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This file contains: Haldeman to Russell Ziegler re: business advisory committee. 1 pg. [Letter], 12/9/1968 Contact information for members of the Business Advisory Committee for Nixon-Agnew. 12 pgs. [Other Document], 11/26/1968 Lindsay Memos. 1 pg. [Other Document], 11/25/1968 NA to RN re: dealing with the old administration. 18 pgs. [Memo], N.D.

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WHSF: Returned, 31-21
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WHSF: Returned, 31-21
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This file contains: Haldeman to Russell Ziegler re: business advisory committee. 1 pg. [Letter], 12/9/1968 Contact information for members of the Business Advisory Committee for Nixon-Agnew. 12 pgs. [Other Document], 11/26/1968 Lindsay Memos. 1 pg. [Other Document], 11/25/1968 NA to RN re: dealing with the old administration. 18 pgs. [Memo], N.D.
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Richard M. Nixon's Returned Materials Collection
Returned White House Special Files
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Richard Nixon Presidential Library White House Special Files Collection Folder List Box Number Folder Number Document Date Document Type Document Description 31 21 12/09/1968 Letter Haldeman to Russell Ziegler re: business advisory committee. 1 pg. 31 21 11/26/1968 Other Document Contact information for members of the Business Advisory Committee for Nixon- Agnew. 12 pgs. 31 21 11/25/1968 Other Document Lindsay Memos. 1 pg. 31 21 N.D. Memo NA to RN re: dealing with the old administration. 18 pgs. Wednesday, March 05, 2008 Page 1 of 1 December 9, 1968 Mr. Russell Ziegler Executive Director Business Advisory Committee for Nixon-Agnew 530 Fifth Avenue New York, New York 10036 Dear Russell: Thank you very much for forwarding the final list of the Advisory Committee. Needless to say, the committee was a tremendous asset to the campaign and will be a tremendous help in the talent search. Best wishes. Cordially, H. R. Haldeman Assistant to the President-elect HRH:eo BUSINESS ADVISORY COMMITTEE FOR NIXON-AGNEW 530 FIFTH AVENUE NEW YORK, NEW YORK 10036 BARRY T. LEITHEAD. CHAIRMAN RUSSELL ZIEGLER. EXECUTIVE DIRECTOR HERBERT A. PAYNE. SECRETARY & TREASURER November 26, 1968 Albert B. Adelman Dr. Arnold O. Beckman, Chairman Adelman Laundry Cleaners and Chief Executive Officer 709 East Capitol Drive Beckman Instruments, Inc. Milwaukee, Wisconsin 53212 2500 Harbor Blvd. Fullerton, California Donald C. Alexander, Partner Dinsmore, Shohl, Coates & Deupree Henry P. Becton 1200 Central Trust Tower Becton, Dickinson & Co. Cincinnati, Ohio 45202 Cornelia Street West Rutherford, New Jersey Hoyt Ammidon, Ch. of the Board United States Trust Co. Eugene N. Beesley, President 45 Wall Street Eli Lilly Co. New York City Indianapolis, Indiana Harcourt Amory August Belmont, President Smith, Barney & Co., Inc. Dillon, Read & Co. 20 Broad Street 46 William Street New York City New York City Carl B. Anderson Robert Bendheim, President 3814 North Santa Fe M. Lowenstein & Sons, Inc. Oklahoma City, Okla. 73118 1430 Broadway New York City 10018 Louis R. Aragon Paine, Webber, Jackson & Curtis B. E. Bensinger, Ch. of the Board 265 North D Street Brunswick Corp. San Bernardino, California 69 West Washington Chicago, Ill. 60602 Walter K. Bailey, Director Warner and Swasey Co. George F. Berlinger 5701 Carnegie Street 595 Madison Avenue Cleveland, Ohio 44103 New York City 10022 Frank E. Barnett John E. Bierwirth, Ch. of the Board Chairman of the Executive Comm. National Distillers & Chemical Corp. Union Pacific Railroad 99 Park Avenue 120 Broadway New York City New York City John D. Biggers, former Chairman Libbey-Owens-Ford Glass Co. Toledo, Ohio -2- Earl H. Blaik, Ch. of the Exec. Comm. John S. Bugas, Personal Investments Avco Corp. 16025 Northland Drive 750 Third Avenue Southfield, Michigan New York City William A. M. Burden Elmer H. Bobst, Ch. of the Board William A. M. Burden and Co. Warner-Lambert Pharmaceutical Co., Inc. 630 Fifth Avenue 201 Tabor Rd. New York City Morris Plains, N. J. Courtney Burton, Chairman William W. Bodine, Jr. Oglebay Norton Co. Arthur C. Kaufmann & Associates, Inc. 1200 Hanna Building 1617 John F. Kennedy Blvd. Cleveland, Ohio Philadelphia, Pa. 19103 William D. Byrne, Chairman Harold Boeschenstein, Ch. of the Phelps, Fenn & Co. Executive Comm. 39 Broadway Owens-Corning Fiberglass Corp. New York City 10006 Toledo, Ohio Fred Bohen, Chairman Ernest N. Calhoun, President Meredith Corp. Edwin L. Wiegand Co. Des Moines, Iowa 50303 7500 Thomas Blvd. Pittsburgh, Pa. Orlando S. Brewer, Partner Phelps, Fenn & Co. Edward W. Carter, President 39 Broadway Broadway-Hale Stores, Inc. New York City 600 South Spring St. Los Angeles, Calif. 90014 The Hon. John W. Bricker Bricker, Evatt, Barton & Eckler * George Champion, Ch. of the Board 100 East Broad Street Chase Manhattan Bank Columbus, Ohio 43215 1 Chase Manhattan Plaza New York City John W. Brooks, President & Chief Executive Officer Owen R. Cheatham, Ch. of the Exec. Celanese Corporation Comm. & Honorary Ch. of the Board 522 Fifth Avenue Georgia-Pacific Corp. New York City 10036 375 Park Avenue New York City Thad H. Brown, Jr. Assistant to Executive Director William P. Clements, Jr., President National Independent Dairies Southeastern Drilling, Inc. 1735 K St., N.W. 4400 First National Bank Bldg. Washington, D.C. Dallas, Texas Henry C. Brunie, Consultant William H. Coleman Bank of New York Chairman of the Board 7 West 51st Street The Wheelabrator Corporation New York City 1436 Union Commerce Bldg. Cleveland, Ohio 44115 * Organization Committee Members -3- John E. Corette, Chairman Charles E. Ducommun, President The Montana Power Co. Ducommun, Inc. Butte, Montana 612 South Flower St. Suite 460 John E. Countryman, Ch. of the Board Los Angeles, Calif. 90017 Del Monte Corp. 215 Fremont Street Frederic C. Dumaine, Jr., President San Francisco, Calif. Amoskeag Company Suite 4500 * David R. Cudlip, Ex. Vice Pres. Prudential Center Overseas National Airways Boston, Mass. 02199 Jamaica, Long Island, New York W. D. Eberle, President Justin Dart, Ch. & President American-Standard Inc. Rexall Drug and Chemical Corp. 40 West 40th Street 8480 Beverly Blvd. New York City Los Angeles, Calif. 