1 Revolution in Training Naval Education & Training Command Director, Learning Strategies Saundra Drummer 17 Jul 2003.
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1
Revolution in Training
Naval Education & Training CommandDirector, Learning Strategies Saundra Drummer17 Jul 2003
2
NETC RESPONSIBILITIES
• Accession Training
– Recruit Training
– Officer Candidate School
– Reserve Officers Training Corps
• Specialized Skill Training
– Enlisted Skill Progression
– Officer Warfare/Specialty
• Flight Training
– Undergraduate Pilot and
Naval Flight Officer
• Professional Development
• Personal Development
3
Why Change…Why Now?
• Experience Is Eroding• Increased Mission, Technology and Ops Complexity• Reduced Manning on Many Platforms• Navy Training Can Not Keep up With Today’s System
Development & Acquisition Process• Commercial & Academic Sectors Provide Extraordinary
Learning Opportunities• Sailors Expect to Learn & Grow… Continuously• Covenant Leadership Demands
“Simply Put, We Are Good at Training, but We Can Do Better.”
CNO -- 20 June 2001
4
Executive Review of Navy Training (September 2000 to July 2001)
• Navy training suffers substantial duplication & redundancy, fragmented policy & priorities…is not efficient or effective
• Sailors want and expect more than we are currently prepared to give them (opportunities for personal & professional development)
• Navy does not determine competencies needed to perform well in jobs, or provide the best possible tools to succeed.
Common Themes--9 Navy Studies--(1971 to July 2001)
1. Navy training not organized to deliver training efficiently & effectively, to either the fleet or the individual
2. There are no clear lines of accountability or responsibility -- Training authority is vested in many organizations
3. Training management fragmented & lacks central control
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Why the Revolution?
Naval Education & Training
Command
III. Develop ComponentsIII. Develop Components
I. Define RequirementsI. Define Requirements
EstablishPerformance Standards &
Requirements
Develop, Build, & IntegrateTools
Design Human Performance
Solutions
Implement & Test Intervention;Evaluate
“Product of Plan”
IV. Execute & MeasureIV. Execute & Measure
II. Define SolutionsII. Define Solutions
Human Performance Systems Model
N78
$2,551MN79
$676MN76
$470M
N4
$678M
N77
$368M
N09B
$340M
N1
$114M
N6
$70M
N2
$44M
N091
$62M
N75
$37M
CNET
$2,386
NAVAIR
$827M
PACFLT
$667M
LANTFLT
$609M
VCNO
$480M
NAVSEA
$200M
BUPERS
$77M
CNR
$32M
SPAWAR
$24M
USMC
$19M
NAVSEC
$5M
NAVRES
$48M
Streamline Funding ProcessSingle Training Authority
Career ManagementLifelong Learning
Link Training & Acquisition
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• Building 21st Century Sailor
• Human Performance System Model and Science of Learning
• Training and Education is “Readiness”
• Results:
- Improved Sailor Performance and Fleet Readiness
- Increased Agility and Responsiveness Throughout Organization
- Improved Process Efficiencies and End-to-End Integration
- Exciting Learning and Delivery Breakthroughs
- Significant Savings PossibleImproving Product, Reducing Overhead, Streamlining Processes,
Leveraging Technology and Creating Incentives for Change…
Making a Difference…
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• Individual T&E - Before- Multiple Resource Sponsors and Claimants
- Functions and Responsibilities Dispersed and Fragmented
- Standards, Policies & Practices Varied by Community and Platform
• Individual T&E - After- Single OPNAV Sponsor / Major Claimant
- DUAL- HAT role/responsibility
- Common Standards, Policies & Processes
- Improved Partnership With Fleet – Improved Comm with ALL Navy
- Clear Lines of Authority, Responsibility & Accountability
- Efficiencies
Organizational Alignment
Centralized Policy and Strategy… Decentralized Management, Operations and Execution...
