David Vitter

Mr. VITTER

Mr. VITTER. Mr. President, the opportunity to buy from local businesses affords consumers fresher and higher quality products, but it also gives them the chance to support the communities in which they operate. In that spirit, I am proud to recognize Three Brothers Farm of Youngsville, LA, as Small Business of the Week for their commitment to bringing high-quality locally grown products to restaurants and consumers all around the State of Louisiana. Three Brothers Farm in Lafayette Parish got its start in 1944 when it began producing fresh, all natural fig preservatives. They traveled to farmer's markets all across the State to bring their quality products to the masses. For years they enjoyed growth and success in the fig industry; however, in 2005, when Hurricane Rita came ashore bringing 22 consecutive hours of salty gulf rain with it, Three Brothers Farm faced an unprecedented challenge. The result of such extended rain was devastating to the fig tree population on the farm and dramatically decreased Three Brothers Farm's ability to produce enough figs to supply the demand. Instead of giving up, the owners turned their efforts to a new endeavor and began to develop the sugar aspect of the business. Under this new direction, the farm added an FDA-approved kitchen to be used to scrub raw sugar and thus be able to provide it to area restaurants and co-ops. Their venture paid off tremendously as they now have 29 acres of naturally produced sugarcane and Celeste figs, which allows them to service some of the best restaurants in Louisiana including the Besh Restaurant Group, Herbsaint, Cochon, and Le Petite Grocery, amongst many more. Congratulations again to Three Brothers Farm of Youngsville, LA, this week's Small Business of the Week, for their dedication to providing Louisiana with ``Certified Cajun'' products and I look forward to your continued growth and sweet success.

Mr. VITTER

Mr. VITTER. Mr. President, as this body continues to honor the importance and contributions of the small business community across America, I would like to specifically recognize MetalCraft Manufacturing of Shreveport, LA, as Small Business of the Week. After years of experience as an engineer and businessman, Todd Leleux acquired MetalCraft Manufacturing in 2008. Building upon his extensive background in the oil and gas industry and MetalCraft's history of providing top of the line metal manufacturing and customer service, Leleux quickly grew the company's manufacturing in a few short years. With an increasing client base, Leleux sought to expand to Lafayette, LA, in 2011. During this process, he included Garland Champagne and Jeff Prejean as co-owners who brought over 70 combined years of experience in down hole oil tools. Over the years, MetalCraft has helped provide high-quality products to industry leaders such as General Electric, GE, and the Halliburton Company, while also delivering their signature level of service to all clients, regardless of size. Today MetalCraft continues to serve Louisiana with the highest level of expertise and craftsmanship to industry, ranging from agriculture to petroleum. MetalCraft has and will continue to offer quality employment opportunities to Louisianians for many years to come. Congratulations again to MetalCraft Manufacturing for being selected as this week's Small Business of the Week, and I look forward to your continued growth and success.

Mr. VITTER

Mr. VITTER. Mr. President, as I continue to honor the success and contributions of the small business community in the United States, I would like to honor the work of Paradise Outfitters, LLC, located in Venice, LA, as this week's Small Business of the Week. Paradise Outfitters, LLC, has become a premier deep sea charter fishing company, not only in Louisiana but throughout the entire gulf region. Captain Hunter Caballero opened his doors almost a decade ago, following the devastation of Hurricane Katrina. An accomplished angler who holds the Louisiana State record for big eye tuna, Captain Caballero's work has been featured in Saltwater Sportsman, Louisiana Sportsman, the Waterman's Journal, among others. Captain Caballero started with only one boat and a small crew but now has a fleet of 4 boats, employs 4 captains, and a crew of roughly 10 to 20 individuals, depending on the fishing season. Paradise Outfitters delivers essential services in fishery management while contributing to the commercial and economic development essential to keeping Louisiana competitive. I am proud to support Louisiana's reputation as the ``Sportsman's Paradise,'' and companies like Paradise Outfitters, LLC, provide unparalleled services that help Louisiana uphold that moniker. In the wake of Hurricane Katrina in 2005 and even during the BP oilspill in 2010, Captain Caballero and his crew continued providing a significant boost to our State's irreplaceable tourism industry and have allowed us to showcase the unique and wonderful fishing opportunities that only Louisiana can provide. I would like to congratulate Paradise Outfitters, LLC, once more and thank their team for the services they have provided throughout our State's most challenging times. I look forward to seeing their continued success and applaud them for giving people the unique experiences one can only find in Louisiana.

Mr. VITTER

Mr. VITTER. Mr. President, oftentimes the truest test of a small business's strength is its longevity. In Louisiana, our small businesses have worked through countless challenges and survived for generations to improve the lives of their neighbors and make substantial contributions to the economy. In honor of their 175th anniversary, I would like to present Morris & Dickson Co. LLC of Shreveport, LA, with the Senate Small Business Legacy Award for the important achievements of this Louisiana-based small business success story. In 1841, John Worthington Morris opened J. W. Morris & Co., an independent pharmacy in downtown Shreveport, LA. Working out of a single riverfront warehouse, J.W. first received goods by steamboat from New Orleans and with the help of his brother, Thomas Henry, ran his namesake small business until his death 12 years later. A second generation of the Morris family continued J.W.'s legacy until Claudius Dickson bought the business in 1899, renaming it to be Morris & Dickson Co. Claudius worked with members of the Morris family to grow their wholesale pharmaceutical business. As technology improved, with new railway lines and gasoline-powered trucks, Morris & Dickson Co. embraced the revolutionary improvements to distribute their pharmaceuticals in Louisiana and the surrounding States. In order to survive the Civil War, the Great Depression, as well as the day-to-day struggles of running a successful business, the leaders of Morris & Dickson Co. took advantage of each technological improvement to ensure the company would stay afloat. It wasn't until the 1980s that Morris & Dickson Co. grew exponentially and became a nationally recognized competitor. At the time, Morris & Dickson Co. was working out of the same building it had first moved into in 1905. Nearly eight decades later, they were still transporting goods in a manual freight elevator and used a dumbwaiter or rope bucket to send orders upstairs. Claudius's son Markham Allen Dickson recognized that major changes had to be made and, much like his predecessors, had an immense respect for technology's growing influence. M. Allen's foresight and ingenuity allowed the family-owned business to grow to become the region's leading wholesale drug distributor. He moved the company out of downtown Shreveport, utilized the early use of computers, and under his leadership, Morris & Dickson Co. exploded on the national wholesale pharmaceutical scene. By 2013, Morris & Dickson Co. was the fourth largest pharmaceutical distributor in the Nation. Still driven by the 175-year old ambition to elevate the standard of patient care for their neighbors and community, today Morris & Dickson Co. is run by M. Allen's son, Paul Dickson. Morris & Dickson Co. has a well-earned reputation for persevering through many hardships by embracing innovation in order to harness the power of an ever-changing economy and increasingly technology-driven world. Today Morris & Dickson Co. provides operational and logistic innovation support for independent pharmacies. This includes everything from on-time delivery of pharmaceutical inventory to inventory management software. With Morris & Dickson Co.'s help, independent pharmacies in 14 States can focus on supporting and improving the health of their local communities, while also remaining financially solvent. This Shreveport-based family-run business is a great example of the American dream in action, and companies like Morris & Dickson certainly serve as role models for the next generation of entrepreneurs. I congratulate the hard-working folks at Morris & Dickson Co. LLC on 175 years in business and for the well-deserved honor of the Senate Small Business Legacy Award.

Mr. VITTER

Mr. VITTER. Mr. President, small businesses have the unique ability to connect with and inspire members in their communities. It is especially noteworthy when these businesses are able to inspire their neighbors through a creative use of the arts. This week I am proud to honor Moonbot Studios of Shreveport, LA, as Small Business of the Week, for their commitment to captivating the imaginations of folks of all ages through beautiful animation and superb storytelling. In 2009, three visionary artists--Bill Joyce, Brandon Oldenburg, and Lampton Enochs--hatched a revolutionary idea: open a full-service design and production studio in Louisiana's budding entertainment hub, Shreveport, LA. The trio aimed for creating and producing visually stunning and intricately told stories for folks of all ages. Helmed by Joyce, a former illustrator for Disney/Pixar, and Oldenburg and Enochs, two successful entertainment-industry professionals, the group began producing top-notch and award-winning animated short films and digitally animated books and cell phone apps. The experience of these talented professionals helped shape the first major animation studio in Louisiana. Today Moonbot has grown into an award-winning team of 50 employees ranging from animators, illustrators, and a large film and marketing team creating beautiful stories that capture the imaginations of folks both in Louisiana and around the world. Currently, the studio is working with Amazon Studios in creating and producing a new animated children's show to be streamed on the popular Amazon Prime Web site. Additionally, the group boasts a number of prestigious awards including a handful of Emmy Awards and an Oscar for best animated short film with their original production ``The Fantastic Flying Books of Mr. Morris Lessmore.'' Congratulations again to Moonbot Studios for being selected as Small Business of the Week. Thank you for your commitment to inspiring our next generation of Louisiana artists and storytellers. I look forward to seeing your continued growth and success.

