n to describe another one of Kelly’s negatives, “Evidence of the District government’s rudderlessnes became apparent with Kelly’s revolving-door personnel policy . . . In four years, she went through three housing directors, two city administrators, two chiefs of staff, three deputy mayors for economic development, and two heads of the city’s Department of Finance.” During a portion of Kelly’s Administration from 1990 to 1994, the District like the rest of the country was suffering through a recession and had to endure “declining real estate revenues, escalating unemployment, and diving tax revenues.” In short the Kelly administration was a series of mishaps, perhaps doomed to be unsuccessful by the circumstances it inherited. As the mayoral election approached she received only 14 percent support in a Washington Post poll. Meanwhile, residents from all eight of the city’s wards called Barry’s city council office as many seemed to think he was still mayor or at least mayor in waiting. Neither Ray or Kelly wanted to run against Barry. His popularity was too hard to overcome. Ray focused his campaign against Kelly’s disasters administration; however he lacked the personnel appeal of Barry. Barras writes how The Washington Post struggled to endorse any of the candidates. The paper concluded that they could not decide, none were without their faults, although Ray seemed to have had success as a city councilman. Barry, with the financial assistance of boxing promoter Rock Newman started a major voter registration campaign. Newman helped workers register voters in Anacostia and other areas around Ward 8 were Barry was the council representative. Never questioned for his political ability, Barry’s plan for a win the Primary was abundantly clear. Barry would use his newfound financial assistance to “stack the cards in his favor” as far as vote...
