The Future Ready Training System - Army
The Future Ready Training SystemTransformation Program StrategyMARCH 2020Army has initiated a program to manage the transformation of its trainingsystem. This program strategy will identify the principles and objectives oftraining transformation, the roadmap to a future ready training system andthe program methodology.Army Training Transformation Program Strategy - March 20201
Introduction“It is the Army training system that gives Army the capacity toadapt to Accelerated Warfare. It changes the shape, purpose,scope and size of Army’s teams. At present, it does not do thisquickly enough or in ways optimised for how Army’s peoplelearn.”1Army’s mission is to prepare land forces for war. Accelerated Warfare asserts that geopolitics,technology and demographics are driving changes in the character of warfare at a rate faster thanmany of Army’s processes, concepts, capabilities and structures were designed for. These changesare challenging the way Army thinks, equips, trains, educates, organises and prepares its people andteams for cooperation, competition and conflict.People are the heart of Army and of land force capability. To succeed in an Accelerated Warfareenvironment, our people need to be trained and prepared to out-think, out-perform and out-last ouradversaries. To achieve this, Army must attract, acquire, develop and retain a multi-talented andhighly skilled workforce - one that is agile in its structures and comfortable with the need for continualchange.Army’s training system is the critical connection between Army’s people and mission. It intrinsicallysupports and enables the Joint Force and Army’s Operating System. At every level of command, fromrecruit courses to the conduct of sustained land combat, the training system is expected to generatea qualitative edge in our people, build a high performance culture in our teams and strengthen ourjoint war fighting philosophy. Army’s current training system is broadly meeting these demands to be‘ready now’.Army must transform its training system to become ‘future ready’. The current training systemis based on an industrial age approach and its design is being outstripped by the demands ofAccelerated Warfare and the need to maintain a qualitative advantage in our people. Transformationto a ‘future ready’ training system will demand innovative thinking, committed leadership, integratedand empowered teams as well as an iterative development process.Army has developed a Training Transformation Program Strategy. The purpose of this strategy is toprovide the direction for Army and its partners to transform to a ‘future ready’ training system. It setsthe conditions to contest ideas, to invest in change, to introduce new concepts and capabilities,to sustain excellence in the system and to simplify policies, procedures and practice. The strategyfeatures principles and objectives to encourage innovation and flexibility. The Future Ready TrainingSystem Campaign Plan, guided by this strategy, provides the key milestones and measures ofeffectiveness for all objectives.Army is in motion. Transforming to a Future Ready Training System is essential for Army to prepareland forces for Accelerated Warfare.1Army in Motion – Army’s Contribution to Defence Strategy, 29 July 2019, p.41Army Training Transformation Program Strategy - March 20202
The Army Training SystemThe Army Training System is a complex system. It intrinsically supports and enables the Army’sOperating System and the Joint Force. It is currently comprised of eight components, eachwith internal elements engaged across a network of relationships and dynamic interactions. Thecomponents are shown in Figure 1 and their respective elements outlined in Table 1 (on pages 4 and5), including the many elements that are not owned by Army but are fundamental to the Army ntsLearningCultureOrganisationP e o pleGovernanceLearningDesignManagementFigure 1: Components of the current Army Training SystemArmy Training Transformation Program Strategy - March 20203
1. Learning CultureҘҘҘҘҘLeadership behavioursLearning management approachAttitudes to learningInstructor and mentor approachPursuit of professional mastery2. PartnershipsҘҘҘҘҘҘAcademia, Universities and TAFEsInternational training and educationIndustryJoint and multinational forcesDefence and civilian research organisationsOrganisations of interest3. EnvironmentsҘҘҘҘҘҘҘTraining adversariesInformation, human and physical terrainDefence Learning EnvironmentUnit Barracks and training establishmentsDefence and non-Defence training areasIntegrated live-synthetic environmentsOperational theatres and networks4. Learning DesignҘҘҘҘҘҘҘConcepts and doctrineOperational equipmentLearning management packagesExercise designLive, virtual and constructive simulationInformation technologyAids and devices5. ManagementҘҘҘҘҘҘҘRequirements settingJoint and Army training management frameworksResource streams, allocations and prioritisationCompetency recognitionHuman resource information systemForce modernisationInterdependencies with other systems and ServicesArmy Training Transformation Program Strategy - March 20204
6. GovernanceҘҘҘҘҘҘҘTraining authorities and delegationsManualsStandardsPolicies and proceduresEmployment category specificationsQuality assurancePerformance evaluation7. ters Forces CommandSpecial Operations CommandHeadquarters 1st DivisionHeadquarters 2nd DivisionBrigades and unitsRoyal Military College of AustraliaArmy Aviation Training CentreArmy Logistics Training CentreCombined Arms Training CentreArmy Knowledge CentreDefence Command Support Training CentreDefence Special Operations Training and Education CentreArmy Education CentreCombat Training CentreAustralian Defence College and Joint training establishments8. InfrastructureҘҘҘҘNational communications networksDefence networksInformation technology hardware, software and support servicesFacilities and estateTable 1: Elements within the components of the current Army Training SystemThe Army Training System’s functional output is the generation of force and strategic effects toachieve Army’s mission. As depicted in Figure 2 below, the current training system utilises a ForceGeneration Cycle where units and force elements rotate through a training cycle of Readying-ReadyReset. The scale of training, activities, resourcing and effort vary against a force elements statuswithin the Force Generation Cycle. The Reset stage will typically focus on individual and small teamskills progressing towards more demanding team training during the Readying Stage. Force elementsthat are in the Ready stage have been prepared for contingencies or deployment and will tend tofocus effort towards mission specific training as required or rehearsals while deployed on operations.Army Training Transformation Program Strategy - March 20205
