The Indianapolis Star from Indianapolis, Indiana • Page 8

MONDAY, NOVEMBER 29, 1976 1 PAGE 8 -THE INDIANAPOLIS STAR Dortch 7 DAYS! OPEN 24 HOURS OTHERS, HOWEVER, see Dortch in a different light. 'His strings are pulled," one civic leader said. "He has influence, but he's paid to have influence." said another. If Dortch says a project or proposal won't fly, several businessmen said, its promoter might as well forget it. His observation may be based on feasibility or the project's acceptability to the Continued From Page 1 'There aren't many projects that aren't run by him for feasibility.

It's standard for any mayor to run projects through the appropriate committee at the Chamber. Any project in Indianapolis, whether you're trying to get it through the legislature or improve Indianapolis, it would be run past the Chamber." Sales good Monday and Tuesday November 29th and 30th Final WEEK to WIN in "QUIK-CASH" Thousands of Dollars Yet To Be Won Including 13 prizes of $1000 each and 118 prizes of $100 each. The game will continue thru next Saturday, December 4, in all Thrif-t-marts while remaining "Quik-Cash" cards last! No purchase necessary. Get your free "Quik-Cash" card every time you shop T-mart. Your card could be an Instant Winner.

Or a card you get this week could be the card that spells out a winner for while keeping a low profile himself: "He's not flashy." Secondly, "he finds soireone who can do what he wants. A good Chamber man gets an idea and goes to the right person with it. Carl does that Sell." While many of the "top 32" leaders in Indianapolis were born to wealthy families, Dortch came up the hard way. His family moved to Indianapolis in 1923 because his father needed work and had found a job as a machinist at the former Nordyke and Marmon Motor Car Company. Dortch is married to the former Anna Gale Greenland.

They have two sons. Dortch's position at the Chamber came about by accident. Working on a political science research paper one day in 1935 at the Indiana State Library, he took his papers with him when he paused for a 30-cent lunch at Fendrick's Restaurant in the old Traction Terminal Building. While he was working and eating another customer asked him what he was doing. After Dortch explained, the man asked him his plans when he finished school.

Dortch said he didn't even know what he was going to do that summer, let alone in the future. THE MAN SUGGESTED he should go see Bill Book or Virgil Sheppard over at the Chamber because they might need someone. Dortch did just that and after working one summer with no pay, he joined the Chamber after graduation. For his first two years he worked part-time at the Chamber and part-time in Cincinnati, completing a master's degree in public administration at the University of Cincinnati. He's been with the Chamber ever since.

Who was the guy at the lunch counter? An accountant for the Department of Public Welfare, Dortch said, adding that he tried to find him several years later but never was able. He's since forgotten the man's name, he said: business community, but in either case the effort hasn't much chance of survival, they said. It is for that reason that Dortch is considered by the city's "top 32'' to be one of those persons in town who is most effective at stopping projects. But Dortch is considered much more than a project stopper. His advice and support are sought by many who need help getting their projects off the ground.

"He's a real leader and a municipal expert. He's in the middle of just about every discusson. He's a listening post," one civic leader said. DORTCH HAS PROMOTED such developments as i -G Market Square Arena, Indiana Convention-Ex-positioR Center and the inner loop. "He represents the business community," said one businessman.

"He's a wonderful agent for the Chamber," another said. And yet the city's business leaders generally regard Dortch as an innovative thinker in his own right, as well as a promoter of their ideas. One area in which the Chamber and some of the city's business leaders may come in conflict is the proposal by the Progress Committee that the city create a cabinet-level Department of Economic Development. The Chamber has its own division of economic development and, according to some businessmen, is afraid a city department might usurp its position or influence. Mayor William H.

Hudnut will have to make the decision. No doubt Hudnut's move will take into consideration the observation of one businessman: "Carl's highly respected by all of the men on the list (The Star's "top and he nows where the bodies are buried." WHY HAS DORTCH been so effective? Two qualities are frequently mentioned by many of the city's leading businessmen: He is said to be candid and fair with the competing business interests throughout the city ODDS CHART of Nov. 19, 1976. PRIZESrWo. of PHIZES I ODDS FOR 1 VISIT $1000 13 388,615 1 $100 118 This Program is available at 34 participating T-marts located in Indiana and Illinois.

Game officially terminates with distribution of all game pieces. 12-Oz. Scot Lad or Canned Pop All Varieties Half Gallon Scot Lad Vanilla Ice Cream 42-Oz. Shortening Swift'ning 18-Oz. Betty Crocker Cake Mixes you.

You may win $1,000, $100, $20 or one of the hundreds of $10, $2 or $1 cash prizes. Queen ot 5cot Fresh, Lean ft usage can objective of transferring to states and cities powers that Washington has gradually assumed. At the same time, it has satisfied Democrats' desires at the local level for methods tailored to special, local circumstances for dealing with their problems. As a result many, if not all, liberal Democrats developed fresh notions about the efficiency and management of Federal programs. THE CHANGE in Democratic thinking, although not yet definitive, is significant.

