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Administration-Wide Communications Review - Final Report, June 1972
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The original documents are located in Box 1, folder "Administration-Wide
Communications Review - Final Report, June 1972" of the Stanley Scott Papers at the
Gerald R. Ford Presidential Library.
Copyright Notice
The copyright law of the United States (Title 17, United States Code) governs the making of
photocopies or other reproductions of copyrighted material. Bettye L. Scott donated to the
United States of America her copyrights in all of her husband's unpublished writings in National
Archives collections. Works prepared by U.S. Government employees as part of their official
duties are in the public domain. The copyrights to materials written by other individuals or
organizations are presumed to remain with them. If you think any of the information displayed
in the PDF is subject to a valid copyright claim, please contact the Gerald R. Ford Presidential
Library.
MEMORANDUM
THE WHITE HOUSE
WASHINGTON
Determined to be Administrative Marking
Date 5/25/01 By WHM
CONFIDENTIAL
June 20, 1972
MEMORANDUM FOR:
JOHN CARLSON
FORD & LIBRARY RALO 30
CARLOS CONDE
STAN SCOTT
AL SNYDER
FROM:
JOHN GRINALDS gohn
SUBJECT:
Final Report on Strengthening
Administration Communications
The attached report describes the implementation of recommendations to
upgrade the Administration's communications effort. Copies have been
sent to Bob Haldeman, Herb Klein, Chuck Colson, Des Barker, and Ken
Clawson with comments that reflect sincere appreciation for your good work.
This report marks the end of the communications project, but as the report
notes the Departmental liaison team will continue to monitor closely the
Department's communications activities. Des Barker, assisted by John
Carlson, has prime responsibility for dealing with the Departments and
evaluating their performance in communications matters. Ken Clawson
(as Herb Klein's Deputy and as the print media specialist), Carlos Conde,
Stan Scott, and Al Snyder have responsibility for monitoring Departmental
performance in their respective areas of expertise.
Attachment
FORD & LIBRARY GERALD RALAD 30
CONFIDENTIAL
Determined to be Administrative Marking
Date 5/25/01 By WHM
STRENGTHENING ADMINISTRATION COMMUNICATIONS
FINAL REPORT
FORD & LIBRARY RALD
30
June 1972
CONFIDENTIAL
Determined to be Administrative Marking
Date 5/25/01 By WHM
STRENGTHENING ADMINISTRATION COMMUNICATIONS
FORD A. RALD LIBRARY 70
This paper reports results of the actions to strengthen the
Administration communications emanating from the study described
in Strengthening Administration Communications (December, 1971).
As discussed in that document the Nixon Administration made
significant progress during 1969-71 under the guidance of Herbert G.
Klein, Director of Communications, in upgrading the public affairs
activities of the Executive Branch, and thereby the public's access
to information. Nevertheless, as 1972 approached, it was appropriate
to review the Administration-wide communications apparatus to
determine whether additional improvements could be made.
Consequently, a study was initiated with two basic purposes:
(1) to review the domestic Departments' communications capabilities
to see how they could be strengthened, and (2) to determine whether
the procedures for coordinating Departmental communications
activities by the White House could be improved. In addition to
problems related to the various Departments, this study identified
four major weaknesses in the Administration-wide communications
activities: (1) failure to highlight the President's leadership,
(2) reacting too much to day-to-day inquiries and events rather than
planning ahead to create opportunities and systematically amplify
positive stories; (3) poor liaison with the electronic media; and
(4) poor liaison with the minority media. The study's recommenda-
tions for overcoming these problems were reviewed and approved.
Action plans were then developed and implemented to carry out the
recommendations.
The balance of this report summarizes the action taken and
the results achieved to date. Now virtually all of the major study
recommendations have been successfully implemented. As
described below, action to carry out the recommendations was
undertaken by the Departmental liaison team -- Des Barker, Ken
Clawson, Stan Scott and Al Snyder. Overall coordination was
provided by Bill Horton and John Grinalds.
Highlighting Presidential Leadership
As of September the Departments virtually ignored the
President in their various communications activities. The team
reviewed samples of news releases, speeches, radio feeds, and
- 2 -
publications and rarely found mention of the President or his
leadership. Due to the sensitivity of this problem, corrective
action with the Departments was done verbally. Nevertheless,
the results are gratifying.
John Scali stressed the need for highlighting the President
and defending the Administration at a Cabinet meeting in December.
He also held informal follow-up meetings with individual Cabinet
officers on this subject. In January, Herb Klein briefed the
Cabinet officers individually on the major recommendations of the
communications study - highlighting the President's leadership
was discussed there, too. In follow-up meetings and in day-to-
day dealings the Departmental liaison team emphasized that the
President's leadership must be highlighted.
Our checks made of the news releases, speeches, Spotmaster
feeds, and publications produced by the Departments in March, April,
and May indicate that highlighting the President has improved vastly
since last September and the trend is up.
Incidence of President Being Highlighted
September
March
May
News Releases
3%
23%
24%
Speeches
10%
68%
78%
Spotmaster Feeds
5%
13%
21%
Publications
3%
25%
30%
FORD & LIBRARI RALD 70
Creating Opportunities Rather Than Reacting.
