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Foreword
The capability of the Defence workforce will continue to underpin our operational success domestically and around the world.
The release of the Australian Defence College Strategy 2015-2019 provides a roadmap for our continued commitment to the
development of world class leaders at all levels of the organisation. During the next four years, there will be significant emphasis
on enhancing our approach to joint education and training. Additionally, we must adopt an innovative and flexible approach to how
learning is planned, delivered and evaluated in future. In particular, I expect that we will broaden access to our courses by further
developing the on-line learning environment. Our Joint Professional Military Education (JPME) pathway will provide a whole-of-career
development continuum from entry to senior ranks.
The Australian Defence College will lead the implementation of the Defence Learning Transformation Program which aims to provide
better access to learning through technology allowing more Defence members around the clock access to modern, innovative
learning material. This access will allow learners to complete courses and programs when they want and how they want, while
meeting personal and professional needs. Doing so will open up a range of courseware and opportunities, including flexible work
options, that better supports the diverse and geographically separate workforce that Defence has and is trying to recruit.
The Australian Defence College remains committed to continually improving what we do and how we do it. This means we will
engage even more closely with our stakeholders to ensure what we offer meets their expectations and capability requirements now
and into the future.
S.L.WILKIE
MAJGEN
Commander, Australian Defence College
July 2015
Enabling Capability
Organisation
The Head Joint Enablers (HJE) within Vice Chief of the Defence Force
Group commands the Australian Defence College (ADC) and oversees
the education and training functions across three centres of expertise
in Defence joint professional military education and training, including
related research in areas of Defence interest.
The three centres of expertise for education and training within ADC are
the Centre for Defence and Strategic Studies, the Australian Command
and Staff College, and the Australian Defence Force Academy.
Subordinate Learning Centres are identified in the organisation chart at
the following website (http://www.defence.gov.au/adc)
HJE leads the strategic direction of education and training in Defence
as an enabler of Defence capability. In doing this HJE is responsive to
the capability requirements of our workforce specified by the Capability
Managers and relevant Job Family Sponsors and Business Process
Owners.
Vision
ADF education and training meets today’s needs and anticipates and
adjusts to meet future requirements.
Mission
Lead Defence learning and deliver ADF education and training and joint
individual training to enhance Defence capability.
Intent
This document outlines the future directions for strategic Defence,
Australian Defence Force (ADF) and joint education and training in
Defence. It also defines the strategic results to be achieved in support
of Defence capability.
The development of the Defence workforce is a critical investment in
our nation’s future. Over the next four years our strategy is to pursue
initiatives that will improve our ability to develop people capability on
behalf of the Department of Defence and the Australian Government.
As a dual sector provider of education and training, we need to
collaborate across Defence, with external service providers and peer
organisations, to be connected in every aspect of Defence learning. To
do this we need to be clear on our priorities and responsibilities.
The ultimate aim of this document is to ensure priorities are clear and
that resources are directed towards achieving the most important
learning outcomes for current and future requirements. Resources will
be allocated according to the priorities established through ongoing
strategy, planning and budgeting processes. Branch planning will
be aligned with academic cycles and the Defence budget cycle,
with activities and resources linked to strategic objectives under
four intended outcomes of capability, governance, innovation and
engagement.
Strategy development and alignment is an ongoing process. This
document will be reviewed annually to ensure it continues to provide
strategic guidance for the development of the plans and budgets.
Alignment
Strategic Defence and ADF joint education and training supports Defence
outcomes by delivering required training and education for personnel
operating in Defence and security environments. Our core business is:
• Provide quality ADF education and joint individual training to
meet specified requirements;
• Inculcate professional ethos, values and attributes;
• Sponsor, co-sponsor and implement Defence learning policy;
• Produce Defence and joint doctrine;
• Research and publish in support of Defence learning; and
• Implement the Defence Learning Environment.
Culture
Our culture is based on the Defence values of Professionalism, Loyalty,
Integrity, Courage, Innovation and Teamwork. Our organisation upholds
the highest standards of professional and learning behaviours and will be
a champion of the principles of the ‘Pathway to Change Strategy’ and the
‘Australian National Action Plan on Women Peace and Security 2012-18’.
Priorities
• Engage and inspire our students with high quality learning and
development.
• Maximise student achievement by enabling individuals to
achieve their potential.
• Develop our staff, embed Defence values, promote further
cultural change and extend our reputation.
• Position the College as a prominent partner in the development
of Defence’s human capital.
• With a high performance focus be the best we can be in the way
we operate and work together.
• Achieve maximum effectiveness and efficiency through
innovation and continuous improvement, mindful of our
organisational risk.
• Live within our means.
Themes
The ‘ADC Strategy Map and Plan 2015-19’ (on the back page) underpins
this Strategy. It articulates the strategic objectives to achieve intended
outcomes under four themes:
Capability - Education and training meets stakeholder requirements.
Governance – Education and training systems assure achievement of
results for stakeholders.
Innovation – Innovations in learning development and delivery are
identified and adopted to improve education and training outputs.
Engagement – Partnering, networking and proactive engagement
strengthens reputation and ability to anticipate, adapt and respond to
future needs.
Planning and Reporting Framework
Government Guidance
DCORP and PBS(Enterprise Priorities)
VCDF Group Plan(program level)
Governance Framework
Planning
Curriculum
Learning Environment
Risk
Audit/ Assurance
Financial
People/Safety
Security
Performance
Reporting
Learning Strategy and Plan(2015-19)
2* Sponsor
DER(Enterprise Benefits)
Program/Sub-program benefits
Outputs measured (KPIs)
Branch Plans(activities/outputs/projects/resources)
1* Sponsor
Performance measurement
(outputs/program & sub-program
benefits)
Objectives/Outcomes
measured (KERs)
Governance
Within the One Defence Business
Model ‘Education and Training’ is
considered an ‘enabling function’,
contributing to the joint force-in-
being and the future force. The
education and training business
model must be systemic, agile
and responsive to new capability
requirements.
The measure of our success is
that the Secretary and Chief of the
Defence Force have a workforce that
is educated and trained to enable
Defence capability and jointly defend
Australia and its national interests.
The indicators will lie in the external
evaluation of our learning outcomes
by the students and their direct
employers, but more collectively
by Defence Learning Owners for
example:
• in the joint effect at an
operational level as judged
by the Chief of Joint
Operations;
• capability preparedness as
judged by Vice Chief of the
Defence Force; and
• the ability of each Service to
operate effectively as part of
a joint force, as judged by
the Service Chiefs.
The ‘Planning and Reporting
Framework’ diagram demonstrates
the planning and reporting
linkages to enable alignment and
accountability for the delivery of
agreed education and training
outputs to achieve intended
outcomes. Meaningful performance
measurement of education and
training outcomes is difficult within
short timeframes as it takes several
cycles and external evaluation to
determine the benefit over time.
ADC will focus on the achievement
of agreed outputs and develop key
performance measures to determine
successful implementation within
academic and budget annual cycles.
ADC will also work in partnership
with Defence Learning Owners
to measure the effect within the
workforce over the period of this
strategy. A continual improvement
approach ensures ongoing alignment
with strategic learning needs of the
ADF.
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