Mr. VITTER

Mr. VITTER. Mr. President, family-owned small businesses are essential to keeping our homes and businesses running and providing much needed jobs in our local communities. The skill set and level of service from these small businesses drive our communities to succeed and are the backbone for our economic success. This week, I would like to recognize Kelly Plumbing, Inc., of Monroe, LA, as Small Business of the Week for their commitment to customers and exceptional service in northeast Louisiana. Kelly Plumbing was founded in 1928 by Ernest and Vivian Kelly in their hometown of Monroe. Since 1928, the company's focus on customer satisfaction not only makes them a premier plumbing service but has allowed them to survive the economic downturns and recessions that our Nation has faced since the Great Depression. After 88 years, the Kelly family continues to provide exceptional plumbing and home repair services to members of their community, building a successful business that offers its expertise to countless costumers in the Monroe and West Monroe communities. This success has allowed the owners to pass down their business for three generations and is now currently operated by Bobby Kelly, Jr. Kelly Plumbing's focus on customer and quality service has not gone unnoticed, as they were awarded DeltaStyle Magazine's ``Best Plumbing Company'' of 2016. This is further proof of the strength and success a small business can have in conjunction with hard work and maintaining strong family values. I once again would like to congratulate Kelly Plumbing, Inc., for their perseverance and am proud to honor them as Small Business of the Week. I look forward to seeing their continued growth and success.

Mr. VITTER

Mr. VITTER. Mr. President, small businesses in Louisiana play a major role in their local communities and economy, and far more often than not, they support and showcase the values and livelihood of the people around them. In that spirit, I would to recognize Maggio Grocery and Deli of Bossier City, LA, as Small Business of the Week. In 1923, Sam and Mary Maggio opened Maggio Grocery along the Red River in Bossier City, LA. An Italian immigrant and World War I veteran, Sam built the grocery store with the goal of providing his Bossier City neighbors with the highest quality groceries, meats, seafood, and service-with-a-smile one could find in the community. Even with a friendly rival grocery store across the street, Sam found success with Maggio Grocery and eventually passed the business along to his two sons, Joe and Charlie. These days Maggio Grocery is run by Charlie's son, Vince, and his wife, Sharon, who work to make sure the family's namesake grocery store maintains the same traditions that have lasted three generations. Even with the prolific growth of supermarkets, 93 years later, Maggio Grocery continues to thrive in northwest Louisiana and remains in its original location on Thompson Street. I would like to congratulate Maggio Grocery and Deli for being recognized as Small Business of the Week, and I look forward to their continued growth and success.

Mr. VITTER

Mr. VITTER. Mr. President, down in the Bayou State, our generations-old recipes are well regarded and in high demand. This week I would like to recognize Lasyone's Meat Pie Restaurant of Natchitoches, LA, as Small Business of the Week, for their commitment to supporting the local economy and keeping the tradition of southern cooking alive and well. In the 1950s, James Lasyone was the butcher for the Live Oak Grocery and began experimenting with a meat pie recipe. In the years that followed, Lasyone's recipe became a local favorite, which led to the 1967 opening of Lasyone's Meat Pie Restaurant in historic downtown Natchitoches. A few years later, the editor of House Beautiful Magazine dropped in, and Lasyone's Meat Pie Restaurant soon began receiving national recognition. Today Lasyone's original recipe is a well-kept secret, but Chefs Angela Lasyone and Tina Lasyone Smith continue to share meat pies with the community, along with several other staples of Southern cuisine, including crawfish pie, red beans and sausage, dirty rice, southern fried catfish, bread pudding with rum sauce, and chicken and dumplings. In their nearly 50 years of operation, Lasyone's Meat Pie Restaurant has been praised in national newspapers, including the Chicago Tribune and the New York Times, major television shows On the Road with Charles Kuralt and Good Morning America, and even in international publications from France, Italy, and Spain. Congratulations again to the Lasyone's Meat Pie Restaurant for being selected as Small Business of the Week. I look forward to my next visit to Natchitoches to have another one of your delicious meat pies and wish the entire team at Lasyone's continued growth and success.

Mr. VITTER

Mr. VITTER. Mr. President, the success and stability of the Bayou State's economy works largely in conjunction with the abundance of natural resources at our fingertips. Considering the variety of industries that work in and around Louisiana's vast coastline, it is important to have a solid water infrastructure system in place. A veteran-owned small business based in Slidell, LA, has been building that water infrastructure for the citizens of south Louisiana for nearly 70 years. I would like to recognize Lamulle Construction, LLC, as Small Business of the Week. It was during World War II when E.J. Lamulle served in the U.S. Army and learned the skill of pile driving. Lamulle's regiment was responsible for building docks off islands in the Pacific Ocean so Allied ships could drop off supplies. After the war, Lamulle returned to Louisiana in 1947 to find his home devastated by a hurricane. When rebuilding his home, Lamulle used his pile driving skills to protect it from future storms, and when his neighbors took notice of his work, Lamulle inadvertently started his namesake construction company. Over the next several decades, Lamulle Construction grew to specialize in constructing residential and commercial waterfront projects, including bulkheads, docks, piers, and bridges. Today, E.J. Lamulle's son David manages the family-owned small business, which has grown to employ 25 crewmembers and 8 administrators who maintain the high level of service and attention to detail that the company has become known for. Congratulations to the great team at Lamulle Construction for being selected as this week's Small Business of the Week, and I look forward to your continued growth and success.

Mr. VITTER

Mr. VITTER. Mr. President, over the past several years, small locally owned breweries have exploded in popularity across the country, and Louisiana is no exception to this trend and is home to a number of small breweries that have gained regional and national success. As such, I would like to recognize Great Raft Brewing Co. of Shreveport, LA, as this week's Small Business of the Week. In 2013, Andrew and Lindsay Nations opened Great Raft Brewing in Shreveport's historic Highland neighborhood with the mission of creating fresh craft beer that complemented the lifestyle and cultures of northwest Louisiana. Having fallen in love with craft beer while living in Washington, DC, the Nations set out to share their passion with their native northern Louisiana. In October 2013, Great Raft Brewing Co. made history by selling the first locally made beer in Shreveport since Prohibition and quickly cemented themselves as a new pillar of their community. Named for the ``Great Raft'' logjam that once prevented travel along the Red River, Great Raft Brewing remains committed to their community, hosting numerous charity and festival events each year and representing northwest Louisiana culture at events around the county. In late 2013, Great Raft Brewing Co. opened their tasting room, originally serving their three flagship brews before expanding to offer a number of limited release and seasonal beers. In a span of 3 years, Great Raft Brewing Co. has been able to expand to a level that allows them to distribute their beer all around the State of Louisiana, as well as garnering regional and national success, including being recognized as one of the South's Best Breweries by Southern Living Magazine, a Best American Lager by Food & Wine Magazine, a Best Coffee Beers in the World by Men's Journal, and numerous other recognitions in State, local, and national publications. Congratulations to Great Raft Brewing for being named this week's Small Business of the Week. I have no doubt that this local brewery will continue to thrive and provide great beer for the people of Louisiana in the years to come.

Mr. VITTER

Mr. VITTER. Mr. President, with the recovery of the south Louisiana community underway, I would like to recognize Hook & Boil of Broussard, LA, as Senate Small Business of the Week. The folks at Hook & Boil played a significant role in serving its neighbors during the recent devastating floods and its selfless action in the midst of such widespread devastation is a shining example of the commitment to community and service among all Louisianians. Mark Alleman, a third-generation crawfish famer and chef, began his culinary career by starting his own catering company, Cravin' Cajun Seafood. His skillful combination of Cajun flair with a wide range of local ingredients caught on quickly, and its tremendous success led Mark to expand his operations into Hook & Boil, the full- scale restaurant and catering business we know today. The new Hook & Boil strives to provide the ultimate Cajun experience. This experience, however, would be incomplete without a strong bond and commitment to the greater Broussard community. This commitment was on full display during the recent fallout from the tragic flooding of southern Louisiana. Despite waters rising to over an inch in his own house, Alleman and his team at Hook & Boil served over 2,000 meals to those in need. With a crew of three Hook & Boil employees and a few locals with high vehicles, the team delivered food to affected neighborhoods throughout the community. Although the Hook & Boil team was small, its impact was wide-ranging and felt throughout the entire city. This generosity and service is deserving of the deepest gratitude and respect, and I would again like to give my sincerest thanks to Hook & Boil for its remarkable service and action during such a tragedy. This showcase of service has not only bolstered community pride but shines as a light and tremendous example of unity, compassion, and human spirit. I look forward to your continued growth and success.

