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Meetings, Lunches/ Background--Card/ '89-'90 [1]
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563877839
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Meetings, Lunches/ Background--Card/ '89-'90 [1]
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02718-014a
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Records of the White House Office of the Chief of Staff to the President (George H. W. Bush Administration)
Andrew Card's Files
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Originally Processed With FOIA(s):
FOIA Number:
2025-0373-S
2025-0373-S
FOIA
MARKER
This is not a textual record. This is used as an
administrative marker by the George Bush Presidential
Library Staff.
Record Group/Collection:
George H.W. Bush Presidential Records
Collection/Office of Origin:
Chief of Staff, White House Office of
Series:
Card, Andrew, Files
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OA/ID Number:
02718
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02718-014a
Folder Title:
Meetings, Lunches/Background-Card/'89-90 [1]
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15
21
6
Thursday, July 26, 1990
9:00 am
Meeting w/Congresswoman Schneider
Robert Rendine - District Chief of Staff
Wesley Warren - Staff Assistant
Mayor Michael Traficante
Earl Croft - Staff Asst. to Mayor
Re: Federal Fundina f/Wastewater
Treatment Demonstration Project
EXECUTIVE CHAMBER
APR
13
1000
ao ELLE VIJILO CURC who
FILE
CITY OF CRANSTON
RHODE ISLAND
G
54-1910
MICHAEL A. TRAFICANTE
MAYOR
April 5, 1990
Mr. William J. Canary, Jr.
Special Assistant to The President
for Inter-Governmental Affairs
Room 160 O.E.O.B.
THE WHITE HOUSE
Washington, 20500
Dear Mr. Canary:
I am writing at this time as a follow-up to your meeting of last week with my
Policy Aide, Steven DeToy and the City of Cranston's Washington representative,
J. William W. Harsch, Esq.
First, I would like to take the opportunity to thank you for taking the time
to meet with these two individuals so that they could update you on the western
cranston sewer project.
As you are aware, this project continues to proceed through the legislative
process with the assistance and guidance of both United States Senator John H.
Chafee and United States Representative Claudine Schneider. Both Bill and Steve
have told me of your suggestion on approaching EPA on this multi-faceted environmen-
tal situation that we are encountering and I concur with them in that your sugges-
tion was and will be very helpful. I look forward to attending the meeting with the
top EPA officials and yourself in the very near future.
A further development which I would like you to be aware of is that on April
4, the communities of Warwick, West Warwick and Cranston entered into a consent
agreement with the Rhode Island Department of Environmental management that commits
the three communities to spending nearly $100 million to upgrade their treatment
facilities in order to enhance the water quality of the Pawtuxet River and upper
Narragansett Bay. This development further heightens the need to begin work on the
western Cranston project in the very near future. As you may know from previous
briefings and letters on the subject, the Cranston Wastewater Treatment Facility is
a financially self-sustaining facility. Therefore, it is imperative to the city's
financial structuring of the needed improvements at the plant that the plant's
design capacity be fully utilized. This has added increased dimension to the need
for the connections in western Cranston and the permanent connection of the Central
Landfill, which services the entire state, located in neighboring Johnston, Rhode
Island.
I feel quite strongly that the westem Cranston project has the capability of
being an innovative and technological example for other communities in the country
EXECUTIVE CHAMBER CITY HALL CRANSTON, RHODE ISLAND
TO: Mr. William J. Canary, Jr.
April 5, 1990
Page 2
From: Mayor Michael A. Traficante
which are or will be facing similar multi-category environmental concerns regarding
wastewater treatment facilities. I greatly appreciate your assistance in this
matter of extreme environmental importance to my community and to the State of Rhode
Island.
Please do not hesitate to let me know if there is any additional information
which you may require or any questions that I or my staff may assist you with.
Sincerely,
Michael A. Traficante
Mayor
MAT/ama
THE WHITE HOUSE
WASHINGTON
April 17, 1990
Dear Mayor Traficante:
Thank you for your kind letter. It was thoughtful of you to take
the time And write as you did about the Cranston Sewer Project,
and I wanted you to know of my appreciation.
Sincerely,
William J. Canary, Jr.
Special Assistant to the President
for Intergovernmental Affairs
The Hondrable Michael A. Traficante
Mayor City of cranston
Executive Chamber
Cranston, Rhode Island 02910
EXECUTIVE CHAMBER
CITY OF CRANSTON
GUET OF DUM VIGILO CURO
RHODE ISLAND
1930-1990
MICHAEL A. TRAFICANTE
MAYOR
TO: William Canary
DATE: March 21, 1989
Office of Intergovernmental Affairs
FROM: Mayor Michael A. Traficante
Re: Western Cranston Sewer Project
The City of Cranston currently operates a 23 MGD wastewater treatment facility. This
$55 million facility was built under the now expired Federal Construction Grants Program
and is operating at 50% design capacity. This plant is the most technologically advanced
facility in Rhode Island. Current excess capacity exists because of the closure of a
major flow contributor, (Ciba-Geigy Corp.) and the expansion of sewers to western
Cranston designated in the 1977 design plan have not been constructed.
The City of Cranston has recently entered into an agreement with the Rhode Island Solid
Waste Management Corporation, (RISWMC), to provide wastewater treatment capacity to the
RISWMC landfill and waste-to-energy incinerator located in neighboring Johnston, RI. This
landfill is the largest in New England and is adjacent to the Scituate Reservoir which
provides drinking water to 60% of RI's population. RISWMC is required by law to contruct
this incinerator at the landfill site will require a permanent solution to the treatment
of the incinerator's wastewater and landfills leachate and wastewater. The technology
and service provided to the RISWMC site will be applicable to the former Capuano landfill
which sits on the banks of the Pawtuxet River. This landfill is a serious polluter
of the river and the river is a major contributor to pollution in Narragansett Bay.
The City of Cranston is seeking $6 million in federal assistance to contruct interceptor
lines, pumping stations and sewer lines. Federal assistance would be complimented
by significant local financial resources made possible by overwhelming voter support
of local bonding authority for sewer related projects.
I have personally had the opportunity to speak with then Vice-President Bush on this
matter and the City has also had contact with Ed Rogers, Charles Grizzle, Assistant
A dministrator, EPA, as well as numerous discussions with Members of Congress and staff.
Senator John Chafee was successful in offering an amendment to provide for this federal
assistance, which was defeated in Conference. He remains an active proponent.
Congresswoman Claudine Schneider and Senator Claiborne Pell have also been active on the
City's behalf. In fact, Congresswoman Schneider has already met with EPA A dministrator
William Reilly to inform him of her strong support for the project.
In addition to the environmental benefits listed above, the State of Rhode Island and
the City will benefit from this project by encouraging economic development, the
utilization of innovative technology in the construction and operations of the sewer
treatment extensions of this project, better comprehensive land use planning and by
addressing other groundwater pollution by replacing existing septic systems with sewers.
You may obtain more detailed information from either the City's Washington representative,
Gary Brown, Esq., POWERS, HA RSCH AND KINDER, (202) 446-5770 or my policy aide, Steve DeToy, in
my office at (401) 941-5380.
On behalf of the residents of Cranston and our state, I thank you for your time and
attention to this worthy project.
RHODE ISLAND SOLID WASTE MANAGEMENT CORPORATION
West Exchange Center
260 West Exchange Street, Providence, Rhode Island 02903
401/831-4440
TELEX 401/861-0830
RICHARD A. JOHNSON, Chairman
THOMAS E. WRIGHT, Director
March 16, 1989
The Honorable Claudine Schneider
The United States House of Representatives
1431 Longworth House Office Building
Washington, DC 20515
Dear Representative Schneider:
The Solid Waste Management Corporation strongly supports the efforts
of the City of Cranston to obtain federal financial assistance to construct
interceptor sewers and a pumping station.
This expansion of the Cranston wastewater system is critically
important to the Corporation because it would serve the wastewater disposal
requirements of our Central Landfill, waste-to-energy facility, leachate
pretreatment facility, and vehicle maintenance facility, all located at our
complex in Johnston.
If Cranston had not been willing to serve the wastewater needs of the
Corporation's Johnston complex, the costs of construction and operation of
the resource recovery project would be significantly higher.
Moreover, important environmental impact issues of widespread concern
would be addressed by Cranston's regional wastewater project: We are
committed to closing Central Landfill and to start operations of the
resource recovery project as soon as is feasible. The Cranston regional
wastewater project would help us attain our objective of operating our major
Johnston facilities in as environmentally protective a manner as possible.
The Corporation realizes that the temporary sewer connection we
currently plan to utilize would restrict planned industrial and residential
tie-ins to the Cranston wastewater system. Completion of the Western
Cranston Sewer Project would provide a permanent solution to our wastewater
treatment needs at the Johnston facility complex.
We therefore reiterate our strong support for this environmentally
sound, technologically advanced and much needed project.
Sincerely yours,
Thomas bigh
Thomas E. Wright
Director
:pc
100% Recycled Paper
RHODE ISLAND SOLID WASTE MANAGEMENT CORPORATION
West Exchange Center
260 West Exchange Street, Providence, Rhode Island 02903
401/831-4440
TELEX 401/861-0830
RICHARD A. JOHNSON, Chairman
THOMAS E. WRIGHT, Director
March 16, 1989
The Honorable John H. Chafee
The United States Senate
567 Dirksen Senate Office Building
Washington, DC 20510
Dear Senator Chafee:
The Solid Waste Management Corporation strongly supports the efforts
of the City of Cranston to obtain federal financial assistance to construct
interceptor sewers and a pumping station.
This expansion of the Cranston wastewater system is critically
important to the Corporation because it would serve the wastewater disposal
requirements of our Central Landfill, waste-to-energy facility, leachate
pretreatment facility, and vehicle maintenance facility, all located at our
complex in Johnston.
If Cranston had not been willing to serve the wastewater needs of the
Corporation's Johnston complex, the costs of construction and operation of
the resource recovery project would be significantly higher.
Moreover, important environmental impact issues of widespread concern
would be addressed by Cranston's regional wastewater project: We are
committed to closing Central Landfill and to start operations of the
resource recovery project as soon as is feasible. The Cranston regional
wastewater project would help us attain our objective of operating our major
Johnston facilities in as environmentally protective a manner as possible.
The Corporation realizes that the temporary sewer connection we
currently plan to utilize would restrict planned industrial and residential
tie-ins to the Cranston wastewater system. Completion of the Western
Cranston Sewer Project would provide a permanent solution to our wastewater
treatment needs at the Johnston facility complex.
We therefore reiterate our strong support for this environmentally
sound, technologically advanced and much needed project.
Sincerely yours,
Thomas Shinp
Thomas E. Wright
Director
:pc
100% Recycled Paper
POWERS, HARSCH & KINDER
INCORPORATED
WILLIAM G. BRODY
20 WASHINGTON PLACE
GARY A. BROWN
PROVIDENCE, RI 02903
JAMES M. GREEN
(401) 421-2224
J. WILLIAM W. HARSCH
THOMAS C. KEENEY
1722 EYE STREET N.W.
DANIEL K. KINDER
WASHINGTON, DC 20006
ROBERT A. MOISSONNIER
(202) 466-5770
WILLIAM R. POWERS III
November 28, 1989
Mr. William Canary
Special Assistant to the President
for Intergovernmental Affairs
White House
Room 116
Washington, D.C. 20500
Dear Bill:
Following up on the recent conversations between you and
Mayor Traficante of Cranston, Rhode Island, Stephen Roady of the
Senate Environmental and Public Works Committee staff and myself, I
am forwarding an outline of a proposed innovative wastewater demon-
stration project in Cranston. Also enclosed is testimony concerning
the project which Mayor Traficante recently presented to a subcom-
mittee of the House of Representatives Space and Technology Commit-
tee.
In line with your observations, we believe that it is
sensible to follow a two-track process with one track being a
legislative initiative sponsored by Senator Chafee and Cong.
Schneider. The other track would involve some initial start-up
funding developed through assistance from the White House. We are
seeking your help in identifying existing programs pursuant to which
such funding may be available and, with your assistance, we would
attempt to adapt Cranston's needs to meet programmatic guidelines.
The program could be based at EPA, HUD, or elsewhere; doubtlessly
you are in the best position to advise concerning funding mecha-
nisms.
As we have discussed once you have an opportunity to
review this material, it may be a logical step to convene a meeting
with representatives of Senator Chafee, Cong. Schneider and the
POWERS, HARSCH & KINDER
INCORPORATED
Mayor in order to pursue this project. The project represents a
solution to major interrelated water supply and quality issues for
the City and the State. Solution to the problems is the City's top
priority. We appreciate your assistance in this matter.
Sincerely,
Gary Gaga.Bam A Brown
GAB/slr
CC: Mayor Traficante
Stephen Roady
Wes Warren
2
POWERS, HARSCH & KINDER
INCORPORATED
WILLIAM G. BRODY
20 WASHINGTON PLACE
GARY A. BROWN
PROVIDENCE, RI 02903
JAMES M. GREEN
(401) 421-2224
J. WILLIAM W. HARSCH
THOMAS C. KEENEY
1722 EYE STREET N.W.
DANIEL K. KINDER
WASHINGTON, DC 20006
ROBERT A. MOISSONNIER
(202) 466-5770
WILLIAM R. POWERS III
MEMORANDUM
TO:
Mr. William Canary
Special Assistant to the President
for Intergovernmental Affairs
FROM:
Gary A. Brown, Esq.
DATE:
November 28, 1989
RE:
Summary of Request for Federal Funding
Involving Wastewater Treatment Demonstration Project
1.
Objective. The City of Cranston, Rhode Island, is seeking
Federal seed funding of up to $6 million to take initial steps
to remedy major interrelated water supply and quality issues
for the City. These issues are having a major impact on the
rest of the State, and the solution to the problems is the
City's top priority.
2.
Solution to Long-standing Environmental Issues. There are a
number of long-standing environmental issues impacting the
entire State which would find resolution in the proposal:
Solution to leachate from the Central Landfill in
Johnston. The Central Landfill is the largest in New
England and takes in all the solid waste from the State.
