\ 1982 CAMPAIGN MANUAL & “Winning is not just important; it's the only thing," the late legendary football coach Vince Lombardi said. This short quote from Abraham Lincoln kind of sums up for me, the thrust of the campaign: “You cannot bring about prosperity by discouraging thrift. You cannot strengthen the weak by weakening the strong. You cannot help the wage earner by pulling down the wage payer. You cannot further the brotherhood of man by encouraging race hatred. You cannot help the poor by destroying the rich. You cannot keep out of trouble by spending more than you earn. You cannot build character and courage by taking away a man's initiative and independence. You cannot help men permanently by doing for. them what they could and should do for thenselves." Just ceading through a campaign manual will not make a sucessful candidate. YOU must ACTI This campaign information is intended as an overview and to give you information about the State Republican Party. Candidate seminars have been held. Your campaign can benefit from our recently added computer services. We secure polling places, appoint judges and clerks to serve as election officials, and not only guard your right to vote but we see that your vote is counted properly. Open free elections and your right to vote are the backbone of our democracy. We want you to be a winner, 60...PLAN YOUR WORK and WORK YOUR PLAN. te in the 1982 election. Bob Cohee State Chairman REPUBLICAN PARTY of ARKANSAS TCB, 1 Riverfront Pl., Suite 620, N. Little Rock, AR. 72114 « (501) 372-7301C 10. W 12. 13. 14. 15. 16. 1s TABLE OF CONTENTS Candidates list... . : pages Bxecutive Committee list and maps... pages County organization chart. page County Chairman list... pages Poll Watcher form. oye) page Ground Rules. Bese pages Btrategyesccssecesereee pages Opposition Research......++ pages Planning & execution... sees? pages Name TeDesssceseeceeeseeeeeseneeeeeseeeT Page The Campaign Orgnaization. +113 pages The Scheduler... pages Budget controls.....ss++0+ pages Fund raising. pages Campaign commuhnications.....+.+s+++++-4 pages Door-to-door Pages Calendar of events.. pageoN REPUBLICAN CANDIDATES FOR UNITED STATES CONGRESS First District Chuck Banks Post Office Sox +702 767 Osceola, Arkansas 72370 fo) 563-3213 {h) 563-5033 Hdgt. 563-3213 cond District Congressman &¢ Bethune 1535 Longworth House Office Bi Washington, D.C. 20515 (9) 202-225-2506 Hdgt. 375-8464 Third District Congressman John Paul Hanmerschnidt 2207 Rayburn House Office Building Washington, D.C. 20815 (0) 202-225-4301 Hdqt. 741-6900 Fourth District, Bob Leslie Route 1, Byrd Lane Redfield, Arkansas 72132 (0) 397-5405 (h) 397-5135 Hdgt. 534-6328 REPUBLICAN CANDIDATES FOR GOVERNOR Governor Frank White State Capitol Little Rock, Arkansas 72207 (e)371-8050 (h) 376-6804 Hdgt. 225-7475 REPUBLICAN CANDIDATES FOR LIEUTENANT GOVERNOR Ben Paul Talbot, Jr. 812 Partee Orive Magnolia, Arkansas 71753 (0)234=1053 (h) 234-4174 REPUBLICAN CANDIDATES FOR ATTORNEY GENERAL Tom Ferst) 7 tow Ellen orive Little Rock, Arkansas 72202 (0) 666-1439 [h} 666-1439 REPUBLICAN CANDIDATES FOR CIRCUIT JUDGE Judicial 4, Position 2 Willlam George Myers 17 1/2 east Center Fayetteville, Arkansas 72701 (0) 442-6219 (nh) 442-6219 Judicial 18, Bast Judge Henry Britt . 126 Trivista Hot Springs, Ackansas 71901 (0)321-2211 (n) 623-7586REPUBLICAN CANDIDATES FOR STATE SENATE District 1 voe wates PS 711 8. W. Second Street Bentonville, Arkansas 72712 (0) 273-2313 (h) 273-5939 District 6 Daniy Maestri CO Route 1, Box 140 Springdale, Ackansas 72764 (o)361-2181 (hy 361-2781 District 7 Jackie Paxton Route 3 Van Buren, Arkansas 72956 (hn) 474-5309, pistrict 13 Travis Miles (unopposed) 5426 Wighland Drive Fort Smith, Arkansas 72903 (0) 785-2644 (h) 452-2162 District 14 Bit vetters Femal, Post Ottice Boe 20 Gresnseod, Arkancos 72936 (shavecatia thyaseeasio District 15 Dr. John Hoffman Post Office Box 100 Royal, Arkansas 71968 (h) 767-6381 District 21 Carolyn Sisney Route 1, Box 486 Hot Springs, Arkansas 71913 (h) 525-1261 District 22 Raymond Richards 7910 TLlinois Little Rock, Arkansas 72207 (hy 225-5015 District 24 Erma Hendrix Post Office Box 2644 Little Rock, Arkansas 72203 (h)375-2216 District 28 Janes Boyd 4209 Garland Pine Bluff, Arkansas 71603 (0)534-7300 (h) 879-0927 District 32 Graham Maclean 2609 Fox Run Magnolia, Arkansas 71753 (0) 235-2259 (hb) 294-8499 District 337 John Giller 1703 West Block El Dorado, Arkansas 71730 (0) 863-7023 (h) 863-8613 SPECIAL COLLECTIONS BY USVERSITY OF ARKANSAS LIBRAF LLE, AR 7270112! Tov SuzREPUBLICAN CANDIDATES FOR STATE REPRESENTATIVE District 1 ban Johnson Route 3 Rogers, Arkansas 72756 (h) 925-1208 District 2 Metis pavis ¢ Fem C. 4 South Main Eureka springs, Arkansas 72632 (0) 253-9703, (0) 253-8540 District 3 Cliff Whitmore Route 5, Box 28 Hacrison, Arkansas 72601 (0) 741-2044 (h) 741-2044 District 4 Jim Smithson Post Office Box 447 Marshall, Arkansas 72650 (hn) 448-2808 District 7 Bernice Wells Route 2, Box 213 Cave City, Arkansas 72521 (h) 283-6143 District 11 Jerry Hinshaw (unopposed) Route 4, Box 444 A Springdale, Arkansas 72764 (0) 751-7040 (h) 361-2382 District 13 Dick Barclay Post Office Box 279 Rogdts, Arkansas 72756 (0) 636-6069 (h) 636-1659 District 27 Carolyn Pollan (unopposed) 2201 Bast 40th Fort Smith, Arkansas 72903 (0) 782-9014 (h) 782-6452 District 29 Jerry King (unopposed) Box 673 Greenwood, Arkansas 72936 (0) 638-5161 (n) 996-4205 District 33 Geneva Bull Route 3, Box 154 Heber Springs, Arkansas 72543 (h) 668-3802 District 51 HRS ine Fe Route 1, Box 271-J < Pearcy, Arkansas 71964 (0) 767-4843, (h) 767-5364 District 57 Raymond Mills 8118 Lowell tane Little Rock, Arkansas 72207 (hm) 225-3133, District 58 Judy Pecty 901 Ncadoo Little Rock, Arkansas 72207 (0) 224-8200. (h) 664-6178 District 59 Earlene Windsor 10212 dudy Lane Little Rock, Arkansas 72209 (h) 565-3176 SPECIAL COLLECTIONS DIVISICN UMMERSITY OF ARKANSAS LIBRARIES E TERME AR 72704-1204REPUBLICAN CANDIDATES FOR STATE REPRESENTATIVE District 60 Dugan King 2500 South Taylor Little Rock, Arkansas 72204 (0) 562-4406 (h) 663-5134 Disteict 64 Muskie Harris Post Ofice Box 3281 Little Rock, Arkansas 72203 (0) 372-7700 (nh) 378-0930 District 65 Mike Wallace 200 Millwood Drive Maumelle, Arkansas 72118 (0) 661-9697 (n)e51-4822 District 69 Buddy Powers 2803 Kellogg Road North Little Rock, Arkansas (0) 945-0878 (h) 835-8818 District 73 A. L. McKenzie 328 North Fifth Street Clarendon, Arkansas 72029 (0) 747-3843 (h) 747-3843 District 77 Muri Douglas Pilcher Route 2, Box 888 Malvern, Arkansas 72104 (hn) 332-5229 District 96 Doris S. Pletcher 302 South Fredrick Magnolia, Arkansas 71753 (h) 234-7394 Page 2 District 98 Roy Rood 314 South Park E1 Dorado, Arkansas 71730 (0) 863-7173 (hn) 862-5375 SPECIAL COLLECTIC UNIVERSITY OF ARKA FAYETTEVILLE, AR 72701-12STATE EXECUTIVE COMMITTEE of the REPUBLICAN PARTY OF ARKANSAS NATIONAL COMMITTEEMAN NATIONAL COMMITTEEWOMAN Revised 7/7/82 STATE CHAIRMAN igna lowe Toone Trorei = nlm ob Conee 25 Arnold Drive Route 1 2100 Rebeamen Park Road Texarkana, AR 75501 Rose Bud, AR 72137 apartment 410 (8) 773-2005 (H) 556-5595 Little Rock, AR 72202 (3) 663-4300" (0) 372-7301 [FIRST VICE CHAIRMAN TREASURER SECRETARY Jerei Pruden Gary Hanne Doris Holke 320 N. Kashington 3809 South 32nd 16 Cyrus Rex Road Hope, AR 71801 Fort Smith, AR 72903 Rogers, AR 72756 (777-5154 (1) 646-6536 (0) 646-8251 (#) 925-2178 SECOND VICE CHATRHAN ASSISTANT TREASURER ASSISTANT SECRETARY Tacry Tete Tune Grayson 2207 Canelot Drive 2100 Rebsanen Park Ra Fort Smith, AR 72901 (8) 452-3473 (0) 474-5055 Apactment 401 Little Rock, AR 72202 (i) 666-8598 GOP HOUSE LEADER EINANCE_CHATRMAN Me GeneRaL COUNSEL Hike Babb DE: Morris "Suze" Arnold (rotatea) IMMEDIATE PAST CHAIRMAN Gerri Pruden 320 N. Washington Hope, AR 7180175501 () 777-5154 SENIOR CITIZENS Sie rkelly Fe 2504 McCain Blvd. North Little Rock, AR 72116 (i) 835-9489 (0) 753-0555 YR CHATRMAN Dwight Bennett Route 1, Box 20 Joiner, Arkansas 72350 (537-4578 ARTS AND SCIENCES 45 agen itt Little Rock, AR 72207 (H) 666-6841 (0) 371-2268 AFRW PRESIDENT Kathryn "Kitty" Jean 1022 Lawton Circle Magnolia, AR 71753 (H) 234-5433, CR CHAIRMAN q Gilbert Baker Ms Mike Gimpfenderfer 2168 First Natl. Bidg®- Route 2, Box 40 11 Meadow Lane Little Rock, AR 72201 Conway, Arkansas 72032 Searcy, AR 72143 (8) 663-7409 (0) 376-6321 (H) 327-2535 (0) 329-2410 (i) 268-5795 TAR CHATRNAN MINORITIES CHAIRMAN PAST CAND. FOR GOV. Ye Elijah Coleman Fou - Frank white U.S. HOUSE Ba Bethune 1535 Longworth House Blég. Washington, D.C. 20300 (0) 378-5941 D.C. (202) 225-2506 2X OFFICIO MEMBERS: EXECUTIVE SECRETARY June Grayson 2100 Rebsamen Park Rd. Apartment 401 Little Rock, AR 72202 (3) 666-8598. (01372-7301 dle James Canfield Route 4, Box 208 A Pine Bluff, AR 71607 (H) 536-9136 (0) 842-3279 U.S. HOUSE John, Paul Hammerschmiat 2207 Rayburn House Building Washington, D.C. 20300 (0) 741-6900 D.C. (202) 225-4301 aaa ae Fin. 116 Kest Hickory Jacksonville, AR 72076 (0) 982-6506 State Capitol Little Rock, AR 72201 (i) 376-6884 (0) 371-2345 SPECIAL COLLECTIONS. DIVISION UNIVERSITY OF ARKANSA\ FAYETTEVILLE, AR 72701-1291 5 LIBRARIESSTATE EXECUTIVE COMMITTEE, Page 2 yon john Allen Fam. a2tN. W. 3rd CO Walnut Ridge, AR 72476 (#) 886-6168 (0) 886-6767 EASTERN REGION Rick Griffin M(M 1008 Rich Road West Memphis, AR 72301 (#) 735-2616 (0) 735-1566 uarRNAN Doyle Webb MIM OB 13S Benton, AR 72015 (i) 79422170 (0) 778-3666 PULASKI_REGION Bill Conway 1315 Glenda Drive Little Rock, AR 72205 (i) 225-2473 (0)661-5931 CHATRMAN Bill Coleman Route 1,Box 43 Mountainburg, AR 72946 (8) 369-2720 (0) 369-2501 WESTERN REGION Dorance Darron 2001 Hendrickse FIRST CONGRESSIONAL DISTRICT WHITE RIVER REGION Janes 1saacs Few Route7, Box 14 < Batesville, AR 72501 (H) 698-1712 (0) 793-7572 DELTA REGION Thomas Long 128 West Broadway Forest City, AR 72335 (H) 633-3834 (0) 633-2410 SECOND CONGRESSIONAL DISTRICT CENTRAL REGION Rlex Lieblong Route 3, Box 477A Conway, AR 72032 (3) 327-2428 PULASKI Deane Wallace 1117 old Charter ct. Little Rock, AR 72211 (a) 224-1057 ‘THIRD CONGRESSIONAL DISTRICT "NORTHWEST REGION Betty Walker 110 Rogers Circle Drive Springdale, AR 72764 () 751-4491 ARKANSAS RIVER REGION Sharon Trusty 8 Pine Forest Dr. NORTHEAST REGION Don Jenkins Route 1, Box 196 Jonesboro, AR 72401 (0) 932-1221 MINORITIES REPRESENT. wipwEsT = Charles Nazander Fam, POR 945 Benton, AR 72015 C. (8) 778-4397 (0)568-7060 MINORITIES REPRESEN’. F Meas oul REGION DeJ William Clements Route 3, Box 4 Mountain Home, 72653 — (#) 491-5389 MINORITIES REPRESENT. cc “Wn Fort smith, AR 72903 Russellville, AR 71801 () 782-4567 (0)452-3177 (H) 968-4647 FOURTH CONGRESSIONAL DISTRICT CHATRMAN ‘SOUTHWEST REGION SOUTHERN REGION Clayton Quackenbush Bill Poynter Marguerite Turner 602 Winans 11 Regency 800 Eastridge Hot Springs, AR 71901 ‘Texarkana, AR 7550258 EL Dorado, AR 71730 (4) 623-4832 (8) 773-1735 (0)774=8327 (#) 862-4430 ‘SOUTHEAST REGION ARKANSAS VALLEY REGION MINORITIES REPRESENT. fetteen West Fo POB 234 fe Tinsnan, AR 71767 (a) 79874609 (0) 374-1000 IMSonja Ingram + Fon 2600 W. 42nd Street Pine Bluff, AR 71603 (a) 535-2052 ©. George Williams Aurelle Road Strong, AR 71765 () 797-7854PLIZe S¥SNYoiay OOH SULT N ‘ONIONS DNV ALLO NAL Ovid INOUSUANE BNO 029 3110S SYSNVMUY JO ALUVd NYOrIENday sesueyly jo suoibay ueolqnday SPECIAL COLLECTIONS DIVISION UNIVERSITY OF ARKANSAS LIB! BAVETTFVIETE AR 72704 ‘owen sosuenry ‘sa0uinog SVSNU HV 2619" sev'os TYYLNIOARKANSAS REPUBLICAN STATE HEADQUARTERS County Republican Organization County Chatman, NOTE: Exch candidate should heve 8 campaign committee es Indicated. JOB DESCRIPTION ‘COUNTY CHAIRMAN |. Preside over regular and spectal meotingy of Republican County Executive Commitlee and the County Committee. All activities should promote the observance of the “Rules of the Republican Parly of Arkans." 2. Coordinate the activities of the “Organization Group” with the axsstance of the Count Coordinate the activities uf the “Functions Group” withthe atsttance of the County Establish and appoint chairmen of additional committees needed to implement fun Republican County Committee. 5. Coordinate the activities ofthe “Campaign Group" with the anntance of the County Campsign Coordinator. The compuign group should be organized ut soon as posible following the fling deudline, and should function until the General Election i eel one post-election business is completed, 4 Recruit qualified and electable Republican candidates sek public office onthe Republican ticket at all evle of government 7. Coordinate with the Republican State Headquarters on matters of patronage ~ state or nalionsl. Your actions and decinons on patronage matters should reMect the will and serve the interest uf your County Commit 4K. Auld 2s many distil and state meetings und appropriate sal functions as practical tobe assured thal your aru 1 effecuwely and physically represented munty be given proper consideration cn the many aspects of yovernmental alfa, fective individval inthe county in dealing withthe Republican State Headquarters deiniatration at al levels of government. This ita responsibly that should not be assumed Il. Tee Chaitman must ear the respect of the County Committee and Republican edministration by deme effective leadership abilities 38 well a¢.an honest and incere dexire to serve in auch an important position, Remon! wat Frequently result from meciices. Vice Chairwoman, icoChaieman, ns necessiry {0 accomplish the goals of the 3at ARKANSAS REPUBLICAN PARTY COUNTY CHAIRMAN Arkansas County Garland Hayes, Chairman 410.S. Rose Stucegart, Ark. 72160 (H) “673-1382 (0) 673-4461 Ashley County Mr, Austin Temple, Chairman 1302 B Parkway Crossett, Ark (iH) 364 2090 71635 Baxter County Dr. Wm. H. Clements, Chairman Re. 3, Box 44 Mountain Home, (A) 491-5389 Ark. 72653 Benton County-lts Korn Ceehler fon Mr. Kim.Lashlee, Chairman P. 0, Box 86 Rogers, Ark. 72756 (H) 636 0971 (0) 636-2161 Boone County Le e GENO] Cummings, Chairman \ Rouce #1 Harrison, Ark (H) 743-2739 72601 © Bradley County Mr. W.R "Rusty" Rowell, Chair. Re. 2, Box 137 Warren, Ark, 71671 (H) 226-6876 (0) 226 2611 Calhoun County Mr. Angus Benson, Chairman P.-0. Box 261 Hampton, Ark. 71744 (H)' 798-3164 (0) 798 -3468 Carroll County Mim & Mr. Bill Goldinger, Chairman Holiday Island Eureka Springs, Ark. (H) 253 -9295 72678 Chicot County Mr. Johnny Braddock, Chairman Rt. #1, Box 306 Lake Village, Ark. 71653 (H) 265 2430 (0) 265 5362 Clark County Mr. Frank White, Chairman Rt 2, Box 79A Gurdon, Ark. 71743 (H) 353-6767 (0) 246 5881 Clay County Mr. Junior Wiley, Chairman Route 1 Piggott, Ark. 72454 (H) 598 2537 (0) 598 3206 Cleburne County Mr, Jonathan McCray, Chairman P. 0. Box 389 Heber Springs, Ark. 72543 (A) 362 3857 Cleveland County Mr. Herschel R. Garner, ©, Box 352 Rison, Ark. 71665 (H) 325 6456 Columbia -County Mrs. Kitty Jean, Chairman 1022 Lawton Circle Magnolia, Ark. 71753 (a) 234 5433 Craighead County Mr. Robert Davidson, Chairman 625 Dogwood Lane Jonesboro, Ark. 72401 (H) 935 5196 (0) 935 5591 Crawford County Mr. Glen Hopkins, Jr. Chairman Drawer H * Van Buren, Ark. 72956 (BR) 474 2277 (0) 474 6886 Conway County Chairman SPECIAL COLLECTIONS DIVISION UNIVERSITY OF ARKANSAS LIBRARIES FAYETTEVILLE, AR 72701-1204~ 2 a e 1AL COLL AS LIBRARIES EC KANS VERSITY OF ARI UN 14-1201 AR 7270 ILLE, FAYETTEV Crittenden County Mr. Rick Griffin, Chairman 1008 .Rich Road West Memphis, Ark 72301 (H) 735 2616 (0) 735 1566 Cross County Emaline Holleman Route 1, Box 130 Wynne, Ark. 72396 (H) 238 3529 (0) 238 2079 Dallas County Mr. Paul Schaffner, Chairman 408 W. Second Fordyce, Ark. 71742 (A) 352 2583 Desha County Me. J. D Billberry, Chairman Drawer 350 McGhee, Ark. 71654 (H) 222 3215 (0) 222 3396 Drew County Zach McClendon, Chairman Box 270 Monticello, Ark. 71655 (H) 367 3776 (0) 367 3453 Faulkner County Mr, Joe Leonard, Chairman P. 0, Box 884 Conway, Ark. 72032 (H) 335 7758 (0) 329 5478 Franklin County Mr. A. &. Ketter, Chairman Route 2 Charleston, Ark. 72933 (H) 965 -2615 Fulton County Mr. Glenn Aldredge, Chairman Salem, Ark 72576 (H) 895 2260 Garland County" [mr Horm @, Mrs, Margaret Skinner, Chfirman Rt 5, Box 355 Hot Springs, Ark. 71901 (R) 525-3455 Grant County Mrs. Anita Gatzke, Chairman Re 5, Box 19 Sheridan, Ark (H) 942 2223 72150 Greene County Mr. Bill MacNaughton, Chairman 429.W; Poplar Street Paragould, Ark. 72450 (A) 239 5268 (0) 239 5555 Hempstead County Mrs. Jerri Pruden, Chairman 320 N Washington Street Hope, Ark 71801 (R) 777: 5154 Hot Springs County Mr. Burman Olson, Chairman 2135 Pine Hill Circle Malvern, Ark. 72104 (H) 332-3536 (0) 332 5611 Howard County Mr. Elmer Renken, Chairman P. 0, Box 135 Dierks, Ark. 71833 (H) 285 2484 (0) 286 2484 Independence County Mr. James Isaacs, Chairman Re. 7, Box 14 Batesville, Ark. 72501 (R) 698 1712 (0) 793 7572 Izard County Mrs. Dorothea Glattly, Chairman 1003 S. Peridot Horseshoe Bend, Ark (H) 670 5021 72512 Jackson County Mr. Charles Peacock, Jr., Chairman Hickory Ridge, Ark. 72437 (0) 697 2991 Jefferson County Mr. Charles Brunson, Chairman P. 0. Box 1777 Pine Bluff, Ark. 71613 (H) 879-0335 (0) 536 8665Johnson County Fem = Col. Lawrence Myers, Chairman Lake Ludwig Rt, 2 Clarksville, Ark, 72830 (A) 754-6385 (0) 754 3702 Lafayette County Sunshine Sutton, Chairman 904 Thomas Street Scamps, Ark. 71860 (CH) 533-8881 (0) 533-2598 Lawrence County Mr. Elbert Callahan, Chairman P.-0, Box 218 Black Rock, Ark. 72415 (H) 878-6259 Lee County Mr.R C. Henry, Chairman 97 Sunset Maianna, Ark. 72360 (1H, 295 6768 (0) 295 6900 Lincoln County Mr. Virgil Glover, Chairman Box 245 Ster City, Ark. 71667 (A) 628 3536 ; Little River County LCDR James Boyd, Jr., Chairman Rt. 1, Box 43 B9 Ashdown, Ark. 71822 (H); 898-5802 | Logan County Pauline Grissom, Chairman PR. 0. Box 35 Scranton, Ark 72863 (H) 938 2393 (0) 938 7494 Lonoke County Mr. John Killion, Chairman Re 4, Box 227 Cabot, Ark. 72023 (R) 843 7175 (0) 982 -6721 Madison County g few. Mr. Boyde Lyman, Chairman Witter, Ark. 72776 (H) 677-2220 Marion County Mrs. Catherine Manasco, Chairman Re 1, Box 135 BB Yellville, Ark. 72687 (H) 436-5224 (0) 445 4899 Miller County Mrs. Tweet Fuxlow, Chairman Re 7, Box 459 M 20 Texarkana, Ark. 75502 CH) 774. 2364 Mississippi County Mr. Minor Taylor, Chairman 202 Roselawn Osceola, Ark. 72370 (R) 563-5000 (0) 655 8298 Monroe County Mr. Fred Oxner, Chairman 514 S.- New York Brinkley, Ark, 72021 (8) 734-3753 (0) 734 2231 Montgomery County Mrs. Verna Head, Chairman Black Springs, Ark. 71930 (H) 334-2444 Nevada County Mc. Ralph Harris, Chairman Rt 3, Box 210 Prescott, Ark. 71857 (H) 887 --2591 Newton ‘County Mr. Shannon Willis, Chairman Jasper, Ark. 72641 Quachita County Alice A. Bordovsky, Chairman Rt 1, Box 927 Camden Ark. 71701 (H) 836-6793 (0) 574 1000 ex 254 Perry County Mr. Leslie Hepp, Chairman Route #1 Perryville, Ark, 72126 (A) 889-2506oY Phillips County Mr. Floyd Curtis, Chairman 217 Beech Helena, Ark. 72342 338 8973 Pike County Mr. Bobby Thomasson, Chairman P, 0, Box 376 Murfreesboro, Ark 71958 (H) 285-3285 (0) 285-2521 Poinsett County Mr. Mack Howington, Chairman RFD 1 Lepanto, Ark 72354 (H) 475 2410 Mae county Cc Jan Guinn, Chairman 606 Mena Street Mena, Arkansas 71953 (H) 394 3444 Pope County Mr. John Trusty, Chairman 8 Pine Forrest Drive Russellville, Ark. 72801 (H) 968 4647 (0) 968-2211 Prairie County Mrs. Faye Sickel Rt. 1, Box 126 DeValls Bluff, Ark. 72041 (H) 255-4218 Pulaski County Mr. William T Kelly, Chairman 2168 First Nat'l Bank Building Little Rock, Ark. 72201 (B) 663-7409 (0) 376 6321 Randolph County Patty Riffel, Chairman 1906 Barthel Pocahiontas, Ark. 72455 (8) 892-4923 St Francis County Mr. Steve Hollowell, Chairman P, 0. Box 1203 Forrest City, Ark. 72335 (R) 663-2091 (0) 663-6250 <{PeScott County Saline County Mr. Charles Mazander, Chairman 705 Teresa Benton, Ark. 72015 (H) 778-4397 (0) 568 7060 Fon © Me, Herbert Taylor, Chairman Rt 1, Box 116 Booneville, Ark. 72927 (H) 928-5452 (0) 637 3064 Searcy County im, Sie ene Gessnapaat Ghaisaad P. 0, Box 370 Marshall, Ark. 72650 (R) 448-2759 Sebastian County Mrs. Maureen Didion, Chairman 25 Riverlyn Fort Smith, Ark. 72903 (A) 452-1646 Foun CO Sevier County Ve. John R Bourns, Chairman 918 W. Altena = DeQueen, Ark. 71832 = (H) 584 4989 Sharp County Mr. Floyd Mitchell, Chairman Star Route Poughkeepsie, Ark. 72569 (iH) 528 3526 Stone County Mr. John Sweeney, Chairman Star Rt 5 Shirley, Ark. 72153 (H) 363-4361 Union County ‘Mr. John T. Lowery, Jr., Chairmao P, 0. Box 2168 El Dorado, Ark. 71730 (H) 863-3735 (0) 862 0121 Van Buren County Mr Jake Williams, Chairman Route 3 Clinton, Ark. 72031 (H) 745-2261cy nN Washington County Wh #2, Mr. Ralph Treat, Chairman be 1633 Boston Place oe Fayetteville, Ark. 72701 — ee (H) 521-1697 (0) 575-4551 Se White County Mr. David Tucker, Chairman Box 774 Harding University Searcy, Ark 72143 (B) 268-1326 (0) 268-6161 EX 551 Woodruff County Jenny Rowe, Chairman Box 387 McCrory, Ark. 72101 (H) 731-5669 (0) 731-2511 Yell County Mr. John D. Anderson, Chairman Rover, Ark 72860 (H) 272-4426 (0) 272 4366 PECIAL COLLECTIONS DIVISIO UNIVERSITY OF ARKANSAS LIBRARIES FAYETTEVILLE, AR 72701-1201~ AFFIDAVIT OF AUTHORIZATION FOR CANDIDATE ‘REPRESENTATIVE TO ACT AS POLLWATCHER State of Arkansas ) County of ) as » being duly sworn, state on oath that I ami (2) A candidate for the Office of in the (emocratic), (Republican), (Primary), (General) elections in 19___, and that my name appears on the ballot in’ such election(s). I further state that is designated by me as ay representative at such election(s) for the purpose of both Sections 3-714 and 3-715 of the Arkansas Statutes (1979 Sugp.) in Precinct No. of County. (2) The (Chairman), (Secretary) of the (State), (County), (Democratic), (Republican), ( ) Committee of County, with candidates on the ballot in the (Democratic), (Republican), ¢ ) (Primary), (General) election(s) in 19. I further state that is designated as a party representative at such election(s) for the purpose of Section 3-715 of the Arkansas Statutes (1979 Supp.) in Precinct No. of County. I further state that as my representative, (he) (she) shall act in such manner as to not interfere with the orderly conduct of the election and will obey and honor all requests or orders of legal election judges, clerks, or sheriffs at such precinct polling place. I further state that the authority of this designation is not transferrable and shall not be exercised by the named representative unless the Secretary of the (Democratic) (Republican) ( ) Committee for this county’ aas first affixed its stamp or initials as provided by Party Rule. I further state that I personnally accept responsibility for all acts of the named person while acting in my behalf under color of this authorization. I further state that this representative shall be bound by all rules of the (Democratic) (Republican) ( ) Party of Arkansas or this County. Party (Chairman) (Secretary) Candidate's Signature: SUBSCRIBED AND SWORN to before me this day of ,19__. Notary Public: My Commission expires MUST BE APPROVED AND STAMPED BY PROPER ELECTION COMMISSIONThere are five ground rules: 1, The campaign manager must not be the candidate himself. 2, The campaign manager must be selected on the basis of personal competence, not personal acquaintance. 