干扰条件下防空兵通信装备系统效能分析

为研究干扰条件下防空兵通信装备系统效能,在ADC模型的基础上构建了ADCF系统效能模型,并结合实例对模型进行了仿真分析.仿真结果显示,该模型能较好反映敌方干扰对通信装备系统效能的影响.提出了干扰条件下提高防空兵通信装备系统效能的措施.     

Preserving defense technologies: A strategy for economic conversion†

This paper presents a model for converting legacy defense production facilities into private‐sector economic resources. Specifically, this paper will examine as a case study the first successful conversion of a former U.S. Department of Energy nuclear weapons production installation, including reasons for its success, its costs and benefits, and lessons for public policy. It is envisioned that this model may be useful for mitigating local economic hardship resulting from defense “downsizing” and for privatizing production capacities critical for national defense.     

Public opinion: A powerful predictor of U.S. defense spending

Public opinion survey responses regarding the desirability of changes in defense spending can be compressed into a single variable, the public opinion balance, which, when accompanied by a control variable measuring the proportion of responses in the “residuum” (no opinion or keep the status quo), permits an accurate prediction of subsequent changes in the rate of change of U.S. defense outlays from the mid‐1960s through the 1980s. This finding cannot be interpreted as a simple case of “the public got what it wanted,” however, because public opinion was not autonomous or spontaneous, and defense decision makers themselves played a central role in shaping public opinion.     

防空兵群(团)火力配系优化

首先阐明了防空兵群(团)火力配系优化的基本概念,然后,运用作战模拟的有关理论,分别建立了火力单位距目标的最佳配置距离(D)、防空兵群(团)对来袭目标的抗击率(Pk)和被保护目标的安全率(Pa)的优化模型。在此基础上,提出了防空兵群(团)火力配系优化的一般方法。最后通过一个实例,说明了防空兵群(团)火力配系的具体步骤。     

Making defense planning meaningful: the evolution of strategic guidance in the Hungarian Ministry of Defense

Hungary, a former communist state, adapted a Western-style defense planning system during the 1990s and 2000s. Although on the surface the elements of this planning system were similar to the planning programming budgeting system (PPBS) developed by the US Department of Defense, strategic guidance for defense planning has not been properly developed until recently. Thus, albeit PPBS-based defense plans were developed in the Hungarian Ministry of Defense (Hungarian MoD) regularly, they lacked both an expression of clear priorities and strategic focus. This article delineates the evolution of strategic guidance in the Hungarian MoD concentrating on current developments, and introduces the newly elaborated analytical concepts and tools, which helped to create needed strategic guidance in Hungary.     

Economic impact of the ministry of defence’s budget: methodological design and results for the Spanish economy

This article analyses the economic impact of the expenditure budget of the Spanish Ministry of Defence (MoD) and its Autonomous Agencies (AA), distinguishing direct, indirect and induced effects. The input–output methodology is used to find intersectoral effects on the rest of the economy. The article quantifies the economic impact in terms of production, gross value added (GVA), employed population, tax revenue, and also in terms of its contribution to the gross domestic product (GDP) of Spain in 2010. The results show that the activity of the MoD and AA generates 1.2% of the country’s GDP and 1.7% of total employment in that year.     

谈如何加强消防经费预算管理

预算管理是后勤财务管理的核心,对加强经费收支管理、提高经费使用效益具有重大意义。但当前在部队经费预算管理中存在着一些问题,针对这些问题,提出了加强人才培养、增强预算意识、加强预算编制工作等几点对策。     

部队资产管理与预算管理相结合长效机制建设的思考

按照武警总部资产管理与预算管理相结合的办法要求，公安现役部队实行了资产管理与预算管理相结合改革，取得明显成效，促进了保障效益的提高。如何确保资产管理与预算管理相结合走上规范化、经常化的轨道？如何确保这些工作有章可循、顺畅运转，具有长久的生命力？笔者通过分析目前部队资产使用和管理现状，提出了加强资产管理与预算管理相结合长效机制建设。     

When Programming Trumps Policy and Plans: The Case of the US Department of the Navy11

Traditionally, policy and planning have been institutionally weak in the Naval Staff (Office of the Chief of Naval Operations – OPNAV). In their place, the N8 (Programming) has dominated resource decision-making, and, by default, decisions relating to policy and planning. Recent uncertainty over defense authorization and appropriations has resulted in calls for a greater role to be played by the N3/5, Policy and Plans Directorate. The article argues that reform of the Department of the Navy’s planning process is urgently needed. OPNAV’s weak planning and overly dominant programming practices are compared with those of the Departments of the Army and Air Force and are shown to be out of conformance with them. The article concludes with specific and detailed recommendations for reform of both the current planning and programming processes.