Pollution from the leachate in the Landfill is heading
towards Cranston and may be polluting the Scituate Reser-
voir, the water source for an estimated 60% of the popula-
tion of the State.
Pollution of the Pawtuxet River. There is significant
pollution on the Pawtuxet River, which is contributing to
pollution on Narragansett Bay. This proposal would
POWERS, HARSCH & KINDER
INCORPORATED
involve study and possible cure of one of the sources of
pollution, the Capuano Landfill in Cranston.
Contamination in Western Cranston. There is a problem of
increasing development pressure in Western Cranston. New
projects are using septic tanks. The soils and water
table of Western Cranston are poorly suited for subsurface
disposal of wastewater and system failures are frequent.
3.
Construction of Interceptor System Connecting Landfill Facili-
ties to New Wastewater Treatment Facility. Federal funds of $6
million will provide for study, preliminary design and first
phase construction. The project would connect, via an inter-
ceptor system, the existing landfill and the planned waste-to-
energy recycling facilities located in the Rhode Island Central
Landfill into the newly-constructed wastewater treatment
facilities of the City of Cranston, utilizing capacity pre-
viously committed to a manufacturing facility no longer in
operation.
4.
Agreement Reached to Connect Landfill to Wastewater Facility.
The Rhode Island Solid Waste Management Corporation (RISWMC),
the operator of the Central Landfill, after studying a number
of alternatives, reached agreement last year with Cranston to
connect the proposed facilities at the Landfill to the Cranston
wastewater facility. To accomplish this task, a sewer inter-
ceptor system serving Western Cranston must be built. Waste-
water from the Landfill and recycling facility must be dis-
charged into the system and conveyed to the new wastewater
treatment plant.
5.
Model Project. If done properly, this Project can serve as a
model for cities across the country that are grappling with the
problems of leachate from sanitary landfills and the need for
wastewater management systems that can complement and, indeed,
encourage the development of new waste-to-energy and recycling
facilities.
EXECUTIVE CHAMBER
CITY OF CRANSTON
S337 OF } CLINC
RHODE ISLAND
n
(a)
MICHAEL A. TRAFICANTE
MAYOR
October 2, 1989
The Honorable Claudine Schneider
1512 Longworth H.O.B.
Washington, D.C. 20515
Dear Congresswoman Schneider:
I am pleased to submit the enclosed testimony to the National Resources,
Agricultural Research and Environment Subcommittee relevant to your consideration
of H.R. 2734, The National Ground Water Research Act of 1989.
If passed, this legislation will make a vital contribution to the preservation
and restoration of our nation's water supply.
It is my hope that this subcommittee of the Committee on Science, Space and
Technology will recognize the threat posed to the water supply of many of our
nations's cities and states caused by the leachate of heavy metals and other
poisonous substances from solid waste landfills.
A ecordingly, my testimony urges this Subcommittee to authorize a demonstration
project that will serve as a model for cities grappling with this very real problem
of landfill leachate.
I greatly appreciate your consideration of this matter and the attention of
the Subcommittee to my testimony.
Please do not hesitate to contact me if I may offer any further information or
assistance.
Sincerely,
Michael A. Traficante
Mayor
MAT:tsp
Enclosure
Statement of
The Honorable Michael A. Traficante
Mayor, City of Cranston, Rhode Island
Submitted To The
Natural Resources, Agricultural Research &
Environment Subcommittee of the Science,
Space & Technology Committee
U.S. House of Representatives
October 2, 1989
I am writing to express my views with regard to the
National Ground Water Research Act of 1989, HR-2734. This legisla-
tion should make a vital contribution to the Nation's water supply
by causing federal, state and local officials to examine and to
undertake innovative solutions for groundwater contamination.
It is my hope that this legislation, as it is ultimately
enacted, will recognize the threat posed to the water supply of many
of the nation's cities and states caused by the leachate of heavy
metals and other poisonous substances from solid waste landfills.
Accordingly, I am urging this Subcommittee to authorize funding for
a demonstration project to serve as a model for cities across the
country grappling with the leachate problems from sanitary land-
fills. This project would promote an efficient wastewater manage-
ment system and will innovatively encourage the development of new
waste-to-energy and recycling facilities.
The demonstration project which I am recommending involves
two landfills impacting the City of Cranston, Rhode Island where the
damage to surface and ground water from landfill leachate is well-
illustrated. Most significant is the Central Landfill in the
neighboring community of Johnston, Rhode Island (a Superfund site),
and the other landfill involved is the Capuono Landfill in Cranston.
The Central Landfill is the largest in New England and
takes in nearly all of the solid waste from the State. Consistent
with dumping practices around New England, there is good reason to
believe that the forty year old site may contain hazardous waste.
Tests have indicated the presence of very substantial groundwater
contamination, and there is reasonable ground for concern that
leachate from the site is moving in the direction of aquifers
associated with the Scituate Reservoir, water source for an
estimated 60% of the State's population.
The Landfill continues to operate only through an emergen-
cy permit, and even under the temporary permit, it is considered to
have a life of less than five years. Because of its age, most of
the area covered by the Landfill has no provision for leachate
collection and as a result discharges substantial leachate into the
groundwater beneath the Landfill.
There is also another forty year old landfill in Cranston,
the Capuano Landfill. Though it has been capped, it is still
considered to be a source of significant pollution for the Pawtuxet
River which is considered by EPA and state officials to be in a
critical situation because of pollution, impacting the historic
sections of Cranston and portions of upper Narragansett Bay.
With regard to the Central Landfill, there are now some
valuable and innovative solutions available, which could be demon-
strated under our proposal. The Rhode Island Solid Waste Management
Corporation (RISWMC), operator of the Landfill, has plans to allevi-
ate the State's continuing waste disposal problem by creating a new
waste-to-energy facility and a mass-burn incinerator. Although an
improvement in the overall situation, these facilities in fact add
to the wastewater problem, requiring the disposal of several hundred
thousand gallons of wastewater during each day of operation. The
City of Cranston has reached agreement with the RISWMC to receive
and transport both the leachate from the Landfill which now goes
into the area's groundwater and the additional wastewater generated
by the new disposal facilities to a recently-developed wastewater
treatment facility in Cranston, contingent on funding and building
the connector. In the process of connecting the Central Landfill,
Cranston is also willing to consider connecting the Capuano Landfill
with its wastewater treatment plant for purposes of collecting and
treating the leachate generated by this source.
The connection of these landfills will encourage develop-
ment of new waste-to-energy and recycling facilities. The connec-
tion will also employ innovative technology such as piping with
lower friction SO that the groundwater will not get into the pipe
and contaminated water will not seep into the groundwater. This
project has the potential to provide valuable lessons for other
states and cities.
An additional advantage of the project is that while
solving the landfill leachate problem, the project will solve other
environmental problems as well. For example, it will halt the
proliferation of septic tanks in Western Cranston which discharge
into a soil which is poorly suited for subsurface disposal. Such
septic tanks also contribute heavily to surface and subsurface
water pollution in our area.
In fact one of the reasons the innovative project should
be adopted is because it demonstrates an important concept: Pollu-
tion is not always media specific. Solutions should not be frag-
mented. Innovative programs funded by the legislation should be
those which cover several objectives, which in fact get "the biggest
bang for the buck.
Indeed, I would recommend that the Committee specify that
one of the findings which the Administrator should make under
Section 7 (b) of HR-2734, which provides for demonstration projects
is that such projects address more than one form of water pollution
at the same time.
The overall cost for the entire Cranston project is
estimated to be approximately $30 million including components such
as land use planning. The City is seeking $6 million, constituting
the demonstration project, through authorization and appropriation
of federal funds which will be matched locally by City bonds and a
RISWMC payment. The State is unable to provide funds at this time
because available water pollution control money is targeted to the
Narragansett Bay Commission, and the State is unable to fund proj-
ects of the Cranston nature.
Breakdown of the $6 million would be as follows: $1
million for comprehensive studies and the necessary mapping of
interceptor/force main/pressure sewer routes and $2 million for
basic design for all facilities, such design to include economic
comparisons of innovative design systems to reduce power consumption
and construction costs; and $3 million for demonstration construc-
tion. The connection would be designed using state of the art
energy saving methods including high efficiency motors, high effi-
ciency variable speed drivers and low friction PVC pipe pressure
sewer. The use of such design will save hundreds of thousands of
dollars in construction costs.
Attached to this letter is a letter from the Director of
the Solid Waste Management Corporation in support of our efforts.
Also attached is a letter explaining some of the innovative tech-
nology involved.
In conclusion, the question may be asked: Why federal
participation? First of all, the particular landfills have resulted
from state and regional dumping. They are not just a city problem.
Secondly, landfills depended upon in the years since World War II to
dispose of solid waste, are presenting leaching problems which will
be of concern to communities across the country. The proposed
solution for Rhode Island - in part replacing the huge Central
Landfill with a waste-to-energy facility linked to the Cranston
water treatment facility -- has the potential to provide valuable
lessons for other states and cities.
Thank you for the opportunity to present our views.
MICHAEL A. TRAFICANTE
Mayor
POWERS, HARSCH & KINDER
INCORPORATED
WILLIAM G. BRODY
GARY A BROWN
20 WASHINGTON PLACE
JAMES M. GREEN
PROVIDENCE. RI 02903
(401) 421 2224
J. WILLIAM W. HARSCH
THOMAS C. KEENEY
1722 EYF STREET N.W.
DANIEL K. KINDER
ROBERT A. MOISSONNIER
WASHINGTO )N. DC 20000
WILLIAM R. POWERS III
(202) t(x) 5770
May 18, 1989
Mr. David Stonner
Office of the Honorable Claudine Schneider
Member of Congress
1512 Longworth House Office Building
Washington, D.C. 20515-3902
Dear David:
I am writing further to our discussions concerning
Cranston's proposal to create a wastewater management system in
Western Cranston, thereby solving major environmental problems in
the region, through an innovative program.
As described below, the project, by using the latest in
construction and operating technology, has the capacity to be a
valuable model. It could serve as a demonstration project for
cities across the country that are grappling with the problems of
leachate from sanitary landfills and the need for wastewater manage-
ment systems that can compliment and, indeed, encourage the develop-
ment of new waste-to-energy and recycling facilities.
The following is a description based on interviews with
be utilized:
the City's engineering firm of some of the innovative technology to
Energy Savings. According to the engineers, the system
being planned should achieve electric power cost savings
of between 25-50%. The technology involves using a cross
City Pumping Station and Pressure Sewer instead of a
conventional system of pumping station, force main and
gravity sewer. Such design and construction technology
features the following advantages:
The pumping station will be designed using highly
efficient electric motors for the pumps, which may
achieve power savings of about 10%.
The pumps will have variable frequency drives which
match pump outflow to pumping station inflow, thereby
reducing the pumping horsepower requirements.
The pressure sewer will be designed using low fric-
tion pipe. The use of low friction pipe reduces the
force required by the pump to push the wastewater
through the many miles of pressure sewer. This will
significantly reduce horsepower requirements for the
pumping station.
Protection of Ground Water. The lower friction piping
employed by the project, described above, is further
advantageous in that ground water will not seep into the
pipe and dirty water will not move into the ground water.
Construction Cost Saving. Considerable construction cost
saving will be realized by using a pressure sewer instead
of a combination force main and gravity sewer. The
pressure sewer will probably require a smaller sized pipe
and will have vertical flexibility not feasible with a
gravity sewer. Access ports for clean out and inspection
will be required as well as air release valves but not the
frequent manholes (every 300-500 feet) required by a
gravity sewer. The engineers estimate that as much as 25%
of the construction cost will be saved in the portion of
the pressure sewer that replaces the gravity sewer.
Construction savings alone amount to a minimum of $ 2 mil-
lion savings for the project. Energy savings are additional.
Duplicated nationwide many millions of dollars of savings could be
achieved through this important demonstration program.
Best regards.
Sincerely,
Gary Gay A. Brown
CC: Mr. Steve DeToy
2
EXECUTIVE CHAMBER
CITY OF CRANSTON
GUEY OF DUM VIGILO CURO
RHODE ISLAND
1984-1910
MICHAEL A. TRAFICANTE
MAYOR
March 22, 1989
Mr. William J. Canary, Jr.
Special Assistant to the President
Office of Intergovernmental Affairs
The White House
Washington, D.C. 20500
Dear Mr. Canary:
I am writing at this time on behalf of the Rhode Island Credit Union
Affiliates who have expressed some deep concerns relevant to the Treasury
Department's proposal to aid the Saving and Loan industry.
Over 70% of Rhode Island's families are members of the 75 credit unions
in our small state. It is the position of the credit unions that their industry
should not be expected to participate in the Treasury plan for the savings and
loan situation.
The credit union industry is insured through the National Credit Union Share
Insurance Fund which enjoys a high level of solvency at this time. The credit
unions are fearsome that the Treasury plan would have devastating impacts on
their industry nationwide.
In light of the very high levels of credit union members in my state, I
would respectively ask that you convey the concerns of the credit unions to the
Secretary of Treasury and also to the President.
I appreciate your time and attention of this matter of great importance to
SO many Rhode Islanders. Please do not hesitate to contact me if I may be of
any further assistance in this situation.
Sincerely,
Michael A. Traficante
Mayor
MAT/pb
CC: Senator John H. Chafee
Senator Claiborne deB. Pell
Congresswoman Claudine Schneider
Congressman Ronald K. Machtley
THE WHITE HOUSE
WASHINGTON
April 10, 1989
Dear Mayor Traficante:
On behalf of the President, I would like to thank you for your
recent correspondence regarding the credit union's role in
respect to the Savings and Loan crisis.
Your views on these matters will be shared with the appropriate
officials within the Administration for their benefit and
consideration. Your input is highly valued and we appreciate
your taking the time to write.