Generate force and strategic effectsResetReadyingReadyInternational engagements and capability demonstrationsContinuum balancemostly individual &small teamsmostly collective andteam-of-teamsas requiredIndividual TrainingCollective TrainingTraining on OperationsTrade and corps coursesOn-the-job experienceOn-the-job experienceOn-the-job trainingExercisesSkills maintenanceAll-corps coursesCombined simulationsAppointment specific coursesForce preparationOperational rehearsalsIntroduction into serviceOrganisational TrainingInitial employment trainingWorkplace training, joint training and experienceJoint Professional Military EducationOther professional development, education and training opportunitiesFigure 2: Functional depiction of the current Army Training SystemArmy’s current training system is characterised by large, centralised, individual, residential courses;ad hoc use of technology for learning; a cycle of repetitive, graduated, predictable field exercises inconstrained land-centric training areas; and, a bias towards conducting training events rather thanachieving learning development.Aspects of the training system have reached full capacity and lack agility or scalability because ofcurrent policies and procedures. Innovation and meaningful improvement is sporadic and localised.The current system is being disrupted by six external factors:1.The needs, expectations and learning experiences of the workforce.2.New capabilities being delivered through the Integrated Investment Program that requiredifferent training methodologies, infrastructure and partnerships to those we have now.3.The accelerating cycle of hardware upgrades and software refreshes which increases the riskof rapid obsolescence of elements across the training system.4.The need for land capabilities to deliver effects into other domains.5.Increasing need for land forces to train in partnership with joint force, other militaries,government agencies and industry.6.Dynamic geopolitics that mean the outputs expected of the system change frequently in typeand size.The current training system is effectively generating individuals and teams to meet current demands.However, its cohesion and efficiency lack resilience to adapt to these factors. The training systemmust by less complex and more adaptive. It needs to transform to become future ready.Army Training Transformation Program Strategy - March 20206
The future ready training systemThe future ready training system will see a transformation of the elements, relationships, performanceand outputs of the system. The components of the current system, as shown in Figure 1, are likely toendure.VisionA future ready training system that unlocks the full potential of our people and our Army to ensurefuture mission success. Always innovating; Always experimenting; Always accessible.Training will prepare cognitively agile and professional people, and high performance teams, in orderto thrive and succeed in an Accelerated Warfare environment.System PrinciplesThe three principles that guide transformation towards the future ready Training System are agility,simplicity and capacity.1. Agility. A training system that is agile will enable Army’s people and teams to quickly transitionbetween missions and environments. As experience is gained and ideas are contested, trainingdesign must be able to easily and rapidly evolve. Training delivery mechanisms must be adaptable tothe situation and the required learning outcomes.2. Simplicity. A training system that is simple in its processes, structures and policies will promotefreedom of action and the ability to rapidly change in readiness for the challenges of AcceleratedWarfare.3. Capacity. A training system that builds capacity will enable Army to generate more teams formore tasks, in more domains and environments, more often. It should do this more effectively,efficiently and safely.GoalA training system that is future ready. Training is accessible, realistic, relevant and scalable. Trainingmeets the evolving requirements of the Joint Force.Army Training Transformation Program Strategy - March 20207
Transformation objectivesArmy’s training system “must build teams who support the jointand integrated force across land, sea, air and cyber; integratingvirtual and physical worlds in partnership with industry, joint andmultinational partners for training excellence.”11. Learning CultureTraining will enable professional mastery through a culture of continuous learning. Ourpeople and teams are always learning, developing, experimenting, innovating and adapting,regardless of where they may be serving. The training system must foster leadership andmanagement behaviours that encourage and support the growth of a continuous learningculture and an adaptive training system.2. PartnershipsTraining will maintain excellence through meaningful partnerships. Our people and teamssucceed when they collaborate with others. The training system must adapt to new ideas,expertise and methods through collaboration with joint and multinational partners, industry,academia, research institutions and organisations of interest.3. EnvironmentsTraining will reflect the complex operating environment. Our people and teams operate incontested, congested, connected and ambiguous environments that demand physical, moraland intellectual standards of the highest order. The training system must feature integrated livesynthetic, cross-domain, urban and littoral training against a future thinking and highly capableadversary.4. Learning DesignTraining will embrace innovation in learning and education. Our people and teams create anintellectual edge through critical and creative thinking and problem solving. The training systemmust be engaging, repeatable and measurable utilising technology, simulation, on-demandcontent, data analytics and feedback to enhance learning and workforce performance.5. ManagementTraining will assure commanders of competence and readiness. Our people and teamsrequire diverse tactical and technical expertise and constant upskilling to be ready for newmissions and environments. The training system must be able to experiment, test, learn andadapt to new concepts, equipment and requirements and provide real time workforce datato inform resource allocations and risk management.1Army in Motion – Army’s Contribution to Defence Strategy, 29 July 2019, p.41Army Training Transformation Program Strategy - March 20208
