Command and control of red tabs over troops decline by the day

Ordered to do menial tasks, Army jawans desert Patiala unit
Last Updated: Friday, November 02, 2012, 18:40
Zeenews Bureau
Chandigarh: In yet another breach of discipline in the Indian Army, around 16 soldiers of an armoured regiment based in Patiala left their unit after being forced by their seniors to perform 'menial tasks'.
As per reports, the jawans were part of the 56 Armoured Regiment stationed at Patiala as part of the elite 1 Armoured Division.
The jawans were allegedly asked by some officers to carry out 'menial tasks'. They allegedly protested stating that they belonged to Army's clerk cadres and were supposed to do specific tasks only, The Indian Express reported.
Reports stated that the soldiers returned to their regimental centre in Ahmednagar after the Commanding Officer (CO) issued orders to punish them for showing dissent.
CO had the jawans put through a 'Battle Physical and Proficiency Test (BPET) which requires one to run several kilometres and cross obstacles in full battle gear. They were then forced to do a 'route march’.
The newspaper added that queries to Western Command's Chandimandir-based headquarters went unanswered and no statement was issued in this regard.
Over a 1,000 soldiers have committed suicide since 2003, with the yearly toll regularly climbing over 100. Incidents of fragging (to kill or wound a fellow soldier) have also become a regular phenomenon in the 1.13-million strong Army.
A report by the Defence Institute of Psychological Research had held that "perceived humiliation and harassment, over and above occupational and familial causes", by their superiors often serves as the final "trigger" for jawans in stress-related cases in the forces.
The Army has, meanwhile, ordered a probe into the matter.
Ordered to do menial tasks, Army jawans desert Patiala unit
Related reading
The UN indictment of Indian troops in that episode of sexual abuse had surfaced in a probe report, which had revealed "prima-facie evidence" against a number of Indian peace-keepers previously assigned to one of the units with the UN Mission in Congo.
CoI verdict against Indian peacekeepers expected soon
Comment: The red tabs (only the symbols on uniforms) of all full colonels need to be done away with immediately to reduce the psychological barrier between the troops and unit commanding officers. This gesture is likely to assuage the feelings of the troops under command. The VIP status and VIP culture ingrained in Officers must be slowly got ridden off. Generals need to meet the expenses of batmen, dhobis cooks and waiters from their own funds. No appointment comes with free services and privileges. Now a days there are adequate high tech gadgets to do away with combatants working in Generals houses needlessly in peace areas especially in AHQ and all Command/ Area HQ's.

Culpability for Wastage of Funds by the Army Commanders

Reference: Army chief, top generals wasted crores, shows defence ministry audit
Response
Culpability for Wastage of Funds by the Army Commanders by Major General Mrinal Suman
Elements inimical to the services are at it once again. Senior army commanders are being accused of wasting crores of rupees through improper purchases made under Special Financial Powers of the Army Commanders. As per the press reports, a post-audit has been carried out of 55 transactions pertaining to financial years 2009-10 and 2010-11 by the Controller of Defence Accounts. The audit report has estimated the total loss to be to the tune of Rupees 103.11 crores. It is a serious indictment and deserves elaboration.
With a view to impart enhanced autonomy in administrative and operational functioning, various financial powers have been delegated to the Army Commanders. As per the recommendations of the Committee on Defence Expenditure, the Ministry of Defence decided in November 1991 that exercise of such delegated financial powers should be with the concurrence of local financial advisors. It implies that such delegated financial powers are neither absolute nor discretionary, and can be exercised by the Army Commanders only with the prior consent of their Integrated Financial Advisor (IFA).
The system of IFA aims to reduce delays and provide pre-contract expert advice to the executives for ensuring financial prudence and prevent irregularities.
Role of Financial Advisors
Commanders have to obtain prior financial concurrence of their IFA before incurring any expenditure as there is no provision for ex-post facto acquiescence.
IFAs are tasked to carry out a careful and intelligent scrutiny of all proposals involving expenditure from the public funds to ensure economy, efficiency and propriety in public finance. Before according financial concurrence, it is their duty to seek complete and comprehensive justification for the proposals. They are authorised to even challenge the necessity for incurring projected expenditure for a given purchase.
Unless IFA accords Acceptance of Necessity and approves the quantity to be procured, no proposal can be progressed. He questions the proposed mode of tendering and checks the list of prospective vendors. All tender documents are vetted by IFA prior to their issuance.
Most importantly, IFA is always a member of the Commercial Negotiation Committee and participates in the following functions:

Appraisal of bids as regards commercial terms, delivery schedule, performance warranty, guarantee terms and acceptance criteria.

Determination of fair and reasonable price of the product. Preparation of a ‘Comparative Statement of Tenders’ to determine lowest bidder. Undertaking negotiations with the lowest bidder to obtain best possible terms. Diligent drafting of contract to safeguard Government’s interests.

Post-contract management to monitor adherence to the terms of the deal and timely invocation of penalty provisions in case of default.

