Deprecated (16384): The ArrayAccess methods will be removed in 4.0.0.Use getParam(), getData() and getQuery() instead. - /home/brlfuser/public_html/src/Controller/ArtileDetailController.php, line: 73
 You can disable deprecation warnings by setting `Error.errorLevel` to `E_ALL & ~E_USER_DEPRECATED` in your config/app.php. [CORE/src/Core/functions.php, line 311]
Code Context


        trigger_error($message, E_USER_DEPRECATED);

    }
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 You can disable deprecation warnings by setting `Error.errorLevel` to `E_ALL & ~E_USER_DEPRECATED` in your config/app.php.'
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deprecationWarning - CORE/src/Core/functions.php, line 311
Cake\Http\ServerRequest::offsetGet() - CORE/src/Http/ServerRequest.php, line 2421
App\Controller\ArtileDetailController::printArticle() - APP/Controller/ArtileDetailController.php, line 73
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Cake\Http\ActionDispatcher::_invoke() - CORE/src/Http/ActionDispatcher.php, line 120
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Cake\Http\Runner::__invoke() - CORE/src/Http/Runner.php, line 65
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Cake\Http\Runner::__invoke() - CORE/src/Http/Runner.php, line 65
Cake\Http\Runner::run() - CORE/src/Http/Runner.php, line 51
Cake\Http\Server::run() - CORE/src/Http/Server.php, line 98

Deprecated (16384): The ArrayAccess methods will be removed in 4.0.0.Use getParam(), getData() and getQuery() instead. - /home/brlfuser/public_html/src/Controller/ArtileDetailController.php, line: 74
 You can disable deprecation warnings by setting `Error.errorLevel` to `E_ALL & ~E_USER_DEPRECATED` in your config/app.php. [CORE/src/Core/functions.php, line 311]
Code Context


        trigger_error($message, E_USER_DEPRECATED);

    }
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 You can disable deprecation warnings by setting `Error.errorLevel` to `E_ALL & ~E_USER_DEPRECATED` in your config/app.php.'
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deprecationWarning - CORE/src/Core/functions.php, line 311
Cake\Http\ServerRequest::offsetGet() - CORE/src/Http/ServerRequest.php, line 2421
App\Controller\ArtileDetailController::printArticle() - APP/Controller/ArtileDetailController.php, line 74
Cake\Controller\Controller::invokeAction() - CORE/src/Controller/Controller.php, line 610
Cake\Http\ActionDispatcher::_invoke() - CORE/src/Http/ActionDispatcher.php, line 120
Cake\Http\ActionDispatcher::dispatch() - CORE/src/Http/ActionDispatcher.php, line 94
Cake\Http\BaseApplication::__invoke() - CORE/src/Http/BaseApplication.php, line 235
Cake\Http\Runner::__invoke() - CORE/src/Http/Runner.php, line 65
Cake\Routing\Middleware\RoutingMiddleware::__invoke() - CORE/src/Routing/Middleware/RoutingMiddleware.php, line 162
Cake\Http\Runner::__invoke() - CORE/src/Http/Runner.php, line 65
Cake\Routing\Middleware\AssetMiddleware::__invoke() - CORE/src/Routing/Middleware/AssetMiddleware.php, line 88
Cake\Http\Runner::__invoke() - CORE/src/Http/Runner.php, line 65
Cake\Error\Middleware\ErrorHandlerMiddleware::__invoke() - CORE/src/Error/Middleware/ErrorHandlerMiddleware.php, line 96
Cake\Http\Runner::__invoke() - CORE/src/Http/Runner.php, line 65
Cake\Http\Runner::run() - CORE/src/Http/Runner.php, line 51
Cake\Http\Server::run() - CORE/src/Http/Server.php, line 98

Warning (512): Unable to emit headers. Headers sent in file=/home/brlfuser/public_html/vendor/cakephp/cakephp/src/Error/Debugger.php line=853 [CORE/src/Http/ResponseEmitter.php, line 48]
Code Context
            if (Configure::read('debug')) {

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</span></span></code>
<span class="code-highlight"><code><span style="color: #000000">&nbsp;&nbsp;&nbsp;&nbsp;&lt;link&nbsp;rel="canonical"&nbsp;href="<span style="color: #0000BB">&lt;?php&nbsp;</span><span style="color: #007700">echo&nbsp;</span><span style="color: #0000BB">Configure</span><span style="color: #007700">::</span><span style="color: #0000BB">read</span><span style="color: #007700">(</span><span style="color: #DD0000">'SITE_URL'</span><span style="color: #007700">);&nbsp;</span><span style="color: #0000BB">?&gt;&lt;?php&nbsp;</span><span style="color: #007700">echo&nbsp;</span><span style="color: #0000BB">$urlPrefix</span><span style="color: #007700">;</span><span style="color: #0000BB">?&gt;&lt;?php&nbsp;</span><span style="color: #007700">echo&nbsp;</span><span style="color: #0000BB">$article_current</span><span style="color: #007700">-&gt;</span><span style="color: #0000BB">category</span><span style="color: #007700">-&gt;</span><span style="color: #0000BB">slug</span><span style="color: #007700">;&nbsp;</span><span style="color: #0000BB">?&gt;</span>/<span style="color: #0000BB">&lt;?php&nbsp;</span><span style="color: #007700">echo&nbsp;</span><span style="color: #0000BB">$article_current</span><span style="color: #007700">-&gt;</span><span style="color: #0000BB">seo_url</span><span style="color: #007700">;&nbsp;</span><span style="color: #0000BB">?&gt;</span>.html"/&gt;
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-Centre for Financial Accountability blog&lt;br /&gt;
&lt;br /&gt;