6. GovernanceTraining will have governance applied through a philosophy of mission command. Our peopleand teams analyse problems, appreciate intent and apply guiding principles to achieve missionsuccess. The training system must be simple, safe and empower leaders to focus on values,culture, behaviour and job performance.7. OrganisationTraining will be scalable and delivered at the point of need. Our people and teams are dedicated,skilled professionals who generate land capability for the joint force. The training system mustmaximise access to learning, build experience, strengthen integration and foster time with teams.8. InfrastructureTraining will be supported by infrastructure capable of hosting new technologies. Our people andteams live, work, learn and operate in diverse locations across Australia and around the world.The training system must seamlessly utilise fixed and deployable assets across home locations,training establishments, exercise locations and operational zones.Army Training Transformation Program Strategy - March 20209
Army training tiationTraining will enable professional mastery through a culture of continuous learning1 Learning CultureTraining will maintain excellence through meaningful partnerships2 Partnerships3 EnvironmentTraining will reflect the complex operating environment4 Learning DesignTraining will embrace innovation in learning and education5 ManagementTraining will assure commanders of competence and readiness6 GovernanceTraining will have governance applied through a philosophy of mission command7 Organisation8 Infrastructure2028A training system that is futureready. Training is accessible,realistic, relevant and scalable.Training meets the evolvingrequirements of the Joint Force.Training will be scalable and delivered at the point of need8Training will be supported by infrastructure capable of hosting new technologiesStage 1Stage 2Stage 3Ҙ Program initiationҘ Introduction into service of other transformational landcapabilitiesҘ The future ready training system isestablishedҘ Development, execution and assessment oftransformation activities in iterationsҘ Transition to business as usual (BAU) isnow the future ready training system whichwill evolve under the Training SystemCapability ProgramҘ Planning for transformationҘ Building the program workforceҘ Engaging industryҘ Army Training Systemestablishment reviewҘ Initial iterations of trainingsystem improvementsҘ Setting conditions for changeҘ Monitoring of actual training to inform further iterations andthe desired steady state for stage 3Ҙ Achievement of Transformation objectivesҘ Training Transformation Program closure
Program approachTabulated below are the characteristics that define the nature of this transformation program and thesubsequent management approach and methodology that will be adopted.CharacteristicTransformation willdeliver a step functiond increase in training systemperformance and developcapabilities that did notexist in the organisation oracross the organisationApproachMethodologyAgile programmanagementҘ Break larger ventures down into smallermore manageable projects or activitiesҘ Short iterations with more frequentachievement of resultsҘ Stakeholder engagement andpartnerships taking priority overmanagement processes and toolsҘ Final product is used to measuresuccess, not comprehensivedocumentationҘ Continuous review and willingnessto adopt change managementmethodologyOrganisations withinthe training system arespread nationally andare at differing levels oftransformation capacityand progressCentrallydirected resourcemanagementҘ A cross functional business modelwhere individuals have multiplereporting linesҘ Regional program representativesdirectly report to their training centreCommandant (solid reporting line) toachieve local intent and prioritiesҘ The regional program representativesalso report to the Program Manager(PM) (dotted reporting line) for programmanagement purposesҘ A nucleus Program Management Office(PMO) will be comprised of the PMand personnel whose expertise andtime can be “pulled” (when requestedby the training centre) or “pushed” (asdetermined by Forces Command)Ҙ The composition of the PMO will bebased on periodic surveys of thetraining centres’ needs and HQ ForcesCommand assessment of requirementsArmy Training Transformation Program Strategy - March 202011
CharacteristicApproachMethodologyContracted traininginstitutions, technologycompanies andprofessional servicesproviders are criticalto training delivery andtransformationIndustrypartnershipsҘ Move rapidly to establish an industrytraining transformation consortiumҘ Conduct an industry consultationsession earlyҘ Leverage existing strengths – thetrusted and performing providersҘ Go to market to fill any gaps if required,especially for centres without anindustry partnerҘ Enter into long-term performance-based agreements that provideindustry with confidence to invest inbetter supporting Army trainingArmy Training Transformation Program Strategy - March 202012
Army Training Transformation Program Strategy March 22 2 Introduction "It is the Army training system that gives Army the capacity to adapt to Accelerated Warfare. It changes the shape, purpose, scope and size of Army's teams. At present, it does not do this quickly enough or in ways optimised for how Army's people learn."1
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. Crawford M., Marsh D. The driving force : food in human evolution and the future.
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. 3 Crawford M., Marsh D. The driving force : food in human evolution and the future.
