USING THE ARES TO ENHANCE ARMY CAPABILITY

1. USING THE ARES TO ENHANCE ARMY CAPABILITY Major General Paul Irving AM PSM RFD

2. Holistic Approach to Capability Must use all our people resources (FT, PT, scientists, Defence civilians, Defence industry, cadets, contractors) to deliver current and future capability to the ADF Army’s Total Force Concept – need to maximise capabilities of other organisations beyond the ARA

3. 2000 Defence White Paper Defence White Paper 2000 – changed role of ARes from an expansion base to providing fully trained personnel to support operations Resulted in raising of RRF, HRR, deployments of formed bodies to Timor, Solomons, border protection, RCB, and individuals to Middle East operations

4. 2009 Defence White Paper 2009 Defence White Paper built on changed focus of ARes by: better integration between FT and PT forces enhancement of HRR an implementation plan with greater operational focus for PT forces, PT forces to be repository of some high end long lead time capabilities, and better use of civilian skills and ex FT personnel

5. Garde’s 10 Ideas for Strategic Direction of ADF Reserves (Res) Hypothecation of Res funding and reporting to Parliament on capability and resource usage Think and plan for Res capability Introduce realistic and affordable capability development plan for the Res Bring surge back into the Res Flexible approach to upfront and continuation training

6. Garde’s 10 Ideas for Strategic Direction of ADF Reserves (cont) A fair go for HRR Ensure interoperability between Regulars and Res Gain leverage off civilian skills and industry Must have a modern workplace remuneration system Use due process to manage and achieve effective change

7. Principles for Developing Capability in ARes Trust ARes to deliver on capability No long lead time capabilities transferred to ARes No capability should be sole responsibility of ARes ARes has demonstrated consistently that it can be relied to deliver on capability- trust the ARes to deliver on capability ARes can be responsible for long lead time capabilities and niche capabilities Demands on ARA manpower will increase in future as Army seeks to introduce new capabilities ARes units need to be structured to allow for training continuum of ARes soldiers

8. Principles for Developing Capability in ARes Base ARes Unit Structures on First Principles Roles, tasks and capability required of ARes should drive consideration of unit structures Demographic factors should be essential input into force generation modelling-must be recruiting base ARes structures should not mirror ARA structures – ARes unit won’t duplicate capability provided by ARA unit; geographic issues must be considered as well as the need for resources to recruit and deliver individual training of ARes

9. Principles for Developing Capability in ARes • Understand Uniqueness of ARes in developing unit structures • ARes unique – has to recruit soldiers, then train and sustain them • ARes unit HQs are force generators and play a vital role in developing and delivering capability–units are basic building block in Army • A force generation model that assumes only subunits provide capability is flawed and will lead to degradation in ARes capability • Such a model ignores spread of command of ARes units by PT officers, commanding different subunits from different Corps with different recruiting and training needs, and need to provide career progression • ARes structures plus strong links to community provide capacity to expand the total force in emergencies

10. Principles for Developing Capability in ARes Need for Meaningful Consultation Proposals affecting the Res should be subject to widespread consultation and debate Government’s election undertaking – “proposals relating to Res will be subject to broad consultation and review” Outcomes of 2nd RMW not published nor were products of the RMWs developed by force modernisation process in deriving ARes structures

11. Principles for Developing Capability in ARes Need for Meaningful Consultation (cont) ARes are voluntary PT soldiers with loyalty to a unit/Corps If ARes disagree strongly with a decision, they leave This has been outcome of every major restructure of ARes – we have lost capability With real and meaningful consultation, plus a detailed change management plan, ARes will implement change

12. Additional Capability Provided by ARes Armour ARes units to be repository of protected mobility vehicles capability Artillery Retain Field Regiments structure ARes units to be repository of mortar capability - 81 and 120mm Joint Fire Effects Control Centre capability Develop indirect fire surveillance capability and a persistence surveillance capability to operate from forward bases Develop unmanned aerial vehicle capability

13. Additional Capability Provided byARes Engineers Retain separate field and construction capability Grow disaster relief assistance Embed heavy bridging and infield water purification capabilities in ARes Develop improvised explosive device (IED) clearance, locating and disarming capability Develop hydrographic survey capability Re-establish railway capability

14. Additional Capability Provided by ARes Signals Develop field installation, line laying and antennae maintenance capability Develop digital communications range extension capability Develop cyber warfare (network operations) Develop welfare internet kiosk capability

15. Additional Capability Provided by ARes • Infantry • Retain existing battalion structures • Maintain HRR companies with full manning for peace keeping, regional assistance rotation missions etc • Intelligence (Int) • Reintroduce int capability, recruit personnel with language skills • Develop human int and psops capability • Develop int capability on brigade HQ for int link to civilian emergency services

16. Additional Capability Provided by ARes Aviation Recruit technicians with civilian skills for ARA specialist brigades Combat Services Support (CSS) Expand light, medium and heavy transport in ARes units Develop specialist CSS capabilities for deployment such as catering, bakery, butchering, laundry, bathing, postal, mortuary, investigations etc

17. Additional Capability Provided by ARes • Combat Services Support (CSS) (cont) • Expand critical trades (vehicle mechanic, avionics technician etc) • Introduce ARes capability bricks in ARA logistic brigade • Health Services • Recruit medical specialists-nutrionists, interventionists, psychiatrists, psychologists, dentists, surgeons, anaethesists, pathologists etc

18. Additional Capability Provided by ARes • Brigade HQ • Brigade HQ be expanded with specialists to provide technical advice in humanitarian or disaster relief situations • Other Capabilities include: • amphibious capability, with ARes companies working as ship’s detachment • expansion of role of Uni Regts through all tertiary institutions as source of officers for ARA/ARes and soldiers for ARes

19. Conclusion In meeting its total force concept, Army should maximise strengths and capabilities of ARes ARes has provided significant and increasing capability through RRF, HRR, Solomons, Timor, border protection and RCB deployments Properly structured and resourced, ARes can be trusted to deliver on capability- in a shared role, repository of long lead time capabilities, and niche capabilities

20. Conclusion (cont) ARes unit structures must be based on force generation models that take into account unique nature of ARes ie PT, voluntary, need for recruiting bases, geographic spread, loyalty of ARes to unit/Corps and key role played by ARes unit HQs as force generators Unless the vital role played by ARes units in force generation is recognised when developing force generator models, then the capability of the ARes will be degraded over time

21. Conclusion (cont) • ARes is NOT change adverse, provided there has been meaningful consultation plus a detailed change management plan • The ARes can deliver significant current and future capabilities to Army across a range of Corps, but needs appropriate structures and resources • The ARes is a force waiting to be asked

22. QUESTIONS?