1. STRATEGY FOR THE DEVELOPMENT OF A TRANSFORMED AND VIABLE RESERVE FORCE
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STRATEGY FOR THE DEVELOPMENT OF A TRANSFORMED AND VIABLE RESERVE FORCE
By Major General R.C. Andersen
15 March 2005

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

3. 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)

4. 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

5. 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

6. 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.

7. 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

8. 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

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

10. 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

11. 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)

12. 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)

13. 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

14. 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.

15. 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.

16. 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.

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

18. 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.

19. 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.

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

21. 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.

22. 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.

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

24. 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)

25. 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.

26. Questions?