Change and Continuity in the Financing of Federal Elections
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Ncbr (Fastlane)
APPLICANT CONTACT Port of Moses Lake Jeffrey Bishop, Executive Director 7810 Andrews N.E. Suite 200 Moses Lake, WA 98837 Port of Moses Lake www.portofmoseslake.com [email protected] Project Name Northern Columbia Basin Railroad Project Was a FASTLANE application for this project submitted previously? Yes If yes, what was the name of the project in the previous application? Northern Columbia Basin Railroad Project Previously Incurred Project Costs $2.1 million Future Eligible Project Costs $30.3 million Total Project Costs $32.4 million Total Federal Funding (including FASTLANE) $9.9 million Are matching funds restricted to a specific project component? If so, No which one? Is the project of a portion of the project currently located on Yes National Highway Freight Network? Is the project of a portion on the project located on the NHS? This project crosses under the NHS as well is it runs adjacent to the NHS Does the project add capacity to the Interstate system? Yes, by diverting VMT to rail Is the project in a national scenic area? No Does the project components include a railway-highway grade No crossing or grade separation project? The project includes crossing If so, please include the grade crossing ID improvements. Do the project components include an intermodal or freight rail Yes project, or freight project within the boundaries of a public or private freight rail, water (including ports, or intermodal facility? If answered yes to either of the two component questions above, $9.9 million how much of requested FASTLANE -
FEDERAL ELECTION COMMISSION SECRETARIAT 999 E Street, N.W
RECEIVED ftOERAL ElECTIO?- FEDERAL ELECTION COMMISSION SECRETARIAT 999 E Street, N.W. Washington, D.C. 20463 2m AUG ~2 P J: 5b FIRST GENERAL COUNSELS REPORT SENSITIVE MURs: 5403, 5427,5440,54661 Statute of Limitations: January 2009 ^ MUR54Q3 (filed Jan. 15, 2004) G oo COMPLAINANTS: Center for Responsive Politics; The Campaign Legal Center; ™ Democracy 21 10 ^ RESPONDENTS: America Coming Together and Carl Pope, as Treasurer; Joint *T Victory Campaign and Janice Ann Enright, as Treasurer; O Leadership Forum; The Media Fund D H MUR5427 (filed Mar. 10,2004) COMPLAINANT: Bush-Cheney '04, Inc. RESPONDENTS: Joint Victory Campaign 2004 and Janice Ann Enright, as Treasurer; TTie Media Fund MURS440 (filed Mar. 31,2004) COMPLAINANT: Bush-Cheney '04, Inc. RESPONDENTS: America Coming Together and Carl Pope, as Treasurer; America Votes; Environment 2004 and Miranda Anderson, as Treasurer; League of Conservation Voters and Gwendolyn M. Sonuner, as Treasurer; The Media Fund; Moveon.org Voter Fund and Wesley Boyd, as Treasurer; Moving America Forward; New Democratic Network and Simon Rosenberg, as Treasurer; Partnership for America's Families; The Sierra Club and Craig Haegele, as Treasurer; Joint Victory Campaign 2004 and Janice Ann Enright, as Treasurer; Voices for Working Families 1 Collectively, the complaints in these MURs identify nearly 75 entities and individuals who may have violated the Act. This Report focuses only on the organizational Respondents listed below, which most visibly raise the common legal issues highlighted in the complaints. The remaining Respondents (including individual officers of these organizations, donors, and candidates) and issues (including coordinated expenditures) will be addressed in subsequent General Counsel's Reports. -
Better Buildings Residential Network Peer Exchange Call Series
2_Title Slide Better Buildings Residential Network Peer Exchange Call Series: Addressing Barriers to Upgrade Projects at Affordable Multifamily Properties (201) March 10, 2016 Call Slides and Discussion Summary Call Attendee Locations 2 Call Participants – Network Members . Alabama Energy Doctors . Greater Cincinnati Energy Alliance . Alaska Housing Finance Corporation . green|spaces . American Council for an Energy-Efficient . GRID Alternatives Economy (ACEEE) . International Center for Appropriate and . Austin Energy Sustainable Technology (ICAST) . BlueGreen Alliance Foundation . Johnson Environmental . Bridging The Gap . Metropolitan Washington Council