Brilamung
William J. Canary
Special Assistant to the President
for Intergovernmental Affairs
The Honorable Michael A. Traficante
Mayor, City of Cranston
Executive Chamber, Offfice of the Mayor
Cranston, Rhode Island
OF THEY now CURO who
*
#
NEWS RELEASE
GB
1734-1910
FROM THE OFFICE OF MAYOR MICHAEL A. TRAFICANTE, TELEPHONE 461-1000
FOR RELEASE: Inmediate
6 September 1989
CONTACT: Phil Loscoe
Extension 3110
MAYOR TRAFICANTE APPLAUDS PRESIDENT'S DRUG MESSAGE;
CALLS ON STATE, LOCALS TO DO MORE
Saying President Bush's message to the nation last night "accomplished as
much as can be accomplished at the federal level", Mayor Michael A. Traficante
applauded the address of President Bush and said the responsibility for winning
the war now falls on state and local governments.
"President Bush has supplied the resources necessary to intensify the war on
drugs, has expanded the scope of the federal involvement and has improved the
coordination between a multitude of agencies which is so vital to a successful
effort. We must not, however, believe that money alone is going to win this
war. Moreover, the federal government can not win this war without the strong
participation of the states and the localities," Mayor Traficante said.
The Mayor indicated that the plan unveiled by President Bush correctly
touched upon the importance of stopping production, importation and demand to
solve the problem.
"Because the drug problem exists in our streets, our neighborhoods and our
families, we, at the local level, must bear responsibility as well to ensure
that the president's initiative is successful. In Cranston, we use the D.A.R.E.
Program, our unique Peer Education Program in our school system, and activities
sponsored by the Mayor's Advisory Committee on Substance Abuse to educate people
about the dangers of substance abuse. We also have, both in our schools and in
-MCRE-
CITY OF CRANSTON
the private sector, excellent treatment centers for those who seek help for
their substance dependencies. The President has recognized the limits of the
federal government, and he has challenged us to join the battle," the Mayor
said.
The key to winning the war on drugs is stopping demand, and that can only be
accomplished through education and treatment. We need the enforcement side to
crack down on production and importation, but cutting back on demand is the most
important facet of this effort," the Mayor said.
-30-
THE WHITE HOUSE
WASHINGTON
Date: 9/11/89
TO:
Bill Canary
FROM:
BRUCE STEBBINS
Associate Director
Office of Political Affairs
Mayor Traficante was our
Bush chair in R.I. I don't
know if you received a copy
of this but could you drop
him a letter thanking him
for his support.
If you haven't made
contact with him, please
int roduce yourself. He's a good
guy and one of two GOP mayors
in R.I.
thanks !
THE WHITE HOUSE
WASHINGTON
September 13, 1989
Dear Mayor Traficante:
On behalf of the President, I want to thank you for your
thoughtful message of support. We are grateful for your advice
and the many contributions you have made to the war on drugs.
The President looks forward to working with you and other leaders
from around the United States in achieving mutual goals of
eliminating illegal drug use and building a better America for
present and future generations.
Phone
Sincerely
William J. Canary, Jr.
Special Assistant to the President
for Intergovernmental Affairs
The Honorable Michael Traficante
Office of the Mayor
Cranston, RI 02910
THE WHITE HOUSE
WASHINGTON
July 25, 1990
DROP BY MEETING WITH PUBLIC AFFAIRS AND
INTERGOVERNMENTAL AFFAIRS DIRECTORS
DATE: July 26, 1990
TIME: 3:45 p.m.
LOCATION: Indian Treaty Room
THROUGH: David Demarest XX
Assistant to the President
for Communications
FROM: Debra Anderson DA
Deputy Assistant to the President
and Director of the Office
of Intergovernmental Affairs
Barrie Tron, Director BJ
Office of Public Affairs
I. PURPOSE:
To drop by a meeting of agency public affairs and
intergovernmental affairs directors.
II. BACKGROUND:
This group represents a cross section of agency people who
consistently present your message to a number of publics
every day. This is an excellent way to bring them in and
explain Administration policy and current pressing
issues.
These folks carry your message to the media and to
state and local governments -- they are critical to our
outreach efforts.
III. PARTICIPANTS:
The President
Deb Anderson, Intergovernmental Affairs
Barrie Tron, Public Affairs
25 Agency Public Affairs Directors
20 Intergovernmental Affairs Directors
IV. SEQUENCE OF EVENTS:
The President arrives
Greets the group and makes brief remarks
The President departs
V. PRESS PLAN:
Closed press
VI. REMARKS
Talking Points to be provided in the morning.
THE WHITE HOUSE
WASHINGTON
July 25, 1990
PHOTO OPPORTUNITY WITH THE WOLF FAMILY
DATE
: Thursday, July 26, 1990
LOCATION: The Oval Office
TIME
: 9:55 a.m.
FROM
: J. Bonnie Newman Bonnie Newman
I. PURPOSE
Photo with Mrs. Virginia Wolf and her three sons Theodore,
Gregory, and Nicholas.
II. BACKGROUND
During the April visit of President and Mrs. Bush to the
funeral home in honor of deceased Maryland State Trooper Cpl.
Ted Wolf, who was killed in the line of duty, the President
invited the surviving members of the family to visit the
White House.
III. PARTICIPANTS
Russell Miller, Deputy Special Agent in Charge
Mrs. Virginia Wolf, Widow
Theodore Wolf, Son (16)
Gregory Wolf, Son (14)
Nicholas Wolf, Son (11)
IV. PRESS PLAN
White House Photographer
V. SEQUENCE OF EVENTS
Russell Miller will introduce Mrs. Wolf and her three sons
to the President, pictures will be taken and the individuals
will depart.
THE WHITE HOUSE
WASHINGTON
July 25, 1990
AMERICANS WITH DISABILITIES ACT
SIGNING CEREMONY
DATE: JULY 26, 1990
TIME: 10:00 a.m.
LOCATION: SOUTH LAWN
THROUGH: DAVID DEMAREST/
xx
ASSISTANT TO THE PRESIDENT
FOR COMMUNICATIONS
FROM: BOBBIE KILBERG BK
DEPUTY ASSISTANT TO THE PRESIDENT
OFFICE OF PUBLIC LIAISON
I. PURPOSE:
To sign the historic Americans With Disabilities Act.
II. BACKGROUND:
The Americans With Disabilities Act is the culmination of
your leadership and the efforts of many. This high profile
ceremony will reinforce your long standing commitment to
civil rights and to the disabled community since you were
Vice President, throughout your campaign, and as President.
We expect 2500 people in attendance at this ceremony. They
represent many elements from the disabilities community,
including leadership and grassroots advocates from
throughout the country. Also included are business leaders
who have been supportive of the ADA bill, and key White
House and Administration staff who worked on the bill. The
Congressional delegation will include members and key
Congressional staffers who were involved with the bill. All
Cabinet members and Presidential appointees who are disabled
were also invited.
III. PARTICIPANTS:
The President
Mrs. Bush
The Vice President
Mr. Evan Kemp, Chairman
Equal Employment and Opportunity Commission
Mr. Justin Dart, Chairman
President's Committee on the Employment of People
With Disabilities
Ms. Sandra Parrino, Chairman
National Council on Disability
The Reverend Harold Wilke
IV. SEQUENCE OF EVENTS:
The Vice President is announced on stage
The President and Mrs. Bush are announced on stage
The President and Mrs. Bush arrive on stage and are greeted
by stage participants Evan Kemp, Rev. Harold Wilke, Justin
Dart, and Sandra Parrino
Evan Kemp will introduce Reverend Wilke to give a blessing
Evan Kemp will introduce the President
The President gives remarks and proceeds to the signing desk
The President signs the bill and presents signing pens to
the stage participants
The President and Mrs. Bush depart.
V.
PRESS PLAN:
Open Press
Speech provided by speechwriters.
THE WHITE HOUSE
WASHINGTON
PHOTO OPPORTUNITY WITH ASSOCIATE DIRECTORS
OFFICE OF SCIENCE AND TECHNOLOGY POLICY
DATE: THURSDAY, JULY 26, 1990
LOCATION: OVAL OFFICE
TIME: 11:30
FROM: D. ALLAN BROMLEY
and
I. PURPOSE
To pose for a photo with Dr. J. Thomas Ratchford, Associate Director for Policy
and International Affairs, Dr. Eugene Wong, Associate Director for Physical
Sciences and Engineering, and Dr. William Phillips, Associate Director for
Industrial Technology, Office of Science and Technology Policy.
II. BACKGROUND
Dr. Thomas Ratchford has been with OSTP since November 1989 acting as
Associate Director for Policy and International Affairs. Dr. Eugene Wong
has been with OSTP since April 1990 as Associate Director for Physical Sciences
and Engineering. Dr. William Phillips April 1990 as Associate Director for
Industrial Technology.
III. PARTICIPANTS
The President, Dr. Bromley, Dr. J. Thomas Ratchford, Dr. Eugene Wong, and
Dr. William Phillips.
IV. PRESS PLAN
White House Photographer
V. SEQUENCE OF EVENTS
Your guests will be shown into the Oval Office, pose for a photograph and
depart.
VI. REMARKS
None.
THE WHITE HOUSE
WASHINGTON
PHOTO OPPORTUNITY WITH EARVIN "MAGIC" JOHNSON
AND EARL GRAVES
DATE:
JULY 26, 1990
TIME:
11:30 AM
LOCATION:
OVAL OFFICE
At
THROUGH:
DAVID DEMAREST
ASSISTANT TO THE PRESIDENT FOR
COMMUNICATIONS
FROM:
SICHAN SIV S2
DEPUTY ASSISTANT TO THE
PRESIDENT FOR PUBLIC LIAISON
ASSOCIATE DIRECTOR XW OF PUBLIC
JOSEPH WATKINS
LIAISON
I. PURPOSE:
To demonstrate your continued commitment to reach out
to minorities.
II. BACKGROUND:
Both Earvin "Magic" Johnson and Earl Graves are
currently visiting Washington and have met with
Secretary Kemp on black enterprise issues.
Earvin "Magic" Johnson is one of America's best known
professional athletes. The winner of three MVP awards
(for 1987, 1989 and 1990), he has played 11 seasons in
the NBA for the LA Lakers and has led them to 5 NBA
Championship titles. An excellent role model for young
people, Johnson supports many charitable causes
including the "Magic Johnson All-Star Camps" where he
urges young people to stay in school and away from
drugs.
Earl Graves is the Publisher of Black Enterprise
magazine, the leading black business publication in
the nation. A former assistant to U.S. Senator Robert
Kennedy, Graves founded Black Enterprise in 1970. He
has been active for many years with the Boy Scouts
and has been here for a couple of the photo ops you
have done with the group.
This photo opportunity will provide you with a good
chance to welcome two key black opinion-shapers to
the White House.
III. PARTICIPANTS:
THE PRESIDENT
Earvin "Magic" Johnson
Earl Graves
Joe Watkins (staff)
IV. PRESS PLAN:
WHITE HOUSE PHOTOGRAPHER
V. SEQUENCE OF EVENTS:
--THE PRESIDENT WELCOMES JOHNSON AND GRAVES TO OVAL
OFFICE.
--THE PRESIDENT TAKES PHOTOS WITH JOHNSON AND GRAVES.
-JOHNSON AND GRAVES DEPART THE OVAL OFFICE.
THE WHITE HOUSE
WASHINGTON
July 25, 1990
PHOTO OPPORTUNITY WITH SHERIFF JAMES O'GRADY
DATE:
Thursday, July 26, 1990
LOCATION: The Oval Office
TIME:
11:30 a.m.
FROM:
Edward M. Rogers, Jr.
EdR
I. PURPOSE
To demonstrate support for Sheriff Jim O'Grady in his bid
for re-election as Sheriff of Cook County, Illinois.
II. BACKGROUND
Sheriff Jim O'Grady is facing a difficult re-election
challenge this year from a Democrat Chicago Alderman.
O'Grady was elected Sheriff of Cook County in 1986, after
serving 37 years with the Chicago Police Department.
O'Grady, a lifelong Democrat, switched to the Republican
Party in 1985.
O'Grady has done much to stop the patronage that dominated
the Cook County Sheriff's office for decades. O'Grady has a
solid law enforcement background, and is widely respected
for his innovative and reform minded style of management.
O'Grady served as Superintendent of the Chicago Police
Department, the nation's second largest municipal force, for
six years.
Sheriff O'Grady served as your Cook County Chairman,
Illinois Co-Chairman, and on the Bush-Quayle National
Steering Committee in 1988.
III. PARTICIPANTS
The President
Sheriff Jim O'Grady
IV. PRESS PLAN
Closed Press
White House Photographer
V.
SEQUENCE OF EVENTS
Sheriff O'Grady enters the Oval Office for a brief photo
opportunity, then departs.
THE WHITE HOUSE
WASHINGTON
July 25, 1990
PHOTO-OP WITH SHERRIE ROLLINS
DATE:
Thursday, July 26th
LOCATION: Oval Office
TIME:
11:30am
FROM:
Ed Rogers EIR
I.
PURPOSE
To allow a long standing supporter to have her
photograph taken with you.
II.
BACKGROUND
Sherrie Rollins is a tried-and-true Bush supporter.
Even while her husband ran Jack Kemp's campaign in
1988, she was in the Bush camp.
She's leaving her job as Spokesperson for Jack Kemp to
relocate to New York to become Director of Public
Affairs at ABC News.
Her husband, Ed, has been very good to us lately and
this photo means alot to him.
Sherrie has never been photographed with you.
III.
PARTICIPANTS
The President
Sherrie Rollins
IV.
PRESS PLAN
White House Photographer
V.
SEQUENCE OF EVENTS
Sherrie Rollins enters Oval Office;
The President greets Mrs. Rollins;
Photo-op; and
Mrs. Rollins departs Oval Office.
THE WHITE HOUSE
WASHINGTON
July 24, 1990
PHOTO-OPPORTUNITY WITH
THE PRESIDENT'S COMMISSION ON EXECUTIVE EXCHANGE
DATE: JULY 26, 1990
TIME: 11:30 A.M.
LOCATION: ROSE GARDEN STERS
THROUGH: DAVID DEMAREST MA ASSISTANT TO THE
PRESIDENT FOR COMMUNICATIONS
BK
FROM:
BOBBIE KILBERG, DEPUTY ASSISTANT TO
THE PRESIDENT FOR PUBLIC LIAISON
I. PURPOSE:
To meet and have your photograph taken with the 32 senior
executives who are serving as the 1989-90 Presidential
Exchange Executives.