8
Office Of The Chief Of Naval Operations
CHIEF OF NAVAL OPERATIONSN00
VICE CHIEF OF NAVAL OPERATIONSN09
DIRECTOR OFNAVAL
RESERVE
N095
CHIEF OFCHAPLAINS
OF THE NAVY/DIRECTOR OF
RELIGIOUSMINISTRIES
N097
OCEANOGRAPHEROF THE NAVY
N096
DCNO(MANPOWER
ANDPERSONNEL)
N1
DIRECTOROF NAVAL
INTELLIGENCE
N2
DCNO(PLANS,POLICY
ANDOPERATIONS)
N3/N5
DCNO(FLEET
READINESSAND
LOGISTICS)
N4
DIRECTOROF SPACE,
INFORMATIONWARFARE,COMMAND
AND CONTROLN6
DCNO(WARFARE
REQUIREMENTSAND
PROGRAMS)
N7
DCNO(RESOURCES,
REQUIREMENTSAND
ASSESSMENTS)
N8
SURGEONGENERAL
OF THENAVY
N093
DIRECTOR OFTEST AND
EVALUATIONAND
TECHNOLOGYREQUIREMENTS
N091
(SPECIAL ASSISTANTS)
DIRECTOR, NAVY STAFF(DNS)
DIRECTOR OFNAVAL
NUCLEARPROPULSION
PROGRAM
N00N
N09C SPECIAL ASSISTANT FOR PUBLIC AFFAIRSSUPPORT
N09F SPECIAL ASSISTANT FOR SAFETY MATTERSN09G SPECIAL ASSISTANT FOR INSPECTION SUPPORTN09J SPECIAL ASSISTANT FOR LEGAL SERVICESN09L SPECIAL ASSISTANT FOR LEGISLATIVE SUPPORTN09NSPECIAL ASSISTANT FOR NAVAL INVESTIGATIVE
MATTERS AND SECURITYN09P SPECIAL ASSISTANT FOR MATERIAL INSPECTIONS
AND SURVEYS
DIRECTOROF NAVAL
EDUCATIONAND
TRAINING
N00T
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New Organization
En
list
ed
Off
icer
ROTCOCS
BOOSTPREPOIS
Center Center
Center Center
Center Center
Naval Education & Training Command
Naval Personnel Development
Command
Human Performance
Center
DetDet
DetDet
DetDetDetDet
DetDet
DetDet
DetDet
DetDet
Hub
Det
Det
Det
CN
AT
RA
NavalServiceTraining
Command
Na
val
War
Co
lleg
e
Center CenterDet
N00T
TSCTSC
TSCTSC
TSCTSC
Nav
al P
ost
gra
du
ate
Sch
oo
l
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Why This Structure Will Work Better
• Clear Accountability: Major CDRs, Center COs, HPC– Single training authority; clear chain of command
– Developing “Balanced Scorecard” metrics to assess performance
• “Supporting/Supported” relationship with the Fleet– Better understanding of HP requirements & solutions
• Centers structured to execute the HPSM process – Emphasis on defining HP requirements
– Supports Fleet in determining solutions
– Owns tools/delivers products to impart KSAs
• Resourced to exploit the marketplace – Seek the most effective & efficient products and delivery
means
• Clear Accountability: Major CDRs, Center COs, HPC– Single training authority; clear chain of command
– Developing “Balanced Scorecard” metrics to assess performance
• “Supporting/Supported” relationship with the Fleet– Better understanding of HP requirements & solutions
• Centers structured to execute the HPSM process – Emphasis on defining HP requirements
– Supports Fleet in determining solutions
– Owns tools/delivers products to impart KSAs
• Resourced to exploit the marketplace – Seek the most effective & efficient products and delivery
means
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Center for Naval Aviation Technical Training
Center for EOD/Diving
F & J Approved; OPNAV Note Signed
Pending
Legend
Center for Service Support
Center for Seabees & Facilities Engineering
Center for Surface Operations
Center for Naval Intelligence
Training Support CenterHampton Roads
Center for Submarine Learning
Learning & Training Support CentersLearning & Training Support Centers
Training Support CenterGreat Lakes
Training Support CenterPensacola
Center for Personal Development
Center for Information Technology
Training Support CenterSan Diego
Center for Cryptology
Naval Education and Training Command
Center for Naval Engineering
Naval Personnel Development Command
Center for SurfaceCombat Systems
Center for Naval Leadership
HumanPerformance
Center
