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Honorable Laurence H. Silberman
HONORABLE LAURENCE H. SILBERMAN Oral History Project The Historical Society of the District of Columbia Circuit Oral History Project U n i t e d S t a t e s C o u r t s The Historical Society of the D i s t r i c t o f C olumbia Circuit District of Columbia Circuit Honorable Laurence H. Silberman Interviews conducted by: Raymond J. Rasenberger, Esquire June 26, September 26, and December 13, 2001 January 25 and February 6, 2002 January 23 and February 4, 2008 TABLE OF CONTENTS Preface . i Oral History Agreements Honorable Laurence H. Silberman Agreement. iii Authorization. v Raymond J. Rasenberger, Esq. vi Oral History Transcript of Interviews on: June 26, 2001 . 1 September 26, 2001 . 40 December 13, 2001 . 69 January 25, 2002 . 117 February 6, 2002 . 164 January 23, 2008 . 238 February 4, 2008 . 263 Index . A-1 Table of Cases and Statutes . A-22 Biographical Sketches Honorable Laurence H. Silberman . B-1 Raymond J. Rasenberger, Esq. B-3 Appendix I . C-1 The Origin of Affirmative Action as We Know It–The Philadelphia Plan Pivot, by Judge Silberman, October 10, 2001. Appendix II . D-1 “Will Lawyering Strangle Democratic Capitalism: a Retrospective,” by Judge Silberman, March 30, 2000. Appendix III . E-1 On the Twenty-Fifth Anniversary of the Saturday Night Massacre, by Judge Silberman, June 24, 1999. Appendix IV . F-1 “Judge Silberman’s response to David Brock’s book,” Michael Barone Blog, August 18, 2006 NOTE The following pages record interviews conducted on the dates indicated. The interviews were electronically recorded, and the transcription was subsequently reviewed and edited by the interviewee. -
Major League Baseball Team Bankruptcies: Who Wins? Who Loses?
Loyola of Los Angeles Entertainment Law Review Volume 32 Number 3 Article 2 6-1-2012 Major League Baseball Team Bankruptcies: Who Wins? Who Loses? John Dillon Loyola Law School Los Angeles Follow this and additional works at: https://digitalcommons.lmu.edu/elr Part of the Law Commons Recommended Citation John Dillon, Major League Baseball Team Bankruptcies: Who Wins? Who Loses?, 32 Loy. L.A. Ent. L. Rev. 297 (2012). Available at: https://digitalcommons.lmu.edu/elr/vol32/iss3/2 This Notes and Comments is brought to you for free and open access by the Law Reviews at Digital Commons @ Loyola Marymount University and Loyola Law School. It has been accepted for inclusion in Loyola of Los Angeles Entertainment Law Review by an authorized administrator of Digital Commons@Loyola Marymount University and Loyola Law School. For more information, please contact [email protected]. 07. DILLON (DO NOT DELETE) 12/30/2012 2:03 AM MAJOR LEAGUE BASEBALL TEAM BANKRUPTCIES: WHO WINS? WHO LOSES? John Dillon* Baseball is America’s sport. It evokes a sense of tradition and a love for the home team. Like all professional sports teams, however, baseball teams are part of a league, which restricts team ownership through contrac- tual “constitutional” provisions and agreements and limits the number of teams that exist. In this limited and restricted entertainment market, profes- sional sports teams operate highly lucrative businesses that sometimes seek bankruptcy protection through Chapter 11 reorganization. Bankruptcy gen- erally allows the debtor to alter existing contractual rights and restructure its operations to avert the financial crisis that precipitated the bankruptcy filing. -
The Greatest City in America’ (The Rah-Rah Slogan Man, Quickly Dismissed, Asking the Stadium Authority to Forgive the City’S of the Previous Mayor)
