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DRAFT | LLCRO | June 2016

LESSONS LEARNED FROM COMMITMENTS OF

RESERVISTS IN OPERATIONS (LLCRO)

PRELIMINARY REPORT

Version

Status

Date

2.0

Draft

6 June 2016

Page 1 of 94

FOU, Alm.del - 2015-16 - Endeligt svar på spørgsmål 321: Spm. om en redegørelse for de internationale erfaringer med anvendelse af enheder bemandet fortrinsvist og for nogles vedkommende udelukkende med reservepersonel/deltidssoldater i form af tidligere tjenstgørende personel, til forsvarsministeren

DRAFT | LLCRO | June 2016

Colophon

Editor:

Major Dr. Jeroen H. Saat

Bureau Reservisten en Samenleving (BReS)

(Reservists

and Society Bureau)

Ministry of Defence

The Netherlands

+31 6 418 285 85

[email protected]

Cover:

Dutch Functional Specialist in Africa

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DRAFT | LLCRO | June 2016

Table of contents

Introduction to study

Research Methodology

Summary

Conclusion & Recommendations

Annex A: Questionnaire

Annex B: Participating Countries &

Research Method

Annex C: National Contributions

Annex D: Redeployment Checklist and

Clearance Form Canada

Annex E: Timeframe agreed at the SOM

2016/1 and next steps

p. 4-5

p. 6-7

p. 8-9

p. 10-12

p. 13-14

p. 15-19

p. 20-90

p. 91-93

p. 94

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INTRODUCTION TO THE STUDY

Since the establishment of the National Reserve Forces

Committee (NRFC) in 1981, the NRFC has gradually evolved

into the main accredited advisory board on reservist policy

of NATO’s International Military Staff. The past 35 years

have shown that, although NRFC members often look for a

specific approach and solution to the subject of reservists,

countries regularly encounter similar opportunities and

difficulties. The exchange of knowledge and experience

concerning the ways and means of using reservists is of

major importance to the Alliance. The purpose of the study ‘Lessons Learned from

Commitment of Reservists in Operations’, conducted by the Netherlands at the

request of the NRFC Council, focuses on (international) deployment of reservists.

At present, NATO sees itself confronted with a deteriorating global security

situation. Russia’s involvement in the conflict in Eastern Ukraine and the terrorist

actions of the so-called Islamic State in Iraq and the Levant (ISIL) forces the

Alliance to change and update its strategic objectives and policies. In order to

effectively counter hybrid warfare - the purpose of which is to keep an adversary

politically, militarily and societally off balance- a fundamental overhaul of security

and defence planning is required. This also directly concerns the position and role

of reservists in the armed forces. For example, after the 2015 terrorist attacks in

France, the French government decided to increase the number of reservists by

10.000 to improve national security.

The nature of future threats is often difficult to predict. Armed Forces need to be

flexible to be able to adapt to changing conditions. Reservists provide this

flexibility: they offer more capacity (quantity) and specialised skills (quality) if and

when needed. Increasingly, most (if not all) NRFC-countries see reservists as a

means to build a financially and operationally durable armed forces. Reservists are

suitable for tasks in a wide range of areas, such as national tasks in the context of

disaster relief and security, they provide specialist knowledge in national and

international operations and, in general terms, reservists are an alternative for the

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expansion of the available armed forces.

One of the main areas of interest, when it comes to reservists, is (international)

deployment and everything associated with it. In February 2016, the Heads of

Delegation stated their interest to contribute to a detailed study on ‘Lessons

Learned from Commitments of Reservists in Operations’ (LLCRO). In April 2016, at

the Staff Officers Meeting in Sofia, Bulgaria, 18 NRFC members reiterated they

would participate in the LLCRO study. The Netherlands has volunteered to collect,

process and analyze the information.

Many countries are currently in the process of developing their policies with

respect to reservists. The purpose of the LLCRO study is to provide an overview of

best practices and experiences, so countries can benefit from the insights and

knowledge of other NRFC-members/observers. It is my firm belief that a study like

this one will contribute greatly to a more efficient and effective way of deploying

reservists.

Colonel Dick P. Scherjon

Netherlands-Army

Head of the Reservists and Society Bureau

Ministry of Defence

The Netherlands

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RESEARCH METHODOLOGY

In the past, the NRFC has tried to gather insights into lessons learned of reservists

on missions for example with the Reserve Forces Monitor. However, this failed to

deliver sufficient insights into the best practices of reservists on operations. The

Monitor includes a somewhat complicated scoring card and it requires a lot of staff

capacity (database research, outreach to civil organizations etc.) to properly work

with the Monitor. The adopted methodology for this study is different from the

Research Monitor, but some questions/research topics are identical.

In the framework of this study, the NRFC countries agreed to check their national

lessons learned database for information on the deployment of reservists.

However, this did not result in sufficient information, because many lessons

learned systems do not differentiate between regulars and reservists.

Subsequently, the NRFC requested support from NATO’s Joint Analysis and

Lessons Learned Centre (JALLC). However, JALLC indicated that it did not have

sufficient resources for this research assignment. In February 2015, the

Netherlands offered to take the lead in this study.

The Netherlands then decided to request the information directly from the source:

the reservists and their commanders. In order to streamline the focus of this

current ‘Lessons Learned from Commitment of Reservists in Operations’ study, the

Netherlands have compiled a questionnaire -for reservists, who have mission-

experience and their mission-commander- with a list of potential fields of interest.

The objective of the questionnaire is to collect sufficient empirical data to be able

to identify best practices and – equally important- room for improvement, when it

comes to the international deployment of reservists.

The questionnaire (see Annex A to this report) covers three separate phases of

missions: the pre-mission phase (the preparation), the actual mission conduct and

the post-mission phase. The purpose of the questionnaire is not to limit the scope

of the research, but rather to give countries an example of which areas could be of

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RESEARCH METHODOLOGY (CONTINUED)

interest. All contributing countries were -and some did- free to embellish on the

list of questions.

For various reasons -such as time constrains or legal boundaries- most countries

have decided not to submit the questionnaire to their reservists. Instead these

countries have collected the necessary data on the topics listed in the

questionnaire by other means. Annex B lists all countries participating in the study

and the method of research they have used.

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SUMMARY

Following the NRFC Winter Meeting in Brussels, Belgium This study was executed

to collect and compare knowledge and best practices from 18 NRFC

members/observers pertaining to Lessons Learned from Commitments of

Reservists in Operations. The overall objective of the study is to establish a more

efficient and effective way to deploy reservists and to identify and remove any

possible obstacles.

The principal methods of research was a questionnaire (survey), which consisted

of questions to reservists and their commander and which focused on three phases

of deployment: pre-deployment, mission conduct and post-mission. Not all

countries had the opportunity to conduct this survey and some have used different

methods to obtain the requested information. The basic questionnaire, as well as a

list of all participating countries and the research method they have applied and

the national contributions can be found in the appendices.

All NRFC countries that have experience with the deployment of reservists

emphasize the fact that reservists are a great source of specialist knowledge, who

provide another perspective. Reservists require more support and preparation. In

order to get the most out of reservists, it is important to invest in employer

engagement and in family support. Countries, who have fully integrated reservists

into the armed forces encounter little difficulties with the deployment of reservists.

An area that requires special attention is the post-mission phase. In several

countries reservists have stated that they were not offered an adaptation

programme, while this is vital to ensure that Reservists are prepared to return to

their civilian employment and lifestyles.

The following recommendations are made in the study:

A notification period of at least 3-6 months for deployment makes it easier for

reservists to properly screen and handle personal admin including housing, job,

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SUMMARY: RECOMMENDATIONS (CONTINUED)

and family situations. In practice, in some countries reservists receive only little

notice. A pre-deployment checklist of items that need to be taken care of prior to

deployment helps to ensure that the reservist can devote 100% of his/her

attention to the pre-deployment training and the deployment

Increase utilization of e-learning for the pre-deployment training or organize more

sessions of the same training, so reservists can chose the session and the timings.

Good interaction between regulars and reservists is important in missions. More

interaction (also before the mission starts and after it ends) could be beneficial for

mutual understanding. By demonstrating how Reservists can bring different

capabilities that complement those delivered by Regular forces, rather than simply

producing less well trained copies of Regulars, mutual respect can be built.

Reservists should have the basic required equipment/clothing they need for their

deployment, when they arrive in the mission theatre.

A detailed post-redeployment checklist is important to aid in decompression and to

identify those in need of additional support.

It would be helpful if –for future reference and research- countries register specific

‘reservist data’ in their national lessons learned system.

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CONCLUSION & RECOMMENDATIONS

Many countries in the NRFC are currently in the process of developing and

updating their policies vis-à-vis reservists. Some countries still have a form of

conscription, others are in the process of transition to fully professional armed

forces. Especially in countries where policy is under review, it is sometimes difficult

to find a role for part-timers (i.e. reservists). As a result, not every country in this

study has ample experience with deploying reservists. Some only use reservists in

a limited role- as medical personnel for example- or in very small numbers, rather

as an exception than as a rule. Other countries have legal boundaries, which make

the deployment of reservists impossible.

Countries that have fully integrated the reservists into the armed forces and that

make intensive use of them, like for example the United Kingdom, encounter little

difficulties deploying reservists. In countries that have not fully integrated

reservists there are more difficulties.

Reservists have -in most cases- less experience with the MOD rules and

procedures, and therefore require more support and better preparation. The MOD

often requires a lot of flexibility from reservists, but is not always able to be

flexible itself.

A good relationship with civilian employers is vital to make it possible for reservists

to contribute to missions. Employer Engagement at a strategic level and Employer

Support at a tactical level are essential to make sure that the reservist is able to

successfully complete a deployment.

Equally important is proper family care for families of reservists, who- especially in

case of first time deployments- do not have inside knowledge of the MOD and

procedures. Most countries have Military Family Services, but in case of individual

deployments -where there are no colleagues involved- reservist families do not

always receive a lot of attention.

In all the countries in this study, reservists maintain their basic military training on

an annual basis, which is indispensable for deployment.

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CONCLUSION & RECOMMENDATIONS (CONTINUED)

In most countries, the pre-deployment training is identical for regulars and for

reservists. However, whereas regulars can focus on the pre-deployment training,

the reservist also has to find a way to combine with his civilian job. A Dutch

reservists described the pre-deployment training ‘a mission before the mission’,

which is quite an apt description.

Most countries maintain a 3-6 months notification period for the deployment of

reservists. However, in practice this is often less, sometimes as little as 4-6 weeks,

which hampers a proper preparation.

Most commanders note the added value of having reservists participating in

missions. They provide specialist knowledge and a different perspective, which

often has a very beneficial effect on the mission conduct. Furthermore, because of

their flexibility they often can adapt to changing conditions -even in case their

training/preparation is lacking.

The post-mission phase is one area that requires more attention. In several

countries, reservists indicate that the MOD did not offer them an after-mission

adaptation program. Time needs to be built into the post mission model for longer

periods of observation during reintegration to ensure that Reservists are prepared

to return to their civilian employment and lifestyles.

RECOMMENDATIONS

•

A notification period of at least 3-6 months for deployment makes it easier for

reservists to properly screen and handle personal admin including housing, job,

and family situations.