3. The campaign must be Planned in such a way that it will appeal not only to Republicans, but to Independents and Democrats. 4, The campaign must, however, begin and build on the base of Republican voters and workers and then reach out to bring others into the organization by motivating them to work for the candidate fn their own precincts. 5. The Campaign manager must remember at all times that any political campaign 1s basically a campaign to seek the individual voter; the netghbor-to-nefghbor approach fs the most. important of all, While no two campaigns are exactly alike, there are certain elements that are common and should be kept in mind in the planning of all of them. The campaign manager must allocate the resources . available from the four basic ingredients of the campaign: Time, Money, People, and the Candidate. Any preliminary campaign must be planned in such a way that it will be possible to achieve unity following the primary or convention. Finally, the campaign manager must decide what campaign tactics are permissible and proper and those which are out of bounds, and he must at all times be prepared to defend the integrity and the poli- tical life of his candidate. Getting Started Candidates who are new to the formalities of running must begin to get key people enthused now. TOMORROW MAY BE TOO LATE. Campaign chairman and treasurer. One of the first necessities to accompTtoh sh is appointing your key campaign positions required by Taw: a campaton chairman and a campaign treasurer. The chairman is usually selected as an honorary to lend stature to the candidate, but the treasurer should be a working member of the staff with some knowledge of accounting and election laws.After choosing the chairman and treasurer, the candidate must follow up with finding a campaign manager, finance chairman and finance committee members, a scheduler, and also a chairman for your volunteer and research efforts, Game Plan. After organizing the team members you need to decide on the game plan. State your basic research, organizational and publicity goals; chart a realistic timetable for each and plan to stick with it. If you neglect key planning stages now, you may end-up in a daze come election eve. Budgets. Draw up not one, but several budgets. Definitely two--one For campaign expenditures and one for fund-raising, Campaign headquarters. Be discriminating in your choice for campaign Feadquerters TE Tsvinportant to look for adequate space tn an . office building with plenty of parking facilities, but make sure you have enough room for growing numbers of volunteers. A spot in the downtown area or near a busy intersection is advantageous, but do not cramp workers into tight areas. Voter Registration lists. Get started updating those all-important voter_reatstratior Ttsts--a job for the person heading Up your volunteers, Now that it costs 15 cents to contact a person for donations and volunteers, doesn't it make sense to eliminate the waste of mailing to "deceased" and "moved" persons? The way to @ well-planned, organized and financed campaign is to set goals early and intend to reach them on a timely basis.ROLES OF THE MANAGER AND THE CANDIDATE The Candidate The Candidate is the Central Figure of the campaign. The Candidate's words are what count. The Candidate's time is most vital. The Candidate must be enthusiastic and positive. The Candidate must have the support of his or her family. The Candidate must have total confidence in the campaign manager. The Candidate must know the campaign in general, but not in detail. The Candidate must be the "good guy". The Candidate must have a high profile. The Campaiqn Manager The Manager must know the difference between PROGRESS AND MOTION. The Manager must have the total confidence of the candidate. The Manager may or may not be in charge of fund-raising, but is totally responsible for the spending of the funds. The Manager must have complete control of the day-to-day activities of the campaign. The Manager must keep the candidate abreast of the campaign activities and programs, without getting the candidate involved in the details. The Manager must be the enforcer, At times that means being the “bad guy*, The Manager keeps a low profile in the campaign. The Manager must know the problems and the capabilities of the people in the campaign. The Manager must know who can produce and what they can produce. SPECIAL COLLECTIONS DIVISION UNIVERSITY OF ARKANSAS LIBRARIES FAYETTEVILLE, AR 72701-1204STRATEGY Corporations spend millions of dollars, and sometimes many years, testing and retesting a product, then millions of dollars, and sometimes more years, on the marketing strategy, before entering a new product on the market. And no corporation would go to its board of directors promising to capture over 50% of the total market the first time out of the box. Campaigns, however, must. And the limitations presented by a scarcity of resources (Time, Money, and People), the problems of compliance with election laws, and the uniqueness of local customs, make campaigns more difficult than the corporate model. It is a strong recommendation, therefore, that every campaign have a campaign manager, preferably paid, who will be able to recognize the difference between motion and progress. A campaign with lots of motion will impress everyone, but unless progress is being made toward the implementation of the campaign's strategy, it is unlikely that more than 50% of the market place will "buy" the product on election day, Basically, a campaign is dedicated to persuading lots of people to do what. many of them would prefer not doing while succeeding in getting more than half the market place on election day, The basic tool to achieving this is a successful and appropriate campaign strategy. Ingredients of a successful and winning campaign: 1. viable candidate 2. organization 3. finances 4, vulnerablé opponent 5. contro? of party or other power base Strategy is easy to define: "WHAT PART OR PARTS OF THE ELECTORATE ARE MOST LIKELY TO BE PERSUADED TO VOTE FOR YOU OR YOUR CANDIDATE AND WHY?" THE SUM OF THE PARTS MUST EQUAL OR EXCEED 50+1 OF THOSE MOST LIKELY TO VOTE. There are several obvious lessons to be drawn from the definition: 1) Not every voter is going to vote for you or your candidate, so don’t spend hours worrying about getting 100%. 2) Don't rely heavily on groups of voters who historically don't turn out to vote, such as voters between 18 and 21 years of age. 3) And don't rely heavily on voters who have historically supported candidates who are opposite in viewpoint or behavior to you or your candidate, Tt Tittle Sense, usually, to depend heavily on Democrats to elect a ra SAISION SPECIAL COLLECT ¢ NVERSTY OF ARKANSAS LIBRARIES eee AD 7970424904Important Campaign Plases: 1, Date Gathering 2. Data Analysts 3. Key decisions The beginning of a winning strategy is sound research. Which voters have traditionally voted for Republican candidates? Which voters are “persuadable voters" or "ticket-splitters" who will support an attractive Republican candidate? And why did these persuadables or ticket-splitters support that candidate? What is the ethnic, religious, income and "life-style" make-up of the Congressional district? Are there issue constituencies within the electorate that cut across demographic characteristics which might be a part of the 50%+1 if the issue were handled correctly? Answers to these types of questions will form the basis of a success- ful campaign strategy. Why a strategy? Because it will control the expenditures of all three of your resources: time, money and people, Afterall, it. makes no sense to schedule any candidate into an area which will not vote for him under any circumstances, nor does it make any sense spending tens of thousands of dollars in advertising, or spending hundreds of volunteer hours, trying to attract votes from people who have proven that they are not persuadable. Go where the ducks are! Fortunately, there are several criteria that can be used to determine whether a strategy is a good on 1) Is it written down? There is nothing worse than arguing in October about whether a certain issue stand should be taken simply because, in the heat of the battle, everyone has forgotten that there is a strategy which everyone agreed to in sober hours months before. 2) Is it unambiguous? Neither should one argue semantics in October. 3) Is it win oriented? Sounds dumb, but some candidates run just to build up their law practive. 4) Is it "do-able?" Can you accomplish what the strategy implies and dictates? 5) Is it self-initiating? Any strategy which relies on someone or a group not in your control isn't good, and usually will not be successful, 6) Is it realistic? If it relies on unproven assumptions, such as "the Democrats are split, " it probably won't work,7) Is it efficient? Does it rely on the resources most available to you? If you have 2,000 volunteers and no prospec: money, don't plan on a $200,000 media blitz while avoiding volunteer projects. 8) Is it flexible? Does it allow for more than one way to implement the strategy? Afterall, it's difficult to forecast the political climate six months or a year ahead. 9) Is it measurable as to progress? This is the simplest way of avoiding the confusion of motion for progress. 10) Is it assignable? Can the parts of the strategy be divided to allow for easy implementation? Only after good research, and the development of a sound strategy, can you embark on the next steps toward a winning campaign-- tactics and campaign timing; the plan; and finally, the budget. Lastly, a caution, Make sure your strategy, and in fact your entire campaign, is SIMPLE, MODEST, AND DIRECT. It's easier, and 2 lot more fun. SPECIAL COLLECTIONS OWS UNVERSIY OF ARKANS! a ss FAYETTEVILLE, AR 72701-1201STRATEGIC CONCEPTS These questions must be answered, Candidate Evaluation 1. Why am I a Candidate? 2. Why should I be elected? 