As is obvious, IFA exercises total and all-encompassing oversight over the complete procurement process. He can stall any procurement proposal if not convinced of its financial propriety.
The Question of Culpability
The said audit report faults the Army Commanders for disregarding guideline while buying foreign equipment, procuring equipment from Indian agents, accepting equipment rejected by another army entity and purchase of Chinese products which may have been embedded with malignant software.
As seen above, IFAs guide commanders at every stage of the procurement process and keep a close oversight. If that be so, onus for rendering faulty financial advice or clearing faulty cases rests on them. They should be asked to explain alleged irregularities and infirmities. How can an Army Commander be blamed for adhering to the advice of his IFA? If that be so, why have IFAs at all?
Most outrageously, the audit report states that the local financial advisors are intimidated by military officers in command. One has not come across a more preposterous and bizarre statement. No IFA ever gets intimidated. On the contrary, they are overbearing, domineering and suffer from an acute ‘rank-equivalence-complex’. They keep comparing their pay scales with those of the service officers to draw equations with different ranks. This complex manifests itself in their condescending attitude as they tend to assume the role of dispenser of favours while according financial concurrence. Therefore, the question of their getting intimidated is all baloney.
Inadequacies of the Current Dispensation
It is incongruous that a duly pre-audited procurement process is found to be flawed in post-audit. Interestingly, both pre-audit and post-audit are carried out by the officials of the Defence Finance and their roles are inter-changeable.
Unfortunately, the prime reason for the current weakness of the system is the failure of the Defence Finance officials to deliver. They are expected to act as defence financial advisors but are ill-equipped for the task.
They know nothing about the armed forces, their equipment and functioning. Worse, most are equally ignorant of financial management tools. During a survey of the educational qualifications of the top 50 Defence Finance officers, it was seen that most of them did not possess even elementary knowledge of finance/economics – only 8 percent had studied economics at the post-graduate level. Most were post-graduates in subjects like Political Science, English, Sociology and Sanskrit. Such officials cannot be expected to grasp minutiae of financial imperatives and perform defence economic advisory functions.
Finally
Let us look at the unenviable position of the Army Commanders. They have been asked to follow the advice of their IFAs while exercising their delegated financial powers. They are justified in assuming that all procurement proposals vetted and cleared by IFAs are in consonance with the Government rules and regulations. Therefore, it is absurd that the Army Commanders be held responsible for any alleged irregularities or omissions.
It should be for IFAs to justify the procedure followed. They and they alone should be held accountable for faulty advice and oversight. Quite appallingly, IFAs disown any responsibility under the plea that decision making is the prerogative of the executives and they cannot be held accountable for the same. It is a most ludicrous excuse.
The fact of the matter is that the armed forces are a soft target. The said audit report is a part of the well-orchestrated campaign to denigrate them through planted selective leaks.
Comment: No Army Commander will sign a purchase order unless the FA certifies that every thing is in order. The media has lost all perspective and is out to make headlines even at the cost of reputation of senior army generals. The nexus of IFA Officers and dealers/ spurious vendors need to be investigated.
Of Matters Military - Probity and Formation Commanders
Of the last dozen cases of corruption that we heard about, how many involved officers from the EME, ASC or Ord? It is common knowledge in formations today that the 'meat' lies in op wks, S&S Imprest, ACG/ATG, MI Fund and CHT Fund. Rations and spares are passe.
Probity and Formation Commanders

SC quashes HC's gag order on troops movement

SC quashes HC's gag order on reporting troops movement
Friday, September 14, 2012, 16:29
New Delhi: The Supreme Court on Friday quashed the Allahabad High Court order which had prevented media from reporting on the controversy related to alleged Army units' movement towards Delhi on January 16 amid the then prevailing row over erstwhile Army Chief V K Singh's date of birth.
A bench of justices H L Dattu and C K Prasad allowed the plea of Press Council of India which had challenged the order saying that court cannot impose such a ban on media as it violates the freedom of speech.
The bench said the high court erred in passing such order as ban on media was not sought and the prayer was only to hold an inquiry into the controversial incident.
"We are of the opinion that the high court should not have passed the order as the prayer before it was entirely different and it was inconsonance with the prayer made by the petitioner," the bench said.
The court also took into account its recent Constitution bench judgement which had said press can only be directed to postpone the reporting for a certain period.
The Centre also said it was against the high court's order and it should be quashed.
The high court had directed various Central and state government authorities on April 10 "to ensure that there is no reporting/release of any news item by the print or electronic media on the movement of troops."
The high court's order was passed on a PIL which said a national daily and a news magazine had reported on movements of the Army units from Agra to Delhi when the Singh's age row controversy was at peak. The petitioner had said the reports were against national interest.
The PCI had approached the apex court saying the order was in violation of the fundamental right under Article 19(1) (a) of the Constitution, granted to the media and every citizen of the country.
SC quashes HC's gag order on reporting troops movement
Business Standard report

President Confers Gallantry and Distinguished Service Awards

The Chief of Army Staff, Gen. V.K. Singh with the gallantry award winners and NOKs of Posthumous awardees during a reception hosted in their honour, in ABHM on April 18, 2011. CNR :37572 Photo ID :34583
The President and Supreme Commander of the Indian Armed Forces Smt Pratibha Devisingh Patil conferred three Kirti Chakras and 18 Shaurya Chakras to Armed Forces Personnel for displaying conspicuous gallantry, indomitable courage and extreme devotion to duty at a solemn ceremony at the Rashtrapati Bhawan here today.
The President also conferred thirteen Param Vishisht Seva Medals, two Uttam Yudh Seva Medals and twenty seven Ati Vishisht Seva Medals to senior officers of the Armed Forces for distinguished service of an exceptional order. The following is the list of awardees in order of Presentation:
PARAM VISHISHT SEVA MEDAL
1. VICE ADMIRAL DEVENDRA KUMAR JOSHI, AVSM, YSM, NM, VSM (01507-Z)
2. AIR MARSHAL PARAMJIT SINGH BHANGU, AVSM, VM (12932) FLYING (PILOT) (RETIRED)
3. IC-25156 LIEUTENANT GENERAL JASWINDER PAL SINGH, AVSM, ARMOURED CORPS
4. IC-25442 LIEUTENANT GENERAL SWATANTARTA NAND HANDA, AVSM, VSM, INFANTRY
5. IC-25189 LIEUTENANT GENERAL GAUTAM BANERJEE, AVSM, YSM, CORPS OF ENGINEERS
6. IC 25646 LIEUTENANT GENERAL VIRENDER SINGH TONK, AVSM, INFANTRY
7. MR-03434 LIEUTENANT GENERAL HIRA LAL KAKRIA, AVSM, BAR TO VSM, ARMY MEDICAL CORPS
8. MR-03831 LIEUTENANT GENERAL DEVENDER PAUL VATS, SM, VSM, ARMY MEDICAL CORPS
9. DR-10270 LIEUTENANT GENERAL SURRINDER BHUSHAN SEHAJPAL, AVSM, VSM, ARMY DENTAL CORPS(RETIRED)
10. IC-24718 LIEUTENANT GENERAL PREM KRISHAN GOEL, AVSM, VSM, REGIMENT OF ARTILLERY(RETIRED)
11. IC-32782 LIEUTENANT GENERAL BALLACHANDA KUTTAPPA CHENGAPA, AVSM, INFANTRY (RETIRED)
12. IC-24652 LIEUTENANT GENERAL RAJ KUMAR KARWAL, AVSM, BAR TO SM, VSM, INFANTRY / HEADQUARTER DIRECTORATE GENERAL NATIONAL CADET CORPS (RETIRED)
13. AIR MARSHAL NIRDOSH VATSYAYAN TYAGI, AVSM, VM, VSM (12765) FLYING (PILOT) (RETIRED)

