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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.
The Project on Monitoring Defense Reorganization was initiated in 1987 to bring the collective experience of individuals who have served at the highest levels of the Department of Defense, both military and civilian, in defense industries and scientific establishment, and on relevant committees of the U.S. Congress, to bear on the complicated issues of defense management. The mandate was narrow: to assess the degree to which the requirement of the 1986 Goldwater-Nichols Defense Commission were being implemented, to evaluate the consequences of the steps that had been taken to date, and to determine if further measures to implement these two reform effortsóor additional kinds of reformsówere desirable. The general conclusion is the Department of Defense, in many areas, has made considerable progress toward implementing these changes. In force planning, programming and budgeting, and in the planning and conduct of military operation, there has been cautious movement toward effective implementation of the Goldwater-Nichols legislation and the recommendations of the Packard Commission. Reform of the weapon acquisition process has come much more slowly. In one key areaóthe participation of Congress in defense management and decision makingóthere has been very little change. This project was a joint effort of the Foreign Policy Institute of The Johns Hopkins University and the Center for Strategic and International Studies.
The end of the Cold War and its impact on defense spending has created a strong need to reform the Department of Defense's (DoD) acquisition system. With procurement spending down, DoD expects to depend on savings from acquisition reform to help finance future force modernization. Policy makers believe that DoD should use more commercial products because, in many instances, they cost less and their quality is comparable to products built according to DoD military specifications. Many such reform proposals are based on the recognition that DoD regulatory barriers and a Cold War acquisition "culture" have inhibited the introduction of commercial products. The need to encourage greater interaction between the defense and commercial industries is considered vital to keeping U.S. military technology the best in the world -- a major objective of U.S. defense policy. Many high-technology commercial products (e.g., electronics) are state-of-the-art and changing so fast that DoD's military specifications, or "milspecs," system cannot keep pace. Congress has passed several important reforms, among them the Federal Acquisition Streamlining Act of 1994, Federal Acquisition Reform Act of 1996, Defense Reform Act of 1997, and the Federal Activities Inventory Reform Act of 1998. DoD has lowered or abolished regulatory barriers; experts agree, however, that more work is required to make the system responsive to U.S. defense needs. Enacted reforms will mean greater freedom to innovate, make quicker decisions, and improve DoD program development -- running DoD more like a private sector operation. At issue is just how to change DoD personnel management policies, and introduce DoD's acquisition reform initiatives to the private sector. Although DoD has begun outsourcing some functions, expanding its use has been a major goal. Congress will continue to exercise a strong oversight role because of its longtime interest in streamlining DoD's acquisition processes.
Based on the 20th West Point Senior Conference, 1982, and edited by officers serving in the U.S. Army, this volume presents opposing views on strategy, doctrine, force structure, modernization of weapons and weapons acquisition, and the organization of defense policy making. These cover major reform issues including an evaluation of manuever versus attrition warfare, reorganization of the Joint Chiefs of Staff and officer education. The editors offer assessments of the proposals and alternatives set forth by individual authors. ISBN 0-8018-3205-5 : $12.95.
The end of the Cold War and its impact on defense spending has created a strong need to reform the Department of Defense's (DoD) acquisition system. With procurement spending down, DoD expects to depend on savings from acquisition reform to help finance future force modernization. Policy makers believe that DoD should use more commercial products because, in many instances, they cost less and their quality is comparable to products built according to DoD military specifications. Many such reform proposals are based on the recognition that DoD regulatory barriers and a Cold War acquisition "culture" have inhibited the introduction of commercial products. The need to encourage greater interaction between the defense and commercial industries is considered vital to keeping U.S. military technology the best in the world -- a major objective of U.S. defense policy. Many high-technology commercial products (e.g., electronics) are state-of-the-art and changing so fast that DoD's military specifications, or "milspecs," system cannot keep pace. Congress has passed several important reforms, among them the Federal Acquisition Streamlining Act of 1994, Federal Acquisition Reform Act of 1996, Defense Reform Act of 1997, and the Federal Activities Inventory Reform Act of 1998. DoD has lowered or abolished regulatory barriers; experts agree, however, that more work is required to make the system responsive to U.S. defense needs. Enacted reforms will mean greater freedom to innovate, make quicker decisions, and improve DoD program development -- running DoD more like a private sector operation. At issue is just how to change DoD personnel management policies, and introduce DoD's acquisition reform initiatives to the private sector. Although DoD has begun outsourcing some functions, expanding its use has been a major goal. Congress will continue to exercise a strong oversight role because of its longtime interest in streamlining DoD's acquisition processes.
