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This file contains:
Notes on capaign organization. 3 pages [Memo], 11/19/1961
Field Division. 2 pages. [Memo], 11/19/1961
Contact Division. 2 pages. [Memo], 11/19/1961
Public Relations Division. 2 pages. [Memo], 11/19/1961
Strategy Division. 2 pages. [Memo], 11/19/1961
Headquarters Operations. [Memo], 11/19/1961
Candidate's Staff. [Memo], 11/19/1961
Candidate's Schedule. 2 pages. [Memo], 11/19/1961
Notes on 1956 Southern California Report. 3 pages. [Report], n.d.
Public Relations, Contact, Field, Administration, and Finance. [Memo], n.d.
Organizational Chart. Duplicate not scanned. [Memo], n.d.
Work Sheet to Accompany Organizational Chart. 3 pages. [Memo], n.d.
How to develop an organizational chart for the Nixon for Governor campaign. [Memo], n.d.
Loose leaf outline map of California. [Other Document], n.d.
Blank Organizational Chart. Oversized- not scanned. [Other Document], n.d.
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26127816
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WHSF: Returned, 57-5
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document
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1
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id
26127816
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contentType
document
title
WHSF: Returned, 57-5
description
This file contains:
Notes on capaign organization. 3 pages [Memo], 11/19/1961
Field Division. 2 pages. [Memo], 11/19/1961
Contact Division. 2 pages. [Memo], 11/19/1961
Public Relations Division. 2 pages. [Memo], 11/19/1961
Strategy Division. 2 pages. [Memo], 11/19/1961
Headquarters Operations. [Memo], 11/19/1961
Candidate's Staff. [Memo], 11/19/1961
Candidate's Schedule. 2 pages. [Memo], 11/19/1961
Notes on 1956 Southern California Report. 3 pages. [Report], n.d.
Public Relations, Contact, Field, Administration, and Finance. [Memo], n.d.
Organizational Chart. Duplicate not scanned. [Memo], n.d.
Work Sheet to Accompany Organizational Chart. 3 pages. [Memo], n.d.
How to develop an organizational chart for the Nixon for Governor campaign. [Memo], n.d.
Loose leaf outline map of California. [Other Document], n.d.
Blank Organizational Chart. Oversized- not scanned. [Other Document], n.d.
citationUrl
collections
Richard M. Nixon's Returned Materials Collection
Returned White House Special Files
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26127816
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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
57
5
11/19/1961
Memo
Notes on capaign organization. 3 pages
57
5
11/19/1961
Memo
Field Division. 2 pages.
57
5
11/19/1961
Memo
Contact Division. 2 pages.
57
5
11/19/1961
Memo
Public Relations Division. 2 pages.
57
5
11/19/1961
Memo
Strategy Division. 2 pages.
57
5
11/19/1961
Memo
Headquarters Operations.
Friday, July 20, 2007
Page 1 of 3
Box Number Folder Number Document Date
Document Type
Document Description
57
5
11/19/1961
Memo
Candidate's Staff.
57
5
11/19/1961
Memo
Candidate's Schedule. 2 pages.
57
5
n.d.
Report
Notes on 1956 Southern California Report. 3
pages.
57
5
n.d.
Memo
Public Relations, Contact, Field,
Administration, and Finance.
57
5
n.d.
Memo
Organizational Chart. Duplicate not scanned.
57
5
n.d.
Memo
Work Sheet to Accompany Organizational
Chart. 3 pages.
57
5
n.d.
Memo
How to develop an organizational chart for
the Nixon for Governor campaign.
Friday, July 20, 2007
Page 2 of 3
Box Number Folder Number Document Date
Document Type
Document Description
57
5
n.d.
Other Document
Loose leaf outline map of California.
57
5
n.d.
Other Document
Blank Organizational Chart. Oversized- not
scanned.
Friday, July 20, 2007
Page 3 of 3
Sunday, November 19, 1961
NOTES ON CAMPAIGN ORGANIZATION
GENERAL
The structure of this campaign organization is designed
to separate the three basic functional areas of finance, strategy and
operations. It is understood that the Manager's responsibility is
for the area of operations only and that others will be responsible
fo finance (both fund-raising and disbursements) and strategy
(both development of issues and counsel to the cnadidate on political
strategy). It will obviously be the Manager's function to coordinate
operations with both of these other phases of the campaign and to pro-
vide staff facilities for carrying out all plans.