The institution of Comptroller and Auditor General (CAG) in India is patterned on the British model. In Britain, The Exchequer &amp;amp; Audit Department Act of 1866 created the office of CAG with a view to strengthen democracy and exercise parliamentary control over national finances. The office of CAG came into being, thanks to the missionary zeal of William Gladstone who was Finance Minister at the time and later became the Prime Minister. CAG was required to audit expenditure and report to the Parliament. This solved the dilemma which had baffled the Parliament for years, &amp;lsquo;whether the expenditure is to be controlled by in-expert parliamentarians or expert non-parliamentarians&amp;rsquo;.&lt;br /&gt;
&lt;br /&gt;
After India became independent, it framed a new Constitution and established the position of CAG in its constitutional scheme. CAG was required to audit public expenditure and report to the Parliament. It also had to make the executive accountable for use of public money, granted to it through budgetary allocations. Over the years, the role of government has substantially increased due to development planning and embracing the philosophy of a welfare state, resulting in a multi-fold increase in public expenditure. In keeping with the new demands, CAG has diversified its activities. It has entered the arena of the performance audit, revenue audit and audit of PSUs (public sector undertakings) and autonomous bodies which are substantially funded by the government.&lt;br /&gt;
&lt;br /&gt;
Despite these initiatives, CAG faces the formidable challenge of putting in place a mechanism to ensure accountability in the use of public money of the central and state governments. There are many publicly-funded institutions which evade audit. The government has embarked on new activities such as public-private partnership while leaving loopholes in the arrangement, which enables avoidance of public audit. Further, a good part of government&amp;rsquo;s transactions have been computerised &amp;ndash; they are prone to cyber attacks and computer frauds.&lt;br /&gt;
&lt;br /&gt;
The existing institutional arrangement of the office of CAG does not seem capable of meeting current day challenges of public audit. That&amp;rsquo;s primarily because it has not changed its administrative structure inherited from the colonial times and is virtually caught in a time warp. It is a highly centralised behemoth, with no delegation of duties to hundreds of field offices spread throughout India. It lacks professionalism and is devoid of effective power to prevent misuse and loss of public money and resources.&lt;br /&gt;
&lt;br /&gt;
Please &lt;a href=&quot;http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/&quot;&gt;click here&lt;/a&gt; to read more. &lt;br /&gt;
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&lt;br /&gt;
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&lt;br /&gt;
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&lt;br /&gt;
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&lt;br /&gt;
The existing institutional arrangement of the office of CAG does not seem capable of meeting current day challenges of public audit. That&amp;rsquo;s primarily because it has not changed its administrative structure inherited from the colonial times and is virtually caught in a time warp. It is a highly centralised behemoth, with no delegation of duties to hundreds of field offices spread throughout India. It lacks professionalism and is devoid of effective power to prevent misuse and loss of public money and resources.&lt;br /&gt;
&lt;br /&gt;
Please &lt;a href=&quot;http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/&quot;&gt;click here&lt;/a&gt; to read more. &lt;br /&gt;
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                <strong>What Ails CAG, and What Can Be Done? -BP Mathur</strong></h1>
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                <div align="justify">-Centre for Financial Accountability blog<br /><br />The institution of Comptroller and Auditor General (CAG) in India is patterned on the British model. In Britain, The Exchequer &amp; Audit Department Act of 1866 created the office of CAG with a view to strengthen democracy and exercise parliamentary control over national finances. The office of CAG came into being, thanks to the missionary zeal of William Gladstone who was Finance Minister at the time and later became the Prime Minister. CAG was required to audit expenditure and report to the Parliament. This solved the dilemma which had baffled the Parliament for years, &lsquo;whether the expenditure is to be controlled by in-expert parliamentarians or expert non-parliamentarians&rsquo;.<br /><br />After India became independent, it framed a new Constitution and established the position of CAG in its constitutional scheme. CAG was required to audit public expenditure and report to the Parliament. It also had to make the executive accountable for use of public money, granted to it through budgetary allocations. Over the years, the role of government has substantially increased due to development planning and embracing the philosophy of a welfare state, resulting in a multi-fold increase in public expenditure. In keeping with the new demands, CAG has diversified its activities. It has entered the arena of the performance audit, revenue audit and audit of PSUs (public sector undertakings) and autonomous bodies which are substantially funded by the government.