II. BACKGROUND:
The President's Commission on Executive Exchange was created
in 1969 to bridge the gap between government and the
private sector, to bring needed expertise into the
government, and to provide insight into governmental
procedures and practices. The Commission's role is to seek
out and place successful corporate executives in challenging
governmental positions for one-year assignments, and,
accordingly, place outstanding Federal executives in key
corporate management positions.
III. PARTICIPANTS
The President
Bobbie Kilberg, Deputy Assistant to the President
for Public Liaison
Betty Heitman, Executive Director of the President's
Commission on Executive Exchange
The Exchange Executives (see attached list)
THE WHITE HOUSE
WASHINGTON
IV. PRESS PLAN:
White House photographer only
V.
SEQUENCE OF EVENTS:
The President departs the Oval Office for the Rose
Garden.
Group photo-opportunity on the steps
Betty Heitman presents a gift to the President on behalf
of the Executives.
The President invites the Executives to have individual
photos taken.
Executives line up for individual photo-opportunities.
The President departs the Rose Garden for the Oval
Office.
ISSION ON
3
The President's Commission on Executive Exchange
THE WHITE HOUSE
1989-1990 PRESIDENTIAL EXCHANGE EXECUTIVES
Matthew E. Anderson
Assistant Technical Director & Head of
Ordnance Systems Department
Department of the Navy
assigned to
Xerox Corporation
Assistant to the Chief Engineer,
Advanced Products Technology and Engineering
Robert E. Baker
Deputy Division Chief
Department of Defense
assigned to
Boeing
Assistant to the Director, Electronics Technology
Jeffrey G. Brown
Manager, Marketing & Communications
Pepsi Cola Company
assigned to
Overseas Private Investment Corporation
Senior Officer for Marketing & Communications
Joseph W. Buracker
Director, Computer Management Division
Department of Housing and Urban Development
assigned to
Warner Lambert
MIS Planning Consultant
Robert M. Duncan
President and Chief Executive Officer
Inez Bank
assigned to
The White House
Assistant Director, Office of Public Liaison
744 Jackson Place N.W. Washington, D.C. 20503 (202) 395-4616
James P. Gallogly
Assistant Administrator for Information Resources Management
Small Business Administration
assigned to
McDonnell Douglas
Director, Information Resources Management
G. Thomas Gibson
Director, Financial and Business Planning,
Ventures and Acquisitions
AT&T
assigned to
Department of Defense
Special Assistant to the Assistant Secretary for
Production and Logistics
Karen L. Gislason
Branch Manager
Bell Atlantic
assigned to
Department of Transportation
Special Assistant to the Secretary of Transportation
John K. Harper
Assistant Director, National Security and
International Affairs
General Accounting Office
assigned to
IBM
Consultant to the Director, Community Programs
Daryl M. Hartnett
Product Development Manager
Southern California Edison
assigned to
Department of Energy
Special Assistant to the Deputy Under Secretary
for Policy, Planning and Analysis
John P. Healy
Senior Vice President
Ruder-Finn
assigned to
Department of Commerce
Executive Assistant to the Director,
Office of Public Affairs
John F. Hennigan, Jr.
Director, Office of Transportation Analysis
Interstate Commerce Commission
assigned to
IBM
Advisor to the Director,
Transportation Industry
Alice C. Hogan
Senior Program Manager, Division of International Programs
National Science Foundation
assigned to
Motorola
Special Assistant for Asian Technology Strategies
Judy A. Johnson
Director, Management Development
IBM
assigned to
The White House
Assistant to the Deputy Director of Demand Reduction
Office of National Drug Control Policy
Larry Kasulka
Director, New Business
McDonnell Douglas
assigned to
Department of Commerce
Special Assistant to the Deputy Secretary and Director,
Office of Space Commerce
Howard P. Katz
Chief, Office of Management Services
Department of the Treasury
assigned to
Mobil Corporation
Assistant to the Manager of SCS Administrative Support
Karen E. Liukkonen
Director, Money Market Operations
John Hancock Mutual Life Insurance Company
assigned to
Department of Health and Human Services
Special Assistant to the Inspector General
Susan M. Maciorowski
Associate Department Head for
Intelligence Systems Engineering
MITRE Corporation
assigned to
General Accounting Office
Special Assistant to the Director of Operations, IMTEC
Dennis R. Mayo
Manager for Consumer Reporting
Warner-Lambert
assigned to
Department of Health and Human Services
Special Assistant to the Assistant Secretary for
Management and Budget
Jack Nager
Manager, Special Program Integration Division
Federal Aviation Administration
assigned to
Hughes Aircraft
Senior Scientist/Engineer,
International Air Traffic Control Systems
Brian J. O'Connor
IBM
assigned to
Department of State
Special Assistant to the U.S. Ambassador to Hungary
Marvin J. Odesky
Manager of Planning
W. R. Grace
assigned to
National Aeronautics and Space Administration
Special Assistant to the
Associate Administrator for Management
Sherilynn J. Perelli
Director of Public Relations, Cadillac Division
General Motors Corporation
assigned to
Department of State
Special Assistant to the U.S. Ambassador to Japan
Andrew K. Phelps
Executive Assistant to the President
Bechtel National, Inc.
assigned to
Department of Defense
Special Assistant to Deputy Director, Defense
Research & Engineering, Research & Advanced Technology
Richard R. Ramlall
Staff Manager, Financial Analysis & Regulatory Support
Bell Atlantic
assigned to
Small Business Administration
Special Assistant to the Deputy Administrator
Terry C. Rumsey
Manager, Advanced Marketing
Xerox Corporation
assigned to
Department of Transportation
Special Assistant to the Secretary of Transportation
Charles R. Shipp
District Manager - Financial Regulatory Matters
AT&T
assigned to
Department of Agriculture
Special Assistant to the Director,
Office of Finance and Management
Dr. Ivan A. Somers
Program Manager
Hughes Aircraft
assigned to
Office of Management and Budget
Special Assistant to the
Executive Associate Director
David L. Townley
Generation Analysis Manager
Georgia Power Company
assigned to
Department of Defense
Special Assistant to the Assistant Secretary for
Production and Logistics
Adam J. Trujillo
Deputy Director, Office of Enforcement
Food and Drug Administration
assigned to
American Cyanamid
Associate Director of Environmental Impact Programs
Donald L. Vieth
Deputy Assistant Manager for Environment, Safety & Health
Department of Energy
assigned to
Lockheed Corporation
Executive Assistant to the President
Larry W. Walther
Division Manager
Southwestern Bell
assigned to
Department of the Treasury
Special Assistant to the Assistant Secretary
for Management
THE WHITE HOUSE
WASHINGTON
July 25, 1990
HOUSTON POLICE RELAY TEAM
PHOTO OPPORTUNITY
DATE:
JULY 26, 1990
TIME: 1:15 p.m.
LOCATION:
ROSE GARDEN STEPS
THROUGH:
DAVID DEMAREST
BE
ASSISTANT TO THE PRESIDENT
FOR COMMUNICATIONS
FROM:
DOUG WEAD
SPECIAL ASSISTANT TO THE PRESIDENT
OFFICE OF PUBLIC LIAISON
I. PURPOSE:
To highlight your commitment to individuals who personify
the "Thousand Points of Light" theme you will recognize
members of the Houston Police Department for their efforts
on behalf of the Leukemia Society of America.
II. BACKGROUND:
For the past eight years, officers from the Houston Police
Department have been active in an annual bicycle relay to
raise money for the battle against leukemia. Off duty
hours, the officers volunteer their efforts throughout
the year towards fundraising in the community. The money
raised from the relay and from these community efforts will
be presented to the Leukemia Society of America.
The relay team of twenty eight officers have just bicycled
1,650 miles from Houston to Washington.
III. PARTICIPANTS:
The President
Al Skozen, Relay Team Leader
Houston Police Department
27 Houston Police Relay Team Members
(see attached list)
Shiree Sanchez, Associate Director
Office of Public Liaison
IV. SEQUENCE OF EVENTS:
The President arrives
The President poses for group photo
Officer Al Skozen presents the President with a bicycle
The President departs.
V.
PRESS PLAN:
Closed Press / Official Photographer
HOUSTON POLICE RELAY TEAM
PARTICIPANTS
Mark Curran
Tommy Shane
June Cain
James Koteras
Chuck Sheldon
Brad Piel
Michael O'Connell
Bill Tweedie
Allan Wallace
Diane Young
Michael Walsh
David Gott
Bob Francis
Bob Villireal
Henry Robledo
Stephen Morrison
Jeffrey Roeder
Robert Shane
Veronica Martinez
Antonio Saldivar
Craig Newman
Earl Thrash
Mitchell Garcia
Gary Powers
Jim Kalinwoski
Marion Yost
John Blackburn
THE WHITE HOUSE
WASHINGTON
July 20, 1990
Dear Mr. MacBride:
On behalf of Andrew H. Card, Jr., thank you for
your invitation for Saturday, August 11th.
While Mr. Card appreciates your thoughtfulness,
at this time he will be unable to join you on
the 11th.
Thanks for your kindness.
Sincerely,
Linda Gambatesa
Linda M. Gambatesa
Special Assistant to
the Chief of Staff
Mr. Roger MacBride
Post Office Box 151
Biddeford Pool, Maine 04006
Regut
FOR Cocktails ; Suffet
DATE Satuday August 11th
TIME 5:00 - 1:30 Pm
PLACE 38 Ocean Avenue, Siddeford Pool
Roger Mac Fride
NOI lvjianj
NV
Hallmark
NV 534-1
© HALLMARK CARDS, INC
MADE INUSA
6/25/90
THE WHITE HOUSE
Peared-
Thank you for yourletter on behalf I
Salahuddin Tauhidi. He graduated from
Holbnook High School with my sister and
his father was a close and special fiend,
as well as my Sunday School teacher.
I have had some communication with
Salahuddin and have expressed support
for his activities. - -Kap intouch. Suicevely AndiCard
andrew HCard J.
THE WHITE HOUSE
WASHINGTON
The Honorable
Edward W. Brooke
Route 5 Box 270
Warrenton, Virginia
22186
EDWARD W. BROOKE
ROUTE 5, BOX 270
WARRENTON, VIRGINIA 22186
703-349-0068
AC HAS SEEN 6/25
June 15, 1990
Mr. Andrew Card
Deputy Chief Advisor to
President Bush
The White House
1600 Pennsylvania Avenue
Washington, DC 20500
Dear Andy,
I would like to recommend to you Mr. Salahuddin Tauhidi,
(formerly Robert S. Gross), son of Buckley S. Gross of Holbrook,
Massachusetts. Mr. Tauhidi has been seriously interested and
striving to establish a successful petroleum and field equipment
based international trade operation and soon will be relocating to
the Washington, D.C. area.
Having served in the military with Mr. Tauhidi's father, and
knowing of the family's commitment to community service, together
with Mr. Tauhidi's international trade resources and experience,
I believe that he would be an outstanding candidate in the
International Trade arena. He has travelled extensively and shows
a sincere desire to aid in our country's International Trade
efforts.
Any support and networking assistance that you could possibly
render to reinforce his efforts in the private and or government
sectors of the petroleum (and general trading industry) area would
be greatly appreciated.
I have again enclosed his resume for your review. Should you
desire to speak with me directly, please contact my office at
703-349-0068.
With every best wish, I am
Sincerely,
Edward & W. Brooke
EWB:dws
Enclosure
SALAHUDDIN S. TAUHIDI
252 Pond Street
Holbrook, Massachusetts 02343
(617) 767-3763
CAREER
OBJECTIVE
International Trade Developer
A. The organization, coordination and management of business
training seminars, networking conventions and trade missions
between the U.S. and developing nations.
B. The ownership and operation of a petroleum and oil equipment
based trading and shipping firm covering imports, exports and
projects for joint venture between the U.S. and developing
nations.
EDUCATIONAL TRAINING - Related to Career Objectives
Primary
Howard University Small Business Development Center, Washington, DC
Course Seminars - One month each (October '86 & June '87)
Small Business Startup
Business Planning Seminar
Feasibility Workshop
International Trade Management Program
Other
Training
World Trade Institute, Baltimore, MD (August '85)
Forming Business Partnerships and International Trade Law.
George Mason University (April '87)
Virginia Market Research Seminar.
WORK EXPERIENCE RELATED TO CAREER OBJECTIVES
8/87-8/88
Joint Venture Partner
One year international trade partnership between Fresh Wind Trade
Consultants, Silver Spring, Maryland and Warm Seas House, London,
England. Identifying producers of raw semifinished and finished
products.
10/84-8/85
International Market Researcher & Sales Representative
Mumin Corporation, Cleveland, OH
12/82-10/84
Sales Representative
Time Life Libraries, Washington, DC
GENERAL EDUCATION
9/72-5/76
University of Massachusetts, Amherst, MA
B.A. African Mideast Studies
9/74-6/75
University of Lagos, Lagos, Nigeria (Junior year abroad)
GENERAL WORK HISTORY
12/89-Present Research Assistant - Boston Financial Data Service, Quincy, MA
10/87-10/88
Customer Service
- Organic Farms, Beltsville, MD
3/84-9/84
Customer Service - Y.E.S. Natural Food Gourmet
REFERENCES UPON REQUEST
May 1, 1990
MEMORANDUM FOR: Andy
FROM:
Lisi fise
RE:
Bobby Gross
Just in case you haven't been bothered enough, here is one
more item to add to your list.
You probably remember Bobby Gross (Buckley's son, the basket-
ball player) who graduated in my class. Well, I heard from
him a few weeks ago and, of course, he is interested in
tapping into your position for a boost in his endeavor in
opening a trade office. I suggested that he contact the
appropriate people here at Commerce which he says he has,
however, he also thinks you will push the magic button and
open all sorts of doors.