•

A pre-deployment checklist of items that need to be taken care of prior to

deployment helps to ensure that the reservist can devote 100% of his/her

attention to the pre-deployment training and the deployment

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RECOMMENDATIONS (CONTINUED)

•

Increase utilization of e-learning for the pre-deployment training or organize more

sessions of the same training, so reservists can chose the session

•

Good interaction between regulars and reservists is important in missions.

Maximum interaction (even before the mission starts) could be beneficial for

mutual understanding. By demonstrating how Reservists can bring different

capabilities that complement those delivered by Regular forces, rather than simply

producing less well trained copies of Regulars, mutual respect can be built.

•

Reservists should have the basic required equipment/clothing they need for their

deployment, when they arrive in the mission theatre.

•

A detailed post-deployment checklist is important to aid reacclimation and to

identify those individuals, who are in need of additional support.

•

It would be helpful if –for future reference- countries document specific ‘reservist

data’ in their national lessons learned system.

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Annex A. QUESTIONNAIRE

LESSONS LEARNED RESERVISTS IN OPERATIONS

I: QUESTIONS FOR THE RESERVIST

Focus on Pre-mission phase:

Are there policies in place to create predictability in the mobilization of reserves

and to give members of the reserve possibility to plan their civilian life by giving

them a warning period before mobilization/deployment/for extended periods of

routine and non-routine training?

How are Reserves chosen for deployment?

To which extend did you meet the required level of military basic skills?

To which extend did you meet the required level of functional skills?

To which extend were you well prepared for the specific mission?

Where do you see room for improvement? Could you illustrate this?

How did you combine the pre-deployment activities with obligations in your

private life (employer, home front, social life etc.)? Where did you encounter

difficulties? Could you illustrate this?

Do the armed forces (or any other instance working on behalf of the armed

forces) ensure that families get information and updates regarding support and

news about family members deployed in service of the armed forces?

Do the Government or Armed Forces actively work to reach an understanding

with private and public employers on the use of reservists, provide information

about reservists and market reservist skillsets and competencies?

What other remarks do you have concerning the Pre-mission?

Focus on mission conduct phase

What specific reservist-related problems (if any) did you encounter during the

mission conduct? Where do you see room for improvement? Could you illustrate

this?

If applicable, how was the cooperation between you and the regulars in your

unit? Where do you see

room for improvement? Could you illustrate this?

Focus on post-mission phase

How did you experience the preparation to the re-deployment and end of the

mission? What specific problems did you encounter? Could you illustrate this?

What adaptation-program (if any) did you follow after the mission? How (if

applicable) was this tailored to the reservist? Where do you see room for

improvement? Could you illustrate this?

What (if any) special program for (health)care is there after the mission? How

(if applicable) was this tailored to the reservist? Where do you see room for

improvement? Could you illustrate this?

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LESSONS LEARNED RESERVIST IN MISSIONS

NRFC Research project

II: QUESTIONS FOR THE MISSION COMMANDER

Focus on Pre-mission phase:

How did the reservists in your unit meet the required level of military basic

skills?

How did the reservists in your unit meet the required level of functional skills?

How well where the reservists in your unit prepared for their specific mission?

Where do you see room for improvement? Could you illustrate this?

Focus on mission conduct phase:

What’s your opinion concerning the deployment of reservists during the

mission? Where (if applicable) did you experience certain problems or certain

advantages?

What’s your opinion concerning the cooperation between reservists and regulars

during the mission? Where (if applicable) did you experience special problems?

Where do you see room for improvement? Could you illustrate this?

Focus on post-mission phase:

How is the reservist prepared to post-mission phase? In what regard (if

applicable) is the post-mission phase for reservists different from that of regulars?

Where (if applicable) did you experience certain problems? Could you illustrate

this?

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Annex B. Participating Countries and Research Method

Involvement

of reservists

operations

Yes

Participate

in study

Questionnaire/other

means of data

collection

Remarks

Yes

Other:

i.e. centrally

held data in the

Directorate of

Reserves and

Employer Support

The time frame will

not allow Australia to

obtain approval to

conduct the survey;

distribute the

document to

Australia’s

approximately 23,000

active Reservists in

the Navy, Army and

Air Force; collate the

information in the

returns and prepare a

timely response.

The number of

reservists involved in

international

operations

(deployment) is

limited. Belgium is

therefore unable to

participate in this

NRFC study.

Limited

N/A

Limited

N/A

The number of

reservists involved in

international

operations

(deployment) is

limited and only

concerns medical

professionals (doctors

and nurses). Bulgaria

is therefore unable to

participate in this

NRFC study.

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Yes

Other:

i.e. The

Canadian Armed

Forces recently

conducted a survey

among its Reserve

Force. The outcome of

this survey-combined

with other available

lessons learned-

provides sufficient

data for the LLCRO

study.

Canadian regulations

governing the

conduct of surveys

places significant

constraints upon the

development and

delivery of any such

survey. Furthermore,

the sheer size of

Canadian Reserve

Force limits Canada’s

ability to obtain

suitable responses

within the given time

frame.

Czech legislation

does not foresee in

the involvement of

reservists in

international

operations

(deployment).

Deployment of

reservists will

become possible as

of 1 July 2016, when

a new law will come

into force. At present,

the Czech Republic is

unable to participate

in this NRFC study.

None

N/A

Yes

Questionnaire

Bundeswehr

reservists

fundamentally man

individual posts

within the

contingents, which

comprise mainly

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active-duty

personnel, when they

take part in missions.

Germany therefore

has only answered

Part I "Questions to

the Reservist".

Yes

Questionnaire

Data to follow

Limited

Yes

Questionnaire

The number of

reservists involved in

international

operations

(deployment) is

limited, less than 10

soldiers. Only 4 of

the deployed

reservists have sent

back the

questionnaire. The

voluntary reservists

mostly fill individual

assignments

therefore they do not

operate in Hungarian

units but under

multinational

command out of the

Hungarian chain of

command. Hungary

has therefore not

answered the

questions from the

mission commanders

perspective.

Yes

Other:

centrally

held data in the

Directorate of

Personnel.

Italy conducts its

own

annual report

of deployment of

Reservists in

homeland and

The number of

reservists involved

international

operations

limited.

only

concerns

officers

belonging to Italian

Army

Selected

Reserve,

that

consists of men

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international

operations,

collecting

information both

from Reservists and

their chain of

command

and

women

possessing special

skills of interest for

the Army, which

cannot

immediately

available

(Engineers,

Architects, Doctors

and

Surgeons

Lawyers,

Political

advisors,

Sociologists,

Foreign and rare

language experts,

journalists)

Yes

Questionnaire

Yes

N/A

Norway is currently

conducting a major

reorganization of its

Human Resources

Management. The

current data system

is not able to

differentiate between

reservists and

regulars. Norway is

therefore unable to

participate in this

NRFC study.

None

N/A

Polish legislation does

not foresee in the

involvement of

reservists in

international

operations

(deployment). Poland

is therefore unable to

participate in this

NRFC study.

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Yes

Other:

policy team

and own annual

survey

The UK conducts its

own annual survey of

reservists and has

used existing data

from 2015 (from over

5000 responses) to

contribute to this

study.

Some answers to the

questionnaire have

been taken from

information available

in the US Joint

Lessons Learned

Information System.

Yes

Other:

Joint Lessons

Learned Information

System

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Annex C. National Contribution

NATIONAL CONTRIBUTIONS

At the NRFC Winter Meeting in Brussels, Belgium which took place 1-4 February

2016, the NRFC Heads of Delegation stated their interest/commitment to

participate in and contribute to the LLCRO study.

At the Staff Officers Meeting in Sofia, Bulgaria, the NRFC countries reiterated this

earlier statement and it was agreed that all participating countries would submit

data for inclusion in the preliminary report not later than 20 May 2016. Not all

countries managed to do so. Late submissions (i.e. all data sent in after the 20

May deadline) will be included in the second draft of the preliminary report that

will be submitted to the NRFC Secretary General by 10 June 2016. (See annex E to

this report for a full timeline).

This section of the report will cover all the individual national contributions per

country:

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Reservists In Missions - Australia

Introduction.

The survey could not be actioned within the available time due to

the Australian Defence Force ethics approval requirements for the administration

of surveys. However, Australia provides the following general comments from

existing data.

General.

Australia has approximately 23,000 active Reservists in the Navy, Army

and Air Force. Approximately 1,000 Reservists have deployed on operations each

year for the last ten years.

Terminology.

‘Deployed Reservists’ is the usual term used in Australia rather

than the phrase ‘Reservists in Missions’.

Foundations: Supporting the Reserve Capability.

To successfully deploy

Reservists, Australia supports Reservists strategically. This includes legislation to

guarantee availability and the fostering of relationships with employers. The link

below provides access to fact sheets and Memoranda of Understanding detailing

the responsibilities and policies for Reservists and their employers.

http://www.defencereservessupport.gov.au/resources/publications/

The link includes a Benefits of Reserve Service booklet that outlines ‘What

Reservists offer to Australian Employers’.

Integrating Reserves into Defence Capability.

Australia has a long history of

Reserve Service. Currently, all Australian Reservists on deployment are volunteers.

The modern Australian Defence Force is structured to rely on Reservists as part of

an integrated Total Work Force. For deployment, a Reservist must agree to

Continuous Full time Service (CFTS), which equates to full time service for a

defined period of time and it provides the Reservist with the same rights,

responsibilities, and conditions of service as permanent members. Reserve

capability is managed at both the individual and the collective levels. Australian

Reservists can be deployed as individuals providing force supplementation or

deployed as a discrete Reserve unit or integrated with a Regular unit. The priority

tasks for Navy and Air Force Reservists are domestic operations and individual

supplementation to operational deployments. While the Army Reserve has a

similar responsibility, every year, on a rotational basis, two (of the six) Reserve

Brigades generate a deployable Battle Group to supplement their partnered

Regular Bde I its ‘Ready Year’ in the Force Generation Cycle.

Individual Readiness level.

Each Reservist is required to maintain a minimum

individual readiness level. The level of preparedness required is increased as the

likelihood of deployment increases. The base individual readiness level for a

Reservist requires the annual assessment of availability, employment, physical

fitness, weapon readiness, medical and dental. Prior to deployment a Reservist

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must undergo individual force preparation and then participate (as applicable) in

collective, mission-specific, pre-deployment training with the deploying unit or

force element.

Lessons Learnt

Attached is a comprehensive lessons learnt document for the deployment of

Reserve contingents on a stabilisation operation in a benign environment. The 48

lessons are short and have been produced from the assessment of ten rotations

that primarily comprised Reserve personnel, over a four year duration. The

information is organised under three headings: Pre-deployment, Operations and

Post-deployment. A glossary is provided at the rear of the document to explain any

unfamiliar terms. Also attached is an extracted summary of Army Reserve Lessons

from operations. Normally, Australian Lesson Learnt documents do not separate

Reservist-specific issues.

(Both documents are waiting official clearance. Advice received 3 Jun is that

clearance is expected Mon 6 Jun 16. An updated copy of this document including

the attachments will be forwarded once clearance has been received.)

Deployment Guides

Key Themes

The following key themes are offered:

Pre-Deployment

Operational Planning.

