Ed Pastor

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, I would like to congratulate Olga Aros, the winner of the National Hispanic Corporate Council's [NHCC] Visionary Award, presented to her at the NHCC's 10th anniversary dinner. Ms. Aros currently works as the staff director for diversity development at McDonald's Corp., where she has the opportunity to lead the corporate efforts to reach out to the Hispanic community. She was one of the original board members of NHCC, and served as its first president. She has tirelessly worked for the advancement of Hispanics, using her positions in marketing, human resources, public affairs, and her community service to promote Hispanic causes. It is safe to say that without the vision and effort of Ms. Aros, the NHCC wouldn't have achieved the great success that it has over the past 10 years. She was a driving force behind the council's inception and its formidable expansion. Its success is a testament to her abilities, and I ask my colleagues to recognize the considerable accomplishments of Ms. Aros.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, during rollcall vote No. 760 on the Journal, I was unavoidably detained. Had I been present I would have voted ``yea''.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, again, we say the Speaker made a mistake. Last weekend I happened to be in Phoenix with a number of senior citizens at a senior housing project, El Prima Vera, and they were concerned that we were taking away Medicare. I said, what is it, the Democrats in the debate scaring you? They said, no, our fear has been reassured, reconfirmed, because we have heard the Republican leadership plan and clear, plain English, with the Senate President telling us that he did not support Medicare because he thought it would fail, which is false because that is a safety net that many seniors today rely on to get their medical health care. And then to top it off, it was the Speaker who was not concerned about the administration but who wanted to abolish Medicare, and that is the plain English truth.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, I rise today to recognize the winners of the U.S. Small Business Administration's 1995 Minority Retail Firm of the Year for the Western region of the United States, the El Rio Bakery of Tucson, AZ. First opening their business over 20 years ago, Sabino and Artemisa Gomez started a small Mexican bakery, working together 7 days a week in an effort to achieve the American Dream. Sabino Gomez had come to the United States in his early twenties, when a local baker recruited him from Mexico in exchange for a good wage and the opportunity for legal immigration to the United States. After meeting his wife, Artemisa, in 1968, the two opened El Rio Bakery in 1971 selling traditional baked goods. Several years later, they expanded into the wholesale market, selling their products to the local supermarkets and restaurants. Today, they employ 22 people, still work side by side for up to 15 hours a day, and have realized their dreams. I congratulate the Gomez family on their successes, and wish them the best of luck in their future endeavors.

