This page can be viewed at http://www.historycommons.org/entity.jsp?entity=david_hobbs_1
The White House prepares to launch a huge PR campaign to win public support for sweeping changes to Social Security, including the creation of individual accounts with the option to invest (and win or lose) in the stock market, and partial privatization of the management of social security investments. In 2008, current White House press secretary Scott McClellan will write: “It was the kind of bold domestic initiative Bush had always hoped would define his presidency. He would get it passed through a massive [public relations] campaign to bring public pressure to bear on Congress.” The first major strategy meeting to develop the White House PR campaign centers on two main foci:
“Educating” the public about the economic and fiscal problems facing Social Security, the need to fix them, and creating a “crisis mentality” among the public, which, McClellan will write, “would give us a better shot at getting the necessary public support to bring about bipartisan backing for our reform plan in Congress”;
Shaping the solution and ensuring that “personal retirement accounts,” as the stock accounts will be termed, are included.
The White House’s congressional liaison, David Hobbs, says: “Seventy percent of the battle is defining the problem and putting Congressional leaders on the spot. We need public pressure.” The plan is for Bush to travel around the country touting the program, specifically visiting states and districts represented by targeted members of Congress. “Bush would use the re-election hopes of those crucial swing votes in Congress as the lever with which to apply the pressure required,” McClellan later writes. McClellan will reflect that, though the marketing campaign is well thought out, the reform plan isn’t, writing: “We were spending excessive effort on selling our sketchily designed plan while skimping on other elements of the process that probably should have been at least as important. We weren’t spending much time deliberating with members of Congress to work out details of our reform plan—we were doing minimal outreach to Democrats to build the kind of consensus that would make such a dramatic change easier to pass. Instead, we were leapfrogging many of the vital steps and jumping straight to the stage in the process we found most congenial—the public relations effort.” McClellan will compare the Social Security campaign to the administration’s efforts to market the Iraq invasion, calling it “reminiscent of the way we’d short-circuited debate over the necessity for war in Iraq and chose instead to turn it into the subject of a massive marketing blitz. We used a similar approach as we planned the Social Security campaign. With Iraq, it was a threat that needed confronting, with Social Security, it was a crisis that needed solving.” (McClellan 2008, pp. 248-249)
Except where otherwise noted, the textual content of each timeline is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike