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Paris Summit - June 1982 (Debriefs)
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Paris Summit - June 1982 (Debriefs)
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Records of the White House Office of the Deputy Chief of Staff (Reagan Administration)
Michael Deaver's Subject Files
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Ronald Reagan Presidential Library
Digital Library Collections
This is a PDF of a folder from our textual
collections.
Collection: Deaver, Michael
Folder Title: Paris Summit, June 1982
[Debriefs]
Box: 48
To see more digitized collections
visit: https://reaganlibrary.gov/archives/digital-library
To see all Ronald Reagan Presidential Library inventories
visit: https://reaganlibrary.gov/document-collection
Contact a reference archivist at: [email protected]
Citation Guidelines: https://reaganlibrary.gov/citing
National Archives
Catalogue: https://catalog.archives.gov/
United States Department of State
The Chief of Protocol
Washington, D.C. 20520
June 24, 1982
MEMORANDUM
TO
:
Mr. Michael Deaver
The White House
FROM
:
S/CPR - Selwa Roosevelt
SR
This brief resume of my reactions to the European
trip is offered, not in a spirit of criticism, but with
the desire to see how in the future my office and the
Chief of Protocol can be better utilized by the White House
staff. I urge you to accept these thoughts as evidence
of geniune concern and affection. It is not my purpose
to blame anyone. You will know better than I where
responsibility lies for some of the problems and failures.
I also want to nip in the bud any ill feeling between
us and White House Advance. You are the only one with the
power and self assurance to put an end to childish back-
biting and turf warfare.
As I see it we are working together to achieve the
same ends, i.e. the enhancement of America's role as a
leader of the free World and to give the President our total
support and loyalty in achieving this.
You personally chose me to be Chief of Protocol.
Presumably you consider me highly qualified, as do all
your associates judging from the letters I have received.
This job is not merely a matter of social graces. It
carries a large administrative responsibility and the
Office of Protocol is one of the oldest institutions in
government. Protocol exists because it was found to be
a necessity. It is the lubricant which eases international
relations so they can be conducted with civility, dignity
and grace.
- 2 -
THE ROLE OF PROTOCOL
To get perspective on my role I spoke with every
previous Chief of Protocol to learn how they participated
in the President's visits abroad. Their answers were almost
universally alike, and the Reagan White House is the first
to make serious departures from this.
1. If Protocol goes well you never notice it; if
Protocol is ignored, errors become the major focus of a
mischievous media looking for anything to take attention
away from the substantive accomplishments of the Administration.
(Example: in London when the President pushed Mrs.
- Reagan ahead of him instead of taking his place
along side the Queen, this forced everything else
that he did out of the news and even such conser-
vative papers as the "Telegraph" devoted most of
a front page column to it. See attached xerox).
2. Every previous American President has taken his
Chief of Protocol with him when going to a foreign country.
3. The Chief of Protocol has always traveled on Air
Force One to be able to brief the President on ceremonial
matters especially on arrivals and departures. It is his
foreign counterpart who boards the plane to escort the
President. True, one could brief the President ahead of
time but experience shows this does not work because there
are always last minute changes.
4. The Chief of Protocol always has the gift trunks
on the same plane as the President and herself. (On this
trip the logistics of the trunks were horrendous. See
attached description).
5. The Chief of Protocol on a major trip such as this
has to have a gifts officer along. There was great
objection from White House Advance to my taking Bunny
Murdock. She ended up working round the clock and Sittmann
has in fact told members of my staff that she did a wonderful
job and was a great asset to the trip.
6. The Chief of Protocol is regarded in every world
capital with respect and is the person of the President when
the President is not present. That presumably is why one
always tries to choose a Chief of Protocol with discretion
and class. It does no good to confer titles and distinction
on that person if he or she is not perceived to be held in
an high regard by her own colleagues. It is up to you to
insist that members of your staff treat the Chief of Protocol
with dignity and respect.
- 3 -
(Example: it came back to me that one of your aides
said "Who does she think she is" when I asked for
assistance in transporting certain gifts. After
encountering some resentment I picked up the phone
and called the commercial airlines and asked them if
they would transport our gift to the Queen and they
were thrilled to do it free of charge. The whole
procedure took five minutes. I understand one aide
said he spent a day on the matter. Doing what?).
7. If the President is entertaining abroad the Chief of
Protocol should be involved because when the President entertains
in an American Embassy he is automatically the host. It is re-
garded as his home- a piece of American soil transplanted. This
is international Protocol language; everyone understands it
and acts accordingly.
(Examples: On my advance trip to Paris I discovered that
the invitations for the dinner the President was giving
were about to be issued in the name of the Ambassador,
with the President as the guest of honor. I pointed out
that this was wrong, especially with Mitterand attending,
and it was changed.
The President's dinner toast was wrong. The President
should have opened his remarks by welcoming his guests
to a bit of American soil in France, as if he were
the host, and to thank Mitterand for coming. It was
wrong for him to refer to Ambassador and Mrs. Galbraith
as hosts.)
8. The Chief of Protocol can help avoid the pushing and
shoving by people who are jockeying for position and recognition.
Rules of Protocol were invented so that not everybody rushes to the
head of the line and to avoid diplomatic incidents.
(Example: I'm told that on Air Force One from Bonn to
Berlin the American Ambassador to Germany and the German
Ambassador to the United States were seated in the back
of the plane. Sittmann, McManus, etc. were seated in
front. Common courtesy, to say nothing of Protocol,
dictates that our foreign guests be treated more
graciously. A very protocolaire Ambassador could have
refused to ride on the plane and that would have been
a lovely incident for the newspapers!.)
9. Protocol can help avoid friction between our Embassy abroad
and the White House staff. Protocol could be a liaison between
the Embassy's staff and the White House advance since our work
spans both the Department of State and the White House. We
have credibility with both and we understand the needs of both.
(Example: At every Embassy--White House Advance left behind
bitter feelings--needlessly. In interests of space I will not
detail incidents now-but perhaps you should talk with our
Ambassadors.)
- 4 -
SUGGESTED SOLUTIONS:
1. Although White House Advance takes the lead in
planning and execution of Presidential trips abroad I
recommend that a member of the Office of Protocol always
be included in the Advance team. We do know the ropes,
the pitfalls, and the foreign Chiefs of Protocol which
White House advance has to deal with.
(Example: Some of the requests White House advance
made in England to which their Protocol people
objected. These incidents made their way into the
press and gave a picture of us as "country bumpkins"
or insensitive and officious. Basically, this came
about because the international language of diplomacy
was not used.) See attached xerox.
2. Protocol should be regarded as an adjunct of the
White House and a friend, not as an adversary. We know our
place and we play by the rules.