Democrats spent their years out of power reassessing the results of their activism in the 1960s and trying to devise methods for making more appropriate Federal contributions to society. One symptom of the change was congressional Democrats' creation of new Budget Committees in the Senate and House. The committees have begun trying to determine priorities for use of the lesser amounts of money in recent Federal budgets. A more vivid example may have been the Carter candidacy itself. Carter "practically ran for president as a Republican without the label," one of Mr.

Ford's assistants protested the other day. "He talked of reorganization, better management, fiscal integrity. Those are Republican trademarks." If so, Carter was not alone in embracing them. At the Brookings Institution here, Henry Owen and Charles L. Schultze senior officials of the Johnson administration concluded after long study that the Federal government had come to be considered by the public as more of a problem than a problem-solver.

THAT ATTITUDE WILL diminish, Owen and Schultze wrote, only through efforts of national leaders who "distinguish more clearing between tasks the government can and those it cannot accomplish." and who "make the gov CARL R. DORTCH, CHAMBER One Of 10 Most Influential Executive fc Continued From Page 1 campaign. Mr. Ford criticized his predecessor for a 'dictatorial'' approach to governance. But Mr.

Ford retained. Nixon's White House instruments of that approach, including an Office of Congressional Relations to centralize contacts with senators and representatives, an Office of Public Liaison to deal directly with interest groups and an Office of Communications to leap over the Washington press corps to sell White House views to editors and broadcasters across the country. THE CABINET, occasionally a repository of leaders and innovators, grew moribund, its members largely anonymous. Mr. Nixon was tolerant of dissent at the department level; Mr.

Ford, after seeking some Cabinet officers of character, gave them little room for creativity as he pursued a policy barring new Federal programs in most areas. The concentration of the foreign policy apparatus in Kissinger's office, first at the White House and later at the State Department, affected the rest of the national security establishment. Highly personalized diplomacy Carter called it Kissinger's "Lone Ranger'' style gave foreign policy experts shrinking influence. The Department of Defense, freed of the conduct of a war in Indochina, found that such institutions as the International Security Agency had minimal impact. So the Pentagon turned inward, focusing on procurement and weapons development.

THE NET EFFECT on a bureaucracyalternately stifled, ignored and beset with public disdain after disclosures of misconduct at CIA and FBI-was the demoralization of many career civil servants. A wave of early retirements hit the tax staff of the Treasury Department after former Secretary John B. Con-ally ordered them to issue analyses they considered misleading. In 1973, after Nixon's re-election, retirements across the bureaucracy quadrupled. Contrary to widespread presumption, overall employment in the executive branch declined by 106,000 between 1938 and 1976.

In some regulatory agencies the-orelically independent of the White House budget limitations imposed by presidential agents curtailed activi OF COMMERCE PRESIDENT Men In Town, The Star Found ties i'naer Mr. Nixon, the Federal Trade Commission canceled a planned inquiry into hospital and medical practices for want of funds. Appointments of ideologues and corporate executives to regulatory agencies abetted an existing orientation toward the governed industry rather than its consumers. THE SOCIAL initiatives of President Johnson's Great Society were blunted tirst by Mr. Nixon and then by Mr.

Ford. The Office of Economic Opportunity, the antipoverty agency that Johnson had endowed with visibility and authority by placing it in the Whits House, was systematically dismantled. Although civil rights officials in the Department of Health, Education and Welfare had cut off Federal funds to 250 public school systems in the late 1960s to compel compliance with desegregation orders, only one compara-bl3 directive has been issued since 1969. Congress created the Occupational Safety and Health Administration (OSHA) six years ago to oversee the job conditions of 60 million workers. Mr.

Ford attacked it as a classic example of undue government meddling. Structural changes in the executive branch effected, as much as anything, the passing interests of the White House. A National Oceanic and Atmospheric Administration was established under Mr. N'ixon, along with a Domestic and International Business Administration. The Cabinet Committee on Opportunities for Spanish-Speaking people on the other hand, was allowed to AS IT IS, the most permanent legacy of the Nixon-Ford years is likely to be the creation of the Federal revenue-sharing program.

Mr. Nixon persuaded Congress to establish the system, and Mr. Ford convinced Congress this year to continue it. Under the program, about $10 billion is being distributed in lump sums with few strings attached to states, communities and municipalities for community development, law enforcement and general government purposes. The continuation of the progam is instructive: When Congress dallied this year about renewing it, hundreds of officials from communities across the country lobbied successfully for its renewal.