3. Why should anyone vote for me? 4, What are the objectives of my campaign?TE. OPPOSITION RESEARCH Introduction and Overview The American Political system, in response to the monarchical systems, was designed to force our governmental leaders on a requiar basis, to account for their record as an elected official. This accountability we call a campaign. Therefore, not only is it the right, but it is the obligation of a candidate who presumes to represent a Given political contre tuency to present an elected official's public record to that con= stituency for scrutiny. All that 1s to say that Opposition Research is not dirty tricks, but rather the duty of a candidate who runs for political office. It does not presume a “negative campaign," but instead, a rehearsal of an incumbent's shortcomings as a legitimate representative of all of the people. It allows the voter to make an informed and intellinent decision as to which candidate can better represent them. General Rules to Apply to Opposition Research Thoroughness and Accuracy If your campaign issues one inaccurate statement, and you're caught at it, all forthcoming positions, charges, and statements will lack the credibility necessary to make points with the voters. There is no excuse for a lack of thoroughness in your opposition research. Inaccurate charges will get your candidate branded as a "Say-anything, do-anything to get elected" candidate. The legislative process, as well as campaign and financial disclosure, are subtle. Taking facts at face value fs often mis~ leading to the opposition researcher, Be sure to understand the complexities before you make "tough" stands and statements. Know the Limits of Exaggeration In order to simplify your message, some broad statements are necessary. Take the example of the incumbent who receives $5000 from labor unions, and in turn, he votes with their special concerns on 25 of 30 bills, and he is a ready sponsor for their legislation. To detail this kind of record to the electorate would dilute your message. But to say that this incumbent - “receives big dollars from the big labor bosses, and in turn, they get his vote almost 100% of the time. Our elected officials should serve all of the people and not single out any one special interest group to represent’ is clear and effective. And our statement does not exaggerate to the point of a loss of credibility to our campaian, The above statement is not a distortion, but rather a simpli- fication of message. SPECIAL COLLECTIONS DI Wis UNNVERSITY OF ARKANSAS LIBRAR FAYETTEVILLE, AR 7270112Page 2 Be Sure that the "Terrible Truth" will Get You Votes A particular vote or incident or fact may rile our camps but it may not rile the rank and file voters. The place of opposition research is to discern those things from the public record that make the opponent a less desirable option for voters. A good example of an attack that either backfires on a campaigns or is unimportant to voters occured in the 1976 U. S. Senate race in Pennsylvania. Congressman John Heinz practicaily bank-rolled his own campaign, being a very wealthy man, The Democrat opponent wildly attacked now Senator Heinz for spending over two miljion of his own dollars to buy the campaign, Public opinion polls, though, showed that: (1) this was not important to voters, and (2) ’in facts voters believed that because Senator Heinz was not receiving a lot of outside money, he would owe no favors in Washington, D.C.! In some cases such a charge could get a campaign some mileage, but in this case, the Democrat did not accurately access the impact of the “Terrible Truth" that he unfolded to the voters. Don't Be Afraid to Utilize Your Research The loudest detractor to a campaign's attack on an opponent's record will be those people who hover around a campaign, assured that they have their fingers on the political pulse of the area. Every campaign has these people and they will insure your defeat if you listen to them, With few exceptions, a challenger cannot win if he 4s unwilling to take away the natural advantages that incumbency offers by picking apart that incumbent's record. Given the choice between a good incumbent and a good challenger, the voters will take the incumbent every time, Therefore, instead of labeling this as “don't be afraid we should say “attack --- attack --- attack!” Look to Images -- Not Issues Only a few candidates in the history of American politics have Jost because of one vote, statement, or fact. But, many candidates have been defeated by a plethora of these facts that contributed to an image that was unfavorable to the electorate. Jimmy Carter did not defeat President Gerald Ford because of Ford's vetos or the Nixon pardon, or any specific issue. He defeated Ford because his campaign created an imane of President Ford that was unfavorable to voters, and an image of himself that was. And the entire process was articulated in the slogan -- "Carter -- f Leader, For A Change." Sather your research, look for patterns that create imaqes, and reveal that image to the voters. This process is not "dirty tricks". It's your riaht and ohliaation as a participant in the political system, Besides, it will get you elected.Page 3 III, Elements of Opposition Research G AL Vote Record Analysis Carefully assess a bill or resolution. In {ts original form a bi11 could be weak legislation or bad for your area, but in {ts amended form, it 1s the contrary. The opposite can also be true, Look for and assess "key Votes," namely those votes on difficult political issues (ERA for example), politically unpopular issues, and critical tssues to the state and ocal area, Group votes into issue categories (energy, education, taxes, environment, etc.) and arrive at an issi ror il For example "big spender label,” or. “environmental extra “labor's legislators" “insensitive to senior citizens, st.” From the vote record, the campaign can assess ABSENTEEISM . Be sure to compare the absentee record of your opponent to other incumbents. You may find that this record fs average or you may find it to be inordinately out of line, Sponsorships ie 2. 3. 4, 5. Assess the primary Sponsorships as to the content of bills and the number of sponsorships. Determine whether these bills have an impact on your area. Compile the secondary or co-sponsorships, again as to content and number, Determine the incumbent's Jeaitlative effectiveness as to the number of these bills that became Taw. Remember the cost to taxpayers for a bill to simply be dropped into the hopper is extensive. Sponsorships are a responsibility that can either be used effectively for constituents; or abused to win political favors. Committee Analysis: Questions to Answer We 25 What committees did the incumbent serve on during the regular legislative proceedings? What interim, ad hoc, or “task force” committees does the incumbent serve on? (Many incumbents will be on numerous interim committees to collect per diem and to travel to exotic locations, Research all per diem and "perks" utilized by the incumbent). SPECIAL COLLECTIONS DIVISION UNIVERSITY OF ARKANSAS LIBRARIES FAYETTEVILLE, AR 72701-1264Page 4 cr 3, Where possible, compile committee votes and statements in committee. Often an incumbent's record in committees varies dramatically from his record in the legislative chambers. D. General Incumbency Study 1, Constituency Contact % How often? 8) By what means? (1) radio actualities during and between sessions 2) weekly or periodical newspaper releases or columns 3) State financed direct mail (questionnaires, “legislative reports," "a message from your legislator®, etc.) (4) town-hall type meetings organized by the incumbent alta Jimmy (creative scheduling) (8) appearances at organizational meetings (Lions, Rotary, etc.) (passive scheduling) C) Be sure to collect all press clips, direct mail, etc. for analysis. 2, Determine over-all benefits realized as an elected official A) Per diem - how often utilized, where and for what utilized, totals 7 8) Salary c A eyeienene (telephone charges for personal business perhaps. ( D) Staff - immediate members of the family, campaign workers, \ etc. (One legislator in Oregon, purportedly making approximately $8,000, actually with all perks collected * over $35,000!) 3. Relationships with lobbyists A) Are they buying his vote, both with campaign contributions < and their own expense accounts? This information should ~ bec) file with the Public Disclosure Commission or County Auditor. B):Is he well respected generally by the lobby - ask them, they'll tell you. ¢) Has he upset any particular sector of the lobby? This can open up doors for contributions and information. 4, Relationship with his caucus and his colleagues Who are his friends and cronfes? B) Does he vote with the caucus regardless of local impact? €) Is he any one legislator's pawn? i.e., the Speaker or caucus leader, @ veteran legislator, etc.? B} Do his colleagues respect him? E) Is he noted for political gamesmanship, or is he consistent and straight forward with other legislators? E, Past incumbent's Campaign Study 1, What tactics did he employ in the last campaign? 2. When did (does) he spend his money? . 3, Did he have a cadre’ of volunteers at his disposal?Ww F. The AY Page 5 4. What organizations or special interest groups involve them- selves in his day-to-day campaign? (teachers, labor, senfors, 5. Does he generate free press? 6. Who are the power brokers or the movers-and-shakers in his campaign effort? (finance people especially) 7. Analysis of Contributions A lot of small contributors? Bank-rolled the campaign himself? Special interest contributions? Out of state, out of district money? Research occupations or associations of contributors, where possible. Often special interest groups will “launder® their money through members of the group. moos> Biographical Sketch 1, Famtly 2, Education 3. Military service 4. Community involvements and service 5. Personal business and financial interests 6. Residence in the district (Generally, a campaign finds the utilization of biographical research too sensitive a topic. However, often you will find Significant information from this reaearch - information that will Jead you and the voters to conclude that incumbent 1s not qualified to represent and legislate. A good example here offers itself in the financial and business assessment. We all cite many examples of elected officials who abused their office by representing their own interests and not the interests of the general electorate. Cause d' Effect of Opposition Research: two graphic demonstrations “Drive the Wedge and Move Him Out." or "Make the Chameleon Show his True colors" WW LW, cat tod SPECIAL COLLECTIC UNIVERSITY OF ARKANS FAYETTEVILLE, ARPage 6 Pubic opinion - what the voters want {s | faethe Publ te’ percegtion tion - what the voters think they have Tneumbent Tneumbert prefite profile - what the voters in fact have for a repre- ‘sentative. (1) thru (3) the Opposition Research “wedae" that moves the incumbent to accountability. We all know that the incumbent will not expose his liabilities to the voters, though he will persistently claim to be “runnine on his record." If your campaian is unwillina to step in and point out the problems in an incumbent's record (and every incumbent has them), you are doing the voters a tremendous disservice. The electorate cannot make the correct decisions if they do not have ali the infor~ mation. 