For better efficiencies, BSF needs to address the aspirations of its cadre

R.C. Sharma

The Border Security Force (BSF) was raised on 1 December 1965 with organisational structure tailored for manpower intensive border guarding. Now into its golden jubilee phase, BSF’s organisational and leadership structure has remained stagnant for decades. It requires rejuvenation to meet dynamic border security and conventional war challenges. Top Indian Police Service (IPS) leadership with bourgeois mentality, professionally and intellectually bankrupt to structural recalibration, has kept organisational structure stagnant and cadre leadership rank structure ad hoc, blocking leadership development and upward mobility by imposing impractical roadblocks. 

The BSF structure has remained stagnant because of the hop-on, hop-off type of leadership which gets into bus at one stop and deboards at next stop. Consequently, it has not developed a hierarchical command experience, such as, company commander, second-in-command and commandant on borders, Line of Control (LC) and counterinsurgency. It has been unable to project structural modifications to make the organisation slim, trim and responsive to fight challenges affecting national security.

In the last 60 years, in the name of reorganisation, what has been achieved is a bloated battalion structure, ad hoc chopping and adding of ranks leading to stagnation, higher age profile and random induction of technology. For instance, adding a drone here and there in the name of drone and counter drone capability. Similarly, unprofessional organisational modifications were brought in and implemented without analysing their adverse effect on command, morale and combat potential.

Cadre Development 

CAPFs (General Administration) Bill 2026 institutionalised IPS in top echelons of hierarchy in the BSF effectively closing window for cadre officers for higher leadership responsibilities. The Bill negates the saying --- “As leader you give up right to think about yourself”. Top leadership helmed by IPS thinks only about self.  The BSF cadre leadership despite being professionally competent, has been effectively denied opportunity for upward mobility in their own organisation, citing concerns of coordination and federal structure. These issues have been settled by the Supreme Court. But with the government ignoring Supreme Court’s verdict, the new bill closes higher leadership opportunities for cadre officers. 

The BSF cadre leadership needs to show grit and willpower to fight a long and exhaustive two-front battle to improve both leadership and organisational structure. The first front is a legal battle to restore sanctity of the Supreme Court judgment and nullification of CAPFs (General Administration) bill 2026. The second front is the measures to reinforce leadership development on military pattern. 

Let’s analyse additional steps for professional cadre leadership development and address misplaced government concerns not based on merit. The BSF cadre leadership enters the organisation through the UPSC-conducted written test followed by physical test, medical and interview by the UPSC panel on civil services pattern. To further strengthen selection suitability process, it must introduce psychological tests to assess mental suitability for the job to make it a step better than the civil services. Those selected pass through rigorous training schedule. The basic training in the Academy is the take off point for professional leadership development which continues at unit level. In the professional career, officers undergo various in-service courses in the BSF and capsules in institutions like Manohar Parrikar Institute for Defence Studies and Analyses (IDSA) and Indian Institute of Management (IIMs) for leadership development which enhances their leadership capabilities, prepares them for higher responsibilities.