1. The following aspects will be covered in the report:

    1. The closing down process of the Army Territorial Reserves: FY2004/2005
    2. The closing down process of the Army Territorial Reserves: FY2005/2006
    3. Strength of the ACR
    4. Recruitment for the ACR
    5. Training
    6. Deployment in the DRC
    7. Force Design and Force Structure
    8. Budget
    9. Conclusion


2. The Force Employment Strategy provides that the SANDF must withdraw from sustained support to the South African Police Service (SAPS) by 31 March 2009. In the context of Landward Defence, the SANDF will only support the SAPS for intelligence driven operations of short duration.

3. The Cabinet Lekgotla of January 2003 directed that the SANDF Army Territorial Reserves (ATR) must be abolished and replaced by a SAPS capability. This decision was confirmed by C SANDF Instructions 01/03, 02/03 and 04/03 on 11 May 2003. Principle approval for the phasing out of the Area Defence Capability was requested from the Minister of Defence and granted on 03 December 2003.

4. A Joint SANDF/SAPS Workgroup has determined a process whereby Group Headquarters (Gp HQs) and Commandos (Comdos) will be phased out with the process to be completed in financial years 08/09 09/10. The process also provides the necessary time frames for the SAPS to build capacity to be able to execute the tasks which were the responsibility of the SA Army Area Defence Capability.(Comdos).

5. The first phase of the SANDF Exit/SAPS Entry Strategy prescribes the closure of seventeen (17) commandos and two (2) Gp HQs. The first phase will also be utilised to establish processes and procedures for the closing down of Force Structure Elements in the SA Army and the establishment of capacity within the SAPS.

6. The first phase was approved by the Military Council on 1 November 2004 and by the Justice, Crime Prevention and Security (JCPS) Cluster on 02 November 2004.

7. The aim of the submission was to obtain approval to proceed with the first phase of closing down the SA Army Area Defence Capability namely, Force Structure Elements mentioned in paragraph 7 below during the 04/05 financial year.

8. The SA Army is to close pre-determined Group Headquarters and Commandos in financial year 04/05 in accordance with the SANDF Exit/SAPS Entry Strategy. The identified Group Headquarters and Commandos to be disbanded are either inactive Commandos or Commandos that will not leave a vacuum regarding rural or urban safety. The Group Headquarters and Commandos to be closed are:

  1. HQ Gp 46, Umtata.
  2. HQ Gp 36, Bloemfontein.
  3. Commandos:
    1. Tygerberg (Ntabambini).
    2. Piketberg.
    3. Cradock.
    4. Umgeni.
    5. Long Tom.
    6. Nelspruit.
    7. Northam.
    8. Giyani.
    9. Krugersdorp.
    10. Meyerton.
    11. Randburg.
    12. Mafikeng.
    13. Mankwe.
    14. Oranje.
    15. Bloem City.
    16. Edenburg.
    17. Atlas.

9. Contracts for state rented facilities will be terminated and state owned facilities will either be utilised by the SA Army Conventional Reserve or handed back to Chief Logistics.

10. Ministerial approval was granted on 12 Dec 04 to proceed with the closing down of Gp HQs and Comdos mentioned above in FY04/05.


11. The Group Headquarters and Commandos to be closed in the FY 05/06 will only be finally confirmed by March 2005 by CJ Ops and the SAPS. It is, however, not foreseen that their will be major deviations from the SANDF Exit/SAPS Entry Strategy. To position the SA Army to adhere to the prescripts of above strategy, the SA Army to proceed to close down the 5 x Group HQs and 55 x Comdos determined in the SANDF Exit/SAPS Entry Strategy.

12. GOC SA Army Infantry Formation, supported by C Army, Director Army Force Structure, to close down 5 x Group Headquarters and 55 x Commandos with effect from 1 April 2005 to be finalised by 31 March 2006.

13. The closures will be executed in phases:

    1. Phase 1. During this phase the planning for various tasks will take place amongst other the following:
    2. i. The career paths of Reserve Force members and commando members regarding possible utilisation in the ACR and or SAPS will be determined.

      ii. The final transfer of facilities including shooting ranges to Chief Logistics by Director Army Logistics.