I haven't heard from or about him for the almost twenty years
since I graduated, however, he was a legitimate good guy. You
will notice that he has embraced the Islamic faith and thus
has changed his name. He has sent me the attached information
to pass on to you. Perhaps you can make more sense out of
exactly what he is doing than I; however, there is mention of
establishing an export trading company. It just so happens
that Doug Aller handles these here at Commerce, so I could
bounce this off Doug to see what he thinks.
I'll wait to hear what your recommendations are before doing
anything. Thanks.
Ps. - Remember his brother -(in your class?) well
he died suddenly last December
Attachment
Good seeing yought! you
252 Pond Street
Holbrook, MA 02343
(H) (617) 767-3763
(W) (617) 774-2116
April 12, 1990
Mr. Andrew Card
Deputy Chief Advisor to President Bush &
Chief of Staff
c/o Alison Kaufmann
The White House
1600 Pennsylvania Avenue
Washington, DC 20500
Subject: Letter (or correspondence) of Recommendation
Support for International Trade Between
USA and Saudi Gulf Arab States Brunie and Sudan
May this letter greet you in the best of spirit, health and faith.
May I introduce myself as Salahuddin Tauhidi, one of the sons of the late
Buckley S. Gross of Holbrook, Massachusetts. My birth name was Robert S.
Gross and upon embracing the Orthodox (Universal) Islamic faith, received
the above name.
In conference with Mrs. Joyce Card (our family lawyer), she affirmed and
briefly expressed your presidential appointment as Deputy Chief Advisor to
President Bush and Chief of Staff John Sununu. I take this time to
congratulate you for achieving this station of public service and for
placing our "Peyton Place" of Holbrook on the map. Your achievements
should definitely serve to inspire and generate responsibility/account
ability to specifically our youth.
After briefly outlining my international trade profile to Mrs. Card, I
expressed an interest to both seek your possible assistance and/or counsel
in a supportive capacity. Mrs. Card kindly offered your White House phone
number as well as the employment number to Alison Kaufmann.
I called Alison who graduated in the same 1972 Holbrook High School class
year as myself, to confer with her on the appropriate protocol in directing
my case to you. I suggested and she agreed that I direct my concerns in
the form of a letter as a first step, in care of her. I begin as follows
and will be very concise.
Mr. Andrew Card
April 12, 1990
Page 2
I have been under frugal conditions and at subsequent future financial
security, diligently preserving to develop, own and operate an
international trade company (export trade company). Petroleum and real
estate joint ventures are my primary areas of interest that will also
include general trading. Trade between the U.S. and Mideast Africa,
Western Europe and Southeast Asia are my geographical areas of interest.
Not meeting the conditions for securing a bank loan (collateral and track
record), I was left with the risky option of striving to secure one or two
lucrative contracts which would both provide the seed capital for
developing the business operations and meet one of the conditions for a
bank loan.
I have cultivated and secured the ready, able and willing partnership and
support from very, very influential, affluent and competent businessmen in
those countries mentioned above, most who have direct business and family
ties to heads of state in government.
I wish to forge and develop strong and durable business relations between
them and the following U.S. government agencies, companies and businessmen:
1.
Department of Defense U.S. Fuel Supply Center
Petroleum sales to DOD through the 5% minority program.
2.
Oil Companies (Refineries)
Petroleum related joint ventures and petroleum sales to U.S.
refineries.
3.
International Real Estate Joint Ventures.
As you are most probably well aware, petroleum trade and major real estate
ventures contain unique complexities and nuances of varying degrees that
are challenging to both the heart and spirit.
Securing the influence, respect and attention are some of the components to
those complexities and nuances. The greater the degree of influence,
respect and attention, the greater the response and eventual push that can
get one over the camel's hump.
I brought this to your attention with the hope that you may be able to
provide that command of influence, respect and attention in the form of a
letter of recommendation/support directed to the above outlined U.S.
government agencies, designated oil companies (to be identified) and real
estate entities. As I have secured the overseas influence, respect and
attention, such a letter of recommendation and support would complement and
secure the U.S. side.
If you are in a position or capable to provide such a letter, I can provide
you:
1. Names, addresses of overseas business parties (partners) in petroleum,
real estate sectors along with partnership agreements.
Mr. Andrew Card
April 12, 1990
Page 3
2.
Address any other questions you may have regarding my international
trade qualifications.
3.
Meet with you in person to fully introduce myself and business
objectives.
I am looking to locate my E.T.C. in the Washington Metropolitan Area. With
one or two successful and lucrative petroleum and real estate contacts, I
would be well on the way toward not only achieving the financial stability
but ultimately be in a position to become purposefully and substantially
involved with the current issues and problems (i.e., drug wars, role model
youth ) that affect our nation. Such an endeavor would be a continuing
legacy to my dear father, well known for his active participation and
contributions in community affairs in the Holbrook, South Shore, Brockton
Area.
As indicated, I am ready to meet with you at your decision regarding the
letter of recommendation and support.
I have enclosed a resume, portion of a feasibility that highlights my
growth strategy (researched from Coopers & Lybrand). Further below is a
list of references of people who have known me over the years and of my
business endeavors.
1.
Tom Watson - Watson & Rice, Washington, DC
Chairman - Industry Sector Small Business Development
2. Ali Khan - Muhummad Ali
Champ Cookies who met recently with President Bush
3.
Jammie McKay - Petroleum Oil & Field Sector
Department of Commerce
4. Sulay Man Ny Ang - Director of African Studies
Howard University
This completes my address.
In closing you may be interested to know of my deep experience and
background in international/cultural relations. I have lived and studied
in Nigeria and travel to some thirteen other countries in Africa, Mideast
and Europe. I wish to advance and refine these cherishable experiences and
enhance global consciousness that would not deter from my international
trade objectives, but which would serve to complement them in a diplomatic
international liaison relation capacity. Perhaps you may be able to
suggest some good words of advice.
Mr. Andrew Card
April 12, 1990
Page 4
Upon expected arrival of this letter to you through Alison, I shall follow
up with a call to her and/or to your White House Office phone number to
ascertain your response. I am currently residing in Holbrook assisting my
mother after the passing of my brother Richard Gross (December 22, 1989).
We are making preparations to sell the family house and hopefully relocate
my mother to Virginia, Maryland Area. I had to temporarily take up work at
Boston Financial Data Systems as a Research Assistant but am planning on
returning to DC mid-spring. However, I can meet with you any day of the
week at your earliest convenience if possible.
May God grant you continued success, peace and blessings to you and your
family in this life and the next.
Salahuddin Sincerely, Tauhidi
252 Pond Street
Holbrook, MA 02343
The attached (resume) concisely outlines my career interest and experience
in international trade. As a complement to its contents please note the
following information.
I have travelled extensively to some fourteen countries throughout the
Mideast, Africa and Europe. These periodic travel excursions, covering a
period between 1974 and 1989, were both exclusively business related as
well as college study and leisure.
The business objectives (exploratory in orientation) in visiting those
countries were designed to evaluate and secure interested joint venture
partners, acquire working knowledge of the market, and business culture.
Specifically product project areas were more purposely defined and healthy
personalized business relations were established, a most important
"preliminary" for conducting business in the Middle East as well as Africa.
Please note under the career objectives on the resume, I have divided them
into two areas. This was stated purposely as a reflection of actual work
experience as an employee for an international trade firm (Mumin
Corporation) and as an entrepreneur joint venture partner (Fresh Winds/Warm
Seas).
I intend to continually advance, refine and acquire knowledge and
experience in the international trade area. It is a very competitive arena
where one has to keep abreast of the various trends/changes (1992 European
Market/Democracy Eastern Europe) that greatly impact upon the competency of
one's job or business.
Thank you for your time and interest in reviewing and considering my
position as
Sincerely,
Salahuddin Tauhidi
SALAHUDDIN S. TAUHIDI
252 Pond Street
Holbrook, Massachusetts 02343
(617) 767-3763
CAREER
OBJECTIVE
International Trade Developer
A. The organization, coordination and management of business
training seminars, networking conventions and trade missions
between the U.S. and developing nations.
B. The ownership and operation of a petroleum and oil equipment
based trading and shipping firm covering imports, exports and
projects for joint venture between the U.S. and developing
nations.
EDUCATIONAL TRAINING - Related to Career Objectives
Primary
Howard University Small Business Development Center, Washington, DC
Course Seminars - One month each (October '86 & June '87)
Small Business Startup
Business Planning Seminar
Feasibility Workshop
International Trade Management Program
Other
Training
World Trade Institute, Baltimore, MD (August '85)
Forming Business Partnerships and International Trade Law.
George Mason University (April '87)
Virginia Market Research Seminar.
WORK EXPERIENCE RELATED TO CAREER OBJECTIVES
8/87-8/88
Joint Venture Partner
One year international trade partnership between Fresh Wind Trade
Consultants, Silver Spring, Maryland and Warm Seas House, London,
England. Identifying producers of raw semifinished and finished
products.
10/84-8/85
International Market Researcher & Sales Representative
Mumin Corporation, Cleveland, OH
12/82-10/84
Sales Representative
Time Life Libraries, Washington, DC
GENERAL EDUCATION
9/72-5/76
University of Massachusetts, Amherst, MA
B.A. African Mideast Studies
9/74-6/75
University of Lagos, Lagos, Nigeria (Junior year abroad)
GENERAL WORK HISTORY
12/89-Present Research Assistant - Boston Financial Data Service, Quincy, MA
10/87-10/88
Customer Service
- Organic Farms, Beltsville, MD
3/84-9/84
Customer Service
- Y.E.S. Natural Food Gourmet
REFERENCES UPON REQUEST
FEASIBILITY ANALYSIS REPORT
TABLE OF CONTENTS
PART 1. INTRODUCTION
A
A. SCOPE AND PURPOSE
B. DESCRIPTION OF BUSINESS SERVICES
I. core function areas
2. trade activities
3. trade characteristics
4. essential services
C. BUSINESS OBJECTIVES
I. BENEFITS TO WARMSEAS
2. BENEFITS TO THE ETC
D. BASIC BUSINESS STRATEGIES
PART 2. RESOURCES
A. PERSONAL
B. FINANCIAL
C. MANAGERIAL
D. OPERATIONAL STRUCTURE
E. RESOURCES (OTHER)
F. OTHER POSSIBLE POTENTIAL INVESTORS
PART 3. MARKETING OPFORTUNITY ANALYSIS
PART 4. FEASIBILITY STATEMENT
FEASIBILITY ANALYSIS REPORT
FOR
INTERNATIONAL TRADE PARTNERSHIP
ART I
INTRODUCTION
A. Scope - Purpose
The scope and purpose of the Feasibility Analysis Report for Inter-
national Trade Partnership has been provided to determine the favorable
success factors of a U.S. based Export-Import Trading Company, which
will function as a partner to a foreign trading company. This Analysis
covers the full range of topics that relate to the organization and
development of the partnership between the Export Trading Company,
hereinafter referred to as The E.T.C. and the Foreign Trading Company
hereinafter referred to as Warmseas House.
R. Description of the Business
As a partner to Warmseas House, the E.T.C. shall provide the following
services.
1. Core Function Areas
A. Commodity Brokerage - Identifying producers of raw, semi finished
and finished products.
B. Joint Venture Project Development - Identifying and developing
joint venture projects in high tech, agricultural, construction
(architectural, engineering) petroleum, health and environmental
and or as otherwide determined.
2. Trade Activities - The trade activities of these two core function
areas shall consist of:
A. Exports - Exporting commodities, and joint venture projects from
the U.S. to another country.
B. Imports - Importing commotidies and joint venture projects from
another country into the U.S.
C. Third Country Trade - Trade between two countries other than the U.S
D. Barter/Countertrade - Taking payment in goods rather than currency.
E. Switch Trade - Using a third countries currency in trade between
two nations.
F. Franchise Acquisition - Development - in and outside the U.S.
3. Characteristics of Trade Activities
A. A percentage of attention shall be directed towards networking the
E.T.C. - Warmseas partnership with minority-owned/controlled
business operations (corp, firms, construction, government agencies)
in the U.S. as well as Canada, Caribbean, Latin and South America,
that have the demonstrated interest and or capability in implementing
international trade transactions.
B. Special concern and attention shall be devoted towards those
commodities and joint venture projects that are transfer tech orientated,
provide jobs-skills training, fosters utilization of natural
resources of a nation or community, life promoting and which are
consistent with the social-moral-cultural values and ethics of a
country or community.
4. Essential Services - The essential duties of the trade activities of
the two core function areas shall consist of pursuing, negotiating,
and closing leads and directives of products/projects identified by
Warmseas as well as those identified by the E.T.C. and approved by
Warmseas House. Initially for the beginning phase of the E.T.C. -
Wamrseas partnership, services related to the implementation of the
2
essential duties shall consist of:
A. Buyer Identification
B. Market Research (intelligence), Planning, Strategy
C. Product Adaptation and Design Packaging
D. Promotions/Communication Advertising
Due to the low cost (growth strategy) operating structure of the
U.S.-E.T.C., the following services shall be subcontracted:
1. Freight Forwarder - to cover export logistics
2. Custom House Broker - to cover import logistics
3. International Bank Services - Documentation Services
4. Research Assistant - H.U. - who will perform investigative analysis
5. Administrative Assistant (only on a as needed basis)
who will perform office assistant duties.
6. Private/Non-Private Managerial Consultants
7. Telex Services
8. Secretarial - on a as needed basis
Lastly, in addition to the above business descriptions, the E.T.C.
upon the request of Warmseas shall:
1. Provide current information and forecast reports on the
issues, trends, policies, and laws effecting world trade from
U.S. perspectives.
2. Assisting in providing logistical support in the development
and coordination of trade missions and expos.
C. Business Objectives
The primary objective of this E.T.C. -Warmseas partnership is designed
to secure meaningful and purposeful international business opportuni-
ties mutuallv profitable to principals and partners.
Benefits To Warmseas House
Through ulitizing the U.S. strategic base of operations of the E.T.C.
and its complimentary:
1. Primary-secondary international trade resources/expertise
2. Defined and established, customer/entreprise base outside as well
as in the U.S.