of . CalCERTS, Inc. Governments (MWCOG) . Center for Sustainable Energy . Michigan Saves . City of Aspen Utilities and Environmental . National Grid (Rhode Island) Initiatives . National Housing Trust/Enterprise . City of Kansas City, Missouri . PUSH Buffalo . City of Plano . Research Into Action, Inc. CLEAResult . Solar and Energy Loan Fund (SELF) . District of Columbia Sustainable Energy . Southface Utility . Stewards of Affordable Housing for the . Duke Carbon Offsets Initiative Future . EcoWorks . Vermont Energy Investment Corporation . Elevate Energy (VEIC) . Energize New York . Wisconsin Energy Conservation . Energy Efficiency Specialists Corporation (WECC) . Fujitsu General America Inc. Yolo County Housing 3 Call Participants – Non-Members (1 of 3) . Affordable Community Energy . City of Chicago . AppleBlossom Energy Inc. City of Minneapolis . Architectural Nexus . City of Orlando -
November 20, 2019 the Honorable Mitch Mcconnell Majority Leader
November 20, 2019 The Honorable Mitch McConnell Majority Leader United States Senate 317 Russell Senate Office Building Washington, DC 20510 Dear Leader McConnell, The undersigned conservatives urge you to modify the Continuing Resolution recently passed by the House of Representatives to extend government funding for a full year. As we outlined in the attached letter, signed by over 100 conservative leaders, a CR into December gives leverage to Democrat demands on key issues, including significant pro-life policies, border spending, and other key areas. This is reflected in the partisan vote in which the CR passed the House, with 219 Democrats voting in favor, joined by only 12 Republicans. From both a strategic and fiscal perspective, we believe a CR into December would be an error. For both these reasons and those outlined in the attached letter, we urge the Senate to modify the timeline of the current CR to allow for full deliberation and debate of critical spending issues in 2020. Sincerely, Alfred S. Regnery Tom McClusky Chairman, Conservative Action Project President Chairman, Law Enforcement Legal Defense March for Life Action Fund The Honorable Colin A. Hanna Myron Ebell President Director, Center for Energy and Environment Let Freedom Ring, Inc. Competitive Enterprise Institute Kelly J. Shackelford, Esq. Jenny Beth Martin Chairman, CNP Action, Inc. Chairman President and CEO, First Liberty Institute Tea Party Patriots Citizen Fund ________________________________________________________________________________________________________________ The Conservative Action Project (CAP) was founded in 2008 by many conservative leaders with former Attorney General Edwin Meese III serving as the Founding Chairman. CAP is currently chaired by Mr. Alfred S. -
Download the Full What Happened Collection [PDF]
American Compass December 2020 WHAT HAPPENED THE TRUMP PRESIDENCY IN REVIEW AMERICAN COMPASS is a 501(c)(3) non-profit organization, launched in May 2020 with a mission to restore an economic consensus that emphasizes the importance of family, community, and industry to the nation’s liberty and prosperity— REORIENTING POLITICAL FOCUS from growth for its own sake to widely shared economic development that sustains vital social institutions; SETTING A COURSE for a country in which families can achieve self-sufficiency, contribute productively to their communities, and prepare the next generation for the same; and HELPING POLICYMAKERS NAVIGATE the limitations that markets and government each face in promoting the general welfare and the nation’s security. www.americancompass.org [email protected] What Happened: The Trump Presidency in Review Table of Contents FOREWORD: THE WORK REMAINS President Trump told many important truths, but one also has to act by Daniel McCarthy 1 INTRODUCTION 4 TOO FEW OF THE PRESIDENT’S MEN An iconoclast’s administration will struggle to find personnel both experienced and aligned by Rachel Bovard 5 A POPULISM DEFERRED Trump’s transitional presidency lacked the vision and agenda necessary to let go of GOP orthodoxy by Julius Krein 11 THE POTPOURRI PRESIDENCY A decentralized and conflicted administration was uniquely inconsistent in its policy actions by Wells King 17 SOME LIKE IT HOT Unsustainable economic stimulus at an expansion’s peak, not tax cuts or tariffs, fueled the Trump boom by Oren Cass 23 Copyright © 2020 by American Compass, Inc. Electronic versions of these articles with hyperlinked references are available at www.americancompass.org. -