3. Decisions as to who should be part of the Official
Party, etc. on trips are substantive matters, with international
diplomatic implication. They should not be decided by advance
men, but by consultation between Deaver and high level White
House colleagues, and State Department with some input from the
embassies and Protocol.
4. These decisions should not be regarded as payoffs.
5. White House advance and members of your staff should
be warned not to toss your name around freely as wanting this
or that. It builds up great resentments toward you and gives
them a very inflated sense of their own importance. This was
one of the great problems in the Nixon White House. In the
field I was told that when Deaver came out as advance everyone
found him reasonable and flexible--but when he delegates his
authority, it gets translated into humorless intransigence.
6. The American Ambassador in any country to be visited
should have more overall coordinating responsibility than
the White House presently accords him. He understands the
locals and his position as the President's representative
must be reinforced at all times. He has to pick up the
pieces after White House Advance has left.
- 5 -
ADDENDA
THE GIFT TRUNKS SNAFU:
From the very beginning it was obvious that White House
advance misjudged the dimensions of the logistics problem
of gifts--both President and Mrs. Reagan's and Secretary and
Mrs. Haig's.
Luckily, I checked with my prededessors and learned
there was always at least one steamer trunk for each country
to be visited, a contingency trunk, plus trunks for the
Secretary of State's gifts. (I was told that President
Johnson even traveled with a separate gift plane and had an
engraver aboard so he could have the gifts personalized right
on the spot. Only Democrats can do that!).
I instructed Bunny to inform the logistics people there
would be at least seven or more gift trunks. When Bunny had
packed the several hundred gifts, we advised A/EX that the
trunks were ready and were told there was no place for them.
Bunny was leaving in two hours for Paris. She asked them what
to do; they said "We don't know. It's your problem". (As if it
were something for our personal use; they seemed not to care
that they were for the President and Mrs. Reagan and should
have priority over other luggage.)
Bunny was able finally, with help from Bill Sittmann,
to get the five Paris trunks on the press plane. She eliminated
one trunk entirely by taking less contingency gifts and two
trunks were sent ahead, one to Bonn, another to Rome. In Paris,
the day before the departure for Rome, Bunny learned that the
two trunks had by mistake both gone to Bonn. Gifts were
needed the next morning in Rome. (Another illustration why
they should always be with the President's plane.) The two
trunks were then shipped commercially back to Paris and placed
on Air Force One and backup. A nightmare!
This was a new experience for White House Advance as well
as for me. In the future I will see that more warning is given
so that space can be allowed on Air Force One for the gifts
immediately needed for each stop. The other trunks could be
on the backup plane. Never should the gift trunks go on the
press plane, the car plane, or jump plane.
In a May 28th McManus memo to all those traveling you will
note there is an item at the end of page two which says in effect
that baggage space on each aircraft is severely limited because
of volume of equipment, luggage, official gifts, etc. This shows
that McManus and Co. were cognizant of the problem but made no
allowances for the trunks when loading the planes.
Also before leaving, Bunny reminded everyone that all gifts
received by the Reagans should be turned in to her for cataloguing
and acknowledging. None were turned in. Only now are we beginning
to sort out the mess and no one knows who to thank for some of the
gifts. If Bunny and I had been placed where we should have been
this could have been avoided.
- 6 -
FRANCE
GENERAL ACCOMMODATIONS
If I were paranoiac I could assume from the various things
that happened in Paris that an attempt was made to keep me as
far away from the White House staff as possible as if contact
with me might expose them to a contagious disease. From the
beginning I indicated that it was important for Bunny and my-
self to be near Rosebush knowing that most of our work would
involve synchronizing with the First Lady's schedule. In
response, McManus and Co. put us in a different hotel from the
White House using the logic that since we were in the State
Department we could be housed with Secretary Haig and staff.
It simply did not work out efficiently.
We were not on the White House switchboard in Paris.
We were not provided with drops in our rooms, nor beepers;
no one could reach us when there were changes in the program,
when gifts were needed, or any other emergency. It was a
15-30 minute ride to take a gift to the Crillion. In other
words we were as far away and out of communication as possible.
How does this serve the President?
At my hotel in Paris I was placed on a different floor,
alone, away from the Secretary's party and his security--
in an uncomfortable room. On several counts this shows lack
of consideration for a woman alone, with a, name like Roosevelt,
in a city where American diplomats are being kidnapped and
terrorized.
THE MITTERAND LUNCHEON CONTROVERSY
I was at the Embassy at a meeting of about ten people
the day the question of the luncheon hour was discussed
with the French Chief of Protocol. Some allusion has been
made to this in the press, and since I saw it with my own
eyes I know that the press account was accurate.
The French Chief of Protocol was asked if the luncheon
could be at 2:00 pm. He replied that would be very difficult
as Mitterand had scheduled it for 1:00 pm--the normal lunch
time in France. White House Advance insisted that it had to
be 2:00 pm without giving a reason. They in fact ordered
him to do it. The French Chief of Protocol, some what
nonplussed, finally said he would try to get it changed to
half past one, but that's the best he could do. The American
response was "We' get you for this". What did that mean?
When the President was late for the luncheon, either
by accident or design the French press made a big thing
out of it. This was seen as a calculated rudeness; I don't
think President Reagan is that sort of man. That night
Mitterand, using not very subtle, but eloquent diplomatic
language, was "forced" to be late for the President's dinner.
- 7 -
THE VERSAILLES GALA
Question: Whether or not I would go after dinner to the
Versailles Gala. So that I could make alternate plans I
asked the French Chief of Protocol if I were among those going.
He did not know; he had turned the tickets over to McManus
who apparently would make that decision. This of course
struck everyone as odd, including the French Chief of Protocol.
That evening Ambassador Galbraith casually asked if I
would like a ride with him to Versailles the next evening.
I told him I did not know if I was going and could not get
an answer from McManus. He was indignant both for the
lack of consideration to me and because he felt an American
Ambassador in an Official Delegation should not even have
to inquire. I returned to my hotel and the next thing I
knew he called to tell me he had asked McManus what the story
was and McManus said it was up to Deaver, where upon I
believe he called you. I apologize for your being bothered.
I did not ask the Ambassador to do this. It could have been
avoided if it had been done according to Protocol. It
seems that McManus had placed on the list someone who had
no business going but for whom McManus wanted to do a favor.
