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This file contains:
Report on the Republican National Committee, its relationship with the White House, and its role in elections. Handwritten notes added by unknown. 25 pgs. [Subject: Campaign] [Report], no date
From Bill Brock and Rietz to RN RE: the reorganization of the Republican National Committee. Report on RNC relations with the White House and the organization's role in elections attached. 26 pgs. [Subject: Campaign] [Memo], 10/30/1972
Handwritten notes on the reorganization of the Republican National Committee. 2 pgs. [Subject: Domestic Policy] [Other Document], no date
Photograph of RN greeting a crowd of young people. 1 pg. [Subject: Domestic Policy] [Photograph], no date
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WHSF: Contested, 23-4
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This file contains:
Report on the Republican National Committee, its relationship with the White House, and its role in elections. Handwritten notes added by unknown. 25 pgs. [Subject: Campaign] [Report], no date
From Bill Brock and Rietz to RN RE: the reorganization of the Republican National Committee. Report on RNC relations with the White House and the organization's role in elections attached. 26 pgs. [Subject: Campaign] [Memo], 10/30/1972
Handwritten notes on the reorganization of the Republican National Committee. 2 pgs. [Subject: Domestic Policy] [Other Document], no date
Photograph of RN greeting a crowd of young people. 1 pg. [Subject: Domestic Policy] [Photograph], no date
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Richard Nixon Presidential Library
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23
4
>
Campaign
Report
Report on the Republican National
Committee, its relationship with the White
House, and its role in elections. Handwritten
notes added by unknown. 25 pgs.
23
4
10/30/1972
Campaign
Memo
From Bill Brock and Rietz to RN RE: the
reorganization of the Republican National
Committee. Report on RNC relations with
the White House and the organization's role
in elections attached. 26 pgs.
23
4
>
Domestic Policy
Other Document
Handwritten notes on the reorganization of
the Republican National Committee. 2 pgs.
23
4
Domestic Policy
Photograph
Photograph of RN greeting a crowd of young
people. 1 pg.
Tuesday, June 21, 2011
Page 1 of 1
DETERMINED TO BE AN
CONFIDENTIAL
ADMINISTRATIVE MARKING 6-102
E.O. 12065, Section
3-17-82
By
EF
NARS, Date
Introduction
During the first three and one-half years of the Nixon
Administration, the President's popularity with the American public
has risen dramatically. From an election day 1968 backing of 43 per
cent, it has grown to an autumn 1972 figure of over 60 per cent. Plus,
the record of his Administration continues to be even more popular,
with over 70 per cent of the public supporting specific Presidential
initiatives such as in Vietnam and on the economy.
This new popularity of the President's is not only with the
traditional Republican voter, but also with the "new majority" --
Independents and Democrats from the ranks of the young, Catholic,
ethnic, Jew and blue collar worker. He has captured the imagination
of this broad cross-section of America with dramatic trips to China
and Russia and bold actions to steady the nation's economy.
Specifically with young Americans there is dramatic new
attitude toward the President. It is no longer unacceptable to support
him. In fact, the latest Gallup Poll shows the President running even
with Senator McGovern on the college campuses, our most difficult
battleground. With this change in attitude has come an even more
important change in mood. Along with support for the President, it
is once again acceptable to support the United States, its Flag and
traditional American values. There is pride in the American experiment
CONFIDENTIAL
-2-
of 1776 and belief that the country needs and in fact can return to
these goals.
The key to the direction America will take during the next few
years lies in the continuation of this mood. The new majority will
stand behind the President as long as he continues the bold and
courageous action that has marked his first four years. Majority status
for the Republican Party can evolve from this "new majority" but only by
following the creativity and pragmatism of Richard Nixon. If there is a
weakness in the President's support, it lies not with his leadership but
with the failure of the Republican Party to provide him with articulate
and attractive elected spokesmen at the state and community level.
The image the Republican Party has built up over the last
several years is an image of exclusion rather than inclusion. While an
assault on the opposition may have increased the fund raising potential
on selected occasions, it has decreased the election potential. In fact,
the number of people that identify themselves with the Republican Party
has gone steadily down until it has slipped to an incredibly low
percentage. Clearly, it is the Party that must change.
But this change does not hinge on increasing party identification
among the American people; no PR or advertising program can make that
happen. It does hinge on elective offices. If the Republican Party
can elect a majority of the House and the Senate in the next two years
while holding the Presidency, it will necessarily and intrinsically
CONFIDENTIAL
-3-
become the majority party. But, it can never be sold to the majority
of Americans simply by repetition of what it has stood for in the past.
This does not mean we should abandon our essential values,
but it does mean we need to adopt fresh approaches and utilize new faces.
How many times have we contributed to the development of exciting young
Democratic leaders by hanging on to the past in the person of our
candidate? How many other times have we done so simply because of a
lack of professionalism in the support of even our best potential
candidates?
Good candidates do abound in every state. They can be found --
and they will run, if assured of proper support in terms of management,
public relations counsel, demographic and political analysis, and the
rest. Once elected, they will constitute that all-precious asset of
visibility, the visibility of attractive, articulate Republican spokes-
men responsive at the community level to the component parts of the
"new majority".
In summation, we have simply passed the day when a candidate can
be elected merely because he belongs to one party or the other. It is
a time of independence among voters, and we must respond to that inde-
pendence by selling our candidates, not our party. If we can elect good
candidates who are Republican, then the American people will respond
CONFIDENTIAL
-4-
naturally by increasing their identification with the party.
It is from this shifting milieu that two important tasks emerge.
The first task is clearly the President's. To him falls the classic role
of the leader, to clarify, develop and represent the Party before the
American people. The second task is to elect our candidates to office,
and this belongs clearly to the RNC. Yet, it is a role that it is not
currently able to perform because of improper organization and the lack
of clear definition of function.
To undertake, then, this second task, we need to act now. The
Miami chant of "four more years" takes on an ironic twist when viewed
from the perspective of giving the President a team capable of implementing
his program. The magnitude of our endeavor warrants the plea "only four
more years?". Yet, it can be done. We must begin with the National
Committee.
In 1971, an off election year, the Republican National Committee,
the Congressional Committee, the Senate Campaign Committee and their re-
lated organizations took in $11,251,233. The following is a list of the
sources of those funds:
CONFIDENTIAL
-5-
RN Associates
1,359,164
Sustaining
4,369,194
Speaker Commission
82,591
State Payments
1,000
Special Projects & Misc.
