Pentagon spending has been the target of decades of criticism and reform efforts. Billions of dollars are spent on weapons programs that are later abandoned. State-of-the-art data centers are underutilized and overstaffed. New business systems are built at great expense but fail to meet the needs of their users. Every Secretary of Defense for the last five Administrations has made it a priority to address perceived bloat and inefficiency by making management reform a major priority. The congressional defense committees have been just as active, enacting hundreds of legislative provisions. Yet few of these initiatives produce significant results, and the Pentagon appears to go on, as wasteful as ever. In this book, Peter Levine addresses why, despite a long history of attempted reform, the Pentagon continues to struggle to reduce waste and inefficiency. The heart of Defense Management Reform is three case studies covering civilian personnel, acquisitions, and financial management. Narrated with the insight of an insider, the result is a clear understanding of what went wrong in the past and a set of concrete guidelines to plot a better future.

This report assesses domestic political support for internationalist foreign policy by analyzing the motivations of members of Congress on key foreign policy issues. It includes case studies on major foreign policy debates in recent years, including the use of force, foreign aid, trade policy and U.S.-Russia relations. It also develops a new series of archetypes for describing the foreign policy worldviews of members of the 115th Congress to replace the current stale and unsophisticated labels of internationalist, isolationist, hawk and dove. Report findings emphasize areas of bipartisan cooperation on foreign policy issues given member ideologies.

The U.S. Senate has been investigating case histories on the workings of the commodities markets, to ensure well-functioning markets with market-based prices, effective hedging tools, and safeguards against market manipulation, conflicts of interest, and excessive speculation. This is the report of an investigation of the recent rise of banks and bank holding companies as major players in the physical markets for commodities and related businesses. It presents case studies of three major U.S. bank holding companies, Goldman Sachs, JPMorgan Chase, and Morgan Stanley, that over the last decade were the largest bank holding company participants in physical commodity activities. The report shows how the tradition of separating banks from commerce is eroding, and along with it, protections from risks and potentially abusive conduct. It also shows how the Federal Reserve has taken insufficient steps to address this problem. Tables and figures. This is a print on demand report.