ENGLAND
You asked me before I left what I felt was necessary for
my participation. I told you I should be in the Official Party
for France. Re - England, you indicated you were having headaches
about it. Because I had lived in England and been to Buckingham
Palace several times I felt I should not insist on being
included in the Windsor portion. I did this to be considerate
and not to make waves. I was wrong. My reward for being nice
was in England I received the most insulting treatment and I
have to think it was deliberate. At no time did the White House
staff see fit to indicate to the London Embassy that the Chief
of Protocol was coming. McManus personally did not allow me
to be seated with the Official Delegation accompanying the
President to the House of Lords. This was not only a Protocol
error, but it was humiliating. Of the entire American group
I was the only one who knew a great portion of the assembled
guests. Many came over to greet me. They surely must have
wondered why I, alone, was seated with the secretaries instead
of taking my proper place as the President's Ambassador and
Chief of Protocol. I do not mind private slights but I cannot
suffer public ones, especially where I am so well known. Too, I
learned that morning that everyone except myself was included
in Mrs. Thatcher's luncheon or an alternate one--even the
White House photographer! It was so noted in the British press
(see attached).
The matter of who goes to a luncheon given by a Prime
Minister is a foreign policy decision and should not be made
by a White House Advance man who has no knowledge of its
implications. As a member of the Administration and a diplomat,
- 8 -
I have far more to offer the assembled British guests than
a man whose job it is to arrange Presidential logistics.
I knew personally many of the people at that luncheon.
My husband served for five years as Chief of Station, CIA,
London. I entertained almost every member of Parliament
at that time from both Labor and Conservative parties.
I could have been a serious and credible exponent of President
Reagan's economic and foreign policy. Instead, for reasons
that escape me I was not included in the luncheon but
others far lower in rank were--McManus, Rosebush, Sittmann,
the White House photographer, etc.
Yesterday, in Washington I represented the President
to greet Mrs. Thatcher. It would have been so much nicer
for her and for me if she regarded me as a person of some
stature. McManus people did all they could to diminish it.
file
THE WHITE HOUSE
WASHINGTON
July 9, 1982
MEMORANDUM FOR Michael K. Deaver
FROM:
Michael A. McManus, Jr.
mam
SUBJECT:
European Trip Debriefing
The purpose of this memorandum is to discuss and record some
of the important aspects of the President's first major inter-
national trip.
From the President's point of view everyone would agree that
the trip was a success except for the fact that the schedule
was too tight and the trip was quite tiring. The President
was convincing as a world leader and a man of peace, two major
speeches were very well received, the personal meetings went
well and the media coverage was quite good.
The impression from the press was one of understanding for
the need of a rest day where significant time change and travel
is involved. I would recommend a day of rest be included in
all future foreign trips. Scheduled "down time" also proved
to be quite important. On this particular trip down time was
used as briefing time for unforeseen international events i.e.
Lebanon, Faulklands. There is always potential for unpredic-
table events to intercede and we should always allow time for
the unsuspected.
There always seems to be a tendency to over schedule. Many times
this comes from the requests for additional Presidential time from
host governments, but we must be conscious of not only one specific
day's schedule but the effect of several days of a full schedule.
I would recommend that the first couple of discussions on schedule
contain an attempt to leave more open time than we really need
in recognition of the fact that we will be asked to do more later.
Early recognition should always be given to the fact that there
are really three trips being organized. The first and foremost
is clearly the President's but important consideration should also
be given to the two additional elements of the press and staff.
The press problems will be discussed later but it is important
to note here that on many international trips in the future it
appears that host governments will control press coverage and
size of the groups more than they ever have in the past. The
day of the U.S. press as world feed appears to be over and this
means more equality for other countries press. We found in Europe
that many members of the press never saw the President for several
- 2 -
days and this needs to be considered. Many prominent members of
the press corp may be excluded from certain events and they won't
like it. One way to try to head off possible criticism is to
release some sort of press schedule which discusses in frank terms
the coverage limitation we expect. The staff problems on the
other hand stem as much from sheer numbers as it does from the
fact that many people have no direct role to play in the events
of a particular day. They expect to be taken care of. At several
points during this trip the numbers of traveling staff reached
700 including all elements. It is important that the embassy
staff recognize this problem and assign several people to specifically
deal with it. The Presidential advance staff has neither the time
or the assets to effectively address the problem.
Some of the other matters that should be discussed in connection
with this trip can be organized into the following catagories:
Overall Organization I believe that there is benefit in continuing
to have an overall trip coordinator and a press coordinator. There
should not be any reason why the overall coordinator couldn't be
the Director of Advance provided that office is organized in a way
that allows the domestic advance needs to be supervised by the
Assistant Director who coordinates all activities of that office out
of Washington. A good network of experienced volunteer advance
people is also necessary to make this system work.
I think we learned the importance of having only one senior person
make the pre-advance trips in addition to the lead advance person
for a given country. Host governments can get confused by seeing
too many senior decision makers on the earlier trips and the effec-
tiveness of the lead advance is diluted by too many senior predecessors.
One of the difficulties in the recent trip arose out of the newness
of Eric Rosenberger and me. Staff members were not sure of our role
and we were not sufficiently acquainted with the particular needs of
different staff members. In the future, I would recommend a coordin-
ator who is known to the staff and familiar with their needs. If
someone new is being brought in they need to be brought in well before
the start of the pre-advance.
It is a good idea to have a senior U.S.S.S. person assigned as a
member of this coordinating group. The relationship between the
service person and the staff coordinator is important from the
beginning and they should continue to meet on a regular basis through-
out the trip.
Pre-Advance - The numbers of people traveling on the pre-advance can
get completely out of control. Although the additional people con-
tribute to a reduction in cost, I believe they tend to cut down on
the effective and efficient use of time which is critical during
such a quick trip.
I would suggest the possibility of pooling the media participation
but including a representative of the writing press. If this is
- 3 -
not possible, a separate meeting schedule for press is necessary
to keep senior staff meetings limited to a small number. Perhaps
evening update briefings could be used to keep the larger group
current on schedule changes.
It is most important that each Embassy from the Ambassador down
understand the chain of command during a Presidential visit. This
should be explained in very clear terms at the beginning of the
pre-advance visit. Reference should be made to the State Department
directive on this subject. It should be stressed that the White
House runs all aspects of the trip and that the White House lead
advance is the President's personal representative for planning
the trip. It should be made clear that the White House advance will
create and control all schedules related to the President's visit.
Embassy's should not be writing schedules for any purpose or
negotiating any aspects of a Presidential visit without White House
direction and in most cases staff presence.
Host countries should be discouraged from trying to lock us into a
schedule too early. First, this is dangerous from a security point
of view, it encourages the host to print something early and it
doesn't allow us any flexibility to make late changes based upon
updated needs.
In the security area certain agreements particularly regarding
motorcade format and press security should be reduced to writing
as soon as possible so that it can be disseminated consistently to
the lower operating levels.
Washington Office Organization - The Advance Office should be set
up in such a way as to have a senior advance person available to
work the trip desk people and run the office during an international
trip. This person should be the coordination point for all staff
input and for requests for information from the trip coordinator.