61,871
Congressional
1,455,263
Gala Dinners
1,393,087
Boosters
622,425
Campaigner Programs
288,851
"Salute" Dinners
1,617,787
11,251,233
According to incomplete records, the initial budget requests
in 1971 called for the following expenditures:
Committee
RNC Operations
$4,211,030
Administrative Support
500,000
Finance Costs
1,159,315
Total RNC
5,870,345
Senatorial
958,675
Congressional
1,953,565
Boosters
750,000
Total
9,532,585
1968 Debt Reduction
900,000
1970 Campaign Expense
300,000
10,732,585
CONFIDENTIAL
-6-
Thus, 11 million dollars was spent on an RNC staff of more than
200, a Congressional Committee staff of 50, a Senate Campaign staff of
10, and a Republican National Finance Committee staff of 20. Altogether,
nearly 300 people worked in 1971 on a full-time basis -- virtually all in
Washington.
Good God! !
Overall, the Committees were too "staff" oriented and, with the
exception of the Senate Campaign Committee where only about $100,000
was committed to staff support, too "Washington" oriented. Unfortunately,
the large staffs have only resulted in an extremely low level of pro-
fessionalism, and shallow field support has resulted in a weak effort
to recruit effective candidates.
CONFIDENTIAL
Redefinition
The entire purpose of the RNC over the past four years has
been to foster a stronger and more efficient Washington operation in
which the staff has grown out of all proportion. It has taken in
and spent more money than in any time in history, while the rate
of Republican identification has gotten smaller and smaller. The
organization is self-oriented and self perpetuating. It builds
towards a stronger Republican Party while failing to realize that
a strong party elects people to office. In action and image, it
is fostering the party for the party's sake.
The goals of the Republican National Committee must be
redefined to concentrate on the enlistment and election of candidates
to office. The party structure is, of course, still important, but
without office holders there can be no viable party. Again, the road
to majority status for the Republican Party is through the electoral
process, not the identification process.
With the movement away from parties and toward independence among
the voters, particularly young voters, the RNC must begin to concentrate
-7-
CONFIDENTIAL
-8-
its efforts on convincing people to vote for individual candidates on
their merits -- not on the merits of the entire ticket. A maximum effort
must be aimed at the new majority - traditional Republicans, Independents,
and Republican-leaning Democrats - on behalf of individual candidates.
The new majority will become the Republican Party only after the individual
candidates are elected with the support of the new majority.
A two year plan should be outlined and put into operation at the
RNC. The sole purpose of this plan should be to win control of the
House and Senate. The efforts of the RNC should be targeted into 75
winnable House and 10 winnable Senate campaigns. All of its resources
should be aimed at those 85 campaigns. It should prepare campaign plans
for those races, recruit the candidates, train campaign directors and
supervise the campaigns. In addition, it should concentrate its efforts
on attracting the new majority to these candidates by reaching out through
special interest organizations.
Right!
This objective can only find resolution through coordinated
effort. That is, the Chairman of the RNC must take charge of all
activities. We cannot continue Hydra-headed, with Senate campaigns,
House campaigns, White House campaigns, Young Republicans, patronage,
finance, etc., each raising money and competing for limited financial
and managerial resources.
CONFIDENTIAL
Reorganization
With the purpose redefined, the reorganization of the Republican
National Committee staff structure becomes massive. It should be
streamlined and professionalized into a campaign, field-oriented
organization, rather than a PR operation. But, if done at all, this
must be accomplished in a matter of weeks, not months, following
November 7. A huge talent bank has again surfaced in the President's
campaign. Unless identified and enlisted, it will dissipate quickly
as individuals return to private employment.
The Young Voters for the President effort in 1972 had one
essential strength -- it was carefully planned in advance and the
plans were carefully followed. This is the secret of a winning campaign
and should be the purpose of the RNC over the next two years. Again, it
is essential that the RNC be reorganized and completely professionalized
soon so that it is capable of planning and implementing 85 targeted
campaigns.
The first step must be to combine all political activities under
the RNC. This includes the Congressional and Senate Campaign Committees
as well as the White House. The two campaign committees would maintain
a limited staff (housed at the RNC) and would still raise money under the
finance chairman. A PR account for incumbent members would be maintained
at the RNC and all decision-making authority would be transferred to the
-9-
CONFIDENTIAL
-10-
Republican National Chairman who would be guided by a steering committee.
How can this be accomplished ?
The White House political operation should cease to exist,
Right!
except as delineated on the following chart. Contact with the special
groups should be centered under the Republican National Chairman and
so should all political decisions resulting from White House policy.
The Chairman should regularly attend Cabinet meetings and receive political
input from the President, his assistants and the director of legislative
liaison. He should attend all White House meetings concerning political
problems.
The National Chairman should also be informed of all patronage
appointments. The point here is not to clear all appointments with local
Republican organizations. Rather, if the new majority is to be attracted,
large numbers of Independents and Democrats will not only have to be
appointed, but also made "aware" of their acceptability to the Party. If
they feel this acceptability, they may be more inclined to move towards
the Party. In addition, this will keep the National Chairman and local
party from being completely surprised about an appointment and enable
everyone to use those appointments for a maximum impact to attract the new
majority on the local level.
The following is a proposed organization chart combining all
political activities under the Republican National Chairman. Once again,
this concept revolves around completely professionalizing the RNC.
CONFIDENTIAL
-11-
THE PRESIDENT
White House
Steering Committee
Chief of Staff
National Chairman
Co-Chairman
Legislative Liaison
Chm. of State Chairmen
Special Asst. -Personnel
4 Vice Chairmen
Cong. Camp. Com. Chm.
Senate Camp. Com. Chm.
Governors' Asso. Chm.
Departmental
RNFC Chairman
Political Coordinators
Administrative Assistant
Co-Chairman
Co-Chairman
Finance Division
Women's Division
(Telephone Banks)
Cong.
Senate
Com.
Boosters
Camp.
Com.
Deputy Chairman
Deputy Chairman
Campaign
Services
Voter Blocs
Communications
Campaign
& Special
Research
State
& Incumbent
Admin.
Planning
Groups
Services
Services
Field Staff
CONFIDENTIAL
THE CHAIRMAN
The key to a redirected and revitalized party is the chairman.