90054 George S. Eccles, President * Paul Davies, Partner First Security Bank of Utah Lehman Bros. 79 South Main Street 1 William Street Salt Lake City, Utah New York City Mrs. Walter E. Edge William L. Day 2 Elm Road Packard Building Princeton, N. J. Philadelphia, Pa. Gordon Edwards, Chairman Russell De Young, Ch. of the Board National Dairy Products Corp. The Goodyear Tire & Rubber Co. 260 Madison Avenue 1144 East Market Street New York City Akron, Ohio Frederick L. Ehrman, Partner The Hon. C. Douglas Dillon Lehman Bros. President 1 William Street U. S. & Foreign Securities New York City Far Hills, New Jersey * Louis Eilers, President Southerland Dows, Ch. of the Board Eastman Kodak Co. Iowa Electric Light & Power Co, 343 State Street Security Bldg. Rochester, N. Y. 203 Second Street, S. E. Cedar Rapids, Iowa William Elmer, Chairman Texas Gas Transmission Corp. The Hon. A. E. Driscoll, Honorary Owensboro, Kentucky Chairman and Consultant Warner Lambert Pharmaceutical Co., Inc. Bayard Ewing, Partner 201 Tabor Road Graham, Reid, Ewing & Stapleton Morris Plains, N. J. 15 Westminster St. Providence, R. I. 02903 -4- Roger S. Firestone, President Theodore R. Gamble, President Firestone Plastics Company Pet, Inc. Box 699 1401 Arcade Bldg. Pottstown, Pa. 19464 St. Louis, Missouri Aiken W. Fisher, Director Edward H. Gauer, Ch. of the Board Mellon National Bank & Trust Co. Roos Atkins 711 Forbes Avenue 798 Market Street Pittsburgh, Pa. San Francisco, Calif. Horace C. Flanigan, Consultant Richard L. Gelb Manufacturers Hanover Trust Co. 630 Fifth Avenue 350 Park Avenue New York City 10020 New York City Victor E. Gidwitz John R. Fluor, Ch. & Chief 208 South LaSalle Street Executive Officer Chicago, Ill. Fluor Corp., Ltd. 2500 South Atlantic Blvd. Carl J. Gilbert Los Angeles, Calif. Dover, Mass. * John Simon Fluor, Honorary Chairman John T. Gilbride, President of the Board Todd Shipyards Corporation Fluor Corp., Ltd. One Broadway 2500 South Atlantic Blvd. New York City 10004 Los Angeles, Calif. Elliot H. Goodwin Herbert A. Fogel, Partner 50 Broadway Obermayer, Rebmann, Maxwell & Hippel New York City 10004 1418 Packard Bldg. Philadelphia, Pa. 19102 Wallace Gordon, Vice President E. I. duPont de Nemours John Clifford Folger, Ch. of the Board 9052 duPont de Nemours Bldg. Folger, Nolan, Fleming & Co., Inc. Wilmington, Delaware 725 - 15th Street, N.W. Washington, D.C. Frank K. Greenwall, Ch. of the Board National Starch & Chemical Corp. Fred C. Foy, Chairman 750 Third Avenue Koppers Co., Inc. New York City 10017 Koppers Bldg. Pittsburgh, Pa. General Alfred M. Gruenther 4101 Cathedral Avenue * G. Keith Funston, Ch. of the Board Washington, D.C. Olin Mathieson Chemical Corp. 460 Park Avenue Randolph Guthrie, Chairman New York City Studebaker-Worthington, Inc. 530 Fifth Avenue New York City 10036 Robert W. Galvin, Ch. of the Board Motorola, Inc. 9401 W. Grand Ave. Franklin Park, Ill. -5- H. Frederick Hagemann, Jr. H. J. Heinz, Ch. of the Board Chairman and President H. J. Heinz Co. State Street Bank and Trust Co. P. O. Box 57 P. O. Box 351 Pittsburgh, Pa. 15230 Boston, Mass. F. Warren Hellman, General Partner Joseph B. Hall Lehman Bros. Federal Reserve Bank Building 1 William Street Cincinnati, Ohio New York City John W. Hanes Marco F. Hellman, Senior Partner 460 Park Avenue J. Barth & Co. New York City 10022 404 Montgomery St. San Francisco, Calif. 94104 John W. Hanes, Jr., Partner Wertheim & Co. Ray Hickok, President & 1 Chase Manhattan Plaza Chairman of the Board New York City 10005 Hickok Manufacturing Co., Inc. 850 St. Paul Street P. Huber Hanes, Jr., President Rochester, N. Y. 14601 Forsyth County Land Co. 285 Stratford Rd. James J. Higginson Winston-Salem, N. C. 27103 48 Wall Street New York City Edward J. Hanley, Ch. of the Board Allegheny Ludlum Steel Corp. George Hinman, Partner 2020 Oliver Bldg. Hinman, Howard & Kattel Pittsburgh, Pa. Binghampton, New York Robert V. Hansberger, President H. Leslie Hoffman, Chairman Boise Cascade Corp. Hoffman Electronics Corp. 114 South 10th Street Hoffman Electronics Park Boise, Idaho El Monte, California Howard C. Harder, President & Philip B. Hofmann, Ch. of the Board Chief Executive Officer Johnson & Johnson Corn Products Co. 501 George Street International Plaza New Brunswick, New Jersey Englewood Cliffs, N. J. 07632 Melvin C. Holm, President & Chief Ellison L. Hazard, President Executive Officer Continental Can Co., Inc. Carrier Corp. 633 Third Avenue Carrier Pkwy. New York City 10017 Syracuse, New York F. Peavey Heffelfinger, Ch. of the Herbert Hoover, Jr. Executive Comm. Consulting Engineer Peavey Co. 900 Wilshire Blvd. 760 Grain Exchange Los Angeles, California Minneapolis, Minn. 55415 -6- Jack K. Horton, Ch. of the Board William M. Jenkins, Chairman Southern California Edison Co. Seattle-First National Bank P. O. Box 351 P. O. Box 3568 Los Angeles, California Seattle, Washington Preston Hotchkis, Chairman Bixby Ranch Co. * Donald M. Kendall, President & 523 West 6th Street Chief Executive Officer Los Angeles, California Pepsico, Inc. 500 Park Avenue Amory Houghton, Honorary Chairman New York City Corning Glass Works Corning, N. Y. Barron Ulmer Kidd 3707 Rawlins St. Walter Hoving, Ch. of the Board Dallas, Texas 75219 Tiffany & Co. 2 East 57th Street The Hon. William F. Knowland New York City President and Publisher The Tribune Publishing Co. Herbert Humphreys, Chairman Tribune Building Humko Products, Div. National 13th and Franklin St. Dairy Products Corp. Oakland, California Memphis, Tenn. John H. Kreamer, Partner Gage, Hodges, Kreamer & Varner David S. Ingalls 1000 Bryant Building 1665 Union Commerce Bldg. 1102 Grand Avenue Cleveland, Ohio 44115 Kansas City, Missouri 64106 Robert S. Ingersoll, Chairman & Alvin Krongard Chief Executive Officer Treasurer and Director Borg-Warner Corp. Lion Brothers Co., Inc. 200 South Michigan Avenue Owings Mills, Md. 21117 Chicago, Ill. 60604 R. L. Ireland III, Partner Christopher T. Lane Brown Bros. Harriman & Co. 1060 Park Avenue 59 Wall Street New York City New York City Edward H. Lane, Chairman John N. Irwin II, Partner The Lane Co., Inc. Patterson, Belknap & Webb Altavista, Va. One Wall Street New York City Sigurd S. Larmon 405 Lexington Avenue W. Maxey Jarman, Chairman New York City Genesco, Inc. 730 Fifth Avenue William S. Lasdon, Chairman of the New York City 10019 Executive Comm. Warner-Lambert Pharmaceutical Co., Inc. 201 Tabor Road Morris Plains, N. J. -7- Bernard J. Lasker, Senior Partner Malcolm A. MacIntyre, President E. H. Stern & Co. Chemical Div. Martin Marietta Corp. 20 Broad Street 277 Park Avenue New York City New York City Ralph Lazarus, Chairman George P. MacNichol, Jr., Director; Federated Department Stores, Inc. Member Executive Comm. 