<_ ~X<-U*-, _~T1~:-, 









This "not for profit educational orgi nization" continues lo be a 
matter of concern to me: 

1 . I anticipate an extremely unfavorable public reaction from 
existing aging organizations when its existence is publicized and 
they realize it has cost them money. 

2. Personnel involved and the whole nianner in which it was set 
up raises serious ethical questions. 

Thus far, the backgrovmd investigation has been conducted by niy 
office. I would like yoti to review the attached materials to see 
whether or not someone expert in these niatters should take over and 
get to the bottom of this. 

At the very least, I want to register my strong disapproval of this 
effort and do not wish lo be associated with it in any way. 



Exhibit 48 
April 25, 197^ 



APRIL 6, 197'+, TO APRIL 19, 197iJ-, INDICATING 






In the course nf intervievjing witnesses to testify under 
oath at he?,rings of the Subconmittee on Health and Hospitals, 
Senator Alan Cranston, Chairman, of the Cornnittee on Veterans 
Affairs, on the administration of the Department of Medicine 
and Surgery of the Veterans Administration (VA), the following 
information cams to ciie attention of Jonathan R. Steinberg, 
Committee Counsel to Senator Cranston, from the following 
three persons: 

1. Dr. Marc J. Musser, no\i Director of Medical Relations 
of Smithkline Corporation, 300 National Press Building, l4th 
and F Streets, N.W., Washington, D. C, 2000^1- (phone 733-2725); 
residence, 4538 39th Street North, Arlington, Va. (phone 538-4765), 
served as Chief Medical Director of the Veterans Administration, 
to which position he was appointed by Donald E. Johnson, then 
Administrator of Veterans Affairs, a Presidential appointee, 
from January 5, 1970, to April 15, 197^, when he retired. 

From 1947 to 1957, Dr. Musser served as a consultant to 
the VA while on the faculty of the University of Wisconsin 
Medical School. In 1957, he became a full-tine VA employee as 
Chief of Staff at the Houston VA Hospital. In 1959, he was 
appointed Director of the Research Service in the Department of 
;:2dicine and Surgery in Central Office. In 13:2, he was 
promoted to Assistant Civ.ef Medical director for Rescai'ch and 
Education, and in 19:54 to iVeputy Chief Medical Director, in 
which capacity ho served until October, 19'^6, wb.o'. he resigned 
to br^comc Proresior of Medicine at Dike Medical School and 
L'irsctor of ive^iional Medical Pro/rrans :'c.- "io'th C-; 'olina . 



Dr. Musser was represented in this matter by Daniel A. 
Rezneck, Esq., of Arnold and Porter, 1229 19th Street, N.W., 
WashinfeLon, D. C, 20036 (phone 872-6776) and offered the ^ 
information voluntarily. Dr. Musser through Mr. Rezneck 
voluntarily brought this ifnroraation to the attention of the 
Special Prosecutor, through Mr. Thomas McBride, Associate 
Special Prosecutor, Department of Justice, during the week of 
April 15, 1974, and offered to cooperate fully. 

Dr. Musser would voluntarily have attested to the following 
information under oath: 

A. In late 1971, he was visited by G.C. "Gus" Wallace, 
Special Assistant to the Administrator, in Dr. Musser 's office 
in the Veterans Administration Central Headquarters Building. 
Dr. Musser was informed that a political dinner paying tribute 
to President Nixon was being held in Washington and that there 
would be a drawing for tickets to the dinner which cost $1,000 

a plate. Mr. Wallace suggested that Dr. Musser buy a chance 
for $100. Dr. Musser wrote a check for $100 dated December 11, 
1971, which he gave to Mr. Wallace in the VA Building. His 
cancelled check shows it was payable to "cash" and identified 
as "For Committee to Reelect the President". He was subsequently 
informed, in same manner, that he had won one of the tickets to the 
dinner in a drawing. He did not attend the dinner although he 
later learned from Mr. Olney Owen (see item 3 below) that the 
Administrator, Mr. Owen, and a William Parker, now deceased, then 
Director of the VA Contract Compliance Service, had attended. 

B. Early in 1972 (on or about January 2), the 
Administrator called a staff meeting, attended by Mr. Johnson's 
Executive Assistant-; Warren MacDonald; I«Ir. G.C. Wallace, then his 
Special Assistant; Mr. Fred Rhodes, then Deputy Administrator; 
Mjt. Rufus Wilson, then Associate Deputy Administrator; Mr. Olney 
Ov.'en, then Chief Benefits Director; and 'Dr. Musser, in the 
Administrator's conference room. Mr. Johnson noted that 1972 was 
an election year and indicoted that tli3 p-iroose of the meeting 
v.'as to establish the ground rules necessary to assure the 
reelection of the- ^"esident. He stated that vjhile the VA had 

32-818 O - 74 - pt.l9 - 42 


until then operated as an essentially non-partisan agency, those 
at the meeting now must be concerned with partisan considerations. 