Reservists require more certainty than regulars, especially

clear start and finish times for training and deployment dates. A lack of notice

leaves inadequate time to allocate dedicated resources to cater for specialised

Reserve needs to prepare or follow up the individual, family and employer. Where

possible avoid short planning times, limited distribution of information and the lack

of clear guidance. The optimal warning period depends on the level of prior

preparedness.

Standardised Deployment Readiness Standards.

Reserve training should align

with the deployment specific standards required for both Regular and Reserves.

Deployment

Reservists are treated the same.

On deployment Reservists are treated the

same as permanent members. This covers skill requirements, pay, conditions of

service, medical, dental, welfare and family support.

Reservists are different.

While Reservists successfully integrate as part of the

Total Work Force model they do present some distinctly different administrative

and logistic challenges when compared to the deployment of permanent personnel.

Specialised support may be required to address the differences.

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Post Deployment

Post Deployment Support.

Improving the ongoing demobilisation processes for

returned Reservists or attached permanent individuals has been identified as an

area of concern. A permanent member remains part of the ‘system’ and can be

monitored by peers and superiors. This is not the case for the Reservist. Normally,

the burden of responsibility to monitor any adverse change is transferred to the

individual, the returning member’s original unit, the family, or the employer, who

may not have the expertise to recognise potential issues. This is especially

significant for incidences of delayed onset post traumatic stress syndrome or moral

injury. The returned member may not be aware of these issues or may prefer not

to disclose any potential injury. Normally, when individuals return to their normal

unit their immediate priority is reconnecting with their family and employer rather

than addressing symptoms of potential concern. Other reserve considerations are

that the member may be separated from their unit by long distances, or the

Reserve unit may not have the resources to manage the member’s complex needs.

Post deployment support is available if the member chooses to access these

resources.

Conclusion

Strategic Support.

A successful deployment occurs when a Reservist seamlessly

transfers and integrates between civilian and military life. Legislation Reserve

support policies and deployment planning that address civilian employment and

family considerations significantly assist this process.

Communication.

Timely and efficient communication is essential. Standardised

procedures, specialised administration liaison officers and a good means of

communication and appropriate notification ensures the individual, the Reserve

unit, the employer and the supporting family are adequately informed. ForceNet is

an online e-portal, which sits outside of the AUS Defence Restricted Network, for

current and former members of the ADF. It provides access to Defence services

and information anytime and anywhere members have access to the internet to

improve communications, in particular for Reservists. It permits ‘For Official Use

Only’ communication with Reservists and can be used to play a role (within

security requirements) in keeping Reservists informed about deployments.

Civilian Qualifications.

An opportunity exists to fully harness the full potential of

reservists by recognising and applying their civilian knowledge, skills and

qualifications. ForceNet provides an opportunity for Reservists to nominate their

skills.

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The number of reservists involved in international operations (deployment) is very

limited. Belgium is therefore unable to contribute any lessons learned, best

practices or insights to this study.

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The number of reservists involved in international operations (deployment) is

limited and only concerns medical professionals (doctors and nurses). Bulgaria is

therefore unable to contribute any lessons learned, best practices or insights to

this study.

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The Canadian Armed Forces have ample experience deploying reservists. Canada

has used a number of sources to answer the questions listed in the questionnaire:

the Canadian Armed Forces Warfare Center Lessons Learned, the Reserve

Retention Survey 2015/16 and insights from the Director of Reserves Staff

Assessment.

I: QUESTIONS FOR THE RESERVIST

Focus on Pre-mission phase:

Are there policies in place to create predictability in the mobilization of reserves

and to give members of the reserve possibility to plan their civilian life by giving

them a warning period before mobilization/deployment/for extended periods of

routine and non-routine training?

In many cases, reservists receive very little notice to organize themselves prior to

deployments. Reservists typically need approximately three months’ notice to

properly screen and handle personal admin including housing, job, and family

situations. The Managed Readiness Plan (MRP) allows for a predictable model on

sustained operations. Home units should put an emphasis on Annual Personal

Readiness Verifications to ensure that items such as immunizations, medicals,

security clearance, and passports are always up to date.

How are Reserves chosen for deployment?

Reserve service is with consent only. Typically, open positions in deployments are

communicated via Canadian Forces Task Planning and Operations (CFTPO)

messages. Members interested in participating on the identified deployment

indicate their availability and intention (thus demonstrating consent). Suitable

applicants are selected by the relevant the Force Employer (FE) and processed

accordingly.

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To which extend did the reservist meet the required level of military basic

skills?

All CAF members receive the Basic Military Qualification (BMQ), though it may be

delivered in different ways. The CA Reserve train in a series of weekend sessions.

The RCN Reserve use Distance Learning (DL) to provide theoretical and

administrative instruction, followed by a 9 week residential phase to cover all

practical matters. Annually, CA Reservists requalify their Individual Battle Task

Standard (IBTS).

To which extend did the reservist meet the required level of functional

skills?

Some occupations have different qualification standards for “equivalent” Regular

and Reserve Force courses (especially in the medical fields) even though they

appear to be the same qualification. This difference creates a gap in

skills/knowledge between Regular Force and Reserve Force personnel at the same

level.

To which extend was the reservist prepared for the specific mission?

All CAF members receive the same mission preparation training, with both Regular

and Reserve Force members attending on the same serials. 13.2% of Reservists

who have deployed felt the pre-deployment training may have been too short.

Where do you see room for improvement? Could you illustrate this?

Reserve Forces should deploy Liaison Officers with higher Headquarters to assist

with administration of reserve personnel and control all deployment and

redeployment details to allow for a more seamless transition on and off missions.

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How did you combine the pre-deployment activities with obligations in

your private life (employer, home front, social life etc.)? Where did you

encounter difficulties? Could you illustrate this?

Insufficient data is available to answer this question

Do the armed forces (or any other instance working on behalf of the

armed forces) ensure that families get information and updates regarding

support and news about family members deployed in service of the armed

forces?

Military Family Services (MFS) is a national support agency whose mandate is to

ensure the families of military members are taken care of during periods where

military members are required to be away from their homes. This support is made

available for both Regular and Reserve Force members.

Do the Government or Armed Forces actively work to reach an

understanding with private and public employers on the use of reservists,

provide information about reservists and market reservist skillsets and

competencies?

The Canadian Armed Forces Liaison Council (CFLC) is a Canada-wide network of

more than 120 senior civilian business executives and educational leaders who

volunteer their time and effort to promote the Primary Reserve Force by

highlighting the benefits of Reserve Force training and experience to the civilian

workplace.

The Council has encouraged civilian employers and educational institutions to

grant Reservists military leave on a voluntary basis, without penalty, to participate

in their military activities, duties and training.

The Compensation for Reservists Program (CERP) will provide financial support to

civilian employers and self- employed Reservists in order to help offset operational

costs when a Reservist is deployed on certain named operations.

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What other remarks do you have concerning the Pre-mission?

Insufficient data is available to answer this question

Focus on the mission conduct phase:

What specific reservist-related problems (if any) did you encounter during

the mission conduct? Where do you see room for improvement? Could you

illustrate this?

Reservist Private/Corporals possessed the required experience for the job;

however Master Corporals and above in leadership positions were challenged to

perform the duties at their rank. The reason for this is not clear, but it is assessed

that the level of actual experience (i.e., actual time working in a leadership

position) is often much less for a Reservist than for a Regular Force member (at

the same rank) who works full-time as a military leader. There are likely other

factors and this issue is under review.

Advisor positions need senior personnel who possess the required depth of job

knowledge/skills; many times personnel are selected based solely on rank and not

level of experience. (This observation applies equally to Regular and Reserve

Forces personnel). Reservists, in many cases, are more qualified for these

positions due to the civilian skill sets that they bring with them. Regular Force

personnel sometimes lack these alternate perspectives and proficiencies.

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If applicable, how was the cooperation between you and the regulars in

your unit? Where do you see room for improvement? Could you illustrate

this?

81.4% of Reservists deployed were satisfied with the treatment by the regular

Force members of their unit.

Post-mission phase

How did you experience the preparation to the re-deployment and end of

the mission? What specific problems did you encounter? Could you

illustrate this?

Canada has undertaken significant effort in ensuring all redeploying personnel,

Regular and Reserve are exposed to a comprehensive redeployment regimen

designed to aid in decompression and to identify those in need of additional

support. A post-deployment checklist (attached) must be signed off by unit

Commanding Officer for each returning member.

What adaptation-program (if any) did you follow after the mission? How

(if applicable) was this tailored to the reservist? Where do you see room

for improvement? Could you illustrate this?

Upon return from a deployment, all members are to receive a thorough debrief,

which is typically conducted during an Arrival Assistance Group (AAG). An AAG is a

controlled administrative activity that ensures members address all necessary and

appropriate post-deployment administrative requirements. 59.7% of Deployed

Reservists indicated that they did not receive a post-deployment AAG. Of those

who did, receive one, only 64.8 % felt that it adequately addressed their post-

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deployment issues. This is perhaps symptomatic of the disconnection between the

employing unit on a mission and the Reservist’s home unit. Additionally, when

Reservists live great distances from their support base (sometimes hundreds of

kilometers), it becomes very difficult to provide and sustain the support they may

require.

What (if any) special program for (health) care is there after the mission?

How (if applicable) was this tailored to the reservist? Where do you see

room for improvement? Could you illustrate this?

All personnel (regulars and reservists) receive post deployment debriefs. These

assess the risk factors and potential exposures that the member may have

endured. As a result, additional medical testing/treatment (physical and/or

psychological) may be prescribed. This includes decompression briefs, to ensure

that both members and their supervisors are aware of what signs to look for, are

actually looking for them and know what to do if they arise (see attached post-

deployment checklist).

II:

QUESTIONS FOR THE MISSION COMMANDER

Focus on Pre-mission phase:

How did the reservists in your unit meet the required level of military

basic skills?

All Reservists receive the CAF Basic Military Qualification (BMQ). Parent unit

Commanding Officers are responsible to ensure that members maintain this

fundamental skill level through annual refresher training activities.

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How did the reservists in your unit meet the required level of functional

skills?

In occupation training Reservists are taught the same technical skills as their

Regular Force counterparts. However, Regular Forces courses are often slightly

longer than Reserve Forces sessions, affording the Regular Forces members

enhanced familiarity with practical skills. Regardless, all occupational skills are

maintained at the unit level via ongoing annual training cycles.

How well where the reservists in your unit prepared for their specific

mission?

During initial rotations, in some cases reserve units did not carry the required

deployment equipment/clothing requirements therefore many reservists arrived to

pre-deployment without some basic kit. This was remedied by the host unit. It is

recommended that reserve units issue personal military equipment, while mission-

specific kit is issued at pre-deployment location.

Where do you see room for improvement? Could you illustrate this?

A general observation spanning many operations reported that successful work-

ups (weapons handling, physical fitness, marksmanship, combat first aid, basic

fieldcraft) resulted in a more prepared and cohesive force when integrating

augmentees. Check Reservist civilian qualifications through a questionnaire to

ascertain relevant additional experience (e.g. policing, which could be valuable for

police training missions).

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Focus on mission conduct phase:

What’s your opinion concerning the deployment of reservists during the

mission? Where (if applicable) did you experience certain problems or

certain advantages?