The Departmental communications staffs have a tendency
to devote most of their time to reacting to day-to-day events and
inquiries rather than creating opportunities and amplifying positive
stories through the media. Consequently, the Departments were
directed to establish more systematic management of their
communications activities and provide a basis for the White House
to evaluate.
- 3 -
The White House monitoring of Departmental communications
activities was augmented to (1) establish communications activity
standards for each Department, (2) assign priority issues of
particular interest to the President, (3) charge the Departments
with planning ahead on these priority issues, and (4) keep closer
tabs on the results achieved in handling the priority issues and
activity standards.
(1) Activity standards. To help satisfy the unending
appetite of the media, each Department was urged to conduct a
minimum number of specified communications activities, e. g.,
certain numbers of speeches, press conferences, feature stories,
briefings, Spotmaster feeds and mailings. In the January-March
1972 quarter, our spot checks indicated that all of the Departments
were surpassing most of the standards.
(2) Assignment of issues. The Departments were asked to
identify their critical issues for 1972 and these were almost exactly
the same as a similar list of issues prepared by the Domestic Council.
Consequently, the Department public affairs officials were told to use
their own estimates. of issues as guides on where to focus their efforts
throughout the year. The results have been good. Our most recent
spot checks for March-May showed that 79% of the Departments'
major communications activity (listed in their monthly reports to
the White House) was oriented to the critical issues for 1972's
election.
(3) Departmental planning. The Departments were directed
to develop communications strategies on each issue that would be
handled during the coming year.
To convert the strategy statements and the previously
discussed activity standards into action, the Departments are sub-
mitting monthly a chronological listing of the communications
activities planned for the following quarter to carry out the issue
communications strategies and to fulfill the activity standards.
These planning steps have enabled the Department to focus more
on issues critical to the President, and amplify Departmental
spokesmen to a much greater extent. For example, virtually all
of the Cabinet officers' speaking engagements are amplified now,
and whereas last September it was uncommon for Departmental
spokesmen to amplify speaking engagements the checks for March-
May show that about half of the Departments' speakers are doing
that now.
a
FORD
RALD of
- 4 -
(4) Keeping closer tabs on the Departments. The White
House monitoring of Departmental communications activities has
been effectively performed by the Departmental liaison team.
Des Barker has prime responsibility for dealing with the Depart-
ments and evaluating their performance in communications matters.
Ken Clawson (as Herb Klein's deputy and as the print media
specialist), Carlos Conde, Stan Scott, and Al Snyder have responsi-
bility for monitoring Departmental performance in their respective
areas of expertise.
Besides day-to-day dealings, monitoring the Departments
communications activities is achieved two ways: (1) comparison
of reported Departmental activities to the plans and activity
standards, and (2) spot checks to determine whether the President
is being properly highlighted and to assess effectiveness of the
amplification given to major stories. Also, as appropriate,
special meetings are held with the Departmental public affairs
officials to review performance.
Certain results of this monitoring are used in this report
to show progress in such areas as highlighting the President,
meeting activity standards, amplifying spokesmen, and issue-
orientation of communications activity.
Liaison with the Electronic Media.
As of December only the Agriculture Department provided
adequate services to the electronic media. A basic cause of this
problem was that most of the Departments serviced the electronic
media through audio-visual units rather than news services units
(which typically are solely print-oriented). Consequently, a
comprehensive and detailed review was made of each Department's
electronic media capabilities and specific improvement actions
taken. Under Al Snyder's guidance the Departments are now
developing a balanced electronic media program. Initial priority
was to develop a radio service and then a TV program.
Eight Departments now are providing daily Spotmaster
services with Justice to be upgraded as soon as possible. Last
September only two Departments were providing a daily service,
five were inconsistent and two had none at all. More importantly,
the utilization of this Spotmaster service has jumped emphatically.
A
Form
RALD
OF
LIBRARY
- 5 -
The average number of calls received by the Departments in
March, April and May was almost four times the average of last
September. In addition, most Departments will have audiotape
services operating by July 1st.
Plans have been drawn up by most Departments for
improving TV film and tape production. For example, HUD plans
a monthly videotape service for subscribing stations and cable
services across the country, and a weekly TV public service
program for the Washington area. Transportation, Commerce,
Interior, HEW and Labor are following suit. Cost and long
production lead times will delay actual start-up of these services
until around September.
Minority Media Liaison.
The December study showed each Department had missed
many opportunities for generating positive coverage in the minority
media. The Departments had failed to take the initiative because
they were generally insensitive to the opportunities, and responsi-
bility was not pinpointed.
disignation
of
An appropriate public affairs professional in the news services
units has been designated of each Department t be responsible
for minority media liaison. Under State Cott guidance, and with
Carlos Conde's assistance in reaching the Spanish-speaking media,
invert
these individuals have developed programs for maximizing the
Administration's positive coverage by minority media. The
individuals designated by the Departments were given a training
session by Stan and Carlos on the techniques most useful to the
minority media (e.g., two-page press releases, translation of
press releases, feature stories on middle and upper echelon
minority appointees, extensive use of photos of minority appointees,
minority mailing lists, etc. ). This has been supplemented by close
monitoring of the Departmental minority media representatives'
performance. by Stan and Carlos.
my office
Also working with the Departmental representatives,
developed an Administration-wide communications strategy for the
minority media. This included such points as:
-- Target audiences, including lists of minority papers,
magazines, TV and radio stations, metropolitan
areas with large concentration of minorities, etc.
