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How the DLC Does It [View all]
Important history to remember.
How the DLC Does It
ROBERT DREYFUSS
The American Prospect, DECEMBER 19, 2001
EXCERPT...
A Business-Led Party
SNIP...
Once, the Reverend Jesse Jackson disparaged the DLC as "Democrats for the Leisure Class." But no one should underestimate the DLC's role in remaking the Democratic Party. Disciplined and single-minded, working tirelessly to forge alliances between individual Democratic elected officials and business groups, zealously promoting the political fortunes of their stars, and publishing a dizzying array of white papers and policy proposals, the DLC has given strategic coherence to what otherwise would have remained an inchoate tendency within the party. It has become a forum within which like-minded pro-business Democrats can share ideas, endorse one another, and commiserate about the persistence of the Old Guard.
SNIP...
One by one, Fortune 500 corporate backers saw the DLC as a good investment. By 1990 major firms like AT&T and Philip Morris were important donors. Indeed, according to Reinventing Democrats, Kenneth S. Baer's history of the DLC, Al From used the organization's fundraising prowess as blandishment to attract an ambitious young Arkansas governor to replace Senator Sam Nunn of Georgia as DLC chairman. Drawing heavily on internal memos written by From, Bruce Reed, and other DLCers, Baer says that the DLC offered Clinton not only a national platform for his presidential aspirations but "entree into the Washington and New York fundraising communities." Early in the 1992 primaries, writes Baer, "financially, Clinton's key Wall Street support was almost exclusively DLC-based," especially at firms like New York's Goldman, Sachs.
The DLC's investment in Clinton paid off, of course, after the 1992 election. Not only did the DLC bask in its status as idea factory and influence broker for the White House, but it also reaped immediate financial rewards. One month after the election, Clinton headlined a fundraising dinner for the DLC that drew 2,200 to Washington's Union Station, where tables went for $15,000 apiece. Corporate officials and lobbyists were lined up to meet the new White House occupant, including 139 trade associations, law firms, and companies who kicked in more than $2 million, for a total of $3.3 million raised in a single evening. The DLC-PPI's revenues climbed steadily upward, reaching $5 million in 1996 and, according to its most recent available tax returns, $6.3 million for 1999. "Our revenues for 2000 will probably end up around $7.2 million," says Chuck Alston, the DLC's executive director.
While the DLC will not formally disclose its sources of contributions and dues, the full array of its corporate supporters is contained in the program from its annual fall dinner last October, a gala salute to Lieberman that was held at the National Building Museum in Washington. Five tiers of donors are evident: the Board of Advisers, the Policy Roundtable, the Executive Council, the Board of Trustees, and an ad hoc group called the Event Committee--and companies are placed in each tier depending on the size of their check. For $5,000, 180 companies, lobbying firms, and individuals found themselves on the DLC's board of advisers, including British Petroleum, Boeing, Bristol-Myers Squibb, Coca-Cola, Dell, Eli Lilly, Federal Express, Glaxo Wellcome, Intel, Motorola, U.S. Tobacco, Union Carbide, and Xerox, along with trade associations ranging from the American Association of Health Plans to the Pharmaceutical Research and Manufacturers of America. For $10,000, another 85 corporations signed on as the DLC's policy roundtable, including AOL, Blue Cross Blue Shield, Citigroup, Dow, GE, IBM, Oracle, UBS PacifiCare, PaineWebber, Pfizer, Pharmacia and Upjohn, and TRW.
And for $25,000, 28 giant companies found their way onto the DLC's executive council, including Aetna, AT&T, American Airlines, AIG, BellSouth, Chevron, DuPont, Enron, IBM, Merck and Company, Microsoft, Philip Morris, Texaco, and Verizon Communications. Few, if any, of these corporations would be seen as leaning Democratic, of course, but here and there are some real surprises. One member of the DLC's executive council is none other than Koch Industries, the privately held, Kansas-based oil company whose namesake family members are avatars of the far right, having helped to found archconservative institutions like the Cato Institute and Citizens for a Sound Economy. Not only that, but two Koch executives, Richard Fink and Robert P. Hall III, are listed as members of the board of trustees and the event committee, respectively--meaning that they gave significantly more than $25,000.
CONTINUED...
http://prospect.org/article/how-dlc-does-it
ROBERT DREYFUSS
The American Prospect, DECEMBER 19, 2001
EXCERPT...