A primary factor in establishing this format for campaign organiz-
ation is the decision on the part of the candidate and the present strategy
group not to retain a professional management organization for this
campaign. This means that the many functions sometimes assumed by
such an organization will be executed by staff members of the campaign
organization itself. It follows, therefore, that the campaign organiz-
ational structure will be substantially larger than is the case when a
management firm is retained.
It is the strong recommendation of the Manager that all concerned
recognize the desirability of assembling a key executive staff of top
-2-
people in the specific areas concerned to whom full responsibility for
their assignments can be delegated. This means the willingness to
pay adequate salaries for top personnel. In the long run, this will
be an economy since it will enable the campaign to rely on the services
and counsel of outstanding people rather than those who are mediocre
or just adequate.
It must also be recognized that the nature of this campaign and
candidate are substantially different than the usual situation. This
candidate has a number of unique personal advantages due to his past
positions, which also are liabilities in the sense that they make nec-
essary a larger and more specialized staff than is the case for a less
well-known candidate. This particularly applies in the areas of anser-
ing mail etc.
The candidate and the strategy group also have a number of
goals and ideas regarding the building of the Republican Party in
California and the attraction and assistance of outstanding candidates
for other state offices. Successful execution of these ideas will depend
on a staff that is adequate in numbers and outstanding in abilities.
The material that follows will outline present thinking as to the
composition and responsibilities of the various contemplated staff
members. This covers the general area of campaign operations only,
and does not go into the non-operational or non-staff areas of finance
- 3
and strategy.
It is proposed that the operating division of the campaign be
divided into four major subdivisions - Field, Contact, Public Relations
and Strategy - plus two secondary subdivisions - candidate's staff and
headquarters' management.
It is the Manager's recommendation that serious consideration
be given to the possibility of acquiring top staff people on a loan basis
from industry. In addition to the obvious advantage of cutting staff
costs, this, in many cases, would make it possible to acquire people
of much higher caliber than are normally available on a paid political
professional basis.
Sunday, November 19, 1961
FIELD DIVISION
RESPONSIBILITIES
Basic
The primary assignment of the field division will be to set
up on a statewide basis a complete Nixon political organization consist-
ing of county chairmen, city chairmen, precinct chairmen and block
chairmen.
The basic assignment for this precinct organization will be
to conduct a complete pre-primary canvass of all residential units
in the state to classify all eligible voters as pro-Nixon, anti-Nixon or
undecided, and to determine their registration status as Republican,
Democrat, Independent or not registered. Following this initial
canvass it will be the organization's duty to be sure all pro-Nixon
eligible voters are properly registered as Republicans, so that they
can vote in the primary. No attempt will be made to sell the anti-
Nixon voters on any change in attitude nor to register or vote them.
On election day, this organization will be responsible for securing the
votes of all pro-Nixon voters.
Following the primary, this organization will continue its
efforts as the basic Nixon unit, but can, of course. be filtered into
the Republican Party organization in order to bolster any basic precinct
weaknesses therin.
-2-
Secondary
The Nixon precinct organization will also, of course, have
the traditional responsibilities for distribution of literature, lining up
volunteer personnel for telephone, addressing and other basic activities,
development of study groups on issues for those so interested and turn
out for meetings for the candidate or his representatives when in their
territory.
STAFF
The Field Division will be headed by a Field Director who
should be a top-level, managerial executive with strong experience
in precinct organizational work and in the direction of field men.
His staff will consist of a secretary and, at the outset, four or
five field men. It may, of course, be necessary to add additional field
men as the campaign progresses. The field men will be assigned
geographically so that altogether they cover the entire state. It is hoped
that at least some of these men can be donated by industry.
Sunday, November 19, 1961
CONTACT DIVISION
RESPONSIBILITIES
Basic
This division has two basic responsibilities:
1. The establishment, implementation and operation
of the normal group committees by interest areas - such as
doctors, lawyers, veterans, negroes etc.