GAME ON one of the leading researchers on the athletic lives of children. He’s been brought to Washington, D.C., to deliver what is being touted as the first- ever “national report card” on youth sports. He looks out at the crowd of a couple of dozen attendees, some of AGE 11 them journalists, some of them teenagers associated with the sponsor ing group, and wonders how much the information he is about to deliver CITY IN AMERICA will sink in. He prefers to use well-known athletes to get out the message THE GREATEST about important topics, because people listen to celebrities. He’s just a Baltimore, Maryland Michigan State professor sitting on a panel of experts assembled by a nonprofit group called the Citizenship Through Sports Alliance (CTSA), a coalition ofpro and amateur sports leagues whose stated aim is to pro mote character in youth sports. Gould doesn’t have a familiar face. But he has a recognizable problem. “We are losing our child-centered focus,” he says. “It’s real easy to is, in my estimation, the best forget that sports are about producing better kids—physically, socially, riole Park at Camden Yards Others will disagree. Since the developmentally.” modern-era ballpark in the land. in 1992, there have been Gould makes no mention of the USOC, which was once a member of O Baltimore Orioles took occupancy around the country—full-service the TSA but had recently stopped paying the $25,000 in annual dues. He larger and far swankier facilities built amenity from children’s playscapes to had worked with the USOC for years as a consultant and has no interest entertainment zones with every retractable roofs that weigh 22 million pounds and in bashing an organization whose structural limitations he can appreciate. -
Memberships\NCBJ\Committees\NBA Liaison Comm\Blackshear
President Randall L. Dunn and the NCBJ-NBA Liaison Committee are soliciting applications for the Annual NCBJ Honorable Cornelius Blackshear Presidential Fellowship Recipients History of Fellowship At the September 2008 NCBJ Board meeting in Phoenix, the Board unanimously approved a Proclamation to present annually a stipend/scholarship totaling $2,500.00 for the cost of travel and registration for one or more minority attorney(s) to attend the NCBJ Annual Meeting.1 The Fellowship was established in honor of Judge Corneilus Blackshear, Southern District of New York Bankruptcy (ret.). A copy of the Resolution listing Judge Blackshear's extensive public service record and enduring contribution to bankruptcy jurisprudence are attached for your information. Eligibility Requirements in the United States The selection criteria that will be used by the president to make the award to the recipient(s) are as follows: (1) a substantial part of attorney's practice is in bankruptcy law, and (2) the attorney is involved in a solo, small firm or government practice, and (3) he/she would not otherwise be able to attend the annual meeting of NCBJ because of financial constraints. How to Apply The application form for the NCBJ Honorable Cornelius Blackshear Presidential Fellowship is attached to this announcement. Publication Judges are encouraged to announce the availability of the Blackshear Presidential Fellowship at their local and state bar associations. Attorneys wishing to apply for the stipend should complete the form and return it to the Chair of the NCBJ-NBA Liaison Committee, Honorable Jeffery P. Hopkins (fax: 513-357-5420) no later than August 26, 2011. -
Larry Lucchino
Jonathan T. Weisberg For Larry Lucchino, watching his Red Sox play a ballgame in Fenway Park is like a full day—work, recreation, socializing, meals—compressed into three hours and punctuated by the crack of the bat and the passions of the fans. His luxury box, hanging thirty feet above the field, is a mix of board room, living room, and dining room—all with a view of the action. On September 17, the Sox are playing the Cleveland Indians in a night game. Lucchino confers with the principle owner of the team, John Henry, and the team’s chairman, Thomas Werner, at the table, and they all keep track of the game by glancing at the version projected on the TV—or by glancing out the window. Then Lucchino gets up and walks to the balcony, which suspends three rows of seats out almost directly over the grass, just on the third base side of home plate. If there’s a best seat in the house, it’s in this patch of real estate. But Lucchino kneels in the aisle to chat with his wife, keeping one eye on the game. At the moment, the Red Sox have men on first and second. Benny Agbayani pulls a line drive just fair over third base. “Yes! That’s a hit!” Lucchino calls and swings his fist in an arc, one version of the simultaneous celebration of about thirty thousand fans, as the Sox score the first run of the game. ➤ LARRY LUCCHINO: IT DOESN’T GET BETTER THAN THIS In the late months of 2001, Larry Lucchino ’71 joined a group that won the bidding battle for the Boston Red Sox. -