A Business-Led Party
SNIP...
Once, the Reverend Jesse Jackson disparaged the DLC as "Democrats for the Leisure Class." But no one should underestimate the DLC's role in remaking the Democratic Party. Disciplined and single-minded, working tirelessly to forge alliances between individual Democratic elected officials and business groups, zealously promoting the political fortunes of their stars, and publishing a dizzying array of white papers and policy proposals, the DLC has given strategic coherence to what otherwise would have remained an inchoate tendency within the party. It has become a forum within which like-minded pro-business Democrats can share ideas, endorse one another, and commiserate about the persistence of the Old Guard.
SNIP...
One by one, Fortune 500 corporate backers saw the DLC as a good investment. By 1990 major firms like AT&T and Philip Morris were important donors. Indeed, according to Reinventing Democrats, Kenneth S. Baer's history of the DLC, Al From used the organization's fundraising prowess as blandishment to attract an ambitious young Arkansas governor to replace Senator Sam Nunn of Georgia as DLC chairman. Drawing heavily on internal memos written by From, Bruce Reed, and other DLCers, Baer says that the DLC offered Clinton not only a national platform for his presidential aspirations but "entree into the Washington and New York fundraising communities." Early in the 1992 primaries, writes Baer, "financially, Clinton's key Wall Street support was almost exclusively DLC-based," especially at firms like New York's Goldman, Sachs.
The DLC's investment in Clinton paid off, of course, after the 1992 election. Not only did the DLC bask in its status as idea factory and influence broker for the White House, but it also reaped immediate financial rewards. One month after the election, Clinton headlined a fundraising dinner for the DLC that drew 2,200 to Washington's Union Station, where tables went for $15,000 apiece. Corporate officials and lobbyists were lined up to meet the new White House occupant, including 139 trade associations, law firms, and companies who kicked in more than $2 million, for a total of $3.3 million raised in a single evening. The DLC-PPI's revenues climbed steadily upward, reaching $5 million in 1996 and, according to its most recent available tax returns, $6.3 million for 1999. "Our revenues for 2000 will probably end up around $7.2 million," says Chuck Alston, the DLC's executive director.
While the DLC will not formally disclose its sources of contributions and dues, the full array of its corporate supporters is contained in the program from its annual fall dinner last October, a gala salute to Lieberman that was held at the National Building Museum in Washington. Five tiers of donors are evident: the Board of Advisers, the Policy Roundtable, the Executive Council, the Board of Trustees, and an ad hoc group called the Event Committee--and companies are placed in each tier depending on the size of their check. For $5,000, 180 companies, lobbying firms, and individuals found themselves on the DLC's board of advisers, including British Petroleum, Boeing, Bristol-Myers Squibb, Coca-Cola, Dell, Eli Lilly, Federal Express, Glaxo Wellcome, Intel, Motorola, U.S. Tobacco, Union Carbide, and Xerox, along with trade associations ranging from the American Association of Health Plans to the Pharmaceutical Research and Manufacturers of America. For $10,000, another 85 corporations signed on as the DLC's policy roundtable, including AOL, Blue Cross Blue Shield, Citigroup, Dow, GE, IBM, Oracle, UBS PacifiCare, PaineWebber, Pfizer, Pharmacia and Upjohn, and TRW.
And for $25,000, 28 giant companies found their way onto the DLC's executive council, including Aetna, AT&T, American Airlines, AIG, BellSouth, Chevron, DuPont, Enron, IBM, Merck and Company, Microsoft, Philip Morris, Texaco, and Verizon Communications. Few, if any, of these corporations would be seen as leaning Democratic, of course, but here and there are some real surprises. One member of the DLC's executive council is none other than Koch Industries, the privately held, Kansas-based oil company whose namesake family members are avatars of the far right, having helped to found archconservative institutions like the Cato Institute and Citizens for a Sound Economy. Not only that, but two Koch executives, Richard Fink and Robert P. Hall III, are listed as members of the board of trustees and the event committee, respectively--meaning that they gave significantly more than $25,000.
CONTINUED...
http://prospect.org/article/how-dlc-does-it
Open minded Democrats today must ask: Why did Clinton Foundation grab the DLC's files after the organization disbanded?
11 replies
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