1.3 The concept of cadre review owes its origin to the recommendations made by the Administrative Reforms Commission in its Report on Personnel Administration released in 1969. Earlier, its Study Team on Personnel Administration. (Personnel Planning etc.) (1967) (1) had pointed out certain deficiencies in the management of cadres under the administrative control of various central Ministries. For instance, the Team observed that no deputation reserves were provided for in a large number of cadres and where they had been provided for, they proved to be chronically inadequate. It further pointed out that the provision made for training and leave reserves was equally unsatisfactory. Since no cadre could be considered viable without an adequate provision for various reserves, the Study Team recommended that reserves of suitable proportions should be built into every service/cadre. The Study Team had also observed that the proportion fixed for promotion and direct recruitment in the various cadres were not adhered to strictly with the result that interests of the departmental officers in some cadres and direct recruits in some other cadres were affected adversely.In view of the deficiencies in the management of the various cadres highlighted by the Study Team, the Administrative Reforms Commission recommended that "for all service advance projection should be made of the requirements of personnel for 5 years at a time" and that these should be followed by mid-term appraisals where circumstances warrant it with a view to making necessary correctives. (2) The Government of India, while accepting the above recommondations of the ARC, decided that cadre management reviews in respect of each of the Gr.`A' Services should be undertaken once in 3 years by high level Cadre Management Committees headed by the Cabinet Secretary. Later on changed to once in 5 years.