<br /><br />Despite these initiatives, CAG faces the formidable challenge of putting in place a mechanism to ensure accountability in the use of public money of the central and state governments. There are many publicly-funded institutions which evade audit. The government has embarked on new activities such as public-private partnership while leaving loopholes in the arrangement, which enables avoidance of public audit. Further, a good part of government&rsquo;s transactions have been computerised &ndash; they are prone to cyber attacks and computer frauds.<br /><br />The existing institutional arrangement of the office of CAG does not seem capable of meeting current day challenges of public audit. That&rsquo;s primarily because it has not changed its administrative structure inherited from the colonial times and is virtually caught in a time warp. It is a highly centralised behemoth, with no delegation of duties to hundreds of field offices spread throughout India. It lacks professionalism and is devoid of effective power to prevent misuse and loss of public money and resources.<br /><br />Please <a href="http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/" title="http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/">click here</a> to read more. <br /></div>               </font>
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</span></span></code>
<span class="code-highlight"><code><span style="color: #000000">&nbsp;&nbsp;&nbsp;&nbsp;&lt;link&nbsp;rel="canonical"&nbsp;href="<span style="color: #0000BB">&lt;?php&nbsp;</span><span style="color: #007700">echo&nbsp;</span><span style="color: #0000BB">Configure</span><span style="color: #007700">::</span><span style="color: #0000BB">read</span><span style="color: #007700">(</span><span style="color: #DD0000">'SITE_URL'</span><span style="color: #007700">);&nbsp;</span><span style="color: #0000BB">?&gt;&lt;?php&nbsp;</span><span style="color: #007700">echo&nbsp;</span><span style="color: #0000BB">$urlPrefix</span><span style="color: #007700">;</span><span style="color: #0000BB">?&gt;&lt;?php&nbsp;</span><span style="color: #007700">echo&nbsp;</span><span style="color: #0000BB">$article_current</span><span style="color: #007700">-&gt;</span><span style="color: #0000BB">category</span><span style="color: #007700">-&gt;</span><span style="color: #0000BB">slug</span><span style="color: #007700">;&nbsp;</span><span style="color: #0000BB">?&gt;</span>/<span style="color: #0000BB">&lt;?php&nbsp;</span><span style="color: #007700">echo&nbsp;</span><span style="color: #0000BB">$article_current</span><span style="color: #007700">-&gt;</span><span style="color: #0000BB">seo_url</span><span style="color: #007700">;&nbsp;</span><span style="color: #0000BB">?&gt;</span>.html"/&gt;
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-Centre for Financial Accountability blog&lt;br /&gt;
&lt;br /&gt;
The institution of Comptroller and Auditor General (CAG) in India is patterned on the British model. In Britain, The Exchequer &amp;amp; Audit Department Act of 1866 created the office of CAG with a view to strengthen democracy and exercise parliamentary control over national finances. The office of CAG came into being, thanks to the missionary zeal of William Gladstone who was Finance Minister at the time and later became the Prime Minister. CAG was required to audit expenditure and report to the Parliament. This solved the dilemma which had baffled the Parliament for years, &amp;lsquo;whether the expenditure is to be controlled by in-expert parliamentarians or expert non-parliamentarians&amp;rsquo;.&lt;br /&gt;
&lt;br /&gt;
After India became independent, it framed a new Constitution and established the position of CAG in its constitutional scheme. CAG was required to audit public expenditure and report to the Parliament. It also had to make the executive accountable for use of public money, granted to it through budgetary allocations. Over the years, the role of government has substantially increased due to development planning and embracing the philosophy of a welfare state, resulting in a multi-fold increase in public expenditure. In keeping with the new demands, CAG has diversified its activities. It has entered the arena of the performance audit, revenue audit and audit of PSUs (public sector undertakings) and autonomous bodies which are substantially funded by the government.&lt;br /&gt;
&lt;br /&gt;
Despite these initiatives, CAG faces the formidable challenge of putting in place a mechanism to ensure accountability in the use of public money of the central and state governments. There are many publicly-funded institutions which evade audit. The government has embarked on new activities such as public-private partnership while leaving loopholes in the arrangement, which enables avoidance of public audit. Further, a good part of government&amp;rsquo;s transactions have been computerised &amp;ndash; they are prone to cyber attacks and computer frauds.&lt;br /&gt;
&lt;br /&gt;