For Reservists who are tasked to larger formations or units that are deploying, any

gaps in training can and are covered off on the road to high readiness to ensure

that high functioning and seamless team deploys. Challenges remain resident with

individual augmentation to HQ’s and small missions where the lead up training is

compartmentalized. For many of these positions Reservists remain capable of

leveraging their civilian skill sets to augment the positions they are assigned to.

Where this is lacking is in the absence of a comprehensive skills register for

Reservists, which would allow for the “right fit” of senior Reservists to mission

requirements.

What’s your opinion concerning the cooperation between reservists and

regulars during the mission? Where (if applicable) did you experience

special problems?

Within the unit model that relies on long lead up training, the disparity and

potential problems of Regular and Reserve integration is less prevalent as

Reservists essentially demonstrate their worth during training. For more senior

personnel this routinely comes down to whether or not the individual Reservist is

capable of completing the mission assigned to them. It should be noted that for

many of the specialized advisor positions in Afghanistan it was Reservists who

better integrated into the mission framework by leveraging their civilian best

practices, as opposed to a baseline of solely military experiences.

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Where do you see room for improvement? Could you illustrate this?

Little improvement is required within the unit deployment model as harmonization

and camaraderie are developed on the road to high readiness. Individual advisor

augmentation for Afghanistan, and one presumes future missions of the same ilk,

require much deeper appreciation of the cultural nuances and the softer

negotiating skills required to work across government and within a multinational

framework.

Focus on post-mission phase:

How is the reservist prepared to post-mission phase? In what regard (if

applicable) is the post-mission phase for reservists different from that of

regulars? Where (if applicable) did you experience certain problems?

Could you illustrate this?

The post-mission phase is one area that requires more attention. Time needs to be

built into the post mission model for longer periods of observation during

reintegration to ensure that Reservists are prepared to return to their civilian

employment and lifestyles. The long lead time for training and lengthy missions

often leaves little time for decompression for members before they return to work

within the legislated window of coverage to protect their employment. This can be

remedied through shorter lead up training periods or extended coverage while

undergoing reintegration

Canada uses a detailed Redeployment Checklist and Clearance Form to keep track

of personnel after deployment. This also applies to reservists. A copy of this

Checklist and Clearance Form is attached to this study as annex D.

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Czech legislation does not foresee in the involvement of reservists in international

operations (deployment). Deployment of reservists will become possible as of 1

July 2016, when a new law will come into force. At present, the Czech Republic

does not have any experience to contribute to this NRFC study.

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Denmark has not submitted data.

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Georgia has not yet submitted data.

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Role of reservists in international operations

On average 7% of the Bundeswehr personnel on mission abroad consists of

Reservists. However, this percentage includes civil employees of the Bundeswehr

(for example, personnel of the administration, who participate in missions as

“soldier”). The percentage of genuine reservists (former regulars, enlisted, short-

time career) in German contingents on missions abroad is about 4%.

Reservists are predominantly attached to posts in active units and they are

activated if necessary. The Bundeswehr wants reservists to be employed mainly

for routine duties at home IOT compensate the absence of comrades on active

duty/regulars who are absent because of deployment on mission abroad (or other

reasons).

Reservists also can get deployed into missions abroad; but only when they are

trained and volunteer for that. The precondition for a reservist to be deployed in

mission abroad is to have the same training standard as his or her comrades on

active duty. The Bundeswehr does not send Reserve Units (of the reinforcement

reserve) in Missions abroad.

Experience and lessons learned

Germany has good experience with deployment of reservists, but, it also places a

high demand on the time burden shortly before deployment. Reservists who are

busy in their civilian profession often encounter difficulties in managing this.

Reservists on mission abroad are completely integrated in the respective

contingent during the preparation-/training-phase, the mission conduct and the

post processing phase.

The Bundeswehr does not differentiate in the mission analysis/the lessons

identified and lessons learned process between active duty personnel and

reservists.

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Pre-mission Phase:

Are there policies in place to create predictability in the mobilization of

reserves and to give members of the reserve the possibility to plan their

civilian lives by giving them a warning period before

mobilization/deployment/for extended periods of routine and non-routine

training?

Reserve duty is fundamentally voluntary. The same therefore applies to reservists,

who participate in Bundeswehr missions abroad. A deployment abroad ("special

foreign assignment) is always subject to a reservist's employer's consent. This is

the reason why the reservists are fundamentally given enough "warning" time to

plan their service and personal lives before leaving on a mission. They usually

have 6 to 12 months to do so.

How are Reserves chosen for deployment?

Appropriately qualified personnel are assigned to man contingents' organizational

structures, which are fundamentally specified by the Bundeswehr Joint Forces

Operations Command, at so-called force generation conferences. If the responsible

force providers do not have any suitable active-duty personnel available and

suitably qualified reservists, on the other hand, agree to be called up for a special

foreign assignment, these reservists can be deployed. The deployment of active-

duty personnel has fundamental priority. Reservists are also deployed if special

skills are required for which no active-duty personnel has been trained and/or

which none have (e.g. merchant ship officers for Navy operations abroad, military

CIMIC personnel or mail room personnel). The respective reservists are either

contacted and asked whether they are interested in going on a tour of duty abroad

or can also apply to go on one themselves.

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To what extent did you meet the required level of military basic skills?

Prior to a deployment, reservists brush up on their general military skills. For this,

they have to undergo two types of training: general pre-mission training (ELUSA*)

and specific pre-mission training tailored to the requirements of the country of

deployment (ELSA†). Each of them usually takes one to two weeks.

To what extent did you meet the required level of functional skills?

Both reservists and active-duty military personnel are selected on the basis of the

functional training status required. Supplementary training should usually be

confined to a few mission-specific aspects. Thus, the reservists assigned for

operational deployment usually have the skills to meet the requirements.

To what extent were you well prepared for the specific mission?

All active-duty and reserve personnel fundamentally have the same mission-

tailored general military training status and the skills and knowledge they need for

their functions during missions. The time required to prepare for deployment

depends on whether or not a reservist has already been deployed on a mission

and, if so, how often and where.

How did you combine the pre-deployment activities with obligations in

your private life (employer, home front, social life etc.)? Where did you

encounter difficulties? Could you illustrate this?

The training courses and periods are planned on a long-term basis in consultation

with the reservists and, if applicable, with their employers. Reservists are thus

fundamentally able to harmonize their working and personal lives. Experience

shows that this does not cause any major problems.

* ELUSA – Einsatzlandunspezifische Ausbildung = non-theatre-specific training

† ELSA – Einsatzlandspezifische Ausbildung = theatre-specific training

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Do the armed forces (or any other institution working on behalf of the

armed forces) ensure that families get information and updates regarding

support and news about family members deployed in service of the armed

forces?

The armed forces have their own points of contact for the members of the families

of military personnel (reservists) deployed on missions abroad at the so-called

family support centres. No matter whether the military personnel are active-duty

or reserve personnel, the family support organisation ensures that equal treatment

is provided for their families.

Do the government or armed forces actively work to reach an

understanding with private and public employers on the use of reservists,

provide information about reservists and market reservist skill sets and

competencies?

Germany is currently working on an information package for the employers to

enhance their acknowledgement of reserve duty and enter into some form of

cooperation with them. This includes informing the employers about the skills and

knowledge the reservists acquire during periods of reserve duty and the resulting

added value they constitute for the employer. In March 2016, the Federal Minister

of Defence, together with the President of the Bundeswehr Reservist Association,

awarded the "Partners of the Reserve" prize to three employers during the plenary

assembly of the Association of German Chambers of Industry and Commerce.

What other remarks do you have concerning the pre-mission phase?

Pre-mission activities are time-consuming and require the reservists to have a

great deal of flexibility.

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Mission Conduct Phase:

What specific reservist-related problems (if any) did you encounter during

mission conduct? Where do you see room for improvement? Could you

illustrate this?

We have no information on reservist-related problems during mission conduct.

If applicable, how was the cooperation between you and the regulars in

your unit? Where do you see room for improvement? Could you illustrate

this?

The cooperation between active-duty and reserve personnel is professional due to

the tasks both of them have to perform. There is no/ hardly any difference

between reserve and active-duty personnel on operations.

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Post-Mission Phase:

How did you experience the preparation for redeployment and the end of

the mission? What specific problems did you encounter? Could you

illustrate this?

The post-mission measures are basically the same for active-duty and reserve

personnel. The period of reserve duty must be tailored so as to enable the

reservists to take the leave they are entitled to and undergo the planned post-

mission measures and necessary medical examinations during their periods of

reserve duty. Here, too, we have no knowledge of any specific reservist-related

problems.

What adaptation program (if any) did you follow after the mission? How

(if applicable) was this tailored to the reservist? Where do you see room

for improvement? Could you illustrate this?

Post-mission activities are planned in consultation with the reservists. Reservists

are thus fundamentally able to harmonize their working and personal lives also

after a mission.

What (if any) special program for (health) care is there after the mission?

How (if applicable) was this tailored to the reservist? Where do you see

room for improvement? Could you illustrate this?

All military personnel returning home from tours of duty abroad first undergo a

medical examination to establish whether special aftercare measures will be

required in addition to the regularly planned post-mission measures. The post-

mission measures fundamentally consist of a one-week post-mission seminar and

a cure of up to three weeks. These measures have to be undergone during the

period of reserve duty allowed for the mission. Reservists who return from a

mission with some physical or mental injury may again be called up for reserve

duty despite their physical or mental injury so that they can undergo additional

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medical examinations and rehabilitation measures under the free organic medical

care scheme.

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In the timeframe 2012-2014, France has deployed approximately 890 reservists in

operations. France deploys all ranks officers, non-commissioned officers and

privates and all branches: Army, Air Force, Navy. The majority of reservists on

missions are officers, most of which belong to the army or have a medical

background. See table 1 for more detail.

Table 1. French reservists on operations 2012-2014

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Data for 2015 :

Number and days performed by reservists in operations

for the year 2015

Operations by 31/12/2015

Manning

Army

Navy

Airforce

Medical

TOTAL

172

Days

11 779

2 808

2 129

1 699

Percentage

2,49%

2,31%

1,82%

2,70%

288

18 415

2,37%

Table 3: number of French reservists in operations 2015

Percentage refers to the weight of days performed by reservists in operations

compared to the total number of activity days performed by reservists.

Total number of operational reservists by end 2015 amounts to 28.000 to which

can be added 23.000 reservists assigned to the Gendarmerie. Operational

reservists are managed by MOD whereas Gendarmerie reservists are managed by

the Interior Ministry The quantitative objective for 2018 is to reach the number of

40.000 operational reservists.

Preliminary remarks :

French HOD/NRFC decided to concentrate on a sample of 20 reservists to

answer the questionnaire

Army and Air Force reservists participated

QUESTIONS FOR THE RESERVIST

Focus on Pre-mission phase:

To which extend did you meet the required level of military basic skills?

A great majority of reservists declared to master 100 % of basic military skills

required for their deployment on operation

To which extend did you meet the required level of functional skills?

A great majority of reservists declared to master 100 % of specific to the mission

military skills required for their deployment on operation

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To which extend were you well prepared for the specific mission?

A majority of reservists declared to have been adequately prepared to their

specific mission on operation.

Is there room for improvement? Could you illustrate this?