KIRTI CHAKRA
1. IC-67257 MAJOR RAHUL GURUNG, CORPS OF ENGINEERS / 12 ASSAM RIFLES
2. SS-42132 CAPTAIN DEEPAK SHARMA, CORPS OF SIGNALS / 42 RASHTRIYA RIFLES(POSTHUMOUS)
3. IC-70971 LIEUTENANT (NOW CAPTAIN) VIKRANT AJIT DESHMUKH, 8TH BATTALION THE MADRAS REGIMENT

UTTAM YUDDH SEVA MEDAL
1. IC-27645 LIEUTENANT GENERAL RAMESHWAR ROY, AVSM, YSM, INFANTRY
2. IC-27972 LIEUTENANT GENERAL GYAN BHUSHAN, AVSM, VSM, INFANTRY

ATI VISHISHT SEVA MEDAL
1. IC-25833 LIEUTENANT GENERAL GOVINDA MOHAN NAIR, SM, VSM, INFANTRY
2. IC-27701 LIEUTENANT GENERAL DALBIR SINGH SIDHU, VSM, ARMOURED CORPS
3. IC-27967 LIEUTENANT GENERAL SURINDER PAL SINGH, VSM, REGIMENT OF ARTILLERY
4. IC-30010 LIEUTENANT GENERAL DIGVIJAY SINGH THAKUR, INFANTRY
5. MR-03435 LIEUTENANT GENERAL BHAGIRATH SINGH RATHORE, VSM, ARMY MEDICAL CORPS (RETIRED)
6. AIR MARSHAL JAGDISH CHANDRA, VSM (14613) AERONAUTICAL ENGINEERING (ELECTRONICS)
7. AIR MARSHAL DALJIT SINGH, VM (14553) FLYING (PILOT)
8. IC-30710 MAJOR GENERAL ANIL KUMAR MISRA, REGIMENT OF ARTILLERY
9. IC-31052 MAJOR GENERAL SHAKTI GURUNG, VSM, INFANTRY
10. IC-36294 MAJOR GENERAL NAVTEJ SINGH BAWA, REGIMENT OF ARTILLERY
11. IC-30723 MAJOR GENERAL ASHOK SINGH, SM, VSM, INFANTRY
12. IC-31351 MAJOR GENERAL RAJ NANDAN SINGH, SM, VSM, INFANTRY
13. IC-31705 MAJOR GENERAL SANDEEP SINGH, SM, VSM, INFANTRY
14. IC-31739 MAJOR GENERAL CHANGALI ANANDA KRISHNAN, INFANTRY
15. IC-34019 MAJOR GENERAL DEEPENDRA SINGH HOODA, BAR TO VSM, INFANTRY
16. DR-10309 MAJOR GENERAL SUSHANTA KARKUN, ARMY DENTAL CORPS
17. IC-33235 MAJOR GENERAL DEEPINDER SINGH, SM, VSM, ARMOURED CORPS (RETIRED)
18. REAR ADMIRAL MICHAEL TITUS MORAES, (01888-R)
19. REAR ADMIRAL PARASURAM NAIDU MURUGESAN, VSM, (01958-Z)
20. REAR ADMIRAL VIJAYA KUMAR NAMBALLA, NM, (40689-Z)
21. REAR ADMIRAL RAVINDER KHANNA, VSM, (50514-B) (RETIRED)
22. AIR VICE MARSHAL (NOW AIR MARSHAL) RAVI KANT SHARMA, VM (14088) FLYING (PILOT)
23. AIR VICE MARSHAL NAVIN RATTAN, VSM (14242) MEDICAL
24. AIR VICE MARSHAL SUBHASH CHANDER LUTHRA, VSM (15105) AERONAUTICAL ENGINEERING (ELECTRONICS) (RETIRED)
25. MR-03856 BRIGADIER VELU NAIR, BAR TO VSM, ARMY MEDICAL CORPS
26. AIR COMMODORE (NOW AIR VICE MARSHAL) SHYAM BIHARI PRASAD SINHA, VM (16053) FLYING (PILOT)
27. AIR COMMODORE HARJIT SINGH ARORA, (16557) FLYING (PILOT)