Mr. VITTER

Mr. VITTER. Mr. President, for over 60 years, one small business based out of Pineville, LA, has played a major role in building central Louisiana and creating hundreds of jobs along the way. This week, I would like to recognize Hayes Manufacturing as Small Business of the Week. In the early 1950s, James Hayes, Sr., worked in a local fabrication shop and quickly realized that he could produce a better product on his own. Working out of his garage with a welding machine mounted on a Model-T Ford, Hayes, Sr., established his namesake manufacturing small business in 1954. Over the next two decades, Hayes, Sr., acquired a small machine shop and successfully provided steel manufacturing products for central Louisiana. In 1972, his son James Hayes, Jr., joined the family business, and was shortly followed by his brother Cliff. Under their combined leadership and vision, Hayes Manufacturing has grown to become one of the highest regarded steel fabrication shops in the south. Today Hayes Manufacturing is one of three divisions under the Hayes Companies, which is operated out of a 13-acre property in Pineville. Hayes Manufacturing regularly partners with the local community to give back. Following the deadly, historic flooding in south Louisiana this August, Hayes Manufacturing organized volunteers to help Baton Rouge families repair their flooded homes. Hayes Manufacturing has also worked with the State and local governments in public-private partnerships that build Louisiana's infrastructure and grow hundreds of direct and indirect jobs. In 2011, as the CEO of the Hayes Companies, James Hayes, Jr., was awarded Small Business Person of the Year by the Central Louisiana Chamber of Commerce. Congratulations to the entire team at Hayes Manufacturing for being selected as Small Business of the Week, and I look forward to your continued growth and success.

Mr. VITTER

Mr. VITTER. Mr. President, in Louisiana, football is a way of life, with the players often competing to be seen as role models to the young folks in our community. The Louisiana State University Fighting Tigers, arguably one of the best college football teams in the country, is a prime example of this and boasts many outstanding players that influence and inspire their community, State, and Nation. This week, I would like to recognize the ventures of one such student athlete as Small Business of the Week. For his commitment to serving the Baton Rouge community and inspiring entrepreneurship among young folks across Louisiana, I am very proud to honor Lewis Neal and Hair Factory of Baton Rouge, LA, as the Senate Small Business of the Week. North Carolina native Lewis Neal isn't your typical entrepreneur. A senior at LSU this year, Neal began his entrepreneurial endeavors in high school when he participated in day trading on the Foreign Exchange market, something he continues to do. Neal's entrepreneurial talent led to him and a friend creating a smartphone app, and his love for the city of Baton Rouge inspired him to recently become co-owner of Hair Factory, joining Joan Campbell, whose family opened the local salon in 1986. After the police shooting in July rocked the Baton Rouge community, Neal and Campbell showed their commitment to their community by offering free Hair Factory haircuts to local members of the military, along with first responders and their families. Congratulations to Lewis Neal, Joan Campbell, and the entire Hair Factory team for being selected as the Small Business of the Week, and I thank them for their commitment to the Baton Rouge community and providing for those who serve us daily.

Mr. VITTER

Mr. VITTER. Mr. President, the people and businesses of Louisiana have continued to display remarkable strength, perseverance, and selfless service throughout the ongoing flooding and fallout in the State. Celtic Media Centre is certainly no exception to this outpouring of help and determination in its efforts to aid the community, and for this reason, I would like to recognize this fine company as Small Business of the Week. Without its willingness to accommodate any and all victims at a moment's notice, over 2,000 people would have been left to weather the catastrophe alone and with no roof over their heads. Celtic Media Centre, CMC, was founded by Brendan O'Connor in 2005 and has become the largest film and television production studio in the State of Louisiana. A Baton Rouge-based company, CMC originally catered exclusively to the smaller independent film industry. However, after continued success and expansion, the company now boasts an impressive resume, including major productions such as ``True Blood'' and ``Twilight Saga: Breaking Dawn Parts 1 and 2.'' Brendan's son Michael took over as president and CEO after his father's unfortunate passing in 2009, and Patrick Mulhearn was brought on as the executive director of studio operations. Under their leadership, the studio has blossomed into what it is today. The recent flooding in Louisiana is not the first time that Michael and Patrick teamed up to help the community. In 2012, after signing an agreement to aid the Red Cross during disasters, CMC provided shelter to over 500 Red Cross volunteers in the aftermath of Hurricane Isaac. This experience became vital for the much bigger task they had to face during the recent floods. Although no State or Federal contract was in place in advance, Mr. O'Connor gave Patrick the green light when a phone call came through from the Office of Emergency Preparedness at 3:05 a.m. August 14 to do whatever was necessary to help the increasing number of victims seeking shelter. Despite no time to prepare, CMC opened all its facilities and the buses of evacuees began to arrive at 5 a.m. Not only did Celtic take in over 4,000 evacuees at high water mark the first day and sheltered over 2,500 at night, they also welcomed all pets due to their longstanding pet-friendly policy. Although at first a struggle to provide anything but a roof and water, the operation ultimately expanded to include countless generous individuals and other companies throughout the area. Guests were able to enjoy a wide range of free desserts, gourmet coffee, moon bounces for the kids, live music, and even a special visit from the LSU football team. In addition, CMC was not only willing to host these thousands of victims and families, but the last evacuees did not leave until 12 days later. During one of the most trying times in Louisiana history, Celtic Media Centre not only showed its resolute dedication to the Louisiana community but did so for nearly 2 weeks straight. CMC is a remarkable example of true community spirit and selfless service. I would like to extend my humble gratitude to Celtic Media Centre for its tremendous efforts in service to the Louisiana families and communities affected by the horrific flooding. Actions like theirs truly embodies the American spirit of unity and service that is required in such times of need. I wish them the best in their ongoing recovery efforts and continued growth and success in the business world.

Mr. VITTER

Mr. VITTER. Mr. President, in the ongoing fight to rebuild much of south Louisiana after the devastating losses we experienced from widespread flooding, I am proud of the perseverance, resilience, and spirit of service clearly present amidst the efforts to restore and rejuvenate our great State. As such, I would like to recognize Clegg's Nursery and Naylor's Hardware and Garden Center of Baton Rouge, LA, as Small Business of the Week. Following the deadly, unprecedented flooding in south Louisiana this August, Clegg's Nursery has permanently merged businesses with Naylor's Hardware and Garden Center, whose facility was severely damaged. Their joint determination and commitment to helping other local businesses has inspired the Baton Rouge community to maintain a positive and selfless attitude and continue to lend helping hands to friends and neighbors during this time of loss and recovery. In 1955, Sam and Effie Clegg founded Clegg's Nursery in Baton Rouge, LA. They began by selling just a few plants from an empty lot on Florida Boulevard, but this quickly led to the opening of a small garden center on North Donmoor in Baton Rouge's Lobdell-Woodale neighborhood. In 1981, Sam Clegg sold the business to his son Marshall, who then expanded the family business to two other locations in Baton Rouge. In 1999, Clegg's was again sold to current managers, Scott Ricca and Tom Fennell, who dedicated themselves and the company to the same values, mission, and passion for gardening that both Sam and Effie Clegg envisioned over 40 years before. What started out as a plant stand in an empty lot has now developed into a wholesale growing operation with several locations throughout the Baton Rouge area. Today Clegg's owns over 40,000 square feet of commercial greenhouse space, with a dedicated staff committed to providing customers with the best locally grown plants in Baton Rouge. Amidst the devastating thousand- year flood disaster that has plagued our State in recent weeks, Clegg's has led by example and embodied the true spirit of service, specifically through its aid to Naylor's Hardware and Garden Center, another local hardware and garden store in the area. Following the storm, Naylor's was left completely and irreparably destroyed. Clegg's offered immediate help to its fellow company by giving jobs to several of Naylor's employees, including its owner, Johnny Naylor, and now is merging with the successful Naylor establishment to continue to supply the Baton Rouge community with the same great products and customer service all under one roof. Despite the tragic circumstances, Naylor's has found new life through Clegg's, which is a prime example of service, unity, and true community support. I would like to extend my deepest condolences to the friends and families of Naylor's for the loss of their business, while expressing profound admiration toward Clegg's for its remarkable display of true Louisiana strength and helping others in the community during this time of need. I am honored to name Clegg's Nursery and Naylor's Hardware and Garden Center as Small Business of the Week. I wish them all the best during this time of recovery and look forward to seeing their new growth and success as they embark on a new business venture together.