Mr. PASTOR

Mr. PASTOR. Mr. Chairman, this is in response to the question that the distinguished gentlewoman from Connecticut asked me to consider. Mr. Chairman, I have two daughters and they are in their mid-20s. My wife and I expect that they will have happy lives and we hope that they have children and are very productive. We pray to God that our daughters will never in their pregnancy have to face a situation in which their life is threatened or the fetus is developing in a very abnormal way. But, Mr. Chairman, if God wills it, then we hope that the decision of this medical practice will be determined by a doctor and not a politician. Mr. Chairman, this bill will force doctors to decide whether or not to perform this medical procedure under the threat of civil and criminal prosecution, even though my daughter's life may be threatened.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, the other night I had the opportunity to attend the National Hispanic Corporate Council Institute's 10th year anniversary dinner. The featured speaker of the evening was Edward H. Rensi, the president and chief executive officer of McDonald's U.S.A. I found his remarks insightful, and I would encourage my colleagues to take the time to read what one of our Nation's top business leaders has to say about the benefits of diversity in today's economy. National Hispanic Corporate Council Institute--10th Anniversary (By Edward H. Rensi) On behalf of the McDonald's family, I want to congratulate the National Hispanic Corporate Council on its ten-year anniversary; thank you for your outstanding record in bridging the private sector with the Hispanic market; and we applaud your foresight in establishing the NHCC Institute. We are proud to be a charter member of the organization and look forward to partnering with you to fulfill the mission of NHCC for many years to come. I also want to thank you for honoring one of our own--Olga Aros. The McDonald's family knows what a special lady Olga is and how passionately she champions issues of concern and interest to the Hispanic community. And it is gratifying to see that an organization of your stature recognizes her commitment and dedication as well. So Olga, congratulations from all your McFamily. I want to discuss with you today one of the most important strategic business tools that corporate America has at its disposal to build new business. That tool is diversity. I want to tell you how we define diversity at McDonald's, How we use it as a business-building tool, And what each of us must do to ensure it remains a building block of our society just as the founding fathers affirmed equality into our Constitution and Bill of Rights. This is an issue of business, society and morality. We find ourselves at a crossroads in our country's history. At a time when people of different backgrounds and cultures play an increasingly important role in all aspects of our society, there are those who would turn the clock back. And I find that unconscionable and divisive. It runs counter to everything that our experiences at McDonald's have taught us and runs counter to my personal experiences. I'm proud of my Italian family and admire their hard work and self- determination. They built a better life in America. I know you feel the same way about your families. That concept of diversity--of many different people contributing to the common good--is what this country is all about. And when I hear people say that we should all speak one language, that we should not teach cultural history in the schools or our homes, I find that extremely disturbing. To deny our multi- cultural heritage is to deny history and forfeit our future. Social and market diversity are what makes this country great. And if you don't believe that, just try to imagine jazz, rhythm and blues without African-Americans; Tejano music without Mexican-Americans; or salsa without the blending of the Americas. I realize that I may be preaching to the choir. You wouldn't be here today if you weren't already believers in the value of diversity. The people I really want to talk to are those who are not here today. And what I would tell them is that they are missing out on a great opportunity to align themselves with an ever-changing marketplace, of which the Hispanic market is one of the most dynamic. Say what you will about affirmative action, immigration, bilingual education and other issues. At the end of the discussion, no company can ignore a market that is 30 million people strong with an annual purchasing power approaching $300 billion. Those are numbers that represent value and opportunity and that no company can ignore if they expect to remain competitive. Let's talk, then, about the many roles of diversity at McDonald's. [[Page E 2087]] Diversity at McDonald's is a tool that we use to strengthen our position as a global industry leader. Diversity plays a major role in our company's growth, and by integrating diversity throughout our business, we are able to more effectively build market share, customer satisfaction and profitability. As our society changes, we must incorporate the diversity of our customers into every facet of our operations. Diversity is not just the right thing to do, or the altruistic thing to do--it's the smart and business thing to do. If we can't rationalize diversity in our organizations on the basis of moral justification, on the basis of the Bill of Rights, or employee satisfaction, then we better rationalize diversity on the basis of economic growth. At McDonald's, we serve a diverse group of customers who demand a diverse menu of products. And we understand that if we want to win the business of those customers, we have to provide more than just great hamburgers and world