STRATEGY FOR THE DEVELOPMENT OF A

TRANSFORMED AND VIABLE RESERVE FORCE

By Major General R.C. Andersen

15 March 2005

Part-time volunteers making a difference for a better life for allRESERVE FORCE

RESERVE FORCE STRATEGY AIM

PROVIDE GUIDANCE FOR THE DEVELOPMENT

AND UTILISATION OF A TRANSFORMED AND VIABLE

RESERVE FORCE

“In effect, the most difficult military problem to resolve is that of establishing a security system, as inexpensive as possible in time of peace, capable of transforming itself very rapidly into a powerful force in case of the danger of aggression.” (André Beaufre)

ESSENTIAL MILITARY DILEMMA

•PROJECT PHOENIX – PHASE 1: SURVIVAL

•RESERVE FORCE STRATEGY APPROVED BY PDSC ON 27 SEPTEMBER 2004 AFTER REVIEW OF COMBAT READINESS

•ACCOMPANIED BY IMPLEMENTATION INSTRUCTION

•BEING IMPLEMENTED BY ALL SERVICES AND DIVISIONS

BACKGROUND

THE RESERVE FORCE IS A FULLY TRANSFORMED, INTEGRAL AND

DEPLOYABLE ELEMENT OF THE SANDF ENABLING SUSTAINABLE DEFENCE

CAPABILITIES FOR THE REPUBLIC OF SOUTH AFRICA

RESERVE FORCE

END STATE

THE ROLE WHICH THE RESERVE FORCE MUST PLAY IN THE PROVISION OF

AFFORDABLE DEFENCE CAPABILITIES HAS NOT BEEN PROPERLY

OPERATIONALISED IN THE FORCE DESIGN AND STRUCTURE OR IN FORCE

DEVELOPMENT PLANS.

STRATEGIC ISSUE

• TO ALIGN WITH AND COMPLEMENT THE MILITARY STRATEGY

• TO ENTRENCH THE BUSINESS CASE• TO GUIDE THE DEVELOPMENT OF A

DEPLOYABLE RESERVE FORCE• TO GUIDE THE DEVELOPMENT OF THE

RESERVE FORCE SYSTEM

AIMS OF THE STRATEGY

• PART 1: MILITARY STRATEGIC ALIGNMENT

AND BUSINESS CASE

• PART 2: GUIDE THE DEVELOPMENT OF A

DEPLOYABLE RESERVE FORCE

• PART 3: GUIDE THE DEVELOPMENT OF

RESERVE FORCE SYSTEM ENABLERS

SCOPE

• MILITARY STRATEGY IN CONTEXT

• RESERVE FORCE SUPPORTING

THE STRATEGY

• BUSINESS CASE FOR THE

RESERVES

PART 1: STRATEGIC ALIGNMENT

THE RESERVE FORCE STRATEGY IN NATIONAL CONTEXT

CreateAwareness

Justify

Promoteand

Understand

Recruit

Employers(CSND)

Population at large(Shield)

Youth(Shield)

Citizens of South Africa

Nation buildingNational prideNational will

National goalsBroad skills baseCommon culture

Civil/MilitaryRelations

Power Projection

THERESERVE

FORCESYSTEM

(WAYS)

(MEANS)

WIN

THE

WAR

Political(Portfolio com)

THE

FIFTH

LINE

(ENDS)

MILITARY STRATEGY IN CONTEXT

Missions

CONSTITUTIONMILITARY STRATEGIC OBJECTIVES

Defence against aggression

Promoting Security

Supporting the people of South Africa

Mission-based Approach

Mission-trained Force

Mission essential Training

Selective Engagement

Strategic Positioning

MILITARY STRATEGIC CAPABILITIES

Light Mobile

Conventional Warfare

C4I3RS

Strategic Support

Capabilities

Multi-role Preparation

Reserve Force

Skills-based capability

Parliamentary expectation

Constitutional Imperatives

MILITARY STRATEGIC CONCEPTS

IMPLEMENTATION

(Means)(Ways)

(Ends)

RESERVE FORCE ADDING VALUE

IMPLEMENTATION

Military

Missions

CONSTITUTION

MILITARY STRATEGIC

OBJECTIVES

Defence Against Aggression

Promoting Security

Supporting the People of South Africa

Mission-based Approach

Strategic Positioning

MILITARY STRATEGIC

CAPABILITIES

Light Mobile

Conventional WarfareC4I3RS

Strategic Support

Capabilities

Multi-role Preparation

Skills-based Capability

Executive expectation

Constitutional Imperatives

MILITARY STRATEGIC CONCEPTS

(Means)

(Ways)

(Ends)