No comment on this point

Could you fit in well your obligations in you private life (employer, home

front, social life etc) with the deployment? If not, could you illustrate

that?

No specific problem on that point

Do you have other remarks concerning the Pre-mission?

The preparation / training of the reservist for the mission has sometimes to be

adapted / concentrated in specific periods of time which are convenient to the

reservist’s agenda.

Focus on mission conduct phase

Did you experience specific reservist-related problems during the mission

conduct? Is there room for improvement? Could you illustrate this?

Administrative support (especially finance) not always perfect for a good number

reservists deployed on operations

If applicable, how was the cooperation between you and the regulars in

your unit? Is there room for improvement? Could you illustrate this?

Very good integration in the active units / HQs for a great majority of reservists

deployed on operation

Focus on post-mission phase

How did you experience the preparation to the re-deployment and end of

the mission? Did you experience specific problems? If so, could you

illustrate this?

No specific problems. Most of the reservists declare they are ready to go again on

operations when possible.

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Did you follow an adaptation-program after the mission? Is this also

suitable for the reservist? Is there room for improvement? Could you

illustrate this?

In some cases yes

Do you have a special program for (health)care after the mission? Is this

also suitable for the reservist? Is there room for improvement? Could you

illustrate this?

In some cases yes, but most of the reservists don’t see the necessity of this.

QUESTIONS FOR THE MISSION COMMANDER

Focus on Pre-mission phase:

To which extend did the reservists in your unit meet the required level of

military basic skills?

100% of them mastered the basic military skills required for their deployment on

operations

To which extend did the reservists in your unit meet the required level of

functional skills?

100% of them mastered the specific to the mission military skills required for their

deployment on operations

To which extend did the reservists in your unit well prepared for the

specific mission?

A great majority of them are well prepared for the mission on operation.

Is there room for improvement? Could you illustrate this?

In a few isolated cases, more time would be necessary for the preparation of the

deployment.

Focus on mission conduct phase:

What’s your opinion concerning the deployment of reservists during the

mission? Did you experience special problems or special advantages?

In most of the cases, the job done by our reservists on operations is comparable

to the one done by their active duty comrades. No difference

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What’s your opinion concerning the cooperation between reservists and

regulars during the mission? Did you experience special problems?

Very good integration of our reservists in active units / HQs. No specific problems.

Is there room for improvement? Could you illustrate this?

No comment on

this point

Focus on post-mission phase:

How is the reservist prepared to post-mission phase? Did you experience

specific problems? If so, could you illustrate this?

Every active duty and reservist back from a theatre of operations identified as

“hard” by the military (Afghanistan, Mali, Central African Republic) has to go for a

few days through a “decompression center” located in Cyprus where psychologist,

physical training specialists and other qualified personnel prepared him / her to the

transition back to homeland life. It is part of the deployment and is achieved at the

very end of the mission, on the way back home.

QUESTIONS FOR THE REGULAR COMMANDER

Focus on Pre-mission phase:

What’s your experience with the preparation of reservists for missions? Is

there room for improvement? Could you illustrate this?

The great majority of our reservists are well prepared for their deployment on

operation

Are the requirements with respect to the level of military, functional or

specific mission skills comparable for reservists and regulars?

Yes, there is no difference between active and reserve on this point

To which extend did the reservists deployed for missions meet the

required level of military basic skills?

100%

To which extend did the reservists deployed for missions meet the

required level of functional skills?

100%

To which extend were the reservists in your unit well prepared for the

specific mission?

Very well prepared

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Focus on mission conduct phase:

Do you receive feedback (experiences/lessons identified/lessons learned)

from the deployment of your reservist who served in missions? Could you

illustrate the feedback?

Yes, coming from the mission commander and the reservist himself

Is there room for improvement? Could you illustrate this?

No comment on this point

Focus on post-mission phase:

Does your organization have an adaptation-program? Is this also suitable

for the reservist? Is there room for improvement? Could you illustrate

this?

Yes, we have an re-adaptation program at the end of the mission, which is easily

adapted to the reserve

Do you have a special program for (health)care after the mission? Is this

also suitable for the reservist? Is there room for improvement? Could you

illustrate this?

Yes, in some cases

QUESTIONS FOR THE EMPLOYER

Your employee has beside his/her civilian job an obligation as reservist

and recently joined a military mission. What’s your opinion about that?

In which way did the absence of your employee influence your

organization? Did you have a good solution for the temporally absence?

Which benefits and disadvantages for your organization do you

experience by the deployment of your employee for a military mission?

Do you have the intent to support future deployments of your employee or

do you have problems with that? Could you explain this?

Is (more/other) support from the Defense organization desirable? Could

you explain this?

France unfortunately received very few answers to the questionnaire from

employers. The critical point is ANTICIPATION. Employers have to know well in

advance in order to organize the period of time when the reservist is absent on his

job

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In Hungary reservists are voluntary (100% up to them) involved in military

operations (missions) abroad where the Hungarian Defense Forces (HDF) is

operating. The voluntary reservists mostly fill individual assignments therefore

they do not operate in Hungarian units but under multinational command out of

the Hungarian chain of command. Hungary is therefore unable to answer the

questions about the perspective of the mission commander.

The number of reservists involved in international operations (deployment) is

limited, less than 10 soldiers. 4 of the deployed reservists have sent back the

questionnaire. This segment is based on their answers.

I: QUESTIONS FOR THE RESERVIST

Focus on Pre-mission phase:

Are there policies in place to create predictability in the mobilization of

reserves and to give members of the reserve possibility to plan their

civilian life by giving them a warning period before

mobilization/deployment/for extended periods of routine and non-routine

training?

Hungary has a law on mobilization, which contains a warning period. Furthermore,

the HDF has a pre-selected pool of possible candidates for different missions.

How are Reserves chosen for deployment?

The relevant law allows reservists to carry out foreign military service

(deployment). The HDF posts information about vacancies on its website.

However, priority is given to regular military. Therefore sometimes not all

information is readily available, reservists then have to be pro-active and search

for information about possibilities for deployment.

To which extend did you meet the required level of military basic skills?

During the pre-deployment training (which in some cases lasts 5 weeks), all

relevant basic military skills and mission specific information are covered. While

some reservists note that reservists should have the same skills as regulars,

others indicate that their knowledge was ‘just enough’

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To what extent did you meet the required level of functional skills?

Reservists are selected for their functional skills. All reservists indicate that they

fully met the requirements.

To which extend were you well prepared for the specific mission?

The pre-deployment training is generally quite extensive. Most reservists indicate

they felt well-prepared.

Where do you see room for improvement? Could you illustrate this?

Sometimes there is insufficient information available about conditions in specific

missions.

How did you combine the pre-deployment activities with obligations in

your private life (employer, home front, social life etc.)? Where did you

encounter difficulties? Could you illustrate this?

3 reservists indicate that they did not encounter difficulties whatsoever, because

events were scheduled well in advance. 1 reservist had difficulties explaining his

wish to be deployed with his wife.

Do the armed forces (or any other institution working on behalf of the

armed forces) ensure that families get information and updates regarding

support and news about family members deployed in service of the armed

forces?

The HDF endeavors to keep families of deployed personnel informed.

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Do the government or armed forces actively work to reach an

understanding with private and public employers on the use of reservists,

provide information about reservists and market reservist skill sets and

competencies?

Insufficient data available. 1 reservists advices the HDF to establish a list of

companies supporting the army reserve program and publish this official list on

different army-civilian cooperation web sites.

What other remarks do you have concerning the pre-mission phase?

Insufficient data available.

Mission Conduct Phase:

What specific reservist-related problems (if any) did you encounter during

mission conduct? Where do you see room for improvement? Could you

illustrate this?

In Hungary, the home pay for reservists is much lower than that of regular military

for the same position. (During deployment, reservists get the same allowance, ,

but the other element of reservist income i.e. the home pay is lower.)

If applicable, how was the cooperation between you and the regulars in

your unit? Where do you see room for improvement? Could you illustrate

this?

Most reservists indicate that cooperation with regulars was good and that they

received a lot of support from their regular colleagues during the pre-deployment

phase and the actual mission.

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Post-Mission Phase:

How did you experience the preparation for redeployment and the end of

the mission? What specific problems did you encounter? Could you

illustrate this?

Insufficient data.

What adaptation program (if any) did you follow after the mission? How

(if applicable) was this tailored to the reservist? Where do you see room

for improvement? Could you illustrate this?

In Hungary, -upon- return veterans receive a health care examination,

psychological support and they are eligible for a week long recreation holiday with

family at one of the army resorts. This program does not differentiate between

reservists and regulars. A possible improvement would be the flexibilisation of the

timings of these programs.

What (if any) special program for (health) care is there after the mission?

How (if applicable) was this tailored to the reservist? Where do you see

room for improvement? Could you illustrate this?

In Hungary, -upon return- veterans receive a health care examination,

psychological support and they are eligible for a week long recreation holiday with

family at one of the army resorts. This program does not differentiate between

reservists and regulars.

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ROLE OF ITALIAN RESERVISTS IN INTERNATIONAL OPERATIONS

The number of reservists involved in international operations (deployment) is

limited and it only concerns Officers belonging to Italian Army Selected Reserve,

with specific professional skills (engineers, architects, doctors and surgeons,

lawyers, political advisors, sociologists, foreign and rare language experts,

journalists). Italy does not send Reserve Units in missions abroad. The percentage

of reservists in Italian contingents on missions abroad in about 3%. All reservists

deployed in operations have the same training standard as active duty personnel.

Before deployment Reserve Officers are completely integrated in the respective

contingents during the preparation/training-phase, the mission conduct and the

post processing phase.

I: QUESTIONS FOR THE RESERVIST

Focus on Pre-mission phase:

Are there policies in place to create predictability in the mobilization of

reserves and to give members of the reserve possibility to plan their

civilian life by giving them a warning period before

mobilization/deployment/for extended periods of routine and non-routine

training?

Reserve Officers deployment in missions abroad is always voluntary. Reservists

receive a little notice to organize themselves before deployment; they typically

need approximately two months notice to properly screen and handle personal

admin including housing, job and family situations. The warning time is necessary

to plan their service and personal lives before leaving on a mission.

How are Reserves chosen for deployment?

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The deployment of active duty personnel is a priority. Reservists are deployed only

if special skills are required (Officers belonging to Italian Army Selected Reserve,

with specific professional skills like engineers, architects, doctors and surgeons

Lawyers, political advisors, sociologists, foreign and rare language experts,

journalists). Reservists are contacted and asked if they are interested in going on a

tour of duty abroad.

To what extent did you meet the required level of military basic skills?

Reservists attend a specific basic course (5 week) and receive their basic military

preparation.

To what extent did you meet the required level of functional skills?

Reservists are selected on the basis of their functional skills. Experience and

lessons learned have shown that Selected Reserve Officers with their civilian

knowledge and functional skills are useful and positive for the Mission

Commanders. Reservists, in many cases, have shown to be more qualified for

some specific positions due to the civilian skill sets they bring with them and

alternate perspectives they have.

To what extent did you well prepared for a specific missions?

All active duty personnel and reservists have the same mission-tailored military

training status and the skills and knowledge necessary for their functions during

missions. The time required to prepare for a deployment depends on whether or

not a reservist has already been deployed on a mission, how often and where.