The Administrator indicated he would be away from the office 
a good deal campaigning for the President's reelection. He said 
that: the key executives in the Agency would be expected to lend 
their full support to the reelection efforts and from time to 
time they could expect to be involved in activities pertaining 
to the campaign; key officials also would be held, responsible 
for the conduct of their subordinates as it pertained to the 
canqpaign; relationships with the Congress, particularly those 
relating to the Vetersins Affairs Committees would be specially 
monitored (the General Counsel was charged -with this responsibility); 
all matters pertaining to the Agency's budget (requests for 
information, interpretations, responses to criticism, etc.) would 
be handled by the Controller; and all public statements of 
employees would, be screened. Dr. Musser concluded' from the meeting 
that any donduct deemed to be unsupportive of the Republican Party 
xould result in disciplinary action. 

Iliis meeting and its contents were without precedent in 
Dr. Musser's Central Office experience spanning four administrations, 
2 Democratic and 2 Republican, including President Nixon's. Die 
Administrator as a Presidential appointee," had always been accepted 
as being politically responsible, "nhe Department of Medicine arid 
Surgery, traditionally, had always been considered as non-partisan, 
and never before, to Dr. Musser's knowledge, had the Chief Medical 
been charged with partisan considerations. 

, 2. Dr. Benjamin B. Wells, now Vice President of the National 
Pharmaceutical Council, IO3O 15th Street, N.W., Suite 468, 
Washington, D. C.. (phone 659-2121); residence, 1213 Forestwood, 
McLean, Va 22101 (phone 356-2826), served as Deputy Chief Medical 
Director of the Veterans Administration, to which position he 
was appointed by Donald E. Johnson, a Presidential appointee, 
from August 23, 1970, to January 23, 197^, when he retired. 

Dr. Wel-ls entered VA service in 1957 as Chief of Staff at 
the Nev; Orleans VA Hospital. In 1953, he was appointed Director 
of the' Education Service of the Department of Medicine and Surgery. 


In 1959 he was promoted to become Assistant Chief Medical 
Director for Research and Ec]'';rticn. He resigned that pobiticn 
in 1961 to become Dean of the California College of Medicine. 
He returned to the VA in I962 as Director of the VA Hospital at 
Cleveland, and in 1964 returned to Central Office as the Assistant 
Chief Medical Director for Research and Education. In I967, he 
accepted appointment as Professor of Medicine at the Alabama 
Medical School and Director of Regional Medical Programs for 
Alabama. On January 5, 1970, he returned to the VA as Associate 
Deputy Chief Medical Director In Central Office, from which 
position he was promoted to Deputy Chief Medical Director. 

Dr. Wells voluntarily would have attested to the following 
under oath: 

Immediately following the meeting referred to by Dr. Musser 
tinder item l.B. above. Dr. Musser spoke with him about the 
.meeting, characterizing it as highly inappropriate and describing 
it to hlffl in the terms set forth above. 

3. Mr. Olney Owen, of IOO3 Danton Lane, Alexandria, Va. 
(phone 360-4978), served as Chief Benefits Director of the 
Veterans Administration, to which position he was appointed by 
Donald S. Johnson, then Administrator of Veterans Affairs, a 
Presidential appointee, from February 1970 until March 1973 when 
he retired. 

x^Mr. Owen began his career with the Veterans 
Administration in 1945 and served continuously with that agency 
until his retirement, except for twenty-one months with the ■ 
United States Air Force in I95I-I952 during the Korean Conflict. 
He also served with the Army Air Corps during World War II, and 
presently holds the rank of Colonel in the U.S. Air Force Reserve. 
His total government service includes 26 years with the Veterans 
Administration and six years of military service 

He is a member of the bar of the Commonwealth of Kentucky 
and the United States Supreme Court. 

Mr. Owen was represented in this matter by Thomas A. 
Jvermelly, Esq., of Kennelly, Blum, and Wall, Federal Bar 
Building West, I819 H Street, N.W. Washington, D. C. (phone 293-2139),' 


and offered the information voluntar:' 1y . i-Lr. Owen throj^,''' 
Mr. Kennelly voluntarily brought this inforriiation to the attention 
of the Special Prosecutor,, throufeh Mr. Thomas McBride, Associate 
Special Prosecutor, Department of Justice, during the wee.', of 
April 15, 197'!, and offered to cooperate fully. 