2. The establishment, implementation and direction
of an intensive WIN program along the lines established by
Senator Fong in Hawaii. This contemplates occupational group
committees in every community covering every possible occup-
ational group organized for Nixon. Thus, there would be a
Redondo Beach Barbers for Nixon, Hodcarriers for Nixon,
Manicurists for Nixon etc. Each of these community occupational
groups would have a chairman and as many members as possible.
Servicing of these groups would be the responsibility of the
Contact Division. This would include publicity, provision of
materials for dissemination to members relating to their specific
interest areas, and specialized direction of activity relating to
their occupational groups i.e. barbers should be provided with
talking points, in simple form, to use with their customers and
with literature to put on magazine stands in their waiting areas.
-2-
The same would apply to beauticians etc. Shopkeepers
should be provided with display materials for their windows.
There are many other opportunities for detailed follow through
in this area.
Secondary
The Contact Division will also have the general assignment
of making sure that anybody who wants to help in the campaign is given
that opportunity and is given an assignment commensurate with his
interests and abilities. This, needless to say, is a Herculean task
and proper execution of it could have vast long-range effects on the
strength of the Republican Party in California.
STAFF
At the outset, at least, the staff for the Contact Division would
consist of a Contact Division Director and a secretary. This Director
must be a man of outstanding managerial and organizational ability
with tremendous zeal and drive and imagination. The opportunities
here are limitless and the extent to which they are capitalized
depends greatly on the individual heading this division. It is possible
that the division will not need additional staff since it will draw on the
staff facilities of the other campaign divisions to service its programs,
and volunteers to execute them.
Sunday, November 19, 1961
PUBLIC RELATIONS DIVISION
RESPONSIBILITIES
Basic
This division will be responsible for all campaign operations
and activities in the public relations field, in its broadest sense. This
will include coordination with the Public Relations Advisory Committee
and its core Steering Committee and the execution of decisions made
by this group. The broad areas would include those of campaign
publicity, advertising, materials and speakers bureau.
Secondary
This division would also be responsible for the servicing of all
other campaign divisions in the areas outlined above.
STAFF
The Public Relations Division would be headed by a Public
Relations Director who should be an experienced politician with solid
background in the areas of public relations, publicity and advertising.
His job will be to sit on the Public Relations Advisory Committee as its
staff man, to prepare the agenda for this committee, and to execute
the decisions made by the committee. He will serve as administra-
tive head of the division, which will encompass a number of other staff
people. He will also function as advertising manager for the campaign,
-2-
and in this capacity, handle all contact with the advertising agency.
Under the Public Relations Director, it will be necessary to
have several key staff people to carry out the various functions of this
division on a fulltime basis.
A News Bureau Director with a secretarial assistant will be res-
ponsible for preparation and placement of all publicity releases and
material regarding all phases of the campaign and its activities except
the direct activities of the candidate himself.
The Speakers Bureau Manager will have responsibility for
recruiting, training and scheduling campaign speakers from all fields
for all types of forums. This function can probably be performed by a
competent executive secretary type gal, who has had some experience
in this area.
The Campaign Materials Manager will be responsible for pre-
paration and dissemination of all campaign materials including buttons,
bumper strips, stickers, literature, fact books etc. plus coordination
of jewelry and other materials to be offered for sale.
Sunday, November 19, 1961
STRATEGY DIVISION
RESPONSIBILITIES
Basic
This division will be responsible for supplying the candidate
with material on issues and statistical and other political stra-
tegic data.
Secondary
The Strategy Division will also service other divisions of the
campaign organization with necessary research and statistical material
for preparation of speakers manuels, brochures and for direction of the
field organization in assigning quotas etc.
STAFF
This division will be headed by a Staff Director, who will be
responsible for coordination of the division's assignments. A Research
Director, who might be a top individual available on a part-time rather
than a fulltime basis, will direct all basic research activities by the
staff and task forces.
This division will assimilate the two research staffers now under
contract to the candidate and will undoubtedly require one or two additional
researchers and a secretary.
The staff members of this division will work closely with the
special advisers to the candidate in the areas of strategy and issues,
-2-
and will provide the staff material for decisions in this area and for
the candidate's speaking material.
This division would also coordinate and assimilate intelligence
and counter-intelligence activities by persons outside the basic campaign
organization.