SHAURYA CHAKRA
1. 15619321 GUARDSMAN KRISHAN KUMAR, BRIGADE OF THE GUARDS / 21 RASHTRIYA RIFLES(POSTHUMOUS)
2. IC-68043 CAPTAIN AMIT KUMAR SINGH, SENA MEDAL, 2ND BATTALION THE BIHAR REGIMENT
3. JC-2300474 NAIB SUBEDAR RANG BAHADUR YADAV, 23 ASSAM RIFLES
4. 4366857 LANCE NAIK NENGMAITHEM RAJESH SINGH, 21ST BATTALION THE PARACHUTE REGIMENT (SPECIAL FORCES)
5. 13621161 LANCE HAVILDAR RAJAN, 1ST BATTALION THE PARACHUTE REGIMENT (SPECIAL FORCES)
6. 13627069 PARATROOPER MAKUNG SARANG HUCHONG, 21ST BATTALION THE PARACHUTE REGIMENT (SPECIAL FORCES)
7. G/3101841 RIFLEMAN MILAP SINGH, 31 ASSAM RIFLES
8. 2607215 SEPOY CHANNALLI BASAVARAJ, 19TH BATTALION THE MADRAS REGIMENT
9. 4001514 SEPOY RAVI KANT, DOGRA REGIMENT / 11 RASHTRIYA RIFLES(POSTHUMOUS)
10. IC-61307 MAJOR DEEPAK YADAV, ARMY EDUCATION CORPS / EMBASSY OF INDIA, KABUL (POSTHUMOUS)
11. IC-61324 MAJOR NITESH ROY, ARMY EDUCATION CORPS / EMBASSY OF INDIA, KABUL (POSTHUMOUS)
12. 13762552 LANCE NAIK PRAVEEN THAKUR, 12TH BATTALION THE JAMMU AND KASHMIR RIFLES
13. 14704137 SEPOY VIJAY SINGH BOHARA, NAGA REGIMENT / 60 RASHTRIYA RIFLES
14. IC-70065 CAPTAIN MANENDRA PRATAP SINGH, ARMY SERVICE CORPS / 8TH BATTALION THE MAHAR REGIMENT
15. IC-67498 MAJOR MANISH BARAL, MAHAR REGIMENT / 30 RASHTRIYA RIFLES
16. 4579271 SEPOY SANGAT SINGH, MAHAR REGIMENT / 30 RASHTRIYA RIFLES (POSTHUMOUS)
17. 2497584 PARATROOPER KAPIL DEV, 1ST BATTALION THE PARACHUTE REGIMENT (SPECIAL FORCES)
18. IC-72002 LIEUTENANT VIKRAM BAHADUR SINGH, ARMY SERVICE CORPS / 3RD BATTALION THE MADRAS REGIMENT

Vice-President Mohd Hamid Ansari, Prime Minister Dr. Manmohan Singh, Defence Minister Shri AK Antony, Minister of State for Defence Dr. MM Pallam Raju, Leader of the opposition Smt Sushma Swaraj, Chairperson, National Advisory Council Smt Sonia Gandhi, Chief of the Army Staff General VK Singh, Chief of the Naval Staff Admiral Nirmal Verma and several other senior civil and military officials were present on the occasion. PIB DM/HH/PK/Raman
President Confers Gallantry and Distinguished Service Awards

Indian Armed Forces: Annual Confidential Reports and Promotion Boards

ACR AND PROMOTION
The Special Army Order (SAO) giving guidelines for writing ACR is logical and lucid. Very pragmatically and wisely it lays down that all those getting 7 and above in box grading must be recommended for promotion. If not, the reasons must be recorded. In other words, any one who can do his job quite well in the present rank, should be able to perform at least adequately in the next (nothing to do with Peter’s principles, if you please). A rational approach, as there is no facility to test one in the next rank or any other alternative. Most will be horrified at the thought of settling for only average performers. However, it is a fact that the bulk of officers cleared their SSB tests with average, or even low average grading. The ‘cat’s whiskers’ must check this as it will be good for them and a boon for the Services. This obsession to promote only the ‘out standing’ or ‘above average’ is the bane of Indian Army. The poison seed sown a couple of decades back is now a giant tree, with numerous branches, bearing hideous flowers spreading its stench. We get a generous whiff daily from newspapers and TV.

Outcome of this mind set is an overwhelming desire to select the best. Nothing wrong, prima facie. But, how does one achieve it? In order to select the best of the lot, a merit list has to be drawn. Though no one admits it, this is precisely what the Promotion Boards have been doing. How else does one explain rejections of well qualified officers with unblemished records but having only 7 points, while some with minor punishments but 8 or 9 points in the kitty sail through? How can the relative merits be assessed fairly when the assessors are different and so are the service conditions– place (peace, field, high altitude), formation, task and so on. Far too many variables and parameters to apply any corrective measures and yet it is done! IITs, IIMs, AFMC and such others do not consider the marks awarded by established Universities or Boards but conduct their own tests as that is the best, if not the only, way of determining relative merits. Don’t we also have our own DSSC and TSC examinations! As examinations are not possible or practicable in this context, we have to settle for the next best. That is, let the Promotion Boards ‘pass’ or ‘fail’. Those who pass are promoted in their turn. Here comes a sore point. One is stuck with his IC number forever. What one did or did not do in his formative years, coming from diverse backgrounds, while still under the stress of training, hounds him until retirement. One may be brilliant but he cannot overtake his senior by even one number, unless the senior falters. As all of us can cite examples, hence, I will not. That, however, is another can of worms. So, let us have the ‘passed’ list, which will naturally include the ‘best of the batch’. There will be no catastrophe or even a bigger mess. Rather, there will be less injustice, heartburn, humiliation, rivalry, fake encounters to get a medal and other bad things. Showmanship has taken precedence over professional competence. Prudence, circumspection, sincerity, honesty, probity and so on are no more virtues, the last one – an offence.