FORD A. GERALD LIBRARY
- 6 -
-- Inventory of programs of particular interest to
minority audiences.
-- Techniques which should be used by public affairs
offices to gain the most mileage with minority media.
Our checks have found that the Departments are following
through on these plans. More importantly, the amount of favorable
coverage by the minority media has increased
September:
#
*
*
*
In addition to the correction of Administration-wide weak-
nesses described above, the team developed ways to strengthen
the, communications capabilities of individual Departments.
Detailed papers on action taken and results obtained in correcting
the weaknesses of individual Departments are attached. A brief
summary of important points follows:
Treasury. The public affairs staff was to be reorganized
to perform the following functions: (1) electronic media liaison,
(2) a speakers bureau/scheduling operation to maximize the impact
of Departmental spokesmen, (3) minority media liaison, and (4)
writing of speeches, op-ed pieces, talking papers, and fact sheets.
Points (1), (3) and (4) have been accomplished. Since the present
public affairs chief is travelling with John Connally, Bill Greener
has been detailed from IRS to serve the needs of Secretary Shultz
and the Department. This will work for a limited period of time
but there still remains a need for staff augmentation to upgrade
the office's effectiveness.
Justice. The public information staff was to be augmented
to handle the following functions: (1) electronic media liaison,
(2) a speakers bureau/scheduling operation, (3) minority media
liaison, and (4) writing of speeches, op-ed pieces, and fact sheets.
Point (3) has been accomplished. The remainder of the action will
require budget decisions, now possible because of Attorney General
Kleindienst's confirmation.
Interior. A speakers bureau/scheduling operation has been
established. An electronic media specialist has been added to initiate
and monitor a balanced program to service the electronic media.
FORD & LIBRARY RALD
GE
- 7 -
Agriculture. The White House communications staff has helped
Claude Gifford upgrade his capability for handling major announce-
ments. Secretary Butz's good coverage has been the result.
Coordinating with the White House, the campaign organization,
and the RNC, Gifford has also ensured that he has a good system
for monitoring news events, attacks and budding issues. This
Department addresses itself well to White House communications
requirements.
Commerce. By July 1st, Commerce Today will be revised
to become an eight page tabloid newspaper which will be equally
effective but consume less staff time. The staff time made available
will be reallocated to higher payoff areas such as electronic media
liaison, minority media liaison, and scheduling of Departmental
officials.
Labor. The organization has been strengthened by creating
a new Director of Public Affairs position to be the top communications
official in the Department. Although the Department has already
made considerable progress in this regard since December, the
new Director's basic function will be to direct the existing organi-
zation more productively and to strengthen Labor's commiunications
planning effort.
Health, Education and Welfare. Herb Klein, Ken Clawson
and Des Barker have all talked to Bob Beatty about the political
dimensions of his responsibility. This has won some compliance
but it will take continued effort on the part of the White House
communications staff to improve the situation. A speakers bureau
function has been activated and staffed to provide scheduling
services and speechwriting assistance. Control over film pro-
duction has been addressed by detailing a professional to monitor
production and edit weak material.
Housing and Urban Development. Secretary Romney and his
staff have had ample opportunity to interview candidates for a
position as Jim Judge's deputy. However, the deputy is still lacking.
Transportation, A well qualified Director of Communications
has been hired and is now on board -- he is in good control and
Transportation's support of the White House reflects it.
With the exception of Treasury, Justice and Labor, all the
action described above involving personnel changes (Administration-
wide and Departmental) has been possible within current budgets
RALO GE A. FORD ЛВВАЯ
- 8 -
and personnel ceilings. Consequently, the staff increase has been
minimal.
*
*
*
In sum, virtually all of the major study recommendations
for correcting Administration-wide and Departmental weaknesses
have been implemented successfully or are underway. Neverthe-
less, follow-through to obtain increased results in the Departments
and to tie up the few loose ends that remain will continue. Des
Barker and his assistant will monitor the domestic Departments
communications planning and performance closely, including
systematic spot checks to determine whether the President is
being properly highlighted and is getting maximum favorable
coverage for his re-election. Al Snyder, Stan Scott and Carlos
Conde are well into getting the electronic and minority programs
operational, and will continue this thrust. At this point most of
the results envisioned in this December study have been
achieved. The organizational machinery necessary for more
effective communications is now in place and functioning properly;
continued effort by the Departmental liaison team over the next
two to four months should tap fully the potential for communicating
the effect of the President's leadership during this critical year.
RALD A FORD BRAR
30
DEPARTMENT OF THE TREASURY
Present Situation
RALD GE R. FORD UBRART
General Management
Staff. Since the new public affairs chief is travelling with
John Connally, Bill Greener has been detailed from IRS to serve
the needs of Secretary Shultz and the Department. Greener has
been detailed for 90 days with an approved extension for another
90 days. With Greener's presence there has been noticeable
improvement in speechwriting, electronic media liaison, and
speaker scheduling. However, with only seven professionals in
this public affairs office, staff augmentation is still needed to
build upon Greener's energetic but otherwise temporary
improvements.
Barker and Clawson have met with Secretary Shultz and
have established a good understanding with him about White House
goals and how to support them in his Department.
Control and Coordination. Coordination of the sub-Agency
and ręgional public information offices is done on an ad hoc basis
although Greener is bringing some order to this. Some control is
exercised over the sub-Agencies' information output, as all press
releases, speeches, and Hill testimony are cleared with Greener's
office. This is an area which calls for staff augmentation.
Media Liaison
Press. Treasury's printing and distribution arrangements
are adequate. Also, Treasury does a relatively good job of
mentioning the President in its news releases and speeches.
Reflecting the sparse staffing, there is reluctance to develop op-
ed pieces, and there is no Departmental employee newsletter.
Electronic Media. There is still weak radio/TV feed
production. With Greener's recent arrival, however, the Spot-
master effort is improving and there has been improvement in
the regular feeding of the Cost of Living Council and Pay and Price
Board activities to the electronic media. Also, there is improved
coordination between the Department, COLC, the Pay and Price
Boards, and the IRS to their approach to the electronic media on
Phase II developments.
- 2 -
Minority Media. Treasury now has a systematic program
to communicate with the minority media and to give visibility to
minority personnel within the Treasury Department. Although
initially the slowest starting program of all the Departments, it
is now making much faster and more substantial progress.
Operations.
Mailing. The mailing activity is still weak. Fact sheets
and other Departmental materials are sent out only upon request.
(Occasionally Treasury-related materials are mailed out by the
White House or the RNC when certain audiences are involved.)
Scheduling. Scheduling of the Secretary has been excellent
and good for the Under Secretary and Assistant Secretary Volcker.
Now, with the beginning of a speaker scheduling operation, this
type of support should become available to other Departmental
officials.
Monitoring. The monitoring capability is adequate. Wires
are continually monitored, and a daily clip sheet is prepared from
the major newspapers and wire stories, which is one of the best
economic news summaries in Washington. Regional offices are
asked to follow up the appearance of a Departmental spokesman
in their area and report on coverage of his appearance in the press
and on radio/TV.
Work Remaining
Des Barker, coordinating with the rest of the Departmental
liaison team, will follow-up with Secretary Shultz to ensure that:
-- The public affairs staff is increased to strengthen the
following: (1) electronic media liaison, (2) a speakers
bureau/scheduling operation to maximize the media
impact of Departmental spokesmen, and (3) writing
of speeches, op-ed pieces, talking papers, and fact
sheets.
-- Treasury's mailing operations are upgraded to
improve mailing lists' comprehensiveness and
currency. Mailings should be performed upon the
Department's initiative and be more frequent.
FORD A LIBRARY RALD 30
-.3 - -
-- Treasury either initiates its own employee newsletter
or revamps one of the sub-Agency newsletters to
reflect the Department as a whole.
FORD & LIBRARY RALD
30
DEPARTMENT OF JUSTICE
Present Situation
General Management
Staff. The five-man professional staff is too small for the
Department to communicate effectively. John Hushen, the Director
of Information, appears to be hampered in his duties because he
does not have a close association with the new Attorney General.
This drawback, coupled with the Attorney General's inclination
to do his own public affairs, limits the effectiveness of this office
and is a potentially difficult situation. Hushen also feels that
positive communications opportunities are being lost because of
undermanning. As examples he cites the little coverage given to
the substantial achievements in civil rights, the drug abuse program,
and the fight against organized crime. No one is primarily concerned
with the electronic media or the scheduling of speakers. This staffing
problem Hushen intends to correct now that Mr. Kleindienst is
confirmed and can approve the budgeting requirements.
Control and Coordination. Hushen maintains adequate
control. All sub-Agencies and U.S. Attorneys must clear press
releases, publications, speeches, and press conference contents.
Also, Hill testimony is reviewed and often modified. Hushen
coordinates Department-wide activities through a ten-day forecast
of communications events submitted weekly and a three-month
forecast submitted quarterly. News releases are timed to achieve
the desired effect.
Media Liaison
Press. Justice's production and distribution procedures
are adequate. Justice has no employee newsletter, although
various sub-Agencies do (FBI and LEAA). Due to staffing
limitations, Justice takes too little advantage of op-ed pieces,
feature stories, or fact sheet mailings to editors.
RALD GELL A. FORD JBRARE
Electronic Media. There is no full-time professional
handling the electronic media. Justice has no radio or TV service
equipment, not even a Spotmaster. Consequently, Justice initiates
little in the radio/TV area, in spite of the fact that there would be
considerable interest in actualities emanating from BNDD, LEAA
and civil rights.
- 2 -
Minority Media. The Justice Department now has one
professional responsible for disseminating its initiatives and
achievements to the Nation's minority communities. Justice
Department's coverage in the minority press is improving.
Operations
Mailing. Justice has extensive mailing lists categorized
into specific audiences and utilizes this tool reasonably effectively.
Scheduling. Justice does not have an adequate speakers
bureau/scheduling operation for top Departmental officials.
