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Well, somebody probably will.

Oh, there are some books on it. But the four main things that I had to concern myself with as chairman was raising an enormous amount of money. I've forgotten now the dimensions of the annual budget, but they were substantial. That was one problem. The second problem was being organized to service the military. The third problem was being able to handle domestic disasters--floods, fire--all kinds of things of that nature. And the last one, of course, was blood.

So it's a multi-pronged responsibility, and you're dealing with literally thousands of volunteers--which makes it a lot different than dealing with an organization such as I ran, where when you said, “I want something,” you got it. To say that on the telephone to a club woman in Kansas City--and I don't mean to single out Kansas City--but some other place in the country, who at the time you called might have other things on her mind--and say you want her to do something, it's not that easy.

Now we had paid staff in, I guess, about 2,000 of the chapters. I'm not sure the number is right, but a large per cent of the chapters had paid organization. They were run by the president and his staff; and the president reported to me and my board. The board was made up of maybe thirty-six or maybe forty--set by law--they're elected, as I indicated earlier, for three-year terms. But part of that board is appointed by the President of the United States, and I think the President appointed--the number that sticks in my mind is eight. So what I did as chairman was to say to the White House, these are people I'd like to have appointed automatically. It's the secretary of defense, the secretary of treasury. H.E.W., I think, was an automatic appointment. [Pause] It's amazing how these things get away from me. But it