The existing institutional arrangement of the office of CAG does not seem capable of meeting current day challenges of public audit. That&amp;rsquo;s primarily because it has not changed its administrative structure inherited from the colonial times and is virtually caught in a time warp. It is a highly centralised behemoth, with no delegation of duties to hundreds of field offices spread throughout India. It lacks professionalism and is devoid of effective power to prevent misuse and loss of public money and resources.&lt;br /&gt;
&lt;br /&gt;
Please &lt;a href=&quot;http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/&quot;&gt;click here&lt;/a&gt; to read more. &lt;br /&gt;
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The institution of Comptroller and Auditor General (CAG) in India is patterned on the British model. In Britain, The Exchequer &amp;amp; Audit Department Act of 1866 created the office of CAG with a view to strengthen democracy and exercise parliamentary control over national finances. The office of CAG came into being, thanks to the missionary zeal of William Gladstone who was Finance Minister at the time and later became the Prime Minister. CAG was required to audit expenditure and report to the Parliament. This solved the dilemma which had baffled the Parliament for years, &amp;lsquo;whether the expenditure is to be controlled by in-expert parliamentarians or expert non-parliamentarians&amp;rsquo;.&lt;br /&gt;
&lt;br /&gt;
After India became independent, it framed a new Constitution and established the position of CAG in its constitutional scheme. CAG was required to audit public expenditure and report to the Parliament. It also had to make the executive accountable for use of public money, granted to it through budgetary allocations. Over the years, the role of government has substantially increased due to development planning and embracing the philosophy of a welfare state, resulting in a multi-fold increase in public expenditure. In keeping with the new demands, CAG has diversified its activities. It has entered the arena of the performance audit, revenue audit and audit of PSUs (public sector undertakings) and autonomous bodies which are substantially funded by the government.&lt;br /&gt;
&lt;br /&gt;
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&lt;br /&gt;
The existing institutional arrangement of the office of CAG does not seem capable of meeting current day challenges of public audit. That&amp;rsquo;s primarily because it has not changed its administrative structure inherited from the colonial times and is virtually caught in a time warp. It is a highly centralised behemoth, with no delegation of duties to hundreds of field offices spread throughout India. It lacks professionalism and is devoid of effective power to prevent misuse and loss of public money and resources.&lt;br /&gt;
&lt;br /&gt;
Please &lt;a href=&quot;http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/&quot;&gt;click here&lt;/a&gt; to read more. &lt;br /&gt;
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Cake\Controller\Controller::render() - CORE/src/Controller/Controller.php, line 791
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The institution of Comptroller and Auditor General (CAG) in India is patterned on the British model. In Britain, The Exchequer &amp; Audit Department Act of 1866 created the office of CAG with a view to strengthen..."/>
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                <strong>What Ails CAG, and What Can Be Done? -BP Mathur</strong></h1>
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                <div align="justify">-Centre for Financial Accountability blog<br /><br />The institution of Comptroller and Auditor General (CAG) in India is patterned on the British model. In Britain, The Exchequer &amp; Audit Department Act of 1866 created the office of CAG with a view to strengthen democracy and exercise parliamentary control over national finances. The office of CAG came into being, thanks to the missionary zeal of William Gladstone who was Finance Minister at the time and later became the Prime Minister. CAG was required to audit expenditure and report to the Parliament. This solved the dilemma which had baffled the Parliament for years, &lsquo;whether the expenditure is to be controlled by in-expert parliamentarians or expert non-parliamentarians&rsquo;.<br /><br />After India became independent, it framed a new Constitution and established the position of CAG in its constitutional scheme. CAG was required to audit public expenditure and report to the Parliament. It also had to make the executive accountable for use of public money, granted to it through budgetary allocations. Over the years, the role of government has substantially increased due to development planning and embracing the philosophy of a welfare state, resulting in a multi-fold increase in public expenditure. In keeping with the new demands, CAG has diversified its activities. It has entered the arena of the performance audit, revenue audit and audit of PSUs (public sector undertakings) and autonomous bodies which are substantially funded by the government.<br /><br />Despite these initiatives, CAG faces the formidable challenge of putting in place a mechanism to ensure accountability in the use of public money of the central and state governments. There are many publicly-funded institutions which evade audit. The government has embarked on new activities such as public-private partnership while leaving loopholes in the arrangement, which enables avoidance of public audit. Further, a good part of government&rsquo;s transactions have been computerised &ndash; they are prone to cyber attacks and computer frauds.