WHY COMPETITION in the POLITICS INDUSTRY IS FAILING AMERICA a Strategy for Reinvigorating Our Democracy
SEPTEMBER 2017 WHY COMPETITION IN THE POLITICS INDUSTRY IS FAILING AMERICA A strategy for reinvigorating our democracy Katherine M. Gehl and Michael E. Porter ABOUT THE AUTHORS Katherine M. Gehl, a business leader and former CEO with experience in government, began, in the last decade, to participate actively in politics—first in traditional partisan politics. As she deepened her understanding of how politics actually worked—and didn’t work—for the public interest, she realized that even the best candidates and elected officials were severely limited by a dysfunctional system, and that the political system was the single greatest challenge facing our country. She turned her focus to political system reform and innovation and has made this her mission. Michael E. Porter, an expert on competition and strategy in industries and nations, encountered politics in trying to advise governments and advocate sensible and proven reforms. As co-chair of the multiyear, non-partisan U.S. Competitiveness Project at Harvard Business School over the past five years, it became clear to him that the political system was actually the major constraint in America’s inability to restore economic prosperity and address many of the other problems our nation faces. Working with Katherine to understand the root causes of the failure of political competition, and what to do about it, has become an obsession. DISCLOSURE This work was funded by Harvard Business School, including the Institute for Strategy and Competitiveness and the Division of Research and Faculty Development. No external funding was received. Katherine and Michael are both involved in supporting the work they advocate in this report. -
Department of Education
Vol. 81 Friday, No. 161 August 19, 2016 Part III Department of Education 34 CFR Parts 367, 369, 370, et al. Workforce Innovation and Opportunity Act, Miscellaneous Program Changes; Final Rule VerDate Sep<11>2014 17:03 Aug 18, 2016 Jkt 238001 PO 00000 Frm 00001 Fmt 4717 Sfmt 4717 E:\FR\FM\19AUR3.SGM 19AUR3 mstockstill on DSK3G9T082PROD with RULES3 55562 Federal Register / Vol. 81, No. 161 / Friday, August 19, 2016 / Rules and Regulations DEPARTMENT OF EDUCATION program, 34 CFR part 371 (formerly Finally, as part of this update, the known as ‘‘Vocational Rehabilitation Secretary removes regulations that are 34 CFR Parts 367, 369, 370, 371, 373, Service Projects for American Indians superseded or obsolete and consolidates 376, 377, 379, 381, 385, 386, 387, 388, with Disabilities’’); regulations, where appropriate. In 389, 390, and 396 • The Rehabilitation National addition to removing portions of 34 CFR [Docket No. 2015–ED–OSERS–0002] Activities program, 34 CFR part 373 part 369 pertaining to specific programs (formerly known as ‘‘Special whose statutory authority was repealed RIN 1820–AB71 Demonstration Projects’’); under WIOA (i.e., Migrant Workers • The Protection and Advocacy of program, the Recreational Programs, and Workforce Innovation and Opportunity Individual Rights (PAIR) program, 34 the Projects With Industry program), the Act, Miscellaneous Program Changes CFR part 381; Secretary is removing the remaining AGENCY: Office of Special Education and • The Rehabilitation Training portions of the Part 369 regulations. The Rehabilitative Services, Department of program, 34 CFR part 385; Secretary is also removing parts 376, Education. • The Rehabilitation Long-Term 377, and 389. -
The Evolution of the Digital Political Advertising Network
