Reserve Component Contributions

1
Reserve Component Contributions to National
Defense 9 May 2003

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Reserves in Recent History

• VIETNAM CONFLICT
• ALL VOLUNTEER FORCE / TOTAL FORCE
• DESERT STORM

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Evolution of the Total Force
1973 Total Force Policy (Schlesinger)
1970 Total Force Concept (Laird)
1997 Eliminate Barriers to Integration and
Seamless Total Force (Cohen)
1995 Increased Use of RC Capabilities (Perry)
1982 First to Fight, First to Equipment (Weinberg
er)
1972 All Volunteer Force
1967 Selected Reserve Act
1994 USERRA
1996 ROPMA
1976 PSRC Authority
1990-91 DESERT STORM
2002 RC Comprehensive Review
IRR
SELRES
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Reserve Characteristics and Concerns

• Absences From Full-Time Civilian Employment
• Less Time Available to Spend With Family
• Frequent Movement In and Out of Military Duty
  Status
• Medical and Disability Protection If Disabled On
  Duty
• Potential for Mobilization at Any Time
• Reserve Service is Career Service

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Reserve Component Contributions to Missions
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Reserve Components NOBLE EAGLE/ENDURING
FREEDOM/IRAQI FREEDOM
FOR OFFICIAL USE ONLY
Mobilized 218,049 Demobilized 63,518 Total
281,607
ARNG USAR ANG USAFR USNR USMCR USCGR
Total
Currently Mobilized (USC 10/12302)
76,733
67,865
20,642
15,203
12,037
21,154
4,415
218,049
63,518
Demobilized To Date Total Mobilized To Date
14,030
15,952
8,540
10,725
3,796
2,746
7,729
76,405
19,766
8,211
281,607
90,763
36,634
25,928
23,900
Mobilized All duty under 10 USC 12302
is involuntary active duty.
FOR OFFICIAL USE ONLY
Source Services Daily Mobilization Report
As of 1 May 03, 0800 hours
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Reserve Component Strength Management Trends
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Objectives, Assumptions, and Methodology of
Review

• Objectives
• Establish strategic principles to govern future
  structure and use of the Reserve components.
• Propose innovative options to meet requirements.
• Assumptions
• Overall end strength remains constant.
• How AC and RC forces are used may change.
• Methodology
• Identify the case for change.
• Review Services approaches and plans for use of
  the RC.
• Extract and integrate insights from previous
  research commission white papers develop new
  ideas.
• Employ open, inclusive process with participation
  from
• Joint Staff, OSD, Services and RCs Guard
  Adjutant Generals SEC and SLRG.
• Congressional members and staff associations.

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Two Major Themes of RC Contributions to National
Defense

• Issue How to enhance capabilities and improve
  flexibility.
• Rebalance Active Reserve force mix and mission
  assignments to enhance capabilities.
• Resolve constraints and imbalances.
• Meet requirements for emerging and traditional
  missions.
• Develop management policies that promote
  flexibility.
• New Availability and Service paradigm- Continuum
  of Service.

Policy and legislative initiatives are being
pursued.
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Rebalance Force Mix Resolve Constraints and
Imbalances
Issue How to help solve known critical
shortages (LD/HD)? Findings RC
augmentation to AC capabilities can increase
output of major weapon systems. Targeted
modernization of RC systems improves
interoperability and adds to system
availability. Deeper AC/RC pools are needed in
career fields that are uniquely military (MPs,
Chemical, Intel). RC can enhance access to
civilian acquired skills (IT, civil affairs,
linguists, foreign area specialists).
Platform-based
Skills-based
Mixed Units
Targeted Modernization
Uniquely Military Skills
Civilian Acquired Skills
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Rebalancing the Force Emerging Missions

• Issue How can the RC help DoD address emerging
  requirements in high-tech operations and
  experimentation?
• Findings RC can access private sector
  expertise needed in high-tech areas and for
  experimentation.
• Remote support from CONUS enhances RC ability
  to contribute.
• Options include
• Expand use of reach-back and CONUS based global
  networks in Intel, Space, and Information
  Operations missions.
• Use RC to access cutting edge civilian acquired
  high-tech skills.
• Build high-tech Centers of Excellence in areas
  of high density.
• Tap civilian functional expertise.
• Support the AC in experimentation efforts
• Test equipment, tactics, doctrine, procedures.
• Act as Opposing Forces for field tests
  exercises.

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New Availability and Service Paradigm
Issue How to Enhance Flexibility in Personnel
Management?
TRADITIONAL STRUCTURE
FUTURE STRUCTURE

Traditional Reservists 39 Days
Full Time 365 days
Full Time 365 days
Variable RC Pool 40-365 days
Traditional Reservists 39 Days
New Affiliation Programs 0-38 days
Continuum of Service

• Separate systems difficult to transition
  between them.
• RC employed using multiple
• authorities.
• Mobilization or workarounds needed for
  extended duty beyond minimum obligation.
• Multiple management organizations.

• Single system with ability to move between
  full-time and part-time status.
• Improves capability to manage workforce in
  flexible manner.
• Enhances ability to access volunteers and
  attract civilian skills from outside.
• Contracts with variable pool members set
  expectations and improve access.
• Reduces need for involuntary mobilization.
• Potential to merge duplicative structures.

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Transformations Needed to Promote A More Flexible
System

• Facilitate transitions between part-time and
  full-time duty.
• Modify policies and rules that limit use of
  volunteers.
• Simplify access rules and duty statuses.
• Structure compensation and benefits to reward
  increased participation.
• Implement single personnel/financial system
  (DIMHRS).
• Program funds to support RC utilization.

A more flexible management system can enhance
capabilities and support force rebalancing.
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Next Steps

• Develop and monitor near-term legislative and
  policy proposals.
• Develop policy language to encourage further
  adoption of rebalancing and continuum of service
  initiatives.
• Initiate longer-term actions.
• Research studies.
• Pilot programs and demonstrations of innovative
  concepts.
• Additional legislative and policy proposals.