22 West Seventh Street Libbey-Owens-Ford Glass Co. Cincinnati, Ohio 811 Madison Avenue, Room 201 Toledo, Ohio * Barry T. Leithead, Ch. of the Board Cluett, Peabody & Co., Inc. Jacob Magenheimer, former Vice Pres. 510 Fifth Avenue Chase Manhattan Bank New York City 2800 Toledo Street Coral Gables, Fla. J. Preston Levis, Ch. of Exec. Comm. Owens-Illinois, Inc. David Mahoney, President P. O. Box 1035 Norton Simon, Inc. Toledo, Ohio 43601 c/o Canada Dry Corp. 100 Park Avenue Gustave L. Levy, Partner New York City Goldman, Sachs & Co. 55 Broad Street Forrest E. Mars New York City The Plains, Virginia William C. Liedtke, Jr., President Justus C. Martin, Jr. Pennsoil United, Inc. Executive Vice President 900 Southwest Tower The Robinson-Humphrey Co., Inc. Houston, Texas Two Peachtree St., N.W. Atlanta, Georgia * Donald B. Lourie, Chairman The Quaker Oats Co. Joseph Martino 345 Merchandise Mart Plaza Honorary Chairman of the Board Chicago, Ill. National Lead Co. 111 Broadway * George H. Love, Chairman New York City Consolidation Coal Co., Inc. One Oliver Plaza David H. Marx, Secretary & Treasurer Pittsburgh, Pa. Louis Marx & Co., Inc. 200 Fifth Avenue David L. Luke III, President New York City West Virginia Pulp & Paper Co. 299 Park Avenue John A. McCone, Chairman of the New York City Board Joshua Hendy Corp. 612 South Flower St. Earle J. Machold, Chairman Los Angeles, California 90017 Niagra Mohawk Power Corp. 300 Erie Bldg., West Mrs. Robert R. McCormick Syracuse, New York 2501 Massachusetts Avenue, N.W. Washington, D.C. 20008 -8- Richard C. McCurdy, President George G. Montgomery, Chairman of Shell Oil Co. the Board 50 West 50th Street Kern County Land Co. New York City 600 California Street San Francisco, California J. M. McDonald, Jr. Chairman of the Board Emeritus George S. Moore, Ch. of the Board J. M. McDonald Co. First National City Bank of New York 2635 West Second St. 55 Wall Street Hastings, Nebraska 68901 New York City Frank C. P. McGlinn, Sr. Vice Pres. Edward A. Morris, Ch. of the Board The Fidelity Bank and Chief Executive Officer 135 South Broad St. Blue Bell, Inc. Philadelphia, Pa. 19109 335 Church St. Greensboro, N. C. Donald G. McNeely, President Space Center, Inc. Charles Mortimer, Chairman of the 444 Lafayette Rd. Executive Committee St. Paul, Minn. 55101 General Foods Corp. 220 Westchester Avenue H. Talbott Mead White Plains, New York 10604 Chairman Finance Committee Mead Corporation Frederick S. Moseley, Jr. Talbott Tower Wood, Struthers & Winthrop Dayton, Ohio 45400 20 Exchange Place New York City J. William Middendorf, II Senior Partner Henry T. Mudd, President Middendorf, Colgate & Co. Cyprus Mines Corp. 80 Broad Street 523 West 6th Street New York City Los Angeles, California Jeremiah Milbank, Jr., Ch. of the James L. Murphy Board of Directors Reynolds & Co. Commercial Solvents Corp. 425 Montgomery 44 Wall Street San Francisco, California New York City Roger Milliken, President * Aksel Nielsen, President Deering Milliken, Inc. Mortgage Investments Co. P. O. Box 3167 817 - 17th Street Spartanburg, S. C. Denver, Colorado Arch Monson, Jr., President Frank Nunlist, President Monson Elec. Co. & Holzmueller Corp. Studebaker-Worthington-Alco 360 - 6th Street 530 Fifth Avenue, 10th Floor San Francisco, California 94103 New York City 10036 -9- General Emmett O'Donnell, U. S. Gwilym A. Price, former President Air Force (Retired) and Chairman Louis Marx & Co., Inc. Westinghouse Electric Corp. 200 Fifth Avenue University of Pittsburgh New York City 603 Bruce Hall Pittsburgh, Pa. John M. Olin, Honorary Ch. of the Board William W. Prince, Chairman Olin Mathieson Chemical Corp. Armour & Company 460 Park Avenue P. O. Box 9222 New York City Chicago, Ill. Spencer T. Olin Robert W. Purcell, Chairman 7701 Forsyth Blvd. Finance Committee St. Louis, Missouri International Basic Economy Corp. 30 Rockefeller Plaza, Rm. 6700 New York City 10020 David Packard Hewlett-Packard Co. 1501 Page Mill Rd. Gordon W. Reed Palo Alto, California 94300 American Metal Climax, Inc. 1270 Avenue of the Americas Ellmore C. Patterson New York City Chairman of the Executive Comm. Morgan Guaranty Trust Co. Walter M. Ringer, Chairman 23 Wall Street Foley Manufacturing Co. New York City 3300 Fifth Street, N.E. Minneapolis, Minn. Thomas F. Patton, ch. & Pres. Republic Steel Corp. Clifford Roberts, Partner 1707 Republic Bldg. Reynolds & Co. Cleveland, Ohio 120 Broadway New York City * Herbert Payne 60 Sutton Place South William Robinson, former Chairman New York City and President Coca Cola Company Howard C. Petersen, Chairman Quaker Lane The Fidelity Bank Greenwich, Conn. 135 South Broad Street Philadelphia, Pa. 19109 John W. Rollins, President Rollins Leasing Corp. Louis Frederick Polk, Jr., Vice P. O. Box 1026 President Finance International Wilmington, Delaware and Development General Mills, Inc. John A. Roosevelt, First Vice Pres. Minneapolis, Minn. Bache & Co., Inc. 36 Wall Street H. Irving Pratt, Partner New York City Charles Pratt & Co. 45 Wall Street New York City 10005 -10- Kenneth Rush, President Herbert Silverman, Chairman Union Carbide Corp. James Talcott & Co. 270 Park Avenue 1290 Avenue of the Americas New York City New York City Spyros Skouras, Chairman Richard M. Scaife, Vice President 20th Century Fox Film Corp. T. Mellon & Sons 444 West 56th Street Box 1138 New York City Pittsburgh, Pa. 15230 C. Arnholt Smith, President J. R. Scanlin, President United States National Bank General American Transportation Corp. 2nd and Broadway 120 South Riverside Plaza San Diego, California Chicago, Ill. Robert R. Snodgrass, former Pres David T. Schiff, Partner and Chairman Kuhn, Loeb & Co. Atlas Finance Co, Inc. 40 Wall Street 262 Spring St., N.W. New York City 10005 Atlanta, Georgia 30303 John M. Schiff, Partner Mansfield D. Sprague Kuhn, Loeb & Co. Vice President 40 Wall Street American Machine & Foundry Co. New York City 10005 1701 K Street, N.W. Washington, D. C. Paul R. Schiller, President Schiller Insurance Agency Robert T. Stevens, President Detroit Lakes Industrial Loan J. P. Stevens & Co., Inc. 901 Washington Avenue 1460 Broadway Detroit Lakes, Minn. 56501 New York City Benno C. Schmidt Hardwick Stires, General Partner 630 Fifth Avenue Scudder, Stevens & Clark New York City 320 Park Avenue New York City J. Schoellkopf IV, President Marine Midland Banks, Inc. Whitney Stone, Ch. of the Board 241 Main Street Stone & Webster, Inc. Buffalo, New York 14240 90 Broad Street New York City Daniel C. Searle, President G. D. Searle & Co. W. Clement Stone, President