How did you combine the pre-deployment activities with obligations in

your private life (employer, home front, social life, ect.)? Where did you

encounter difficulties? Could you illustrate this?

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Pre-deployment activities and training courses are planned in consultation with the

reservists and, when necessary, with their employers. Lessons leaned have shown

that reservists are able to organize themselves and to harmonize obligations in

their private life.

Do the Armed Forces ensure that families get information and updates

regarding support and news about family members deployed in service of

the armed forces?

The armed Forces have their own points of contact for families of reservists

deployed in missions abroad. National Family Support Centers are activated in

order to ensure support.

Do the government or armed forces actively work to reach an

understanding with private and public employers on the use of reservists,

provide information about reservists and market reservist skill sets and

competencies?

Italian Army is currently working on an information package for both employers

and professional associations in order to enhance their acknowledgement of

reserve duty and enter into same form of cooperation with them. This includes

informing the employers about skills and knowledge the reservists acquire during

periods of reserve duty and the resulting added value they constitute for the

employers.

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FOCUS ON MISSION CONDUCT PHASE

What specific reservist-related problems did you encounter during mission

conduct? Where do you see room for improvement? Could you illustrate

this?

Reservist officers deployed in mission abroad are assigned to units and refers to

their Chains of Command for any problems they usually encounter during mission

conduct.

How was the cooperation between you and regulars in your unit?

There is hardly a difference between reserve and active duty personnel. Lessons

learned and experiences have shown that there is an high level of cooperation

between reservists and regulars deployed in operations.

FOCUS ON POST MISSION PHASE

How did you experience the preparation for redeployment and the end of

the mission? What specific problems did you encounter?

The preparation for redeployment and the post-mission measures are the same for

both active duty personnel and reservists. No specific problems are reported.

What adaption program did you follow after the mission? How was this

tailored to the reservists?

Post mission activities are planned in consultation with the reservists. Even in this

phase, reservists are able to harmonize their personal obligations.

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What special program for care is there after the mission? How was this

tailored to the reservist?

All military personnel returning home from tour of duty in abroad mission first

undergo a medical examination programme. All personnel (regular and reservists)

also receive an after action review and some decompression briefings. Other

logistic and administrative activities are planned by the Unit.

QUESTIONS FOR THE MISSION COMMANDER

FOCUS ON PRE-MISSION PHASE

How did the reservists in your unit meet the required level of military

basic skills?

All reservists assigned to the Unit have the required level of military basic skills. In

order to meet the required level of military preparation to be deployed in mission

abroad they attend a focused training. The time required (2/3/4 weeks) to prepare

for a deployment depends on whether or not a reservist has already been deployed

on a mission, how often and where.

How did the reservists in your unit meet the required level of functional

skills?

Reservists are selected on the basis of their functional skills. So they meet the

required level.

How well were the reservists in your unit prepared for their specific

mission?

On average, well prepared.

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Where do you see room for improvement? Could you illustrate this?

More focus on military procedures.

FOCUS ON MISSION CONDUCT PHASE

What is your opinion concerning the deployment of reservists during the

mission? Where did you experience certain problems or certain

advantages?

Selected Reserve Officers with their civilian knowledge and functional skills are

useful and positive for the mission. Reservists, in many cases, have shown to be

more qualified for some specific positions due to the civilian and functional skill

sets they bring with them.

What is your opinion concerning the cooperation between reservists and

regulars during the mission? Where did you experience special problems?

Lessons learned and experiences have shown that there is an high level of

cooperation between reservists and regulars of the same unit when deployed in

operations.

Where do you see room for improvement? Could you illustrate this?

More joint training activities and exercises could be useful in order to improve

preparation and integration with active duty personnel.

FOCUS ON POST - MISSION PHASE

How is the reservist prepared to post mission phase? In what regard is

the post-mission phase different from that of regulars? Where did you

experience certain problems?

The preparation for redeployment and the post-mission measures are the same for

both active-duty personnel and reservists. All military personnel returning home

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from a tour of duty in abroad mission receive an after action review briefing and

some decompression briefings. They undergo a medical examination programme

and other logistic and administrative activities are planned by the Unit.

Where do you see room for improvement?

Improve the loyalty with unit.

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In the period 2012-2015, the Netherlands have deployed approximately 234

reservists on operations. The Netherlands deploy all ranks: officers, non-

commissioned officers and privates and all branches: Army, Air Force, Navy,

Military Police. The majority of reservists on missions are officers, most reservists

had a supporting role during operations. See table 2 for more details

Table 2. Dutch reservists on operations 2012-2015

‡

‡ This table is not complete, because not all data is stored centrally. As of 2016, the data registration system will be updated to

properly cover information on reservist and deployments.

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Role of reservists in international operations

Most Dutch reservists were deployed on an individual basis as functional specialist

to serve as a subject matter expert to assist and advice the mission commander.

Some reservists were deployed to provide force protection.

Experience and Lessons Learned

I: QUESTIONS FOR THE RESERVIST

Focus on Pre-mission phase:

Are there policies in place to create predictability in the mobilization of

reserves and to give members of the reserve possibility to plan their

civilian life by giving them a warning period before

mobilization/deployment/for extended periods of routine and non-routine

training?

The MOD strives to give the reservist 6 month’s notice about a potential

deployment, so the individual has ample time to make arrangements. In practice,

this is not always achieved.In some cases, the reservists receive a very limited

notice to move (i.e. less than 4 weeks), which significantly impacts the possibility to

make proper arrangements with their civilian employer and their family.

A short notice to move, also significantly impacts the pre-mission training

opportunities. Sometimes due to time constraints certain training sessions cannot

be completed before deployment and have to be done in the mission theatre (or not

at all). The MOD is experimenting with the use of e-learning programs to increase

training capabilities.

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How are Reserves chosen for deployment?

Whereas regulars are appointed for deployments, reservist service is always on a

voluntary basis. Mission requirements and vacancies are published in a so-called

Matching Tool, where reservists can then indicate if they are available and if they

meet the criteria. If there is more than 1 suitable candidate, job-interviews are

conducted. Sometimes reservists are handpicked for their specific expertise and/or

language skills. In case of medical personnel, there is a special contact person, who

directly contacts reservists to ask them if they are available.

To which extend did the reservist meet the required level of military basic

skills?

All military personnel (regulars and reservists) maintain military basic skills on an

annual basis. In most cases, the military skillset of reservists has proven to be

sufficient to meet the mission requirements. The only exception are reservists, who

have been deployed with Special Operations units. They require more military skills

(i.e. additional training). In case of staff officers, it is important that they are up-to-

speed on common staff procedures and doctrines.

To which extend did the reservist meet the required level of functional

skills?

Experience has shown that -in virtually all cases- reservists bring useful (vital even)

civilian knowledge and functional skills that are beneficial to the mission

commander.

To which extend was the reservist prepared for the specific mission?

The basic pre-deployment training is the same for regulars and reservists.

Sometimes reservists are added to a mission contingent at a late stage, which

hampers the possibility to participate in the full mission preparation.

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Most pre-deployment training encompasses general awareness of the mission

theatre, ammunition awareness, media training etc.) there is not always a lot of

focus on the specific mission requirements.

Additionally, it is sometimes not clearly defined which mission specific skills are

required. This makes it difficult for the reservist, who is less accustomed to military

procedures to adapt and prepare.

Where do you see room for improvement? Could you illustrate this?

The MOD often requires flexibility from the reservist, but is not always able to be

flexible itself. In case of issues, the MOD often leaves the initiative for damage

control (changes in the agreement with the civilian employer for example) to the

reservist.

The MOD now has a Bureau for Individual Deployments, which is responsible for the

preparation of people for individual missions. Most reservists note that this is a

positive development, because this Bureau can tailor training programmes to the

specific needs. However, sometimes insufficient manpower is a concern which

affects mission preparation.

Quite a few reservists have indicated that a checklist with pre-deployment elements

(training, vaccination, clothing, admin procedures etc. etc) would be very helpful.

How did you combine the pre-deployment activities with obligations in

your private life (employer, home front, social life etc.)? Where did you

encounter difficulties? Could you illustrate this?

Reservists indicate that pre-deployment activities are sometimes difficult to

combine with other issues. It is quite common that training sessions are cancelled

or postponed to another day, which requires a great deal of flexibility of the

reservists and his/her environment. Regulars can focus solely on the mission

preparation, which is an advantage (luxury), reservists do not have.

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Do the armed forces (or any other instance working on behalf of the armed

forces) ensure that families get information and updates regarding support

and news about family members deployed in service of the armed forces?

The MOD has a specialized section that exists to support families of deployed

military personnel and provide them information. The MOD also organizes (in some

cases) family days for the families of deployed military. However, most reservists

are deployed individually and MOD support to their families is mostly ad-hoc (i.e.

reactive, rather than pro-active).

The MOD has a 24/7 call center in place, which family members can contact with

questions.

Do the Government or Armed Forces actively work to reach an

understanding with private and public employers on the use of reservists,

provide information about reservists and market reservist skillsets and

competencies?

The Netherlands has an employer support section within the MOD and organizes

annual Employer Information Days. Furthermore, the MOD has an award for the

most reservist friendly employer.

However, the employer support package requires some improvement: at present,

the MOD pays employers a € 55 per day compensation if their employees are active

as reservists. This also applies to self-employed reservists. However, this scheme

only applies to missions with a duration of 3 months or more. There is no additional

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compensation for reservists, who make more in their civilian profession than in their

military rank.

Dutch reservists, who are deployed do not enjoy job guarantees/protection. In most

cases, the reservists try to make adequate arrangements with their civilian

employer and the MOD assists in this regard. However, some reservists return from

mission and find themselves unemployed. At present, the MOD does not have a

safeguard in place for these individuals.

What other remarks do you have concerning the Pre-mission?

Some reservists have indicated that too many sections and branches are involved

with the pre-deployment phase, which sometimes results in confusion. Many also

consider the pre-deployment phase -with all the time it consumes- as a mission

before the actual mission.

Focus on the mission conduct phase:

What specific reservist-related problems (if any) did you encounter during

the mission conduct? Where do you see room for improvement? Could you

illustrate this?

Some reservists indicate that they did not have the proper equipment for their task.

This mostly refers to reservists, who have been deployed with Special Operations

units.

Regulars do not always understand that reserves may be unfamiliar with all

procedures.

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If applicable, how was the cooperation between you and the regulars in

your unit? Where do you see room for improvement? Could you illustrate

this?

Regulars do not always have a proper understanding about reservists and their

added value to the mission. Some reservists have also reported that regulars see

them as competition.

Most reservists note a positive working relationship with their regular colleagues.

Mutual respects grows when the two categories of personnel cooperate and interact.

Regular military personnel is often used to a specific procedure/way of working,

even when the circumstances call for a different approach, which sometimes is

confusing/frustrating for reservists. Most important, however, is that there is

communication. Some reservists note that regulars did not always give them room

to express their point of view/assessment of a situation.

Post-mission phase

How did you experience the preparation to the re-deployment and end of

the mission? What specific problems did you encounter? Could you

illustrate this?

In some cases the duration of the deployment was not fixed, which required some

flexibility and negotiation between the reservist and the commander.