Mr. Owen voluntarily v'ould have attested to the following / 
Information under oath: 

A. In early lloven.ber 1971, Mr. Owen was approached in the VA 
Headquarters Building by Mr. Glenn C. V.'allace, then Special 
Assistant to the Administrator. Mr. Wallace stated that he 
(Wallace used the term "we") had a number of tickets to sell to 
the "Salute to the President" dinner which was to be held in the 
near future in Washington^ D. G. Mr. Owen does not recall if Mr. 
Wallace mentioned the exact number of tickets, but each dinner 
ticket cost either $500 or $1,000; Mr. Owen does not recall the 
exact amount. Mr. Wallace said that rather than ask employees 
to buy individual tickets, he was asking certain employees to 
contribute $100 each, and that a drawing for the dinner tickets 
would be held among those who contributed. Mr. Wallace asked 
Mr. Owen to contribute $100, and Owen consented. This conversation 
took place either in Mr. Wallace's office or Mr. Owen's office, 
he does not r.ecall which. 

Either that day or shortly thereafter, Mr. Owen delivered 
his personal check to Mr. Wallace in the VA Building. Mr. Owen's 
cancelled check shows that it was payable to "Salute to the 
President", in the amount of $100 and was dated November 3, 1971- 

Mr, Owen does not know how many other persons, if any, were 
solicited, nor how much money in all was contributed, nor how 
many dinner tickets were purchased. However, some time later, 
exact date unrecalled, he was advised that he vjas a "winner" of 
one of the tickets, and Mr. William Ward, of the Administrator's 
staff, telephoned to congratulate him on vjinning. 

He attended the "Salute to the President" dinner alone. 
It was held at the Statler-Hilton Hotel. He does not recall the 
exact date. He was seated at a table with Mr. Donald E. Johnson, 
the Administrator, and with Mr. Wi.'i^an w, Parker, who is now aeceast 


but who at that -time was the VA Director of the Contract 
Conpliance'Servlce . Mr. Owen does not recall seing any other 
persons v.'hom he knew to be VA employees at the dinner. To the 
best of his recollection, Mr. Johnson, Mr. Parker, and Mr. Owen 
did not discuss either at the dinner or any other time any of the 
events leading up to their attendance at the dinner, other than 
a casual reriiark by Mr. Parke i, • Mr. Owen that "l see you're 
also one of the lucky winnei ■■ , or words to that effect. 

To the best of Mr. Ovjen ' -^ iuiowledge this is the only time 
during his government career that he was solicited for a political 
contribution in connection with his government emplosraient. 

B. Mr. Owen recalls attending a meeting in early 1972 
called by the Administrator in the Administrator's conference room 
at VA Headquarters attended by those listed under item l.B. of 
Dr. Musser's account above. Mr. Owen does not recall the specif it" 
words used and cannot either confirm or deny the accuracy of 
Dr. Musser's account. He does recall that the Administrator made 
reference to the fact that 1972 was a Presidential election year 
and that the Administrator would probably be very busy in conne<:tion 
with political speeches and would probably hire an advance man. i 
Mr. Owen characterized the meeting as having political overtones 
and indicated that after the meeting he had thought it was 

Vbnathan R. Steinberg \ ~/Tr 
Counsel (y 

Special Subcommittee on 

Human Resources 
Committee on Labor and 

Public Welfare 
5331 Dirksen Senate Office Bldg. 
(Mail address: 4230 Dirksen 
Senate Office Bldg.) 


Exhibit 49 



I Background 
Veterans Groupings 
Veterans Organizations 

State Groupings 

II Ob j ective-Act ion-Organization 


Field Organization 
Administration Initiatives and 

Committee to Re-elect the President 

III Communications 
President and First Family 
Administration Official Appearances 

and Activities 
Veterans Committee to Re-elect the 


State Grouping Maps 

Veterans Information System 


Organization Charts 

Time Lines 

Volunteers Organization 

Presidential and First Family Appearances 



























C an i paign '72 -- Veteran s for t he Re -Elect! o n of the President 

Campaign Plans For Veterans' Leaders 
PART I - Background 
Introduction - - 

The 29 million American veterans comprise 14% of the total 
U. S. population and 20% of our voting age citizenry, V/hen their family 
inennbers are included, the veterans' sphere of influence can be seen 
as one of the country's largest groups of voters having identifiable 
special interests. 