P. O. Box 5110 Combined I surance Co. of America Chicago, Ill. 5050 Broadway Chicago, Ill. Robert B. Semple, President Wyandotte Chemical Corp. A. Varick Stout, former Ch. of the Box 11 Board Wyandotte, Michigan Dominick & Dominick, Inc. 320 Park Avenue New York City 10022 -11- * Admiral Lewis L. Strauss David VanAlstyne, Jr., Sr. Partner Former Chairman Atomic Energy Comm. Van Alstyne, Noel & Co. Room 500, 1250 Connecticut Ave., N.W. 4 Albany Street Washington, D. C. New York City 10006 Robert D. Stuart, Jr., President John C. Virdin, Ch. of the Exec. The Quaker Oats Co. Committee 345 Merchandise Mart Plaza Eaton, Yale & Towne, Inc. Chicago, Ill. 100 Erieview Plaza Cleveland, Ohio Robert M. Surdam, President National Bank of Detroit Sinclair Weeks Box 116 Cat Bow Farm Detroit, Michigan Lancaster, N.H. A. Thomas Taylor, Chairman Robert I. Wishnick, Ch. Ex. & Finance International Packers, Inc. Witco Chemical Co. Inc. 401 North Michigan Avenue 277 Park Avenue Chicago, Ill. 60611 New York City 10017 & Walter N. Thayer, President John Hay Whitney, Chairman Whitney Communications Corp. Whitney Communications Corp. 110 West 51st Street 110 West 51st Street New York City New York City Edwin J. Thomas, Ch. of Exec. Nelson Works, Senior Vice Pres. and Finance Comm. Marine Midland Grace Trust Co. of The Goodyear Tire and Rubber Co. New York Akron, Ohio 140 Broadway New York City 10015 O. Pendleton Thomas, President Sinclair Oil Corp. Russell Ziegler 600 Fifth Avenue 530 Fifth Avenue New York City New York, N.Y. 10036 Rupert C. Thompson, Jr., Chairman Textron, Inc. 10 Dorrance St. Providence, R.I. Edward McL. Tittmann, Ch. of the Board American Smelting & Refining Co. 120 Broadway New York City Holmes Tuttle, President Holmes Tuttle Enterprises 145 North La Brea Avenue Los Angeles, California 90036 -12- ADDITIONAL MEMBERS Jack L. Ashby, President Lewis Flinders Kaiser Steel Corp. Parade Oil Company 300 Lakeside Drive 2303 University Club Tower Oakland, California Salt Lake City, Utah 84105 Fred F. Auerbach, President James C. Ray and General Manager P.O. Box 1108 Auerbach's Durston Road Broadway at State Bozeman, Montana 59715 Salt Lake City, Utah 84110 November 25, 1968 LINDSAY MEMOS distributed as follows: to: BILL SAFIRE JIM KEOGH PAT BUCHANAN RAY PRICE MARTY ANDERSON 1) Staffing the White House 2) National Security Organization 3) Dealing with the Old Administration 4) Preparing for Post Election Transition MEMORANDUM FOR MR. NIXON DEALING WITH THE OLD ADMINISTRATION Introduction and Summary Relations between Presidents and Presidents-Elect of different parties have always been delicate and often strained. Frequently the President's natural disappointment at his party's defeat has been tinged with personal bitter- ness because his administration and policies have borne the brunt of his succes- sor S campaign salvos. Nor has graciousness been an inevitable characteristic of Presidents-Elect. Even the most sympathetic historians of the New Deal find little to applaud in F.D.R. 's cavalier treatment of Hoover In 1932. Yet cooperation is essential for several reasons. At least part of the public will be offended if either fails to show courtesy and consideration. National unity is hardly served by permitting a hard-fought campaign to merge into post election feuding. And, of course, much of the machinery for preparing a new President for the transfer of power can be utilized only with the concert of his predecessor. Thus it is in your interest that the Interregnum be a time when old hatchets are buried and the grinding of new axes postponed. Both because he has more to gain and because the task is easier for him, the burden of maintaining good will between Administrators falls to the President- Elect. The outgoing Administration has valuable information, experience, and N ! I advice that you and your team will want to tap. To make cordial advances, to overlook minor irritants, to soothe the President's wounded pride -- all these are small prices to pay for such resources. Pre-election Period. In order to exploit fully the opportunities for an effective transfer of responsibility allowed by cooperation between the two Administrations, you should consider the following actions: - Appoint a counterpart to President Johnson's designee, Charles Murphy, experienced in the operations of the Executive Branch and able to bargain with Murphy on equal terms. - Ask your designee to decide upon the requests to be made of the incumbent Administration. - Initiate planning for transition matters not directly related to relations with the old Administration. Post-election Period. Post-election customs are clear. President Johnson will doubtless suggest an early meeting to set the tone of transitional cooperation and lay the broad outlines of the actions you will take together. In summary -- to be elaborated later -- you will want to touch the following points: - Security clearances: You should make arrangements for expediting security clearances for your appointees. - Current and background information: You should seek access to such Admin- istration information as daily intelligence reports, briefings and memoranda on current problems, and appropriate "cable trafflc. " You should also request other information, to be described below, that may be difficult to obtain later or less valuable unless studied In advance and acted upon early. - 3 - - National security and budget cooperation: You should plan for early and close cooperation on national security affairs and the budget process. - Orientation of appointees: You should arrange for the general orientation of your appointees: briefing of new officials by the predecessors, access to career staff and files, clerical and professional assistance, and perhaps ground-rules to be established for an "open office" policy. I. Pre-election contacts 1. It will be very much to your advantage to accept President Johnson's invitation to begin discussions now about the transition. After Election Day you will want as much cooperation as you can get from-the outgoing Administration. The more you get, the more effectively you and your appointees can govern after January 20. You cannot ask much prior to November 5. Whomever you designate to negotiate with the Administration can, however, lay the groundwork for fulfilling your many post-election requirements. You must first therefore choose an individual to act for you in these nego- tiations. President Johnson's appointee, Charles Murphy, is an affable but very