Information should flow from this point to traveling staff so all
persons are fully aware of what they should expect. Schedule infor-
mation, manifest clearance and meeting participant lists should be
coordinated from this point. The Wang computer operators in the
host countries must keep this office up to date on schedule changes
and other necessary information. Coordination between this advance
office function and the State Department administrative office is
also important.
One of the major holdups for the printing of schedules at an early
date is the decision input on manifests and meeting participants.
Although I recognize the political problems and personnel problems
associated with these decisions, the sooner they can be made the
better the job of informing traveling staff of schedule and movement
requirements.
The Washington based operation should also include a representative
of the press, military office, service and State Department to
ensure necessary input and a quick reaction time to any changes
or additional requirements.
- 4 -
Advance Teams - The advance teams in Europe worked out extremely
well especially considering the fact that many of the participants
had never even met before. The trip pointed out the value of having
volunteer advance resources who are not only experienced but also
known to the staff or press. I recommend we increase the number of
volunteer advance people and put on an advance school for approxi-
mately fifty (50) people. The more the advance system can be uniform
the better, but it is important that all advance types be familiar
with the present system. We should make an effort to use volunteers
in a specialist role and to develop staff advance and press advance
specialists. This system will help to let the staff and press gain
the necessary familiarity. The schedule and other information should
be sent to volunteers as soon as possible so they will be able to
discuss the trip better during the advance briefing.
The advance team briefing prior to departure should include a review
of the equipment being used on the trip, radio procedures and tele-
phone usage. Separate meetings should be held with the press coordin-
ator so that all team members will be aware of press pool plans,
limitations and coverage. Requirements for staff schedules should
also be discussed. The role of the Embassy and the chain of command
are also subjects for this briefing.
The list of advance persons both full time and volunteer should be
distributed to those offices which need these contact names.
Actual Advance Operations - I believe we learned that two weeks may
be too much lead time for most visits. There will be exceptions
however for particularly difficult stops such as Paris/Versailles.
Advance teams need to be more conscious of team discipline. Advance
members should not leave the city they are assigned to before a
Presidential visit unless there is some emergency or other unique
situation.
The first order of business for an advance team or particularly the
lead advance is to meet with the Ambassador. One further run through
of the chain of command is usually helpful. Advance team offices
should not be in the Embassy no matter what the Ambassador may offer.
There are too many aspects of the mission which are better accomplish-
ed with some limited amount of independence to say nothing of the
value of having an office near sleeping rooms in view of the time
change consideration.
The advance team should meet their Embassy counterparts as soon as
possible and where a counterpart doesn't seem to be working out they
should be replaced as soon as possible. Inefficient personnel can
only get worse as the actual visit get nearer.
It is critical to have a staff meeting every day at some convenient
time. There are too many people involved in an international trip
to take the risk of assuming that proper coordination is taking place.
Each individual section should bring the others up to day on problems,
changes and meetings. The lack of staff meetings caused several
problems during the European trip. Notice of meetings is important
to make certain that host governments are not being inconvenienced by
the improper scheduling of groups visiting sites at different times
- 5 -
during the day. Where possible site visits should be scheduled
in groups so that objectives can be accomplished during one visit
without inconveniencing the host government. This was a problem
in Europe.
Where problems are uncovered during the advance and it appears that
they can't be resolved at the site it is important to get them to
the trip coordinator as soon as possible. This frees the advance-
man up to concentrate on other matters and gets the problem to a
higher decision level quickly.
Lead advance need to be aware of the necessity of having complete
draft schedules and manifests to the coordinator at least 24 hours
before the printing deadline. These schedules should include com-
plete guest and staff instructions. Schedules were continuously
late in Europe and guest and staff instructions were rarely complete.
Schedule requirements and guest and staff instruction formats should
be part of the advance school program to assure consistency.
Schedule books should be distributed as early as possible. Copies
should be reserved for distribution to the advance staff upon arrival
at each site.
We learned during this trip that consideration of the staff can be
extremely important. Many staff people need transportation infor-
mation or special assistance. The sheer numbers of those people means
that there won't be enough transportation or other services if every-
one has the same request at once. Clear memos explaining what is
available to the staff and a simple system for meeting transportation
and other needs can go a long way toward cutting off potential
problems. Priority lists for any particular service need to be care-
fully drafted to insure that someone of an equal level is not left
out. Several Embassy people need to be available with the sole re-
sponsibility of staff needs including entertainment.
The lead press and staff advance person should have a short meeting
at the end of each day with the coordinators to address any problems
and to critique the day. This procedure was most helpful in Europe
in dealing with the security problem in France and motorcades in Bonn.
Consideration should be given to putting together groups of certain
people and their staff requirements. Assistant's to the President
together with their staff traveling with them and other necessary
support groups could all be put up in close proximity to allow for
the best possible working condition. Special typewriters and other
equipment needs should also be considered since these are very difficult
to obtain on foreign trips.
The lead advance should be sure to include the State Department advance
all schedules.
and security people in all staff meetings to assure coordination of
- 6 -
Press - A number of problems with the press were raised upon our
return from Europe. I have met with Judy Woodruff and the NBC
producers as well as Tom DiFrank on these matters. The problems
they raised cover two basic areas: security and the way the rest
of the world now treats the U.S. press.
In the security area complaints were caused by the continual magne-
tometering of the press. It turns out that the problem was caused
by a duplication of effort between our Secret Service and host
government security. In a number of places we would check the press
at the airport or at a hotel and then the host government would
check them again at the site. This problem can be resolved in the
future by better coordination between security groups and perhaps
by some prior written agreement on security coverage.
The other press problem is a more serious one, however, in that it
represents a more fundamental and permanent change in press coverage
during international trips. In the past host governments have been
willing to recognize the U.S. press as a kind of world feed and there-
fore gave them special treatment. Now host governments have sophis-
ticated media operations comparable to our own. The concept of
parity in press operations is now the order of the day. We found
during the European trip that host governments would establish pool
coverage and size limitations which severely restricted our press.
While we were able to negotiate the mix of representation in the
pools we were not able to significantly increase their size in most
cases. This fact, coupled with the limited number of open press
events, meant that many members of the press could spend the whole
day or more without seeing the President at all. They were just
not used to this kind of treatment.
The emphasis on the network coverage and representation has also bothered
other members of the press. Pool makeup is dominated by the nets and
the financial backing which the nets have also permit them to gain
some advantage over the writing press, for instance. Staff workers
for the nets save better seats on the press plane for their people
and the nets all have representatives participating in the pre advance.
Pre advance participation makes the nets better able to deal with the
problems of a foreign trip - other than security.
The press problems are ones we will continue to take a look at to
suggest some additional ways of resolving their complaints to date.
Debriefing and Records After the past trip debriefings were held with
the military office, the press, the advance office, the secret service
and certain staff members. These proved to be extremely helpful and
I would recommend that they be continued.
