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An "Analysis of the Campaign Management in Dent Senate Races." 3 pgs. [Subject: Campaign] [Report], no date
From Dent to Haleman RE: political consulting in key states. 2 pgs. [Subject: Campaign] [Memo], 11/11/1970
From Chotiner to Haldeman RE: the campaign managers of various Republican political figures across the nation. 4 pgs. [Subject: Campaign] [Memo], 11/12/1970
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This file contains:
An "Analysis of the Campaign Management in Dent Senate Races." 3 pgs. [Subject: Campaign] [Report], no date
From Dent to Haleman RE: political consulting in key states. 2 pgs. [Subject: Campaign] [Memo], 11/11/1970
From Chotiner to Haldeman RE: the campaign managers of various Republican political figures across the nation. 4 pgs. [Subject: Campaign] [Memo], 11/12/1970
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Richard Nixon Presidential Library
Contested Materials Collection
Folder List
Box Number
Folder Number
Document Date
No Date
Subject
Document Type
Document Description
8
8
Campaign
Report
An "Analysis of the Campaign Management
in Dent Senate Races." 3 pgs.
8
8
11/11/1970
Campaign
Memo
From Dent to Haleman RE: political
consulting in key states. 2 pgs.
8
8
11/12/1970
Campaign
Memo
From Chotiner to Haldeman RE: the
campaign managers of various Republican
political figures across the nation. 4 pgs.
Wednesday, August 25, 2010
Page 1 of 1
ANALYSIS OF THE CAMPAIGN MANAGEMENT
IN DENT SENATE RACES
FLORIDA
Bill Cramer did not use a campaign "consulting" firm.
He had several long-time political associates and his
House staff. These included I. Lee Potter, who had
the title of Campaign Coordinator; Jack Insco, an old
friend who has been active in past Cramer campaigns;
Jim Bertram, who had the title of Campaign Manager,
but who shared responsibility with the others; and
Cramer's Administrative Assistant from the House,
Dick Haber. It was not felt that the Cramer cam-
paign was particularly well run and the results showed
on election day, but the cause of their defeat is broader
than poor management. Cramer did not spend a major
amount of money on management talent, probably because
he felt the above friends and employees were capable of
handling the job.
MARYLAND
J. Glenn Beall hired the firm of Civic Services, from
St. Louis, Missouri, to handle his campaign. The chief
personnel in this group are Roy Pfautch and Brad Hays.
Four months of assistance from them cost Beall $30,000.
Beall seems generally satisfied with their performance.
Brad Hays had been originally slated to work in the Maryland
campaign, but because of some adverse publicity he received
in the Washington papers, Pfautch and another man, Ed
Grief, worked Maryland. Pfautch performed well, and
although the press tried to draw him out and get him to
become "public", he remained strictly behind the scenes
and the Beall people were pleased with this. Even those
who found Pfautch personally difficult to work with agreed
that he produced, and that is what was needed. Essentially,
in this situation it is Pfautch's strong personality that pro-
duced the desired result here, and not any "consulting" effort
on the part of the firm. Beall's key staff man from the
Congressional office felt that the number of accounts the firm
- 2 -
was handling this year may have tended to keep Pfautch
from giving their campaign the undivided attention he
might otherwise have been able to give it. This, how-
ever, was a minor criticism.
NEW JERSEY
Nelson Gross had several management influences in his
campaign, including the firm of Bailey, Deardourff, and
Bowen. This group started working with Gross in January
and, in the opinion of the other manager in the campaign,
George Haag, probably got more than $200,000 in fees and
advertising benefits. Haag was paid $20,000 for about four
months. He ended up as the strong man in the campaign.
Deardourff, who represented his firm in New Jersey, was
not a full-time manager; although he did submit a "cam-
paign plan," which cost Gross $12,000 and was never
effectively used. Deardourff handled much of the adver-
tising and was "in and out" of the operation. (His firm
had campaigns going in Ohio, Pennsylvania, and Delaware.)
He was no match for the dominant Gross, and was not able
to make his influence felt. It certainly appears that Gross
did not get his money's worth from the Deardourff group.
TENNESSEE
Bill Brock hired Harry Treleaven and Ken Rietz, who have
some loose association with Jim Allison in the area of cam-
paign management. Brock was tremendously happy with the
performance of Rietz and only lukewarm on Treleaven. He
felt that Treleaven was perhaps spread too thin. Brock was
uncertain just how much money Treleaven made out of the
campaign, but guessed it was between $50,000 and $60,000.
Rietz was paid $40,000, plus expenses, for a period of some-
thing over a year. Brock definitely feels he got his money's
worth out of Rietz.
Brock felt the creative work done by Treleaven was very
ordinary and that he, as a candidate, didn't get any special
- 3 -
attention or personal handling that he apparently would
have appreciated from Treleaven. Briefly, Brock won and
he is happy, and he gives much of the credit to Rietz.
NEVADA
Bill Raggio, who had a continuing money problem, did
not use the services of any consulting firms. His key
man was Alan Abner, who, with his wife's help and
Governor Laxalt's monitoring, handled the management
end of the campaign. Abner is an owner/manager of a
Las Vegas television station. His cost to Raggio was
not prohibitive. Abner's earlier campaign experience
included Laxalt's gubernatorial race. Abner also
worked in the Nixon primary in Oregon in 1968, and in
the Presidential general election in Nevada in 1968.
Raggio probably got about what he paid for in this
situation and that wasn't an awful lot.