8, “Your lines will never equal his lines - so take away some of his lines." Chicllerger wore, “y Suppose that each line represents a qualification of a candidate. The length of the line indicates the strenath derived from that qualification or characteristic. A challenger can buy name I.D0., he can wear out five pairs of shoes in the campaiqn, he can extol his virtues -- and set 45% of the vote (if he's lucky). Given the choice between an acceptable challenger and an acceptable incumbent, the voters will take the incumbent every time (unless of course you have the good fortune of running enainst an incumbent un- willing to campaign, and I wouldn't hold my breath if I were you). The incumbent has experience, he knows the ropes, and his office gives him automatic credibility. SPECIAL COLLECTIONS DNISION UNIVERSITY OF ARKANSAS LIBRARIES raverrcvuie AR 727ia vie Page 7 So, if a challenger presumes to defeat an incumbent, he will have to take away "some of those lines.” If he refuses to 40°50, he guarantees that the incumbent's career as an elected official will remain uninterrupted. Summary - "You can't do much to effect your ideas unless you get elected." The first point that needs to be made is that it is eriticall inportant for your campaign to compile an "opposition" fiteon voor own candidate. You can answer a lot of questions before they are ever asked if you know all of the skeleton's in your own closet. The campaign is being naive if you assume that the opposition is not creating a file on your candidate. Secondly, and we've talked a lot about this, unless you are sure that one fact or vote or sponsorship is ruinous don't expect to defeat an incumbent with an issue. Instead look to build an image of the incumbent through Several hard-hitting points that TT make the incumbent a less desirable alternative in the minds of the electorate. Appendix - Resources Gathering your opposition research can be a lona and frustrating process if you don't have some idea of where to go initially. Here is a list of potential resources that can at least give you a “jump-off" point. A. The Republican Caucus staff BL Republican Legislators €. Lobbyists (be careful) D. Public Disclosure Commission, State elections officials, Secretary of State (depending upon your state's procedure of reporting Contributions and Expenditures) E. Universities and Colleges (libraries) fs Clip Horgues" of newspapers G. Past candidates and workersA FINAL NOTE ON ISSUE AND OPPOSITION RESEARCH A winning campaign is one that utilizes every research tool available, according to the dictates of the campaign strategy. In addition to survey research, vote behavior and demographic research, issue and opposition research provide the candidate with the information necessary to implement the campaign from a solid knowledge base. ISSUE RESEARCH Before beginning the research program, it is necessary to determine the priorities of the issues, Open-ended survey research questions often provide valuable insight into the priorities of national and local issues in a given Legislative or Congressional district. Once the issues have been established on a priority basis, the research program can be implemented. Issue development requires that an informed person be assigned to clearly define the issues or problem areas that will impact on the campaign. After the issues have been developed, solidify and document the candidate's position on the fssues in the form of candidate position papers. Issue papers should be placed in issue files according to subject for quick retrieval. For example, if a candidate 1s to deliver a speech before a specific group of people with a special interest, an applicable issue paper can be used as a reference for preparing the speech. Moreover, the issue files, once developed, should also be used as a reference for the campaign Press Secretary, Speech Writer, and Finance Chairman in the conduct of their tasks. The process of developing comprehensive issue files to be used during the campaign is rather lengthy. The Research Director should be charged with the responsibility of issue development as early as possible so that the rest of the campaign plan can be implemented according to the issues or the message that the campaign wishes to convey to the voters. Again, a winning campaign is one that can define the issues ina way that will impact positively on the voters. Finally, al1_research done on the opponent or Democrat must be done on the Republican and your candidate, UNIVERSITY OF ARKANSAS LIBRARIES FAYETTEVILLE, AR 72704-1204PLANNING & EXECUTION The Campaign P. After completing the basic research for a campaign you should have a pretty good idea of what makes your district "tick", what makes your opponent do the things that he or she does, and what it is that you or your candidate believe are the essential ingredients for winning. It is now time to write your: 1) campaign strategy, 2) your campaign tactics to implement that strategy (tactics are the "How" and "When® of the campaign, or, looking at it another way, the tools ne the timing of using those tools), and, finally, 3) the campaign Plan. A total campaign plan is a written document which includes the following: 1, a written statement of your strategy, preferably not more than one paragraph long. 2, a written summary of the tools and timing of the implementation of your strategy, including: a) Candidate Schedule (candidates are resources too, and their time must be budgeted just as doliars are) b) Expenditure Budget (dollars, yes, but remember that we are also talking about timing, there- fore the budget must be placed over a time line--hence a cash flow) ¢) Income Budget (same rules as above apply) d) Media Schedule 3. a written presentation of your organization, including personnel requirements to implement your campaign together with position descriptions, Salarfes, 1f any, and lines of responsibility and direction. 4, a written summary of controls (or, have you taken the adequate precautions, through your plan, to know where you are at any time, to be sure that no violations of federal or state law will occur, that the goods and services you hire will be delivered, etc.) The problems a complete plan deals with are: 1) How do you allocate allowable time? 2) How do you coordinate all phases? 3) How do you determine cash flow? 4) How can you arrange the time/cash flow?A campaign plan is the easiest part of a campaign to describe, but the hardest to do: It is the written documentation of a campaign, the “how to win". It is difficult to accomplish because it 1s impossible to do, at least if you want to win, until your strategy has been thoroughly thought out, and your research completed, All of us who have managed campaigns remember our first--we started with a budget. And after finishing it we wondered whether we were ever going to win. The problem was simple: WE HAO WRITTEN A BUDGET BY FILLING IN LINES ON A PAGE, NOT BY THINKING IT OUT AND UNDER= STANDING THAT THE GOAL IS NOT TO FILL IN EVERY LINE, BUT TO FILL INTHE LIMES NECESSARY TO ACHIEVE A VICTORY WITH THE LEAST SOUANDERING Obviously, a well written plan is easily spotted. You can't effectively schedule a candidate without targeting and vote behavior analysis; you can't figure out your media needs without knowing what the alternatives are, or without figuring out the content of a message, or without understanding which is your target audience. And you can't figure out your organizational needs without under- standing the relationship between controls and organization and whether or not it is possible, or essential, in your district to have a strong volunteer effort. SPECIAL COLLECTIONS DIVISION MVERSTY OF ARKANSAS LIBRARIES FAYETTEVILLE, AR 72701-1201le IMPORTANCE OF NAME IDENTIFICATION C. Montgomery Johnson, former Washington Republican State Chairman has listed these items in descending order as to importance of winning a campaign. The principle factor ordinarily contributing to election or defeat of a candidate are: 1. NAME FAMILARITY 2, HOLDING THE INCUMBENCY 3. CANDIDATE CREDIBILITY-IMAGE 4. WHOA CANDIDATE'S SUPPORTERS ARE PERCEIVED TO BE, RELATIVE TO THE OPPOSITION'S SUPPORTERS 5. HOW MANY DISCIPLINED VOLUNTEERS A CANDIDATE CAN MUSTER 6. WHO TURNS OUT IN THE ELECTIONS 7. CAMPAIGN FUNDS 1) Ratsed in Time 2) In Sufficient Amounts 3) From What Sources 8. HOW EFFECTIVE THE RESPECTIVE CANDIDATES ARE IN {n Gathering Opposition Research 2) Using It 9. HOW THE MEDIA TREATS THE RESPECTIVE CANDIDATES, NEWSWISE, INTERPRETIVE STORYWISE, EDITORIALLY 10. ISSUES He also stated that one great myth in politics 1s: "Are Public officials (especially legislators) vulnerable in re-election bids based on their voting records on tax issues?" Nol The basic reason ts that people want to believe their own legislator but they do not understand and therefore distrust the legislature itself. Results of this particular knowledge on the part of legislators themselves 1s fascinating. Legislators, especially at the federal level, have learned that they can vote liberal and talk convervative back home and people will either not know or not care, or if they know or care they won't do anything about it. This is not the way {t ought to be. This is not right. It is simply true. Therefore, name identification must be the primary focus of any campaign, particularly legislative. Without name ID you cannot develop image, issues, money, or credibility.I WHO'S IN CHARGE OF WHAT The Campaign Organization High on the list of "things to do” during the early days of campaign planning ts the consideration of staffing needs. While each campaign has its distinctive features as 1t fs shaped and s influenced by the candidates themsel the issues and th nature of the party organization, all campaigns have certain functions and responsibilities which must be addressed {f the effort is to be successful, The candidate's success 1s dependent upon his campaign organization. It must be Unified, Efficient, Effective and Dedicated to WINNING. The campaign organization functions best when a total CAMPAIGN PLAN has been developed. Everyone then knows NHAT he is going to doy Why he 1s doing it and WHEN it has to be done. The campaign moves forward, gaining momentum and strength. With a positive pian of action no time is wasted. There are only three elements to any campaign at any level of government: They are TIME, MONEY and PEOPLE. They must be utilized to their maximum efficiency. The development of a total campaign plan necessitates sti ys This 1s where the campaign planners come in. Sometimes called a'tsteering connittce® oF F "policy committee,” this Planning group uses all the available information about the district-- Population, vote analysis, surveys, demographics, etc..--to map out a master campaign strategy and plan, giving careful cons{deration to the money and manpower that will be available. The campaign Planning group should include the candidate, the campaign chairman (if he is an active chairman), the manager, the finance chairman, key campaign personnel, and a few knowledgeable people from the area to give the plan objectivity. This working group should be not more than 10 people and less is better. Once you lay out your strategy and realistically appraise your money-ratsing prospects, then determine the kind of staff you can and need to put together. A basic campaign organization includes the following: 1, Campaign Chairman This person should be someone of stature in the community. The chairman can be in name only or a working member of the campaign. 2. Campaign Manager The campaign manager is the key staff person who oversees the administrative detetie oF the paign, supervises other staff, coordinates the various pieces of the campaign and assures adherence to the campaign's strategy and timetable. He is responsible for the implementation of the campaign plan. He directs the activities of the campaign project chairmen and area chairmen. The manager is solely responsible to the candidate. The manager is the final authority tn the campaign other than the candidate.3, Finance Chairman The finance chairman is the chief person responsible for rafsing money for the campaign. It is the finance chairman who will put together the blue-ribbon committee of respected District citizens -- those individuals who will provide the initial financial impetus for t impaign and the link to others in the District who can be expected to make sizeable contributions to the effort. 4, Treasurer The treasurer is responsible for the financial records of the campaign and with filing the appropriate forms with the Public Disclosure Commission and/or the Federal Election Commission (if a Federal race). The treasurer must keep accurate and up-to-date records, develop a financial control system for contributions and expenditures, and keep the manager and the finance chairman appraised of the campaigns financial position. 5, Scheduling Chairman Responsible for scheduling the candidate's time. The scheduler insures the best possible use of the candidate's time, The scheduler is responsible for briefing the candidate before each appearance on the type and interest of the group, names of importance, etc.. The scheduler 1s responsible for keeping the manager and publicity chairman appraised as to the candidate's schedule on a weekly and daily basis and the scheduler 1s responsible for actively recruiting speaking engagements and appearances for the candidate. 