Mr. VITTER

Mr. VITTER. Mr. President, Louisiana plays a major role in keeping our Nation powered up and running, and our natural resources industry provides many crucial jobs to residents of the Bayou State. This week, I would like to recognize Central Crude of Lake Charles, LA, as Small Business of the Week. Central Crude was founded in 1974 with the goal of safely transporting crude oil while minimizing the environmental impact. Over the next two decades, Central Crude added numerous oil pipelines and terminals in order to expand their transportation capabilities and customer base in southwest Louisiana. In 2000, Central Crude expanded again by adding a state-of-the-art gas gathering system, which allowed them to provide full service capabilities to the natural gas market for the first time. Today, Central Crude operates 7 pipelines, a 260,000-barrel tank farm, a rail and barge terminal, and a trucking division. With the addition of these assets, Central Crude has been able to grow their business considerably, creating even more Louisiana jobs. The company now participates in the marketing and transportation of natural gas along with crude. Under the leadership of CEO Steve Jordan, this small business's consistent growth and expansion has made the company the largest privately owned crude oil purchaser in Louisiana. In addition to the excellent services they provide to the oil industry, I would also like to recognize Central Crude for their commitment to the highest level of customer service through their honesty, integrity, and reliability and for their consideration to all aspects of the community in which they serve. Congratulations again to Central Crude for being selected as Small Business of the Week, and I look forward to your continued growth and success.

Mr. VITTER

Mr. VITTER. Mr. President, Louisianians are constantly looking for a way to cool off from the summer heat, and one of the most popular ways to do so is by enjoying an ice-cold snowball. This week, I would like to recognize Brain Freeze Snowballs of Broussard, LA, as the Small Business of the Week. A stay-at-home mom, Kristi Broussard found herself with a lot of extra time once her daughter was old enough to go to school. With the neighborhood snowball stand recently vacated, Kristi and her husband, Colby, decided to buy the stand in 2014 and share their family's 50- year-old snowball recipes with the local community, including the popular Cheesecake Stuffed Snowball. Kristi and Colby bought a bright orange trailer and parked it on West Main Street and, since its opening, has attracted a loyal clientele that grows each year. Today Brain Freeze Snowballs is in the process of expanding to a new portable building, which will allow customers to try their snowballs without waiting in line on the side of a major road. The new building will complement the original bright orange trailer that is still used for local fairs and festivals. Congratulations again to Brain Freeze Snowballs for being selected as Small Business of the Week, and I look forward to your continued growth and success.

Mr. VITTER

Mr. VITTER. Mr. President, family-owned small businesses have a strong tradition in Louisiana and are the backbone of the business community. This week I would like to recognize Barry Concrete, Inc., of Lafayette, LA, as Small Business of the Week, which has been family- owned for three generations. Barry Concrete was founded in 1947 by Charles Weldon Barry, Sr., better known as ``Tex.'' After working as an electrician in the New Orleans Higgins Boat factory during World War II, Tex returned to his native Lafayette and established Barry Concrete. He successfully ran the company until his retirement in the late 1970s, when his son Charles Weldon Barry, Jr., better known as ``Buzzy,'' took the reins. Upon Buzzy's untimely death in 1991, his wife, Bonny, continued to run the business, persevering in the face of great difficulties in order to help her sons attend college. After all three Barry sons--Mitch, Patrick, and Brady--graduated, they each joined the family business and today oversee day-to-day operations as CEO, VP of operations, and quality control manager respectively. With four locations in Breaux Bridge, Lafayette, New Iberia, and Opelousas, Barry Concrete is well-positioned to provide concrete for a range of jobs in the Acadiana region. Barry Concrete is a nimble operation that can pour concrete on any scale, from residential driveways and wheelchair ramps to bridges, and even helped build the University of Louisiana-Lafayette's Cajundome. Congratulations, again, to the Barry family and the employees of Barry Concrete, Inc., for being selected as Small Business of the Week and for carrying on Louisiana's tradition of family-owned small businesses.

Mr. VITTER

Mr. VITTER. Mr. President, oftentimes the truest test of a small business's strength is its longevity. In Louisiana, our small businesses have worked through countless challenges and survived for generations to improve the lives of their neighbors and make substantial contributions to the economy. In honor of their 175th anniversary, I would like to present Morris & Dickson Co. LLC of Shreveport, LA, with the Senate Small Business Legacy Award for the important achievements of this Louisiana-based small business success story. In 1841, John Worthington Morris opened J. W. Morris & Co., an independent pharmacy in downtown Shreveport, LA. Working out of a single riverfront warehouse, J.W. first received goods by steamboat from New Orleans and, with the help of his brother, Thomas Henry, ran his namesake small business until his death 12 years later. A second generation of the Morris family continued J.W.'s legacy until Claudius Dickson bought the business in 1899, renaming it to be Morris & Dickson Co. Claudius worked with members of the Morris family to grow their wholesale pharmaceutical business. As technology improved, with new railway lines and gasoline-powered trucks, Morris & Dickson Co. embraced the revolutionary improvements to distribute their pharmaceuticals in Louisiana and the surrounding States. In order to survive the Civil War, the Great Depression, as well as the day-to-day struggles of running a successful business, the leaders of Morris & Dickson Co. took advantage of each technological improvement to ensure the company would stay afloat. It wasn't until the 1980s that Morris & Dickson Co. grew exponentially and became a nationally recognized competitor. At the time, Morris & Dickson Co. was working out of the same building it had first moved into in 1905. Nearly eight decades later, they were still transporting goods in a manual freight elevator and used a dumbwaiter or rope bucket to send orders upstairs. Claudius's son Markham Allen Dickson recognized that major changes had to be made and, much like his predecessors, had an immense respect for technology's growing influence. M. Allen's foresight and ingenuity allowed the family-owned business to grow to become the region's leading wholesale drug distributor. He moved the company out of downtown Shreveport and utilized the early use of computers. Under his leadership, Morris & Dickson Co. exploded on the national wholesale pharmaceutical scene. By 2013, Morris & Dickson Co. was the fourth largest pharmaceutical distributor in the Nation. Still driven by the 175-year-old ambition to elevate the standard of patient care for their neighbors and community, today Morris & Dickson Co. is run by M. Allen's son, Paul Dickson. Morris & Dickson Co. has a well-earned reputation for persevering through many hardships by embracing innovation in order to harness the power of an ever-changing economy and increasingly technology-driven world. Today, Morris & Dickson Co. provides operational and logistic innovation support for independent pharmacies. This includes everything from ontime delivery of pharmaceutical inventory to inventory management software. With Morris & Dickson Co.'s help, independent pharmacies in 14 States can focus on supporting and improving the health of their local communities, while also remaining financially solvent. This Shreveport-based family-run business is a great example of the American Dream in action, and companies like Morris & Dickson certainly serve as role models for the next generation of entrepreneurs. I congratulate the hard-working folks at Morris & Dickson Co. LLC on 175 years in business and for the well-deserved honor of the Senate Small Business Legacy Award.