Records should be kept from the trip on all aspects from the actual
schedules, manifests, participants, etc., to the debriefing reports.
The Press
Introduction
The media coverage of the President's trip to Europe was
comprehensive and for the most part accurate. It reflected the trip
strategy of presenting the President as a strong world leader and a
pursurer of world peace. The success of the trip was due not only to
the President's own style and positive delivery of two substantitve
speeches, but also to the briefing schedules for the press and the
fact that the trip strategy was maintained throughout the trip.
In order to successfully carry out the trip strategy and to meet
the objectives of the President, it was essential not to overexpose
the President and therefore dilute the major issues as projected in
the President's prepared remarks. Considering the situation in the
Faulklands and in Lebanon, it became increasingly important to control
the exposure of the President to the press and the content of the
press briefings. As a result, the press complained that they did not
have greater access. This factor, together with the physical fatigue
inherent in a fully scheduled trip and a few inconvenient security
arrangements, created some discontent with the press corps.
As American Presidents travel overseas more frequently, the
requirements of the President and his traveling party, including the
press, have become well known to many governments. In the past,
governments were unfamiliar with these requirements and eventually
gave in to the wishes of persistent White House advance
representatives. Under the guise of security or protocol, foreign
governments design a Presidential visit to best meet the political
needs of their own governments. Press coverage reflects this theme
and the number of American media who see the President has decreased.
Media interest in Presidential foreign trips has increased greatly
during the past ten years, while the access of the media to
Presidential events has decreased. The traditional foreign stop has
usually included an airport arrival ceremony with open coverage, a
color event or speech with open coverage, a bilateral meeting with
expanded pool coverage and a state dinner with expanded pool coverage.
During the recent trip to Europe, there was only one airport
arrival ceremony with remarks, and that was in Berlin on the last day
of the trip. The only other events open to the entire press corps
were the arrival at the Quirinale Palace in Rome on June 7, the speech
to the Bundestag in Bonn on June 9 and the speech at Charlottenburg
Palace on June 11. All other events were covered very extensively by
live local television and could be seen in all press centers by the
traveling press corps. Host governments restricted the size of each
pool to such an extent that very few members of the press were able to
see the President by participating in pool coverage. As the number of
open coverage events decreased, so did the size of each pool.
2
The type of television coverage has also changed during the last
few years. In the past, all television coverage was provided by the
American networks and host country television. Since the American
networks were so superior to host country television, the host country
would allow each network to cover every event to make sure that the
American networks got the news to the rest of the world. Due to the
great technological advances in television during the past five years,
the quality of host country television is now excellent and at times
superior to that of American networks. Host country television now
covers every aspect of a Presidential trip and for a substantial fee
make their coverage available to the American networks. Since host
countries are no longer dependent on American television, it is very
rare for more than one American camera to be allowed in each pool.
The result, therefore, is that all four networks are trapped into
using the same tape for almost all events.
Since so much of the coverage of Presidential events is dependent
on the use of pool tape and because there is so little hard news
during most foreign trips and a much higher level of network
competition than five years ago, a majority of the coverage of a
foreign trip is involved not with the narrow substance of the trip,
but with the many peripheral aspects of the trip. This type of
coverage allows the networks to lengthen their coverage, make the
coverage more entertaining, and hopefully increase their Neilson
ratings.
When only Presidential events were being covered, the scheduling
of crews was relatively simple. In today's competitive market, with
the coverage of the President being only one of six or seven possible
stories being prepared each day, the scheduling of crews and therefore
the timely availibility of the White House press schedule and pool
assignments have become more important.
Due to an increase in international terrorism, the possibility
that terrorists may infiltrate the press corps and the dependance to a
certain degree by the Secret Service on host country security
procedures, a decision was made to have the American press pass
through magnetometers before they boarded the press plane or entered
secure areas. This procedure was often duplicated by host country
security and also necessitated very early hotel departures. The press
complained that security for the American press was too tight and in
many cases the press was correct. The procedures for press security
are now being reviewed and more attention will be given to providing a
more reasonable system for foreign trips.
A number of new trends have therefore occurred in the coverage of
foreign trips. The results are that very few press ever see the
President; that the White House Press Office has less impact on the
size and composition of press pools; that network television coverage
has expanded from straight news to include more comrehensive and
entertaining coverage; that briefings are more tightly controlled by
the White House; that less hard news occurs; and that most members of
the press feel isolated from the senior staff and the President and
therefore complain about the lack of access and security
inconveniences.
3
RECOMMENDATIONS
PRESS
1. The Press Secretary should always be manifested on Air Force One
and Marine One when possible, and should be in staff one in
motorcades. He should be a member of the official party and
should be housed with other members of the official party.
2. The use of magnetometers and other security procedures for the
Press should be reviewed so that the objectives of the USSS are
met in relation to the practical logistical movements of the
Press.
3. While trip scheduling must give priority to the objectives of the
President, consideration should be given to press movements, Press
filing deadlines and a reasonable amount of sleep for the press.
It is suggested that after major events--particularly during
foreign travel-a half-day of "down time" for the press and the
traveling party should be allowed.
4. A press advance office should be established with offices in the
Advance Office.
5. A permanent contact within the Office of the Press Secretary
should be established as a liaison with the Press Advance Office.
6. Prior to each trip, a meeting should be held with ICA in
Washington to establish the appropriate support role for ICA
during the trip.
7. A meeting should be held with ICA personnel at each Embassy to
define the relationship of the Press Advanceman with ICA, to
review the specific ICA support role for each event and for the
trip in general and to establish a system for the Press Advanceman
to receive progress reports on ICA activity.
8. Press schedules, pool sizes and compositions, manifests of Air
Force One and Press Helo and breifing schedules should be sent to
the trip Press Coordinator as early in the trip as possible.
9. Press Advancemen should communicate with the trip Press
Coordinator on a regular basis throughout the trip.
10. Members of the traveling party should discuss press arrangements
only with the Press Secretary, the trip Press Coordinator or the
Press Advanceman. This becomes especially critical when changes
occur and adjustments have to be made.
4
RECOMMENDATIONS
GENERAL
1. The chain of command within the advance team, the system of
communication with host country officials and the conduct of the
advance team while dealing with Embassy personnel, host country
officials and during free time should be defined.
2. The position of the head advanceman and the other members of the
advance team should be clearly communicated to each Ambassador,
D.C.M., Administrative officer, and ICA officer so that it is
fully understood that the lead advanceman and not the Ambassador
is responsible for all aspects of a trip.
3. A system should be established during the advance for all
appropraite members of the advance team to regroup with the Trip
Coordinator when changes occur during a trip in order to ensure
that whatever action is taken reflects the appropriate
requirements of all support groups.
4. When possible, a staff meeting should be held each day during a
trip to review the next day's activities.