6. Publicity Chairman Responsible for press release regarding the candidate and his appearances and campaigning activities. The publicity chairman strives to establish a good relationship with media representatives. The publicity chairman works with the candidate, manager, scheduling chairman and to a lesser degree with all project and area chairmen, 7. Research Director The research director will perform three basic functions: 1) research the Tecord and background of the opposition. candidates 2) provide basic as well as detailed information and data on issues and polfey matters; and 2) analyze the soctal-economic characteristics and political vote history of the District. chers or college Students are Tikely prospects for the research position, keeping in mind 1t 1s important that this person have a sense for politics and can translate issue material in a form that is practical and meaningful to the candidate and the campaign. This person will be a primary source of speech material, and, in many campaigns, will assist in speech writing,8. Doorbell Chairman Responsible for implementation of the doorbelling portion of the campaign plan. Works directly with the manager, Recruits doorbellers and directs their activities. 9. Sign Chairman Responsible for production, placement, maintance of yard signs. 10. Coffee Hour Chairman Responsible for setting up coffee hours for the candidate. Works with the manager and scheduling chairman, V1, Mailing Chairman Responsible for implementation of the mailing progran as outlined in the campaign plan. This will include special group and registered voter mailings (probably broken down by areas); can include endorsement cards or the latter can be handled separately by an Endorsement Card Chairman, Works with the manager and the headquarters of volunteer chairman, 12, Headquarters/Volunteer Chairmen Responsibility can be combined or divided between the two chairmen. Responsible for managing the campaign headquarters and for recruiting volunteers to handle the mechanical aspects of the matling program, Works with the manager and mailing chairman. 13. Area Chairmen Not a definite requirement, but desirable in a large district containing several towns or cities. Works with the manager and be responsible for implementation of the campaign plan in their assigned areas.12 The Scheduler The scheduler 1s responsible for keeping the candidate's schedule and ensuring that the candidate is thoroughly briefed before each appearance or appointment. The position of scheduler is full-time and must be filled by someone who is willing to Commit the amount of time necessary to do an effective job. It must be a person who can communicate well with other people, someone who is diplomatic and who has very good judgment. The scheduler should serve on the steering and/or planning committee of the campaign, It is "the plan” that maps out the campaign and how it will receive the 50%+1 on election day. It is the Job of the scheduler to plan the events and appearances it will take to reach that goal, Soordination The scheduler must work with and take direction from the campaign manager. The relationship of the scheduler to the publicity chairman is very important. The person handling the publicity must be kept informed of al] campaign and candidate activities. This should be done on a dafly basis. The people responsible for the various campaign activities (doorbelling, yard sign, etc.) must keep the scheduler informed of all their events, The scheduler can then include appearances of ciel candidate at those events, This 1s important for campaign morale. The most difficult area to coordinate with is coffee hours. The coffee hour chairman should make the contacts and set tentative dates and times for coffee hours but only the scheduler should ‘conftrm the arrangements, The person in charge of scheduling fs the only person who can confirm an appointment or appearance. Dates can not be set by anyone else -- including the candidate or campaign manager. Scheduling--Two types 1, Passive Passive scheduling is easy. It is merely handling requests for the candidate's time. Usually these requests are by Phone or mail for such things as "candidate's nights" at civic or social’ organizations. The scheduler must determine the effect each such event will have on the campaign and if it is a worthwhile expenditure of the candidate's time, The scheduler then confirms or declines the engagements. SPECIAL COLLECTIONS SION UNIVERSITY OF ARKANSAS LIBRARIES FAYETTEVILLE, AR 72701-12012. Aggressive ‘The campaign plan maps out where the campaign must go to attain the S0x+1 ‘necessary votes. It is the responsibility of the scheduler to get the candidate out in the right place at the right time to capture those voters, Aggressive scheduling is asking and arranging for appearances. An example would be 1f a campaign needs 60% of all sentor citizens then the scheduler must contact all district nursing homes, retirements centers, senior citizen club, etc, and request that the candidate be allowed to appear. Aggressive scheduling Js necessary to f111 all the can- didate's time. Appearances will account for only portions of the days and the scheduler must "f111 in the gaps." Street walks, media stops, lunch in busy restaurants can give the candidate exceltent opportunities to meet people on an informal, relaxed Asis. Candidates are expected to dedicate their entire life to the campaign. However, time for personal needs and appointments must be considered and included in the schedule. Even candidates must see the dentist, take a shower, and even sleep. Scheduling needs 1. The aids It is important that someone be with the candidate at all times to drive, hand out literature, note names and addresses and make sure of details at an appearance. 2. The forms a) Every campaign should have a large calender where all campaign activities are posted. b) The weekly scheduler maps out each week very briefly and should be diseributed to theccahdtdate, campaign manager, publicity chairman, activity chairman, and the scheduler retains a copy. c) The daily schedule is a detatled accounting of each day and should be prepared at least one day in advance and distributed to the candidate, campaign manager, ccandidate's aide, publicity chairman and the scheduler must retain a copy. Other forms can be developed to fit the specific campaign but a ealendan weekly and dally schedule. and artating form ara vital to a well scheduled and executed campaign./3 BUDGETARY CONTROLS Controls over the financial aspects of the campaign must be divided into two separate and distinct functions: Specifically, Contribution Controls *** Expenditure Controls Let's first deal with those controls on contributions. Contribution Controls I, The basis of these controls is to allow the Campaign Manager to: v--know exactly, in a day to day manner, the amount of contributions the campaign has to work with. (Spend) vesguage the effectiveness of fund raising events and personal solicitations, crchave a comparison of the same information that the Treasurer receives to check that all federal or state reports are accurate. srrestablish certain controls that will create the impressfon of an effective ongoing organization and to use that tn- formation in a political and timely manner. II, Recommendations for Contribution Controls are as follows: 1. All contributions should first come to the campaign office or a post office box to be picked up by the campatgn. 2. One person from the campaign staff should have the direct respenstetity tor implementing the controls on a daily basis. 3. Keep a journal entry on every contribution as it comes in to the campaign office. 4, Make a card on every new contributor and/or update card on past contributors. Note the following infor- mation that fs identiffed on that contribution card. a. last name - alphabetically filed. b. address - both business and home. €. occupation and company. d. proper salutation by which the candidate refers to the contributor, e. dates of request for funds. f. date contribution was received. UNWERSIT OF ARKANSAS LIBRARIES FAYETTEVILLE, AR. 72701-1204~ EXPENDITURE CONTROLS Basically, there are two different disciplines involved in expenditure control: y 2) A working budget (forecasting) Accountability controls Generally, the basic premise for expenditure control 1s that someone is making decisions what monies get spent, the amount of those expenditures, the timing of the expense, and what the monfes get spent for. Therefore, the first control falls, again, on the shoulders of the Campaign Manager, ” 2) 3) 4) 5) 6) 7) NO ONE in the campaign is authorized to OK any expenditure except the CAMPAIGN MANAGER. All bills incurred by the campaign are sent to the Campaign Office (same procedure as Contributions}. Every expenditure requires a receipt. All bil1s are personally OK'd (in writing) by the Manager. The Treasurer should not issue any checks without written authorization. The Manager should keep a ledger of those expenditures for which he has authorized payment. Vendors or campaign volunteers receiving pay- ment, especially petty cash reimbursement, should sign a-receipt which includes the following information: a) Name of person receiving reimbursement b) date reimbursement was made ¢) nature of reimbursement or expense d) signature of person All expenditures authorized by Campaign Manager then are transmitted to Treasurer (along with contributions) for payment, SUMMARY OF CONTROLS By instituting the controls, the following objectives have been met by the campaign: 1) The Campaign Manager has firmly established himself as the chief decision-maker of the Campaign, In other words, he fs the Campaign Manager.( 2) 3) 4) The campaign Manager has constructed, by necessity, the first part of an organization chart. The Campaign Manager has defined, on pa the working relationship contained in that organi- zation and has, therefore, written many pages that will be an integral part of the entire campaign plan, The Campaign Manager has established a set of controls on contributions and expenditures that will: a) Allow the Campaign Manager to, gauge, on a day-toeday basis, exactly where the campaign is regarding monies (both incoming and outgoing) b) Let the Campaign Manager check on the accuracy of all POC reports. c) Allow for quick disposal of any allega- tions made against the campaign.BUDGETS By the time a Campaign Manager is ready to do the budget for a campaign, he should have already completed the following: 1) The Campaign Manager has an approved strategy. 2) The Campaign Manager has written down the various tactics that might be implemented to obtain the objectives of the campaign strategy. 3) The Campaign Manager has already completed a campafgn organization chart. 