Mr. VITTER

Mr. VITTER. Mr. President, I rise to honor two of my longest serving staff members who have been tremendous team leaders in our office: David Doss, my State director, and Nicole Hebert, my deputy State director. They are both, sadly, departing the Senate later this month to start exciting new careers. Nicole Hebert started with our team when I was first running for the U.S. Senate in 2004. Nicole is a Lafayette native and a native of the Acadiana region--or, Cajun country, as it is known--which was a key battleground in our election in 2004, in part because we were running against a local Cajun candidate in our jungle primary who was supported by my predecessor who was also from Acadiana. With Nicole's help, we shocked the entire State that year, winning with over 50 percent of the vote in the primary, forgoing the need for any runoff and winning Acadiana against a Cajun candidate--and Nicole was a big, important part of that victory. Nicole and her husband Tommy and Nicole's parents Lynne and Joey Durel were all incredibly helpful then and ever since then in helping me navigate the region and have always made me--as a guy from southeast Louisiana--feel right at home in that important part of the State. Nicole, Tommy, and Lynne have all been on my staff at one point or another, and all of them were just great at helping me loosen up, take off my tie, and relax. They were also great at helping explain the Boudreaux and Thibodaux jokes that everyone was laughing so hard at and I could barely even understand them. In Acadiana politics, you are nobody unless you are invited to a supper hosted by somebody named Trey, T-boy--or something like that, and I can't even count how many of those informal suppers I have been to and enjoyed with Nicole and her family. I will tell you, I have experienced some of the best food in the world at those great events-- boudin, crawfish pie, etouffe, and alligator sauce piquante--and, of course, all the festivals in Acadiana. I have been on so many pickup trucks and firetrucks--including an infamous one that broke down in the mud--for all of those Acadiana festivals: the Rice Festival, the Sugar Festival, the Frog Festival, the Crawfish Festival, and the Shrimp and Petroleum Festival. The fun list goes on and on. Even though it is technically work, I certainly enjoyed all that time with Nicole and the Hebert family, and often found myself with a stomach cramp when I left the region, not because I ate or drank too much--although that happened too--but because I was always laughing so hard in their company. Nicole and Tommy, their parents, and their two girls Hannah and Meredith, whom I have really enjoyed watching grow up, have all been a huge part of our Vitter family life. Wendy and I count them as dear friends, and we certainly will keep up with them through the rest of our lives. David Doss, our State director, was one of my earliest hires when I was first elected to the U.S. House. He is my State director and before that served as my district director in the U.S. House. I know all of our colleagues here can attest to the fact that having a great State director on top of things, really managing the State offices properly, is a key element of success in any Senate office. State directors are on the frontlines of everything. They always have to know what is on constituents' minds and what is happening around the State, and David has proven one of the great State directors in the country. We have dealt with more than our share of disasters in Louisiana, and there is no one else I would have guiding our office through all that than David. Following Katrina, he organized a mobile office so our State staff could get around to impacted areas. That continued following other disasters. After the BP oilspill, David organized an incredibly effective and efficient casework operation to help assist people with those important claims. David does it all. He has never been above any task, from seeing casework all the way through to the best possible outcome, to answering phones, to sorting through the mail when necessary, even to helping drive and getting me around the State. David manages our seven State offices--which, by the way, is more than any other Senator from our State has ever had. We have an office in the seven biggest metropolitan locations around the State. So that is no easy task for him to manage. He has to coordinate our staff's driving schedule from New Orleans to Lake Charles, to Shreveport, to Monroe--all that in the same day sometimes--to get me to every parish, every Congress, for townhall meetings, a pledge I made when I first ran for the Senate in 2004. Others have chosen to fly on private jets to get around the State, but David always organized for us to drive each leg of each journey to save taxpayer dollars and so we can see what is really happening on the ground in every parish of our great State. Sometimes David would be doing that driving himself. There was one time, of course, when we had to take away David's driving privileges for a while after he backed into a street sign with me in the car, but don't worry, no injuries--except possibly to David's pride for a while. Other than that minor accident, I would describe David's leadership of our State staff as really steady--a great leading, guiding influence, always a steady hand, always has an open line of communication, always listens well, always leads with that reassuring, steady hand. There are very few community meetings, ribbon cuttings, or luncheons, or events all around our State where we don't have our State staff in attendance, and David has really helped build and run that well-oiled State staff machine and that well-oiled constituent service machine. I have often said, the most fulfilling parts of my career are the relationships and friendships Wendy and I have built, including with our great staff. Wendy and I often consider staff an extension of our family. That is absolutely true for David and his wife Anne Mary and their daughters Julie and Jennifer. We wish them all the best as they start an exciting part of their lives. I thank Nicole and David for their wonderful service to Louisiana and for their friendship. We wish them all the best again as they start new parts of their careers. They are great individuals, they are great team leaders, and they are also great representatives of a wonderful State staff. I mentioned before we have seven offices around Louisiana. Each office has a strong presence in their regions and their communities. I think our State staff, in that presence, has created the gold standard for constituent service, in part because of David and Nicole's leadership, but we have also built a great team, without exception, in all seven of those offices. To me, success in Congress is not measured by how many bills or amendments you introduce or pass but how many people you help and impact in a positive way. And our staff has countless success stories through their important casework--really important casework wins--which sometimes actually changes people's lives in a major way for the better. It is because of this gold standard that our great State staff has developed that we decided to memorialize what we have collected as best practices in terms of constituent service. We are putting that into a guidebook related to constituent service, and I will be sending that guidebook to all of the major candidates who are running to fill this Senate seat. In the guidebook, we will go through those best practices on constituent casework, on helping people and organizations in the State navigate the Federal process applying for grants and the like. As to the important need of being open and accessible, how a Senate office can do that effectively, and maintaining constant lines of communication with our fellow Louisiana citizens, all of those best practices and good ideas will be going into this guidebook that will be available to my successor. Again, I want to thank David and Nicole and our entire State staff team for their years of dedicated service and success serving, really going above and beyond in serving the people of Louisiana. I yield the floor.

Mr. VITTER

Mr. VITTER. Mr. President, I rise today to highlight the importance and urgent need of the Water Resources Development Act of 2016 and the urgent need to bring it to the Senate floor and to act and pass it in the Senate. Unfortunately, there are many events, floods, and disasters around the country in recent times that highlight the need for this. The most recent--even more unfortunately, from my point of view--is in South Louisiana--the devastating thousand-year flooding in greater Baton Rouge and parts of Acadiana. WRDA 2016 addresses many of the needs that events like this highlight. It builds on the necessary commonsense reforms we made in 2014. It reinforces why Congress should be passing these water resource bills every 2 years. This is one of the reasons why WRDA has come out of both Senate and House committees with overwhelming bipartisan support. We can't continue to rebuild neighborhoods and cities time and again after disasters. We have to become more proactive in protecting life and property, more diligent in our oversight of the Corps of Engineers to ensure that projects are delivered on time, as well as more focused on creating real paying jobs that help grow our economy with the important work contained in these bills. Some of the highlights of WRDA 2016 that particularly impact Louisiana are as follows: First of all, let's go to the disaster area with this devastating flooding. As chair of the Senate Subcommittee on Transportation and Infrastructure and in light of that recent flooding, I added to this bill language that would expedite construction of the Comite River diversion and additional flood protection measures along the Amite River and tributaries in East Baton Rouge and adjoining areas. The Comite River project was first authorized by Congress in 1992, and it is one project that I have been pushing forward for several years. Had this project been completed, it absolutely would have dramatically reduced the flooding we recently saw in greater Baton Rouge. Constructing the remaining phases of the Comite River Diversion Project must be an absolute top priority, which means getting it ready to go, encouraging State and local officials to acquire the necessary footprint and mitigation lands. In addition, the WRDA 2016 bill authorizes the West Shore Lake Pontchartrain Hurricane Protection Project and the Southwest Coastal Louisiana Hurricane Protection Project. These projects will provide necessary protection for residents outside of the New Orleans Hurricane Protection System along I-10 and throughout communities in southwest Louisiana. We authorized the Calcasieu Lock, another vital project to reconstruct an aging lock to ensure safe, reliable transportation along the Gulf Intracoastal Waterway, a vital shipping lane. In the bill, we have additional reforms to the harbor maintenance trust fund. This extends vital programs for ports that move much of our Nation's energy commodities, that modernize cost shares to maintain our Nation's competitive advantage in the global economy and provide for additional operation and maintenance needs for small agricultural ports along the Mississippi River. We give authority for ports to get limited reimbursement for maintenance they perform using their own equipment for Federal navigation channels. This will help clear the bureaucratic logjam for routine maintenance and operations of our waterways in a very cost- effective way. We provide increases in beneficial use of dredge material. That is critically important for the restoration of our coast, including the placement of dredge material in a location other than right next to the existing project. We provide for local flood protection authorities to increase the level of protection after a disaster and rehabilitate existing levees to provide authorized levels of protection and meet the National Flood Insurance Program requirements. We provide for allowing locals to get credit for money they spend for operations and maintenance of multipurpose protection structures and work they have already completed on coastal restoration projects. Finally, in WRDA 2016 we also have vital studies to look at improvements to the Mississippi River, flood protection and ecosystem restoration in St. Tammany Parish, and other measures. It is vital that we better protect our communities all across America, including in Louisiana, from disastrous floodwaters. We must be proactive, aggressive, and hold everyone accountable, certainly including the Corps of Engineers, as well as State and local partners, to ensure that these flood protection projects get constructed on time. Congress and the bureaucracies cannot continue to drag their feet on authorization, construction, and oversight of these vital projects. It is my hope that all of us take this into consideration and that all of us move forward with this WRDA 2016 measure, bringing it to the Senate floor, acting on it expeditiously, and getting on with the vital work of maintaining our ports and waterways and building important flood protection for communities all across Louisiana and America. I yield the floor.