tough Southerner, long experienced in Washington. He acted for Truman in the 1952-53 transition, served in Agriculture and on the C.A. B. under Kennedy and Johnson, returned to the White House recently as a Special Assistant, and reportedly represented Johnson in Chicago during the democratic Convention. Your designee must be able to deal with Murphy on equal terms. It seems essential that he possess not only personal shrewdness and bargaining abilities, but experience in the total operations of the Executive Branch, preferably in the Executive Office. - 4 - 2. You should develop with your designee a catalogue of your transitional needs. For both political and administrative reasons, these will fall into three general categories: (a) services that can be performed, at least in part, by the outgoing Administration prior to November 5; (b) post-election cooperation that can be plotted and arranged prior to the election; (c) post-election services that need not, or should not, be discussed with the incumbent Administration until after the election. In subsequent sections of this memorandum, we suggest several cooperative efforts and services you may want to request and, where important, try to Indicate the time when action Is most usefully initiated. 3. Although not directly related to dealings with the old Administration, certain other transitional matters bear a short comment. In order to coordinate later cooperation with the Administration and to make maximum use of Interregnum preparation, you should begin thinking about designees to perform two functions. First, you will need some person(s) to direct and organize your transition activi- tles in general. This man would conceivably play much the same role as Henry Cabot Lodge did for Fisenhower In 1952-1953. Second, you may want to select a transition planner, whose task will be to perform "think work" about the transition. The services of Richard Neustadt for Kennedy in 1960-61 suggest the nature of his responsibilities. II. The Immediate Post-Election Period A. Meeting with the President. 4. The President will probably contact you shortly after November 5 and suggest an early meeting. In order to gain maximum lead time for the transition, you should accept the earliest possible date. Preliminary negotiating at the staff level can settle many details of agenda and format, which then need not occupy the time of the principals. * 5. You and the President may wish to Issue a joint statement after your meeting. The ideal statement would leave everything open and yet obviate any appearance of friction which might result If the President later feels compelled to emphasize that his power continues unimpaired until January 20 or If you later wish to disclaim responsibility for interregnum Executive actions. A suggestion follows: The President and Président-Elect had at full, friendly and useful discussion. They and their ussociates will cooperate in every appropriate way in order to insure a smooth and effective transfer of responsibility on January 20. They will continue to consult as they think desirable and are confident that such coopera- tion can be schieved without impairing the orderly func- tioning of the Executive Branch in carrying out the President S Constitutional responsibilities. B. Principals tone shapes transition. 6. You and the President will have to take strong and positive action to surmount the Impediments to effective cooperation that have traditionally charac- terized transitions. Many in Government will feel that they and their policles were treated unjustly during the campaign. Some new people will act as if they * For bargaining purposes, you will want these "White House negotiators" to be aware not only of your various needs for the transition, but of their relative priority. In addition, you will want to think about the general format of the meeting. You may wish, for example, to request the presence of key members of both Presidential staffs, either for purposes of coordination or in the hope of exposing subordinates to the spirit of cooperation shown by the principals. - 6 - were already in office. New appointees have been known to assume that their predecessors were fools or scoundrels or both and to show no regard for past decisions, present reasons, or future insights. Some incumbents may attempt to "sell" their policies to the new people. And the new people may feel that they are being asked to commit themselves prematurely. By frankly anticipating these characteristic attitudes, you can try to offset them. Hopefully, so will the retiring President who must set the example of neither preempting his successor unnecessarily nor deferring all action in critical areas. And if he, who has suffered campaign criticism, is willing to act respon- sibly and constructively, his subordinates can be encouraged to do the same. You, in turn, cannot be too emphatic In urging your appointees to take advantage of their predecessors valuable experience in coping with their depart- ments, their constituencies, and their particular Congressional committees. In the past, incoming officials have forfeited much of the advantage to be gained In tapping this source of information and advice. In 1952, for example, Charles Wilson neglected entirely to profit from the experience of Robert Lovett. Eight years later, the Kennedy Administration retained General Andrew Goodpaster through the transition period but made little effort to draw upon his experience. Those of your appointees who served in the Eisenhower Administration would do well to recall how little their own readiness to assist their successors was appre- clated. If you can convince your appointees that the advice of former officeholders is a valuable resource not to be wasted, you will have taken a major step toward an effective and efficient transition. -?- III. Clearance of New Appointees 7. Arrangements must be made for Investigating the personal background of your appointees for two reasons. First, some of your appointees will need the ImmedIate security clearances necessary for direct access to classified informa- tion of the Johnson Administration. Nor will you yourself wish to entrust classified materials to your people, either before or after the Inauguration, without the assur- ance of at least preliminary clearance. Second, you will probably want to continue the practice of investigating all potential Presidential appointees -- regardless of their need for classified data -- in order to assure yourself of their personal suitability for high government office. 