<br /><br />The existing institutional arrangement of the office of CAG does not seem capable of meeting current day challenges of public audit. That&rsquo;s primarily because it has not changed its administrative structure inherited from the colonial times and is virtually caught in a time warp. It is a highly centralised behemoth, with no delegation of duties to hundreds of field offices spread throughout India. It lacks professionalism and is devoid of effective power to prevent misuse and loss of public money and resources.<br /><br />Please <a href="http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/" title="http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/">click here</a> to read more. <br /></div>               </font>
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-Centre for Financial Accountability blog&lt;br /&gt;
&lt;br /&gt;
The institution of Comptroller and Auditor General (CAG) in India is patterned on the British model. In Britain, The Exchequer &amp;amp; Audit Department Act of 1866 created the office of CAG with a view to strengthen democracy and exercise parliamentary control over national finances. The office of CAG came into being, thanks to the missionary zeal of William Gladstone who was Finance Minister at the time and later became the Prime Minister. CAG was required to audit expenditure and report to the Parliament. This solved the dilemma which had baffled the Parliament for years, &amp;lsquo;whether the expenditure is to be controlled by in-expert parliamentarians or expert non-parliamentarians&amp;rsquo;.&lt;br /&gt;
&lt;br /&gt;
After India became independent, it framed a new Constitution and established the position of CAG in its constitutional scheme. CAG was required to audit public expenditure and report to the Parliament. It also had to make the executive accountable for use of public money, granted to it through budgetary allocations. Over the years, the role of government has substantially increased due to development planning and embracing the philosophy of a welfare state, resulting in a multi-fold increase in public expenditure. In keeping with the new demands, CAG has diversified its activities. It has entered the arena of the performance audit, revenue audit and audit of PSUs (public sector undertakings) and autonomous bodies which are substantially funded by the government.&lt;br /&gt;
&lt;br /&gt;
Despite these initiatives, CAG faces the formidable challenge of putting in place a mechanism to ensure accountability in the use of public money of the central and state governments. There are many publicly-funded institutions which evade audit. The government has embarked on new activities such as public-private partnership while leaving loopholes in the arrangement, which enables avoidance of public audit. Further, a good part of government&amp;rsquo;s transactions have been computerised &amp;ndash; they are prone to cyber attacks and computer frauds.&lt;br /&gt;
&lt;br /&gt;
The existing institutional arrangement of the office of CAG does not seem capable of meeting current day challenges of public audit. That&amp;rsquo;s primarily because it has not changed its administrative structure inherited from the colonial times and is virtually caught in a time warp. It is a highly centralised behemoth, with no delegation of duties to hundreds of field offices spread throughout India. It lacks professionalism and is devoid of effective power to prevent misuse and loss of public money and resources.&lt;br /&gt;
&lt;br /&gt;
Please &lt;a href=&quot;http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/&quot;&gt;click here&lt;/a&gt; to read more. &lt;br /&gt;
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	&#039;disp&#039; =&gt; &#039;&lt;div align=&quot;justify&quot;&gt;-Centre for Financial Accountability blog&lt;br /&gt;&lt;br /&gt;The institution of Comptroller and Auditor General (CAG) in India is patterned on the British model. In Britain, The Exchequer &amp;amp; Audit Department Act of 1866 created the office of CAG with a view to strengthen democracy and exercise parliamentary control over national finances. The office of CAG came into being, thanks to the missionary zeal of William Gladstone who was Finance Minister at the time and later became the Prime Minister. CAG was required to audit expenditure and report to the Parliament. This solved the dilemma which had baffled the Parliament for years, &amp;lsquo;whether the expenditure is to be controlled by in-expert parliamentarians or expert non-parliamentarians&amp;rsquo;.&lt;br /&gt;&lt;br /&gt;After India became independent, it framed a new Constitution and established the position of CAG in its constitutional scheme. CAG was required to audit public expenditure and report to the Parliament. It also had to make the executive accountable for use of public money, granted to it through budgetary allocations. Over the years, the role of government has substantially increased due to development planning and embracing the philosophy of a welfare state, resulting in a multi-fold increase in public expenditure. In keeping with the new demands, CAG has diversified its activities. It has entered the arena of the performance audit, revenue audit and audit of PSUs (public sector undertakings) and autonomous bodies which are substantially funded by the government.