Promotion Boards should, basically, screen/ clear/ approve officers for tasks or job content and not any rank– that comes later and is more of a policy matter. For example, the questions, ‘Is he fit to command a major unit’ and ‘Is he fit to be a Colonel’ are not the same as the former is precise and the latter requires derivation or redirection. Here comes the mix up in thought process, concept and visualization. The confusion thus created gives rise to unfairness and injustice. Consider the cadre review whereby Cols command units. This was not done because command of a major unit had become more arduous or demanding, requiring greater capability! Therefore, logically, all selection grade Lt Cols at that time, should have automatically been cleared to be Cols. That did not happen. Why? What happened to clear thinking, conceptualization and visualization? Matters related to ACRs and promotions are regularly tinkered with by various Chiefs and MS branch luminaries. After doing LDMC or SDMC, some feel decidedly knowledgeable and wise and start applying concepts of statistics at unit level! Thus, units start getting bizarre orders. They are subsequently cancelled but not before damaging or even sealing the careers of a few. They must have heard or read, “A little knowledge is a dangerous thing”, but to what avail?!
Col BN Ratha(Retd)
07 Jun 10
Previous Post
Inflated ACR's

Military officers who write well spend less time fighting the crazy Bureaucracy

The Regimental Rogue
The Young Officer and Staff Duties By Michael M. O'Leary, Captain, The RCR

Time, time, and the saving of it, should be the soul of every order and instruction, of every report and of every message. - J.F.C. Fuller, 1943

The line officer despises the lowly "staff officer," and rues the day he might become one himself. But every officer, regardless of rank, position, or responsibilities requires the fundamental skills on which the capable staff officer depends. These skills are best acquired when opportunity presents at the most junior levels, for they are much more difficult to master (or fake) if early years of commissioned rank are spent avoiding putting pen to paper, for this, when dealing with the bureaucracy on behalf of one's troops, is where the rubber meets the road.

Even the most enthusiastic platoon commander, between assaulting enemy objectives and leading troops to hell and back, must be ready to write a brief, comprehensive and clear memorandum ensuring one of those troops for which he is responsible receives an entitled benefit or is identified for an opportunity. Whether writing Performance Evaluation Reports, letters of recommendation, Summary Investigations, or requests for adventure training funds, young officers are never far from occasions requiring the development of their personal military writing skills. As painful as it may seem at the time, each time a Company 2IC, OC or Adjutant, bleeds red ink over a carefully crafted memo it should be seen not as a condemnation of effort, but as a chance to refine one's abilities. No less important than indications of MPI and individual hits on a rifle range are to an infantry rifleman.

Officers who write well spend less time fighting the bureaucracy and more time training with resources they managed to convince the staff to provide them. Those who see staff duties as a dead or unneeded art spend a lot of time running in circles and finding things unobtainable when the good old boy net fails them. Easy to set the blame on those others when one's own staffwork is non-existent, even if it means you've set aside one's own commitment to doing the best for the troops.

In this age of e-mail and instantaneous passage of information and queries, it is hard to develop a concrete understanding that good staff duties are as important as ever. Let me set forth one example:

In the days of hand-written drafts, and clerk-typed correspondence, a staff officer might take a day or two to mull over the perfect wording for a set of four or five questions to another unit or headquarters. Passing this to a clerk, it might be a day or two before the typed version of the draft was returned. By then, the staff officer had time to consider the issue, and then to view the content, structure and tone of the letter with fresh eyes. Amendments might be in order, to either remove or insert points, or even to completely alter the tone or format of the letter. Extra work for the clerk perhaps, but it did ensure that the final product was as good as the staff officer could produce - in this case the staff officer's contribution was the intellectual effort to create and revise the document, the clerk's was to prepare it in the requested format. Must read: click here to continue reading...

UT admin enhances monthly allowance of decorated soldiers

Punjab Newsline Network. Tuesday, 09 June 2009
CHANDIGARH: The Chandigarh Administration has enhanced the monthly allowance for various Decorations. For Paramvir Chakra the revised rate of monthly allowance is Rs. 10,000, Ashok Chakra Rs. 10,000 and Sarvotam Yudh Seva Medal Rs. 2,500.

An official spokesman said here Tuesday that allowance has been revised for Mahavir Chakra and Kirti Chakra revised allowance is Rs. 7,500 each, Uttam Yudh Seva Medal it is Rs.2000, Vir Chakra and Shauriya Chakra is Rs. 3,500 each, for Yudh seva Medal it is Rs. 1,500 and for Sena Medal (Gallantry) it is Rs 2,000. For Mention-in-Dispatches it is Rs.1,000, for PVSM it is Rs.2,000 AVSM 1,500 and VSM and Sena Medal (Distinguished Service) is Rs. 1,000 each.

The Administration has also fixed lump sum one time monetary grants to the future gallantry awardees of Paramvir Chakra is Rs.25,00,000, for Ashok Chakra Rs. 25,00,000, Mahavir Chakra and Kirti Chakra Rs.15,00,000 each, for Vir Chakra and Shauriya Chakra it is Rs. 10,00,000 each. For Sena Medal (Gallantry) and Sarvotam Yudh Seva Medal Rs.5, 00,000 and for Yudh Seva Medal and Param Vishisht Sewa Medal Rs.3, 00,000 . For Mention-in-Despatches ,Ati Vishisht Sewa Medal it is Rs. 2,50,000 each and Uttam Yudh Seva Medal is Rs. 4,00,000.For Vishisht Sewa Medal and Sena Medal (Distinguished Service) it is Rs 2,00,000 .

The lump sum rates will apply only to the future winners of these awards and the previous cases would not be re-opened. These amounts will be given in lump sum to the future awardees only once and they would not be entitled to any other benefits. The rates will be applicable from the date of issuance of notification that is June 5, 2009, spokesman added.
UT admin enhances monthly allowance of decorated soldiers
Related Reading
Gallantry awards sans Honour or Respect

Comment: There should be uniform scale of monetary allowances to be followed by the State Governments. Why this region wise discrimination when the Jawan has served to protect the territorial integrity of India?

A Soldier's Journey through life: A review

BOOK REVIEW
A Soldier’s Journey through Life with Two Wives. By Brigadier Lakshman Singh VSM (Retd) (NOIDA : BLS Publishers, 2009) pp..306, Rs. 450, ISBN 978-81-901855-1-6.

It is difficult to classify this book – it is neither a love story, nor an autobiography, nor an historical saga, nor a personal narrative. Perhaps, it is a combination of all these and more. In spite of the suggestive title, it is in essence the tale of a man torn between his two loves– his wife and his calling, a dilemma faced not only by soldiers but many others who are wedded to their careers, some even more demanding than the profession of arms. It is not easy to reconcile the demands of one’s family and his job, a point the author has highlighted in his narrative.