What adaptation-program (if any) did you follow after the mission? How (if

applicable) was this tailored to the reservist? Where do you see room for

improvement? Could you illustrate this?

Formally, the MOD has an adaptation programme for all military personnel, who

return from deployment. This programme is not tailored to the reservists. It

generally consists of two session with a MOD social worker: one shortly after

redeployment and the second session approximately 4 months after return. For

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some missions there is also a ‘decompression’ phase, where military personnel can

exchange experiences before they return home.

Many reservists indicate that they did not follow any adaptation programme.

Primarily because the MOD did not actively offer this. Some indicate that they do

not see the added value, because of the nature/duration of their deployment. The

decompression phase is described by some as ‘an unnecessary obstacle on the way

home’.

What (if any) special program for (health) care is there after the mission?

How (if applicable) was this tailored to the reservist? Where do you see

room for improvement? Could you illustrate this?

The MOD has a program to monitor the health of military personnel, who have

returned from missions. However, regular military personnel is more visible than

reservists.

In the case of reservists the initiative to request care/support has to come from the

individual. Formally, every person, who returns from mission should have at least

two sessions with an MOD social worker, but if the individual is not pro-active it

happens quite frequently that the MOD loses track and no sessions take place.

II:

QUESTIONS FOR THE MISSION COMMANDER

Focus on Pre-mission phase:

How did the reservists in your unit meet the required level of military basic

skills?

All reservists met the minimal level. In the pre-deployment training phase, the basic

skills are trained and checked.

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How did the reservists in your unit meet the required level of functional

skills?

Difficult to say, because every (most) reservist has his/her functional skills

How well where the reservists in your unit prepared for their specific

mission?

On average, well prepared.

Where do you see room for improvement? Could you illustrate this?

More focus on military procedures, so reservists have a better understanding when

and how their specific knowledge can contribute to the mission.

Focus on mission conduct phase:

What’s your opinion concerning the deployment of reservists during the

mission? Where (if applicable) did you experience certain problems or

certain advantages?

Reservists bring civilian experience and knowledge, which can be greatly beneficial

to the mission and which is normally not present in a regular army.

What’s your opinion concerning the cooperation between reservists and

regulars during the mission? Where (if applicable) did you experience

special problems?

In most cases cooperation went without hiccups. However, some commanders note

that reservists do not always demonstrate a proper understanding of military

procedures (security during operations), dress code and conduct.

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Where do you see room for improvement? Could you illustrate this?

There should be more joint exercises, where reservists can train side-by-side with

regulars. This will contribute to mutual understanding and it will be of great value in

case of deployment.

Focus on post-mission phase:

How is the reservist prepared to post-mission phase? In what regard (if

applicable) is the post-mission phase for reservists different from that of

regulars? Where (if applicable) did you experience certain problems? Could

you illustrate this?

Difficult to keep track of reservists in the post-mission phase.

Where do you see room for improvement?

At present, the Netherlands does not have a centralized database to properly store

all information/lessons learned/evaluations from reservists with mission experience.

This is something that will be introduced in 2016.

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New Zealand has not submitted data.

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Norway is currently conducting a major reorganization of its Human Resources

Management. The current data system is not able to differentiate between

reservists and regulars. Norway is therefore unable to participate in this NRFC

study.

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Polish legislation does not foresee in the involvement of reservists in international

operations (deployment). Poland is therefore unable to participate in this NRFC

study.

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Slovakia has not submitted data.

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The UK regularly deploys reservists. The UK has not conducted a survey among

its reservists, but has used other resources to collect data.

Role of reservists

The UK uses Reserves to deliver:

General capability: Mass – Reserves can now (under the Defence Reform Act

2014) be mobilised for any duty for which Regular forces can be used (except

front-line duties in industrial disputes and service in Northern Ireland).

Specialist Capability: Better access to skills and capabilities more readily

available in the civilian sector; this is most apparent in specialist areas such as

medicine and cyber.

Regeneration: Strategic reserve for resilience and regeneration of our Armed

Forces in case of national crisis.

Making the best of available resources: Maintaining regular force may not be

best value for money in some areas.

Connecting with Society

Reserves service comes in varied forms:

Volunteer

Members of society who voluntarily accept a liability to attend training and to

be mobilised to deploy on operations.

Varying levels of commitment and readiness, including full time reserve service.

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Ex-Regular

Former members of the Regular Forces who retain a liability to be called up for

service. Generally only called upon if they have volunteered or when volunteer

Reservists have not been available.

Sponsored Reserve

Contractors and Civil Servants who, because of their civilian employment

contract, can be mobilised to provide support to Defence in operational

theatres.

The large majority of the Armed Forces remain Regular, with the proportion of

Reserves within each structure increasing as readiness levels decrease. Thus,

while there are some high readiness reservists, capability that might be

required at short notice is largely Regular; where tasks have longer lead times

or are conducted on a routine basis, Reservists can be used more widely as

there is sufficient time to mobilise and train the required number of Reserves.

No major capability rests entirely with the Reserve. Compulsory mobilisation of

different types of Reservist is also possible should there be insufficient

volunteers to meet a task.

While the proportion of Reservists within the whole force is increasing, Reserves

should not be seen as a replacement for Regulars. Regulars and Reserves bring

different but complementary capabilities and we are seeking to maximise the

utility of our Reserves through the FR20 programme.

In peacetime, the Reserves commitment is to training rather than routine

delivery of Defence objectives. When mobilised, Reserves are generally

deployed in their own right rather than as replacements for Regulars. However,

once mobilised, a Reservist is treated as a Regular. The size of the pool from

which Reservists are drawn varies by capability: thus a Reserve infantry

company may be required to generate individuals or formed groups depending

on need. In Iraq and Afghanistan Reserves were generally deployed as

individual augmentees, with some platoon and company-sized formations

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deploying. Medical units were the chief example of units deploying as an

integrated whole.

A number of distinct capabilities are lodged with Reserve units: the most

obvious examples are the wide range of specialist medical positions and the

Joint Cyber Unit (Reserve). The former is maintained through a close working

relationship with the National Health Service. Similarly, deep specialist groups

such as the Engineer and Logistic Staff Corps provide the means by which

appropriately skilled peoples’ expertise can be accessed. More widely, Defence

actively seeks partnership with civilian employers to enable mutually beneficial

support in developing capability. For example, the Portfolio Employment Model

enables truck drivers with seasonal working patterns to be used to support

Defence at times of low demand while maintaining their skills, while their

Reserve liability is limited in periods of high demand. The accreditation of

civilian and military skills makes them transferrable, incentivizing Reservists to

employ and develop their civilian skills as part of their Reserve training.

Lessons learnt and best practices

When a Reservist is mobilised, the employer can claim financial

assistance to cover:

the cost of a temporary replacement if it’s more than the reservist’s salary (up

to £110 a day)

advertising costs and agency fees for finding a replacement

a period of handover and takeover (5 days before and after mobilisation)

75% of the cost of specialist clothing for the replacement (up to £300)

training costs for the replacement (up to £2,000)

overtime, if other employees cover the work

any training the reservist needs when they return

Extra support for small and medium-sized businesses

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The employer can claim £500 a month in addition to the costs of replacing and

retraining the reservist unless both of the following apply:

The employer’s annual turnover was more than £25.9 million in the 12 months

before the reservist was called up.

The employer had more than 250 employees or partners on the date of

mobilization.

These are known as employer incentive payments.

No compensation is paid to employers for routine training. However, it should

be noted that employers reap real benefits from employees who are Reservists.

Reserve service provides individuals with transferable skills which can be used

in the workplace such as leadership, management and communication skills.

Much Reservist training is accredited with civilian qualifications so employers

know exactly the standards which have been attained. SaBRE research,

endorsed by the Chartered Management Institute, show an employer would

have to purchase more than £8,000 of commercial civilian training to

provide the same amount of development that an average Reservist’s military

service provides in just one year.

Quantitative Research

The UK MOD sends a survey to a sample of Reservists annually. In 2015 (the

most recent survey), 5215 responses were received, of which 2165 were

officers and 3050 were other ranks. 40% of respondents had been mobilised as

a Reservist. The topics below are of relevance to this study:

Kit and Equipment

58% of volunteer reservists are satisfied with the kit and equipment they have

to do their role effectively, while almost a quarter (23%) are dissatisfied. RAF

volunteer reservists are more satisfied than Maritime reservists and Army

reservists with the availability and standard of their kit and equipment.

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Half (50%) of volunteer reservists are satisfied with the availability of kit and

equipment they have to do their job e.g. clothes, boots, personal weapon.

Satisfaction is highest in the RAF Reserve.

59% of volunteer reservists are satisfied with the standard of the kit and

equipment they have to do their job e.g. clothes, boots, personal weapon. One

fifth (20%) of Army volunteer reservists are dissatisfied. This level of

dissatisfaction is slightly lower than the level of dissatisfaction among trained

Army Regulars where almost a quarter (24%) are dissatisfied with the standard

of personal equipment/kit they have to do their job.

Training

62% of volunteer reservists are satisfied with the amount of training they have

received for their current role with the highest levels of satisfaction found in the

RAF Reserve (75%) and Maritime Reserve (67%).

Two thirds (67%) of volunteer reservists are satisfied with the quality of

training they have received for their current role. Satisfaction with the quality of

training received for the current role is higher in the Maritime Reserve (72%)

and in the RAF Reserve (74%) than in the Army Reserve (65%).

Relationship with Regulars

It is not necessarily the case that there is a cultural difference between regulars

and reservists: in some areas the civilian skills that Reservists bring to

specialist capability mean that they may be better qualified and more

experienced than their Regular counterparts.

This perception, insofar as it exists, may arise where Reserves are asked to do

the same military specialisms as Regulars; in these cases it is unreasonable to

expect them to attain the same standards as Regulars with less time in which

to train. In these areas Reservists

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are required to train to a specified level that can be built upon on mobilisation.

As the Green Paper identified, Reserves had been comparatively neglected for a

sustained period, and were less well equipped and trained than they should

have been. There was also a lack of pairing and partnering between Regular

and Reserve units, preventing the challenging of stereotypes.

Work is ongoing to produce a Culture Change Maturity Model. This identifies

effective behaviours, positive and negative indicators, standards (what ‘good’

looks like) and measures sed to evaluate. The core of this work is in the

integration of Reserves with Regulars for routine training and mobilisation. By

demonstrating how Reserves can bring different capabilities that complement

those delivered by Regular forces, rather than simply producing less well

trained copies of Regulars, mutual respect can be built. Improving Reservist

access to training and equipment, defining their roles and giving them the

opportunity to deploy alongside Regualrs are all means by which this issue is

being addressed.

Just under a third (30%) of volunteer reservists agree or strongly agree that

they feel valued by Regulars, while over a third (36%) disagree or strongly

disagree that they feel valued by Regulars. Reservists in the Maritime Reserve

are most likely to report feeling valued by Regulars (42%) and Reservists in the

Army Reserve are least likely to report feeling valued by Regulars (29%).

While over a quarter (28%) of volunteer reservists agree or strongly agree that

they are treated as an equal member of the Service by Regulars, 43% disagree

that they are treated as an equal member of the Service by Regulars. These

results are largely driven by the Army Reserve where 44% disagree or strongly

disagree that they are treated as an equal member of the Army by Regulars.