4) The Campaign Manager has already written and instituted the financial controls on contri- butions and expenditures. In other words, he has done all those things that will lead to a November victory, except determining how much money to raise and a detailed breakdown on how to spend it! Budgets are a necessary evil to all of us every day. We simply must have budgets to determine how we spend our financial resources. The only exception to this rule, of course, is the U.S, Congress. The Campaign Budget process ts a little more complicated by the fact that not only does the Campaign Manager have to aliocate his resources with sone imagination and tinings he must also budget, with the same tmagination and timing, methods of raising those dollars he intends to spend. So, just like controls, we divide the budget process into two distinct operations: Contributions (incoming) and Expenditures (outgoing). Any Campaign Manager that only budgets for expenditures is merely doing half the job.BUDGET/CONTRIBUTIONS Some general rules for the budget process as it pertains to contributions are as follows: 1, The Campaign Manager must first try and list every possible method for raising funds. 2. The C, MN. then fdentifies when those monies Should be raised and therefore available to the campaign. Note: the earlier these monies can be raised the better. Early money has a way of making the whole campaign more secure and allows the strategy and tactics to be implemented without yorty of stopping this process to raise needed runds.. 3. The C. M. should make an incoming budget, identifying times, events and monies to be ratsed. Once this task is completed, some firm decisions are now tn order: the two most important considerations should be: 1. Consideration fo each event in terms of a Gross vs. Net determination and 2. The amount of time it will require to make an event both a financial and emotional success. The time expect should be calculated both in the amount of raw time needed and when that time has to be allocated in the total time reference of an on-going campaign. UNIVERSITY OF ARKANSAS Li FAYETTEVILLE, AR 72701-1201THE BUDGET (Expend?tures) The success of determining, foreseeing or forecasting accurately campaign expenditures depends mostly on how much personal time and effort the Campaign Manager really puts into the process. Consider the decisions aC. M. really has to make 1n budgeting. 1, The C. M. must forecast accurately the exact cost of any service or product the campaign wishes to purchase. The C. M. must think of all the related services and materials involved in any finished product and Must gauge their cost precisely. 3. He must find the best quality product at its lowest cost. He must know exactly when the product or service js needed by the campaign and therefore be weeks ahead in planning its delivery on time to the campaign. 5. He must have the money ready before the service or product is completed. 6. He must have alternative programs, services or products in ready just in case the money 1s not there or the product proves too expensive. It can be done and done efficiently. 1, The Budget process is your first helpful step in itself. It 1s a pure discipline. It forces you to make dectstons ans-and considerations. For this reason, the budget process manager will experiment with a dozen budgets. He will refine a good budget many times; all because the pure discipline of the project constantly allows him to find new and valuable information. 2, Estimates on every service or product is a must. Get estimates from vendors and lots of them. ‘Make them work for your dollar. Take their freely given expertise and use ft. Do the same procedure with your staff. Get them involved in predicting the costs of their campaign operations. Get them thinking budgets and make them stick to it. Note: If a staff thinks a campaign has money to burn, they'l1 be the first to burn it. PEGIAL COLLECTIONS DI\ UNIVERSITY OF ARKANSAS LIB FAYETTEVILLE, AR 72701-120114 FUND RAISING WHO DO WE ASK FOR MONEY?. Prospect List When you decide you need others to help finance your legislative campaign, prepare a list of people you can ask for money. Have your Finance Chairman do the same. And ask others connected with the campaign to prepare their lists. :HOW DO WE ASK THEM FOR MONEY?.. 2... Put these names together to eliminate duplications and you're ready to start. If you have a tough time coming up with names, get your telephone directory and start through the pages of your community. You'll be amazed at names you've forgotten. Don't overlook the names of persons in groups and organizations you are associated with. Include persons in the same business or profession as yourself. Don't overlook the lists of local Republicans available. Ask. your county chairman and the president of the Republican Women's Club for membership lists they have. How Do You Contact These People? The personal approach is the best; however, some people have a difficult time asking others for money. If this is going to be a problem then recognize it early and qo another route. tiave others ask for the money on your behalf. Your Finance Chairman or members of a Finance Committee are key people to contact others on your behalf. Send letters to people asking them for money. This is not as personal as asking them directly, but people are used to politicians asking for money and many respond this way - otherwise, many campaigns would be doomed from the start. Hold fund raising eveats, Dinners, receptions, or other special events. Pass the hat at meetings. Peer Group Giving Get people asking others of their same social and economic level for money for you, Don't send the $400 clerk into the office of the bank president asking for money, Get someone who makes as much as the bank president to ask him or her, On the other hand, don't overlook the smaller aiver and have others of that level ask them. That $1 donation from someone may mean as much as $10C from someone else - and you've then got their vote, and everyone only has one of those. PECIAL COLLECTIONS DIVISION UNIVERSITY OF ARKANSAS LIBRARIES FAYETTEVILLE, AR 2101-1201Make Your Fund Raising Goal-Oriented If others are making contacts on your behalf, qive them realistic numbers of persons to contact and realistic amounts to raise. Your budget divided by the number of persons raising money for you is one way to get an {dea of how much each person might be expected to raise. Train And Equip Your Fund Raisers If you expect others to go out and ask for money for you, then teach them exactly what you stand for, why you need the money (give them a copy of the budget and plan), a suggested sales pitch, biographical and issue information, and receipts. Remember, corporate checks are allowed in Washington for candidates. Direct Mail Direct mail is a means of reaching more people at any given time asking them for money, but remember that it is also easier for them to say "no" to direct mail than someone directly approaching them. Your letter should be well-written, Use common sense and make @ point in the letter, Always include a return envelope. If someone is going to mail you money, at least make it easy on them and give them the envelope, with an address typed or printed on it. Always sign the letter in a different color than the ink used in printing or typing. If you type the letter in blue, sign it in blacks if you type the letter in black, sign it in blue. Always thank people for their contribution = in letter form and also in person, if you can. ALWAYS, ALWAYS, ALWAYS GIVE PEOPLE THE OPPORTUNITY TO CONTRIBUTE 10 YOUR CAMPATGN.1S FUNDAMENTALS OF CAMPAIGN COMMUNICATIONS Properly thought of, campaign communications includes the areas of both public relations and advertising. While each of these two areas may be thought of separately, there is also good reason to consider them together. Few things are more disastrous in a political campaign than a situation where the advertising and public relations programs are proceeding without coordination. Of course, all aspects of a campaign ought to be coordinated. It is important to remember that campaign communications can be used to reinforce fund-raising, volunteer recruitment, scheduling and any nunber of other areas of campaign activity. For example, a set of Well-produced radio commercials, screened before a luncheon meeting of heavy hitters and followed up with a plea for the funds to put the commercials on the air will frequently produce spots. Or looking at it the other way round, by taking a tape recorder along on the day the volunteers are out in a shopping center asking people to put on bumper strips can result in some dynamite material for radio spots, Public relations is sometimes called the "free" media; a major component of it is news relations, but it also includes the candidate's speeches and other public appearances. Advertising is the "paid" media, including not only TV, radio and newspaper advertising, but also such ancillary advertising as buttons, billboards, bumper strips and specialty items, It also includes voter contact direct mail, although much direct mail in campaigns is so closely tied to the fund-raising effort that it fs more properly thought of in that context. The Five Goals of Campaign Communications If a campaign can be compared to a war, then campaign communi- cations is the artillery. With it, you flail away at long distance, hoping to soften up the opposition to the point that you can safely send in the infantry -- the organization -- to clean up the survivors. But just as an artillery barrage is more effective if it is conducted with some specific objectives in mine, so campaign communica tions needs to be designed to achieve specific goals. In a campaign Setting, the goals will fall within one of the following five cate- gories: 1) Name Identification. You can't beat somebody with nobody, andthe First -gaeT-of campaton communications 1s to increase the name i.d. of the candidate. Billboards and bumper strips are excellent media for this task, but {t should be remembered that name 1.d. is probably the only goal they serve well, Therefore, when designing a billboard or bumper strip, forget about fancy desions, type faces, pictures, slogans and other highly creative but unproductive items; instead, use bright colors and print the candidate's name in block letters as big as you can, with the office he is seeking in smaller letters underneath. Remember, you are not out to win an art prize, you're out to win an i m erry OE ARKANSAS LIBRARI UNIVERSITY OF ARKANSAS List ARIE FAYETTEVILLE, AR 72701-12042) 3) 4) Candidate I Once the voters know who the candidate is, they need toto what _kind of a person he or she is. This is probably the most important goal of all, the one on which the voters will-be making up their minds, It is far more important than individual issue stands; voters will forgive a candidate a lot of issue positions if they perceive him as the kind of person they can trust. In a campaign, you need to determine what image you want to get across, and jose no opportunity to do it. Suppose, for example, you want to sell the idea that your candidate is "his own man,” perhaps because you think the opponent {s vulnerable to the charge that he ts not. It follows that when you do radio or television ads, they should feature the candidate himself talking about the subject matter. If, instead, the talking is done by an announcer, or worse yet, some well-known outside figure, you will have done grave damage to the image you were seeking. Issue Development and Exploration. Even though people do net, by and Varges vote Sr the basis of specific issues, they do want their candidates to give evidence of understanding them, and they expect him to “campaign on the issues." A candidate who avoids issues quickly developes an image problem -- he gets an image of avoiding issues. So issues are important to reinforce image. Therefore, select your issues with care, choosing those that serve to reinforce your overal image goais and downplaying others. In the final analysis of course, it is the people who select the issues, but even