class fries: we have to reflect the image of our diverse customers in everything we do--from staffing to marketing, franchising, business partnerships, and community involvement. Because if we don't look like our customers, talk like our customers and understand our customers, our customers will become someone else's customers. It's that simple. At McDonald's, diversity goes beyond race and gender. It means valuing and accepting unique abilities, perspectives, talents, backgrounds, and experiences. It means providing all individuals the opportunity to reach their full potential while contributing to the achievement of our corporate goals. And that all comes together, it makes McDonald's richer both financially and culturally. The story of how we have incorporated diversity into our competitive arsenal is one we are especially proud of. We have institutionalized concepts and curriculum like ``managing diversity,'' which teaches that specific skills are utilized and policies created that get the best from every employee. And education like ``valuing differences,'' which places an emphasis on the appreciation of differences and creates an environment where everyone feels valued and accepted. These are simple, basic concepts that we've had in our corporation many years, and that support our business goals. Let me tell you how these practices have worked for us in building marketshare: We've established a network of Hispanic owner/operators that has made us the undisputed quick service restaurant of choice with Hispanic consumers. And if you take the combined revenues of those franchisees--more than $600 million--it would comprise the largest Hispanic company in the country. We were one of the first companies to advertise on Spanish- language television some 25 years ago, and remain the largest single-brand advertiser today. And we will continue to do so because it sells hamburgers. We're proud of our Hispanic managers at all levels of the organization. They provide us with a broad range of life experiences and opinions that builds our business not only here but abroad. We buy hundreds of millions a year in goods and services from Hispanic firms--because they're the best in the field and they reflect our customers. And the entire McDonald's family of employees, franchisees, suppliers, the company and Ronald McDonald Children's Charities helps prepare the workforce of tomorrow through the RMCC/HACER [Hispanic American Commitment to Educational Resources] Scholarship Program. HACER is one of the largest Hispanic scholarship programs in the country with more than $2.4 million awarded since 1985. Just recently, RMCC acknowledged the good work of HACER with an additional $1 million matching grant. These are just a few of the numbers that exemplify our commitment to diversity and the success of that strategy. But what's more compelling are the human stories of Hispanic men and women within our system whose diverse backgrounds and perspectives contribute to our growth. People like Eduardo Sanchez, who started as a restaurant crew member 20 years ago and was recently appointed to oversee operations throughout Latin America and the Caribbean. People like franchisee Jose Canchola, who not only operates four restaurants with his family and is the former mayor of Nogales, but for the last 18 years has hosted an annual Christmas party for 2,000 underprivileged Mexican children. And people like Lupe Velasquez, who serves in the non- traditional female role of director of construction and helps to plan and build four to five hundred restaurants every year. These are the kinds of people who make McDonald's great. With stories and successes like that, it's hard to understand why anyone would question the value of diversity. There are many, many other examples of achievement, dedication and pride that put a special shine on our arches and we're proud of them all. Their stories speak well to the fact that McDonald's is an employer of opportunity. So what is our role--what can each of us do to assure that we leverage and maximize diversity for the benefit of our entire country. I have three thoughts: First, we must speak up and speak out for diversity. We must reaffirm our commitment and assume the responsibility of leaders. We know that erecting barriers between people is not what this country is all about. The kind of divisiveness that I see cannot go unanswered. We must all do our part to share our success stories and our triumps, and erase the spirit of negativity that is taking hold. Second, we must all make a personal commitment to do more. I've made a commitment on behalf of myself and McDonald's by agreeing to chair the NHCC Institute during its formative year because I believe in what it stands for and what it can do. I ask each of you to find a role you can play--either within your own company, your own community, or your own industry. And I should not need to remind you that this is no time for any company to retreat from its investment in the Hispanic market. And last, we must all set an example--to our employees, other companies, and the community at large. Let's all step forward, set the pace and provide leadership and inspiration for others. The time has come for us to stand together to turn the tide. Do we continue to construct new barriers, erase hard- fought accomplishments, or do stand up and say enough is enough? McDonald's is one company that is willing to step forward and say we believe in diversity, we will practice diversity in all we do, and we need diversity to build market dominance. I can assure you with every confidence that to follow that course will serve the best interests of our companies, our communities, and ultimately our country. Thank you very much. (Muchas Gracias).