Mr. VITTER

Mr. VITTER. Mr. President, the Mississippi River Delta region is one of the poorest areas in the country, with vast economic development, education, and workforce training needs. Many people are struggling to maximize their professional potential and earning power due to a lack of resources and job opportunities. However, one community leader has dedicated himself to helping younger generations of Americans achieve success through a new, innovative education program designed to help them become productive members of the workforce. I would like to recognize Reverend James Smith and the Delta Work Ready Academy for their exemplary efforts to enrich communities through workforce training. As a former truancy officer for Richland Parish schools, Reverend James Smith of Rayville, LA, was inspired to create Delta Work Ready Academy to help young Louisianians who need a second chance reach new levels of economic prosperity and professional excellence. Students participating in the program are often the ones who are barely passing or have dropped out of high school, and who are most in need of help. Through his experience, Reverend Smith has seen firsthand how teaching these young adults skills they need to succeed can break the cycle of poverty that has plagued many rural communities for decades. The Delta Work Ready Academy allows students age 14 to 21 to gain useful and in-demand skills, such as carpentry and electrical training, in addition to ``soft skills'' like workplace behavior, punctuality, and teamwork. Students are paid minimum wage for the time it takes to complete the program and finish with an industry-based certification that will allow them to move into a high-paying job. Since the founding of the program, many companies have partnered with the Delta Work Ready Academy to bring young and energetic students into the workforce. I am confident that programs like Delta Work Ready Academy will help bridge the gap between Louisiana's rapid economic expansion and its struggle to provide the necessary number of skilled workers. I appreciate and applaud the hard work and achievements of Reverand Smith and the Delta Work Ready Academy, and I would like to thank all of the folks who sacrifice their time to impact the lives of young Louisianians. I look forward to its continued growth and success.

Mr. VITTER

Mr. VITTER. Mr. President, oftentimes the truest test of a small business's strength is its longevity. In Louisiana, our small businesses have worked through countless challenges and survived for generations to improve the lives of their neighbors and make substantial contributions to the economy. In honor of their 175th anniversary, I would like to present Morris & Dickson Co., LLC of Shreveport, LA, with the Senate Small Business Legacy Award for the important achievements of this Louisiana-based small business success story. In 1841, John Worthington Morris opened J. W. Morris & Co., an independent pharmacy in downtown Shreveport, LA. Working out of a single riverfront warehouse, J.W. first received goods by steamboat from New Orleans and with the help of his brother, Thomas Henry, ran his namesake small business until his death 12 years later. A second generation of the Morris family continued J.W.'s legacy until Claudius Dickson bought the business in 1899, renaming it to be Morris & Dickson Co. Claudius worked with members of the Morris family to grow their wholesale pharmaceutical business. As technology improved, with new railway lines and gasoline-powered trucks, Morris & Dickson Co. embraced the revolutionary improvements to distribute their pharmaceuticals in Louisiana and the surrounding States. In order to survive the Civil War, the Great Depression, as well as the day-to-day struggles of running a successful business, the leaders of Morris & Dickson Co. took advantage of each technological improvement to ensure the company would stay afloat. It wasn't until the 1980s that Morris & Dickson Co. grew exponentially and became a nationally recognized competitor. At the time, Morris & Dickson Co. was working out of the same building it had first moved into in 1905. Nearly eight decades later, they were still transporting goods in a manual freight elevator and used a dumbwaiter or rope bucket to send orders upstairs. Claudius's son Markham Allen Dickson recognized that major changes had to be made and, much like his predecessors, had an immense respect for technology's growing influence. M. Allen's foresight and ingenuity allowed the family-owned business to grow to become the region's leading wholesale drug distributor. He moved the company out of downtown Shreveport, utilized the early use of computers, and under his leadership, Morris & Dickson Co. exploded on the national wholesale pharmaceutical scene. By 2013, Morris & Dickson Co. was the fourth largest pharmaceutical distributor in the nation. Still driven by the 175-year old ambition to elevate the standard of patient care for their neighbors and community, today Morris & Dickson Co. is run by M. Allen's son, Paul Dickson. Morris & Dickson Co. has a well-earned reputation for persevering through many hardships by embracing innovation in order to harness the power of an ever-changing economy and increasingly technology driven world. Today Morris & Dickson Co. provides operational and logistic innovation support for independent pharmacies. This includes everything from on-time delivery of pharmaceutical inventory to inventory management software. With Morris & Dickson Co.'s help, independent pharmacies in 14 States can focus on supporting and improving the health of their local communities, while also remaining financially solvent. This Shreveport-based family-run business is a great example of the American Dream in action, and companies like Morris & Dickson certainly serve as role models for the next generation of entrepreneurs. I congratulate the hard-working folks at Morris & Dickson Co., LLC, on 175 years in business and for the well-deserved honor of the Senate Small Business Legacy Award.

Mr. VITTER

Mr. VITTER. Mr. President, today I wish to honor Michael Reese, chairman of Fort Polk Progress, who received the 2016 National Community Leadership Award from the Association of Defense Communities. Originally from Leesville, LA, Reese attended Leesville High School and later graduated at the University of Louisiana at Monroe. In 2006, he was one of the founders of Fort Polk Progress, a regional organization that supports Fort Polk and the Joint Readiness Training Center. With his roots in the Fort Polk area, Reese set out to ensure that military families would be heard in decisions taking place at the fort. Through his hard work over the years, Michael has fought to support the needs of the base, while also addressing the needs of the community. In recent years, he worked with national leaders to obtain a new elementary school for Fort Polk that will serve more than 800 students and will open later in this year. Also, Michael helped ensure quality healthcare remains available on base with his work to help save the hospital from being downgraded to a clinic. Michael Reese's dedication to military families and his public service are seen in the day-to-day work he performs for his community. In addition to serving as the CEO of American Moving and Storage, Inc., he serves as a member of the Leesville Lions Club, the Association of Defense Communities, Association of the United States Army, Vernon Chamber of Commerce, Central Louisiana Chamber of Commerce, Beauregard Chamber of Commerce, and Southwest Louisiana Economic Development Alliance. In addition, he serves on the board of directors of Merchants and Farmers Bank, the board of trustees of the Rapides Foundation, and the board of the Central Louisiana Economic Development Alliance, and he is a charter member of the Louisiana Military Affairs Council. With his unique leadership skills, he continues to keep quality of life issues a top priority on base, including his continued work to ensure that our local military men and women and their families get the quality health care they deserve. Michael Reese has clearly earned the honor of the National Community Leadership Award from the Association of Defense Communities, and I thank him for his dedicated service to Fort Polk, its military and civilian employees, and to the State of Louisiana.

