Australian Defence College Education and Training for Capability

Strategy 2015-19

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.