PLATFORMS AND OUTSIDERS IN PARTY NETWORKS: THE EVOLUTION OF THE DIGITAL POLITICAL ADVERTISING NETWORK Bridget Barrett A thesis submitted to the faculty at the University of North Carolina at Chapel Hill in partial fulfillment of the requirements for the degree of Master of Arts at the Hussman School of Journalism and Media. Chapel Hill 2020 Approved by: Daniel Kreiss Adam Saffer Adam Sheingate © 2020 Bridget Barrett ALL RIGHTS RESERVED ii ABSTRACT Bridget Barrett: Platforms and Outsiders in Party Networks: The Evolution of the Digital Political Advertising Network (Under the direction of Daniel Kreiss) Scholars seldom examine the companies that campaigns hire to run digital advertising. This thesis presents the first network analysis of relationships between federal political committees (n = 2,077) and the companies they hired for electoral digital political advertising services (n = 1,034) across 13 years (2003–2016) and three election cycles (2008, 2012, and 2016). The network expanded from 333 nodes in 2008 to 2,202 nodes in 2016. In 2012 and 2016, Facebook and Google had the highest normalized betweenness centrality (.34 and .27 in 2012 and .55 and .24 in 2016 respectively). Given their positions in the network, Facebook and Google should be considered consequential members of party networks. Of advertising agencies hired in the 2016 electoral cycle, 23% had no declared political specialization and were hired disproportionately by non-incumbents. The thesis argues their motivations may not be as well-aligned with party goals as those of established political professionals. iii TABLE OF CONTENTS LIST OF TABLES AND FIGURES .................................................................................................................... V POLITICAL CONSULTING AND PARTY NETWORKS ............................................................................... -
Time Cost Component of Project Analysis
TIME COST COMPONENT OF PROJECT MANAGEMENT 1 Time Cost Component of Project Analysis by Clark Lowe Mercy College Abstract This study aims at examining the cost component of project analysis with respect to the strategic budgeting and decision making process within corporate enterprises. This work suggests the decision making and execution processes and cycles can be evaluated as cost components of project analysis frameworks. If the decision making process can be executed in a shorter period of time, unrealized gains in revenue or cost savings could then be realized altering many of the risk frameworks and profiles enterprises currently use. The study examines data provided by a 2012 Fortune 25 company that spans a diverse girth of cultures, industries, and business units. The corporation donating the data, names of the projects and the actual dollar figures used are concealed due to the extremely propriety nature of the data and possible negative market implications of the data. Keywords: Project Management, Project Analysis, Finance, Risk, Journal of Management and Innovation, 2(2), Fall 2016 Copyright Creative Commons 3.0 TIME COST COMPONENT OF PROJECT MANAGEMENT 2 Introduction Initiatives can be comprised of, but is not limited to, projects that relate to operations, information technology, company acquisitions, distribution and logistics, sales, customer service or satisfaction, procurement, real-estate, and human resources. Due to rapid changes in technology and social and business trends, project benefits and horizons are evaluated on shorter cycles. Specifically, the mismatch between economic and budgeting cycles, with project analysis cycles, present a complexity of contending urgencies within the corporate arena (Banholzer, 2012). -
Funding Report
PROGRAMS I STATE CASH FLOW * R FED CASH FLOW * COMPARE REPORT U INTRASTATE * LOOPS * UNFUNDED * FEASIBILITY * DIVISION 7 TYPE OF WORK / ESTIMATED COST IN THOUSANDS / PROJECT BREAK TOTAL PRIOR STATE TRANSPORTATION IMPROVEMENT PROGRAM PROJ YEARS 5 YEAR WORK PROGRAM DEVELOPMENTAL PROGRAM "UNFUNDED" LOCATION / DESCRIPTION COST COST FUNDING ID (LENGTH) ROUTE/CITY COUNTY NUMBER (THOU) (THOU) SOURCE FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FUTURE YEARS 2011-2020 Draft TIP (August 2010) I-40/85 ALAMANCE I-4714 NC 49 (MILE POST 145) TO NC 54 (MILE 7551 7551 IMPM CG 479 CG 479 CG 479 CG 479 CG 479 CG 479 CG 479 CG 479 POST 148). MILL AND RESURFACE. (2.8 MILES) 2009-2015 TIP (June 2008) PROJECT COMPLETE - GARVEE BOND FUNDING $4.4 MILLION; PAYBACK FY 2007 - FY 2018 I-40/85 ALAMANCE I-4714 NC 49 (MILEPOST 145) TO NC 54 (MILEPOST 5898 869 IMPM CG 479 CG 479 CG 479 CG 479 CG 479 CG 479 