He must be a full-time professional who can handle the media, but who
understands his basically behind-the-scenes role. He should be a "nuts
and bolts" man with enough charisma and leadership ability to inspire
new confidence in the Party, not only from its followers but also from
its potential members. His is a positive role and a building role.
While he may speak at necessary functions -- press conferences, major
TV talk shows, state conventions, fund-raising dinners, etc., he should
understand that his role is principally that of the party professional.
The President is the leader of the Party and its policy setter.
He carries the issues before the people. The Chairman should be his
staff director. If that distinction can be maintained, millions of
Americans who support the President will begin to identify with his
party.
The National Chairman, then, has to be the center of the Republican
Party. Because he will preside over the Congressional and Senate Campaign
Chairmen and the Republican National Finance Chairman, he must have
their respect. This means his should be a cabinet level job -- in
salary, prestige and in every other way. He must have access to the
President, for without that there will be no power, and of course, no
respect.
-12-
CONFIDENTIAL
-13-
The Chairman should represent the change in philosophy of the
Party -- from a smaller, well-organized elite group to an open organization
that welcomes all and questions none. He must be comfortable with people
of all ideologies, races and backgrounds, and be willing to treat them in
a professional sense. Finally, he must be someone with real campaign
knowledge, not as a candidate but as a manager. For his role in 1974
will be to closely supervise the management of 85 individual political
campaigns -- campaigns aimed at attracting the new majority.
The Chairman should attend all Cabinet meetings and maintain a
constant relationship with the President, the President's Chief of Staff,
the Legislative Liaison, and the White House Director of Personnel. All
political decisions should be made with their consultation.
Co-Chairman, Women's Division
The Co-Chairman, Women's Division, should also be a "nuts and bolts"
person. She will be charged with the 1974 get-out-the-vote effort in the
85 targeted campaigns. This will include instituting telephone banks in
each of the 85 target races. She will be in charge of the entire admin-
istration of that effort including finding facilities, training personnel,
and recruiting volunteers. Although many of the individual candidates
may not be known until as little as six months before the '74 election,
she should begin planning the centers in January of 1973.
CONFIDENTIAL
-14-
Co-Chairman, Finance Division
The Co-Chairman, Finance Division, should work under the
Republican National Chairman and be charged with all fund raising. He
should supervise a combined staff from the RNFC, Congressional Committee,
Boosters and Senate Campaign Committee.
The Chairman of the Senate Campaign Committee and the Congressional
Campaign Committee could be used as surrogates for the President at
fund-raising functions. In turn, they should each put together a team
of surrogates that will be scheduled and financed out of the Finance
Committee offices. Their direct function should be that of fund
raisers, while also serving as principal members of the Steering Committee.
An all-out effort should be made to broaden the base of fund
raising. "New Majority" dinners should be held shortly after January 1st
and traditional Democrats and Independents should be solicited. Specialty
items such as records, campaign pins, etc., should be used in appeals to
people that have never given to the Republican Party. Mass direct mail
appeals for small contributions should be tried in areas where the President
receives an overwhelming percentage of the vote. Of course, in finance
as in everywhere else in the new RNC, the appeal should be toward members
of the New Majority not merely traditional Republicans.
Steering Committee
The function of the Steering Committee should be to review and
CONFIDENTIAL
-15-
approve the allocation of RNC support for candidates. It will make
the decision on the targeted seats based on available research,
recommendations and information.
Members of the Steering Committee who will meet at least
quarterly should include the Co-Chairman, the Chairman of the State
Chairmen, the Congressional Campaign Committee Chairman, the Senate
Campaign Committee Chairman, the Chairman of the Governors' Association,
the Republican National Finance Chairman and four vice-chairmen elected
at large on a regional basis by the Republican National Committee.
Administrative Assistant
The Administrative Assistant to the Chairman should supervise
the Chairman's personal staff,and play a liaison role with the members
of the Steering Committee.
Political Coordinators
The Republican National Chairman should assist in the selection
of the Departmental Political Coordinators. He should chair a regular
meeting of these coordinators to discuss policy, patronage and political
direction.
DEPUTY CHAIRMEN
There should be two deputy chairmen. One to be responsible for
the specific campaign aspects of the RNC, including Campaign Planning,
CONFIDENTIAL
-16-
Research, and Voter Blocs and Special Groups. The other to be responsible
for RNC services, including State Services, Communications and Incumbent
Services and Administration.
Deputy Chairman - Campaign
Campaign Planning
Campaign Planning should be the candidate recruitment and assistance
arm of the Party. This is where the major resources of the RNC should go.
Its functions should be:
1) Working with Research to select the 75 winnable House seats and
10 winnable Senate seats. This should be based on past voting
history, the incumbent's record, and the size of the New Majority
vote for the President.
2) Begin a search for candidates for those 85 offices. This search
should include not only active Republicans but anyone who can
attract a large following among independent voters.
3) Draft individual campaign plans for each of the 85 targeted
races. These plans should include:
a. A complete voting history.
b. The voting record of the incumbent.
C. A demographic analysis of the district.
d. Targeting of priority precincts and voter groups.
e. A complete campaign schedule.
f. Initial issue development with a special emphasis on local issues.
g. An organization chart and plan for development.
h. A fund-raising plan.
CONFIDENTIAL
-17-
i. A budget and cash flow chart.
j. An initial media plan.
4) Select and train campaign managers for each of the targeted races.
5) Supervise the implementation of the individual campaign plans.
Campaign Planning should also supervise the allocation of the
campaign resources by the RNC. Whereas in the past large amounts of money
have been given to candidates with no strings attached, the RNC allocation
under the new plan should come in the form of services -- campaign managers,
media consultants, policy consultants, telephone centers, etc. Some
cash should also be available for special circumstances, but its use must
be more closely controlled.
absolistely
All efforts of the Campaign Planning Division should be carefully
targeted at the keys to victory:
1) Candidate selection.
2) Developing a plan.
3) Efficient organization.
4) Recruitment of volunteers.
5) Identifying the vote.
6) Registering favorable voters.
7) Turning out the vote.
This division should make expanded use of political consultants,
particularly in analyzing races and training campaign management personnel.