Work is being undertaken to develop a culture change maturity model.

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Support during mobilisation

Almost two thirds (64%) of volunteer reservists are satisfied with the support

they received from the Service when they were last mobilised.

While 42% of volunteer reservists are satisfied with the amount of support their

family received from the Service when they were last mobilised, a further 29%

are dissatisfied. Levels of satisfaction are broadly similar across the Services.

Support provided to Reservist from others

Over two thirds (70%) of volunteer reservists feel that their employer supports

their Reserve service, while one in ten (11%) feel that their employer doesn't

support their Reserve service. The Maritime Reserve has a higher level of

employer support than the level of support found in the Army Reserve.

Half (50%) of volunteer reservists agree or strongly agree that their civilian

employer values their Reserve service; almost one in five (18%) reservists

disagree or strongly disagree that their civilian employer values their Reserve

service.

Over two thirds (70%) of volunteer reservists feel that their employer supports

their Reserve service, while one in ten (11%) feel that their employer doesn't

support their Reserve service. The Maritime Reserve has a higher level of

employer support than the level of support found in the Army Reserve.

Half of volunteer reservists agree or strongly agree that their civilian employer

values their Reserve service; almost one in five (18%) reservists disagree or

strongly disagree that their civilian employer values their Reserve service.

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The United States regularly deploys reservists. The US has not conducted a

survey among its reservists, but has used other resources to collect data.

Some of the information used to answers the following questions was pulled

from the Joint Lessons Learned Information System (JLLIS). Querying JLLIS

using the key word “Reservist” resulted in 690 observations, 54 documents

and 5 after action reports dating back to the 1990 Gulf War to present day.

QUESTIONS FOR THE RESERVIST

Focus on Pre-mission phase:

Are there policies in place to create predictability in the mobilization

of reserves and to give members of the reserve possibility to plan

their civilian life by giving them a warning period before

mobilization/deployment/for extended periods of routine and non-

routine training?

The United States has multiple laws documented in Titles 10, 14, 32 and 50 of

the United States Code (U.S.C.), as well as numerous documented policies in

place to create predictability in the mobilization of their Reserve Component

forces. For example, Department of Defense Directive (DoDD) 1200.17

discusses “Managing the Reserve Components as an Operational Force”.

Department of Defense Instruction (DoDI) 1235.09 discusses the

“Management of the Standby Reserve”. DoDD 1235.10 discusses “Activation,

Mobilization and Demobilization of the Ready Reserve”. DoDI 1235.12

discusses “Accessing the Reserve Components (RC)”. Additionally, there are

several memorandums from the Secretary of Defense, Office of the Secretary

of Defense for Reserve Affairs, and various Service specific memorandums

that discuss various aspects of the mobilization to dwell.

How are Reserves chosen for deployment?

The sourcing of Reserve Component for pre-planned and emergent

requirements is done by each of the services after receiving a sourcing

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request from the Joint Staff as part of their Global Force Management Process

(GFMAP). Additionally, the Navy Reserve bases their mobilization on a mobility

accessibility code – if there is no restriction, the service member is chosen

based on need and clearance level requirements.

To which extend did the reservist meet the required level of military

basic skills?

Basic military skills are maintained by Reserve Component members as part of

their annual training such as weapons qualification, combat first aid, etc.

Additional military skills training, that may be specific to the requirements of

the deployed location, is provided as part of the pre-mobilization training

which includes both hands-on and computer aided training. The Reserve

Component will leverage a service member’s active duty experience and

training as much as possible.

To which extend did the reservist meet the required level of functional

skills?

Pre-mobilization training ensures that all deploying forces meet their required

level of functional skills. Selection of personnel for deployment is based on

their military specialty and the fact that they have all functional skills required

to meet the deployment requirements.

To which extend was the reservist prepared for the specific mission?

Pre-mobilization training can be tailored to prepare a Reserve Component unit

to meet the requirements of a specific mission. If the requirement is

emergent, training may be done until the member arrives at their deployed

location but that is the exception, not the rule. Preparation starts with a

successful and thorough pre-deployment in-processing process that identifies

any shortfalls in a members training that will be required for a specific mission

set and insures that the member receives that training prior to deployment.

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Where do you see room for improvement? Could you illustrate this?

Additional funding would provide the required equipment and man-days for

Reserve Component members and units the opportunities to maintain critical

skill sets between deployments. Providing as much pre-notification prior to a

scheduled deployment will provide the unit adequate time to insure their

personnel are fully ready for the specific mission they are deploying for.

How did you combine the pre-deployment activities with obligations in

your private life (employer, home front, social life etc.)? Where did

you encounter difficulties? Could you illustrate this?

Pre-deployment activities are normally done at a different location than the

person lives so everything they need to get done in their private life needs to

be done before they leave for their pre-deployment training. Reserve

members often encounter difficulties with school (leaving college mid-way

through a semester for example), leases on apartments (having to break a

lease to deploy) and financial (loan payments, etc.) Additionally, members

sometimes have issues with their employers. Employers are usually very

supportive of their Reserve Component personnel if they receive adequate

pre-notification and are informed on the rights that both they and their

employee have considering service in the military.

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Do the armed forces (or any other instance working on behalf of the

armed forces) ensure that families get information and updates

regarding support and news about family members deployed in

service of the armed forces?

There are multiple family support programs that help the family stay

connected when the reserve component member is deployed. The Employer

Support for the Guard and Reserve (ESGR) work with the member’s employer

to make sure any employment issues are taken care of during the

deployment. Many units provide monthly update meeting to keep the family

informed on what the member is doing at the deployed location and to work

through any administrative issues the family may be having; for example,

with TRICARE (medical) access for the family.

Do the Government or Armed Forces actively work to reach an

understanding with private and public employers on the use of

reservists, provide information about reservists and market reservist

skillsets and competencies?

The Reserve Component has an organization called Employer Support for the

Guard and Reserve (ESGR) that actively engages employers on behalf of the

military. This interaction can be improved through more interaction between

the leadership of the units sending out information to the employers which

provide them points of contact both at the unit and with the ESGR to resolve

any issues that may come up during the deployment.

What other remarks do you have concerning the Pre-mission?

Providing checklists of items that need to be taken care of prior to deployment

helps to ensure that the member can devote 100% of their attention to the

pre-deployment training and the deployment.

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Adequate notification prior to a mobilization allows the member to obtain

TRICARE (medical) benefits for their family prior to the deployment which

many times is the key no cost family benefit for deploying members.

II: QUESTIONS FOR THE MISSION COMMANDER

Focus on Pre-mission phase:

How did the reservists in your unit meet the required level of military

basic skills?

Basic military skills that are learned during their initial active duty training are

refreshed annually so that Reserve Component members retain a basic level

of their military skills.

How did the reservists in your unit meet the required level of

functional skills?

Functional skills are taught to the Reservist during their individual advanced

training following their basic training. These skills are maintained during the

24 days of drills. Team related skills are refreshed by crew level training

during their drills and exercised during their annual training period (12-15

days).

How well where the reservists in your unit prepared for their specific

mission?

If the specific mission the unit is mobilized for is the same as that assigned to

the unit (example, an artillery unit deploying as an artillery unit) reservists are

well prepared for the mission. When the assignment is other than their normal

assigned mission (example, an artillery unit deploying for convoy security)

additional training will be required both pre-deployment and during the initial

stages of the deployment.

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Where do you see room for improvement? Could you illustrate this?

Capabilities determined to be important, such as providing base or convoy

security, need to become part of every Reservists training profile. The annual

training requirements may need to be modified and the number of training

days evaluated to insure what we are asking our Reservists to complete can

be done in the 24-39 days each year that we provide them.

Focus on mission conduct phase:

What’s your opinion concerning the deployment of reservists during

the mission? Where (if applicable) did you experience certain

problems or certain advantages?

Once deployed, the fact is that it is transparent that the person is either a

reservists or regular member of the military. Advantages to using Reservists

include being able to pull down to individual fills for positions, tailoring the

number of days the person is deployed, leveraging their civilian skill sets, etc.

Problems include educating personnel on the mobilization/demobilization

process and providing access to the websites from non-military networks to

insure that reserve personnel that would like to deploy are aware of the active

duty employment opportunities available.

What’s your opinion concerning the cooperation between reservists

and regulars during the mission? Where (if applicable) did you

experience special problems?

Based on the extensive amount of time that Reservists have deployed over

the past 15 years, there is a high level of cooperation between reservists and

regulars. There is still among some of the regular forces a negative opinion of

a Reservist but that is the exception, not the rule. On the Active Component

(AC) side, there is a lack of understanding of how Reserve Component

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personnel/admin is conducted. The AC will refer RC issues back to the RC but

when the member is on active duty, it really is an AC issue to resolve. The

demobilization process is very different for AC vs. RC – the reintegration of

the RC member back into the workforce is something the AC does not have to

deal with and therefore does not understand.

Where do you see room for improvement? Could you illustrate this?

Ensuring that your members have their personal affairs in order prior to

deployment will allow members to concentrate 100% of their attention on the

deployment. Providing your members an avenue to maintain contact with their

families (such as internet conductivity so personnel can Skype for example)

helps to maintain high morale during the deployment.

Focus on post-mission phase:

How is the reservist prepared to post-mission phase? In what regard

(if applicable) is the post-mission phase for reservists different from

that of regulars? Where (if applicable) did you experience certain

problems? Could you illustrate this?

The U.S. has multiple programs to help re-integrate back into society following

a deployment to include the Yellow Ribbon program, 9/11 GI Bill, etc.

Post-mission reintegration is significantly different from the regulars as they

have to re-integrate back into their civilian jobs whereas the regulars just

integrate back into their military position. The majority of employers have

been very supportive of their deploying employees but there are a few that,

even though the law protects the deploying member, will give the employee a

difficult time such as requiring them to come back to work earlier than

required.

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Some deployed members will come back with medical issues that will require

appointment at a VA hospital – some members have had difficulty getting

appointments in a timely fashion. Retaining medical benefits for 180 days post

deployment usually resolves the majority of these issues.

Some RC members will return from a deployment without a job. Having the

Department of Labor brief during the demobilization process and providing

access to job fairs are some of the activities that could ease this transition.

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Annex D. Redeployment Checklist and Clearance Form Canada

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Annex E. Timeframe for the completion of the study:

Timings in blue were agreed at the SOM 2016/1 in Sofia, Bulgaria (12-15

April 2016)

Timings in red are new/changed

When

NLT

20 April 2016

What

Countries will inform the

Netherlands if they are able to

collect sufficient data to

participate in the study.

NLT 20 May 2016

Countries will submit their

national input to the Netherlands

for processing and analysis.

The Netherlands will submit a

preliminary report based on the

national contributions of the

participating states.

NLT 1 June 2016

NLT 3 June 2016

Countries to review the

preliminary report to clarify any

ambiguities or factual errors,

send in their contributions (if

they were not able to do so

before) and provide suggestions

for further improvements.

The Netherlands will submit

preliminary draft on LLRCO

version 2 to the Secretary

General

NLT 10 June 2016

NRFC meeting Paris, France

Countries to agree on the final

version of the report;

The Netherlands will give a short

presentation about the process

and the outcome of the LLCRO

study.

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