Seema-Sambhal: Harnessing TOD to assume ownership of our borders

The new proposal with the peculiar nomenclature of Tour of Duty (TOD), for youth in Army for three years is being cited by the media as the panacea for problems like rising manpower costs, need for better talent and deficiencies in the officers cadre, currently approximately 11,000.

The proposal aims at inducting talented youth, training them for around six months and deploying them in operational areas for the balance tenure. Initially, it aims to induct 100 officers and 1,000 Jawans per year. It is also learnt that induction will be at the under-graduate level, raising concerns of risking untrained youth in their teens and then abandoning them to fend for themselves.

The harsh reality is that all senior commanders believe that they are experts in the specialised field of cadre management. It will be appropriate to rephrase the old maxim, “Cadre management is too serious a business to be left to Generals.” How else can we explain deficiencies and the complex bevy of multiple entries like NDA, IMA, SS, TES, TGC, NCC, UES and SS (Tech) ? This apart, we have in-service avenues like ACC, RCO/SCO and SL. There are specialised entries for AMC, TA, JAG, WSES and AEC. We have multiple sub-cadres with different norms, competing aspirations and litigation. It would be much better to stay invested in existing schemes like SS, making them attractive.

The SS should be restored to (5+5+4) with assured government guaranteed lateral absorption and gratuity. Aided by benign courts, clamour is for ESM status, canteen, ECHS and club benefits, adding to burgeoning revenue expenditure and pension bills. Unfortunately, no such scrutiny is applied to 3.75 lakh Defence civilians, allocated disproportionately higher share of benefits, causing angst. Outsourcing and contractual services should be the norm. Khuswant Singh’s advice for cost cutting was, “ you can’t put price tag on national security.”

Many of our initiatives are premised on uncontrolled external variables like lateral absorption, referred to as “peel factor.” In 1997, when deficiencies reached critical level with insurgency, presentations were made to then Prime Minister, late I K Gujral. He approved the scheme for common training and induction of CAPF officers through Army after three years of operational service. UPSC was to allocate cadres to ensure objectivity. Turf battles kicked in and files went into limbo, shuttling between North and South blocks. His other direction for lateral induction met a similar fate after endless meetings with DOPT and PESB.

Instead of launching new and untried schemes, the need is to recognise that human capital is our core strength. After the 1962 drubbing and induction of Pattons and Sabre jets, American think tanks flagged asymmetry as a rare opportunity for Pakistan in 1965. People centric response and dogged determination of our troops turned the tide. The same has been re-emphasised in Kargil and ongoing proxy war, despite hollowness in equipment. It is not as if only top talent comes to Forces. Moderate but committed lot is nurtured through in-service training. The oft repeated lament that quality of intake has deteriorated is a common diatribe across cadres. Unparalleled bravery of Vikram Batra, Manoj Pande, Kengruse should serve as the ultimate ‘Shut-up call’. It is not merit, elite school grooming and even patriotism that breeds such role models. The real catalysts are – unit “izzat”, training and good COs.

The over riding need is to invest in an eco-system increasingly under attack with unrestricted entry into cantonments and now conducted tour into a career requiring life-long commitment and domain competence. What kind of expertise can three years give? In any case, the best will go to IITs through destinations like Kota. Only the mediocre will join to embellish CVs. There is no guarantee of assured employment, even after TOD. Most will be forced to seek sub-optimal employment, leading to further devaluation of ranks. As regards TOD for Jawans, best is to spare them from this untried initiative.

Two other recent initiatives merit comment. The 61 Cavalry, historic regiment with the Haifa legacy is sought to be reappropriated into tank regiment by amalgamating three independent squadrons. Both can be done imaginatively. Two squadrons worth of horses can coalesce around Army Equitation Node at Delhi and given one squadron of Armoured cars, for internal security role in NCR, retaining 61 Cavalry. Squadrons being merged include 5 (I) AS, with accolades of first UN peacemaking operations in Congo and only tank column to reach Dacca. Amalgamation can be achieved by merging equally historic 1 and 2 (I) AS, to form 125 Armoured Regiment instead of masquerading as 61 Armoured. Merge them, respecting their legacy.

Forward thinking government should seek external expert advice to work out an imaginative solution. It will be appropriate to utilise this as an opportunity and launch ‘Seema Sambhal’ initiative, assuming ownership of border areas. Large number of villages are deserted and referred to as ‘ghost villages’. Accelerated development in China generates centrifugal, secessionist forces. The model should be based on ‘Teach For India’ with reputed corporate and educational entities taking ownership.

TOD aspirants can intern for two or three years, helping in skill building, good governance and advancing concept of settled population. TOD can be mentored by Army shaping ‘Citizen Warriors – (Nagrik Yodhas). Habitation, ration and stipend can be provided out of CSR. If the aim is to imbue patriotism and seek adventure, every one need not join Army. We have NCC, NSS and TA. Anurag Thakur, Sachin Pilot and Dhoni are shining examples. Pan India people centric ownership by youth will convey appropriate message to Chinese, shifting border management discourse into psychological domain.