    3. Phase 2: During this phase the execution of amongst other the following will take place:
    1. Finalisation of all outstanding personnel, logistical and financial matters.
    2. Cleaning up of all outstanding equipment and stores relevant to the closure process.
    3. Pre-audit evaluations to ensure an acceptable status for audit purposes by DOD Inspector General wrt personnel, logistical and financial matters.
    4. To establish a database for audit purposes regarding weapons, ammunition, vehicles, signal equipment and all controlled items.
    5. The disposal of all redundant and beyond economical repair equipment to be executed in accordance with pre-determined actions and target dates.
    6. The finalisation of all Boards of Enquiries regarding controlled items, stock discrepancies, personnel aspects and financial matters related to the closure of the FSE to be finalised in accordance with pre-determined target dates.
    7. The execution of parades to lie down unit colours and to finalise the handing over off medals to members.
    8. The management of non-public funds according to DOD prescripts and closure of the books with a final audit.
    9. The finalisation of and termination of contracts for hired facilities.
    10. The finalisation and execution of the IT and communication equipment plan.
    11. The management and finalisation of the joint communication plan, Military (SA Army) and the SAPS.
    12. Re-distribution of equipment to be executed bmo an approved equipment re-distribution plan, approved by the commodity manager.
    1. Phase 3

    1. Final pre-audit by Chief Logistics, (DOD Log Sup Fmn stores inspectors) requested via Director Army Structure.
    2. Final audit by DOD DIA (DRA) requested via D Army Struc.
    3. The final changing of indicators by DIMS requested via Director Army Structure.
    4. The final transfer of facilities to Chief Logistics by Director Army Logistics.

    1. Phase 4. To archive all relevant documentation in conjunction with CMIS according to laid down prescripts to ensure an audit trail.


14. When Project PHOENIX started in June 2002 the total strength of the Army Conventional Reserve was 8076 members. Since that date 1443 Army Conventional Reserve Force members have been recruited "off the street" within the right age bracket bringing the total Army Conventional Reserve strength up to 9519.


15. The main considerations for the fact that an alternative recruitment system, other than the Military Skills Development System (MSDS), for the of ACR had to be considered were as follows:

a. Due to the fact that the ACR units were below required strength (average strength 150) and that the members were ageing (average age 35) it was critical that priority should be given to the feeding of these units with young, healthy and fit recruits to make them ready for future deployment when so required.

b. Due to the fact that the MSDS will not meet the HR 2010 strategy and will not provide recruits for the ACR until 2008 at best, an alternative interim feeder system other than MSDS had to be considered and was implemented by means of an "off the street" recruitment campaign.


16. Training of the newly recruited ACR members took place during the FY2004/2005 at the various nodal points in Cape Town, Durban, Johannesburg, and Potchefstroom on a continuous and non-continuous basis. The basic and corps training was done according to an approved curriculum in order to meet the standards set for deployment of these members.

17. The training teams at the various nodal points consisted of Reserve Force instructors assisted by former Regular Force instructors who joined the Army Conventional Reserves after their retirement.

18. The focus ito training for the FY2003/2004 and FY2005/2005 was on the ACR units in the Infantry Formation. The RM10 additional funding for training the ACR was allocated to the Infantry Formation in FY2004/2005. The outcome of the R10m was 808 ACR members trained ito Basic and Corps training up to the required level. For the FY2005/2006 the emphasis ito training will also shift to the SA Army Engineer Formation for basic and corps training. The rest of the Formations will focus on leader group training only.


19. On the 11 January 2005 the Army Council approved the amount of R2 436 730 for 75 days for the preparation of the Motorised Reserve Force Company and principle approval for the amount of R 3 818 240 for 190 days for the external deployment of the Company. The possible deployment of a second Company in October 2005 will be decided upon during the short term alignment in March 2005.

20. The GOC Infantry Formation was instructed to prepare and provide a Motorised Company comprising of 157 members plus 20 members on reserve. Out of the total of 177 members 172 were tested G1K1 Green in terms of their Comprehensive Health Assessment (CHA). The Company commenced with their refresher training on the 24 January 2005 at 7 SAI in Phalaborwa.

21. It will be a full infantry company consisting of a headquarters and three platoons. The company commander is a Regular Force Major and the rest including leader element will all be Reserve Force members.

a. Company Commander Black Regular Force

b. Company 2IC Black

c. Company Sergeant Major White

d. Platoon Commanders 2 Black and 1 White

e. CSQM Black

f. The rest of the leader group is either black or coloured.

