| Srl | Item |
| 1 |
ID:
091249
|
|
|
|
|
| Publication |
2009.
|
| Summary/Abstract |
Defence budget accounts for a significant proportion of the central government expenditure. For the current year, the revenue and capital budgets of defence account for more than 20 to 80 per cent of the entire non-plan revenue and capital budget respectively of the central government.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 2 |
ID:
091251
|
|
|
|
|
| Publication |
2009.
|
| Summary/Abstract |
This paper traces the evolution of the concept of outcome budget; examines the linkage between defence budgeting and defence planning in Indian context and the issues/concerns arising out of the present system before examining the scope of introducing outcome budget for defence and security apparatus in India.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 3 |
ID:
091255
|
|
|
|
|
| Publication |
2009.
|
| Summary/Abstract |
India occupies an important geo-strategic location in the Indian Ocean. Her regional influence extends in an outer arc from the Eastern littoral of Africa and the Persian Gulf to South East Asia and the Indonesian archipelago and she harbours aspirations of being a global player.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 4 |
ID:
091245
|
|
|
|
|
| Publication |
2009.
|
| Summary/Abstract |
History has taught India two lessons: firstly, that neglect of maritime power led to loss of sovereignty, and secondly, that it takes many decades to restore maritime power after a period of neglect and decline.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 5 |
ID:
091253
|
|
|
|
|
| Publication |
2009.
|
| Summary/Abstract |
Defence Budgeting and financial management is an extremely complex subject at the best of times even in countries those possess adequate human, fiscal and material resources. For countries like India, this is make far more difficult by the fact that such resources can not be easily predicted and or controlled, and ambiguities dominate threat perceptions.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 6 |
ID:
091259
|
|
|
|
|
| Publication |
2009.
|
| Summary/Abstract |
The defence accounts department has been a pioneer in using automated system since 1931 and even today has a very good automated budgeting and accounting system. However, there are certain gaps in the over all Defence Budgeting and expenditure control mechanism which makes it lacking of reliable and timely receipt and expenditure data for budget planning, monitoring, expenditure control, and reporting.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 7 |
ID:
091260
|
|
|
|
|
| Publication |
2009.
|
| Summary/Abstract |
As far as inter-service allocation is concerned, despite fluctuations in the respective shares of the three services in the defence budget, the Army still accounts for the largest share, followed by the Air Force and the Navy. However, in past two decades up to 2008-08, the army has witnessed a decrease in its share in the overall budget, whereas the Navy and Air Force have increased their respective shares.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 8 |
ID:
091261
|
|
|
|
|
| Publication |
2009.
|
| Summary/Abstract |
For the Indian police to avoid the mistakes of the past, a multi-pronged approach must be taken on a nation-wide basis to rectify shortcomings and to improve the ability of police units to respond to this type of fidayeen attack. There have been many detailed recommendations made over the decades to improve the performance of the Indian police in general and certain units in particular.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 9 |
ID:
091256
|
|
|
|
|
| Publication |
2009.
|
| Summary/Abstract |
Resource allocation amongst competing requirements is indeed a daunting task. Defence of a country is akin to an insurance policy. Each nation needs to consider its external and internal environment, assess the strengths, weaknesses, threats and opportunities and formulate strategies to counter the threats, cover weaknesses, exploit strenghts and opportunities.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 10 |
ID:
091247
|
|
|
|
|
| Publication |
2009.
|
| Summary/Abstract |
This essay is an attempt to analyze the principal problems besetting defence planning in India and to suggest some measures to address them, so that five year defence plans can become the basis for sound budget-making.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 11 |
ID:
091258
|
|
|
|
|
| Publication |
2009.
|
| Summary/Abstract |
A healthy public discourse could much needed fresh ideas in the management of huge defense outlays. This would be possible only if budget outlays are presented in a demystified format, improving the content of explanatory memoranda so that there is better understanding of the objects on which expenditure is incurred and providing linkages between outlays and outcomes in as many areas as possible, without of course, compromising on security imperatives.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 12 |
ID:
091262
|
|
|
|
|
| Publication |
2009.
|
| Summary/Abstract |
Littoral security has been an issue among Indian national security planners and the government established the Indian Coast Guard in 1976. Maritime asymmetric challenges and threats require a sophisticated strategy that pivots on domain awareness and effective translation of intelligence into credible response action. Coordinated operations and sharing of intelligence among the maritime security agencies would help an efficient response mechanism to counter threats to littoral security. In essense, proactive systematic-organisational-operational initiatives hold the key to enhanced domain awareness and credible response to maritime threats.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|