If she spends and PLANS to spend like this for a campaign, think of
what she'd do with your tax money!


The New York Times
February 22, 2008
Clinton Donors Worried by Campaign's Spending
By MICHAEL LUO, JO BECKER and PATRICK HEALY

Nearly $100,000 went for party platters and groceries before the Iowa
caucuses, even though the partying mood evaporated quickly. Rooms at
the Bellagio luxury hotel in Las Vegas consumed more than $25,000; the
Four Seasons, another $5,000. And top consultants collected about $5
million in January, a month of crucial expenses and tough
fund-raising.

Senator Hillary Rodham Clinton's latest campaign finance report,
published Wednesday night, appeared even to her most stalwart
supporters and donors to be a road map of her political and management
failings. Several of them, echoing political analysts, expressed
concerns that Mrs. Clinton's spending priorities amounted to costly
errors in judgment that have hamstrung her competitiveness against
Senator Barack Obama of Illinois.

"We didn't raise all of this money to keep paying consultants who have
pursued basically the wrong strategy for a year now," said a prominent
New York donor. "So much about her campaign needs to change — but it
may be too late."

The high-priced senior consultants to Mrs. Clinton, of New York, have
emerged as particular targets of complaints, given that they conceived
and executed a political strategy that has thus far proved
unsuccessful.

The firm that includes Mark Penn, Mrs. Clinton's chief strategist and
pollster, and his team collected $3.8 million for fees and expenses in
January; in total, including what the campaign still owes, the firm
has billed more than $10 million for consulting, direct mail and other
services, an amount other Democratic strategists who are not
affiliated with either campaign called stunning.

Howard Wolfson, the communications director and a senior member of the
advertising team, earned nearly $267,000 in January. His total,
including the campaign's debt to him, tops $730,000.

The advertising firm owned by Mandy Grunwald, the longtime media
strategist for both Mrs. Clinton and Bill Clinton, the former
president, has collected $2.3 million in fees and expenses, and is
still owed another $240,000.


In other notable expenditures during the lean month of January, Mrs.
Clinton paid $275,000 to Sunrise Communications, a South Carolina firm
that was supposed to turn out black voters for her and collected
nearly $800,000 in total. She lost that state to Mr. Obama by a wide
margin. Even small expenses piled up in January: the campaign spent
more than $11,000 on pizza and $1,200 on Dunkin' Donuts runs.

Joe Trippi, who was a senior adviser to John Edwards's presidential
campaign, said he believed that the Clinton team had made two
fundamental errors.

First, he argued, Mrs. Clinton built a top-down fund-raising operation
that relied on a core group of donors to write checks early on for the
maximum amount, $4,600 for the primary and the general election, which
left few of them to go back to when money became tight. Mr. Obama, by
contrast, focused on building a network of small donors whose
continued ability to give has been essential to his success this
winter.

And second, Mr. Trippi said, the Clinton campaign spent money as
though the race were going to be over after a handful of states had
voted and was not prepared for a contest that would stretch for
months.

"The problem is she ran a campaign like they were staying at the
Ritz-Carlton," Mr. Trippi said. "Everything was the best. The most
expensive draping at events. The biggest charter. It was like, 'We're
going to show you how presidential we are by making our events look
presidential.' "

For instance, during the week before the Jan. 19 caucuses in Nevada,
the Clinton campaign spent more than $25,000 for rooms at the Bellagio
in Las Vegas; nearly $5,000 was spent at the Four Seasons in Las Vegas
that week. Some staff members also stayed at Planet Hollywood nearby.

>From the start of the campaign, some donors had concerns about the
Clinton team's ability to manage money.

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