CONFIDENTIAL
-18-
Research
The Research Division must work closely with the Campaign
Planning Division. It should research the incumbents' voting record
in the 85 target races and do a complete voting history and demographic
analysis of the targeted districts. It should also prepare a list of
target precincts or areas for each campaign. There is no reason why
the kind of sophisticated information that was available to the '72
campaign should not be available to each of the 85 targeted campaigns.
of it can be catilized
The Research Division should also continue to maintain its
library and other resource tools. In addition, it should conduct at
least two national polls yearly to determine voter attitudes and develop
computer formats that can be used easily in campaigns for mailing lists
and further voter analysis.
Voter Blocs and Special Groups
Hard RNC todo ander label
The Voter Bloc Division, taking advantage of the President's
popularity, should be charged with building new relationships with groups
of voters who have not normally been Republican -- Black, Jewish, ethnic,
Catholic, labor, old, young, etc. While an effort should be made through-
out the entire RNC structure to attract these people and to place them in
key positions, the concentrated effort should fall under the Voter Bloc
Director. He should be asked to work toward attracting large numbers
of the New Majority and to be prepared to assist all 85 candidates in
this effort. Of course, as in all other divisions, he should concentrate
on these targeted races.
CONFIDENTIAL
-19-
This division should also be in charge of the special groups --
YR's, CR's, TAR's, Women's Federation, etc.
Deputy Chairman - Services
State Services
State Services should encompass all the traditional RNC
activities -- speakers bureau, precinct building manuals, education and
training, etc. All efforts here should be aimed at making state Republican
organizations more effective and efficient while attempting to broaden
the base of the Republican Party.
No state should be without at least a full-time office and
professional management.
It is tragic to see time and again the repetition of the same
mistakes in state after state -- campaigns desperately trying to complete
in October tasks which should have been finished in June, public relations
and advertising programs exploiting the wrong issues and directed at the
wrong groups, organizations which excel only in ineptitude, etc.
The RNC can help resolve many of these frailties, but only if the
problem is attacked at its roots. Many areas have truly able and dedicated
local volunteers. Few areas have a method for development of middle
management, for enlistment of a future talent base.
CONFIDENTIAL
-20-
Managerial development is a full-time job and the professionalism
of state and local efforts should be the single goal of the State
Services Division.
Communications and Incumbent Services
The Communications Division should publish the newsletter,
conduct press conferences, produce pamphlets and other materials, draft
speeches, circulate Presidential statements, and provide whatever PR
support services the White House requires.
In addition, it should take over the incumbent support services
previously provided by the Senate and House Campaign Committees. This
includes art services, TV and radio actuality capability, and still
photography. Each incumbent should be provided with a PR account which
he can draw on for these services and publishing his newsletter.
Perhaps the philosophy of this entire program can best be
illustrated by the change in financing incumbent senate PR accounts.
Today, incumbent Senators receive $6000 in cash per year, photographic
services, and, if in the last two years of term, an air travel card.
Under this proposal, funds would be disbursed on the basis of
$750,000 divided equally among incumbents, and $250,000 divided on a
population basis. Thus the average incumbent would receive $20,000
CONFIDENTIAL
-21-
on account per year. Against this he could charge expenses such as
newsletter, travel to the state, photographic services, radio and
TV services.
Notice the difference in approach. First, far more is invested
in public relations than is the case today -- because the Senator is in
a position to maximize our appeal in his state at the lowest available
cost. Air expressed, and newsworthy, video taped comments will be run
without charge on the prime time local news. No out-of-state Senator
can command this attention.
Second, far more latitude is given the individual Senator to
utilize those public relation devices which have greatest impact on his
particular state. This latitude is given in the form of services, thus
we can focus professional advice in the areas utilized.
Finally, rather than giving a minimal boost to incumbent Senators
in the final two years of their terms, overall support for each of the
six years is multiplied, and population is considered in fund apportion-
ment. In essence, the philosophy is that, from the incumbent's point of
view, it is better to run for six years than just the last two. More
important, from the Party's point of view, that Congressman or Senator
is the front line salesman in his State. Our support of his public relations
efforts benefit not only him, but the entire Party. Although the amounts
of money would be smaller per member, the results of the reallocation of
funds on the House side would be just as dramatic.
CONFIDENTIAL
-22-
The Communications Division should also produce special
items for the Finance Division -- special newsletter, specialty items,
etc.
A major part of the Communications Division's effort should
be to publicize the accomplishments of the Administration. In a positive
way, it will attempt to draw the New Majority into the Party by identifying
the President with the Party. Again, emphasis should be placed on
involvement and activity for the broad base of people not just the
traditional loyalist.
Administration
The Administration Division should be charged with the
day to day operation of the RNC which includes personnel, accounting,
the comptroller, the mailroom, volunteers, the convention, etc.
CONFIDENTIAL
-23-
Summary
It is possible to win control of the House and the Senate in
1974 and thus become the majority party. This can be done, however,
only if the RNC is restructured so that it is candidate-oriented rather
than oriented toward self-perpetuation and if an emphasis is placed on
attracting the New Majority. To accomplish this, authority should be
centralized, and the total of 300 current staff people should be cut
substantially.
Based on projected income of eleven million dollars in 1973
and twelve million in 1974, the following allocation is suggested:
CONFIDENTIAL
-24-
1973
Total Income
$11,000,000
RNC Staff and Travel (including minimum of
3,000,000
50 in the field)
RNFC - Fund Raising (including surrogate travel)
2,000,000
RNC - Women's Division
200,000
RNC - Communications
900,000
RNC - Research and Polling
900,000
Senate PR Accounts
1,000,000
House PR Accounts
1,000,000
Total Expenditures
9,000,000
1973 Surplus
2,000,000
1974
Total Income
$12,000,000
RNC Staff and Travel
3,000,000
RNFC - Fund Raising
2,000,000
RNC -- Women's Division
200,000
RNC - Communications
900,000
RNC - Research and Polling
900,000
Senate PR Accounts
1,000,000
House PR Accounts
1,000,000
Candidate Services
1,000,000
Total Expenditures
10,000,000
1974 Surplus
2,000,000
1973 Surplus
2,000,000
Total Available to Candidates
4,000,000
CONFIDENTIAL
-25-
By putting all of the resources of the Republican National
Committee to work on targeted campaigns and spreading that activity
over a two year period, the impact of the Senate and Congressional
Campaign Committees is increased nearly four times. During 1969 and
1970, these committees spent a total of $7,208,011. The new RNC would
spend $23,000,000, all aimed at candidate election. This would include
$4,000,000 in cash or services available and $1,000,000 in candidate
services. This five million is more than has ever been spent in the past
direct campaign activity. And all of this is in addition to the $4 million
in incumbent PR accounts and $2 million in research.