Supported by an excellent health, a self-motivated and competitive
spirit of the E.T.C. principal, Warmseas can use the E.T.C. as a
vehicle towards:
1. Selling projects/products/services related to its primary business
2. Identifying and evaluating investment opportunities and how to
implement that investment once the decision has been made by a
regular presence of the U.S. based E.T.C.
3. Defraying some % of cost of its present interantional infrastructure.
4. Taking advantage of current and future disincentive measures and
features, specific to an E.T.C. regarding foreign investment and
overall trade. * (see Business Strategy)
5. Acquiring current information and forecast * data on laws, policies,
trends and issues affecting world trade.
In short, the U.S. based E.T.C. could provide Warmseas an additional
extended and strategic dimension towards diversity, reinforcement,
and expansion, of its international trade operations.
* Flexible Intergrated Computer Automated Systems.
3
Benefits To The E.T.C.
A partnership with Warmseas would enable the E.T.C. to purposefully
and strategically channel and cultivate its international trade
resources and expertise through:
1. Gainful and unique access to established and/or exclusive markets.
2. Gainful and unique access to advanced and specialized international
trade knowledge and experience.
3. Established international infrastructure,
4. Access to product/project ventures
5. Experience with foreign currency
6. Financial stability
7. Credit extended capabilities
In short, these seven factors possessed by Warmseas would provide a major
competitive edge feature and tactic that would propel the E.T.C.
towards an established and continuously progressive Financial position
and operating leverage in world trade. (see tables 1 & 2 attached)
D. Basic Business Strategies of Partnership
1. Growth Strategy - There are three basic growth strategies that
the E.T.C. can take:
A. Large trade comp. with full scale operations from the outset-
This strategy is the most riskiest, and costly, requiring
great or substantial commitment of resources and thus stands
to lose the most, if not successful. On the other side, it could
achieve greatest market penetration and potential profits
if successful.
B. The second strategy consists of working on a deal by deal
basis acting more as a broker than a trading concern. This
strategy is the least riskiest, requiring modest initial
expenditure mostly in the form of time and expenses from
principals; could also promise less in future payoffs and
prove difficult to translate its activities from brokering
to trading. As it gains experience, however, the brokering
activities could move towards a trade concern and then expand
according to the third strategy.
C. The third strategy, calls for a gradual middle-of-the way
approach - The E.T.C. could begin by focusing on a few countries
with few product/project lines. As experience is gained, new
countries/product/project lines could be added gradually as
a result of taking advantage of new opportunities when they
arise or as a result of pre-planning.
Concluding Recommendation
Given the current international trade resource base (personal,
managerial, financial) of the E.T.C. principal, the 3rd strategy
represents the most feasible - a medium by which the partnership
could gradually develop the required trading experience, capability
and management expertise (which is an essential ingredient).
Also, in the beginning phase of operations, the E.T.C. - partnership
can assume a low cost initial expenditure that is based on the
following factors:
4
A. Operating base-from residence which would defray overhead
(as sole proprietorship status).
B. Subcontracting out on a as needed basis.
C. Utilizing strategic based secondary sources in the Washington
Metro Area that are free, inexpensive and in constant supply
at volume levels.
D. Utilization of administrative support structure of Warmseas
where applicable to E.T.C. operations which would also defray
overhead.
2. The second basic strategy would relate to selling those products/
projects related to one of the primary business niches of Warmseas
where they have established trade relationships, thus maximizing
an advantage. i.e. U.S. government multi-billion dollar petroleum
industry,
3. Choosing a product/project mix that have common attributes such
as similar transportation distribution channels and requirements.
4. Utilization of the E.T.C. - sponsors bank (Signet) that have developed
and sustaining relationships with manufacturers and business
entities.
5. Identify established market channels in those geographic areas
that offer the most promising and prosperous business activities
(i.e. Pacific Rim refer to Islam Arabia Review, March issue
March 1987)
6. Develop a marketing strategy that focuses on a combination of
geographic areas and types of buyers (i.e. high priority target
clients that have a centralized purchasing authority such as
international hotel chains, airline caterers or foreign military
establishments.
7. Maximizing the strategic location of the resources (human/technical,
federal, state, region) and business opportunities of the Washington
Metro Area (Virginia, Maryland), an international capital and
business center.
*
Also take note of newly released survey that shows an
improvement in business climates in Maryland and Virginia.
Baltimore-Washington corridor is 5th fastest growing economy in
the nation. (attached)
8. Integrate into the marketing strategy the regional access to the
major industrial, financial, and investment capitals of the
northeast - NYC, Boston, Atlanta, Philadelphia, Newark
9. Port Authority - 20 minute access to a leading U.S. port in
Baltimore, Maryland.
10. Acquire E.T.C. certification from E.T.C. act of 1982 that would
allow:
1. U.S. firms the freedom to make joint bids to fulfill foreign
request for manufacturing goods and services and to bid
cooperatively on overseas projects. (i.e. benefit to architectur
engineering projects) (refer to E.T.C. Act)
2. Allow bank holding companies to invest in and own E.T.C.'s making
available new sources of finance for the historically under
capitalized export service industry. (Foreign investment rose
13.4% in 1986 - $209.3 billion, Washington Post - 6-25-87
see attached)
11. Utilize access to other continental business territories and opportunities
in the U.S. and proximity to Canada, Caribbeans, Latin, and South
America.
12. Utilize an established and cultivated rapport with elected officials
and opined business leaders that have decísion making capability
5
13. Schedule time to acquire or sharper management shills related towards E.T.C
development i.e. - with new technology, management, computer, and
language skills - Arabic, Chinese. (see article - 21st. century)
14. Institution of time progress manage control charts that could include
self-evaluation of the E.T.C. principals, a bi-yearly evaluation by
Warmseas that would assess overall performance, employ new strategies
and address new challenges.
15. Attending business expos, luncheons, seminars, workshops, to keep
abreast of current trends, information, and opportunities as well
as subscriptions to leading trade publications (INC., Black Ent.,
Oil Daily)
16. yearly marketing opportunity analysis report
PART 2 RESOURCES
A. Personal
1. Work Related Experience
A. General office manager for an export management company -
research, administrative, secretarial duties.
B. Independent brokerage excursions
C. Mideast-Africa visit to explore business opportunities and to
acquire first hand experience and exposure to business culture
of those areas.
D. Sales representative - Time Life, INC.
2. Education
A. BA degree in African/Middle Eastern Studies, 1976, University
of Massachusetts, Amherst; 2 years Modern Literary Arabic.
B. Enrollment in - certification in seminars, workshops,
conferences - business management, planning and international
trade programs. 1982-87, D.C., Cleveland, Boston, Baltimore.
C. International Trade Certification, Howard University, May, 1987.
3. Time Commitment
5 days a week plus whatever days and hours within reasonable
expectations are necessary to efficiently produce profitable
results for the partnership.
The E.T.C. principal (Tawhidi) will assume a flexible but very
time effective calendar and disciplined approach which will
facilitate access to acquire and integrate skills/experience
related to development of the E.T.C. partnership (i.e. management/
finance/computer/Arabic) and which will enhance outside inter-
disciplinary studies.
B. Financial
Capital requirements for the E.T.C. partnership will depend on two
factors:
1. Scale and scope of the E.T.C.
2. Resources of the existing international infrastructure of Warmseas
To determine the capital requirements partners should assess:
A. The cost required to support the E.T.C. method of operation
B. Products Sold
C. Activities/Services
D. Infrastructure needs
6
Capital requirements will vary according to the particular needs and
functions of the partnership.
However, attached I have devised a tentative low cost financial forecast
for initial capital requirements to be reviewed and/or revised by
Warmseas.
C. Managerial
The following list consists of the cureent resources readily available
to support the operations, marketing and finance functions (three common
organizational forms to any E.T.C.) of the E.T.C.
1. Partners: Ahmed U. Makki, Abdallah Sheikh, Magdi Hassan
either as - active, limited, nominal, subpartner, ostensible, dormant
(see terms defined, attached)
2. International Trade Services and Specialist - providing free or
low cost management support services.
A. Dept. - Commerce - R.R., A.G., D.P., T.H., A.B., J.M.
B. S.B.A. - A.C., E.S. - export data base
C. Maryland Int. Dev. Finance Authority - M. Taurus
D. D.C., MD., Virg. - Chambers of Commerce
E. Howard University S.B.D.C. - W.M.J. Kavoski
F. Office of International Trade, Baltimore, MD. - K.L., D.O., R.N.
3. Low cost management consulting services that provides financial,
marketing, planning and accounting services.
A. V & R (Invest/Analysis Corp) A. Malik
B. B & Y
C. Resoures INC.
4. Import-Export Consultant - N.J. - native of England experienced
in Mid East, Europe, Far East
5. Research Assistant
A. S.B.D.C. - Howard University
E. International Marketing Dept. - Howard University
6. International Finance - Trade Transactions
A. Signet Bank - E.T.C.
sponsors bank
P.S. - Assistant Vice President
B. Baileys Freight Forwarder
7. Secretarial - on a as needed basis
A. Howard University S.B.D.C.
B. Howard University North Faculty & Founders Library
8. E.T.C. Development
Coopers
Lybrand
9. Other - Politech, Hollice Shingler, Nat. Bank of Washington
plus management resources relative to infrastructure of Warmseas.
The above managerial resources of the E.T.C. may be combined with
those inherit in the managerial infrastructure of Warmseas.
Managerial controls would be devised to maintain accountability,
in the form of guidelines, flexible enough to act quickly and
adapt to opportunities as they arise and a financial information
system developed to measure performance.
Complimentary and additional cost effective managerial measures
can be included upon the review of this report by Warmseas and
as the need arises.
7
D. Operational Structure
1. Legal Form
Sole Proprietorship
Advantages - ease - speed - formation, reduced expense, relative
freedom from gove. regulation and taxes
Disadvantages - unlimited liability, difficulty in obtaining finance
2. Organizational Form and Structure of Partnership
A.
Partnership
B. Other potential options to consider are wholly owned subsidiary
division within Warmseas
(see attached diagram)
E. Other Resources
1. Elected and influential officials such as Mayors, City Councilmen,
Congressmen
2. Dept. of Commerce - (I.T.A., MBDA, Export Trade Company; Foreign
Trade Reference Room)
Chamber of Commerce - DC, Maryland, Virginia
Dept. of Energy
"
"
Agriculture
"
" Transportation
"
"
State
"
"
Treasury
"
"
Defense
Embassies/Consulate
Commercial Banks
Trade Associations
SBA
Inter American Development Bank
Exim-Import Bank
World Bank
Office of International Trade, Baltimore
Agency for Int. Development
Asian Development Bank
United Nations - International Project Bidding
General Agreement on Tariff - Trade
Harlem World Trade Inst.
National Minority Business Council
(U.S. Entrepreneurs Network)
National Urban League
(U.S. Business Council)
Majestic Eagles
National Black Leadership Association
Manufacturing Study Board
3. Trade Journal Publications
U.S. Assoc. of International Busine
I.N.C.
Black Enterprise
Oil Gas Journal
Forbes
Oil Daily
American Petroleum Inst.
International Franchise Assoc.
Business America
Natural Merchandise
Int. Alliance For Sustainable Agriculture
4. Japanese African American Society
I. Baf
A.A. Shab
National Bank of Washington - Ms. Saunders, Ms. Washington
8
F. Possible Potential Investors For An E.T.C.
1. Services
A. Financial
- Banks
Money
Centers - NYC
Regional Bank - Signet
- Investment Banking Houses
- Insurance Companies
2. Suppliers
- Fortune 500
- Medium Sized
- Small Comp
- Large Retailers
3. Export Services
- Export Management Comp
- Webb Pome Associations
- Freight Forwarder
- Transportation
4. Other
Communications Comp
Trade Associations
Comm/Sec/Traders
*Foreign Trade Comp* -- Warm Seas House
5. Unassociated Investors
Venture Capitalist
Common Stock
6. Quasi-Public
- Port Authorities
- State Economic dev. Authorities
7. Government
Federal
State
Local
7/25/90
THE WHITE HOUSE
6/25/90
Dear Chis -
Thank you Por your letter. Deb Stedman
does speak very highly of you.
yes, I would be slad to meet with
you. Please call Linda Gambetera in
my Spice to schedule a meety'- 456-2533,
224-2235
Sincerely, Andy Card
8-12-53
THE WHITE HOUSE
WASHINGTON
Mr. Christopher Koch
Administrative Assistant
to Senator John McCain
111 Russell Senate Office Building
Washington, D.C. 20510
JOHN McCAIN
111 RUSSELL SENATE OFFICE BUILDING
ARIZONA
WASHINGTON, DC 20510
(202) 224-2235
COMMITTEE ON ARMED SERVICES
TELEPHONE FOR HEARING IMPAIRED
COMMITTEE ON COMMERCE, SCIENCE,
AND TRANSPORTATION
United States Senate
(202) 224-7132
SELECT COMMITTEE ON INDIAN AFFAIRS
151 NORTH CENTENNIAL WAY
SUITE 1000
MESA, AZ 85201
(602) 835-8994
5353 NORTH 16TH STREET
PERSONAL
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PHOENIX, AZ 85016
(602) 640-2567
5151 EAST BROADWAY
SUITE 170
June 18, 1990
TUCSON, AZ 85711
(602) 670-6334
Mr. Andrew Card
Assistant to the President &
Deputy to the Chief of Staff
AC HAS SEEN 6/25
The White House
Washington, D.C. 20500
Dear Mr. Card:
Debbie Steelman told me that she had talked to you about
me and my interest in the Federal Trade Commission, and I
thought it might be appropriate to provide you with a little
personal perspective and information.
I want to assure you that I fully understand the
difference between working for Congress and for the President.
As you may know, I have been trying to serve President Bush at
the FTC since he was elected for both personal and professional
reasons. I have been staying in my present capacity as Senator
McCain's chief of staff in large part because I had reason to
believe that a Commissionership was a realistic possibility.
Philosophically, I believe the consumer is far better off
under a deregulated, competitive economy than any other
alternative. The role of the FTC is to discourage unnecessary
regulation and to encourage competition. Frankly, not only is
this good economics and public policy, it is good politics for
the President.