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Today• “Brick & Mortar” Classrooms
• OCC Standards
• Rote Memorization
• Configuration Mismatches
• Navy Way (or “the Highway”)
• NECs (Classification Codes)
• Excessive Training TDY
• “Time-to-Train” Metrics
Tomorrow• Personal Portable Web-Pages
• Skill/Job-Based Learning
• METL/Science of Learning
• Mentors, Tailored Job-Aids
• Blended Training Solutions
• Industry Certifications
• Training Delivered to Sailors
• Performance Metrics
Continuous Personal & Professional Development
Transformation
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Human Performance Systems Model
III. Develop Components
I. Define Requirements
EstablishPerformance Standards &
Requirements
Develop, Build, & Integrate
Tools
Design Human Performance
Solutions
Implement & Test Intervention;
Evaluate“Product of Plan”
IV. Execute & Measure
II. Define Solutions
14
5 VECTOR MODEL
ProfessionalDevelopmentProfessionalDevelopment
PersonalDevelopment
PersonalDevelopment
Professional Military Education & Leadership
Professional Military Education & Leadership
Certifications & QualificationsCertifications
& Qualifications
PerformancePerformance
Recruit Apprentice Journeyman Master
SailorContinuum -
Life-LongLearning
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MissionAccomplishment
Sailor’sCredentials
Science of learning
Continuouslearning
New trainingtechnology
Learning/DevelopmentContinuum
Learning/DevelopmentContinuum
IndustryStandards/
Certifications
CommercialTraining
Vector Development Philosophy
Foundation of the Revolution
INTEGRATED LEARNING ENVIRONMENT
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Integrated Learning Environment
Foundation for the Revolution
• Job Performance Aids• Performance Support• E Learning Courses•Tech Publications•Training Materials• Reference Materials• Education Courses• Reach Back via Chat/Email
PROVIDES
• Knowledge Mgmt• Learner Mgmt• Content Mgmt• Rapid Content
Development• Intelligent Delivery
Integrated Learning Environment brings together the program management, functional and technical integration of processes, products, and people involved in capturing, organizing, designing, validating, and deploying knowledge or content objects
to the user in the right format, place and time of need
• Content tied to
Readiness & the 5 Vector Career Model• Accessibility• Content which is Relevant,• Current, Accurate, and Engaging• Business Efficiency
ASSURESDELIVERS
INTEGRATED LEARNING ENVIRONMENT
Live
Distributed Learning
Simulation
CBT VTT
NKO
TDR
LMS
LCMS
DAMS
Integrated Learning Environment
KNOWLEDGE
LEARNING
TECHNICAL
DATA
DIGITALIMAGES
CONTENT
ETJ
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NKO the ILE Portal
Single Access PointSingle Sign-on
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NKO the ILE PortalNKO the ILE Portal
ILE Provides Seamless Access to:
• NKO• Navy E-Learning• Learning Centers• Communities of Practice• Learner Mgmt Tools• Learning Plans • Content Mgmt Tools• Courses
ILE Provides Seamless Access to:
• NKO• Navy E-Learning• Learning Centers• Communities of Practice• Learner Mgmt Tools• Learning Plans • Content Mgmt Tools• Courses
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Integrated Learning Environment
NKONKO
My Course
My Course
DIGITAL THEORY
Combat Direction System Operator
USS DEYO
Digital data allows rapid, accurate communications between devices, systems, platforms, and communities.
Topics will include:
Semiconductors. IC Chips. Digital Data. Boolean Algebra.
Octal, Hexadecimal, and Decimal Mathematics.
Analog to Digital Conversion.