The budget and allocation should be spread over a two year
period. Thus, if research only spent $500,000 in 1973, it would have
$1,500,000 in 1974. In the same way, if an incumbent Senator only spent
1/2 of his PR account in 1973, he could add the remainder to his account
for 1974.
The key to all of this, of course, is combining all three
committees, reducing the large Washington staffs, creating a two year
plan, maintaining the same level of fund raising, and re-orienting the
RNC to candidate enlistment and election.
October 30, 1972
DETERMINED TO BE AN
ADMIN
MAKING
CONFIDENTIAL
E.O. 120.5, Section 6-102
By EP , Date 3-17-82
MEMORANDUM FOR THE PRESIDENT
FROM:
SENATOR BILL BROCK
BB
KEN RIETZ
KR
Attached is the requested reorganization plan for the Republican
National Committee. It includes:
1) Redefinition of the role of the RNC as one of achieving a
national "New Majority" identification by:
a) Recognizing it is only the President who has achieved
a new majority, and he should be its principal spokesman.
2) Reorganization of the Republican National Committee to focus
its activities solely on the election of the "New Majority"
by:
a) Specifying the role of the Chairman of the RNC as the
President's full-time political staff director.
b) Centralizing all national political activities, including
the Senate and House Campaign Committees, Finance Committees,
and patronage, under the Chairman of the RNC.
c) Professionalizing both the RNC and State organizations.
d) Professionalizing House and Senate candidate recruitment
and election campaigns.
Attachment
CONFIDENTIAL
Introduction
During the first three and one-half years of the Nixon
Administration, the President's popularity with the American public
has risen dramatically. From an election day 1968 backing of 43 per
cent, it has grown to an autumn 1972 figure of over 60 per cent. Plus,
the record of his Administration continues to be even more popular,
with over 70 per cent of the public supporting specific Presidential
initiatives such as in Vietnam and on the economy.
This new popularity of the President's is not only with the
traditional Republican voter, but also with the "new majority" --
Independents and Democrats from the ranks of the young, Catholic,
ethnic, Jew and blue collar worker. He has captured the imagination
of this broad cross-section of America with dramatic trips to China
and Russia and bold actions to steady the nation's economy.
Specifically with young Americans there is dramatic new
attitude toward the President. It is no longer unacceptable to support
him. In fact, the latest Gallup Poll shows the President running even
with Senator McGovern on the college campuses, our most difficult
battleground. With this change in attitude has come an even more
important change in mood. Along with support for the President, it
is once again acceptable to support the United States, its Flag and
traditional American values. There is pride in the American experiment
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of 1776 and belief that the country needs and in fact can return to
these goals.
The key to the direction America will take during the next few
years lies in the continuation of this mood. The new majority will
stand behind the President as long as he continues the bold and
courageous action that has marked his first four years. Majority status
for the Republican Party can evolve from this "new majority" but only by
following the creativity and pragmatism of Richard Nixon. If there is a
weakness in the President's support, it lies not with his leadership but
with the failure of the Republican Party to provide him with articulate
and attractive elected spokesmen at the state and community level.
The image the Republican Party has built up over the last
several years is an image of exclusion rather than inclusion. While an
assault on the opposition may have increased the fund raising potential
on selected occasions, it has decreased the election potential. In fact,
the number of people that identify themselves with the Republican Party
has gone steadily down until it has slipped to an incredibly low
percentage. Clearly, it is the Party that must change
But this change does not hinge on increasing party identification
among the American people; no PR or advertising program can make that
happen. It does hinge on elective offices. If the Republican Party
can elect a majority of the House and the Senate in the next two years
while holding the Presidency, it will necessarily and intrinsically
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become the majority party. But, it can never be sold to the majority
of Americans simply by repetition of what it has stood for in the past.
This does not mean we should abandon our essential values,
but it does mean we need to adopt fresh approaches and utilize new faces.
How many times have we contributed to the development of exciting young
Democratic leaders by hanging on to the past in the person of our
candidate? How many other times have we done so simply because of a
lack of professionalism in the support of even our best potential
candidates?
Good candidates do abound in every state. They can be found --
and they will run, if assured of proper support in terms of management,
public relations counsel, demographic and political analysis, and the
rest. Once elected, they will constitute that all-precious asset of
visibility, the visibility of attractive, articulate Republican spokes-
men responsive at the community level to the component parts of the
"new majority".
In summation, we have simply passed the day when a candidate can
be elected merely because he belongs to one party or the other. It is
a time of independence among voters, and we must respond to that inde-
pendence by selling our candidates, not our party. If we can elect good
candidates who are Republican, then the American people will respond
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naturally by increasing their identification with the party.
It is from this shifting milieu that two important tasks emerge.
The first task is clearly the President's. To him falls the classic role
of the leader, to clarify, develop and represent the Party before the
American people. The second task is to elect our candidates to office,
and this belongs clearly to the RNC. Yet, it is a role that it is not
currently able to perform because of improper organization and the lack
of clear definition of function.
To undertake, then, this second task, we need to act now. The
Miami chant of "four more years" takes on an ironic twist when viewed
from the perspective of giving the President a team capable of implementing
his program. The magnitude of our endeavor warrants the plea "only four
more years?". Yet, it can be done. We must begin with the National
Committee.
In 1971, an off election year, the Republican National Committee,
the Congressional Committee, the Senate Campaign Committee and their re-
lated organizations took in $11,251,233. The following is a list of the
sources of those funds:
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RN Associates
1,359,164
Sustaining
4,369,194
Speaker Commission
82,591
State Payments
1,000
Special Projects & Misc.
61,871
Congressional
1,455,263
Gala Dinners
1,393,087
Boosters
622,425
Campaigner Programs
288,851
"Salute" Dinners
1,617,787
11,251,233
According to incomplete records, the initial budget requests
in 1971 called for the following expenditures:
Committee
RNC Operations
$4,211,030
Administrative Support
500,000
Finance Costs
1,159,315
Total RNC
5,870,345
Senatorial
958,675
Congressional
1,953,565
Boosters
750,000
Total
9,532,585
1968 Debt Reduction
900,000
1970 Campaign Expense
300,000
10,732,585
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Thus, 11 million dollars was spent on an RNC staff of more than
200, a Congressional Committee staff of 50, a Senate Campaign staff of
10, and a Republican National Finance Committee staff of 20. Altogether,
nearly 300 people worked in 1971 on a full-time basis -- virtually all in
Washington.