Mr. VITTER

Mr. VITTER. Mr. President, I rise today to discuss a really outrageous abuse of power on the part of Members of this body, Members of the House, Washington officials in general. While imposing ObamaCare on everyone else, officials in Washington have largely exempted themselves from ObamaCare's most inconvenient aspects through yet another illegal Obama Executive action that created the Washington exemption from ObamaCare. Unfortunately, this is not a new practice on the part of the Washington elite. Washington lawmakers often create or support exemptions for themselves from the laws they pass on everyone else. This undemocratic practice dates back to the 19th century at least--the Civil Service Act of 1883; the Fair Labor Standards Act of 1938, coming into the 20th century; the Freedom of Information Act of 1966. The list goes on and on. As the late Representative Henry Hyde is famously quoted as saying many years ago, ``Congress would exempt itself from the law of gravity if it could.'' That is sadly true, and this practice must end. I have always believed the first rule of an American democracy should be that whatever Washington passes on America, it should have to live under itself--no special exemptions, no special subsidies, no special deals, no special treatment. This rule is important for two reasons. The first reason is basic fairness. It is simply not fair for a select group of elites to live by a different and more beneficial set of rules than everyone else. The second reason, perhaps even more importantly, is a key practical reason; that is, when you make the chef eat his own cooking, it almost always gets better and often in a hurry. Congress can be an effective, responsive, truly representative legislative body only when it lives under the same laws it imposes on the rest of the country. Passing ObamaCare, the Patient Protection and Affordable Care Act, was a huge, complicated undertaking on the part of its advocates. Related to that, it was certainly telling when then-Speaker of the House Nancy Pelosi notoriously declared: ``We have to pass the bill so we can find out what is in it.'' After passing the bill, when Members of Congress realized what was in it for them, they scurried to figure out a scheme that would protect their own elite health care, including taxpayer-funded subsidies that don't exist in the ObamaCare statute at all, much less for anyone else. Of course, there were even more serious problems in the ObamaCare statute for all Americans. When President Obama signed ObamaCare into law in March of 2010, it consisted of poorly written language that imposed drastic and unwanted health insurance changes on countless Americans. Despite the President's promise that Americans could keep their existing insurance, the law said otherwise. The cost of complying or failing to comply with ObamaCare belied the President's false assurances. In the following months, insurers and employers and Americans realized this through the cancellation or nonrenewals of insurance plans for millions of Americans. Ultimately, millions of American workers faced burdens, including losing their individual and employer- provided coverage, being forced into alternatives that involved paying higher premiums with unwanted or useless new coverage, and having to change doctors and health care providers against their will. As I said earlier, simultaneous with all of this, Members of Congress started to realize what was in ObamaCare for them. When they passed ObamaCare, they had revoked Congress's own generous health care coverage and the monthly employer government premium contributions that went with it. Prior to ObamaCare, Members of Congress and their staff received health insurance coverage through the Federal Employees Health Benefits Program, or the FEHBP, run by the Office of Personnel Management. It had served as the health care network for Federal workers since 1959. In 2013 alone, FEHBP represented the country's largest employer- sponsored health insurance program, with costs approaching $32.4 billion in premiums for about 8 million enrollees. One of the benefits of FEHBP was the wide variety of health insurance policies that provided coverage for individuals and their family members. Even more important was that FEHBP provided a taxpayer-funded government contribution to each enrollee's monthly premium. In 2013 alone, the maximum FEHBP averaged $413 a month or almost $5,000 per year for individual coverage, and $920 a month or over $10,000 a year for family coverage. An added bonus was that these taxpayer-funded contributions counted as tax-free income to employees. This is certainly a great benefit for Federal employees, and I absolutely believe they should be treated fairly in return for the public service they provide. I also believe Congress has to follow the law as written, and that is when we get to ObamaCare. ObamaCare very clearly and specifically changed all of this. It mandated that Members of Congress and congressional staff give up that FEHBP coverage beginning January 1, 2014, and join an ObamaCare health insurance exchange. The relevant section of the act is crystal clear. It says: ``Notwithstanding any other provisions of law, after the effective date of this subtitle, the only health plans that the Federal Government may make available to Members of Congress and congressional staff with respect to their services as a Member of Congress or congressional staff shall be health plans that are--(I) created under this Act (or an amendment made by this Act); or (II) offered through an Exchange established under this Act (or an amendment made by this Act).'' It changed our entire coverage, clearly, unequivocally. The word ``notwithstanding'' means ``in spite of,'' sweeping aside any other provision of law. It definitively dictates that section 1312(d)(3)(D) takes precedence over any other conflicting provision in the bill or anywhere in the code. Some folks may not like that, but that is the law. That became the law, clearly and unequivocally, when ObamaCare was passed into law. It didn't have to be exactly that way. For instance, Senator Chuck Grassley introduced an amendment during debate on the ObamaCare bill that would have changed this final language regarding how ObamaCare impacts Congress. The Grassley amendment clearly described which Federal employees were subject to the law and must enroll on the new exchanges. That wasn't different. It included the President, the Vice President, each Member of Congress, each political appointee, and each congressional employee, but it also permitted Federal employees to continue receiving the employer-government contributions like those received under FEHBP. However, the Senate never voted on that language, on that Grassley amendment, before ObamaCare became law. Even more telling, even more significant, after ObamaCare became law, Senator Grassley again offered that language. He got a vote then, and that language was defeated in the Senate 56 to 43. The final Obama language very clearly states Members of Congress must purchase their health insurance on a State-based or Federal exchange, and it has absolutely no provision for a rich, taxpayer-funded subsidy. That is why I followed that law. I personally signed up for health insurance on Louisiana's individual health care exchange. It definitely costs me more money, and it definitely costs my family more money, but that is what the law says we have to do. As millions of Americans face the possibility of losing the health insurance they had that they liked and wanted to keep, as I mentioned a few minutes ago, Members of Congress faced increased expenses on their own personal new health insurance plans. Which of these two problems do you think Congress scrambled to solve? You guessed it--their own; not all of America's problems, the Washington elite's problems. They made a determined effort to find a way to protect themselves, and sadly this was a fully bipartisan, bicameral effort that ultimately led to Washington's exemption from ObamaCare. With the January 1, 2014, deadline quickly approaching for Congress to give up its FEHBP benefits, congressional leadership scrambled for a solution. Press reports at the time indicated that top lawmakers initiated confidential talks with Obama administration officials to carve out a suitable exemption from ObamaCare. After extended closed-door deliberations, a proposal emerged that involved using OPM, the Office of Personnel Management, to promulgate a special agency rule that only applied to Congress. During the rulemaking process, OPM admitted that ``many commenters expressed their view that a Government contribution is antithetical to the intent of Section 1312 of the Affordable Care Act, which they interpret to require Members of Congress and congressional staff to purchase the same health insurance available to private citizens on the Exchanges. Commenters asserted that Members of Congress and congressional staff should be subject to the same requirements as citizens purchasing insurance on the Exchanges, including individual responsibility for premiums and income restrictions for premium assistance.'' That was in Politico, and I certainly agree with the sentiment. That is what ObamaCare and the statute said. Members of Congress should absolutely live under the laws they pass. Unfortunately, though, under this cleverly hatched scheme, OPM disregarded these comments and moved forward with its insider rule. Through illegal executive action--an executive action contrary to the ObamaCare statute--the final OPM rule in effect declared Congress to be a small business so that Members of Congress and staff could purchase plans on DC's small business exchange explicitly reserved under the ObamaCare statute for small businesses of 50 employees or fewer. This rule also permitted the Washington insiders to receive a generous employer contribution toward their premiums that is not noted anywhere in the ObamaCare statute. OPM's final rule did two things: First, it allowed all Members of Congress and staff to purchase insurance on this DC small business exchange created for small businesses. It was clearly created for businesses with 50 employees or fewer. Second, it made sure that the small employer contribution would be equal to Congress's previously acquired FEHBP contributions. With OPM's final rule, Members of Congress and congressional staff would not have to pay any extra out-of-pocket expenses like so many millions on the ObamaCare exchanges had to pay. I guess this is great news for Congress, but there are major problems with this final rule that make it just flatout wrong and flatout illegal and contrary to the ObamaCare statute. The first thing that makes it flatout wrong is that it was specific to Members of Congress and congressional staff--a solution for the Washington insiders when millions of Americans continued to suffer the serious negative consequences of ObamaCare. Second, it suggested it pushed Congress into this DC small business exchange when Congress is obviously not a small business and this exchange was created for the benefit of small businesses. Third, the relevant statute in ObamaCare says nothing about any employer subsidy for members of staff, no taxpayer-funded subsidy, and yet OPM's rule created this out of thin air. A fourth problem is one of the most egregious examples of how big a scam this rule is. Members of Congress actually have the option to designate any or all of their staff as ``not official,'' thus allowing the staff to stay on their old FEHBP plans to avoid the exchanges altogether, which was the intent of that ObamaCare provision. This completely frustrates the crystal-clear language of ObamaCare for those staff members in a blatant way. Again, that problem is egregious and just underscores how big a scam this rule is. Those staff members use official taxpayer-funded resources. They get paychecks funded by the taxpayer. It is official. They use official letterhead, official everything, official resources, but somehow they are not official for purposes of this ObamaCare provision. That is outrageous. In 2014, when all of this went into effect, I served as the ranking member on the Senate EPW Committee. I certainly considered all of my staff, including committee staff, to be official government employees. It is obvious they were. I made sure they were all designated as official and had to go to the exchanges. When I took over as chairman of the Small Business Committee last year, I again absolutely did the right thing and designated my committee staff, as well as my personal staff, as official. They clearly are official. Let's go back to the OPM rule. In order for U.S. House and Senate Members and staff to enroll in this DC small business exchange, the Senate and the House of Representatives had to submit online applications. In September 2014, Judicial Watch, a government watchdog organization, asked for and eventually