Monitoring. The wires are monitored for breaking news.
Six to eight major newspapers and the news magazines are reviewed.
Work Remaining
Des Barker, coordinating with the rest of the Departmental
liaison team, will follow-up to ensure that:
-- The public information staff is augmented to handle
the following functions: (1) electronic media liaison,
(2) a speakers bureau/scheduling operation to
maximize the impact of Departmental spokesmen,
and (3) writing of speeches, op-ed pieces, and fact
sheets.
-- Justice either initiates its own employee newsletter
or revamps one of the sub-Agency newsletters to
reflect the Department as a whole.
RALD OF A. FORD VIBRART
DEPARTMENT OF THE INTERIOR
Present Situation
General Management
Staff. Bob Kelly, the Director of Communications, has one
of the better Departmental communications offices. The main part
of the organization is staffed by career employees and performs the
routine public affairs functions. A small group of non-career
professionals was recruited by Kelly to handle the key media
liaison and scheduling activities and to act as a communications
strategy committee. Kelly has a good idea of what he is doing
and takes charge effectively to get it done. Increased involvement
with the Secretary would, however, benefit this office's ability to
communicate more effectively.
Control and Coordination. Kelly chairs a review board
which consists of the principals from the office of communications,
the sub-Agency public affairs officials, and selected outside
individuals. This board evaluates communications plans, reviews
films and publications, and coordinates the Departmental communi-
cations activities. Kelly's office reviews and controls the issuance
of all Departmental information releases including testimony before
the Congress.
Media Liaison
Press. It is obvious that the press people are trying hard,
and the potential is being exploited. As a result of this and Kelly's
political sensitivity, press releases, speeches, and publications
are all doing a good job of highlighting the President and the
Administration.
Electronic Media. Interior has two well qualified
professionals in the electronic media area. One spends most of
her time in making technical arrangements for Secretary Morton's
TV appearances. The other person's efforts are devoted to
providing radio and TV services which promote initiatives and
accomplishments. The Department currently has satisfactory
Spotmaster services and other radio and TV services will be in
effect by August 1st.
FORD & LIBRARY RALO mill
- 2 -
Minority Media. Indians and the Spanish-speaking are
Interior's primary minority constituents. News releases and
photographs are disseminated to the approximately 100 Indian
publications every three weeks. News items are sent to the
Spanish-speaking and Black media on a scheduled basis. The
Department's performance with each of these groups is being
improved.
Operations
Mailing. Mailing operations have been speeded up and
mailing lists have been updated.
Scheduling. The scheduling of the Secretary has been
greatly improved under Kelly and there is now a speakers bureau/
scheduling operation for other Departmental officials.
Monitoring. Kelly has established a comprehensive
monitoring operation covering the wires and the major newspapers.
The regional coordinators send clips from newspapers, and hot
items are transmitted by telecopier. All the input is reviewed by
a news analysis group which alerts the appropriate line officials
of coverage in their area of responsibility and develops proposals
for overcoming the budding problems.
Work Remaining
Des Barker, coordinating with the rest of the Departmental
liaison team, will follow-up to ensure that the expanded radio and
TV service is established as soon as possible.
FORD LIBRARY & RALD
33
DEPARTMENT OF AGRICULTURE
Present Situation
FORD A. RALD LIBRARY 35
General Management
Staff. The top public affairs officials are generally
competent and have good political initiative and reliability. In
addition to Gifford, politically effective communications are
conceived and conducted by assistants to the Secretary and
Undersecretary and by certain legislative officers. The number
of professionals appears adequate.
Control and Coordination. Gifford is able to exercise good
control over all Departmental public affairs activities, since his
office screens and schedules all press releases, publications, radio/
TV feeds and films. Coordination is achieved through weekly meetings
of the sub-Agencies' directors of information who discuss plans and
events for the following three weeks.
Media Liaison
Press. USDA has an excellent facility for producing
releases and a good system of distribution. Also, the Department
puts out a modest number of publications of varying effectiveness.
Spot checks of releases, speeches, and publications indicate
increasing references to the President and the Administration.
Electronic Media. USDA does the best job in electronic
media of any domestic Department. It is staffed by competent
career professionals and is efficiently organized. Five major
types of TV program services are provided on a regular basis
to a sizable number of stations. In addition, five radio services
are also available and utilized by some 400 stations. Based on
samples reviewed, these programs appear to be quite good and,
with the overtone created by Secretary Butz' emphasis on
Presidential leadership in the daily news, are achieving the
effect we want among the farming public.
Minority Media. USDA has an individual assigned to service
the minority media. His office is presently releasing 15 to 20 news
items and feature stories to the minority media each month.
- 2 -
Operations
Mailing. The USDA has a sophisticated and extensive mailing
system which it uses effectively with the general press, the electronic
media and the minority media.
Scheduling. An individual has been hired to schedule the trip
activities of Departmental officials to achieve as much public and
media impact as possible. In addition, the scheduling and advancing
of speakers is now being supported by an ad hoc committee of
Gifford, Ashworth, Wilson, Moore, McMillan, and Plambeck who
divide the principal USDA spokesmen among themselves.
Monitoring. Agriculture has developed an elaborate
monitoring effort beyond the normal perusal of the wires and papers.
