It is a recurring question in the Canadian military: what will we do with the Reserves? A few years ago, the Standing Committee on Security and Defence asked if Canadians were getting the best bang for their investment dollar out of this organization. When it comes to the Army Reserve, for instance, it can seem difficult to establish a fundamental understanding about who they are, what they do, or what they represent. Often, the only time Canadians encounter their local Reserve units is on Remembrance Day.
Since the end of World War II, there have been any number of white papers, royal commissions and other reorganization efforts of the militia, to either reduce their size or establish where they fit within the structure of national defence. The last major effort of the 1990s resulted in the Land Force Reserve Restructure, which has since been allowed to quietly fade away, though it did bring to Reservists better pay and benefits.
When Canadian Forces planners looked at strategic assets, their focus was often JTF2, C-17s or submarines; in other nations, the Reserves were seen as vital.
That is changing. Today, out of a force of approximately 20,000 soldiers, the Army Reserve has over 8,000 personnel working full time in the institution and on operations. The U.S. Army, which used to classify its National Guard and Reserve as a strategic asset and the last to be called, have now reoriented and deemed both to be operational. One could argue that since Bosnia, the Canadian Army Reserve has become an operational reserve, or at the very least a tactical force as opposed to the force of last resort.
With the Regular Force stretched thin, that has become an imperative. But more support is needed for training, administration and equipment. In particular, when a reservist shifts into high readiness for a mission, training can take much longer if a platform (vehicle) or specialized kit is involved. This means that serious thought goes into volunteering for overseas duty because of the time commitment. The Reserves on Class A service receive 37.5 days a year plus summer training if they are available for courses. In addition they must remain fit, attend to their families, and to school or a job in the civilian world. All this, while trying to maintain their units and develop young soldiers into trained troops.
So can this organization be considered a strategic asset? Can they mobilize, other than as individual augmentation? Well, when no one was looking they did just that.
Since becoming Chief of the Land Staff (CLS), LGen Andrew Leslie has stated on many occasions that the Reserves have stepped up to the plate magnificently, especially since Canada’s engagement in Afghanistan. He has assigned them specific missions and tasks, be it territorial battalions or Arctic response companies as part of a domestic response capability or in support of expeditionary operations overseas. Citizen soldiers have gone forward on many fronts, suffering numerous casualties in support of operations and the Army.
Today we see the Reserve Force working four lines of operation. The first is maintenance of the Reserve Force itself. With roughly 40 percent of the Reserve leadership now engaged supporting the Forces full time, limited capacity remains for development within the units.
The second line is support to DND/CF institutions where we have Reservists from private to corporal to brigadier general working at every level and in any number of command formations to fill gaps that the Regular Forces do not have the ability to fill at this time. The Reserves have also been tasked to develop CIMIC and Psyops, which have now been labelled war winners versus enablers due to the expertise and successes achieved. However, both of these standing capabilities have drawn heavily on the Reserves’ existing strength.
The third line is support to operations, domestic or expeditionary. At present, 20 percent of forces deployed into Task Force Afghanistan are Reserves. In addition, primarily Reservists now man many of the small missions the CF supports. And domestic operations are always tricky – other than the Olympics or the G8, you are never certain when something will occur, what the nature of the event will be, how many soldiers will be required or in what capacity. With so many trained Reservists working full time, there is a shallower pool from which to draw should something major happen and less of a cadre to maintain Reserve training.
The fourth line is connecting with Canadians. This is a significant piece. Reserve units are located throughout the country and are made up of Canadians from every walk of life; they are part of the community. Unit commanding officers, regimental sergeant majors, and unit members reach out to their cities and towns through open houses, parades and talks to community groups and officials; this is the CF footprint in Canada. Although some dispute the value of this, it is the social reality of being in the Reserve.
What will the Reserve look like in 2021? The hope is for a progressive approach, that once Canada pulls out of Afghanistan in 2011 the Reserve will not be pushed to one side as the Regular Forces reset. A more positive development of this Force is required. The CLS has set out a series of missions and tasks. The Reserves will need training, resources and equipment to properly fulfill these goals.
In addition, the CLS has directed closer ties with the Regular units through affiliations that will build stronger ties and open lines of communications. Most importantly, perhaps, is a vision for the Reserves as part of the Army, not as a separate entity. Regiments should not have to worry about their survival, but be allowed to focus on the future and how they will best produce the soldiers and capability that is asked of them. At a time when the Regular Army is undermanned and struggling to maintain its current strength, perhaps we should be building an expanded, stronger Reserve Force to create more depth for the Army.
The Reserves are not the answer to all of the Army’s ills, but they have stepped up to the plate and done what a strategic reserve enables by providing the Army the ability to surge. The Reserves have filled the gaps and shored up the institution at a critical time. So yes, after years of investment you are getting full value – the Reserves have been a great investment not just for the military, but also for the country. The Reserves allow young Canadians to gain a sense of history, commitment and pride while helping build future leaders.
The Reserve of 2021 will preserve that famous “Can Do Attitude” that has been our prevailing core. No one can predict what tomorrow holds, but we must plan to have a vibrant and capable Reserve Force to meet the challenges of the future.
LCol Bernie Ciarroni, OMM, CD, is currently employed by Chief of the Land Staff as part of the Directorate of Land Force Development.