8. The timing problem: Investigations not begun before the election require attention. Obviously, the process should be initiated as early as possible to avoid the delays incident to overloading the investigative agencles. 9. General procedure: (2) The reports on those needing pre-Inaugural access to classified information must first be examined by the Administration -- perhaps the White House itself -- which can then relay both its decisions and the reports to you. Exposing such reports to the Administration may be politically undesirable but is probably unavoidable. It seems unlikely that the information thus revealed would be misused by the clearing officials. (b) Unless you receive direct access to the Investigative agencies, reports on persons not in the preceding category must also be channeled through the Administration. Here, however, the Administration Is merely a conduit to you; It has no need to examine the content of the report. You should arrange for the Administration, therefore, to transmit to you the unopened reports on persons not requiring pre-inauguration security clearances. 8 -- 10. In both the pre-election and post-inauguration periods, the problem can be mitigated through the use of temporary clearances. You will have to determine the availability, limits, and conditions for such clearances. IV. Information for the President-Elect and his designees. A. Current information. 11. You should request the kind of military, diplomatic, and foreign intelli- gence provided routinely for the President. Such information will give you back- ground for decisions you will have to make after January 20th. Also It should help you to establish early guidelines for distinguishing presidential from departmental "business. " And it may permit you to judge the form and adequacy of such informa- tion for your needs. 12. You will, of course, need a staff to sit astride this information flow, direct your attention to the matters most relevant for you, and otherwise absorb and use this flow. * Let us emphasize that your most useful and significant Infor- mation may come not via formal transmissions from the old administration but via your own people working closely with incumbent counterparts -- as discussed later in this memorandum. 13. You should request a channel for obtaining appropriate briefings and memoranda on current problems for yourself and your people. The Administration would probably offer some on its own Initiative but you should clear the way for making your own specific requests for information and analysis on both substantive matters and on transitional and organizational topics. ** * Your basic needs for a transition staff were noted in our August 15 memorandum; a later memorandum will address Itself to White House organization. ** Whether you should seek authority to request data directly from the departments or from departmental staff is discussed in a later section. - 5 - Details are not crucial in your Initial dealings with the Administration; they can be worked out Inter. What you must establish at the outset is the basic prop- osition that the President-Flect is entitled to full access and that government infor- mation should move freely to you and your designees. Whatever you can do to create an atmosphere of willing cooperation and respect for the President S own responsibilities will facilitate the flow of information. 14. One of your most difficult and critical problems during the transition will be the gaining of mastery (insofar as mastery Is possible) over national security affairs. You may want to request President Johnson to assign you one or more career officials qualified to brief you during the transition period on military, intelligence, diplomatic and related matters. The person(s) selected would be appropriately cleared, sufficiently knowledgeable to Interpret and amplify informa- tion received about substantive and agency problems, and sufficiently experienced and senior to be respected by both sides for intelligence and discretion. Such a person would know when It is appropriate to seek further information from the staffs with which he is familiar and when not to do SO. 15. You might want to request access to some "cable traffic" into the White House as a preliminary exposure to later responsibilities. Your personal staff for national security matters, to take one example, could serve as an effective recipient of this information to promote their own education and as a conduit to you. B. Other Information, especially from the White House and Executive Office. 16. You should ask President Johnson to arrange some way of giving access (controlled by him) to national security materials that might be available, or readily available, only in White House files which leave with the retiring President. - 10 - 2) One aspect of this request is easily presented and justified: Eisenhower-Khrushchev conversations were covered completely only In the White House files which left with President Elsenhower. President Johnson would doubtless agree that a new President must know what the preceding President sald to foreign officials. b) Your request should, if possible, embrace a second and more elusive matter: There might be "limited distribution" or other closely held docu- ments or memoranda that are conveniently assembled only In White House files. * c) Perhaps you can do no more than to (1) raise the problem, (2) express confidence that President Johnson will do everything he properly can to make sure that his successor is fully informed on significant national security matters, and (3) leave the details to be worked out by your national security adviser(s) and their Incumbent counterparts. This reinforces another point: Unlike President Kennedy's adviser, McGeorge Bundy, who did not begin work until January or assemble his staff until later, your national security staff should be appointed early and begin performance as soon as possible. * It Is concelvable, for example, that complete details of various contacts with foreign officials on Vietnam matters may be so sensitive and restricted that full information vital to the new President might not be readlly known to carry-over personnel or readily revealed by surviving files. In other cases, important material might be contained in permanent departmental files but yet not readily accessible because dispersed among voluminous other materials. - 11 DOM 17. You should ask to see Task Force reports prepared for the President and not yet released to the public. You could point out that work by thoughtful people should not be wasted. You should, however, state your willingness to accept any limitations imposed by President Johnson as to acknowledgment, attri- bution, or quotation, and defer to his wishes regarding any reports which he might Issue publicly himself or use In late messages and speeches. 