A Family Tradition Since 1876 a Family Tradition Since 1876
A Family Tradition since 1876 CBHS Leadership Team Lorcan P. Barnes President Mary Hesser Principal Board of Trustees June McBride The Board of Trustees at Christian Brothers High School is comprised of 11 Director of Finance volunteers dedicated to safeguarding and advancing the school’s Lasallian Tom English Catholic college preparatory mission. Before joining the Board of Trustees, Vice Principal candidates undergo training on the Lasallian charism (history, spirituality and philosophy of education) and Policy Governance- a model used by Lasallian David Desmond ’94 schools throughout the District of San Francisco New Orleans. In January, the Assistant Principal board bid farewell to Heather Ruple Gilson. This summer the board bids a grateful Christopher Symkowick-Rose farewell to Marianne Evashenk, Bill Schaedler '68 and Carrie Vellutini, who will Assistant Principal complete their second year terms. The Nominating Committee has been working hard to identify strong trustees to take their place. John Nunan will serve as chair Kristen McCarthy in 2016-17. David Walrath has agreed to serve as vice chair. Director of Admissions & Communications The Policy Governance model comprises an inclusive, written set of goals Nancy Smith-Fagan for the school, called Ends Policies, which guide the board in monitoring the Director of Advancement performance of the school and its CEO. Ends Policies help ensure that Christian Brothers High School adheres to the vision of the Brothers of the Christian Schools and the District of San Francisco New Orleans. “I am grateful to the Trustees for their time and commitment to Lasallian Connection is a publication of Christian education,” says Lorcan Barnes. -
Ballparks As America: the Fan Experience at Major League Baseball Parks in the Twentieth Century
BALLPARKS AS AMERICA: THE FAN EXPERIENCE AT MAJOR LEAGUE BASEBALL PARKS IN THE TWENTIETH CENTURY A Dissertation Submitted to the Temple University Graduate Board In Partial Fulfillment of the Requirements for the Degree DOCTOR OF PHILOSOPHY by Seth S. Tannenbaum May 2019 Examining Committee Members: Bryant Simon, Advisory Chair, Department of History Petra Goedde, Department of History Rebecca Alpert, Department of Religion Steven A. Riess, External Member, Department of History, Northeastern Illinois University © Copyright 2019 by Seth S. Tannenbaum All Rights Reserved ii ABSTRACT This dissertation is a history of the change in form and location of ballparks that explains why that change happened, when it did, and what this tells us about broader society, about hopes and fears, and about tastes and prejudices. It uses case studies of five important and trend-setting ballparks to understand what it meant to go to a major league game in the twentieth century. I examine the Polo Grounds and Yankee Stadium in the first half of the twentieth century, what I call the classic ballpark era, Dodger Stadium and the Astrodome from the 1950s through the 1980s, what I call the multi-use ballpark era, and Camden Yards in the retro-chic ballpark era—the 1990s and beyond. I treat baseball as a reflection of larger American culture that sometimes also shaped that culture. I argue that baseball games were a purportedly inclusive space that was actually exclusive and divided, but that the exclusion and division was masked by rhetoric about the game and the relative lack of explicit policies barring anyone. -
Too Big to Be Activist