I also want to assure you of my commitment and loyalty to
President Bush. I appreciate the fact that some may question
whether a person coming from the Hill will have his or her
bearings orientated toward the wrong end of Pennsylvania
Avenue. I can assure you I would not, and I would be more than
willing to discuss that point in detail with you or anyone else
in the Administration.
Politically, as you know, I worked for the Bush campaign
both directly in the Congressional relations program and in
support of John McCain's numerous supportive efforts during the
campaign. My efforts were genuine and enthusiastic for the
President then, and they would continue to be should I go to
work for him in the Administration.
- 2 -
I fully realize the importance of a coordinated
Administration team, and the possible liability of appointing
someone to an independent agency that you cannot have
confidence in. I can assure you I am not such a person.
I believe I have the work habits, the intellectual acuity,
and the judgment to serve the President exceptionally well at
the FTC. It is an area I have had an abiding interest in for
many years.
If you believe it would be at all helpful, I would like to
meet with you to discuss this interest and issue in more
detail. I believe I can make a very positive difference for
the President.
Sincerely,
Chris Koel
Christopher Koch
Administrative Assistant
to Senator John McCain
CK/vp
DANIEL E. McDONALD, P.E.
5420 ALPINE DRIVE
RALEIGH, N. C. 27609
(919) 876-3863
done
July 6, 1990
MEMORANDUM
TO: Ms. Linda Gamatesa
Special Assistant to the Chief of Staff
The White House
Washington, D.C. 20500
Thanks a million for your help in arranging for me to
meet with Andy Card on Monday, July 16, at 1:30 P.M. (not to
exceed twenty minutes). Dianne Jordan promptly relayed your
call on June 27.
Each time I have visited the White House it has been
necessary to furnish, prior to the visit, my social security
number and date of birth. May I give this information to you
for passing to the West Executive gatekeepers?
SSN: 238-24-5180
DOB: August 3, 1911
HEALTH: AOK
(Incidentally, I am 39 years old, as I have been for
several years. However, when I heard that Ronald Reagan was
born in 1911 I could not resist being born the same year!)
I look forward to seeing you July 16. I assume Andy's
office is the one occupied by Dan Crippen in early 1988. I
remember it well. To reach Dan's cubbyhole I passed through
a room overflowing with lovely ladies. For a momemt I thought
I was in Heaven - not the White House.
Thanks again. And bestwwishes.
GANNON
UNIVERSITY
UNIVERSITY SQUARE
ERIE, PENNSYLVANIA 16541
(814) 871-7534
Political Science
June 13, 1990
Mr. Andy Card
Deputy Chief of Staff
The White House
1600 Pennsylvania Avenue
Washington, D.C. 20500
Dear Mr. Card:
On behalf of all of us in the Gannon University Washington
Seminar program, thank you for what everyone agrees was a great
opportunity and first-rate program.
All of the students agreed that your remarks were extremely
helpful in their efforts to understand the U.S. policy process
within the Beltway. Please know that they and we on the faculty
greatly appreciate your generous grant of time and obvious
preparation. We hope that we may again have the pleasure of
visiting with you.
Sincerely, with gratitude,
Dam
David C. Kozak, Ph.D.
Professor, Public Policy
Director, Institute for Policy
and Leadership Studies
DCK:sjs
Finst -note in every way. I'm
Jary impressed with the quality of your
Vary in Formative-
Emblot is antich by Ken and I.
Home to sen you Soon -
CHAPTER TWENTY-EIGHT
Notes to the Next Administration:
Thoughts on Effective Congressional
Relations and Legislative Liaison
KENNETH M. DUBERSTEIN
CHIEF OF STAFF TO THE PRESIDENT OF THE UNITED STATES
DAVID C. KOZAK
PROFESSOR OF POLITICAL SCIENCE
GANNON UNIVERSITY
Inevitably, the next president and his top assistants will soon come
to realize - as all of their predecessors have - that relations with
Congress must receive highest priority. They may think they un-
derstand this now, but the sheer weight of Congress must be felt
first-hand before it is fully appreciated.
The U.S. political system is not a unitary one. The consent
of a highly independent Congress is required before major pres-
idential initiatives can be enacted. As Jeff Fishel has so succinctly
stated, "Presidents control what they initiate; other institutions
(especially the Congress) control what presidents achieve."¹ How
well the President works with and influences Congress will
strongly affect Presidential standing and prestige and the presi-
dent's ability to determine public policy. In sum, presidents cannot
overemphasize congressional liaison, especially at the outset of
a new administration. Whomever we elect and inaugurate as
President Reagan's successor is going to have to be able to get
on with the formidable U.S. Congress. And one of the major
criteria by which he and his administration surely will be judged
is how well he can persuade the Congress on his programs.
The purpose of this essay is to offer the new administration
of 1989 some recommendations on how to deal effectively with
Congress, how to manage relations with "the Hill," and how to
derive maximum gains from that relationship. The essay reflects
the different vantage points of the two authors: Chief of Staff
to the President Duberstein, who previously served as Assistant
348
THE PRESIDENCY IN TRANSITION
to the President for Legislative Affairs from 1982-83 and as
Deputy Assistant for the House during the critical year 1981,
provides recollections of strategic success and early planning.
Kozak, who taught courses in legislative affairs and liaison in
Washington, D.C. at a U.S. Government institute, has conducted
an academic study based on interviews with more than twenty-
five legislative liaison experts within the Reagan administration.
Our hope is to blend these practitioner and academic perspectives.
Our essay unfolds in four parts: (1) general propositions about
the U.S. political system, Congress as an institution, and doing
business in a pluralistic democracy; (2) recommendations con-
cerning congressional relations in the transition; (3) a strategy
for maximizing Presidential influence; and (4) suggestions for
continued effective interface between the administration and
Congress.
1. General Propositions about the U.S. Political System,
Congress as an Institution, and Doing Business in a
Pluralistic Democracy
Effective relations with the Hill need to be conducted with the
following general propositions in mind. Each needs to be part
of the operational code of any President who hopes to succeed
on the Hill.
Understand the System
The American system is predicated on a deliberate fragmenta-
tion of power that creates co-equal branches. To use Neustadt's
famous phrase, the essence of the American political system is
"separate institutions sharing power."2 For Edward Corwin, the
constitution is "an invitation to struggle between President and
Congress" with regard to national priorities.³ The result is a po-
litical system featuring adversarial rivalry and ceaseless agitation.
The framers of the U.S. Constitution were not interested in
creating a neat, orderly, efficient government. They were driven
by a desire to protect and preserve individual liberty. It was their
hope that they could structurally prevent a constitutional dic-
tatorship by creating multiple centers of power comprised of
different institutions. Furthermore, each institution was to be
constitutionally intruded into the business of the other in a scheme
of checks and balances whereby power would countervail power
LEGISLATIVE LIAISON
349
and ambition would rival ambition. Such is the legacy of the
American system, and the first step toward wisdom in effective
relations with Congress is acknowledging Congress's legitimate
responsibilities, powers, and functions in the policy process. Con-
gress is the strongest legislative body in the world. Despite a world-
wide decline of legislatures this century, the U.S. Congress has
grown in its authority. Its powers of the purse and statutory and
oversight policy tools are truly awesome.
Politics in a pluralistic system is best practiced with a sense of
mutual respect
Adversarial relations do not require acrimony. Different posi-
tions and interests can and should be pursued in an atmosphere
of comity and mutual respect. This doesn't mean you should run
from a fight - it means that, as Sam Rayburn used to say, "you
learn to disagree agreeably." As a result, the system will run much
better and the chances of maximizing your goals over the long
run will increase.
Understand Congress as a Unique Institution
Congress is a unique organization. Its members are indepen-
dently elected. Within the Congress, therefore, there exist 535
separate political fiefdoms.
Four aspects of Congress's peculiar structure must be kept in
mind. First, Congress is a political institution, driven by an elec-
toral connection. Members get there through an election and
want to get reelected. Of course, this means pursuing electoral
and constituency interests. Second, there are many power centers
on the Hill: two houses; subcommittees and committees in each
for authorizations, appropriations and budgets; informal work
groups; and staff, staff, staff. Third, although congressional
leaders have the potential to centralize this diffuse structure, they
are less influential than they used to be. And, finally, the con-
gressional process has multiple stages, involving numerous suc-
cessive decision points (e.g.: subcommittee, committee, floor, con-
ference) each of which requires a separate strategy. Furthermore,
each policy domain (agriculture, defense, education, etc.) con-
stitutes a distinctive issue-network subsystem, replete with its
indigenous power structure in Congress. Each must be worked
separately.
From an administration's point of view, the consequence of
350
THE PRESIDENCY IN TRANSITION
these characteristics is the creation of a policy process that moves
slowly and incrementally and is strongly affected by constitu-
ency parochialism. All who work with Congress need to be ever
mindful that it is more a conflict resolution body than a solutions-
oriented body. This is key to understanding it.
'Bipartisanship' and 'Compromise' are the watchwords for
dealing with Congress
In almost all votes on the Hill, victory comes as the result of bipar-
tisan coalition-building. A President will, of course, start with
a base afforded by his own party in Congress. But, because of
inevitable defections, the administration must build beyond this
by encouraging support from the opposition party. For this to
happen, another Rayburnism must be observed: "always realize
that today's adversary on a particular bill may be tomorrow's ally
on other bills." In other words, keep the lines of communication
open to the opposition. You'll need them.
Of course, give and take compromise is the lubricant of a
pluralistic system. You can't have it all your way. You can hold
out for the best deal but you've got to deal and at the right time.
And, you need always keep in mind the famous LBJ dictum:
"half a loaf is better than none." Always keep your principles and
promises in mind, but a simple fact of life in a system of shared
power is that effectiveness in policymaking requires bargaining,
negotiation and eventual accommodation. This policy process
responds best to consensus-building rather than cause-driven
zealotry.
The President is expected to be a legislative leader; but that
doesn't happen automatically
Presidents must provide legislative leadership. Even most mem-
bers of Congress acknowledge the need for an activist President
to lead the nation; but that leadership is something that must
be won and then safeguarded through hard work and sophisti-
cated power-wielding.
It is vital for the functioning of the American political system
that the President be effective in leading Congress. As analysts
from Hamilton to Neustadt have emphasized, the U.S. Presi-
dency constitutes the unity and energy of the American system,
the one true centripetal force in an otherwise fragmented struc-
LEGISLATIVE LIAISON
351
ture. It is the one institution offering the potential for coordi-
nated, integrated, and centralized policymaking. Harry Truman
may have stated it best, "The President is the only official elected
by all the people. He is the lobbyist for all of the people."⁴ If the
nation is to have policy coherence and direction, the president
must be able to exercise influence on the Hill.
The nature of the American system is such that many factors
combine to constrain and limit Presidential power, especially Pres-
idential leadership of Congress. The President and the Congress
reflect different time frames, policy roles and perspectives, and
constituencies. Inevitably, this means that the President and the
Congress may be at loggerheads. Members of Congress - though
generally high-minded, nation and public interest oriented -
are in the last analysis understandably driven by constituency
and re-election interests that do not always coincide with "the
national interest." Congress frequently reflects partisan, paro-
chial, short-term, and segmented concerns. And, an assertive
Congress incessantly attempts to impose its will on the adminis-
tration in order to put its imprint on public policy.
To survive and prevail, presidents must carefully husband their
limited stocks of power. Power cannot be squandered needlessly
on agenda overload and fighting for impossible causes. When
a President goes to the mat with the Congress he must go to win.
Every potential conflict with Congress must be gauged for its
impact on the President's prospective power - the ability to
influence future events on the Hill.5 Success will beget success;
failure will foreordain more failure. Always, the President must
have the perception if not the reality of being able to influence
the Congress. He must be viewed as a winner, as a force to be
dealt with, and as someone who plays to and frequently does
in fact win. This does not come easily nor automatically. Some
practical observations along these lines: Don't stake all your pres-
tige unless you have a high probability of winning. If you make
a deal stay with it. If you threaten the veto, use it, unless the
threat has already accomplished the changes you seek.
Presidential prestige, public standing, and professional repu-
tation in dealing with Congress are inextricably intertwined. The
sophisticated exercise of power in dealing with Congress will stand
a President well. Maladroit relations with the Hill will cause in-
calculable political difficulties on that and other fronts.
352
THE PRESIDENCY IN TRANSITION
2. Recommendations Concerning Congressional Relations in
the Transition
The approximately ten-week transition period between election
and inauguration is a crucial one for establishing the proper re-
lations with Congress. As Neustadt points out, there is great
hazard as well as opportunity in the transition.⁶ The outset of
an administration involves a honeymoon period, a rare time of
relative harmony between President and Congress and also a
rare open window for Presidential leadership of Congress. Ex-
cept under conditions of grave national crisis or emergency, the
President will never have a greater opportunity to steer the ship
of state. A smooth transition emphasizing congressional rela-
tions will provide a firm foundation for subsequent good rela-
tions. Awkward transition and early missteps will not only close
the window and preclude Presidential leadership in this crucial
early period in the life of an administration, but also create an
image of ineptitude that will be exceedingly difficult to shake.
In Washington, neutralizing and overcoming an image of polit-
ical incompetence is almost impossible. It takes a long time to
come back, and while recovering you lose the ability to influence.
The Reagan transition of 1980 established a strong base from
which the administration was able to build and develop a suc-
cessful strategy for dealing with Congress. Among some of the
important lessons learned are the following.
Hit the ground running
An imperative in the transition is to organize for congressional
relations as early as possible. A President will not have a better
opportunity to exercise Presidential leadership than at the be-
ginning of a new administration. Legislative liaison must take
advantage of this and that means being organized at the outset.
The beginning of a new administration is no time for awkward-
ness, false starts, and a rickety shake-down cruise. You never get
a second chance to make a first impression. Congressional rela-
tions have to be organized from the start.
The Reagan transition team featured an office of congressional
relations that well served the administration. It made early con-
tact with members of Congress on behalf of the President-elect,
signifying the priority President Reagan placed on having good
working relations with Congress. Such early efforts are indispens-
able for effective liaison with Congress.