Overall, the Committees were too "staff" oriented and, with the
exception of the Senate Campaign Committee where only about $100,000
was committed to staff support, too "Washington" oriented. Unfortunately,
the large staffs have only resulted in an extremely low level of pro-
fessionalism, and shallow field support has resulted in a weak effort
to recruit effective candidates.
CONFIDENTIAL
Redefinition
The entire purpose of the RNC over the past four years has
been to foster a stronger and more efficient Washington operation in
which the staff has grown out of all proportion. It has taken in
and spent more money than in any time in history, while the rate
of Republican identification has gotten smaller and smaller. The
organization is self-oriented and self perpetuating. It builds
towards a stronger Republican Party while failing to realize that
a strong party elects people to office. In action and image, it
is fostering the party for the party's sake.
The goals of the Republican National Committee must be
redefined to concentrate on the enlistment and election of candidates
to office. The party structure is, of course, still important, but
without office holders there can be no viable party. Again, the road
to majority status for the Republican Party is through the electoral
process, not the identification process.
With the movement away from parties and toward independence among
the voters, particularly young voters, the RNC must begin to concentrate
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its efforts on convincing people to vote for individual candidates on
their merits -- not on the merits of the entire ticket. A maximum effort
must be aimed at the new majority - traditional Republicans, Independents,
and Republican-leaning Democrats - on behalf of individual candidates.
The new majority will become the Republican Party only after the individual
candidates are elected with the support of the new majority.
A two year plan should be outlined and put into operation at the
RNC. The sole purpose of this plan should be to win control of the
House and Senate. The efforts of the RNC should be targeted into 75
winnable House and 10 winnable Senate campaigns. All of its resources
should be aimed at those 85 campaigns. It should prepare campaign plans
for those races, recruit the candidates, train campaign directors and
supervise the campaigns. In addition, it should concentrate its efforts
on attracting the new majority to these candidates by reaching out through
special interest organizations.
This objective can only find resolution through coordinated
effort. That is, the Chairman of the RNC must take charge of all
activities. We cannot continue Hydra-headed, with Senate campaigns,
House campaigns, White House campaigns, Young Republicans, patronage,
finance, etc., each raising money and competing for limited financial
and managerial resources.
CONFIDENTIAL
Reorganization
With the purpose redefined, the reorganization of the Republican
National Committee staff structure becomes massive. It should be
streamlined and professionalized into a campaign, field-oriented
organization, rather than a PR operation. But, if done at all, this
must be accomplished in a matter of weeks, not months, following
November 7. A huge talent bank has again surfaced in the President's
campaign. Unless identified and enlisted, it will dissipate quickly
as individuals return to private employment.
The Young Voters for the President effort in 1972 had one
essential strength ---- it was carefully planned in advance and the
plans were carefully followed. This is the secret of a winning campaign
and should be the purpose of the RNC over the next two years. Again, it
is essential that the RNC be reorganized and completely professionalized
soon so that it is capable of planning and implementing 85 targeted
campaigns.
The first step must be to combine all political activities under
the RNC. This includes the Congressional and Senate Campaign Committees
as well as the White House. The two campaign committees would maintain
a limited staff (housed at the RNC) and would still raise money under the
finance chairman. A PR account for incumbent members would be maintained
at the RNC and all decision-making authority would be transferred to the
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Republican National Chairman who would be guided by a steering committee.
The White House political operation should cease to exist,
except as delineated on the following chart. Contact with the special
groups should be centered under the Republican National Chairman and
so should all political decisions resulting from White House policy.
The Chairman should regularly attend Cabinet meetings and receive political
input from the President, his assistants and the director of legislative
liaison. He should attend all White House meetings concerning political
problems.
The National Chairman should also be informed of all patronage
appointments. The point here is not to clear all appointments with local
Republican organizations. Rather, if the new majority is to be attracted,
large numbers of Independents and Democrats will not only have to be
appointed, but also made "aware" of their acceptability to the Party. If
they feel this acceptability, they may be more inclined to move towards
the Party. In addition, this will keep the National Chairman and local
party from being completely surprised about an appointment and enable
everyone to use those appointments for a maximum impact to attract the new
majority on the local level.
The following is a proposed organization chart combining all
political activities under the Republican National Chairman. Once again,
this concept revolves around completely professionalizing the RNC.
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THE PRESIDENT
White House
Steering Committee
Chief of Staff
National Chairman
Co-Chairman
Legislative Liaison
Chm. of State Chairmen
Special Asst.-Personnel
4 Vice Chairmen
Cong. Camp. Com. Chm.
Senate Camp. Com. Chm.
Governors' Asso. Chm.
Departmental
RNFC Chairman
Political Coordinators
Administrative Assistant
Co-Chairman
Co-Chairman
Finance Division
Women's Division
(Telephone Banks)
Cong.
Senate
Com.
Boosters
Camp.
Com.
Deputy Chairman
Deputy Chairman
Campaign
Services
Voter Blocs
Communications
Campaign
& Special
Research
State
& Incumbent
Admin.
Planning
Groups
Services
Services
Field Staff
CONFIDENTIAL
THE CHAIRMAN
The key to a redirected and revitalized party is the chairman.
He must be a full-time professional who can handle the media, but who
understands his basically behind-the-scenes role. He should be a "nuts
and bolts" man with enough charisma and leadership ability to inspire
new confidence in the Party, not only from its followers but also from
its potential members. His is a positive role and a building role.
While he may speak at necessary functions -- press conferences, major
TV talk shows, state conventions, fund-raising dinners, etc., he should
understand that his role is principally that of the party professional.
The President is the leader of the Party and its policy setter.
He carries the issues before the people. The Chairman should be his
staff director. If that distinction can be maintained, millions of
Americans who support the President will begin to identify with his
party.
The National Chairman, then, has to be the center of the Republican
Party. Because he will preside over the Congressional and Senate Campaign
Chairmen and the Republican National Finance Chairman, he must have
their respect. This means his should be a cabinet level job -- in
salary, prestige and in every other way. He must have access to the
President, for without that there will be no power, and of course, no
respect.
