The ADF Reserves by HC12100422100

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									Defence Reserves Association
  Annual Conference 2011
      MAJGEN Paul Brereton
           HCRESD
            RC Strengths

            AR          CFTS         SBR       TOTAL

NAVY             4493          345     4185        9023

ARMY         16599             528     12031      29156

AIR FORCE        3556          91      5862        9509

TOTAL        24648             984     22028      47688
                      RC roles
• Provide niche (specialist) capabilities
• Provide complementary capabilities
   – Segments of the operational spectrum / reserve
     missions: e.g. lower intensity operations, civil-military
     affairs
• Provide supplementary capabilities
   – Round-out, reinforcement and rotation
• Provide surge capabilities
   – Expansion base
• Provide repository for trained personnel
                   Global trends
• Influences
   – Fiscal pressures
   – Altered security environment
   – Wider spectrum of capability requirements
• Impacts
   – Constraints on defence budgets
   – Deconscription
   – Smaller professional standing armies
• Implications
   – Greater reliance on (less costly) Reserves
   – Reserves match certain (lower-spectrum, longer leadtime, civil –
     related) capability requirements
             Domestic trends
• Operationalisation
  – Operational tempo
  – Cost effectiveness
• Integration
  – In Navy and Air Force
                    Issues
• Individual training burden
  – Time to train and qualify
• Officer and NCO development
  – Aging demographic
  – Command experience
  – Career pathways
• The governance burden
• The future – “after the war”
                         Integration
• Organisational integration
   –   Personality dependant
   –   Benefits largely illusory
   –   Does not foster reserve careers
   –   Less problematical in Navy and AF, but:
        • Limited and narrow opportunities
        • No assurance of employment
        • Service not individual
• Integrated effects
   – Reserve and permanent components together deliver whole
     spectrum of operational effects, with each focussing on particular
     segments
             RC capabilities
• Army:
  – Domestic security and disaster response
  – Regional stability operations
  – Long lead time (predicted) operations
• Navy:
  – Port security
  – Riverine operations
  – LOTS
  – Maritime civil affairs
             Ways ahead
• Establish enduring RC policy framework
• Address Reserve repatriation
• Enhance reserve support
        RC policy framework
• Overseas reviews:
  – Reimer Report (USA)
  – Future Reserves (UK)
• In the present:
  – To avoid the no win, no loss argument
• After the war:
  – To set parameters for when operational
    tempo decreases
                            Vision
• RC is integral part of a total force with optimal balance of
  permanent and reserve components, having regard to
   – Capability (RC suited to certain capabilities)
   – Cost (RC is cheaper to hold)
   – Culture (RC serves as cultural bridge)
• RC contributes particular capabilities to total force,
  freeing higher readiness permanent forces for other
  missions
• This enables Defence to select the best balanced, most
  suited and cost effective force for a mission
• Conditions of service that support capability requirement
               Reserve repatriation
• On redeployment, Reservists face challenges different
  from and additional to Regulars. Reservists find
  transition from deployment to civilian life challenging.
• Differences in post-deployment experiences contribute
  to this, in particular:
  – absence of military support network
  – need to re-enter civilian workplace and community
  – limited comprehension of families and civilian employers
• Positive factors for better outcomes are:
  – engagement with stakeholders (employers and family)
  – post-deployment support
  – civilian job security
                      Considerations
• Predominant issues are:
  – Need to be understood and appreciated, not rejected or isolated;
  – Security of finances and employment;
  – Stability of relationships and living arrangements.
• These issues arise in various life domains, so their
  effective resolution requires engagement with range of
  stakeholders:
  –   Civilian employment
  –   Family life
  –   Social relationships
  –   Military employment
                      Interventions
• Avoid perception of rejection, in order to maintain Reservist’s
  sense of worth.
• Ensure security of and enhanced standing in civil employment,
  in order to remove a major stressor.
• Maintain the military support network, in order to minimise
  sense of loss from separation and improve ability to cope and
  adapt.
• Maximise social participation, in order to ease reintegration into
  family and social life.
• Maintain contact and observation, in order to
  detect emergent issues.
              Reserve support
• Relieve constraints on availability:
   – Civil employment
   – Financial
   – Family
• Significant progress since 2002. However:
   – Limited understanding of employment protection
     rights and obligations
      • Reservists are not empowered
      • Employers are surprised/begrudging
   – Limited appreciation of existence and extent of RC
     role in national security
                     Objects
• Enhance employment protection
• Empower reservists by understanding
  – Every reservist understands basic rights under Act
• Develop community/employer culture of
  embracing habitual obligation to release
  employees and aspire to it with pride as
  contribution to national interest
  – Senior Executive engagement
  – Supportive Employer campaign
• Commonwealth leads as model employer
Defence Reserves Association
  Annual Conference 2011

      MAJGEN Paul Brereton
           HCRESD

								
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