Written in an earthy style, the book traces the story of a young boy born in a middle class family in Western Uttar Pradesh, his early education, graduation from college and university, training at the Indian Military Academy, service in various units and training establishments, stints in the DRDO and RAW, retirement from the Army and life thereafter. There are vignettes of village life, ‘boot camp’ during cadet training, the first experience of battle during 1962, and the slow but steady rise up the ladder in the military hierarchy. To keep the reader’s interest alive, the author has peppered the narrative with personal anecdotes. A parallel theme is the poignant story of two people deeply in love - the author and his wife Rosy,
also called Jeet. Starting from their courtship and marriage, the book takes us through their intimate moments, separations, reunions, tribulations, the pain suffered by both in her fight with cancer, and
her death in his arms.

Though it is a commonplace tale of an ordinary person, there are a few things that make it extraordinary. The book gives an insight into the challenges faced by a military leader, the strong bonds between an officer and his men and the loyalty and grit of the Indian Jawan in the face of adversity. The only jarring note is the presence of numerous grammatical mistakes and mis-spelt words, which detract from the readability of the book. Notwithstanding this flaw, the book will interest both soldiers and civilians, and will be a valuable addition to libraries as well as
personal collections. It is especially recommended for young officers, who will find valuable lessons in command at a sub unit level.
Maj Gen VK Singh (Retd)

Officers to become Colonel after 15 yrs of service

2 May 2009, 0322 hrs IST, TNN
NEW DELHI: In a major decision impacting the age profile of Army, Navy and Air Force commanding officers, the government on Friday fixed 15 years of commissioned service for substantive promotion to the rank of colonel, instead of the existing 20 years.

"The government today fixed 15 years of commissioned service as the minimum qualifying service for substantive promotion to the rank of colonel in the Army, captain in the Navy and group captain in the Air Force. The decision of the government has been received at the Service headquarters," sources said here.

Until now, lieutenant colonels in the Army, commanders in the Navy and wing commanders in the Air Force had to put in a cumulative qualifying service of 20 years after commissioning for promotion to substantive colonel and equivalent ranks. However, they became unit commanding officers even with just 16 years of service, as per the cadre management policies of the tri-services, but had to wait for another four years to be confirmed as substantive colonels and to receive the salary of a colonel. In effect, it would mean that there would be no more ‘‘acting’’ ranks of colonel, captain and group captain in the services.
Officers to become Col after 15 yrs of service

PBORs left out of the loop- No Lateral Employment after limited career in Armed Forces
Date: Saturday, 2 May, 2009, 4:28 PM
dear col
can someone think of our jawans/sailors/airmen who do not even become of havildar/ petty officer/ sergeant even after putting in 15 yrs colour service in our defence forces and they remove uniforms in pay band 1 only?
for NAVAL ASSOCIATION
V A THEVAR
MCMECH(P) Retd
SECRETARY

Why Orderlies?

Excerpted from the book Follow Me-II by Maj Gen Aubrey Newman (Lancer International 1993 Price Rs 200). The write- up is equally informative to both, the Armed Forces and citizens.

1. After I assumed command of my first company, the first sergeant a decorated veteran of World War came in to my office and asked "Captain, will you select your orderly or do you want me to pick one for you?" Of course I knew it was customary for the company commander to have an orderly- even in garrison in that day. But I replied "Well Sergeant, live in the BOQ and take care of myself, there is not much to do, so I don't think an orderly necessary."

2. The old sergeant stood silent a minute. Then choosing his words carefully, he said "Captain the company will not like it that way, its best you take care of the company and we take care of you." So I got an orderly who was also the company bugler and company runner.

3. Battle- Wise soldiers know that if their captain is chasing his own chores in the field, caring for his equipment running his own errands-plus using the first sergeant as a legman-the company will suffer as a result. In fact a company commander who operates in this way during combat will not only fail to take good care of his company, he might jeopardize their lives by poor decisions. His rank and responsibilities do not make him a superman immune to laws of time, space, and fatigue.

4. Professional soldiers, especially combat veterans know this goes beyond physical factors-for a state of mind and a mental attitude are concerned. This does not happen suddenly after bullets begin to snarl, but is established during training based on mutual respect and understanding. Any outfit that has failed to gain this officer enlisted relationship of mutual responsibility towards each other will be tremendously handicapped in battle. While the captain and his orderly or a symbol of this, it should pervade the whole outfit.

5. Unfortunately distorted diatribes alleging universal abuse of orderlies appear in the public press from time to time. This deceives civilians about the place and function of military orderlies. It also misleads many inexperienced soldiers, officer and enlisted, who think in terms of privileges rather than multiplicity of duties and responsibilities.

6. The reality of need for orderlies does not condone their misuse or abuse, nor should we dignify absurd allegations by trying to justify them. In every endeavour involving large numbers of people there will be some poor judgement, some injustice. And orderlies are vulnerable to abuses. Proper corrective action in such instances is the elimination of errors, not emasculation of an operational procedure for which no adequate alternate has yet been found. As to orderlies and aides in garrison for senior officers in peace- time that is a different situation beyond discussion here.

7. Perhaps the function of military orderlies may be clarified by my experience when in command of a regimental combat team (more than 5000 men) in the assault landing on Leyte. There was a regimental staff to help me, but I also had a personal enlisted staff of five.

8. One orderly in the command post responsible for my personal gear, laundry, meals, sleeping arrangements anything that it would rob me of time and energy, or distract my concentration from our battle mission and to have coffee always available.

9. One orderly was (bodyguard) with me everywhere I went. He was an armed fighter, but his primary mission was to conserve my strength in every possible way. It is amazing how much energy and time an alert bodyguard can save his commander- in addition to protecting him from enemy action. One radio operator who followed me everywhere was instantly available when needed. One jeep driver, ready day and night to take me anywhere. One standby jeep and driver.