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, I rise today to pay tribute to the Fowler School District No. 45 in Phoenix, AZ, on the occasion of its 100th anniversary. The year was 1895, Grover Cleveland was President of the United States and Arizona was a territory. Phoenix was a ranching and farming community with a population of about 4,500. On the west side of the Valley, F.M. Fowler established a home, butcher shop, and freighting business in the 1880s. The Fowler family donated land to build a new, brick school building on the present-day corner of 67th Avenue and Van Buren Street in Phoenix after the old wood-frame building burned. Phoenix School District No. 45 was renamed and will always be known as the Fowler School District. By today's standards, the school's beginning was modest. But for its time, the Fowler School was considered to be the best countryside school in Arizona Territory. On Friday, November 1, 1895, the Phoenix Daily Herald reported on ``An Elegant School House''. The article stated: The main class room of the school house is 30 x 50 feet inside with ceiling 14 feet high. It is well lighted on all sides and the ventilation is perfect. The main entrance to the building is approached by a flight of stone steps and is 6\1/2\ feet wide with an arch overhead. Inside is a short hall with cloak and hat rooms at either ends one of the lads and other for the lasses. Over the left cloak room which has an elegant bay window is the bell tower surmounted with a flag pole from which the stars and stripes will float on every school day. The building is surrounded by play grounds of four acres donated to the district by the Fowler brothers. There are about forty-six scholars in the district who will be welcomed to the new school house about the 20th of the month. Fowler family members served on the school's trustee board into the 20th Century. In 1916, the Fowler Women's Club organized. Beginning in 1933, the club sponsored free meals for children during the depression era. The Fowler PTA began in 1926 and continues today without interruption. The school district purchased 3\1/4\ acres of land in 1929. A new schoolhouse was constructed with six classrooms, four small rooms, an auditorium, a basement for heating facilities which also provided a place for teachers to retreat and smoke that forbidden cigarette. As Phoenix grew, so did the Fowler School District. In 1942, new classrooms, a kitchen, and dining hall were added to the grounds. A bus barn and new classrooms were built after World War II. The 1950s and 1960s were decades of tremendous growth for the historic school district. New laboratories, eight new classrooms, administrative offices, a school nurse and teachers lounge were constructed on this bulging campus. Portable buildings were added in the 1970s to meet the students' needs until 1983. Sunridge School was built in 1983 to house the kindergarten, first, second, and third grades while new classrooms and laboratories were added at the old Fowler school site. By 1987, the old main building was declared unsafe and was torn down. A new building with a kitchen/ cafetorium and five new classrooms were built in its stead. Ever expanding, the Fowler School District opened Santa Maria Middle School for sixth, seventh, and eighth grade students in 1994. A school that opened with 46 students in 1895 educates 1350 students in 1995. This 1895 modern, one-room school house on four acres of desert land grew to 29 classrooms, auditoriums, laboratories, and new schools on 20 acres of land. The Fowler School District has produced many local community members whose entire lives center around it. I am proud of the continuing success of the Fowler School District and salute them on the 100th anniversary. I hope that my colleagues will join with me today in wishing them and the people of the Fowler School District the best of anniversaries.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, I rise today to salute the American Legion Tony F. Soza Post 41 in Phoenix, AZ, on the occasion of its 50th anniversary and its history of service to the community. Since its original pledge at the inception of Post 41, originally named Thunderbird Post 41, to serve the disabled, the distressed, the widowed, and the orphaned, it has dutifully served those groups and far exceeded its mission. Post 41 has gone on to fund services and charities and provide a home for many organizations. It also has helped organize projects for the betterment of the Phoenix community. In October 1945, Post 41 was organized with a membership of only 16 dedicated veterans. Largely, the founding group was of Hispanic descent due to geographical and cultural circumstances. By November of that year, it received its charter. The post's first Commander, Ray Martinez, soon asked some prominent citizens to serve as an advisory committee and began lobbying for the property to build the post's home. Soon, construction of the post was finished and, with patriotism and dedication in their hearts and souls, the group moved on to other goals. They saw a great need for a baby clinic and in 1948, they set out to build one. It was the first baby clinic in the community. Post 41 also made commitments to children and youth programs like high school Oratorical competitions, baseball, Boys State, scholarship and school awards, Scouting, flag education, emergency assistance, and community service. They made holiday baskets for needy families and took on a city bond campaign to fund parks and recreation programs to help combat juvenile delinquency. And the post continued to grow. In 1957, it constructed the Rhonda Room, exclusively for members, which quickly became a popular gathering place for veterans and their families and friends. In 1961, it dedicated the Frank Fuentes Hall, a spacious hall with a separate bar and stage. The post also became a local meeting place for other organizations such as the Unit 41 Women's Auxiliary, the Airborne Luciano Maldonado Chapter, the American GI Forum, and the Vietnam Veterans organization. In 1990, the post built a new kitchen, dining room, and auxiliary quarters and since then, remodeling and new additions have enhanced the building and its services to its membership of more than 1,000 veterans. Throughout its history, Post 41 has undertaken huge and numerous tasks and accomplished them proudly. The organization has earned prestige and honor over the decades and earned an unparalleled reputation in the annals of American Legion history throughout the State of Arizona. Although most of its founding fathers have gone the way of old soldiers, they have left behind a strong inspiration that proudly drives the current members in their ongoing mission to serve their community. I am proud of the accomplishments of the American Legion Tony F. Soza Post 41 and for these reasons I hope that my colleagues join me today in wishing the post the very best in its continued service to veterans and the community.