The program advances the Republi Correa said yesterday he asked the vice-president, "What the hell are you doing getting stuck?" The sheriff said Rockefeller told him he was checking his buffalo. The vice-president told the Willacy County Sheriff he has 22 buffalo on a ranch he owns north of Ray-mondville in South Texas. When asked how many Secret Service men accompanied the vice-president. Correa said, "There was one under every mesquite tree." The sheriff said Rockefeller, two of his sons and several other persons were camping out over the weekend when the vehicles became stuck Friday night. "By the time I got there, they had pulled one of the cars out and had decided to leave the other one there until the next morning," the sheriff said.

ernment and its policies more efficient in responding to problems that properly fall within its domain." Both men were among Carter's consultants in his Presidential campaign. But the notion exists even beyond Carter's circle of advisers that he may arrive at the White House at a propitious time, a time when expectations for government performance are reduced, when a disgraced presidency was restored to at least a minimum level of respectability by Mr. Ford, and when the Democrats control both the legislative and executive branches. "The remarkable thing," said James E. Connor, the departing White House Cabinet secretary, "is how, after eight years.

Washington is different but not terribly different." The changes made by the Republicans are not immutable and, in Connor's- view, the effect of Nixon's enlargement and Ford's deflation of the presidency is to bring the institution back to more life-size proportions. YET THE PRESIDENCY remains strong even after the wracking of the last eight years, said Thomas E. Cron-in, a Brandeis University professor of American politics who has studied and written on the presidency. "We've come through this eight-year period with a redefinition of what strength means," Cronin said in a telephone interview. "We felt that what was good for the president was good for the nation.

Now it is up to the president to prove to us that what is, good for the president is good for the nation. "We once felt that a president knew a lot more than we did, that we should defer to him. We now feel he should report to the press and explain to the public." "I think that's healthy," Cronin concluded. "A strong president has nothing to hide." (Tomorrow: Carter and the Supreme Court) "These activities came to the attention of the Congo government and immediately resulted in the expulsion of Helio and its legitimate employes from any further operations." The CIA declined to comment on the charges. Bollinger, who helped develop a short takeoff and landing (STOL) aircraft for the firm, resigned in 1971.

'There are still some Third World countries that believe we are part of the U.S. government," he said. "Hopefully this claim will stop some of that." BOLLINGER said in 1961 the firm was approached by CIA agents and asked to turn over all of its operations to the CIA. The company refused, he said. A special report to the General Aircraft stockholders in September said recent disclosures before Congress about CIA involvement in other countries made a a re the reason for years of "extraordinary and unexplainable difficulties" in selling the aircraft.

Bollinger said the company last month sold Pittsburgh (Kan.) manufacturing plant because "until it recovered its losses and gets its slate wiped clean in other countries, the company could not be in the plane manufacturing business." Aircraft Company CIA Spy Cover? 3-Lb. Pkg. or more Ground Beef 1 -Lb. Pkg. Dinner Bell Texas or Beef wieners Dinner Bell Kielbasa or Rope I I dmoicea oa tsoiogna Quantity Rights Tri.

UJ36Xl) STORES Rocky Becomes Stuck While (Are You Ready?) Checking His Buffalo Arlington, Tex. (UPI) CIA agents illegally used an aircraft company as a cover for spying and drove the firm to the brink of bankruptcy when the cover was blown, according to the former head of the company. Dr. Lynn Bollinger, chairman of General Aircraft Corporation of Massachusetts from 1954 to 1971 and now a professor at the University of Texas at Arlington, told the Dallas Times-Herald the company has filed a million damage claim with the CIA to recoup losses attributed to the spy agency's unauthorized use of the company name. The complaint which has no legal status charges the CIA, without the firm's permission, used the name of Helio Aircraft, a General Aircraft Corporation subsidiary, as a cover for its operations in the Congo, Thailand, Vietnam, Laos and Cambodia.

THE CLAIM, filed in October, says negotiations several years ago with Congo Premier Moise Tshombe for the sale of planes fell through when the country's leaders discovered CIA operatives posing as company officials. "Such cover was used by the agents to carry on illegal and immoral activities which resulted in the deaths of government officials and the fall of the existing governmen the claim said. f. Raymondville, Tex. (AP) Sheriff Oscar Correa says he was called over the weekend to aid Vice-President Nelson Rockefeller and members of his family who were stuck in the mud in two four-wheel-drive vehicles.

In Broad Dayligh Too San Francisco (CPI) Two Australians visiting San Francisco took special precautions to avoid the crime they had heard about in news reports. Bruce Gully, 40, and his wife, Janet. 36. never left their hotel after dark and stashed their valuable papers and credit cards in a large billfold which they carried with them at all times. Saturday a pickpocket swiped the billfold from Mrs.

Gully as she rode a cable car. She told police she was talking with her husband at the time. i FOR YOUR SHOPPING CONVENIENCE! Reserved.