TOO BIG TO BE ACTIVIST JOHN D. MORLEY* Big investment managers, such as Vanguard and Fidelity, have accumulated an astonishing amount of common stock in America’s public companies—so much that they now have enough corporate votes to control entire industries. What, then, will these big managers do with their potential power? This Article argues that they will do less than we might think. And the reason is paradoxical: the biggest managers are too big to be activists. Their great size creates intense internal conflicts of interest that make aggressive activism extremely difficult or even impossible. The largest managers operate hundreds of different investment funds, including mutual funds, hedge funds, and other vehicles that all invest in the same companies at the same times. This structure inhibits activism, because it turns activism into a source of internal conflict. Activism by one of a manager’s funds can damage the interests of the manager’s other funds. If a BlackRock hedge fund invests in a company’s equity, for instance, at the same time a BlackRock mutual fund invests in the company’s debt, then any attempt by either fund to turn the company in its favor will harm the interests of the other fund. The hedge fund and mutual fund might similarly come into conflict over the political and branding risks of activism and the allocation of costs and profits. Federal securities regulation and poison pills can create even more conflicts, often turning activism by a hedge fund into serious legal problems for its manager’s entirely passive mutual funds. -
Interview with Tom Daffron by Brien Williams
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Bowdoin College Bowdoin College Bowdoin Digital Commons George J. Mitchell Oral History Project Special Collections and Archives 10-5-2009 Interview with Tom Daffron by Brien Williams Thomas 'Tom' A. Daffron Follow this and additional works at: https://digitalcommons.bowdoin.edu/mitchelloralhistory Part of the Law and Politics Commons, Oral History Commons, Political History Commons, and the United States History Commons Recommended Citation Daffron, Thomas 'Tom' A., "Interview with Tom Daffron by Brien Williams" (2009). George J. Mitchell Oral History Project. 156. https://digitalcommons.bowdoin.edu/mitchelloralhistory/156 This Interview is brought to you for free and open access by the Special Collections and Archives at Bowdoin Digital Commons. It has been accepted for inclusion in George J. Mitchell Oral History Project by an authorized administrator of Bowdoin Digital Commons. For more information, please contact [email protected]. George J. Mitchell Oral History Project Special Collections & Archives, Bowdoin College Library, 3000 College Sta., Brunswick, Maine 04011 © Bowdoin College Thomas A. “Tom” Daffron GMOH# 153 (Interviewer: Brien Williams) October 5, 2009 Brien Williams: This is an oral history interview for the George J. Mitchell Oral History Project at Bowdoin College with Thomas Daffron. We are in his office, Jefferson Consulting Group in Washington, D.C., where he serves as chief operating officer. Today is Monday, October 5, 2009, and I am Brien Williams. Let me ask you first to give me your full name and spelling, please? Thomas Daffron: First name Thomas, T-H-O-M-A-S, middle initial A, last name Daffron, D- A-F-F-R-O-N. -
The Economics of American Sports Leagues
{Journals}sjpe/47_4/y102/makeup/y102.3d Scottish Journal ofPolitical Economy, Vol. 47, No. 4, September 2000 # Scottish Economic Society 2000. Published by Blackwell Publishers Ltd, 108 Cowley Road, Oxford OX4 1JF, UK and 350 Main Street, Malden, MA 02148, USA THE ECONOMICS OF AMERICAN SPORTS LEAGUES John Vroomanà ABSTRACT Player mobility in North American sports leagues is limited by labour market constraints designed ostensibly to allow teams to recoup player development costs and to maintain competitive balance within leagues. Theory holds that the distribution of talent will be invariant under any institutional configuration, and that while rules to constrain movement will serve to enhance monopsonistic exploitation of talent, they will have no effect on competitive balance. This paper reprises a general theory through which the effects of the labour market constraints can be comparatively analysed for American sports leagues. The economics of sports has been relegated to the realm of labour theory by the unnecessarily limiting assumption that owners of sports clubs are single-minded profit maximisers. This paper also presents a theory that seeks to unify capital market decisions of financial leverage and ownership syndication with operational labour market decisions for athletic talent and an owner's desire to win. The financial results of the last season prove that salaries must come down. We believe that players insisting on exorbitant prices are injuring their own interest by forcing out of existence clubs which cannot be run and pay large salaries except at a large personal loss ... In view ofthese facts,measures have been taken by this league to remedy the evil. -