TEXAS
George Bush used Marvin Collins, of the firm Collins
and Naggs, of Texas, to manage his campaign, and Harry
Treleaven, who is associated with Jim Allison, to do his
media. The Allison-Treleaven-Bush relationship dates
back to the first Bush House race, and they certainly
enjoyed the full confidence of the candidate. It is
very doubtful that this group "took" George in this
race, for they were very personally and emotionally
involved in winning and paving the way for greater
political worlds to conquer.
Collins and Naggs know Texas politics well, and Collins
was a natural choice for the management role since Jim
Allison was involved with the Republican National
Committee. Collins was the manager for the successful
Holton race in Virginia last year, and has to be con-
sidered very politically sophisticated.
1970 gol
November 11, 1970
MEMORANDUM FOR
BOB HALDEMAN
FROM:
HARRY DENT
SUBJECT:
Outside Political Consultants
Maryland
The Beall campaign people feel that Roy Pfautch was a plus
to the campaign. He came in late and took on a very dis-
organized and inept campaign. He gave full-tine to the
effort, 50 he was more like a campaign manager than just an
outside consultant, although he was an outsider and intended
to be only an outside consultant.
Tennessee
Ken Rietz was an outside consultant but turned out to be the
campaign manager, although his main talent is TV production.
Brock is pleased---again, primarily because he was in the
state virtually full-time. Rictz is associated with Harry
Treleavan.
Texas
Marvin Collins is a protege of Jim Allison. He is a political
consultant for hire and is a Texas boy. Bush was pleased.
Again, he vas a full-time campaign manager.
Now Jersey
John Deardorff is a professional consultant who was not a
- 2 -
full-time manager in New Jersey. He is the man who advised
Gross to veer away from the President early in the campaign.
Gross never recovered from this. The Republicans and the
public didn't trust him fully after he switched back. Gross
secms to find no great fault Lero. However, Deardorff was
in and out considerably. His value here is judged to be
marginal and not worth the price.
SUMMARY:
In the other states, local people were used and not outside
professionals. Thus, the message I get is that a political
consultant who nerely runs in and out and advises from a
distance is not worth too much and costs considerably. However,
one who is used as a full-time compaign manager is OK.
I am checking further to try to get a reading on the actual
costs involved in using these types.
SIRIC TLI
CONFIDENTIAL
November 12, 1970
ADMINISTRATIVE MARKING
DETERMINED BE AN
By
E.O. EMP 12065 Section 6-102
Date 11-4-80
MEMORANDUM FOR
H. R. HALDEMAN
FROM:
MURRAY CHOTINER
RE:
CAMPAIGN MANAGERS
CALIFORNIA
Murphy for Senate/Bill Roberts
Roberts knows his business but too many times I would
call the Murphy headquarters and was informed that he
was at his own office, which means, like SO many other
professional campaign managers, he had other "fish to
fry" which required his attention.
Like too many professional campaign managers who have
their own agencies he was Inclined to concentrate on
media which is commissionable -- as a result precinct
organization, direct mail and the volunteer side of a
campaign is relegated to sedond place.
ILLINOIS
Smith for Senate/Jim Mack
Nice guy but never seemed to be able to give an answer,
which meant he had to check with other people. He may
have been the manager in name but not in fact. I also felt
I was merely relaying messages to "someone" through him.
STRICTLY
CONSTDER
MAL
STRICTLY
4
INDIANA
Roudebush for Senate/Gordon Durnll
Durnil is a fine person but obviously without authority.
Everything went through Kelth Bulen. Bulen had so many
things going at the same time that sometimes it was hard to
know which project received his undivided attention.
MICHIGAN
Romney for Senate/Al Boyer
He is very personable, has good ideas, but I always felt he
lacked political judgment.
MISSOURI
Danforth for Senate/Wayne Millsap
Millsap is a lawyer and was one of the hardest working
managers of all those with whom I came into contact. He is
knowledgeable.
NEW MEXICO
Carterifor Senate/Dennis Howe
He was a hard worker, was knowledgeable, but I always
felt he didn't have enough confidence in himself.
Domenici for Governor/Jim Morris
He seemed to lack the necessary experience to wage a state-
wide campaign.
NORTH DAKOTA
Kleppe for Senate/Jim Groot
He was imported from out of state through Jim Allison. He
seemed particularly well-qualified and know what he was doing.
STRICTLY CONFIDENTIAL
STRICTLY CONFIDENTIAL
3
OHIO
Taft for Senate/John Kelley
This is another case where he didn't scem to have either
authority to act or confidence to do so,
UTAH
Burton for Senate/Brad Hays
Exceptionally well-qualified. The only objection to Brad
Is that he was spread between Utah and Wyoming, with
excursions to Virginia and elsewhere. He was part of the
Roy Plautch organization.
Other possible objections to Brad's operation were that
the local people resented to the very end the importation
of an out of state manager and the fact that he always
wasn't available on the scene.
WYOMING
Wold for Senate/Roy Plautch
Roy is very knowledgeable but, here again, was another
case of a professional organization taking on too much work.
The result was -- he was not available and Brad Hays had
to come over from Utah to assist.
General observations are:
1.
My contacts la most inotances were with the candidates.
Therefore, other than those listed above, I cannot give you im-
pressions of managers in other States.
2.
Professional managers, strictly specking, are not the
answer. We need Party people who are campaign oriented with
the ability to conduct campaigns.
STRICTLY COMPIDENTIAL
STRICTLY CONFIDENTIAL
4
3.
They should not be spread too thin. A statewide
campaign is all a good campaign manager should endeavor
to handle.
In short, we need more good campaign managers.
STRICTLY CONFIDENTIVL