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In this report the Commission has reached four broad conclusions, all of which support the need for change and early action. Firstly our Reserve Forces are in decline - by our national historic standards and by comparison with other nations U.K. Reserves form too small a part of our overall national military capability. Secondly, the Proposition offered to reservists has declined, ceasing to attract a sustainable Reserve; and the demands of individual augmentation for operations have accelerated the institutional decline of Reserve Forces. Thirdly, the purpose for which we hold Reserves and the roles to which we attribute them have not been updated to match the demands of the new security environment. Fourthly, the potential of the Reserves is not being fully exploited; and the Reserves are not being used in the most cost-effective manner. In this context the Commission puts forward its recommendations.
CSIS senior adviser Mark Cancian annually produces a series of white papers on U.S. military forces, including their composition, new initiatives, long-term trends, and challenges. This report is a compilation of these papers and takes a deep look at each of the military services, the new Space Force, special operations forces, DOD civilians, and contractors in the FY 2021 budget. This report further includes a foreword regarding how the Biden administration might approach decisions facing the military forces, drawing on insights from the individual chapters.
This report from the CSIS International Security Program analyzes the U.S. military forces in FY 2020, their composition, new initiatives, long-term trends, and challenges, as the United States attempts to align its forces with a strategy of long-term great power competition.
As the political-military challenge from the People's Republic of China grows in the years ahead, Taiwan's reserve force may need to play a more prominent role in Taipei's strategic relationship with Beijing. The authors of this report assess Taiwan's current reserve force and discuss steps that Taiwan can take to enhance the role of the reserves in deterring and, if necessary, defending against a cross-Strait invasion.
Bury's definitive account of the origins, evolution and impact of controversial British defence policy, the Future Reserves 2020 (FR20), one of the most significant organisational transformations of the army since the abolition of conscription.
Following the 2010 strategic defence and security review (Cm. 7948, ISBN 9780101794824) the MoD is redesigning the Armed Forces to meet new security challenges at home and abroad. The report in July 2011 by the Independent Commission to Review the United Kingdom's Reserve Forces (ISBN 9780108510892) found that the Reserve Forces were in decline, not being used cost-effectively with capabilities not being fully exploited. The Ministry of Defence says it will spend £1.8 billion over the next decade to improve their strength and effectiveness. This aims to support an increase in the reserve forces to a trained strength in the Army Reserve of 30,000, the Maritime Reserve of 3,100 and the Royal Auxiliary Air Force of 1,800, all by 2018. Proposed changes mean that the routine delivery of the nation's security will broaden from being solely the responsibility of standing regular forces. The government says it will work with employers and give them more notice before staff are deployed. Reservists' training would increase with the promise that if they met their commitments they would be better equipped and funded. This Green paper starts a process of consultation to determine the nature of new relationship with society needed to sustain the Reserve Forces in the future. It explains the broad responsibilities of the future Reserve Forces and then lays out the expected implications for civilian employers, reservists and reservists' families
This book offers a comparative study of military reserves in contemporary democracies. A combination of budgetary pressures, new missions and emerging military roles during the past three decades has led the armed forces of democracies to rethink the training and use of reserve forces. Moreover, reservists have become central to the armed forces as part of moves towards "total" or "comprehensive" defense. Despite this, a scholarly bias towards studying regulars and conscripts means that reservists and reserve soldiers continue to receive only marginal attention. This volume fills that lacuna through a series of country studies examining how best to understand the peculiarities of reservist service. In contrast to regulars and conscripts, reservists are marked by their dual management of civilian and military careers, different family dynamics, diverse motivations and commitment to the armed forces, the material and non-material incentives they are offered, and their place in the political sphere. This volume suggests two frames to make sense of such differences: first, it looks at reservists as "transmigrants" traveling between the military and civilian worlds; and, second, it analyzes the multiple informal "contracts" and negotiations that bind them to the military. All the chapters adopt these conceptualizations, granting the volume a common focus and integrative frame. The volume will be of much interest to students of military and strategic studies, civil-military relations, sociology and International Relations.
The report examines the cultural characteristics, primary institutional goals, and competitive strategies exhibited by the Army, Navy, Air Force, Marine Corps, and U.S. Special Operations Command.
This report notes mounting concern that UK Armed Forces may be falling below the minimum utility required to deliver the commitments that they are currently being tasked to carry out let alone the tasks they are likely to face between 2015 to 2020 when it is acknowledged that there will be capability gaps. The Committee is concerned that UK Armed Forces will be continually operating at the maximum level envisaged by the Defence Planning Assumptions. The Committee is not convinced that this aspiration can be achieved by co-operation with our allies given the challenges of aligning political with operational needs. The SDSR identified seven military tasks and the Defence Planning Assumptions that underpin them. However the Review fails to show how decisions such as those on the Aircraft Carriers and Nimrod MRA4 will lead to the Armed Forces being able to undertake those military tasks. The Committee has serious concerns over the realisation of what is called "Future Force 2020", the Government's intended shape of the Armed Forces from 2020, particularly as the provision of the necessary resources is only a Government aspiration, not Government policy. The MoD must reform, and ensure substantially improved transparency and control over, its finance and budgetary practices. When committing to undertake new operations the Government should state from the outset where that operation fits in the Defence Planning Assumptions and which of the military tasks it is meeting. The Committee is concerned that the Government seems to have postponed the sensible aspiration of bringing commitments and resources into line, in that it has taken on the new commitment of Libya while reducing the resources available to MoD.
The USAir Force human capital management (HCM) system is not easily defined or mapped. It affects virtually every part of the Air Force because workforce policies, procedures, and processes impact all offices and organizations that include Airmen and responsibilities and relationships change regularly. To ensure the readiness of Airmen to fulfill the mission of the Air Force, strategic approaches are developed and issued through guidance and actions of the Office of the Deputy Chief of Staff for Manpower, Personnel and Services and the Office of the Assistant Secretary of the Air Force for Manpower and Reserve Affairs. Strengthening US Air Force Human Capital Management assesses and strengthens the various U.S. Air Force initiatives and programs working to improve person-job match and human capital management in coordinated support of optimal mission capability. This report considers the opportunities and challenges associated with related interests and needs across the USAF HCM system as a whole, and makes recommendations to inform improvements to USAF personnel selection and classification and other critical system components across career trajectories. Strengthening US Air Force Human Capital Management offers the Air Force a strategic approach, across a connected HCM system, to develop 21st century human capital capabilities essential for the success of 21st century Airmen.