Sunday, November 19, 1961
HEADQUARTERS OPERATIONS
RESPONSIBILITIES
The Headquarters Operation group will be responsible for
providing facilities, equipment and space to all members of the cam-
paign organization in all of their activities.
STAFF
A Headquarters manager will oversee the physical and per-
sonnel needs at headquartérs. Additional staff members will be re-
quired to man the switchboard, the reception desk, the mimeograph
machine, the shipping and mailing department, and the steno and
typist pool who will be available to fill in wherever needed in the
various divisions.
Sunday, November 19, 1961
CANDIDATE'S STAFF
RESPONSIBILITIES
This staff will work directly with the candidate handling his
own personal requirements as contrasted to those of the campaign
organization.
STAFF
The candidate's present staff consists of his executive secretary,
an assistant secretary, a press aide, and his office manager who over-
sees handling of the candidate's mail.
In addition to this existing staff it is anticipated that a personal
aide to the candidate, a tour manager who travels with the candidate
at all times and is responsible for travel arrangements, and an excerpt
man who will prepare release material, will be required.
Sunday, November 19, 1961
CANDIDATE'S SCHEDULE
GENERAL PROCEDURE
All incoming requests for appearances by the candidate will be
acknowledged by the candidate's mail office if they have been directed
personally to him, and then will be transmitted to the Schedule Committee
for action. Requests coming directly to the campaign organization will
be answered immediately by the schedule secretary and then be referred
to the Schedule Committee for action.
The Schedule Committee will be responsible for review of all
requests and initiation of additional requests where advisable, and will
make final recommendations to the candidate regarding all scheduling of
his time.
The Schedule Committee will have a fulltime secretary assigned
to it to coordinate all scheduling activity.
SCHEDULE COMMITTEE
This committee will consist, at the outset, of the campaign man-
ager, the candidate's executive secretary and one or more special advisers
to the candidate, and the candidate's press aide.
The committee's initial responsibility will be to review all pending
speaking requests and to plan a general campaign itinerary for the candidate
for the months of January and February.
SCHEDULE SECRETARY
-2-
One fulltime secretary will be responsible for the candidate's
schedule. She will coordinate and record all activities of the Schedule
Committee and maintain files and records on speaking requests and
plans.
She will also handle all corresponsence regarding the candidate's
schedule and work with the candidate's tour manager in making specific
plans and reservations for trips.
NOTES ON 1956 SOUTHERN CALIFORNIA CAMPAIGN REPORT
Absentee Ballots
Appoint manager to develop activity on absentee ballot mechanism
including contact with hospitals, sanitariums, travel agencies, airline
and railroad offices to secure cooperation in distributing applications.
School precinct organizations in use of absentee ballot and obtain sufficient
supplies to insure total coverage.
Distribution available at least 30 days prior to closing of filing
date. Prepare simple manual on application and casting of ballots made
available to all campaign workers and potential absentee voters, here
adding a campaign bulletin. Assign a staff writer to preparation and
editing of an interesting, concise and readable weekly campaign bulletin
to be sent to all members of the campaign organization. - basically, a
newsletter.
Contact Division
See Henry Kearns' report for outline of division of responsibility
and contact to two groups - committee development and group communic-
ation - also, for rundown on groups used in 1956 campaign, and procedures
followed for communication.
Coordination
It is desirable to establish regular weekly meetings. As the
chairman of all volunteer organizations and miscellaneous divisions of
the campaign, accurate minutes should be taken and distributed to respec-
tive leaders immediately after the meeting.
Foreign Language Operations
A campaign chairman of top management ability should be appointed
to supervise the overall language group operations. Subdivisions within
that would be the Spanish speaking group, the French and Italian group,
the Baltic and Mid-European group and the Japanese and Chinese group.
Headquarters
This report emphasizes that a minimum of 10,000 square feet is
-2-
needed for headquarters with parking for at least 50 cars. Switchboard
service should have a minimum of 20 trunk lines and adequate extensions
suitable for 2 switchboard operators, and a minimum of 20 additional
direct lines should be available.
Jewelry
A separate manager should be placed in charge of jewelry operation
preferably someone with experience in merchandising and similar material.