5. The structure of the advance should be designed to ensure the free
flow of information to all members of the advance team, and team
meetings should be held on a regular basis.
6. The size of the advance team which meets with host country
officials and participates in site surveys should be kept to a
minimum.
7. The distribution of Presidential "goodies" should be done so that
all members of the advance team are able to reward their
appropriate counterparts.
8. The lead advanceman should make every effort to have the
President's photographer as close as possible to the President at
all times.
9. The advance should be broken down into four elements: The
President and the Senior Staff, the First Lady, the Press, and the
traveling support staff.
10. While primarily responsible for providing for the requirements of
the President, the advance team should be sensitive to the
political, cultural and protocol customs of each host government
and be willing to make minor adjustments in the accepted White
House procedures if the needs of the President will not be
compromised.
5
11. Special attention should be given to providing bilingual speaking
drivers for all American vehicles.
12. The advance team and the traveling staff should minimize radio
traffic during all Presidential movements as well as during the
trip itself.
13. Preparations for the 1983 Economic Summit in the United States
should begin immediately. A full-time team should be established,
headed by a White House staff member, which also includes
representatives from State, USSS, WHCA and the N.S.C.
14. To soften the no access complaints of the press, consideration
should be given to having the President hold an informal
discussion at some time during a trip with an appropriate number
of White House press. This event should be spontaneous.
15. An effort should be made to have the President do a spontaneous
people event during a period of free time. It would be covered by
the travel pool. The success of this type of event is dependant
on having only a very small number of staff involved.
1
European Trip Report
The Press
THE PRE-ADVANCE
The initial pre-advance trip was led by Mike Deaver on February
12-19 and it was during this trip that the final schedule for the trip
was developed.
Subsequent pre-advance trips occurred on April 3-7, when Eric
Rosenberger attended a press seminar in Paris to discuss the
Versailles Summit; on April 13-17, when Mike Deaver led a pre-advance
team which included the press to all the stops; on May 2-7, when Mike
McManus led a pre-advance team which included forty members of the
press to all the stops; and on May 23-30, when Mike McManus, Eric
Rosenberger, Roger Counts and Tom Quinn visited all the stops and held
in-depth meetings with all the advance teams. The press were invited
to accompany the pre-advance teams on the April 13-17 and the May 2-7
trips and representatives from the television networks and the still
photographers accompanied the pre-advance team on both trips. The
wires and the White House Correspondents Association declined to send
a representative on either trip.
Due to the recent increase competition between the networks and
due to the new television technology, the number of network personnel
who participated in the May 2-7 pre-advance became unmanageable. Both
the White House and the networks are aware that the number of network
personnel who accompany the next foreign pre-advance should be greatly
reduced.
During the April 13-17 pre-advance trip, the ABC Nightline crew
accompanied the advance team.
The network pool producer and the still photography pool
coordinator distributed detailed briefing material after The Pre-
Advance.
A pre-advance briefing was held for the wires and the writers.
ADVANCE SERMINARS
On May 15th and May 22nd indepth seminars were held for all
members of the advance teams going to Europe. In addition to
briefings on security, the political situation, the Embassy structure,
the press arrangements, and the overall conduct of the advance teams,
each press representatives was given an indepth press schedule, a
press advance manual for international trips, an ICA Presidential
advance manual, a check list for international press arrangements and
diagrams of all event sites. In addition, a meeting was held with
each press advance representative to discuss specific arrangements
discussed during the pre-advance trips. Press advance representatives
were also given the names, background and responsibilities of all host
country press officials and all ICA and embassy personnel. It is
recommended that WHCA be included in all future advance seminars.
2
FRANCE
The Mitterrand government, through Jacques Attali, was very
concerned that the White House Press Office, as demonstrated in Ottawa
and Cancun, would provide high quality briefings and transcripts and
therefore allow the White House press corps and the media in general
to project President Reagan as the dominant force at the Versailles
Summit. The French government, for domestic political reasons, wanted
President Mitterrand to dominate the coverage and their strategy was
to alter the press arrangements.
A list of problems created by the French government follows:
1. On June 1st, the French arbitrarily announced that the
Versailles Press Center, L'Orangerie, would be closed to the
U.S. television networks on June 2 and 3. Arrangements had
already been made for the networks to have access to their
trailers at L'Orangerie on those dates for equipment tests
and for live broadcasts. The French stalled until 4:00 p.m.
on June 3rd before they approved access.
2.
On June 2nd, at 12 noon, the French announced that coverage
of the President's arrival at Orly had been changed from
"open coverage, " limited to 30 U.S. press.
3.
On June 2nd, the French government officials responsible for
the press reported that they no longer had any power and that
all changes had to be negotiated with French security, since
it was French security, and not the French press
representatives, who were making the changes.
4.
On June 2nd, French security led the press buses on a thirty-
minute drive around Orly airport and returned to the original
staging area. With fifteen minutes remaining before the
press plane was to land, French security led the press buses
on another circular drive and finally arrived at the press
plane as the plane came to a halt. The French kept the buses
at an excessive distance from the plane and forced the new
airport arrival pool to jam into one Air France bus designed
for twenty people. During this arrival period, the change in
the airport coverage was announced on the press plane.
5.
On June 3rd, the French would not decide if there would be
remarks after the lunch at the Elysee Palace. In addition,
they were not prepared to provide sound for the Presidents
and WHCA did an outstanding job in providing sound in a very
short time.
6.
On June 3rd, Jacques Attali inspected the U.S. network stand-
up and live position which was assigned by French security
and immediately ordered French security to move the networks
fifty feet away from their cables and telephone lines,
essentially cutting all television cables to the United
States. In addition, he locked out all network personnel
from the new location unless escorted by French security, and
the appropriate French security personnel disappeared. After
long negotiations on the part of the White House and the
networks, Attali agreed to have the networks purchase
3
additional cable and to have the P.T.T. extend the phone
lines. It is estimated that this change cost the networks
$100,000. By noon on Saturday, June 5th, the networks were
still not fully operational at Versailles.
7. On June 4th, the U.S. radio networks stated that the French
were intercepting radio broadcasts to the United States,
inserting a garble and therefore making them unacceptable for.
broadcast in the United States. In short, they were jamming
our radio feeds.
8.
On June 4th, French security prevented the motorcade pool
from entering the Paris heloport and as a result the press
helo departed without the pool. Through the assistance of
the HMX advance representative, the press helo returned and
when it was once again on the ground, French security finally
relented and allowed the pool to board the press helo.
9.
On June 4th, French security rescheduled the group photograph
after the arrival ceremony at the Grand Trianon. The new
location offered such a poor photograph that a number of
French photographers broke away from the press area and the
control of the press ended. A general mob scene developed
and the President departed. The other heads of state
remained and the result was seven spontaneous press
conferences. The French realized that they had lost all
control and therefore decided to cancel the coverage of the
boat ride and the dinner.