Mr. PASTOR

Mr. PASTOR. Mr. Chairman, as we consider this sweeping piece of legislation today, let us at least make an attempt to honestly describe what is being proposed. To begin, we are reducing Medicare payments to hospitals and doctors. Secondly, we are increasing the premiums paid by beneficiaries. And, although we are considering some modest changes in how health services will be provided, the fact that Medicare payments are being cut and premiums are being increased remain the most salient features of the legislation. This is what most alarms me about this proposal. While the public is being told we need to make these changes in order to save the system, the fact of the matter is that the proposed cuts far exceed the amount needed. It is part A of Medicare which is scheduled to become insolvent by the year 2002 and its $90 billion which is needed to avoid this catastrophe. Yet, the combined cuts in payments to doctors and hospitals surpasses this figure. More startling is the fact the premium increases, which have nothing to do with keeping part A of Medicare solvent, will further reduce Medicare costs. The combined cuts, premium increases, and other changes to the system will reduce Medicare by $270 billion over 7 years. This leaves a large gap of $180 billion. Even a simple examination of this proposal yields numerous questions. Why are we proposing to wreck havoc in rural America by jeopardizing the delivery of health care there; Why are we proposing to increase premiums for beneficiaries, many of whom will only be able to make these payments through great personal sacrifice; and, why are we moving to undermine public hospitals? There are only two answers that are readily discernible. One is that excessive Medicare cuts facilitate a cut in taxes further down the road; the other is that these cuts could allow the budget deficit to be reduced by some factor. While I could support both tax and budget reductions, I cannot support such an effort under these circumstances. Why would we want to jeopardize the welfare of our senior citizens to either give more money to wealthier individuals or to reduce a budget deficit? Are there not more equitable approaches we could follow to achieve these goals? I would propose that, foremost, we consider sacrosanct the welfare of those who have made significant, lifetime contributions to this nation. Whatever approach we use to stimulate investment in this country should not be done on the backs of our senior citizens. Our budget deficit is real. Yet how can we in good conscience engage in this wholesale attack against senior citizens when other, more measured alternatives remain at our disposal? Let us make an honest effort to address our budget deficit problem without strangling our most vulnerable citizens. And, let us consider policies which stimulate economic activity without exacerbating our deficit.

Mr. PASTOR

Mr. PASTOR. Reserving the right to object, Mr. Speaker, I yield to the gentleman from Michigan [Mr. Ehlers] to explain the purpose of the concurrent resolution.

Mr. PASTOR. Mr. Speaker, further reserving the right to object, I yield to the gentleman from California [Mr. Lantos].

Mr. PASTOR. Mr. Speaker, with great support for this resolution and the ceremony, I withdraw my reservation of objection.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, recently, the Civil Service Subcommittee of the House Government Reform and Oversight Committee held hearings into the problems with the military health services system. Assistant Secretary of Defense for Health Affairs described the three biggest problems in military health care as ``access, access, access.'' Those of us who have military installations in our congressional districts are all too familiar with these problems. It is not unusual for our caseworkers to be helping military spouses or dependents receive health care treatment because they could not get a doctor's appointment at the on-base military clinic. In all fairness to the Defense Department, the Office of Health Affairs has been working to improve access. Last December, DOD announced it was expanding its health care program to provide military dependents and retirees with a triple option health care benefit. The cornerstone of the plan is the Tricare Prime option which affords beneficiaries the option to enroll in a managed care program. Beneficiaries will also be able to choose the current health care coverage provided under the CHAMPUS--now called Tricare Standard--fee- for-service program. The third option--Tricare Extra--will give beneficiaries access to a preferred provider plan. The Tricare plan leaves many questions unanswered, and many military families are skeptical that Tricare will increase access to the health care. Today, I am introducing legislation that would offer military beneficiaries the opportunity to participate in the Federal Employees Health Benefits Program [FEHBP] on a demonstration basis in States where beneficiaries care covered under the Tricare Program. FEHBP has been held up as a model for containing health care costs and providing access to Federal employees. Certainly, the military families and retired military personnel deserve the same health care access and advantage of the FEHBP's wide range of choices. The current system of providing health care to military beneficiaries on a space-available basis, through a priority system, is no more than rationed health care. Military beneficiaries deserve better, and I am confident that they will obtain better health care benefits through FEHBP. Mr. Speaker, this legislation is not perfect. It serves as a draft to be perfected. This bill will change as I receive comments from the Department of Defense, Office of Personnel Management, the military coalition, and other interested parties. It is my hope, however, that this vehicle will raise the issue to a level of debate that will enable us in Congress to seriously study merits of allowing military dependents and military retirees the opportunity to participate in the Federal Employees Health Benefits Program.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker will the gentlewoman yield?