A central scource for jewelry and novelty material should be established
from the main headquarters and distributed throughout County and local
headquarters. It is believed that this could be a valuable source of funds.
Lists of Volunteer Workers
The file for 1956 was maintained with a card for each volunteer in
four copies; one list alphebetical, one geographical, one by campaign
assignment and one to turn over to appropriate campaign executives. The
cards were made up on paper in pads of four vari-colored copies so as
to facilitate automatic distribution. Master lists should be maintained on
a confidential basis and up-to-date, and one individual on the campaign
management staff should be responsible for this.
Speakers Bureau
Recommendation that Speakers Bureau personnel include a director,
research assistant and secretarial help.
Special Events
It is recommended that a Special Events chairman or manager be
selected who has ability to judge and effectuate public relations policies.
This manager will require at least two and sometimes three assistants.
Areas of responsibility include scheduling, managing and crowd producing
of meetings for dignataries, coordinating Young Republican activities,
women's teas, airport receptions, special luncheons, presentation of
scrolls to specific committees, distribution of specialized campaign gimmicks,
handling of the women's brigade and assisting in other campaign acitivities.
In other words, they are responsible for all assignments that don't normally
fall into another committee's basic responsibility.
Supplies
The supply department distributed the following quantities of items
during the 1956 campaign.
-3-
Bumper strips - 753,000
Windshield stickers - 339,000
Campaign tabs - 300000
General campaign folders - 250,000
Campaign buttons - 100,000
Volunteer postcards - 100,000
Plus a great number of miscellaneous additional items.
Public Relations
Contact
Field
Administration
Finance
Polls
Agriculture
Community
HQ manager
Fund raising
Direct Mail
Businesses
Precinct (poll)
Switchboard
Budget
Literature
Professions
Clubs
Personnel mgr.
Advertising
(labor)
Field men
Supplies
Newspaper
Radio-TV
(women)
Shipping
Research
WIN
Volunteers
Candidate
Opposition
Youth
Campaign materials
Speakers Manual
Nationalities
Speakers Bureau
Assembly
Publicity
Old Timers
Veterans
Negroes
Candidate Itinerary
"
Schedule
ADVISORY COMMITTEE
STATE CHAIRMAN
STEERING COMMITTEE
NORTHERN CALIFORNIA
SOUTHERN CALIFORNIA
CHAIRMAN
CHAIRMAN
CAMPAIGN MANAGER
STRATEGY & ISSUES CHAIRMAN
ITINERARY CHAIRMAN
EXECUTIVE DIRECTOR
RESEARCH DIRECTOR
CANDIDATES
ISSUES
POLLS
PUBLIC RELATIONS
CONTACT
FIELD
ADMINISTRATION
FINANCE
CHAIRMAN
CHAIRMAN
CHAIRMAN
CHAIRMAN
CHAIRMAN
PUBLICITY
AGRICULTURAL
COUNTIES
HEADQUARTERS MANAGER
FUND RAISING
TELEVISION
BUSINESS &
COMMUNITIES
VOLUNTEERS
BUDGET
INDUSTRIAL
RADIO
PRECINCTS
PERSONNEL
OUTDOOR ADVERTISING
EDUCATIONAL
CLUBS
SUPPLIES
NEWSPAPER ADVERTISING
PROFESSIONAL
SHIPPING
MISC. ADVERTISING
VETERANS
DIRECT MAIL
LITERATURE
SPEAKERS BUREAU
SPEAKERS MANUAL
WORK SHEET TO ACCOMPANY ORGANIZATIONAL CHART
1. Special Advisors: Individuals of the candidate's choosing who would
work with the candidate on special assignments, i.e.
issues, television, strategy, etc.
2. Coordinating Council: Approximately five (5) persons inclusive of the
chairman from the North and the South, who would meet
regularly regarding campaign policy and strategy in
addition to general and specific reporting on the
execution of previous policies and campaign tempo.
These would be chosen from the membership of the
respective steering committees.
3. Northern Director: Would work under the direction of the campaign
director; serves as an executive director to the
Northern chairman and work with the Northern steering
committee.
4. Northern Chairman: Member of the Coordinating Council; chairman of
the steering committee.
