http://www.usnews.com/usnews/issue/archive/040719/20040719045256_brief.phpVery long article--some excerpts.
The foundation of any statewide campaign, Whouley believes, is to build a strong network of precinct captains who know their communities and know their neighbors and are extremely disciplined in the counting of Ones and Twos. Whouley emphasized over and over to the members of the field staff that if they fooled around with the counting of supporters, they were fooling only themselves.
And it wasn't as if Norris had been sitting on his hands.
A native of Red Oak, Iowa, he knew the state and how to run a campaign there, having run the Jesse Jackson campaign in Iowa in 1988. As a former chairman and executive director of the Iowa Democratic Party, a former candidate for Congress, and a former chief of staff for Vilsack, Norris was a major catch for Kerry. From the beginning, Norris was convinced, even when nobody else was, that Kerry could win Iowa. "I was convinced Iowa would not give the nod to Gephardt," he said. Norris didn't worry about hard counts for months. Instead, he went after leadership: county chairpersons, state legislators, environmental activists, education activists.
By summer, Norris had started collecting his hard counts, but the rules were strict. If a person responded to a phone call by saying,
"I'm supporting John Kerry," that was not good enough for a One. To be a One, you had to sign a pledge card or have your support for Kerry validated by a volunteer or staffer.If you can tap into the 89 percent of people who don't vote, you can ride that wave to victory. And most major candidates had a plan for doing this in 2004: Dick Gephardt targeted family farmers; Howard Dean went after the young and disenchanted; Kerry pursued veterans. This strategy has only one drawback, however: It almost never works. And that is because the Iowa caucuses are not designed to attract large numbers of voters. They are designed to keep large numbers of voters away. The party does not say this, of course. But if the party really wanted wider participation, it could have made voting much easier years ago.
Instead, the Iowa caucuses are an extremely daunting process in part because party activists want to keep the process in the control of the party activists. If you make the process difficult and complicated, then only those who are truly motivated and who really understand the process will turn out."You can't bring people in from outside to start knocking on doors. It don't work that way."
The Dean volunteers were often passionate, dedicated, and enthusiastic. But for the most part, they were not talking to their neighbors, and Kerry's volunteers were. John Mauro had coached Little League in his neighborhood, he had lived in Christ the King parish for 27 years, and he had known most members of La Macchina, which was also a civic organization doing charitable work, since they were 7 years old and going to St. Anthony's Catholic elementary school together.
"Dean had a grand plan to expand the universe, but it was too amorphous. Mauro knew his universe, and that is how you get beyond traditional attendees."
John Kerry pursued large constituencies in Iowa like veterans and women, and he pursued smaller constituencies like environmentalists and political activists. But the constituency he pursued most relentlessly (and largely in secret) was a constituency of one: Iowa Gov. Tom Vilsack.
The Cass County meet up was supposed to be at a restaurant called the Farmer's Kitchen, and it was supposed to be hosted by Dean admirer Forrest Teig. Nobody showed up. The Tribune tracked down Teig, who was sitting at home. He said he knew nothing about the event. Then he said of the Dean organization:"It's a group of amateur people working on the campaign." McRoberts and Zeleny wrote: "The gap between the campaign's organizational boasts and the reality . . . illustrates the central challenge facing Dean less than seven weeks before the January 19 caucuses."
Their report also pointed out that enthusiastic supporters were one thing and "organizational know-how" was quite another.Harkin went to Dean and told him that things were not looking good--no matter how many Ones he thought he had. "But he had no seasoned political people around him to feed him ideas," Harkin said. "You can't know everything yourself. And something is very wrong when someone's campaign manager is getting more publicity than the candidate. I went to Governor Dean, and I told him, 'I have an uneasy feeling and not just about Trippi but about everything.' He thanked me and that was it." In the end, Harkin managed to get a second-place finish in his precinct for Dean behind Kerry. "But I had to talk to two or three friends real hard," Harkin recalled, "to get Dean that."
"I'll tell you the one thing you don't want to do is you don't want to bring folks in from outside the state to tell Iowans what to do. It's great that people were that enthusiastic and that passionate, but they were not Iowans. If they had had 3,500 Iowans with caps, it might have been a different deal, you know, and if you're going to have caps, you either have to have black and gold (the University of Iowa's colors) or cardinal and gold (Iowa State University's colors) in this state or both."
It was clearly a burden to the staff on a day-to-day basis," Ford said, "but it was even worse than that: When Howard came to the state, he was expected to deal with the Stormers, talk to the Stormers, spend time with the Stormers as their reward for coming here.
But that meant Howard wasn't talking to Iowans ."Rose Levine wrote: "Our volunteers were a tight-knit group--too much so. Many voters, instead of feeling welcomed into our clan, felt like outsiders and may have been insulted by out-of-staters rushing in to tell them how to vote."
Then there are those who say, yes, the campaign was awful, but it was awful because of the "insurgent/empowerment" philosophy that Dean and Trippi stubbornly clung to, even at the expense of building an efficient campaign organization. "We were supposed to be insurgents, outsiders, free-form," Ochs said.
"Experience was seen somehow as a negative. It was hubris, the hubris of believing that anything new and different was good. Mundane, traditional campaign tasks were not valued. The campaign often operated in a head-scratching, mind-numbingly ridiculous manner."