Mr. PASTOR. Mr. Speaker, will the gentlewoman from Washington [Ms. Dunn] kindly explain the purpose of the resolution?

Mr. PASTOR. Mr. Speaker, there are many people who are responsible for bringing this resolution before the House today, and they all deserve our praise. There is one woman I would like to especially note. Joan Meacham, from Mesa, AR, served as president of the 75th anniversary of Women's Suffrage Task Force. I am delighted that my State of Arizona, through the fine efforts of Ms. Meacham, was well represented in this important event.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, it is with great remorse that I inform my colleagues on the passing of a friend and a great leader of our native American community: Mr. Peter Soto, chairman of the Cocopah Nation. Pete, as a young man, received his education in Yuma, AZ. A firm believer that education was the key to success, Pete devoted himself to pursuing a degree, which he attained at Harvard University. After graduating, Pete returned to the Cocopah Nation and served as tribal vice chairman. During his tenure as the vice chairman, Pete worked with the Indian Education Program and the Yuma High School district. Completing his term as vice chairman, Pete assumed a position with the Bureau of Indian Affairs Education Department. In that capacity, Pete was instrumental in developing and directing educational programs for the Bureau of Indian Affairs. Pete was a strong advocate of education and was dedicated to improving the educational opportunities for our native American youth. Through his endeavors many of our young native Americans have received, and continue to receive, an education. In 1990, Pete returned to his nation to serve as the Cocopah tribal business facilitator. Pete strove to enhance and implement economic development for the Cocopah Nation. During this time he also served his community as vice chairman of the board of commissioners for the housing authority. On July 8, 1994, Pete was elected as chairman of the Cocopah Nation. Under his leadership, the nation began an extensive program to make education available to all members of his nation. Pete continued his strong advocacy of tribal economic development, and strove to develop business enterprises and to attract business investment to his nation. I would also like to recognize Pete for his dedicated service in defense of our Nation. [[Page E 1831]] Pete served with the U.S. Army and was honorably discharged. I share with my friends of the Cocopah Nation a deep personal loss. The Cocopah Tribe has not only lost a great leader, but I have lost a dear friend. I request that my fellow colleagues join me in honoring and remembering this great man: Chairman Peter Soto of the Cocopah Nation.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, I would like to salute today a very special and esteemed member of this Nation's Hispanic community, Rita Di Martino. True leaders are the pillars that hold our communities together. They are our source of hope and inspiration. The Nation's Hispanic community is blessed by the presence of many of these heroes, many recognized, many not. Among these leaders, the name Rita Di Martino stands out as a symbol of courage, commitment, and selfless devotion to improving the educational and economic opportunities for Hispanics. Through example she has instilled in her community the importance of active political and civic participation and responsibility. Most importantly, she has led by principles of excellence and sincerity of spirit. Di Martino's professional career has been impressive. A native New Yorker, she began her career in the mid-70s at the New York State Department of Commerce. In 1979, Di Martino joined AT&T as managing director for the Caribbean and Central America as well as in public affairs and public relations. Since 1989, she has held the position of director of Federal Government affairs, where she assists in establishing and developing AT&T's relations with the administration, Congress, and State governments. Throughout the years, she has become AT&T's most valuable advisor in issue dealing with Hispanic affairs and multicultural issues in general. [[Page E 1764]] In addition to her responsibilities at AT&T, Di Martino is a member of the Council of Foreign Relations and the Conference Board; serves on the Executive Committee of the National Council of La Raza; is the Vice-Chair of the Congressional Hispanic Caucus; the National Hispanic Corporate Council; the Cuban American National Council; the National Association of Latino Elected and Appointed Officials; the U.S. Senate Republic Task Force; and is a Presidential Appointee to the USO World Board of Governors. In 1982, Di Martino was appointed by President Reagan as U.S. Ambassador to the UNICEF Executive Board. As head of the U.S. Delegation, she represented the interest of the U.S. and influenced policy regarding the relationship between the U.S. and UNICEF. Rita Di Martino has also been a pioneer of women's rights. She has been a first in many places where women, especially Hispanics, had not been able to conquer the barriers imposed by society. Recently, the Mexican American Women's National Association [MANA] established the Rita Di Martino Scholarship in Communication in recognition of her many accomplishments. The scholarship will be given to Hispanic women that excel in their professions and at the same time have a strong commitment for the betterment of their communities. I ask my colleagues to join me in honoring a remarkable woman and a true leader. Individuals like her serve as true role models for our future generations.