If your political fences are in good enough repair to justify the enterprise you are undertaking, Swiftly will stand alone, or joined by one or two. Now he and his friends must leave. They will probably object; they will probably want to hang around as "observers" (kibitzers). They will point out that they were invited.

But you must insist. Caucuses don't have "observers"; only the bound members may be present. Tell them to take their caucus (that's what it is) elsewhere.

When they have left you can all sign the caucus - put it in writing - and get on with the selection of a candidate.

Let everybody talk all he wants to, without limit. Present the case of Mr. Upright yourself, carefully and thoroughly. When everybody is talked out you can start balloting. Secret ballot is not necessary; at this stage a man should show his colors-butdon't object ifitis asked for.

There may be several ballots, with candidates dropping out of die running and regrouping taking place. Someone may ask for an adjournment; if it passes you will be busy during the intervening days, gathering up support for your man. But eventually some ballot shows a majority for one candidate who is then the unanimous choice of the caucus.

Itis Mr. Upright. You've started.

Weather-vane bolts his agreement the next morning. Swiftly has gone straight to him after leaving the meeting; from the two of them come loud shouts of "Fraud! Frame up! Unprincipled chicanery! Never in my many years of public life, etc." Don't worry about it. Send Weather-vane a photostat of the agreement he signed and suggest that he call on you before you send copies to the newspapers. He will probably come around and offer his services, after suitable shadow boxing, in exchange for patronage or a paid job on the committee. Don't give him anything. He won't run in any case.

Swiftly will probably go whole hog and work for the other party.

Of course you can always skip all this monkey business of caucusing -just gather together Upright's friends and form a campaign committee. You can lose, too. Caucusing is worth the trouble; it can either vastly enhance your candidate's chances, or it can keep you from attempting a race that should never start.

But why did you settle on Upright in the first place, before you ever persuaded a caucus to choose him? Your criteria should be suitability, availability, and elec-tability, in that order.

Suitability: He should be a man with whom you see eye to eye on matters of public welfare. I refer to issues - states' rights, unions, foreign affairs, national defense, poll tax, atomic control, peace-time conscription, etc. His views in these matters should be generally in harmony with the established program of your party (as are yours) and, in your opinion, wiser on some important issues than your party has shown itself to be in die past, as it is your object to improve the Republic, not to embalm it

He should be selected from the persons you know through politics in your district, as it is quite unlikely that a suitable public servant can be found in the ranks of those who never bother their heads with public matters, no matter how able or even brilliant they may be in other fields. (Unfortunately the "Congress bug" bites quite a few who have become eminent in other lines. I suggest that you eliminate at once those who wish to start in politics at the top. A suitable candidate must have a record of unpaid, devoted public service of some sort, even if not as a precinct worker. Perhaps he has made an outstanding record on the Grand Jury, in city planning, as a Boy Scout commissioner, or in the improvement of inter-racial relations. But beware of the Prominent Citizen who has stayed out of public life entirely, even if you find him in Who's Who and he is willing to foot the whole campaign bill.)

There should be no question in your mind as to his integrity or character in general. H.L. Mencken once remarked that, in order to judge a man, it was necessary only to know how he makes his living. I can't endorse that as a sufficient test but it is a very illuminating one. Look into how he gets his money. Does it turn your stomach? Investigate his business reputation among his competitors. He's a lawyer - what sort of cases does he take? He is a doctor-what charity work does he do and what is his practice like? He runs a restaurant - is the kitchen clean? What are his practices with respect to his waitresses' tips? Some occupations are so notoriously dishonest that his reputation will shine out like a halo if he is an honest member thereof. In any case - check up. (I made a terrible mistake once in not doing so, the details of which are so grisly that I decline to repeat them.)

In temperament he should be conciliatory and cooperative. Don't saddle yourself with a man who gets into rows, is stiff-necked, and unwilling to meet people halfway. Be sure that he understands the principle of the coordinate nature of authority and responsibility and that he has sufficient confidence in your ability to delegate the management of the campaign to you and then abide by your judgment This will come up again under "electabilky."

In intelligence, education, and experience he should be of congressional caliber. Of the three intelligence is the most important.

Availability: This stumbling block, a serious one, can be dealt with in only the most general terms. In particular it means that he should be able to devote full time to the campaign for three months before the primary, another three months before the final election, and then be able to dose up his affairs and go co Washington. The economic difficulties here automatically eliminate at least 90% of our best prospective public servants. A family man working as an employee can hardly ever get over this hurdle. Available candidates usually are elderly retired people, housewives, young bachelors, persons of independent income, and persons in the free-lance professions-actors, writers, lawyers, lecturers, etc. Sometimes a farmer, a school teacher, or an independent businessman can arrange his affairs to take the plunge, and once in a while an employer will cooperate by holding a job open. But you may expect to hear something like this rather frequently: "Old man, I'd like to and I appreciate the compliment-but I'm tied to a treadmill!"

This is one of the reasons why lawyers are so numerous in public office. Lawyers have law partners; they can usually arrange time off whenever the bank account can stand it. Lawyers, of course, tend to be poor law-makers, but their "availability index" is high.

If you select a housewife, count on a maid for her household as a necessary campaign expense.

The remarks about availability of a candidate apply with equal strength to yourself, the manager. Since you are likely to be a woman your problem may be simpler. But I am unable to recommend trying to carry on a campaign part time, while continuing a regular occupation, to either you or your candidate, except in compelling and exceptional circumstances; it is too likely to result in fatigue-impaired judgment during the campaign and physical collapse before it is over. A campaign is pleasantly invigorating to the precinct workers and other volunteers; it is more like an endurance contest for the candidate and manager.

Electability: From a stand point of electability the ideal candidate is male, over thirty and under fifty-five, a veteran with a combat record, strong and healthy, pleasant in appearance without being outstandingly handsome, moderately tall, a good public speaker, a friendly but not an aggressive personality, married with at least one child, very well known and universally respected in his community, a church member, previous experience in public office, previous experience as a candidate (two different things - the office could have been appointive), long service in the party, and willing to let the manager run the campaign.