22. The company has been staffed from the following Reserve Force units:

a. Cape Town Highlanders

b. Durban Regiment

c. Natal Carbineers

d. SA Irish Regiment

e. Transvaal Scottish

f. Johannesburg Regiment

g. Witwatersrand Rifles

23. Gender representivity: Eight females will deploy with the company.


24. The SA Army has determined a Res F FD during the deliberations of Planning Instruction 07/02 which was based on the requirements of the Force Employment Strategy. Principal approval was obtained for the SANDF Force Structure, which included the SA Army Res F FD, but was not implemented.

25. During 2003 and 2004 the SA Army Force Structure was refined to address the risks emanating from the results of PI 07/02. This Force Structure was approved by the Military Council and principal approval was obtained from the Minister of Defence for the SA Army Force Structure End State and migration path on 17 November 2004. The SA Army will now embark on a process to obtain Ministerial Approval for every Force Structure Element change after detailed investigations have been concluded. This includes the finalisation of the SA Army Res F FD.

26. Late in 2004, Chief Director Operational Development and the SA Army had a meeting during which the SA Army requested CJ Ops to play a leading role in determining the requirements of the SANDF Reserve Force Force Design. This request was tabled by the SA Army for the following reasons:

a. To ensure that the SA Army Reserve Force Force Design complies to the requirements of the Force Employment Strategy.

b. To ensure that the Reserve Force Force Design of other Services and Divisions, on which the SA Army Reserve Force Force Design will rely on for support services, are aligned with SA Army and SANDF requirements

c. To assist the SA Army Reserve Force Force Design to be refined and finalised in accordance with the requirements of the Military Strategy and Force Employment Strategy, and

d. To reach consensus within the SANDF regarding the Resrve Force Force Design requirements.

27. The SA Army intends to utilise the results of the investigation during the FY 05/06 Strategic Management Process (SMP) as further delays in the finalisation of the Res F FD, as experienced during the FY 04/05 SMP, will be to the detriment of the financial allocation to the Res F as well as the sustainment of force levels and support to the SANDF Exit/SAPS Entry Strategy

28. It is thus requested that CJ Ops formalise the process and that the results of the process be available by July 2005 at the latest to reach the following aims:

a. SANDF consultation with the Reserve Force Council.

b. Ministerial Approval, and

c. As input to the SA Army SMP starting August 2005.


29. The total amount of R25 765 698 was spent by the 52 Army Conventional Reserve Force units in the FY2003/2004. This amount excluded fuel and rations during exercises and courses at corps schools. The average allocation per ACR unit for FY2003/2004 was R560 123.

30. The total amount of R 32 930 296 was allocated to the Army Conventional Reserve for the FY2004/2005. This is an increase of 26% on the previous financial year. The average allocation per ACR unit for FY2004/2005 was R680 275.


31. A great deal of progress has been made by the SA Army in terms of its obligation towards the development of a viable, transformed and deployable Reserve Force. Although the Army is currently one year ahead in terms of target dates a lot still remains to be done. To this end the Chief of the SA Army has re-affirmed his commitment to addressing the representivity issues within the ACR leader group as well as and at the same time is implementing programs to rejuvenate the ACR . Although the Army is doing its best to allocate resources to this end these allocations are by no means sufficient but this must be seen in terms of the serious financial constraints in which the Army as a whole has to operate.














External for Action

C Def Res (Attn: Brig Gen Burmeister)

Chairman RFC (Attn: Col (dr) J. Job)

Internal for Action

CD Army F Struc

CD Army F Prep

CD Army Corp Svc

CD Army ResF

DCD Army F Struc

DCD Army F Prep

DCD Army Corp Svc

IG Army


D Army Ren

D Army F Struc

D Army Log

D Army HR

D Army Acq

D Army Doc and Policy


SA Army Bud Man


SA Army Inf Fmn

SA Army Sup Fmn

SA Army Arty Fmn

SA Army ADA Fmn

SA Army Armour Fmn

SA Army Engr Fmn

SA Army Int Fmn

SA Army Trg Fmn

HQ 43 SA Bde

HQ 46 SA Bde

Members of the SA Army PHOENIX Steering Committee