After most of the U.S. press had departed L'Orangerie, the
French reversed themselves and decided to have coverage of
the dinner. Our advance staff brought the pool back from the
bus and after a great deal of negotiation, finally convinced
the French to let our pool join the other press to cover the
dinner. French security was upset because they thought that
our press were on their way to Paris when they finally
decided to have press coverage of the dinner. It was an
obvious attempt to prevent the American pool from covering
the dinner.
10.
The French went out of their way to make sure that the U.S.
briefing room in L'Orangerie had no air conditioning. Our
advance staff requested air conditioning and even though
there was air conditioning in many other national briefing
rooms, the French refused to have air conditioning in the
American room.
11.
The French shuttle system between the Paris press hotel and
Versailles did not operate effectively. The U.S. press was
able to move between Paris and Versailles only by means of
the White House buses.
12. Similar problems were experienced by the Japanese and
Canadian press and the Japanese government became so
disturbed that they called the French Ambassador into the
Foreign Office in Tokyo and waged a formal protest over the
calculated problems at Versailles.
4
13. On June 6th the French arbitrarily cancelled all coverage of
events after the opera. Earlier in the day, the American
press was so disgusted with the French that except for the
wires, they decided not to cover any events after the dinner.
Due to the interest of the wires, we requested coverage of
the fireworks and the French compromised and allowed coverage
at one of the initial five press positions.
14. Due to the many problems at Versailles, the advance staff
decided to have the Air Force One pool go directly to Orly
Airport and not ride on the press helo from Versailles. This
decision was well founded since the French cancelled all
coverage of the President's departure from Versailles,
possibly hoping to trap the Air Force One pool at Versailles.
When the President arrived in France, it became clear that French
security, as in the past, was in full control and that all the
arrangements which were made by the French press officers were
overruled by the political objectives of the French government.
These basic political objectives were obvious during the
preparations for the trip, but the methods which the French used to
achieve their objectives were totally inconsistent with the spirit of
cooperation which existed prior to the trip. The many changes to the
schedule produced a backlash against the French by all the Press.
ITALY
The trip to Italy included a visit to the Vatican, an arrival
ceremony at the Quirinale Palace, a short biláteral with President
Pertini, a luncheon, a short bilateral with Prime Minister Spadolini
and a meeting with Italian police officers who freed General Dozier --
all in five an one-half hours. The main concern was to stay on
schedule and to allocate an equal amount of time between the Vatican
and the Italian government.
Press facilities at the Vatican and in Rome were excellent and
pool movements occurred smoothly.
The major Press problem in Rome was at the Chigi Palace when it
became obvious that the trip was falling behind schedule. Prime
Minister Spadolini, in an effort to be helpful and to get back on
schedule, revised the sequence of events -- but forgot to tell the
Americans. The result was a rather chaotic scene and all members of
the American party, including the Air Force One Pool, had to quickly
adapt to the new scenario.
Press complaints in Rome concerned the early departure time from
paris - 4:30 am - which was necessitated by the magnetometer process
at the airport and the extra time needed to travel from the airport to
the Vatican during morning rush hour. There was also press
unhappiness over a small number of the press who had made personel
requests to visit the Vatican and were not part of the five-man
Vatican pool.
ENGLAND
When the press plane landed at Heathrow Airport at 4:00 pm on June
7th, the press had been awake for fourteen hours after getting only
5
two to three hours sleep. Obviously, most of them were very tired.
The press had survived the 110 degree press room at L'Orangerie in
Versailles and the other inconveniences presented by the French. They
had just covered a whirlwind stop at the Vatican and in Rome where a
majority of the press corps fell asleep at the press center while
watching the President and the Pope on television. The press were
therefore looking forward to a restful and more civil stay in London.
The trip to London went very well. The press center at the
Grosvenor House was excellent and all pool movements ran smoothly.
The two areas, however, which caused some problems were the
Immigration and Customs procedure at the airport and the size and
composition of press pools. The English initially stated that the
press plane would land at Heathrow Airport adjacent to Air Force One.
A week before the visit, however, the advance team was informed that
the press plane would land at Gatwick Airport and that the press would
have to go through the Immigration and Customs procedures at the
commercial airport. In addition, the English refused to provide an
escort for the press buses. This situation would make it impossible
to cover the arrival cermony at Windsor Castle. After a great deal of
negotiations in London and at Versailles through Bernard Ingram, press
spokesman to the Prime Minister, the English finally agreed to allow
the press plane to land at Heathrow. They also agreed to an
Immigration and Customs procedure which would allow the press to
fulfill the English requirements without leaving the press buses. As
this compromise was proceeding on schedule, a number of White House
staff members, who were not aware of the delicate negotiations with
the English, decided to ask the English to speed up the procedure.
The result of this staff interference was an insult to the English,
who reacted by stalling the procedure for an additional forty-five
minutes.
In an attempt to provide the best possible press coverage, the
English identified a large number of pool positions for each event
while also greatly restricting the size and composition of each pool.
They also requested the names of all press covering events at
Westminster palace and No. 10 Downing Street. Due to the assignment
procedures of the networks, names are difficult for the Press Office
to provide, and every effort should be made to resist giving names for
pool members during the pre-advance.
Pool movements were eventually worked out and even though coverage
arrangements were highly restrictive, it was a nice change to be among
the pleasant and cheerful British.
GERMANY
Bonn
It was obvious when the trip to Bonn was announced that the press
arrangements would not be sufficient to meet the needs of the White
House press corps. Not only was there a printer's convention in
Cologne, which had booked most of the hotel rooms, but the needs of
the other NATO countries made hotel rooms very scarce. The
Transportation Office finally was able to provide housing for all the
6
traveling press in eight different hotels. A control center was
established in the lobby of each hotel and was manned 24 hours a day
and a shuttle system operated continuously between each hotel and the
press center.
The press center at the Tulpenfeld Restaurant included a press
working area, a briefing room, and the other support elements. The
press center was smaller than normal and the advance team erected a
large tent to enlarge the press working area.
Coverage of the events in Bonn went smoothly. At this stage in
the trip, the entire traveling party was very tired and minor problems
became exaggerated. The press party, hosted by Coca-Cola, was a most
welcome change in the fast pace of the trip, and allowed everyone to
relax.
GERMANY
Berlin
The visit to Berlin lasted only three and one-half hours, and
included remarks to American troops at Templehof Airport, a stop at
the Berlin Wall and remarks before 30,000 at Charlottenburg Palace.