&lt;br /&gt;&lt;br /&gt;Despite these initiatives, CAG faces the formidable challenge of putting in place a mechanism to ensure accountability in the use of public money of the central and state governments. There are many publicly-funded institutions which evade audit. The government has embarked on new activities such as public-private partnership while leaving loopholes in the arrangement, which enables avoidance of public audit. Further, a good part of government&amp;rsquo;s transactions have been computerised &amp;ndash; they are prone to cyber attacks and computer frauds.&lt;br /&gt;&lt;br /&gt;The existing institutional arrangement of the office of CAG does not seem capable of meeting current day challenges of public audit. That&amp;rsquo;s primarily because it has not changed its administrative structure inherited from the colonial times and is virtually caught in a time warp. It is a highly centralised behemoth, with no delegation of duties to hundreds of field offices spread throughout India. It lacks professionalism and is devoid of effective power to prevent misuse and loss of public money and resources.&lt;br /&gt;&lt;br /&gt;Please &lt;a href=&quot;http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/&quot; title=&quot;http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/&quot;&gt;click here&lt;/a&gt; to read more. &lt;br /&gt;&lt;/div&gt;&#039;,
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&lt;br /&gt;
The institution of Comptroller and Auditor General (CAG) in India is patterned on the British model. In Britain, The Exchequer &amp;amp; Audit Department Act of 1866 created the office of CAG with a view to strengthen democracy and exercise parliamentary control over national finances. The office of CAG came into being, thanks to the missionary zeal of William Gladstone who was Finance Minister at the time and later became the Prime Minister. CAG was required to audit expenditure and report to the Parliament. This solved the dilemma which had baffled the Parliament for years, &amp;lsquo;whether the expenditure is to be controlled by in-expert parliamentarians or expert non-parliamentarians&amp;rsquo;.&lt;br /&gt;
&lt;br /&gt;
After India became independent, it framed a new Constitution and established the position of CAG in its constitutional scheme. CAG was required to audit public expenditure and report to the Parliament. It also had to make the executive accountable for use of public money, granted to it through budgetary allocations. Over the years, the role of government has substantially increased due to development planning and embracing the philosophy of a welfare state, resulting in a multi-fold increase in public expenditure. In keeping with the new demands, CAG has diversified its activities. It has entered the arena of the performance audit, revenue audit and audit of PSUs (public sector undertakings) and autonomous bodies which are substantially funded by the government.&lt;br /&gt;
&lt;br /&gt;
Despite these initiatives, CAG faces the formidable challenge of putting in place a mechanism to ensure accountability in the use of public money of the central and state governments. There are many publicly-funded institutions which evade audit. The government has embarked on new activities such as public-private partnership while leaving loopholes in the arrangement, which enables avoidance of public audit. Further, a good part of government&amp;rsquo;s transactions have been computerised &amp;ndash; they are prone to cyber attacks and computer frauds.&lt;br /&gt;
&lt;br /&gt;
The existing institutional arrangement of the office of CAG does not seem capable of meeting current day challenges of public audit. That&amp;rsquo;s primarily because it has not changed its administrative structure inherited from the colonial times and is virtually caught in a time warp. It is a highly centralised behemoth, with no delegation of duties to hundreds of field offices spread throughout India. It lacks professionalism and is devoid of effective power to prevent misuse and loss of public money and resources.&lt;br /&gt;
&lt;br /&gt;
Please &lt;a href=&quot;http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/&quot;&gt;click here&lt;/a&gt; to read more. &lt;br /&gt;
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                <strong>What Ails CAG, and What Can Be Done? -BP Mathur</strong></h1>