18. You should ask for reorganization studies completed or underway In the Budget Bureau or in the Departments. 19. You will want to specify certain useful personnel information that could easily be assembled by the Bureau of the Budget: available Presidential and Departmental appointments (to the extent not published elsewhere), expiring term appointments, Presidential powers with respect to various classes of appointees, personnel policy decisions that need to be made within the first three months, etc. 20. You should request the preparation of a memorandum on technical opera- tions of the White House, office and mansion -- budget, accounting, permanent personnel, customs, etc. This should be supplemented by personal consultation between incoming and outgoing officials. In addition, William Hopkins, the Executive Clerk, is a great storehouse of information on these matters. 21. The preceding enumeration of reports must not disguise the important truth that your best source of Information lles not on paper but in people. Present (and former) members of the White House Staff are perhaps the most valuable resource of all for a new Administration. The unique experience and responsibility of Presidents seem to forge a common bond among them notwithstanding differences - 12 - of party or policy. Presidential staffs should find a similar bond arising from the special institution they serve. The insights, experience, and occasionally the negative example of incumbent and former staff members can be extremely illum- inating for new people. And a common loyalty to the Presidency should be enough to encourage the future staff to seek and the present staff to offer candid discussion of the Office and its problems. V. Orientation of New Appointees. A. National Security and Budget observers. 22. Since you will need to master, at the earllest possible moment, the massive flow of communications and advice relating to national security policy, you should give high priority to obtaining from the outgoing administration permis- sion for your prospective Special Assistant(s) for national security affairs to work with their incumbent counterpart(s), and, If possible, immediately nearby, hope- fully in adjoining offices. If such an arrangement is not offered by President Johnson, you should request it. The terms of your understanding with the outgoing President should not preclude your designating more than one person for this function. Even if you choose to centralize responsibility on your own staff, your designee will want assistance to help In learning procedures, In mastering substan- tive issues, and perhaps in examining files soon to be removed. 23. In addition, your Administration must become famillar -- promptly and in depth -- with the Budget Bureau and its current work on the 19.70 budget. Apart from intimate Intra-Administration considerations of peculiarly partisan matters, 13 - It would be helpful for your Director (or other designee) and a few key staff to observe as much of the budget preparation process as they can absorb. In this way, your appointees can understand the nature of current Issues, can help you make preliminary judgments about the issues you want to re-examine after Insuguration, and can better handle the new or repeated departmental requests confronting them In early 1969. Close cooperation during the transition period has become traditional in Budget, and It is a salutary tradition. In the unlikely event that the Administration fails to offer cooperation in this area, you should request it. B. General orientation of appointees. 24. To relterate a key point, you will find no greater resource in the out- going Administration than the expertise and experlence of Its staff and appointees. In the past, incoming officials have generally suffered to learn the same lessons time and again because they have not profited from their predecessors' experience. On the whole, this seems attributable more to mistrust of the predecessors rather than to any unwillingness of the latter to be helpful. Of course, not everyone can be equally helpful. Of course, much that is said will have to be discounted by different interests and circumstances. But the fact is: outgoing officials are a valuable resource that should be utilized by the Incoming officials during the transi- tion period. 25. You should press the old Administration to encourage Secretaries, Under Secretaries, Assistant Secretaries, Administrators, and other Presidential appointees to receive their counterparts and to acquaint them with the administrative practices and substantive Issues of their agencies. - 14 - a) You can expect the office of each Presidential appointee to have prepared an appropriate "briefing book" on administrative and substantive matters. Even excessively voluminous and routinely bureaucratic products can be useful to the appointee (or his special assistant). Even the routine product can Identify such basic information (often unknown to new appointees) as both the "hot" and recurring issues facing the agency, the Identity and arguments of important interest groups concerned with each issue, and the relevant Congressional considerations. b) On such topics, you should advise your appointees to seek the views of the incumbents. The direct exchange can be more sharply focused and more candid. c) Furthermore, you should recommend that your appointees ask outgoing officials (on a discreet and Informal basis) for their views on the agencies career people. (We would hope that some information of this type would have been gathered in the pre-election period.) The new official with a different policy outlook may react differently, but incoming and outgoing officials will often have a common reaction -- independent of pollcy -- to a subordinate's qualities. In time, the new people may learn, as did their predecessors, that a subordinate is analytical, concerned, diligent, articulate, concise, skeptical, discreet, or the opposites. While the new official will not want to be bound by the predecessor's opinions, the latter's views can accelerate the process of testing and