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The Chairman should represent the change in philosophy of the
Party -- from a smaller, well-organized elite group to an open organization
that welcomes all and questions none. He must be comfortable with people
of all ideologies, races and backgrounds, and be willing to treat them in
a professional sense. Finally, he must be someone with real campaign
knowledge, not as a candidate but as a manager. For his role in 1974
will be to closely supervise the management of 85 individual political
campaigns --- campaigns aimed at attracting the new majority.
The Chairman should attend all Cabinet meetings and maintain a
constant relationship with the President, the President's Chief of Staff,
the Legislative Liaison, and the White House Director of Personnel. All
political decisions should be made with their consultation.
Co-Chairman, Women's Division
The Co-Chairman, Women's Division, should also be a "nuts and bolts"
person. She will be charged with the 1974 get-out-the-vote effort in the
85 targeted campaigns. This will include instituting telephone banks in
each of the 85 target races. She will be in charge of the entire admin-
istration of that effort including finding facilities, training personnel,
and recruiting volunteers. Although many of the individual candidates
may not be known until as little as six months before the '74 election,
she should begin planning the centers in January of 1973.
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Co-Chairman, Finance Division
The Co-Chairman, Finance Division, should work under the
Republican National Chairman and be charged with all fund raising. He
should supervise a combined staff from the RNFC, Congressional Committee,
Boosters and Senate Campaign Committee.
The Chairman of the Senate Campaign Committee and the Congressional
Campaign Committee could be used as surrogates for the President at
fund-raising functions. In turn, they should each put together a team
of surrogates that will be scheduled and financed out of the Finance
Committee offices. Their direct function should be that of fund
raisers, while also serving as principal members of the Steering Committee.
An all-out effort should be made to broaden the base of fund
raising. "New Majority" dinners should be held shortly after January 1st
and traditional Democrats and Independents should be solicited. Specialty
items such as records, campaign pins, etc., should be used in appeals to
people that have never given to the Republican Party. Mass direct mail
appeals for small contributions should be tried in areas where the President
receives an overwhelming percentage of the vote. Of course, in finance
as in everywhere else in the new RNC, the appeal should be toward members
of the New Majority not merely traditional Republicans.
Steering Committee
The function of the Steering Committee should be to review and
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approve the allocation of RNC support for candidates. It will make
the decision on the targeted seats based on available research,
recommendations and information.
Members of the Steering Committee who will meet at least
quarterly should include the Co-Chairman, the Chairman of the State
Chairmen, the Congressional Campaign Committee Chairman, the Senate
Campaign Committee Chairman, the Chairman of the Governors' Association,
the Republican National Finance Chairman and four vice-chairmen elected
at large on a regional basis by the Republican National Committee.
Administrative Assistant
The Administrative Assistant to the Chairman should supervise
the Chairman's personal staff,and play a liaison role with the members
of the Steering Committee.
Political Coordinators
The Republican National Chairman should assist in the selection
of the Departmental Political Coordinators. He should chair a regular
meeting of these coordinators to discuss policy, patronage and political
direction.
DEPUTY CHAIRMEN
There should be two deputy chairmen. One to be responsible for
the specific campaign aspects of the RNC, including Campaign Planning,
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Research, and Voter Blocs and Special Groups. The other to be responsible
for RNC services, including State Services, Communications and Incumbent
Services and Administration.
Deputy Chairman - Campaign
Campaign Planning
Campaign Planning should be the candidate recruitment and assistance
arm of the Party. This is where the major resources of the RNC should go.
Its functions should be:
1) Working with Research to select the 75 winnable House seats and
10 winnable Senate seats. This should be based on past voting
history, the incumbent's record, and the size of the New Majority
vote for the President.
2) Begin a search for candidates for those 85 offices. This search
should include not only active Republicans but anyone who can
attract a large following among independent voters.
3) Draft individual campaign plans for each of the 85 targeted
races. These plans should include:
a. A complete voting history.
b. The voting record of the incumbent.
C. A demographic analysis of the district.
d. Targeting of priority precincts and voter groups.
e. A complete campaign schedule.
f. Initial issue development with a special emphasis on local issues.
g. An organization chart and plan for development.
h. A fund-raising plan.
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1. A budget and cash flow chart.
j. An initial media plan.
4) Select and train campaign managers for each of the targeted races.
5) Supervise the implementation of the individual campaign plans.
Campaign Planning should also supervise the allocation of the
campaign resources by the RNC. Whereas in the past large amounts of money
have been given to candidates with no strings attached, the RNC allocation
under the new plan should come in the form of services -- campaign managers,
media consultants, policy consultants, telephone centers, etc. Some
cash should also be available for special circumstances, but its use must
be more closely controlled.
All efforts of the Campaign Planning Division should be carefully
targeted at the keys to victory:
1) Candidate selection.
2) Developing a plan.
3) Efficient organization.
4) Recruitment of volunteers.
5) Identifying the vote.
6) Registering favorable voters.
7) Turning out the vote.
This division should make expanded use of political consultants,
particularly in analyzing races and training campaign management personnel.
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Research
The Research Division must work closely with the Campaign
Planning Division. It should research the incumbents' voting record
in the 85 target races and do a complete voting history and demographic
analysis of the targeted districts. It should also prepare a list of
target precincts or areas for each campaign. There is no reason why
the kind of sophisticated information that was available to the '72
campaign should not be available to each of the 85 targeted campaigns.
The Research Division should also continue to maintain its
library and other resource tools. In addition, it should conduct at
least two national polls yearly to determine voter attitudes and develop
computer formats that can be used easily in campaigns for mailing lists
and further voter analysis.
Voter Blocs and Special Groups
The Voter Bloc Division, taking advantage of the President's
popularity, should be charged with building new relationships with groups
of voters who have not normally been Republican -- Black, Jewish, ethnic,
Catholic, labor, old, young, etc. While an effort should be made through-
out the entire RNC structure to attract these people and to place them in
key positions, the concentrated effort should fall under the Voter Bloc
Director. He should be asked to work toward attracting large numbers
of the New Majority and to be prepared to assist all 85 candidates in
(
this effort. Of course, as in all other divisions, he should concentrate
on these targeted races.
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This division should also be in charge of the special groups --
YR's, CR's, TAR's, Women's Federation, etc.
Deputy Chairman - Services
State Services
State Services should encompass all the traditional RNC
activities -- speakers bureau, precinct building manuals, education and
training, etc. All efforts here should be aimed at making state Republican
organizations more effective and efficient while attempting to broaden
the base of the Republican Party.