5. Northern Steering Committee: Pre-primary--individuals chosen at large
Field Dis
for specific responsibilities on a regional basis,
i.e. six of these persons would help choose the
volunteer county chairman and would meet regularly
with that regional board.
6. Activities of Professional Help: Carry out staff functions of coordin-
ating and employing a staff field organization;
PR Div -
handling the press and publicity for the northern
area and the production, etc. of campaign materials
and supplies. These would work under the direction
of the Northern steering committee.
7. Northern Headquarters: All of the responsibilities of a headquarters
to service the northern 48 counties. This again
would be under the responsibility of the steering
committee and one of its members.
8. Regional Board:
There would be six (6) for Northern California. The
composition would be as follows:
Pre-primary - each region would be represented by the
volunteer chairman from those counties within the
region, also the member of the steering committee
who!s responsibility is that region.
General - representation on the regional board would
also include the Republican Party chairman for the
respective counties.
9. County:
The counties for the regions involved for all
practical purposes would have two representatives,
the volunteer chairman and the party chairman. The
working arrangement would be dependent upon whether
the election is pre-primary or general, but the
specific functions of each individual and their
specific workers would be definitive as to areas of
responsibilities and authority. In this manner the
coordination and delegation of authority would be
pre-determined.
10. County Volunteer Chairman: Would be responsible for conducting the
campaign for non-Republicans and the operation of the
candidate's volunteer clubs. This whole operation
would be coordinated with the party chairman and
established on the regional level.
11. County Republican Party Chairman: Would be responsible for this
cand idate's election campaign following the primary
election. Would be involved in behind-the-scenes
coordination of the pre-primary campaign. This would
take on the form of correct intra-party communication.
12-15 and
Examples of the delineation of responsibilities.
16-19
This points out for example the need for two head-
quarters operations, finance committees, press and
publicity, etc. Also the development, similar to
the past campaign, of the party's precinct operation
well coordinated with the volunteer operation
telephone.
To develop an organizational chart for the Nixon for Governor campaign necessitates
a basic desision on the personnel involved and their specific function. Once this
is determined it is a relatively simple matter to chart the proper procedure.
There are though some simple, basic yet extremely important rules which should be
observed in this process. This naturally is based upon corporate organizations
and should, at least theoritically, serve as an excellent guide.
1. Determine and state the objectives of this chart and then develop the chart
to fulfill these requirments. (This by one approach could be accomplished by
a written description of each position)
2. There must be clear lines of authority from top to bottom of the organization.
(One should be able to trace the line of authority from the 'Campaign Director'
to the individual volunteer worker—the 'chain of command')
3. No one in the organization should report to more than one line supervisor.
Everyone in the organization should know to whom he reports and who reports
to him. (Unity of command)
4. The responsibilities and authority of each supervisor should be clearly
defined in writing.
5. The responsibility of higher authority for the acts of its subordinates
is absolute.
6. Authority should be delegated as far down the line as possible. (Decision
making power placed nearer the scene of action.)
7. The number of levels of authority should be kept at a minimum. (Otherwise is
becomes too lengthy a process, for a campaign period, to fulfill duties and
proper communications.)
8. The work of every person in the organization should be confined, as far as
possible, to the performances of a single leading function. (Our general
campaign principle of specialization.)
9. Whenever possible, line function should be separated from staff function
and adequate emphasis should be placed on important staff activities.
(Generally speaking line functions are those which accomplish the main
objectives; staff function those which provide service, advice, control
and coordination for the line functions.)
10. There is a limit to the number of positions that can be coordinated by
a single executive.
11. The organization should be flexible so it can adjust to changing conditions.
12. The organization should be kept as simple as possible.
The benefits of an organization based upon these principles are: disposes of conflicts
between individuals over jurisdiction; prevents duplication of work; makes communication
easier; shows the possibility for changes for the General; provides sound basis for
appraisal for the General; permits expansion and change and increases cooperation.
Ed Slevin
RAND MCNALLY
LOOSE LEAF OUTLINE MAP
CALIFORNIA
COPYRIGHT BY RAND MENALLY & COMPANY CHICAGO
OREGON
CURRY: JOSEPHINE
JACKSON
KLAMATH
DEL NORTE
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12R51
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