Maryland Historical Magazine, 1992, Volume 87, Issue No. 2
Maryland Historical Magazine SCHEDULE Published Quarterly by the Museum and Library of Maryland History The Maryland Historical Society Summer 1992 THE MARYLAND HISTORICAL SOCIETY OFFICERS AND BOARD OF TRUSTEES, 1991-92 L. Patrick Deering, Chairman E. Mason Hendrickson, President Bryson L. Cook, Counsel Jack S. Griswold, Vice President William R. Amos, Treasurer Walter D. Pinkard, Sr., Vice President Brian B. Tapping A. MacDonough Plant, Vice President Leonard C. Crewe, Jr., Past Presidents and Secretary Samuel Hopkins E. Phillips Hathaway, Vice President J. Fife Symington, Jr., Past Chairmen of the Board Together with those board members whose names are marked below with an asterisk, the persons above form the Society's Executive Committee James C. Alban HI (1995) F Grove Miller (1992) H. Furlong Baldwin (1995) J.Jefferson Miller II (1992) Gary Black, Jr. (1992) Milton H. Miller, Sr. (1995) Clarence W. Blount (1993) John W Mitchell, Prince George's Co. (1995) Forrest F. Bramble, Jr. (1994)* William T. Murray HI (1995) Mignon A. B. Cameron, Harford Co. (1995) John J. Neubauer, Jr. (1992) Stiles T. Col will (1994) James O. Olfson, Anne Arundel Co. (1995) P. McEvoy Cromwell (1995) Mrs. Timothy E. Parker (1994) William B. Dulany, Carroll Co. (1995) Mrs. Brice Phillips, Worcester Co. (1995) George D. Edwards, II (1994)* J. Hurst Purnell, Jr., Kent Co. (1995) C. William Gilchrist, ^%a^ Co. (1992) George M. Radcliffe (1992) Louis L. Goldstein, Calvert Co. (1995) Richard H. Randall, Jr. (1994) Kingdon Gould, Jr., Howard Co. (1992) Howard P. Rawlings (1992) Benjamin H. Griswold HI (1995) Adrian P. Reed, Queen Anne's Co. -
Project on Nuclear Issues a Collection of Papers from the 2012 Conference Series
Project on Nuclear Issues A Collection of Papers from the 2012 Conference Series EDITORS Stephanie Spies Sarah Weiner JUNE 2013 Project on Nuclear Issues A Collection of Papers from the 2012 Conference Series EDITORS Stephanie Spies Sarah Weiner AUTHORS Eric Auner Ned Wogman Jacob Benz Matthew Fargo Paul Booker Eli Jacobs Benjamin McDonald Egle Murauskaite Jay Brotz Chantell L. Murphy Justin Fernandez Kory W. Budlong Sylvester Casey L. Deering Joseph F. Pilat Laura Schmidt Denlinger Robert Reardon Jana Fankhauser Daniel Salisbury Travis Gitau Rachelle Smith Ron Omberg Jake Thompson Chris Toomey Wilbert van der Zeijden ROWMAN & LITTLEFIELD Lanham • Boulder • New York • Toronto • Plymouth, UK About CSIS— 50th Anniversary Year For 50 years, the Center for Strategic and International Studies (CSIS) has developed solutions to the world’s greatest policy challenges. As we celebrate this milestone, CSIS scholars are developing strategic insights and bipartisan policy solutions to help decisionmakers chart a course toward a better world. CSIS is a nonprofi t or ga ni za tion headquartered in Washington, D.C. The Center’s 220 full-time staff and large network of affi liated scholars conduct research and analysis and develop policy initiatives that look into the future and anticipate change. Founded at the height of the Cold War by David M. Abshire and Admiral Arleigh Burke, CSIS was dedicated to fi nding ways to sustain American prominence and prosperity as a force for good in the world. Since 1962, CSIS has become one of the world’s preeminent international institutions focused on defense and security; regional stability; and transnational challenges ranging from energy and climate to global health and economic integration.