This audience, however, is not a naonollthic voting bloc. Just 
as our Arn^ed Forces were inade up of men and women drawn from a 
cross-section of the American public, those who returned as veteran- 
citizens have taken their places in all of the Nation's many walks of life. 
Nevertheless, many of these voters continue to identify as "veterans" 
because the very fact of their service in uniform, especially during a 
period of national crisis, was for the majority the most significant 
experience of their lives. Also, niilitary service in time of war tends 
to heighten one's political awareness and to have a lasting and often 
crucial effect on one's political tliinking. 

yete rans Gro upi ngs - - 

For political purposes, three distinct groupings of veterans can 
be identified. While there is some overlapping, due to dual service, 
these are: 


-- the pre -World War 11 veteran; 

-- the V/orld War II and Korean veteran; 

-- the Vietnam Era veteran. 

Because of their respective age difference (and related influences), 
each of these groups tends to have a different perspective on their life 
situation, and -- therefore --on their political interests. Among the 
three groups, the pre-AVorld War II veterans and the Vietnam Era 
veterans have the most clearly definable special interests insofar as 
their identity as veterans is concerned. The interests of World War II 
and Korean veterans fall inore nearly within those of the general 
population. Even within this group, though, -- and particularly among 
those affiliated with a formal "veterans organization" -- there exists 
a nu!:aber of special-interest issues hawng einotional bases. 

The individual differences among these three groups of veterans 
are discussed in greater detail in Section A of Tab I, with particular 
reference to tjieir non-veteran concerns. Within each group, though, 
there remains certain veteran-related issues which are both programmatic 
and einotional in nature. These issues are presented in some detail under 
Section B of Tab I. In brief, the progra:Ti areas and the nature of these 
issues are as follows; 


Education -- Administration proposes (1) cost of living increases in 
educational assistance allowc.nccs payable to veterans, (2) and advance 
payment of the allowance to meet initial costs, but (3) opposes return 
to paying tuition and other costs direct to schools. Emotional counter- 
argument for direct tuition payment based on claim that veterans of 
World War II v^ere treated better. That system, however, was discarded 
by Congress duo to v/idespread abuse. 

Med ical -- Administration's 1973 budget for medical care i s up to 
$2. 5 billion, more than one billion over 1969. Tlais amount is deemed 
adequate to provide quality medical care throughout VA health care system 
for all eligible veterans. Opposition continues to raise clainas (withoxit 
amiple justification) about poor quality or inadeqiiate VA care. 
Disability con^pensation -- Administration supports cost of living increase 
in rates of compens?-tion for service-connected veterans. Congressional 
action pending but rates may be increased over administration recommendation; 
also, consideration being given to automatic-cost-of -living concept for this 
program, against administration position. 

National cemeteries and burial benefits -- Administration svipports transfer 
of national ceiTietery system to VA but opposes niaterial expansion without 
adequate study. Administration takes no position on proposal to grant 
"plot allowance" of $150 in additional to current $2 50 burial allowance. 
Employment -- Administration sujjports comprehensive program of job- 
finding aid to veterans. This includes initiative of boosting on-job-training 
rates by 48%. 

- 3 - 


R.ecorn.p ntation of military retired pay -- Shciuld there be return to pre- 
1958 formula of increasing railitary retired pay v/henever active duty pay 
is increased? Administration proposes one-time recoraputation based on 
1971 pay rates for tliose on rolls and age 60 with 20 years service or age 
S5 and 25 year? ser\T.ce; those under 55 to await appropriate atta,ined age. 
Other - Administration supports equal troatnaent for women under VA laws; 
and increased assistance to States for Soldiers' Korne construction. Ad- 
ministration opposes State grants by VA to rssist in establishing nev/ medical 
schools on VA hospital grounds. Counter argument is that VA has helped 
oth^r inedical schools get started and can readily diiplicate this experience 
at several locations. 
Veter ans' Org a niza tions - - 

Veterans are among the most effectively organized specis.l interest 
groups in America. There is a multiplicity of associations of former 
servicemen but the so-called "Big Five" virtually reach into every communit 
of the United States. In most rural and small-town communities, their 
local \inits are the center of social activity and a focal point of community 
invol venae nt. 

These five major veterans' organizations and their current member- 
ship i S.- 
American Legion 2. 8 million 
Veterans of Foreign Wars 1. 7 million 
Disabled American Veterans 360, 000 
Veterans of V/'orld War I 175, 000 
AMVETS (V/W II, Korea, Vietnam) 125,000 


Although these organized groups are non-partisan in their 
activities, many of their members are ready to take an active role in 
supporting the President and working for his re-election. Their member- 
ship provides a strong base from which effective volunteer groups can be 
developed for stimulation of participation politics within their respective 


Demographics -- 

The complete distribution of America's 29 million veterans 
by state -- and by service period -- is shown under Tab A, together 
with additional demographic information. 