The Agriculture man in each of the States' campaign committees
feed information to Gifford via 1701 Pennsylvania Avenue.
Regional, State and county offices of the Marketing Service and
Conservation and Soil Service also submit monitoring reports to
USDA for information.
Work Remaining
Des Barker, coordinating with the rest of the Departmental
liaison team, will work with Gifford to increase his exploitation of
opportunities to reference Presidential leadership.
GE RALD
FORD 11 & BRARY
DEPARTMENT OF COMMERCE
Present Situation
General Management
Staff. Basil Littin, the Director of the Office of Public
Affairs, has taken charge slowly but surely. Although not a
highly demonstrative operator, he has a good idea of what should
be done and what is newsworthy. The Deputy, Harlan Wood, knows
the bureaucratic process very well and handles this side of the daily
activities for Littin.
The Secretary's office is looking for a speechwriter who
can also help advise the Secretary on his personal public affairs
activities.
Nine of the twenty professionals are devoted to the publication
of Commerce Today, a well put together magazine with a circulation
of about 17, 000. Designed for U.S. businessmen, it discusses
export opportunities. It competes with private enterprise in some
cases, and in others it aggrandizes something that could be handled
with a simple black and white press release. At White House direction,
Littin has plans underway to change Commerce Today to a weekly
newspaper, which will free personnel spaces and money to be used
in improving his speechwriting capability and upgrading his news
division and office administration. This conversion should be
accomplished by July 1st.
Control and Coordination. Littin exercises considerable
control over the communications output of Commerce's sub-
Agencies. Speeches, press conferences, briefings, articles,
releases, films and Hill testimony are either reviewed for
comment or authorized for release by Littin's office.
Coordination is achieved by a three-month master planning
calendar and a one-week forecast of upcoming events submitted by
the sub-Agencies weekly.
Media Liaison
Press. Commerce has adequate provisions for drafting
FORD A LIBRARY RALD 70
printing, and distributing press releases and provides the usual
services to the writing press. Highlighting the President in news
releases, speeches and publications has improved significantly.
Access to the Secretary by all media is quite good.
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Electronic Media. Littin is hiring a full-time professional
to handle liaison with the electronic media. This man will strengthen
the utilization of the Spotmaster and establish a program to provide
regular services to both radio and TV heretofore non-existent.
Minority Media. Commerce now has a person assigned to
service the minority media and a minority media communications
plan is in effect. The result is that Commerce, with help from
OMBE, is one of the better performers among the Departments in
servicing the minority media.
Operations
Mailing. Littin's office utilizes the Census Bureau's
computerized mailing list which can be run off by counties or by
highly specialized audiences (e.g., g., Spanish minority press, Black
disc jockeys, etc.).
Scheduling. While the scheduling for the Secretary and
Under Secretary is effective, there is no speakers bureau or
scheduling activity for the Departmental officials. Littin plans a
two or three-man operation to handle this function with some of
the people freed from the Commerce Today reorganization.
Monitoring. Most communications problems come to Littin's
attention before it is too late. He utilizes several clipping services,
sub-Agency reports, and monitors the wires and certain radio and
TV programs.
Work Remaining
Des Barker, coordinating with the rest of the Departmental
liaison team, will follow-up to ensure that:
-- Commerce Today is revised to consume less staff time,
and that the staff time made available is reallocated to
higher payoff areas such as electronic media liaison,
minority media liaison, and scheduling of Departmental
officials.
- - A speechwriter is hired.
FORD & LIBRARY RALD
30
DEPARTMENT OF LABOR
Present Situation
General Management
Staff. John Leslie, the career Director of the Office of
Information, is the primary information executive. He and his
organization do a reasonably good job on routine, non-politically
sensitive information activities, and are dutiful to the President's
interests when directed. However, there has been no initiative to
create communications opportunities. Joe Loftus, the Special
Assistant to the Secretary for Communications, is almost ex-
clusively devoted to the personal public relations of the Secretary.
Consequently, a public affairs manager has been hired over Leslie
to give him and his staff direction and to create communications
opportunities.
Control and Coordination. Leslie exercised policy guidance
and functional supervision over the sub-Agency public affairs
officials. He monitors them through weekly progress and activity
reports. The regional public information offices report to Leslie
and act as service agencies for the various sub-Agency information
offices in handling regional and local events. Leslie's office
screens and schedules all informational releases except films and
speeches.
Media Liaison
Press. There is adequate provision for producing and
distributing press releases, although distribution could be more
selective. The Secretary holds more press conferences now.
In the spot check of press releases, speeches, and publications,
references to the President or the Administration have improved
remarkably.
Electronic Media. Labor has a full-time professional with
responsibility for the electronic media who now assists radio and
TV newsmen on a day-to-day basis, and the results show it. For
example, pick-up on the Spotmaster has increased three-fold
since last September and references to Presidential leadership
have increased six-fold.
RALD A. FORD VBRART
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Minority Media. The Labor Department does a better job
with minority media liaison than most Departments. News releases
are appropriately written and released to be most useful to the
minority media. Mailings are also effective.
Operations
Mailing. The Labor mailing lists are comprehensive and
are keyed to many categories of audiences.
