STRATEGY FOR THE DEVELOPMENT OF A TRANSFORMED AND VIABLE RESERVE FORCE Part-time volunteers making a difference for a better life for all STRATEGY FOR THE DEVELOPMENT OF A TRANSFORMED AND VIABLE RESERVE FORCE By Major General R.C. Andersen 15 March 2005

RESERVE FORCE STRATEGY AIM PROVIDE GUIDANCE FOR THE DEVELOPMENT AND UTILISATION OF A TRANSFORMED AND VIABLE RESERVE FORCE

ESSENTIAL MILITARY DILEMMA “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)

BACKGROUND 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

RESERVE FORCE END STATE THE RESERVE FORCE IS A FULLY TRANSFORMED, INTEGRAL AND DEPLOYABLE ELEMENT OF THE SANDF ENABLING SUSTAINABLE DEFENCE CAPABILITIES FOR THE REPUBLIC OF SOUTH AFRICA

STRATEGIC ISSUE 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.

AIMS OF THE STRATEGY 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

SCOPE 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

PART 1: STRATEGIC ALIGNMENT MILITARY STRATEGY IN CONTEXT RESERVE FORCE SUPPORTING THE STRATEGY BUSINESS CASE FOR THE RESERVES

Citizens of South Africa THE RESERVE FORCE STRATEGY IN NATIONAL CONTEXT Nation building National pride National will National goals Broad skills base Common culture Civil/Military Relations Power Projection W I N T H E A R (ENDS) (WAYS) T H E F I L N Create Awareness THE RESERVE FORCE SYSTEM Justify Promote and Understand Recruit (MEANS) Employers (CSND) Political (Portfolio com) Population at large (Shield) Youth (Shield) Citizens of South Africa

Strategic Support Capabilities MILITARY STRATEGY IN CONTEXT Defence against aggression MILITARY STRATEGIC OBJECTIVES Constitutional Imperatives CONSTITUTION Promoting Security Supporting the people of South Africa Parliamentary expectation IMPLEMENTATION (Ends) Missions MILITARY STRATEGIC CONCEPTS Multi-role Preparation Reserve Force Mission essential Training Mission- trained Force Skills-based capability Mission-based Approach Strategic Support Capabilities Selective Engagement Strategic Positioning Light Mobile Conventional Warfare MILITARY STRATEGIC CAPABILITIES C4I3RS (Ways) (Means)

RESERVE FORCE ADDING VALUE Defence Against Aggression MILITARY STRATEGIC OBJECTIVES Constitutional Imperatives CONSTITUTION Promoting Security Supporting the People of South Africa Executive expectation IMPLEMENTATION (Ends) MILITARY STRATEGIC CONCEPTS Military Missions Multi-role Preparation Sustainable One Force Expansion capability Ready/1st and 2nd line Reserve Force Mission-trained Force Mission-essential Training Increased Options and Credible Deterrent Skills-based Capability Mission-based Approach (Ways) Light Mobile Strategic Support Capabilities Strategic Positioning Selective Engagement Conventional Warfare MILITARY STRATEGIC CAPABILITIES C4I3RS (Means)

RESERVE FORCE STRATEGY CONSTITUTION (ENDS) Defense Against Aggression EXECUTIVE EXPECTATIONS CONSTITUTIONAL IMPERATIVES (WAYS) Support The People Promote Security MILITARY MISSIONS Strategic Positioning Selective Engagement Increased Options and Credible Deterrent MILITARY STRATEGIC OBJECTIVES ENABLERS RESERVE FORCE SYSTEM Strategic Direction Conditions Of Service Mission Essential Training Mission Trained Force Legal Framework EMPLOY FORCES HR Strat 2010 MSDS MILITARY STRATEGIC CONCEPTS Multi-role Skills based C4I3RS Light Mobile Capability Transform System Development Employer support Reserve Force, Specialist /Ready/1st /2nd Capability portfolios Reserve Force enabling sustainable defence Conventional capability Sustainment MILITARY STRATEGIC CAPABILITIES (MEANS) PROVIDE AND SUPPORT FORCES

PART 2: THE RESERVE FORCE (MANAGED BY SERVICES AND DIVISIONS THAT PROVIDE FORCES) THE BUDGETARY SITUATION Currently residue of budget. No investment to get to cheaper solution. Renewal and transformation must be funded.

RELEVANCE OF THE SERVICE MODEL 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 TRANSFORMING 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.

PART 3: RESERVE FORCE SYSTEM (MANAGED BY THE RESERVE FORCE DIVISION) 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.

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.

PROMOTING THE RESERVE FORCE 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.

GUIDELINES FOR THE SYSTEM AND FORCE DEVELOPMENT The strategy is supported by specific objectives and guidelines for planning.

CRITICAL SUCCESS FACTORS 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)

CONCLUSION 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.

Questions?