appraising. And, of course, subordinates are most useful to one who knows what discounts and premiums to apply to their work. 26. Some Incumbent officials may value their successors or their agencies sufficiently to open their offices to their successors, letting them read much of the paper traffic and to observe conferences and meetings with subordinates and - 15 - outsiders. Whether any particular official makes such an offer will depend upon his work and working hablts and the mesh of personalities. This assumes that the "open office" approach occurs to him both as a possibility and as one to which the President would not object. It follows, therefore, that If the President makes no mention of the subject to you, you should diplomatically suggest Its usefulness. You should urge him, If agreeable, to authorize such cooperation perhaps by mentioning It in a Cabinet discussion of transitional arrangements. Some such approach as this is almost Imperative in the State and Defense and perhaps else- where, depending on your plans. 27. These approaches are not without this danger: such one to one interaction between incumbents and new appointees may unconsciously and uncritically tend to freeze existing patterns of organization, allocations of responsibility, or ways of seeing problems. We see two possible countermessures: First, you can make your appointees conscious of the issue, demand critical thinking about It, and warn that organizational arrangements are subject to review and revision. Second, it may be possible to postpone the appointment of some Assistant Secretaries in those departments which can be efficiently managed at the outset without the full complement of Assistant Secretaries. If so, your primary appointees would have more time for a thorough personnel search and for a careful review of effective organizational possibilities within the department. 28. Pre-Inauguration access of appointees to the departmental staffs will probably be opposed by the old Administration which might fear a premature transfer of staff loyalty. Because no categorical rule can cope entirely with - 16 - individual and departmental variations, such contacts are best left to be worked out agency by agency. At the Presidential level, you should limit yourself to two requests: a) Your study groups and task forces may feel particular nced for access to relevant departmental files and experts. Fully knowledgeable outside experts are, to be sure, often available. But where this Is not the case, the government experts may be essential for thorough appreciation of the data and correct analysis. You should specify these situations as clearly as you can and request access rele- vant to them. (They will be relatively few in number.) b) You should seek agreement In principle that agencies lend a suitable "expert or two" to the new officials or task forces when they request them and when such aid can be provided without disrupting the current work of the agency. 29. General pre-inauguration access to flles (as distinct from staff) might be rejected altogether If sought at the Presidential level. Since permanent depart- mental files will be available later, the Administration may hesltate to grant early access. You should ask no more than authority to make arrangements on a case- by-case basis with each department. In light of your hopes to include younger men in the intimate workings of Government, you might seek permission to designate relatively junior persons -- prospective special assistants to high officials -- to study relevant files and other background information which they can later bring to bear in giving post-Inauguration assistance to their chiefs. In other situations, such work might make It possible to delay the appointment of some Assistant Secretaries, as discussed earlier. This technique could prove extremely valuable in selected offices where orientation of new appointees is difflcult. Possible examples are the Secretariat and a few other offices In the State Department as well as I.S.A. and Systems Analysis in Defense. 30. You should arrange quite early to have at least one Incumbent official remain as Acting Secretary in each Department. He will exercise formal statutory power until the new Secretary and his team are confirmed (which might not occur on Inauguration day or the next). 31. There are certain technical areas where you may expect a briefing from the Administration. If one is not offered, you should request the following informa- tlon: a) To what extent will departmental office space be available? In 1960- 61, ten new officials were housed in State and two in each of the other Departments. To accommodate any larger number might well prove disruptive but If an "open office" pollcy Is In effect, new officials would have to be housed nearby. In other situations location may not be crucial if adequate Information Is available. b) What funds are available to the President-Elect under the Transition Act for personnel, supplies, consultants, travel, and office space? c) To what extent can the varlous departments help to absorb the expenses of transition by lending office space and clerical and professional assistance? VI. The Handling of Crises 32. If a crisis arises during the transition and the response of the President will have major continuing consequences (e.g., American response to a Chinese Invasion of Victnam), the President will doubtless want to consult you since yours will be the longer burden. You probably have little cholce but to assume that the President acts in good faith when he calls upon you. The public would expect you to consult with the President in a time of national emergency. You will have been receiving and digesting Information before and after the election; your confidence in the data will be proportional to the variety of your sources. Nevertheless, you may hesitate to share the responsibility, even symbolically, without clearly adequate information or time for deliberation, without decision-making authority, and without the Inescapable mandate of office. No one can tell either principal his duty. This much is clear: the President can see that you are kept fully Informed and Invite you to express your views. You may wish to decline and In most cases this is a real option. However, there may be a crisis of such proportions that silence or the standard formulations of concern are inadequate responses. Then if you have a clear policy view, there is every reason to state it. Beyond this we do not venture.