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, the Hispanic Caucus has been a very active participant throughout the BRAC process. Our concern has been the closure of Kelly Air Force Base in San Antonio. We have worked in a bipartisan manner with out colleagues from San Antonio in order to ensure that the economic viability of San Antonio continues. As you heard this morning, and studies have shown, on the merits Kelly Air Force Base deserves to continue its mission. It has been very effective. It has been efficient and plays a vital role in the defense of this country. So on the merits alone, Kelly Air Force Base deserves to continue its mission. One of the concerns that we have as the Hispanic Caucus is that Kelly Air Force Base has been a long-time employer of the Hispanic community in San Antonio. To date, over 60 percent of the civilian employment base in Kelly is of Mexican-American descent. Kelly Air Force Base has had a long history in the Hispanic community. It has provided employment and in turn has provided opportunities for Hispanic families to better themselves. If Kelly Air Force Base is closed according to the BRAC recommendation, it will have a devastating effect in the Hispanic community of San Antonio, high unemployment, lack of opportunity for families to better themselves. Mr. Speaker, Kelly Air Force Base deserves to stay open, continue its mission on the merits, but it also needs to continue in order to ensure the well-being of San Antonians in Texas.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, I rise today to take this opportunity to pay tribute to a great man, a distinguished citizen, and a dear personal friend, Dr. Lincoln J. Ragsdale, Sr. Born on July 27, 1926, Dr. Ragsdale's accomplishments began early in his life. After serving in World War II, he graduated from the Prestigious Tuskegee Flying School in 1945 as a commissioned second lieutenant. In what would later shape much of his life, Dr. Ragsdale became the first black pilot at Luke Air Force Base in Litchfield Park, AZ. Following his military career, he continued his education with great success. He graduated magna cum laude from the California College of Mortuary Science in Los Angeles, CA. Continuing his education, he received an associate of arts degree from Phoenix College and bachelor of science degree from Arizona State University. Additionally, he held an honorary doctor of law degree from Shorter College and earned a doctor of philosophy degree in business administration from Union Graduate School in Cincinnati, OH. This was only the beginning. Dr. Ragsdale became a successful entrepreneur and a community activist. His accomplishments too numerous to mention, Dr. Ragsdale will always be remembered for his efforts as a civil rights leader. Having endured racism, discrimination, and injustice throughout much of his life, Dr. Ragsdale never forgot his roots. Many times, at the expense of his business endeavors, he devoted himself to fighting the racial barriers he had faced. In the 1950's and 1960's, he fought to end segregation in Phoenix and secure a better life for all men and women. He did this with passion and without fear of the consequences. The love and support of his family and strong belief in God served as his sources of strength. Dr. Lincoln Ragsdale's life and accomplishments embody the true values--love of family, nation, and God--that have made this a great country. A man of vision, he served as a source of inspiration and hope for many of us who have followed his steps in our struggle for equality and justice for all citizens. May his deeds and actions serve us all as a guiding light to lead our efforts in pursuit of a better tomorrow for generations to come.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, many knew Gilbert Ronstadt only as Linda Rondstadt's father. However, those who knew him well remember him as a man who embodied the values of love of country, family, and community. Born in 1911, before Arizona had become a State, Gilbert Rondstadt devoted his energies to helping shape Tucson into the vibrant and expanding city it is today. As a young man, he entertained many in his native town with his wonderful voice by singing on the radio, in nightclubs and theater stages around town. His love for mariachi music lived on in his family and was later immortalized through his daughter's now famous ``Canciones De Mi Padre'' album. After serving his country during World War II, he returned to Tucson to head the family hardware business. Throughout his life, his family responsibilities always received a high priority. Gilbert Rondstadt also showed a strong devotion for his community and its cultural heritage. He actively participated in the development and revitalization of downtown Tucson and served on numerous boards, including the Chamber of Commerce, the Tucson Trade Bureau, and the Arizona State Society. He was also active in helping establish trade relations between Mexico and the United States. An unassuming and simple man, Gilbert Rondstadt will be remembered in the community for his selflessness, the longlasting impact of his work in the community, and his farreaching pride in his culture and traditions. He leaves behind a legacy of goodwill and inspiration for those who choose the pillars of service and family as their sources of happiness. I ask my colleagues to join me in honoring the memory of a great man.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, I am saddened today by the recent death of a good personal friend and a friend of the community, Judge Thomas Tang. Born January 11, 1922, in Phoenix, AZ, the son of Chinese immigrants, Judge Tang served in World War II as a second lieutenant. He graduated from the University of Santa Clara, CA, and received his law degree from the University of Arizona in 1950. He enjoyed a long career in Government and law until being appointed to the Federal bench by President Carter in 1977. In a legal career spanning almost five decades, he served as a Phoenix City Council member, Maricopa County Superior Court Judge, Deputy County Attorney and Assistant Arizona Attorney General. Judge Tang's career also included years of private practice where he served on the Arizona State Bar Board of Governors until becoming its president in 1977. Known as an even-tempered and affable individual, he will best be remembered for his commitment to justice and fairness. A champion of individual rights, he was devoted to the advancement of minorities in the legal profession. Additionally, I would like to recognize Judge Tang's wife, Pearl Tang. A respected and well-known community activist, she has served as an advocate for the well-being of mothers and children in Arizona. I had the pleasure of working with her during my years as a Maricopa County Supervisor and treasure her friendship. I ask you to join her and my fellow Arizonans in sharing the loss of a great and noble man.