The distribution of the veteran population among the states 
approximates the distribution of both the total U. S. population and 
the total adult male population. However, veterans represent a 
slightly greater proportion of the population in the industrialized 
states and in Florida (the principal retirement state), and they 
represent a slightly lesser proportion in the rural or non-industrialized 

The average age of all veterans currently is 44. 6 but this is 
not a meaningful statistic for purposes of veteran voter bloc activities. 
Attention must be centered on the three groupings of veterans, in which 
average age varies significantly: in the youngest group, the Vietnam 
Era veteran averages 26. 2 years; in the middle group, the World War 
II veteran averages 52. 1 years, while the Korean veteran averages 40. 4 
years; and, in the older group -- predominantly World War I veterans -- 
the average age is 77. 1 years. 

Because the great majority of all veterans are in the middle 
group it is obvious that most veterans are older than the average age 
of the total U. S. population. 












However, veterans represent a majority of all adult males in the 

work-force age range of 35 to 60, as shown in the following table: 

Veterans' percentage 
Age Group of male population: 


Also, the younger veteran now makes up a significant part of the male 

population age 20 to 30: 26. 5% of age group 20-24; 37. 1% of age group 


The total num^ber of U, S. veterans will contintie to climb 
steadily for the next several years, although the trend is slowing. 
Within a decade there is expected to be a balance between deaths of 
older veterans and the input of new veterans. In fiscal 1970, 1, 012, 000 
serviceraen returned to civilian life, while there were 297, 000 deaths 
among the veteran population; for fiscal 1971 the increment of new 
veterans dropped to 975, 000, while off-setting deaths rose to 318,000. 

When we compare the distribution of all veterans with the 
strength of organized veterans we see a different and an inconsistent 
pattern. The veterans organizations have strong membership in some, 
but not all industrialized states, and — on a percentage basis -- have 
markedly strong membership in some, but not all rural states. Organized 
veteran strength is most apparent in the band of states running from 

6 - 


New York, New Jersey and Pennsylvania, in the East, through the 
North Central and Great Plains states, and ending in the Rocky 
Moimtain states. Organized veteran strength is especially apparent 
in the Mid-West or "Farm Belt" states, where the percentage of 
membership to the full potential is consistently twice and more the 
national norm (e. g. , one organization has a national average of about 
12% of its potential, with a low of 6% in Utah, and a high of 53% in 
North Dakota). It .is in these states where the veterans organizations 
enjoy their highest level of activity and influence, frequently forming 
the core of community service and social interest. 

Among this campaign's priority states there are ten that are 
well- suited for a strong veteran voter bloc organization because in 
each the total nurnber of veterans is high and the strength of organized 
veterans is substantial (in absolute numbers, and usually in percentage 
of the whole). 


The following table provides key veteran data for these states 


Minimum No. 


of all voters 

of organized 



in state 



3, 109 



New York 





1, 836 








1, 593 











New Jersey 












**(This column reflects current membership strength of the largest 
organization, and therefore represents the minimum number of 
organized veterans in each state. Because of dual inemberships 
the maxirrmm figure is unknown but is perhaps 50% higher than the 
data shown here). 

These ten states alone account for over 57 percent of all U. S. 

veterans, with over 11% in one of these states -- California. The other 

four priority states contain a total of 1. 8 million veterans. 

Among all veterans, however, the m.ost visible veteran-oriented 
issues will be focused on the Vietnam veteran. Many in this age group 
will -- in this election --be voting for the first time, and the group 
now makes up 3. 3% of the total national voting -age population. In seven 
of the priority states, the percentage is above this national average: 





priority states 















In tho seven priority states above, the average is well above 
the norm and the average does not fall below 3.0% in any priority 

In the remaining priority states the percentage remains at 
about the norm, and not less than 3.0% in any of these states. 

The Vietnam veteran group now totals 5.5 million and is 
increasing at a current rate of 70,000 per month (with some months 
running over 80,000). 

Although the organized veteran groups were slow in starting 
effective membership efforts towards this group, the situation is 
showing marked improvement with the largest organized veteran 
group now having an estimated 475,000 Viet Nam members. Many of 
these younger veterans are now assuming leadership roles at the 
community and state level in organized groups and have good 
potential as participants in the campaign at these levels. 