No state should be without at least a full-time office and
professional management.
It is tragic to see time and again the repetition of the same
mistakes in state after state -- campaigns desperately trying to complete
in October tasks which should have been finished in June, public relations
and advertising programs exploiting the wrong issues and directed at the
wrong groups, organizations which excel only in ineptitude, etc.
The RNC can help resolve many of these frailties, but only if the
problem is attacked at its roots. Many areas have truly able and dedicated
local volunteers. Few areas have a method for development of middle
management, for enlistment of a future talent base.
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Managerial development is a full-time job and the professionalism
of state and local efforts should be the single goal of the State
Services Division.
Communications and Incumbent Services
The Communications Division should publish the newsletter,
conduct press conferences, produce pamphlets and other materials, draft
speeches, circulate Presidential statements, and provide whatever PR
support services the White House requires.
In addition, it should take over the incumbent support services
previously provided by the Senate and House Campaign Committees. This
includes art services, TV and radio actuality capability, and still
photography. Each incumbent should be provided with a PR account which
he can draw on for these services and publishing his newsletter.
Perhaps the philosophy of this entire program can best be
illustrated by the change in financing incumbent senate PR accounts.
Today, incumbent Senators receive $6000 in cash per year, photographic
services, and, if in the last two years of term, an air travel card.
Under this proposal, funds would be disbursed on the basis of
$750,000 divided equally among incumbents, and $250,000 divided on a
population basis. Thus the average incumbent would receive $20,000
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on account per year. Against this he could charge expenses such as
newsletter, travel to the state, photographic services, radio and
TV services.
Notice the difference in approach. First, far more is invested
in public relations than is the case today -- because the Senator is in
a position to maximize our appeal in his state at the lowest available
cost. Air expressed, and newsworthy, video taped comments will be run
without charge on the prime time local news. No out-of-state Senator
can command this attention.
Second, far more latitude is given the individual Senator to
utilize those public relation devices which have greatest impact on his
particular state. This latitude is given in the form of services, thus
we can focus professional advice in the areas utilized.
Finally, rather than giving a minimal boost to incumbent Senators
in the final two years of their terms, overall support for each of the
six years is multiplied, and population is considered in fund apportion-
ment. In essence, the philosophy is that, from the incumbent's point of
view, it is better to run for six years than just the last two. More
important, from the Party's point of view, that Congressman or Senator
is the front line salesman in his State. Our support of his public relations
efforts benefit not only him, but the entire Party. Although the amounts
of money would be smaller per member, the results of the reallocation of
funds on the House side would be just as dramatic.
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The Communications Division should also produce special
items for the Finance Division --- special newsletter, specialty items,
etc.
A major part of the Communications Division's effort should
be to publicize the accomplishments of the Administration. In a positive
way, it will attempt to draw the New Majority into the Party by identifying
the President with the Party. Again, emphasis should be placed on
involvement and activity for the broad base of people not just the
traditional loyalist.
Administration
The Administration Division should be charged with the
day to day operation of the RNC which includes personnel, accounting,
the comptroller, the mailroom, volunteers, the convention, etc.
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Summary
It is possible to win control of the House and the Senate in
1974 and thus become the majority party. This can be done, however,
only if the RNC is restructured so that it is candidate-oriented rather
than oriented toward self-perpetuation and if an emphasis is placed on
attracting the New Majority. To accomplish this, authority should be
centralized, and the total of 300 current staff people should be cut
substantially.
Based on projected income of eleven million dollars in 1973
and twelve million in 1974, the following allocation is suggested:
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1973
Total Income
$11,000,000
RNC Staff and Travel (including minimum of
3,000,000
50 in the field)
RNFC - Fund Raising (including surrogate travel)
2,000,000
RNC - Women's Division
200,000
RNC - Communications
900,000
RNC - Research and Polling
900,000
Senate PR Accounts
1,000,000
House PR Accounts
1,000,000
Total Expenditures
9,000,000
1973 Surplus
2,000,000
1974
Total Income
$12,000,000
RNC Staff and Travel
3,000,000
RNFC - Fund Raising
2,000,000
RNC - Women's Division
200,000
RNC - Communications
900,000
RNC - Research and Polling
900,000
Senate PR Accounts
1,000,000
House PR Accounts
1,000,000
Candidate Services
1,000,000
Total Expenditures
10,000,000
1974 Surplus
2,000,000
1973 Surplus
2,000,000
Total Available to Candidates
4,000,000
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By putting all of the resources of the Republican National
Committee to work on targeted campaigns and spreading that activity
over a two year period, the impact of the Senate and Congressional
Campaign Committees is increased nearly four times. During 1969 and
1970, these committees spent a total of $7,208,011. The new RNC would
spend $23,000,000, all aimed at candidate election. This would include
$4,000,000 in cash or services available and $1,000,000 in candidate
services. This five million is more than has ever been spent in the past
direct campaign activity. And all of this is in addition to the $4 million
in incumbent PR accounts and $2 million in research.
The budget and allocation should be spread over a two year
period. Thus, if research only spent $500,000 in 1973, it would have
$1,500,000 in 1974. In the same way, if an incumbent Senator only spent
1/2 of his PR account in 1973, he could add the remainder to his account
for 1974.
The key to all of this, of course, is combining all three
committees, reducing the large Washington staffs, creating a two year
plan, maintaining the same level of fund raising, and re-orienting the
RNC to candidate enlistment and election.
18 24 vote drop due to Watergate
not amnestey - Brock + Riets
- Pull back hirr not to MeG
- small turnerit on campus
Full Time Chm- drop spokes
Hard but-must
Ster Comm as spolles
Came Selec - Ase will oppose,
get Ford on bd
To Do:
Sell Cory + Sen by P
sell nate com by Pre-Sell + P
men
cwc - out per Brock, couldnt see
F m - no pol gud
Dent - -out
-B Tim - OK
Lest ofall who remotely gualify
must le done in 2 mois.
Need l to I pre - - alling before mty
- need sales team, not H,
3 Papers by KR
- Sall Sen
- Sell Hos
- sell R nc, use St Camn
w/ clerit of 1701 assets
no WH w involve - P just respond.
*
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Role of VP ?
Dole + Morton could Sell
Lcould program - Rietz
Rizzo's Pol mon ? Italian,
the
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