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                <div align="justify">-Centre for Financial Accountability blog<br /><br />The institution of Comptroller and Auditor General (CAG) in India is patterned on the British model. In Britain, The Exchequer &amp; Audit Department Act of 1866 created the office of CAG with a view to strengthen democracy and exercise parliamentary control over national finances. The office of CAG came into being, thanks to the missionary zeal of William Gladstone who was Finance Minister at the time and later became the Prime Minister. CAG was required to audit expenditure and report to the Parliament. This solved the dilemma which had baffled the Parliament for years, &lsquo;whether the expenditure is to be controlled by in-expert parliamentarians or expert non-parliamentarians&rsquo;.<br /><br />After India became independent, it framed a new Constitution and established the position of CAG in its constitutional scheme. CAG was required to audit public expenditure and report to the Parliament. It also had to make the executive accountable for use of public money, granted to it through budgetary allocations. Over the years, the role of government has substantially increased due to development planning and embracing the philosophy of a welfare state, resulting in a multi-fold increase in public expenditure. In keeping with the new demands, CAG has diversified its activities. It has entered the arena of the performance audit, revenue audit and audit of PSUs (public sector undertakings) and autonomous bodies which are substantially funded by the government.<br /><br />Despite these initiatives, CAG faces the formidable challenge of putting in place a mechanism to ensure accountability in the use of public money of the central and state governments. There are many publicly-funded institutions which evade audit. The government has embarked on new activities such as public-private partnership while leaving loopholes in the arrangement, which enables avoidance of public audit. Further, a good part of government&rsquo;s transactions have been computerised &ndash; they are prone to cyber attacks and computer frauds.<br /><br />The existing institutional arrangement of the office of CAG does not seem capable of meeting current day challenges of public audit. That&rsquo;s primarily because it has not changed its administrative structure inherited from the colonial times and is virtually caught in a time warp. It is a highly centralised behemoth, with no delegation of duties to hundreds of field offices spread throughout India. It lacks professionalism and is devoid of effective power to prevent misuse and loss of public money and resources.<br /><br />Please <a href="http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/" title="http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/">click here</a> to read more. <br /></div>               </font>
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-Centre for Financial Accountability blog<br />
<br />
The institution of Comptroller and Auditor General (CAG) in India is patterned on the British model. In Britain, The Exchequer &amp; Audit Department Act of 1866 created the office of CAG with a view to strengthen democracy and exercise parliamentary control over national finances. The office of CAG came into being, thanks to the missionary zeal of William Gladstone who was Finance Minister at the time and later became the Prime Minister. CAG was required to audit expenditure and report to the Parliament. This solved the dilemma which had baffled the Parliament for years, &lsquo;whether the expenditure is to be controlled by in-expert parliamentarians or expert non-parliamentarians&rsquo;.<br />
<br />
After India became independent, it framed a new Constitution and established the position of CAG in its constitutional scheme. CAG was required to audit public expenditure and report to the Parliament. It also had to make the executive accountable for use of public money, granted to it through budgetary allocations. Over the years, the role of government has substantially increased due to development planning and embracing the philosophy of a welfare state, resulting in a multi-fold increase in public expenditure. In keeping with the new demands, CAG has diversified its activities. It has entered the arena of the performance audit, revenue audit and audit of PSUs (public sector undertakings) and autonomous bodies which are substantially funded by the government.<br />
<br />
Despite these initiatives, CAG faces the formidable challenge of putting in place a mechanism to ensure accountability in the use of public money of the central and state governments. There are many publicly-funded institutions which evade audit. The government has embarked on new activities such as public-private partnership while leaving loopholes in the arrangement, which enables avoidance of public audit. Further, a good part of government&rsquo;s transactions have been computerised &ndash; they are prone to cyber attacks and computer frauds.<br />
<br />
The existing institutional arrangement of the office of CAG does not seem capable of meeting current day challenges of public audit. That&rsquo;s primarily because it has not changed its administrative structure inherited from the colonial times and is virtually caught in a time warp. It is a highly centralised behemoth, with no delegation of duties to hundreds of field offices spread throughout India. It lacks professionalism and is devoid of effective power to prevent misuse and loss of public money and resources.<br />
<br />
Please <a href="http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/">click here</a> to read more. <br />