State Grovipings -- 

In 1/iew of the foregoing demographic data and other pertinent 
factors, the Veterans committee will need to establish groupings of 
states in order to project varying levels of planned veteran organization 
and activity within states, to determine the extent of field supervision 
and assistance required, and to determine the desirable level of 
communications activity. For this purpose, the following criteria 
sho\ild be applied. 

a. The states' total veteran population. 

b. The states' total Viet Nam veteran population. 

c. The strength of organized veterans groups within 
the state and the level of their activities . 

d. States in which polls indicate a close swing vote and 

to which an effective veterans carapaign can be directed. 

e. States which are considered pro-Nixon in which limited 
national level activity is likely to occur but have the 
potential for a strong veterans effort on the state level. 
This includes areas in which organized veteran activities 
are an important element in rural conrmnunity service and 
social events. 

f. States which have important electoral vote considerations. 

32-818 O - 74 - pt.l9 - 43 


These criteria isuggest the following alignment of the 50 


Group I States 

New Jersey Wisconsin 

New York Illinois 

Pennsylvania Missouri 

Ohio Texas 

Michigan California 

Group I States are "key states" where polling and electoral 

considerations indicate a strong overall campaign effort should be 

made. Each of these states also contains the necessary elements 

to establish an effective veterans field organization and to target a 

major veterans interest campaign. 

These states have large Viet Nam and general veteran populations 
and each has broad based, active, organized veteran groups which can 
serve as the primary source for establishing an extensive volunteer 
field organization. 

The national campaign field staff will direct its primary efforts 
into organizing these states and providing extensive ongoing field 
super\dsion and assistance. Planning and training meetings will be 
held for state and district chairman in these states during the early 
phases of the campaign. Communications plans for these states will 
include extensive use of administration and national advisory group 
members to focus attention on veteran issues. 


Group II States 

V/ashington Maryland 

Ore^;on Connecticut 

Group II States are "'key states" where polling indicates 

extensive overall campaign activity should be maintained. While 

veteran population is significant in these states the level of organized 

veteran j:nembersbJ.p and activity is not as strong as the Group I States, 

Additional Organizational work will be required by the national field 

staff to develop effective field organizations in these states. Field 

supervision and assistance for these states will be more extensive 

during the campaign to support veterans activities. More emphasis 

will be placed in these states on obtaining non-organized veteran 

participation in the campaign organization by the national staff than 

v/ill be required in the Grotip I States. 

Group III States 

Indiana Colorado Montana 

Iowa Nebraska Wyoming 

Oklahoraa South Dakota Minnesota 

Kansas North Dakota 

Group III States are the remaining so called "Farm belt" states 

in which organized veteran membership and acti\'ity is very high. In 

these states organized veteran groups are frequently the core of 

community ser-/ice and activity. These states have significant total 

veteran populations as a percent of the total voting population. 


The potential for effective veteran campaign activity in tliese 
states is excellent. The national staff will place its einphasis on 
obtaining and training strong state and district chairman in tliese areas 
during the early phases of the campaign. Because of the limited field 
staff successful execution of the veterans campaign plan in these states 
will be placed as the responsibility of the veterans state chairman with 
a limited monitoring and assistance program to be provided by the 
Washington office. " 

Group IV States 


Remaining states as shown on Group IV map in Tab 
Group IV States generally have lower overall total veteran 
populations and organized veteran membership and actiAdty. They 
are not as subject to an effective targeted Veterans campaign as the 
states assigned to the other groupings. These states will have state 
veteran organizations established but will be provided direct field 
assistance only to the extent that time will permit daring the early 
phases of the cam.paign. A limited monitoring and assistance program 
will be provided by the Washington office with responsibility for veteran 
activities primarily being placed with the state vtiteran chairman. The 
national staff will be prepared to upgrade its assistance in these areas 
should changing overall priorities require increased einphasis in any 
of these states. 

- 13 


Si\rnmary -- 

In suiTLrnary, the American Veteran has all the essential 
elements to become an effective force in this campaijrn. He has the 
established network of organized groups, and a common area of 
identifiable interests to which special efforts can be directed. PJe 
also has an outstanding record of active interest and participation 
in past campaigns. In tliis campaign, he finds himself confronted on 
the one hand by a group of Democratic contenders v/hose records 
offer little to support in either the area of Veterans Affairs or of 
National Defense. On the other hand, the veteran has found President 
Nixon strong on these areas of special concern. 




The objective of the "Veterans Voting Bloc" is to persuade the 
organized and the unaffiliated veteran that the President and the Admin- 
istration have best represented their special interests in veterans affairs, 
and that it is in their best interests to vote to re-elect the President. 

This objective will be accomplished by utilizing organized veteran 
membership to develop an effective campaign organization, and it will be 
incumbent upon this basic core group to broaden their membership base to 
include extensive campaign participation among the unaffiliated veterans. 