Mr. PASTOR

Mr. PASTOR. Mr. Chairman, will the gentleman yield?

Mr. PASTOR. I represent the urban areas of Arizona, Phoenix, Tucson, and these areas are surrounded by Indian reservations, and because the economic opportunities on many of these reservations are very poor, lack of jobs, lack of opportunities, many of my native American constituents move into the urban areas. I have to tell my colleagues that they are people who do not have the highest education, do not have the talents to get the best-paying jobs, and so they tend to live in areas, in school districts, that do not have the highest resources, and that translates into that many of these young native Americans who are in our elementary schools or secondary schools have special needs, have special problems which the public school needs to address, and these moneys which service native Americans who are living in urban areas are much needed. If there is one thing we need to do as adults, that is to ensure that our children are well educated, and these native Americans need these programs, need these resources, and I would think that all of us would want to ensure that the native Americans of this country would have the opportunities to better themselves. So I would ask all of my colleagues to support the Obey amendment because it brings hope, it brings opportunities, to native Americans who want to better themselves, and they live in the urban areas.

Mr. PASTOR

Mr. PASTOR. Mr. Speaker, I would like to take this opportunity to congratulate Ms. Karen D. Call who was one of 10 teachers nationwide to win the Reader's Digest American Heroes in Education Awards. Ms. Call has devoted her life to the noble profession of teaching. Her commitment to making a difference in other people's lives inspired her to develop a unique program that affects both young and adults. Seventeen years ago, she started teaching a supplemental, 30-minute extra reading class for at-risk children in the second grade. Understanding that more was needed for the children in Safford, a low- income, rural community where English was many times not spoken, she found a way to expand the program. It was transformed into a district wide-effort that reaches children from pre-school through high school. The uniqueness of the program lies in the inclusion of parents and children in the learning process. Classes now range from at-home learning for pre-school children to adult literacy to English-as-a- second language. By including parents in the process, attendance in her evening classes has grown from a few parents to over almost 70. By making her workshops a family affair, she has secured the success of her program. At a time when our children's education has become a national priority, true heroes as Karen Call serve as a source of inspiration and hope for others whose selfless devotion to the honorable profession of teaching remains unrecognized. For in the teachers like Karen Call lies the future of our youth and our nation. I send my sincerest congratulations to Ms. Call for this deserved recognition and applaud her commitment and dedication.