IncreasedOptions and

CredibleDeterrent

Expansion capabilityReady/1st and

2nd lineReserve Force

SustainableOne Force

Selective Engagement

Mission-trained Force

Mission-essential Training

RESERVE FORCE STRATEGY

CONSTITUTIONALIMPERATIVES

EXECUTIVEEXPECTATIONS

RESERVE FORCESYSTEM

Strategic

Positioning

Mission

Trained

Force

SelectiveEngagement

MissionEssential

Training

DefenseAgainst

Aggression

C4I3RS

Sustainment

Light Mobile

Capability

Conventional

capability

Promote

Security

Support

The

PeopleMILITARYMISSIONS

StrategicDirection

ConditionsOf

Service

HR Strat2010

MSDS

SystemDevelopment

Transform

LegalFrameworkMILITARY

STRATEGIC CONCEPTS

MILITARY STRATEGIC CAPABILITIES

PROVIDE AND SUPPORT FORCES

MILITARY STRATEGIC OBJECTIVES

EMPLOY FORCES

Reserve Force enabling

sustainable defence

ReserveForce, Specialist

/Ready/1st

/2nd

IncreasedOptions and

CredibleDeterrent

ENABLERS

Employersupport

CONSTITUTION (ENDS)

(WAYS)

(MEANS)

Multi-role

Skills based

Capability portfolios

THE BUDGETARY SITUATION•Currently residue of budget.•No investment to get to cheaper solution.•Renewal and transformation must be funded.

PART 2: THE RESERVE FORCE (MANAGED BY SERVICES AND DIVISIONS

THAT PROVIDE FORCES)

FORCE STRUCTURING•No stable force design to guide development.•Design based on budget constraints.•Affordability not operationalised.•Capability requirements should be primary driver.

RELEVANCE OF THE SERVICE MODEL•Based on historic paradigms.•Does not capture current community dynamics.•Must be accessible for developmental aspirations.•Incentives must be provided.

STAFFING•MSDS will not rejuvenate Reserves.•Units below strength, ageing and not representative.•MSDS intakes should be increased.•Alternative intakes required.•Old and unfit to be phased out.

TRANSFORMING•Leader group largely white.•Lack of interest amongst white youth.•Limited NSF recruitment.•Direct recruitment based on unit readiness required.•Involve Reserves in recruiting.

TRAINING•Not user friendly or accessible.•No external accreditation or value.•Courses to be modularised and accredited.•Couple training to operational readiness.

LEGAL AND POLICY ENVIRONMENT• Limited job and financial protection.• Uncertainty on PSO deployment.• No General Regulations.• Defence and Moratorium Acts to be improved.• Finalise General Regulations.

PART 3: RESERVE FORCE SYSTEM (MANAGED BY THE RESERVE FORCE

DIVISION)

INCENTIVES FOR RESERVISTS• No meaningful incentives.• Consider incentives, eg, tax relief.• Consider Provident/Pension Fund.

INCENTIVES FOR EMPLOYERS• No employer incentives.• Implement incentives based on international

benchmarks.• CSND must assist with lobbying.

EMPLOYER AND COMMUNITY SUPPORT• Limited employer support.• Limited support and understanding in communities.• Create CSND.• Focus SHIELD on employers and decision makers.

RESERVE TRAINING SYSTEM (RTS)• MSDS will not provide officers and specialists.• No incentive to join reserves.• Launch RTS (URTU).

VOLUNTARY YOUTH INDUCTION SYSTEM• Lack of awareness amongst youth.• Implement youth induction system separate from

education.• System must be voluntary and avoid “militarisation”

criticism.

STRATEGIC DIRECTION• Regularly benchmark and test strategy against Mil

Strategy and FE Strategy.• Revise as necessary.

PROMOTING THE RESERVE FORCE• Regular benchmarking.• CSND to survey employers.• Continuous monitoring and improvement of

methods.

The strategy is supported by specific objectives and guidelines for planning.

GUIDELINES FOR THE SYSTEM AND FORCE DEVELOPMENT

• Legitimate (Parliament and public)• Transformed (Government policy)• Structured (Ready/1st/2nd line)• Resourced (adequate)• Prepared/employed (Readiness schedules)• Empowered (Legal framework)• Supported (Strategic, operational, tactical and

psychological)

CRITICAL SUCCESS FACTORS

•A fully transformed and viable Reserve Force is part of the solution to the current budgetary constraints.

•Its role in providing affordable capabilities must, however, be properly appreciated and operationalised in the force design and structure.

•Unless HR Strat 2010 is fully implemented, neither the Regular Force or the Reserve Force will be sustainable.

CONCLUSION

Questions?