I am not saying that defence forces don't need modernisation, but that army shouldn't be given any more money at the moment when it cannot even utilize the amount of money currently being given to it. Just allocating more money for defence expenditure won't automatically modernize our forces. First the MoD should focus on properly utilizing the existing amount of money, only then more money should be given to them.
If you allocate more money for the armed forces in the beginning of the year, you are forced to make provisions for it. If the money remain unspent at the end of the year, this results in revenue loss for the government as the same money could have been used to fund more fruitful ventures.
Here's the problem with that argument: money that is given to the Armed forces that remains unutilized is returned to the exchequer; it does not stay with the services nor is it accessible to them in the following fiscal unless provisioned for in the Budget. Meanwhile, capital acquisition remains on hold, programs build up and equipment approaches obsolescence. At some point, the lack of schedule adherence [the primary cause of underutilization of funds] is bound to skew the defence budgets categorically upwards in succeeding fiscals, even while it impinges on defence preparedness in the interim.
Now, I'll be the first to admit that not all of this lack of schedule-adherence is the GoI's fault. There are many factors- other than the customary 'defective planning, bureaucratic apathy and procedural complexities'- that are responsible for this and that have a bearing on underutilization of Capital Acquisition funds. The Capital Acquisition budget, which is a subset of the total Capital Outlay for defence, consists of three 'main' categories: 'recurrent committed liabilities', which include all funds set aside for meeting contractual obligations signed in previous years; 'new schemes', which are funds meant for new acquisitions during the current fiscal; and 'DGOF supplies', which are funds meant for payment for equipment from Defence Public Sector Undertakings. These are 'notional': in that they do not constitute a pre-defined budgetary head and funds can be reallocated between one and the other, with the exception of the last category: 'DGOF supplies'. If you want to understand why underutilization occurs; and why retraction, or curtailment, of the defence budget is not the answer, read on:
MoD and MoF beadledom is typically responsible for 'new schemes' delays: the 'big ticket' items like the MMRCA, etc. on which armed forces modernization truly depends. The reasons for this are structural and bureaucratic: the MoD, under Antony, is typically concerned with incidence and antecedents of contractual negotiations: the possibility of corruption, if you will. While, on the other hand, prior MoF and CCS (Cabinet Committee on Security) approval is required for all defence contracts that exceed Rs.500 crore and Rs.1000 crore respectively. This preponderance of authority in Budgeting decisions impacts 'new schemes' most adversely, since 'new schemes' are typically most likely to involve individual contracts that exceed those figures. Each of these latter organizations: the MoF and CCS have their own parameters for sanctioning funds; and the processing of files to and fro between the Ministries of Defence and Finance lead to delays and deferrals that disrupt patterned spending under this notional head, adversely affecting modernization itself because it delays contract finalization and leading to underutilization in certain years"¦ and a predictable overutilization of funds in succeeding ones.
Now, the bulk of the expenditure on the Capital Acquisition budget comes from the second category: 'recurrent committed liabilities'. The MoD has little control over this, since payments under this head are released at pre-negotiated stages in design and manufacturing processes for contracts related to these; or at pre-defined stages of delivery in supply contracts. This also implies that payments cannot be released unless pre-defined stages of manufacturing/design are attained or delivery targets met. Most of the slippages in this regard are because of the inability of suppliers/manufacturers/vendors to reach stipulated targets or delivery milestones as per contractual obligations. But this may also be construed as an inherent flaw of a modernization process that is heavily reliant on imports.
The third category of the capital acquisition budget consists of allocations earmarked for supplies made by the DGOF. The Services (mainly the Army) have to provision in their budget for an amount equal to the value of estimated supplies receivable from the DGOF during the particular fiscal, but while these funds get blocked for the Services they have no control over production and supply by the DGOF. All budgetary targets, including this notional 'DGOF supplies' are subject to revision somewhere mid-way during the year, at the revised estimates stage. But while discrepancies in extrapolated or actual expenses under other notional heads: viz.'new schemes' and 'recurrent committed liabilities', can be adjusted through reallocation, any shortfall or revision in the targets set by the DGOF for supplies of capital assets to the Services results in underutilization of the amount earmarked for them because of two reasons: a) the funds under this notional category 'DGOF supplies' are blocked expressly for that purpose; and b) even if they were re-allocable, since book adjustments with the DGOF gather pace at the end of the year, revised DGOF estimates come with both uncertainty and at a point too late for the Services to reallocate these funds towards other expenditures.
Now, while the budgets are fiscal-specific, the Services work on the basis of Annual Acquisition Plans (AAP's), which are two year roll-on plans that contain the list of 'new schemes' to be processed in a particular fiscal. Not all schemes included in the AAP's can be processed in a single year. And so, the number of schemes to be processed for approval is decided in such a manner that, after making allowance for likely slippage in obtaining approval in respect of some, the remaining approved schemes would be sufficient to consume the budget earmarked for new schemes. This extrapolative calibration is not always perfect, and has had the undesired effect of underutilization in several cases, in particular the Army, which has the greater
number of new schemes. If the number of new schemes and consequent liabilities and the attendant ineffectiveness of this Budget-AAP calibration is any indication, the increasing number of schemes for the Navy and Air Force is likely to lead to accentuated underutilization in these Services as well.
Moreover, while the bulk of the expenditures under the Capital Acquisition budget: 'new schemes' and 'committed/recurring liabilities' are processed by the Capital Acquisition wing of the MoD, there is also a pecuiliar vestigial custom where the expenditure on items which are capital and defence in nature, but are procured from under the Defence Revenue Budget, are debited to the Defence Capital Budget. You can see the problem with this: since expenditure under the Defence Revenue Budget involves many more authorities- from the Stores and Defence Accounts Departments of the MoD to its Finance Division and the Executive branches of the Armed services; and the procurement is made following procedure under Revenue Budget procurements-- and this has carried forward, despite these actually being taken out from the Capital Budget.
So, the reasons for the underutilization of funds in the Defence Budget are essentially economic (in the sense of incentives), structural and procedural: those within our control and slippages from external suppliers: those without. This cannot be remedied through withholding munificence in the Defence Budget, since the quantum of modernization and the programs envisaged actually demand such largesse. The solution to un- or underutilization lies in addressing these problems.
An inter-ministerial panel between the MoD and MoF, as suggested by several eminent members of both the Parliament and Ministries themselves, might help reduce the time taken to process the proposals that fall under the 'new schemes' and 'revenue budget' segments of the Capital Acquisition Budget- and thus avert, or at least mitigate, underutilization of the Defence Budget. Making Ordnance Factories more productive, incentivizing targets and coordinating budgetary disbursements under the 'DGOF supplies' category more rigorously with planned output are other methods.