Scheduling. Other than Loftus, who serves only the
Secretary, there is no one assigned to running a Departmental
speakers bureau or ensuring that individuals below the level of the
Secretary achieve maximum exposure in conjunction with speaking
engagements.
Monitoring. Leslie's office does a good job of monitoring
the Labor Department's coverage. His office maintains a clipping
and monitoring service that covers national media. Also, the
regional public information offices report developments as needed
by mail, photo copiers, or phone. They also submit a monthly
report on coverage achieved.
Work Remaining
Des Barker, coordinating with the rest of the Departmental
liaison team, will follow-up to ensure that the new Director of
Public Affairs directs the existing organization more productively,
expands the capability for electronic media liaison and commences
speakers bureau/scheduling operations.
GE RALD
FORD LIBRARY & BRAR
DEPARTMENT OF HEALTH EDUCATION AND WELFARE
Present Situation
General Management
Staff. The Assistant Secretary for Public Affairs, Bob
Beatty, has sound management skills and a good understanding of
communications techniques. However, he has limited political
sensitivity. This problem has been discussed with him by the
White House communications staff with no real improvement.
His two deputies also lack political sensitivity. Consequently, it
has been necessary to establish alternative avenues of communi-
cations to the Department in these matters, including Dick
Mastrangelo in the Secretary's office and Sandy Winston in the
public affairs office. Jim Cavanaugh on the White House staff
has also been of assistance in effecting White House communi-
cations through the Department.
Control and Coordination. Beatty has established two
principal vehicles for control: (1) a communications council,
including the PIO's of each sub-Agency, which discusses com-
munications problems and coordinates Department-wide
communications activities, and (2) a communications planning
system, which urges sub-Agencies to plan communications.
Beatty used to control fewer of the information outputs than his
counterparts in the other Departments, but he has now rectified
these omissions (i. e., films, publications, and television feeds).
The regional public information officers report to the Regional
Directors, but their activities are coordinated by one of Beatty's
staff.
Media Liaison
Press. Although the Secretary does an excellent job of
highlighting the President, the materials produced by the public
affairs staff do not yet pick up on this to the maximum extent
possible. The improvement that has occurred in this regard is
due to Sandy Winston and the four persons on his news staff.
Unfortunately, Beatty has not inspired the remaining bulk of HEW's
public affairs staff to do the same.
FORD & LL BRAR RALO
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Electronic Media. The electronic media service program
has just kicked off. An electronic media specialist was hired and
is now orienting himself to the Department and its sub-Agencies,
Much stress will have to be placed continually on the priority of
issues he deals with, in order to make his efforts achieve their
potential.
Minority Media. A professional has been made responsible
for minority media service (currently a temporary detail) and HEW
has a comprehensive program set up to feed the minority media.
Action started on April 15th but HEW is now meeting only minimal
standards.
Operations
Mailing. Mailings are handled by the sub-Agencies on their
own initiative and at the direction of the Office of Public Affairs.
The mailing lists seem adequate for HEW's needs.
Scheduling. Beatty now has a three-person speakers bureau
to (1) coordinate speaking invitations, (2) schedule speakers for
maximum amplification, and (3) provide speechwriting assistance.
Monitoring. There are still no formal procedures for
monitoring, other than keeping surveillance on the wires and
reviewing the HEW-related stories from major eastern newspapers.
Duff sees this as being inadequate and is taking steps to upgrade
the operation.
Work Remaining
Des Barker, coordinating with the rest of the Departmental
liaison team, will follow-up to ensure that:
-- Bob Beatty becomes more attuned to the political
dimensions of his responsibility and that HEW's
communications activity does more to highlight
the President's leadership.
-- A monitoring capability is established utilizing the
FORD & LIBRARY RALE 30
regional public affairs official.
-- Full development of HEW's electronic media service
program occurs.
DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
Present Situation
General Management.
Staff. James Judge, the Director of the Office of Public
Affairs, has immersed himself in self-determined priorities and
his performance has not been encouraging. He appears not to be
really taking charge and giving direction to his staff, who are
generally capable but need good guidance. Secretary Romney and
his staff have had ample opportunity to interview candidates for a
position as Judge's deputy. However, that deputy is still lacking.
Control and Coordination. Since no sub-Agencies have
public information offices, the problems which other Departments
face in coordination and control are not encountered by Judge. The
news services division assigns staff on a "beat" basis to the Assistant
Secretaries to handle press inquiries, arrange and monitor interviews,
schedule personal appearances, and sometimes perform advance work.
Media Liaison
Press. HUD's facility for producing and distributing press
releases is quite good. However, most releases and publications
stress only the Department or program. For example, only 10
percent of the releases spot checked mentioned the President or
the Administration. A similar condition exists in the publications.
Although the Secretary is available to the press upon request, press
conferences are held on a somewhat irregular basis.