To accomplish this objective, the national campaign organization must 
develop three basic areas of activity: 

a. The establishment of a broad-based national volunteer organiza- 
tion of organized and unaffiliated veterans to engage actively in participatory 
politics including a wide range of activities such as identification, 
registration and delivering voters to the polls, x^rord of mouth persuasion, 

and fully utilizing communication sources in local communities to focus 
attention on issues of special concern to veterans. 

b. The development of Administration initiatives and activities to 
focus attention on issues of special veteran concern and to initiate positive 
action on the part of major governmental agencies and their key officials 
dealing with issues of special concern in veterans affairs. 

c. The development of an effective campaign organization, and 
communications activities at the national, state, and local level by 
the Veterans Committee to Re-elect the President. This will include 
communications activities described in Part III, co-ordination of admin- 
istration initiatives and actions, and the development and supervision of 
veteran volunteer organization activities in each state. 

- 15 - 


To a large degree, the effectiveness of the last two elements will 
be dependent on the successful development and execution of the plan for 
organized veteran volunteers in the field. The last two elements cannot 
be wholly successful without an effective field group to re-enforce positive 
Initiatives in local communities and to build voter support for the President. 
The development and effective coordination of the field organization will be 
the primary responsibility of the Washington based campaign organization. 


The ''Veterans Voter Bloc" activities for the campaign are centered 
on the three essential elements outlined in the Objective. To accomplish 
the veterans objectives, each of these elements has specific required action 
which will be the responsibility of the Veterans Committee to plan, initiate 
and coordinate to assure an effective campaign operation. The assigned 
responsibilities and actions required for each element are as follows: 

A. Field Organization. The field organization will be composed 
of the following major units: 

a. National -Chairman - Serves as spokesman for the Committee, 
speaking assignments at major .events, representative for the Committee at 
national-level activities. 

b. National Co-Chairman - Composed of past national commanders 
and prominent national veteran figures to be selected from the membership 
of the National Advisory Committee. These men v/ill serve as advisors to 
the Committee, speakers at major veterans events, positive reactors to 
Administration veteran initiatives and as representatives of the Committee 
at selected regional veteran activities. 

c. National Advisory Committee - Composed of representatives 

oi. national veteran prominence from the major organized veterans groups. 

_ 16 - 


These men will serve as advisors to the National and State Coiiunittees in their 
areas, as speakers at major regional veterans events, as positiv reactors 
to Administration veteran initiatives and wil3 serve as representatives of 
the Committee at selected regional veteran activities. 

d. State Veterans Chairman - The State Veterans Chairman will 
be selected by the State campaign chairman with the cooperation and assist- 
ance of the National Committee from prominent veterans leade.o v;ao have an 
established record of support and work on behalf of the President. The 
State Veterans Chairman will coordinate veteran^, acrivities in his State 
v/ith the State campaign chairman. The State Veterans Chdrr-i^a v/il 1 br- 
responsible for the organization of veteran volunteers in their State, 
direction of their activities, and serve as spokesman for the Veterans 
Committee in their State. They v;ill work under the direction of the State 
campaign and develop their activities in coordination with the 
over-all State campaign plan. The State Veterans Chairman will receive 
veterans program guidance, field supervision and assistance from the 
National headquarters staff. 

e. State Veterans Advisory Committee - Members of this com- 
inittee will be selected from prominent veteran leaders within a State by 
the State Veterans Chairman and approved by the State campaign chairman. 
This committee will serve as advisors to the State Veterans Chairman, 
speakers for club activities, and as representatives and spokesmen at 
major State veterans activities. 

f. Congressional District Chairman - These chairmen will be 
selected by the State Veterans Chairman subject to the approval of the 
State campaign chairman. Tliey will be responsible for forr._:--)g a miaxmum 



ol three to five volunteer units located in the principal conmunities 
within the Congressional District. They will select unit chairmen and 
work with these men to organize their units and will direct the activities 
of the volunteer units v;ithin their District under the supervision and 
direction of the State Veterans Chairman. 

g. Veterans to Re-elect the President clubs (units) - In each 
Congressional District a iriinimum of three to five of these units will be 
foirmed to provide the basic source for veteran volunteers working in the 
campaign. These units will be primarily formed from among organized 
veteran members and will work to expand their memberships to include non- 
organized veteran volxmteers within their communities. These units will 
have as a primary responsibility the identification of non-organized 
veterans within their communities. Once identified, these units will 
work to include non-organized veterans in their volunteer activities and 
will initiate programs centered on veterans issues to persuade non-organized 
veterans to support the President. The volunteer units V7ill serve as news 
nakers themselves through monthly meetings featuring veteran leaders or 
Administration speakers. The units will provide volunteers for special 
veteran activities and assist in Statewide campaign activities. They 
will identify, register and deliver voters to the polls, serve as 
positive reactors at the local level to Administration Initiatives, 
provide issue impact reactions to the Committee and serve as word of 
mouth persuaders to generate veteran support for the President within 
their coTrrmunities. (Detailed club organization under Tab G) . 

