Preparing to be President: The Memos of Richard E. Neustadt by Ricahrd E. Neustadt, Charles Jones
By Ricahrd E. Neustadt, Charles Jones
This e-book of traditionally vital memos presents new information regarding the workings of a number of presidential campaigns and administrations.
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B) Determining what physical changes (temporary partitions and the like) have been made in the White House offices and at Old State, and deciding what the Eisenhower people should be asked to undo before January 20. ) (c) Deciding what personal facilities traditionally available for the President should be in readiness by January 20 and requesting that appropriate arrangements be made. These facilities include: automobiles, helicopters, planes, Shangri-La (now Camp David), two motor cruisers, and the yacht (in moth balls since 1953).
This should be someone close to Kennedy, very much in his confidence and very much a “staff man” (but a tough-minded one). His job should be to see that all the working groups are working, the competitors competing, gaps filled, issues raised, arguments brought to focus, and the President-elect informed on who is doing what, with what, to whom. This is a full-time job, for the whole transition period and after. Its holder has to be much more than a draftsman; drafting is merely his hunting license; his hunting ground is foreign and domestic program, legislative and administrative.
Third is the effect on long-run organizational objectives— and options—inherent in the personalities and interests of particular appointees. The case of CEA has already been mentioned; so have the cases of State, the [national] security assistant, and the science adviser. Another example is the Budget Bureau. One more cost-accountant in the place would finish it off as a useful source of staff work for the President. ” 7. Organizing for Appointments below Cabinet Rank This is an area in which the President-elect and his whole staff could easily get bogged down at no profit to themselves.