China's People's Liberation Army (PLA) has embarked on its most wide-ranging and ambitious restructuring since 1949, including major changes to most of its key organizations. The restructuring reflects the desire to strengthen PLA joint operation capabilities- on land, sea, in the air, and in the space and cyber domains. The reforms could result in a more adept joint warfighting force, though the PLA will continue to face a number of key hurdles to effective joint operations, Several potential actions would indicate that the PLA is overcoming obstacles to a stronger joint operations capability. The reforms are also intended to increase Chairman Xi Jinping's control over the PLA and to reinvigorate Chinese Communist Party (CCP) organs within the military. Xi Jinping's ability to push through reforms indicates that he has more authority over the PLA than his recent predecessors. The restructuring could create new opportunities for U.S.-China military contacts.
This report identifies a path for the leadership of the Department of Defense Acquisition Systems to follow for implementing successful acquisition reform. It is intended to serve as a primer for changing organizations, and includes lessons learned from the perspective of implementing change.
The Model Rules of Professional Conduct provides an up-to-date resource for information on legal ethics. Federal, state and local courts in all jurisdictions look to the Rules for guidance in solving lawyer malpractice cases, disciplinary actions, disqualification issues, sanctions questions and much more. In this volume, black-letter Rules of Professional Conduct are followed by numbered Comments that explain each Rule's purpose and provide suggestions for its practical application. The Rules will help you identify proper conduct in a variety of given situations, review those instances where discretionary action is possible, and define the nature of the relationship between you and your clients, colleagues and the courts.
Adolescence is a distinct, yet transient, period of development between childhood and adulthood characterized by increased experimentation and risk-taking, a tendency to discount long-term consequences, and heightened sensitivity to peers and other social influences. A key function of adolescence is developing an integrated sense of self, including individualization, separation from parents, and personal identity. Experimentation and novelty-seeking behavior, such as alcohol and drug use, unsafe sex, and reckless driving, are thought to serve a number of adaptive functions despite their risks. Research indicates that for most youth, the period of risky experimentation does not extend beyond adolescence, ceasing as identity becomes settled with maturity. Much adolescent involvement in criminal activity is part of the normal developmental process of identity formation and most adolescents will mature out of these tendencies. Evidence of significant changes in brain structure and function during adolescence strongly suggests that these cognitive tendencies characteristic of adolescents are associated with biological immaturity of the brain and with an imbalance among developing brain systems. This imbalance model implies dual systems: one involved in cognitive and behavioral control and one involved in socio-emotional processes. Accordingly adolescents lack mature capacity for self-regulations because the brain system that influences pleasure-seeking and emotional reactivity develops more rapidly than the brain system that supports self-control. This knowledge of adolescent development has underscored important differences between adults and adolescents with direct bearing on the design and operation of the justice system, raising doubts about the core assumptions driving the criminalization of juvenile justice policy in the late decades of the 20th century. It was in this context that the Office of Juvenile Justice and Delinquency Prevention (OJJDP) asked the National Research Council to convene a committee to conduct a study of juvenile justice reform. The goal of Reforming Juvenile Justice: A Developmental Approach was to review recent advances in behavioral and neuroscience research and draw out the implications of this knowledge for juvenile justice reform, to assess the new generation of reform activities occurring in the United States, and to assess the performance of OJJDP in carrying out its statutory mission as well as its potential role in supporting scientifically based reform efforts.