Due to the short runway at Templehof Airport which accommodated
Air Force One but not the larger press plane, the press arrived in
Berlin at Tegel Airport and were bused to Templehof, the Wall or the
Charlottenburg Press Center. Press facilities at both Templehof and
the Charlottenburg Palace were excellent. Due to security
considerations, no press platform was constructed at Check Point
Charlie and the photographers were a bit crowded.
The press center at L'Orangerie at Charlottenburg Palace was
superb. The West Berlin government did an outstanding job in
providing ample amounts of food and refreshments in addition to ample
communications facilities.
The Berlin stop was well planned, well executed and resulted in
excellent coverage.
A minor problem occurred when an accident took place directly in
front of the bus bringing the network personnel back to the press
plane from the feed point at Templehof. Since extra travel time had
been inserted into the schedule, this delay did not become a problem
and the press plane arrived in Bonn on schedule.
1
ADVANCE TEAMS
Host Country Contacts
FRANCE
Advancemen: Lead:
Hugh O'Neill
Paris:
Ron Fuller
Paris Press:
Joe Wilkinson
Versailles:
Bill Henkel
Versailles
Press:
Jack LaCovey
Press Hotel: Meridien Hotel, Paris
Press Centers: Meridien Hotel, Paris
L'Orangerie, Versailles
Palais des Congress, Versailles
Embassy/ICA: Phil Brown
French Contacts:
Jean-Raphael DuFour, Chief of Protocol Arrangements
for the Summit, Ministry of Foreign Affairs
DuFour is a civil servant in the Foreign Ministry who
attempted to coordinate the visit in an open and fair
manner. He was compromised by the effforts of the
Elysee and was as surprised as we were by the changes
which occurred on the trip.
Marie Sills, Press Officer, Elysee Palace
Marie was the main liasion between the Elysee and the
international press. She is a devoted socialist, part
of Mitterrand's inner circle, who faded into the
background when security began making all their changes.
She was well-intentioned, pleasant and powerless.
2
Alain Dejainmet, Director of Press and Information,
Ministry of Foreign Affairs
Alain is a civil servant who has appeared on every
Presidential visit to France. As the years pass, he has
become more pleasant but his level of competence has
remained quite low. As a government bureaucrat, he is
faithfully carrying out the orders of the Mitterrand
governmnet and was of minimal assistance.
Henri Vignal, Assistant Director of Press,
Ministry of Foreign Affairs
Henri is a very competent and pleasant civil servant who
was most helpful. However, when French security began
making changes, he was impossible to find.
Eric Bosc, Press Officer
Ministry of Foreign Affairs
Eric is the goffer for Vignal. He was powerless,
understood very little and was a very amusing young man.
3
ITALY
Advancemen:
Lead:
Jim Kuhn
Vatican:
Butch Cochran
Vatican Press: Ron Miziker
Rome Press:
Jack Williams
Press Hotel: No overnight
Press Center: Excelsior Hotel
Embassy/ICA: Gil Callaway
Barry Fulton Contacts:
Vatican:
Marjorie Week, Vatican Press Office
Marjorie is from Brooklyn, New York and
is very pleasant and professional. She
was in complete control and did a
wonderful job.
Italy:
Ambassador Guidi, Chief of Protocol,
Ministry of Foreign Affairs
Guidi was a real gentleman, a bright and
sensitive man who did everything possible
to make the trip go smoothly.
Pier-Benedetto Francese, Press
Counsellor, Ministry of Foreign
Affairs
Francese is a career diplomat who was
most helpful and very positive in his
desire to assist the White House.
4
ENGLAND
Advancemen:
Lead Advance:
Dan Morris
Windsor:
John Gartland
London Press:
Tom Andrews
Windsor Press:
Marilou Shiels
Press Hotel: Grosvenor House
Press Center: Grosvenor House
Embassy/ICA: Phil Arnold
Sig Cohen
English Contacts:
Michael Shea, The Queen's Spokesman, Buckingham
Palace
Michael is a very intelligent, pleasant and professional
gentleman who was most helpful to the White House press
corps. He was understanding, flexible when possible and
a delight to work with.
John Haslam, Assistant to Michael Shea
John is a bit of an old lady who operates in Michael's
shadow but took the initiative on many occasions to
intercede on behalf of the White House press. Like
Michael, John is a very pleasant man.
Bernard Ingram, Spokesman to the Prime Minister
Bernard was preoccupied with the Faulklands and
delegated responsibility for our trip to his assistant,
Ian Kydd. When we really needed some assistance with
Customs, however, Bernard interceded on our behalf.
Ian Kydd, Deputy Spokesman to the Prime Minister
Like Bernard, Ian was preoccupied by the Faulklands.
The initial arrangements for covering Number 10 were
very restrictive and through Ian's assistance, the
coverage was expanded. Ian appears to be terrified of
the Prime Minister and did an excellent job in providing
for the needs of the White House press.
5
Black Rod, Sir David House
Black Rod controls Westminister Palace with an iron hand
and was not at all interested in a number of our
suggestions for the coverage of the President's remarks
at Parliament. As the event became closer, he became
more reasonable and with the help of the British
television producers, we were able to compromise with
Black Rod. He is a tough guy!
6
BONN
Advancemen:
Lead:
Lanny Wiles
Press:
Rocky Kuonen
Tim Elbourne
Press Hotels: *Tulpenfeld
*Park
*Consul
*Zum Loewen
*Insel
*Rheingold
*Zum Adler
*Rhine
Press Center: Tulpenfeld Restaurant
Embassy/ICA: Walter Kohl
Joe Braycich
Bonn Contacts:
Helmut Jochum, Chief of Protocol
Herr Jochum was brought to Bonn expecially for the NATO
meetings from the German Embassy in Pretoria. He is a
very professional, pleasant and amusing man who was
caught in the middle of some very hard negotiating. He
was an honest individual who represented his government
well.
Ernst Paetzold
Herr Paetzold is a very professional, hard-working and
experienced civil servant who was especially assigned to
the Bonn NATO meeting. His real job is in German
intelligence. He did everything he could to assist the
White House press and was a delight to work with.
7
BERLIN
Advancemen:
Lead:
Dewey Clower
Press:
Lary Eastland
Press center: L'Orangerie, Charlottenburg Palace
Embassy/ICA: Paul Modic
West Berlin Contacts:
General James Boatner, U.S. Commander, Berlin
General Boatner was very cooperative and the design,
planning and execution of the speech to the troops at
Templehof is testament to the professionalism of his
unit.
Erwin Von Schacky, Chief of Protocol, City of West
Berlin
Von Schacky is a real professional who was very
cooperative. He was flexible in the design of the
speech site at Chorlottenburg Palace and was sensitive
to the needs of the White House press.
Karl Henschel, Press Officer, City of West Berlin
Herr Henschel was a very friendly, helpful and
cooperative civil servant. He had a very positive
attitude and played a large role in the success of the
trip.