Each unit of the field organization will be provided with a detailed 
workbook and organization assistance. State Chairmen and selected key 


District Chairmen in priority states will receive field training and 
assistance from the national organization while they are establishing 
their field organizations. The National Coinmittee will provide follow-up 
field supervision and assistance for the State Veterans Chairmen through- 
out the cainpaign and will work with State campaign chairmen to coordinate 
veterans activities within the State campaign plan. 

Time lines for the field organization anticipate naming all Group I 
and II State Veterans Chairmen by May 15, with District Chairmen to be 
named in the priority states by June 1. District Chairmen in priority 
states will be responsible for the formation, organization and activation 
of Veterans Clubs within their District which are to be activated by July 1. 

The selection of State Chairmen in the Group III states is to be 
completed by June 1st with District Directors in these states to be 
selected by June 15. The District Directors in the Group III states will 
be responsible for the organization and activation of Veterans Clubs 
within their District by August 1. 

The selection of State Chairmen in tlie Group IV states is to be com- 
pleted by June 15 with District Directors in these states to be selected 
by July 1. District Directors in the Group IV states will be expected to 
establish Veterans Clubs in their District which are to be operational by 
August 15. Each of these proposed dates will also serve as a checkpoint 
for the National organization and will provide sufficient time for action 
to correct weak points. National fieldmen will be assigned to assist 
State Veterans Chairmen and District Chairmen in priority states in the 
formation of their volunteer organizations to ensure their timely activation. 

The National organization, as part of its communication plan, will 

provide a speakers bureau for the field of national Administration and 

veteran figures, and coordinate their activities Xi?ith state veteran speakers 

- 19 - 


for participation in major veteran activities and unit meetings in the 

The Committee will provide comifiunications support and assistance for 
State Veterans Chairmen, including providing news and issue material, 
speech material, public relations information, and will assist these 
chairmen in developing their media contacts and use of media sovirces 
within their states. 

B. Administration Initiatives and Activities. Administration 
activities are broken into three areas of operation: 

a. Veterans Administration. The VA is the point of contact 
for all civilian veterans who utilize any government veteran benefits 
and has received favorable responses from Vietnam-era veterans 
for their programs to assist returning veterans in recent years. Because 
of these factors the VA will be the primary agency used in the 
governmental effort to v/in the support of veterans. The VA Administrator 
and designated officials within his agency will be responsible for 
executing the VA communications activities presented in the Communications 
Plan. The VA will develop program activities in the medical and 
education areas and coordinate with labor and the Presidential advisory 
group on emplojinent activities to focus attention on governmental 
initiatives to aid the veteran. The VA will review major construction 
announcements, grants, opening of new facilities, and legislative 
actions and coordinate communication plans for these items with the 
Committee. The VA \<rLll recommend program initiatives and action on 
special veterans issues and plan these activities x^jith the Committee, 



b. Other Governmental Units. Units within DOD, Labor and 
SBA can serve effective roles in special veteran interest areas. 
These units will develop and coordinate x^ith the Coramittee 
communication activities presented in the Communications Plan. 
DOD should develop plans for increased counselling service on 
veterans benefits and focus attention on expanded activity in 
medical service areas for returning veterans. Labor and the 
Presidential advisory group on veterans employment with the 
cooperation of the. VA should examine additional initiatives which 
can be undertaken by their agencies and developed with the private 
sector to increase the level of activity and results for the 
veterans employment programs. The Conmittee will monitor other 
departmental government activities with the Domestic Council 
staff to coordinate and focus media attention on those activities 
of any governmental units which have special veteran interest and 

c. President and First Family Participation. These 
appearances, with the exception of one major proposed Presidential 
address, should center on younger veteran concerns and needs. The 
primary veteran issues are medical care and educational and 
em.ployment opportunities for the Vietnam-era veteran. Activities 
oriented to this age group will also have strong appeal to older 
veterans who, surveys have shown, share a strong concern over the 


treatment and problems of the returning Vietnam veteran. Many 
older veterans closely relate this concern to their ovm families 
and in many instances the World War II and Korean veteran has 
sons or daughters who have seen military service or will be of 
service age in the near future. Detailed recommendations for 
Presidential and First Family ap