CG 479 CG 1676 148). MILL AND RESURFACE. (2.8 MILES) PROJECT COMPLETE - GARVEE BOND FUNDING $4.4 MILLION; PAYBACK FY 2007 - FY 2018 2011-2020 Draft TIP (August 2010) I-40/I-85 ALAMANCE I-4918 NC 54 (MILE POST 148) IN ALAMANCE COUNTY 9361 9361 IMPM CG 1313 CG 1313 CG 1313 CG 1313 CG 1313 CG 1313 CG 1313 CG 1313 TO WEST OF SR 1114 (BUCKHORN ROAD) IN ORANGE ORANGE COUNTY. MILL AND RESURFACE. (8.3 MILES) 2009-2015 TIP (June 2008) PROJECT COMPLETE - GARVEE BOND FUNDING $12.0 MILLION; PAYBACK FY 2007 - FY 2018 I-40/I-85 ALAMANCE I-4918 NC 54 (MILEPOST 148) IN ALAMANCE COUNTY 15906 2120 IMPM CG 1313 CG 1313 CG 1313 CG 1313 CG 1313 CG 1313 CG 1313 CG 4595 TO WEST OF SR 1114 (BUCKHORN ROAD) IN ORANGE ORANGE COUNTY. -
Who Picks the President?
Who Picks the President? A report by FairVote – The Center for Voting and Democracy’s Presidential Elections Reform Program www.fairvote.org/presidential Executive Summary Who Picks the President? provides information on where major party presidential campaigns and allied groups spent money on television ads and where the major party candidates for president and vice-president traveled in the peak season of the 2004 campaign. This data is combined into an “attention index” that measures a state’s relative attention on a per capita basis. The results show that voters in seven states received the bulk of the attention, receiving more than four times the attention they would have received if every voter were treated equally. Voters in an additional seven states received more attention than the national average, while voters in 37 states (counting the District of Columbia) received less attention than the national average, including 19 states that received no attention at all. Among key findings: 1) The attention index for the 25 th -highest ranked state, Tennessee, was 0.04 – meaning voters in the median state received 1/25 th the attention of what they would have likely received if every voter were treated equally. 2) In per capita terms, the states receiving the most attention were Iowa, Ohio and New Hampshire. In absolute terms, the three states were Ohio, Florida and Pennsylvania. 3) 23 states had zero television ads, while just three states had more than 52% of all the ads shown during peak campaign season. Florida had 55,477 ads while California, New York and Texas had a combined total of only seven ads. -
Interest Groups and Advocacy Organizations After BCRA
6 Interest Groups and Advocacy Organizations After BCRA Robert G. Boatright, Michael J. Malbin, Mark J. Rozell, and Clyde Wilcox Before the Bipartisan Campaign Reform Act (BCRA) passed, much of the public rhetoric about it had to do with the role of special interests in politics. Logically, therefore, most people expected the law to have a significant impact on interest groups. But there was little agreement about what those effects would likely be. In this chapter, we examine the 2004 elections for early evidence. The focus will be on organizations that participated in elections before BCRA passed, as opposed to new participants who joined the fray afterwards. Predictions during the pre-BCRA dispute tended to fall between two polar positions. For the sake of simplicity let us call them the naı¨ve and the cynical. The naı¨ve view was that prohibiting soft money and regulating electioneering would mean that much of the money formerly spent on these items would disap- pear from the federal election arena. The cynical view liked to use what we and others have described as the ‘‘hydraulic’’ metaphor about money in politics—a metaphor that presents political money as a water-like substance that inevitably will seep around a law’s prohibitions until it can find a way once again to flow freely. In contrast with both of these perspectives, we have argued that the way an organization adapts to new election laws will vary with both the organization and with the times. The adaptations will depend internally on an organization’s goals and resources and externally on a number of contextual considerations besides the law, including both political considerations, such as competitiveness, and less political ones, such as the changing economics and technology of com- munications (Boatright et al.