at that there is substantial room for latitude. Another common mistake that is made in the issue area is to assume that if the two candidates do not disagree on a given issue, it has no importance. This is absolutely not the case. Sy getting there “Firstist with the Mostest" you can pre-empt an fssae, and make it "yours." The opponent, in thetsttvation, will be reduced to me-tooism. Interdiction. In most campaigns, especially challenger ‘campatgns, Tt is going to be necessary to attack the oppo- nent in order to win, Negative campaigning has a bad name, but so do a lot of things that work, The key to a success- ful attack, however, is this: once it is made, you cannot back down. To do so is an admission of having made an unfair attack, and that is a very bad position in which to be put. So aiways determine before making the attack that you are going to be willing to stick it out until the end. This will not be easy, because the people who will complain loudest will be your own supporters; they didn't need the attack to make their decision, and they will not understand why someone else might. This problem is called the “echo chamber" effect. It must not be yielded to. A prime objective in interdiction is to get the opponent to respond, so always Took upon any response as a measure of success of your Intardiction and re-respond by escalating the attack. SPECIAL COLLECTIONS DIVISION UNIVERSITY OF ARKANSAS LIBRARIES FAYETTEVILLE, AR 72701-12015) Defense. Of course, if interdiction is good for you, it's good for your opponent, too, and so you need to understand how to respond. THE GEST RESPONSE IS NO RESPONSE. Ignore an attack whenever you can, because any response at all is an admission that the attack has hurt you, and involves the risk that your opponent, understanding the previous para~ graph of this section, will escalate his attack immediately. If his attack is hurting, however, you may have to respond in some way. A cardinal rule, however, is this: never, ever permit the candidate to respond directly. Far better Shit-toncone else respord-on hts penal; hopefully someone of such impeccable reputation that his expressed indignation will carry great weight. The only time the candidate should get into the act is when he answers a question from a reporter or some one else. In extreme situations, you may even want to solicit the asking of the question. In general, there are four types of defenses; in descending order of likelihood of success, they are: "I didn't do it." “I did it, but it's not like you think.® "I did it, but I promise not to do it again. "The person who says I did it is a scoundrel. The Three Basic Laws Always keep in the back of your mind the following three laws of campaign communications. They will help you out of many a quandry. 1) Truth is what the people believe. It has very little to do Wtth Fact. So bese pour communications stratesy in the firm fotting of attitudes within your district, You can E change people's perceptions of what you stand for, but you - cannot, at least in the context of a campaign, change what they stand for. <2) Greed-is the only consistent human characteristic. Nobody does something for nothing, tn the final sense. The payback may not always be physical or monetary, it can be spiritual, ethical or biological. But somehow, if you are going to get someone to vote for you, you have to offer him something in return, And, given that most people do not care nearly as much about politics as those of us who work in it full time, the more specific that something can be, the more related to his own personal needs, goals and aspirations, the more likely it is to serve as @ motivation for him to do what you want him to do -- vote for you. 3) There are three kinds of people who are susceptible to Fiattetye ase” women, and-entiaven- We RepubTtean’ are Very ood at the technical aspects of campaigning, probably better overall than our opponents. But we are often miserable at the people aspects. Volunteers must be thanked, not just after the campaign, but during it, too. Flattery also works on people with whom the candidate comes into contact within his day-to-day campaigning -- his goal in a handshaking tour should be to have everyone he shakes handswith get the impression that he has been wading through al] those other people just to get to him. Flattery is also important when considering the constituency as a whole. Never insult the people by telling them how bad off they are =~ a frequent Republican mistake because we think that by following such a statement with an accusation blaming the situation on the incumbent Democrats we can win votes, Tt doesn't work. Attack your opponent, yes. But flatter the People at all times, Penetration and Impact Whatever fs done in a campaign must be done in enough strength to penetrate the consciousness of the average voter, who does not really care all that much about the campaign, if truth be know. This requires repetition and the use of various media, It means that you must buy radio time in saturation, and issue many, not just one, news release. You will be sick to death of a given issue before the average voter has even heard it once. Once the message penetrates, it must have sufficient impact to be effective. In other words, not only do you have to buy a lot of radio, but the individual spots have to get the job done. This does not necessarily mean a lot of fancy production. If the basic rules outlined above are followed. NIVERSITY OF AR SAS BRA i WANEVTEVILLE, AR 72704-1201lé Voter Identification and Turnout through Doo: oor Canvassing The door to door identification and turnout program provides two important elements to your campaian--at least three very personal contacts with your potential voters, and an insurance that those voters get to the polls on election day. The advantage of the canvas turnout program over the more con= ventional phone bank program is that your campaign's contact with voters is more personal and therefore more convincing. The dis~ advantages lie in need for a much greater geographical distribution of your volunteers, and more volunteers, The Details of the Canvassing Program 1, Identify your high base, high swing precincts. These will be the areas to canvas without fail. The lower priority precincts will be canvassed only if the high priorities are taken care of. 2. Recruit volunteers according to your precinct analysis. Locate one person per precinct to be your “precinct captain™. 3. Responsibilities of the Precinct Captain A, recruit five volunteers to help identify (more if < possible) your voters. . B. With the aid of these volunteers, identify every household in the precinct as to their voting inclinations. C, Turn those favorable voters out on election day through cangassing with telephone supplementation where necessary. 4, Prior to the identification of voters within a precinct, a guaranteed voter contact with each household in the precinct ts necessary. Only three adequate tactics hold themselves up as a guaranteed (as much as possible) voter 2 os contact: < A, Direct Mail : 8. Candidate or Proxy--Doorbelling the precinct = C. Literature Drop : Why? The volunteer is asking for the voter to make a 3 decision, and that voter deserves something on which he can base that decision. Without the prior contact, the number of undecided voters will be inordinately high. ze 5, Follow-up mail is critical to reinforce a voter's decision z or to turn an undecided voter's opinion around to your candidate. After the volunteers have canvassed the precinct, the ¢ campaign should collect the data. A strong reinforcement letter from the candidate should be sent to "undecideds." Hire a hit-man for the “unfavorables". Please do not take that last thought seriously.From the analysis of the precincts determine Quotas of favorable voters to be identified in every precinct. These quotas will give your volunteer a clear goal to work towards. 7, The last but very important aspect of the turnout program is to locate a volunteer in every polling place to check off your favorable voters as they vote, This will dramatically reduce the amount of work your precinct captains will have to do on election day if this infor- mation is available to the captains. The "spin-off" benefits of your canvassing program are extensive. When a favorable voter is identified, money can be solicited, volunteer time can be recruited, and yardsigns can be placed, This program demands considerable controls and supervision, and it takes a tremendous amount of hard work, But, it can make the difference between winning and losing. SOLLECTIONSaug 4 “ 25 sep 2 10 & 14 7 23 oct 2. 13 16 28 CALENDAR OF mms /7 application requests by mail for general election Executive Committee meeting Deadline to submit proposed rules changes and platform provisions to the appropriate State Convention Committee (tentative) Deadline for Secretary of State and county clerks to request certificates of nomination from party state and comty committees, respectively, for all party nominees to be placed on general election pallot Commencement of period for county clerks to furnish absentee applications for general election State Convention, HILTON INN First day party nominees may file their certificates of nomination with Secretary of State or county clerks and county election commission, as the case may be Deadline for party nominees to file certificates of nomination with Secretary of State or county clerks and county election commissions, as the case may be Deadline for Secretary of State to certify to county election commissions full lists of candidates for general elect ion Deadline for County Committee secretaries to forward to the Secretary of the State Committee a copy of the rules of the County Committee then in force and effect Deadline for county election commission to change voting precinct boundaries or polling place locations for general elect ion Deadline for delivery by county election commission to county clerk of absentee ballots for general election Deadline for candidates to’ file 30-day pre-election contribution report for general election Executive Committee meeting Deadline to register to vote in general election First day for in-person absentee voting in county clerk's office for general election Deadline for candidates to file 10-day pre-election contribution reports for general election Deadline for county clerks to receive absentee application requests by mail for general election GENERAL ELECTION - voting hours 7:00 a.m.) Deadline for return of all ballots and election materials to county election commission Deadline for county election commission to open general election returns in municipal offices; the commission must forward an abstract of the results to the mayor and furnish certificates of election to each elected candidate Deadline for county electon commission to declare results for all. offices in general election Executive Conmittee meeting SPECIAL GENERAL ELECTION to breek tie votes in certain offices Preservation of ballots and stubs from preferential primary election by county clerks and treasurers may be discontinued ~ election supplies may be destroyed unless an election contest or criminal prosecution has been initiated 0 a.m. to 7:30 p.m. (may open at Deadline for filing 30-day post-election contributions and expense reports of candidates in general election State Committee meeting (tentative) - Election of State Party officers Deadline for preservation of ballots and stubs from general primary election by county clerks and treasurers