LEGISLATIVE LIAISON
353
Keep the President's legislative agenda focused on a few
crucial agenda items
To take maximum advantage of the honeymoon period, the ad-
ministration's legislative agenda must be prepared early. More-
over, agenda overload must be avoided at all costs. The President
is most likely to maximize legislative benefits with an initial
highest priority agenda that entails no more than two or three
items. These proposals should reflect major themes of the Presi-
dent's campaign platform, be ideas for which a mandate can be
reasonably claimed, and be politically feasible on the Hill.
Keeping it simple, not overcrowding the focus of the country nor
of the Congress, and offering proposals embodying mandate ideas
floated in the campaign that are likely to carry in the Congress
will start any administration out on the right foot.
The Reagan administration's budget and tax proposals are a
great case illustration. Both were campaign pledges, enjoyed early
support and offered reasonable opportunity for success. A macro
focus on only those two legislative priorities kept the calendar
uncluttered and gave an all-so-important early impression of Pres-
idential success.
Develop and cultivate a team concept with members of Congress
as soon as possible
Some of the best relations Presidents develop with members of
Congress grow out of a sense of teamwork. Two factors help pro-
duce a team concept. One is early and continued consultation
between a President and congressional leadership - especially the
leadership of his own party in House and Senate who will serve
as loyal lieutenants in their respective chambers. Presidential can-
didates cannot begin this process too early. Consultation needs
to be continued with regard to top Presidential appointments
and devising the policy agenda.
A second factor contributing to teamwork begins even before
the election as the Presidential candidate campaigns with his
party's candidates for the House and Senate. Developing and
continuing such a sense of "shared fates" helps enormously.
Recruit experienced Congressional operatives for Congressional
Liaison staffs
An almost universally acknowledged, early, critical, misstep of
the Carter administration was the appointment of the head of
354
THE PRESIDENCY IN TRANSITION
the White House Office of Congressional Affairs. A talented and
subsequently successful liaison official, he was unfortunately ham-
pered by his own lack of Hill experience. The hard lesson learned:
staff liaison offices with people who know the Hill and, more im-
portantly, people whom are known to the players - both members
and staffers - themselves.
The choice of Max Friedersdorf and his staff of experienced
congressional liaison specialists from both the Hill and the Nixon-
Ford liaison apparatus was a deliberate effort by the Reagan ad-
ministration to avoid this early problem on the Hill and enable
President Reagan to hit the ground running.
Get the President's personal time for Congressional liaison
Presidents usually are most influential when they bring their own
political skills to bear on powerful and key members of Congress.
A number of rules of thumb must be observed in effectively ex-
ercising personal bargaining. First, the importance of time being
allocated for this purpose must be impressed on the President
and his scheduler. The President's personal time - that most cru-
cial commodity of the Presidency - must be freed up in order
for the President to make and take calls, to receive emissaries
from the Hill, and to bargain. Next, the President must meet
with not just the congressional leadership but the many bloc,
issue-area and strategically located powers who make things go
and stop in Congress. In early strategizing about initial programs,
it is wise to give these players a stake in the outcome, perhaps
by getting their advice and relying on their help. Last, although
certainly all members are not equal, effective relations with Con-
gress require an early reaching out to both the opposition and
junior back-benchers. Coalition building is crucial. Good rela-
tions established early on can be energized on close votes vital
for continuing a President's "magic" on the Hill.
The AWACS vote is a good case in point. In 1981, there was
a good chance that a Presidential veto of legislation prohibiting
the administration's sale of AWACS aircraft to Saudi Arabia would
be overridden. The legislation would have dealt a major loss of
face to the administration. To avoid that, it was imperative that
the President personally lobby Congress as Commander in Chief
and Head of State. President Reagan's involvement was signifi-
cant. He put aside more than eight hours on the eve of the vote
to make personal calls to wavering and undecided members. It
LEGISLATIVE LIAISON
355
worked, and a potentially embarrassing defeat was averted and
turned into "magical" victory.⁷
3. A Strategy for Maximizing Presidential Influence
Moving legislation through Congress is a most uncertain pro-
cess. Numerous hurdles and chokepoints exist to undermine even
the most forcefully pressed of Presidential proposals. Legisla-
tion can be bottled up in subcommittee or committee, pigeon-
holed in the scheduling process, and scuttled on the floor or in
conference committee. Congressional leadership- - even those
friendly to you-will sometimes be a barrier to working the ad-
ministration's way. To cope, Presidents must have a sense of stra-
tegic thinking and timing in dealing with Congress. The following
are offered as ingredients for successful strategy:
Package it
For the Congress, the more general a bill is, the more likely it
is to be adopted. Of course, the reason for this is rooted in
coalition-building. A broad bill that lumps together several items
attracts more supporters, offers something to everyone, and be-
comes very difficult to oppose. The Reagan administration bene-
fited enormously from the omnibus nature of the 1981 and 1982
reconciliation bills. This all encompassing character contributed
significantly to the crucial budget victories. There are, however,
limits to packaging. The trend over the last few sessions toward
super legislation offered with a take it or leave it approach, espe-
cially in appropriations vehicles, substantially constrains Presi-
dential power.
Give bills a catchy, politically appealing name
Bills with such tags as "the Economic Revitalization Act" or "the
Fiscal Responsibility Resolution" become hard to oppose. To max-
imize the chances for success, legislative strategy sessions should
devote some effort to naming bills.
Try to get proposed legislation assigned to the jurisdiction of a
favorable committee
Because committee jurisdictions overlap, proponents of legisla-
tion have some say in how a bill will be assigned. Care should
356
THE PRESIDENCY IN TRANSITION
be taken to insure in drafting that a bill will go to a committee
offering the best chances for a favorable hearing.
Work key members of Congress, giving them a stake in passing
proposed legislation
Each bill requires a separate strategy. Key members on subcom-
mittee, committee and in leadership need to be courted. Legis-
lating is a lot easier when they are supportive, help carry the
water, and have pride of ownership.
Know how and when to bargain
In a system of separated powers, government becomes a bar-
gaining arena. Things are not done simply because the Presi-
dent says they should be done. They are done because a bargain
has been struck for them to be done that way. A most important
skill for moving legislation along is the ability to negotiate and
strike a deal. Bargaining must be honed and developed to a finely
tuned art form.
Occasionally, when necessary, threaten to "go over their heads"
When faced with a recalcitrant Congress, Presidents have an im-
portant trumpcard to play: go to the people. Put the heat on
members by going to the people in public statements and press
opportunities. The television-oriented bargaining arena in Wash-
ington provides incentives for this ploy.⁸ An occasional, adroit
direct appeal will yield substantial dividends. However, this is
a ploy that should not be over-used. Going public too frequently
can dissipate a valuable presidential resource.
Understand that there is no "sudden death" on the Hill
Legislative finality is rare. Issues and programs rarely die or fade
away; things are hardly even brought to closure. Even when a
bill is authorized, it must receive an appropriation. Even when
you have succeeded with both authorization and appropriations,
you still must worry about being derailed in the implementation
phase. It never ends and you shouldn't expect it to. Things can
come apart even after you think you've put them to bed. Con-
versely, never assume an item you have "killed" is truly dead.
Accept this fact of legislative life readily and remain constantly
vigilant.
LEGISLATIVE LIAISON
357
4. Suggestions for Continued Effective Interface Between
the Administration and Congress
Effective legislative liaison requires persistent, continuous inter-
action. There are essentially two modes of congressional rela-
tions: fire-fighting and gardening. The first is ad hoc, reactive
trouble-shooting, e.g. stopping a harmful amendment. The sec-
ond, is an effort to cultivate ongoing and somewhat permanent
relations. If gardening is well done, some of the fire-fighting will
not be necessary.
A recent survey of twenty-five experts in legislative affairs
provided many insights into what makes for good legislative
liaison. The following are among the most frequently mentioned
tips on legislative gardening for those representing the adminis-
tration on the Hill. We have divided them into three categories:
Congress as an institution, agency internal processes, and selling
the agency's programs.
Congress as an institution
The Hill is a small town. To be an effective representative of
your office, you have to get to be a citizen of it. Personal relation-
ships are the key.
Know the members, their themes, priorities, concerns back
home, and staff. Spend time on the Hill: talk, observe, listen.
The key is being visible.
Don't bypass staff. Any approach to a member should include
staff.
Develop an information network that includes members from
both parties in both houses on major substantive committees,
appropriations subcommittees, and in the leadership.
Know where to go for information on what is happening in
Congress. Follow CQ Weekly Reports, National Journal, Roll-Call,
to name a few.
Understand the differences between the House and Senate and
adapt liaison strategies accordingly. The House - because it is
larger - is more structured, more committee-oriented and more
driven by rules and procedure. The smaller Senate is more flex-
ible, less committee- and more floor-oriented, and driven by
-
unanimous consent resolutions. Because of the possibilities of
358
THE PRESIDENCY IN TRANSITION
filibusters and non-germane amendments (riders), agencies must
constantly monitor the Senate.
Agency internal processes
Insure your agency speaks with one voice in legislative liaison.
To do otherwise can be most harmful to agency interests.
Remember in legislative affairs who you work for.
Don't go to Congress with problems that can be solved within
your own agency.
Be responsive to inquiries about your agency from Congress.
Insure your agency is responsive to the needs and inquiries of
members. These are the jobs of a successful legislative liaison
official.
When responding to a congressional inquiry, if you don't know
something, admit it and find out from someone who does.
Never say "no" instinctively to a congressional request. Check
back with your agency, then respond, explaining why the an-
swer is as it is.
Learn you sometimes must take "no" for an answer.
Recognize that committee staffers often have comparable ex-
pertise in their area as those in the executive branch.
As much as possible, keep continuity among personnel in legis-
lative affairs.
Selling your programs
Defend your positions programmatically and with reasons and
arguments, but don't discount the political element. Don't as-
sume that logic will prevail over politics; things don't happen
merely because they are the right thing to do.
Prepare yourself for congressional hearings and testimony by
getting as much information as possible, anticipating questions,
and understanding the theatrics of congressional questioning.
Don't take it personally.
Realize that you will win some and lose some. After the losses
such as the refusal of the Senate to confirm Robert Bork - pick
yourself up and get ready to fight another day.
A final thought for a new administration is to promote unity
of effort in legislative affairs. Many individuals represent the ad-
LEGISLATIVE LIAISON
359
ministration on the Hill. To insure a unified front, we recom-
mend two procedures that were employed with some success in
the Reagan administration. First hold legislative strategy ses-
sions with key operatives. The Legislative Strategy Group of the
Reagan administration brought together all major players at the
White House - White House Chief of Staff, Directors of OMB
and Congressional Relations, lead cabinet officials - to strate-
gize about legislation proposed or pending. Such groupings could
also be employed successfully at the departmental and subdepart-
mental levels. The second procedure for promoting unity is to
continue the practice of giving a say to the Director of White
House Congressional Relations in the appointment of under or
deputy and assistant secretaries in the various departments and
agencies who will have jurisdiction over legislative liaison.
Conclusion
The government hammered out in Philadelphia that hot summer
of 1787 features a system of separated power. For the Presidency,
this means that power is shared with other institutions that can
either facilitate or frustrate the president's agenda.
Making this separation of powers work toward coherent na-
tional purposes has been a major challenge to the American
system. Political parties have been of some help but as Neustadt
SO perceptively states, "what the Constitution separates, our po-
litical parties do not combine."9 Throughout American constitu-
tional history, the task of making the system work has fallen more
often than not on presidential leadership. Strong executive leader-
ship is the force that has allowed our government to cope with
the nation's problems.
In 1981, when President Reagan took office, commentary
abounded concerning crises of legitimacy and competence and
how the Presidency was an "impossible job" and a "no-win situa-
tion."¹⁰ Due to the early legislative victories, talk of a "futile po-
litical system" vanished.
President Reagan's four predecessors experienced various de-
grees of failure and frustration in legislative affairs. As Charles O.
Jones convincingly argues, each of the four pursued Congres-
sional relations with an aberrant style: Johnson using the style
of majority leader, Nixon acting as a foreign minister, Ford as
minority leader, and Carter as a layman amateur.¹¹
360
THE PRESIDENCY IN TRANSITION
In contrast, President Reagan conducted legislative liaison in
a more traditional manner, in the mode of Truman, Eisenhower
and Kennedy- present a focused agenda to Congress and con-
tinuously work it in consultation with the leadership of the Presi-
dent's party in Congress. Such a style, we believe, allowed Presi-
dent Reagan to steer the ship of state well, to avoid being taken
advantage of by the Congress and the media, and to put his im-
print on legislation. Although, to be sure, Republican control
of the U.S. Senate for the first six years was a significant benefit
to the President providing him with an advantage enjoyed by
no other post-Eisenhower Republican President - still the nim-
bleness of the President and his chief advisers in legislative affairs
can not be over valued. As James Pfiffner writes, "President
Reagan's impressive victories in his first year in office demon-
strated that a determined and popular president could, even with
control of one house, have his way with Congress."¹² Reagan may
not have had the best record nor the highest percent of legisla-
tive victories, 13 but he had the image of great success, and, in
Washington, appearances are reality. As Steven Wayne writes,
By almost any standard, Reagan's first year with Congress must be
judged a success. He got the legislation he wanted: his initial budget
requests and many of his second-round reductions, his tax bill with
most of its major components intact, and a farm bill he could ac-
cept. The sale of AWACS planes to Saudi Arabia was not stymied
by a legislative veto, nor was the confirmation of Sandra O'Connor
to the Supreme Court derailed by conservative opposition. Moreover,
Reagan prevented legislation he did not want from being seriously
considered, and he created an atmosphere conducive to his future
success. 14
To this we need also to add that President Reagan was reelected
by a landslide in 1984.
Making the system work is the challenge to all administra-
tions and the generations they serve. The suggestions we list here
served President Reagan well in his dealings with Congress. The
interests of the nation will be served by their application in the
new administration, no matter who is elected and regardless of
the political alignment he faces in Congress.