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The institution of Comptroller and Auditor General (CAG) in India is patterned on the British model. In Britain, The Exchequer &amp; Audit Department Act of 1866 created the office of CAG with a view to strengthen democracy and exercise parliamentary control over national finances. The office of CAG came into being, thanks to the missionary zeal of William Gladstone who was Finance Minister at the time and later became the Prime Minister. CAG was required to audit expenditure and report to the Parliament. This solved the dilemma which had baffled the Parliament for years, &lsquo;whether the expenditure is to be controlled by in-expert parliamentarians or expert non-parliamentarians&rsquo;.<br />
<br />
After India became independent, it framed a new Constitution and established the position of CAG in its constitutional scheme. CAG was required to audit public expenditure and report to the Parliament. It also had to make the executive accountable for use of public money, granted to it through budgetary allocations. Over the years, the role of government has substantially increased due to development planning and embracing the philosophy of a welfare state, resulting in a multi-fold increase in public expenditure. In keeping with the new demands, CAG has diversified its activities. It has entered the arena of the performance audit, revenue audit and audit of PSUs (public sector undertakings) and autonomous bodies which are substantially funded by the government.<br />
<br />
Despite these initiatives, CAG faces the formidable challenge of putting in place a mechanism to ensure accountability in the use of public money of the central and state governments. There are many publicly-funded institutions which evade audit. The government has embarked on new activities such as public-private partnership while leaving loopholes in the arrangement, which enables avoidance of public audit. Further, a good part of government&rsquo;s transactions have been computerised &ndash; they are prone to cyber attacks and computer frauds.<br />
<br />
The existing institutional arrangement of the office of CAG does not seem capable of meeting current day challenges of public audit. That&rsquo;s primarily because it has not changed its administrative structure inherited from the colonial times and is virtually caught in a time warp. It is a highly centralised behemoth, with no delegation of duties to hundreds of field offices spread throughout India. It lacks professionalism and is devoid of effective power to prevent misuse and loss of public money and resources.<br />
<br />
Please <a href="http://www.cenfa.org/blog/what-ails-cag-and-what-can-be-done/">click here</a> to read more. <br />
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What Ails CAG, and What Can Be Done? -BP Mathur

-Centre for Financial Accountability blog The institution of Comptroller and Auditor General (CAG) in India is patterned on the British model. In Britain, The Exchequer & Audit Department Act of 1866 created the office of CAG with a view to strengthen democracy and exercise parliamentary control over national finances. The office of CAG came into being, thanks to the missionary zeal of William Gladstone who was Finance Minister at the time and later became the Prime Minister. CAG was required to audit expenditure and report to the Parliament. This solved the dilemma which had baffled the Parliament for years, ‘whether the expenditure is to be controlled by in-expert parliamentarians or expert non-parliamentarians’. After India became independent, it framed a new Constitution and established the position of CAG in its constitutional scheme. CAG was required to audit public expenditure and report to the Parliament. It also had to make the executive accountable for use of public money, granted to it through budgetary allocations. Over the years, the role of government has substantially increased due to development planning and embracing the philosophy of a welfare state, resulting in a multi-fold increase in public expenditure. In keeping with the new demands, CAG has diversified its activities. It has entered the arena of the performance audit, revenue audit and audit of PSUs (public sector undertakings) and autonomous bodies which are substantially funded by the government. Despite these initiatives, CAG faces the formidable challenge of putting in place a mechanism to ensure accountability in the use of public money of the central and state governments. There are many publicly-funded institutions which evade audit. The government has embarked on new activities such as public-private partnership while leaving loopholes in the arrangement, which enables avoidance of public audit. Further, a good part of government’s transactions have been computerised – they are prone to cyber attacks and computer frauds. The existing institutional arrangement of the office of CAG does not seem capable of meeting current day challenges of public audit. That’s primarily because it has not changed its administrative structure inherited from the colonial times and is virtually caught in a time warp. It is a highly centralised behemoth, with no delegation of duties to hundreds of field offices spread throughout India. It lacks professionalism and is devoid of effective power to prevent misuse and loss of public money and resources. Please click here to read more.