10. These five man were soldiers whose only job was to do my bidding, instantly, thus helping me carry out my heavy responsibilities. All of us had the same mission: success of our regiment in battle. They understood this and were picked men, proud of their jobs and eager to do their part. Without any one of them I would have been seriously handicapped. Make no mistake: when you stumble back into the command post at sundown, physically and mentally exhausted, your heart bleeding from what you have seen, yet faced with the necessity of issuing orders on which many lives will depend- it is important that a cup of coffee come a running, and that you need give no thought to food, where you will bed down, or other personal needs.

11. If these procedures are not established during peace, they will not suddenly be there during war. A state of mind on both sides, is concerned that cannot be achieved by pressing a button it is a feeling. Inexperienced officers and men who have never been in battle are likely to be deluded into getting the wrong feeling after reading some of the things about orderlies that appear in the public press.

12. Be alert to stop abuses, yes. But my veteran first sergeant stated a universal principle that is beneath the dignity of no soldier, and must pervade every good outfit if it to achieve its greatest combat effectiveness: "Captain it's best you take care of the company, and we take care of you."

SCPC: Police, paramilitary forces seek pay parity

Illustration: Farzana Cooper
October 15, 2008 11:19 IST
After the three armed forces, it is now the turn of the central police organisations (CPOs) and paramilitary forces (CPMFs) to raise a pitch for 'parity' in pay scales with their military counterparts.

With the government setting up a three- member ministerial committee headed by External Affairs Minister Pranab Mukherjee to consider the armed forces' plea, the CPOs too have decided to seek a political intervention to resolve issues concerning their pay scales.
Read the full article: Police, paramilitary forces seek pay parity

harjeet sidhu on Oct 15, 2008 02:39 PM writes:

1. Lt Col's scale as per 5th CPC was 15100-400-18700 and it takes 13 years of commissioned service, one and half years of IMA training and two promotion exams to reach this rank.

2. CPO/ CPMF Second-in-Command's pay scale as per 5th CPC was 12000-375-16500 and it requires 11 years service to reach this rank (including training period.)

3. Even CPO/ CPMF Commandant's 5th CPC scale was only 14300-400-18300 (below Lt Cols).

4. As per Warrants of Precedence only DIG is above Lt Col, let alone Second-in-Command and Commandant.

5. So can anybody please explain with some rationale and logic as to how can CPO/ CPMF Second-in-Command can seek parity with Lt Cols?

Comment: There is urgent need for the Indian Military to make selection grade Lt Col as Battalion Commanders and restore the former time tested glory of Command (Major is the Second in Command). The Army brass have unduly diluted the command structure creating loopholes for Bureaucrats to erode and dilute the Military Command and Control structure further. The morale of troops have sunk to the lowest ebb and level. The anomaly Committee has added more insult to the already injured and hurt. It is no wonder that our own disciplined Jawans are taking the extreme step of killing their leaders rather than the enemies! MOD in its wisdom have recruited 600 Psychiatrist's to brainwash and cure the growing discontent in the armed forces! What a waste of scarce resources, time and effort! This is the result of breaking the link in the chain of command by Bureaucrats. The rank upgradation plank is only a ploy to hoodwink and superficially seal the leadership fractured within.
The Indian Army: crisis within

In defence of the military

Tuesday, October,7 2008 (New Delhi).

Let me begin this piece by stating emphatically that it is written in defence of the Indian military. I believe that it is an institution worth defending, warts and follies notwithstanding. And that is why this piece.

Of late, the Indian military leadership has come under a lot of motivated and ill-informed criticism for doing what any self-respecting commander-in-chief would do.

In taking up the issue of pay and parity between the armed forces and their civilian counterparts, all that the three chiefs have done is to bring to the notice of the highest political authority in the country the four core issues that affect the services. And they did it in the most dignified manner possible.

But their action has kicked up a furious debate in the media and depending on who you speak with, there are two views on the issue. Most non-military viewpoints are alarmists, to say the least. A few inspired leaks by the stung bureaucracy has led to a spate of articles and opinion pieces alluding to a breach of discipline and a show of "defiance" by the service chiefs. Some commentators have even gone to the extent of saying that the three chiefs have set a dangerous precedent that does not augur well for Indian democracy! Others have said the chiefs were left with no choice. And unlike any other time, I will be a subjective observer in this.

As someone who has been in the thick of reporting on the pay panel recommendations and the subsequent developments, I must point out without reservation: The three chiefs have never ever defied the government. A quarter century interaction with the armed forces has convinced me that the Indian military is not capable of indulging in politics, leave alone usurping anyone's authority as perceived by some. And even in this case, the three chiefs have simply taken recourse to the best possible method that was available to them. And by appointing a three-member ministerial committee to look into what clearly are genuine grievances of the armed forces, the political executive has shown the sagacity of recognising the seriousness of the issue. Unfortunately, the top bureaucracy has not shown the same level of maturity in dealing with the situation.

Allow me to go back in time a little to understand the context in which the three service chiefs have been forced to do what they have done. After the 6th Pay panel submitted its report, a committee of secretaries was set up to look into various anomalies that were brought to the notice of the government. The service headquarters had reasoned with the ministry that since the armed forces make up for 30 per cent of the government employees, they should have a representative on the committee. But their request was not heeded. Instead, the service chiefs were told their concerns would be addressed without prejudice and with sympathy.

This assurance was taken at face value but when no communication was received from the committee of secretaries, Adm. Sureesh Mehta, in his capacity as chairman of the chiefs of staff committee, asked for the details of the decisions taken in the committee. He wanted to see that the armed forces' concerns were adequately taken care of. But the Committee of Secretaries did not deem it fit to respond to the admiral's plea. So when the cabinet approved the amended sixth pay panel report, it was assumed all the pending issues were taken care of. But to the great consternation of the service headquarters, not only were their major grievances not addressed, three more anomalies, indeed, glaring discrepancies, were introduced by the committee of secretaries in the final cabinet notification.

