I have no idea whom Mitt Romney will choose as his running mate. But I’m fairly certain about who he ought to choose: Rob Portman. Here’s why. Every successful presidential campaign has a theory of the case—a clear conception of the path to victory—which it works in every way to reinforce. This theory must begin with the character, experience, and priorities of the candidate and with the context in which the candidate is operating.
Today in Cleveland, President Obama jettisoned the theme of economic inequality that had suffused his economic speeches for more than six months, focusing instead on “how we grow faster, how we create more jobs, and how we pay down our debt.” The real issue, he said, is how we reverse the “erosion of middle-class jobs and middle-class incomes.” In making that claim, Obama doubled down on the guiding assumption of his campaign—that he can turn the 2012 election into a choice between two models for the future, rather than a referendum on his first term.
November 6, 2011 Washington Post article by Zach Goldfarb: “During Obama’s tenure, Wall Street has roared back, even as the broader economy has struggled. The largest banks are larger than they were when Obama took office and are nearing the level of profits they were making before the depths of the financial crisis in 2008, according to government data. Wall Street firms — independent companies and the securities-trading arms of banks — are doing even better. They earned more in the first 2 1/2 years of the Obama administration than they did during the eight years of the George W.
Amid all the hoopla over President Obama’s gay marriage announcement last week, there were a few cautionary head shakes from the wise old men (and wise young old men) of the punditocracy: Obama may be basking in the glow of history now, they said, but his strategy of trying to elevate social issues to the Democrats’ benefit, and thus distract voters from economic issues, was a dubious one.
We continue our celebration of tax day, which began with a plug for my book, with a plug for someone else's book: The Benefit And The Burden: Tax Reform--Why We Need It And What It Will Take, by Bruce Bartlett. I'm not really sold on the need for tax reform this year (more on that in my forthcoming TRB column), but The Benefit And The Burden is a wonderfully clear primer on the relevant issues and the history is behind them. A conservative architect of the 1981 Reagan tax cut who lost patience with his team during the George W.
I've been offline most of the day on a cross-country flight (fittingly enough), so apologies if the point has already been made. But this detail from this weekend's Times profile of Romney's body-man, Garrett Jackson, struck me as not-at-all flattering to the presumed nominee. I'm frankly shocked that Jackson confirmed it: Mr. Jackson, a University of Mississippi graduate and a licensed pilot, was applying to the Air Force’s officer training school when he took the job with Mr. Romney. Mr. Jackson once acted as co-pilot for a flight Mr.
When Michael Ratner argued in a February 2002 lawsuit that British citizen Shafiq Rasul had a legal right to challenge his detention at Guantanamo Bay, there was little reason to believe he and his colleagues at the Center for Constitutional Rights (CCR) would play any role in shaping America’s national security landscape. The country was still seething with anger over the attacks of 9/11, and longing for revenge. The few legal precedents that existed were not very encouraging.
Since the better part of Newt Gingrich’s staff jumped ship back in June, when he jetted off to Greece, the campaign has been a bare-bones operation. Even as the Gingrich campaign was flying highest at the polls, it was still beset with ineptitudes like failing to qualify for the Virginia ballot. So who’s been running the campaign these days?
[Guest post by Simon van Zuylen-Wood] In his Sunday Review column “A Good Candidate Is Hard to Find,” Ross Douthat argues that successful presidential candidates must possess no fewer than two of three key characteristics. They need: “the gift of management,” the power of persuasion, and the ability to effectively demagogue opponents. Those who possess the “trifecta,” as Franklin Roosevelt did, are unstoppable. Those who master two of the three (Clinton and Reagan lacked management skills; Nixon was unpersuasive) do fine. Those who possess only one of the three (H.W.