received several documents from the DC Health Benefits Exchange Authority in response to their Freedom of Information Act request related to Congress receiving benefits under this DC small business exchange. The documents included nine pages of applications completed and submitted online for U.S. House and Senate Members and for House staff to enroll on that DC small business exchange. If the House and Senate completed the online applications with truthful information, they would have been automatically rejected on the computer by the DC exchange software system based on employee size and other prohibitive factors. What happened? Well, as you can see, what was submitted were blatantly false applications--applications with completely and blatantly false information. We have an example from the U.S. Senate. First, all of the applications state that each legislative body--the House on the one hand and the Senate on the other--employed 45 full- time equivalent employees during the previous calendar year. In order to get on this small business exchange, they were asked how many employees--the U.S. House of Representatives, 45; the U.S. Senate, 45. Here is the number right here on the application. It is blatantly, obviously, and laughably false. Second, all three applications include blatantly false employee names and birth dates that were asked to be listed. Third, they falsified the category of the U.S. House of Representatives and the U.S. Senate. Both Federal legislative bodies were entitled as State or local government entities to squeeze onto this small business exchange. It should be noted that the applications submitted on behalf of the House on the one hand and the Senate on the other contain these three identical misrepresentations. These identical false statements are evidence of a carefully coordinated scheme. The two forms allege exactly the same erroneous number of full-time equivalent employees-- 45--just under the maximum allowed of 50. They contain the exact same false employee name and birth date information. They use exactly the same false employer classification, State and local government. The coordinated effort shown on both applications likely originated from the same source who either personally completed them or gave instructions to others on how to complete them. Knowingly filing false information on a government document is illegal. No legitimate private business would be able to get away with this--what Congress did to gain access to this DC small business exchange--without facing serious penalties and serious adverse consequences. Maybe even more concerning than the information we see on these applications is the information we don't see because much of the documents Judicial Watch obtained--much of the information was redacted and blacked out. Redactions are a tool generally used to protect an individual's personal or confidential information. In this case, the redactions intentionally established additional obstacles for those seeking transparency and accountability regarding Congress's action. In other words, they just hide exactly who was responsible for submitting these blatantly false applications. The redacted applications are really a startling illustration of the extent to which Congress is willing to go in order to protect itself and its special perks and privileges. As chairman of the Small Business Committee, I am authorized to investigate ``all problems of American small business enterprises.'' For a large entity like Congress to improperly take advantage of systems in place that are meant for small businesses is really doubly insulting and within our jurisdiction. On February 3, 2015, I sent a letter to officials at the House of Representatives, the Senate, and the DC exchange authority requesting information that included copies of the nine pages of the applications we talked about unredacted. We wanted all the information with nothing blacked out. The Chief Administrative Officer for the House of Representatives declined to respond based on the claim that the Senate Small Business Committee lacked jurisdiction to investigate ``internal operations of the House of Representatives.'' The clerk of the Senate Dispersing Office recited a background of the OPM rule and nothing more. In other words, they just stonewalled. Finally, the DC Health Benefits Exchange Authority refused to comply on the grounds that a pending lawsuit filed by Judicial Watch prevented it from doing so. In March of 2015, officials from that authority agreed to meet with my committee staff to discuss producing the nine pages of applications in their original, unredacted form, but at the meeting, these officials flatly refused to produce this, citing new privacy concerns. Followup correspondence with all three entities again yielded nonresponses--basically more stonewalling. During this time, I also sent three letters to then-OPM Director Katherine Archuleta requesting all communications between OPM and Members of Congress or officials at the White House regarding the final OPM rule. OPM failed to provide any of that information. The only viable option I could see to move forward with my investigation was compulsory means through the issuance of a subpoena to the DC Health Benefits Exchange Authority to get the nine pages of applications in their original form, unredacted, without protecting those responsible. In order to issue a subpoena, committee rules dictated that as chairman I would need either the consent of the committee's ranking Democratic member or the approval of a majority of the committee members, which would be 10 members. On April 23, 2015, I convened a committee business meeting that included deliberation and a vote on issuing that subpoena. As it turns out, Members, regardless of party, are willing to go to great lengths to protect their perks and taxpayer-funded subsidies, because the motion to issue the subpoena failed by a vote of 5 to 14, with five Republican Members--just the necessary number to stop the subpoena--joining all of the committee's Democrats to block the subpoena. Now, it is no surprise to anybody who knows me that we didn't stop there, that the committee investigation and the work didn't stop there. In February of this year, when the Senate Committee on Homeland Security and Governmental Affairs conducted a hearing on the President's nomination of Beth Cobert to become the permanent OPM Director, I again became engaged over this issue. In my numerous attempts to engage OPM in an honest conversation about how their final rule came to be, I never received any meaningful response. So I followed up with a letter to Ms. Cobert, who is serving as OPM's Acting Director. While her office did provide some useful information, her response largely failed to answer my questions. It is interesting that while all of this was going on, at the same time, everyone employed by Congress received a form from the IRS. It is called form 1095-C. Excuse me. It is an IRS form. It comes, in the case of the Senate employees, from the Senate Disbursing Office, and it confirms the obvious: that people who work in the Senate--Members, staff--and people who work in the House--Members, staff--are employed by a large employer. As the Presiding Officer may know, the Internal Revenue Code requires ``applicable large employers,'' the definition of which is 50 or more full-time employees, to report information of offers of health coverage and enrollment in health coverage for their employees. So it demands this form, and everybody in the Senate and everybody in the House got this form. Now, this IRS form, sent to all Members and all staff, shows that everything we are talking about--the lie that enabled the Senate and the House to get on the DC small business exchange--was just that. It was a lie. It contradicts everything that was represented in that category. The Senate Disbursing Office submitted an application that said the Senate has 45 total employees to the DC small business exchange, but the same Senate Disbursing Office distributed an IRS form that labels the Senate a large employer with over 50 employees. So what is it? Well, it seems pretty clear. The IRS form is accurate. Obviously, the Senate and the House are large employers. The OPM rule allows the Senate to fraudulently claim to be a small business as part of this scam--Washington exemption from ObamaCare. OPM promulgated a rule that allows the Senate to purchase health insurance on a small business exchange. The law States that only small employers may purchase that on the exchange. The OPM rule just makes a mockery of the law and does this to establish that Washington exemption from ObamaCare. This is a lot to take in and certainly very confusing. That is why I asked the head of the IRS and the acting head of OPM to clarify this. I wrote to IRS Commissioner Koskinen in February: ``Can you confirm that the United States Congress''--the House and the Senate--``is a large employer?'' Apparently, my pretty simple question didn't have a simple answer. The IRS responded that they had forwarded my question up the chain of command to the Department of the Treasury, and I still await Treasury's answer from February. I also asked OPM Acting Director Cobert: ``Can you confirm the position of the OPM as to whether Congress is a small business . . . or is it a `Large Employer' as indicated by the 1095C forms sent to Congressional employees?'' OPM's response was this: ``OPM does not take the position that Congress is a small employer, nor has OPM taken such a position in the past. Nothing in the proposed or final rule indicates that Congress shall be considered a small employer. . . . '' Well, why the heck is Congress in a small business exchange limited under statute to 50 or fewer employees? It is then when I decided to place a hold on Ms. Cobert's nomination to become permanent OPM Director, and I continue to block that nomination because of OPM and her clear role in this flagrant abuse of power regarding Washington's exemption from ObamaCare. Her failure to revoke the illegal rule as well as her failure to disclose relevant information about the rulemaking process allows OPM's illegal rule to remain in place. This, in turn, allows Congress to continue to purchase health insurance on DC's small business exchange and to continue to receive a generous and illegal employer- contribution, taxpayer-funded subsidy. My objective today remains what it has been for the last several years, and that is to flat out end Washington's exemption from ObamaCare. So I won't lift my hold on this nomination until we do that, until my colleagues have joined me in following the law, until OPM overturns its illegal rule--something of that sort. Yes, it is more expensive to purchase my health insurance on the exchange in Louisiana, but that is what the law dictates. I don't believe this body will find the overall fix to ObamaCare until it truly has to live under ObamaCare, and that starts with no special Washington exemption from ObamaCare--no special deal, special rule, or special subsidy for Congress. I don't particularly care if we fix this administratively or legislatively. I have certainly offered several legislative solutions in the past, but my colleagues seem to be intent on protecting their special perk and status. Now, if it is not for themselves, many say at least it is for their valued staff. On that point, I am willing to compromise. Every time a Member of Congress objects to my past proposals, they always talk about staff. We all value staff. I get that. Certainly, I agree with that sentiment. So I am willing to take staff out of it. That is a distraction to this debate. I am going to offer Members to take ownership and eat their own cooking--live by the ObamaCare statute, be treated as millions of other Americans are, and go to the ObamaCare exchanges with no special exemption, no special subsidy, no special deal, no special rule. We could start today and, by holding Congress accountable, accept that important victory and, certainly, release my hold on Ms. Cobert's nomination. With that end in mind, I have here a new bill focused on Members of Congress, the President, and the Vice President to end their special exemption from ObamaCare, and I will be formally introducing this legislation tonight. It is simply wrong for Washington insiders to carve out loopholes for themselves in order to avoid living under the laws Congress passes for the rest of America. This new bill, again, will cover Members of Congress, the President, the Vice President--not staff. We should do that as a minimum first step to live under the laws Congress passes on the rest of the country and live under the ObamaCare statute as it exists today. Now is the time for action. So I urge my colleagues to join me in taking this first step toward restoring the public's confidence in this body and the impartial rule of law. It is time to end the scam that is Washington's exemption from ObamaCare.