For the armed forces, this was the last straw. This was worse than the aftermath of the 5th pay commission a decade ago when 48 anomalies were pointed out by the armed forces but only eight were resolved over a 10 year period till the 6th Pay Commission was notified!

It took some time for the reality to sink in but when the anomalies were noticed, all the three chiefs decided to take up their case with defence minister AK Antony. After the meeting, Antony was convinced of the logic presented by the three chiefs. So he apparently asked his ministry officials to prepare a detailed note in support of the services' demand to resolve the core issues and send that communication to the Finance Ministry and the Prime Minister's Office for necessary action.

The core issues, the three service chiefs felt, would affect command and control functions in the field especially between the Army and para-military forces and the navy and the coast guard, to cite just two examples. Having taken their case to the defence minister, the three chiefs felt they would at last get justice. Shockingly however, the finance ministry and the PMO were presented a completely diluted case. Left with no other alternative, the chiefs then took up their case with the Prime Minister himself who too agreed that their concerns were genuine and should be resolved favourably. The only catch was: the MoD had not sent the requisite supporting documents!!

In the meantime, neither the Prime Minister nor the Defence minister could meet because of their pre-scheduled foreign visit. That's when the three service chiefs decided that they would delay the implementation of the flawed 6th Pay panel report. And decided to communicate this decision to their men down the chain of command. The internal communication by all three chiefs in fact spoke about the need for not falling prey to rumours and speculation. For instance, the Naval chief's communication dated September 24, said:

"In recent times there have been several speculative media reports and disinformation on the final outcome of the sixth pay commission recommendations. The service headquarters have maintained continuous interaction with all authorities concerned and our concerns have been highlighted at the highest levels time and again.

Whilst some of our concerns have been addressed we have been constrained to delay payment of arrears and new pay scales to officers and men in view of some serious disparities that have been introduced which disturb the extant parities between defence officers and those from other central services as also adversely affect pensionary benefits of pbor. We are in the process of resolving all pending issues and this may take a little longer than we had earlier expected.

Let me assure each one of you that I will spare no effort to bring our genuine concerns to the notice of our country's leadership with the final aim of giving our personnel their rightful due. In the meanwhile I am certain that one and all will display maturity and patience and not be swayed by hearsay or speculative reports from any quarter. Shano Varuna and Jai Hind."

If the above signal, as the communication is called in military parlance, is defiance then no military chief will ever be able to give assurances to and take his men in confidence. Anyone who has dealt with the armed forces will tell you that there is not an iota of truth in the canard that is being spread about the three chiefs "defying" the civil authorities. Yes, they questioned the bureaucracy's attempts to wittingly or unwittingly introduce pay and status disparities between the armed forces and their civilian counterparts. Yes, they took the matter to the Prime Minister but in no way did they defy the government.

The question here is: Does civilian control of the military mean control by civil bureaucrats? Or should it in reality mean that military be subservient to the elected government and by extension to the Parliament and in the larger sense the people of India? This is the question that needs to be debated thoroughly for correct civil-military interaction and cohesiveness in decision-making in spheres of national security in the future.

What the three current chiefs have done is unprecedented in India's short history as an independent nation and therefore a surprise to many. But they have done their uniform proud by standing up for their men, a trait most essential in any leader but an absolute must for a military leader.

Nitin Gokhale
Senior Editor, Defence and Strategic Affairs, NDTV
In defence of the military

Related Reading:
This is not defiance
Armed Forces gun for the Babus: The Big Chief: Navy Chief lashes out at Indian Express: Why the outcry against Shekar Gupta's column

SCPC: Response to demeaning editorials

Can the Military get a fair deal from a self- centered Bureaucracy?
If a commander stands against higher authority, to safeguard the interests of those placed under his command or in support of righteous conduct, it is discipline of the highest order – acting according to the dictates of one’s conscience, irrespective of the consequences or irrespective of the relationship with persons against whom the action is being taken. The Bhagawad Geeta, which is revered as the greatest philosophical work on earth, teaches this and nothing but this. How will bureaucrats, cringing before their political masters, looking for favours or the political masters, who look towards their bureaucratic supporters, brought up on the lap of psychophancy ever understand the meaning of true discipline.

If you want to know what discipline is, you should ask someone who had served in the Government in the pre- independence days, only very few of whom may be alive. I happen to be one of them– a second world war veteran. Read the story below and ask your readers a question.

How may bureaucrats or how many law- makers of today can even dream of doing such a thing as Russel Pasha of 13th FF Rifles. Did he not know his men?(Later Lt Gen– Military advisor to Field Marshal KM Cariappa on our attaining independence).

The story :
Lt Col Russel was the Commanding Officer of a Frontier Force Regiment, where all the men were from Paktoonisthan. Col Russel, affectionately called by his men as “Russel Pasha” used to go to Paktoonisthan and spend his annual leave in the villages from which his men came, living as a Pathan, dressed as a Pathan speaking Pushtu as a Pathan and biting flesh of the carcass of a full goat, roasted on coal fire, along with his Pathan friends of the village and would return to his battalion on completion of his annual leave.

What else can you expect from the bureaucrats, except elbowing their political masters to condemn the chiefs, who have stood by the interests of the men under their command, for lack of discipline?. This is another repeat of the glorious example of present day neo- rich, mowing down innocent pedestrians with their expensive cars, testifying that there was nothing wrong with the car but it was the pedestrian who came in its way who is to be blamed.

Would you have the courage to have this published as a letter to the editor in your esteemed news paper or the courtesy to send your reporter to interview a ninety year old veteran of world war II.

Col MS Krishnamoorthy

Anti- Military Editorials
The Tribune: Uncalled for defiance: Admiral Mehta’s conduct inexcusable
The Times of India: Army brass defied Govt on pay hike by citing ‘larger interest of the services’