Electronic Media. The electronic media service function
is handled by the audio-visual division. Their recent work with
the Spotmaster has been fair. There is little hard news in the
daily features. Appearance of the Secretary and the frequency of
Presidential highlights are not optimized. Consumption of the
Spotmaster feeds should, however, receive a boost from a recent
postcard mailing to 3500 radio and TV stations to publicize the HUD
service. Fred Stuart, the electronic media specialist, has several
other electronic programs in the works. The first is a weekly
audiotape service which he is developing on contract. A pilot
tape will be sent out to test stations' acceptance in the ten major
market areas. If that reaction is 10% or better, the program will
RALD A. FORD UBRART
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move ahead. A similar service for the regional offices will be
developed afterwards. Stuart also intends to sell Washington TV
stations on doing a series of public service programs beginning
in August. A prototype program will be produced and presented
to the stations. Their response will determine if the series
moves ahead. Stuart also hopes to put together a videotape
featurette program by September 1st that would provide a monthly
feed to subscribing stations. A prototype is to be made as soon as
money is available and a survey made of the prospective consumer
stations.
Minority Media. While HUD has done a fairly good job in
gaining visibility for its two top Blacks, Assistant Secretaries
Jackson and Simmons, it has only just started a real program for
gaining visibility for other Blacks and for promoting Departmental
accomplishments of particular interest to minorities. HUD has
taken the initiative to publicize its fair housing public service
advertising campaign, and a similar effort will be made with other
areas at HUD as their minority media plan gains momentum. HUD
now has a responsible professional and a comprehensive strategy
for servicing the minority media.
Operations
Mailing. HUD has a highly sophisticated mailing capability
with a comprehensive, yet highly selective, series of mailing lists.
These are reportedly well utilized in communicating to constituent
group organizations.
Scheduling. HUD does a relatively good job in scheduling
Departmental officials. However, an improvement could still be
made in lining up regional radio and TV appearances.
Monitoring. HUD's monitoring procedures have been
improved. The wires are reviewed periodically, and the sub-
scription list of metropolitan dailies has been increased. Responses
are also solicited from stations on their use of HUD electronic feeds.
Regional Offices advise the Department when a crisis is building.
Work Remaining
Des Barker, coordinating with the rest of the Departmental
liaison team, will follow-up to ensure that a strong deputy is brought
in to take charge of Judge's management problems.
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DEPARTMENT OF TRANSPORTATION
Present Situation
General Management
Staff. DOT's new Director of Public Affairs is David
Crowther, formerly head of public affairs for Lockheed.
Performance of the public affairs office has improved considerably
since Crowther's arrival.
Control and Coordination. Control of the regions' and sub-
Agencies' production is tighter than most Departments. The Office
of Public Affairs reviews and clears all news releases, films,
publications, speeches of political appointees, and announcements
of grants and contracts. Hill testimony is also reviewed for
comment. Coordination of the sub-Agencies is accomplished
primarily through weekly meetings which plan for the following
week's activities. Also, at these meetings speech inserts are
arranged for and programs involving two or more sub-Agencies
are coordinated.
There are no regional public affairs officials representing
the Departments as a whole and the prospect of getting authorization
for them past the Congress is doubtful. Two sub-Agencies (FAA
and Coast Guard) have regional PIO's, but using them for Depart-
mental communications activities has proven marginal. Consequently,
the administrative assistants to the regional Secretary representatives
have been pressed into service. This arrangement is working
satisfactorily.
Media Liaison
Press. The press release mechanics are unusually good.
In addition to the normal procedures, Transportation has a tele-
copier link among its various divisions to get press releases out
regionally. There has been significant increase in highlighting of
the President's involvement and leadership in major announcements.
A Departmental newsletter has also been established.
Electronic Media. Paul Young, who runs DOT's electronic
media liaison effort, is getting Secretary Volpe to produce more
radio/TV feeds and do more regional TV appearances, apparently
FORD A LIBRARY RALE
30
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because the Secretary's staff now sees the potential value of these
activities. Young also now heads a new electronic media division
which draws material from both Fred Morrison's Departmental
liaison division and Oscar Griffin's news division.
Minority Media. Under Secretary Volpe's leadership, DOT
has initiated several innovative programs to relate initiatives to the
minority community. They are far ahead of White House standards
in providing material for the minority media and are getting good
coverage as a result. An experienced Black newsman has overall
responsibility for this function and has effectively given visibility
to Volpe and supergrade minorities.
Operations
Mailing. DOT's mailing capability is adequate. Mailings
are periodically sent to various publications and groups.
Scheduling. The Secretary has good scheduling, and to a
slightly lesser degree, this holds for the Under Secretary. However,
the scheduling of Assistant Secretaries and administrators could be
significantly improved. Although there is a speakers bureau to
coordinate speaking invitations, there is no follow-through to
schedule Departmental spokesmen to obtain maximum exposure.
Monitoring. DOT's monitoring is adequate. The wires are
monitored continually. Radio and TV spot reports are contracted
out on a selected basis to cover Washington and New York stations
when critical releases go out. A press clipping service is contracted
to cover the national press plus regional press when requested. Also,
more use is made of the regional officials. They are asked to send
significant clips and to report telephonically on emergency items
which merit a response.
Work Remaining
Des Barker, coordinating with the rest of the Departmental
liaison team, will follow-up to ensure that the speakers bureau
operation is expanded to include scheduling of Departmental
spokesmen to maximize amplification of their speaking engagements.
RALD GERALD BRAR A. LIBRARY FORD
33