Pre-Assessment
My Learning Plan & Transcript
Center Training Plan
Command
Division
Work Center
Command
Division
Work Center
Other Communities
Core Learning
Tasks
Skills / Abilities
Knowledge
Standards
Tools
Skill Object
JMETLNMETL
Group TaskUnit Task
RatingJob Task
Sailor View
Learning Centers
DIGITAL THEORY
Ones and Zeros. Dits and Dots. Flip Flops. Ring Counters.
Semiconductors. IC Chips. Digital Data. Boolean Algebra.
Octal, Hexadecimal, and Decimal Mathematics.
Analog to Digital Conversion.
Submarines, Aircraft, Ships, and Trucks use Digital Systems to speed up information exchange and enable rapid responses to situational requirements.
The Information Age was born in the instance that digital logic was first applied.
NAVSEA Lm03-123-C
SYSCOMSkill
ObjectSIMs &
RLOs
Tech Data RepositoryTech Data RepositoryLearning ContentManagement System
Learning ContentManagement System
Learning ManagementSystem
Learning ManagementSystem
Navy TrainingManagement &
Planning System
Navy TrainingManagement &
Planning System
Navy Training
JobPerformance
Aid
JobPerformance
Aid
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Informal Learning
Leadership, Mentors, Peers
Collaboration
Communication
Contributions"My Course"
Reduce Redundant
Training
Fleet Metrics
Relevant, Adequate,& Up-to-Date
Content
ReusableLearningContent
Available,Immediate, &SearchableResources
CollectFeedback
Tech Data& JPAs
Individualized LearningIndividualized Learning
DIGITAL THEORY
Ones and Zeros. Dits and Dots. Flip Flops. Ring Counters.
Semiconductors. IC Chips. Digital Data. Boolean Algebra.
Octal, Hexadecimal, and Decimal Mathematics.
Analog to Digital Conversion.
Submarines, Aircraft, Ships, and Trucks use Digital Systems to speed up information exchange and enable rapid responses to situational requirements.
The Information Age was born in the instance that digital logic was first applied.
NAVSEA Lm03-123-CDIGITAL THEORY
Combat Direction System Operator
USS DEYO
Digital data allows rapid, accurate communications between devices, systems, platforms, and communities.
Topics will include:
Semiconductors. IC Chips. Digital Data. Boolean Algebra.
Octal, Hexadecimal, and Decimal Mathematics.
Analog to Digital Conversion.
Content Management
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Individual Training Connection to Fleet Readiness
Goal: Content Related to Readiness
Requires: Shareable Content Reference Model (SCORM)
NMETLs
KSAs
JTAs
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• FYDP Business Plan
• FY03 Focus (Current Execution)
• FY04 - FY05 Plan (Initial Training)
• FY06 – FY09 Plan (Specialized Training)
• Delivering Knowledge at Sea
Business Plan
25
Dynamic Learning EnvironmentInstructor-led -facilitated -guided
• Developed “once” • Used number of ways/shared • Re-engineered not converted• Driven by best approach for instructional delivery – not instructions or directives• No Boundaries
POLICY DIRECTION All courseware:
Learner-centered -tailored -generated
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Learner/Usage Data
Distance Support Server
(Replication)
ILE “Lite” For Command UsersLCMS
Learning Content Management System
CONTENT
Rapid Curricula Development,
Tracking and Dissemination
NKO
Afloat
Mobile Distance Support Server
Small/Tailored Footprint
On Demand Updates
Learner/Usage Data
Curricula Tracking and Dissemination
Or Pier T-1Connection
Delivering Knowledge to Sea
Demonstration INTEGRATED
LEARNING ENVIRONMENT
Navy Knowledge Online: www.nko.navy.mil• Communities of Practice• 5-Vector Model
Navy E-Learning: www.navylearning.navy.mil• Web-Based Courses• Learning Plans
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Impact/Benefits Of RIT
Major Paradigm Shift in the Way We
Educate and Train Sailors…
• Major Impacts
- Fleet Validates Requirements and Approves HP Solutions (HPSM)
- Unprecedented Realignment of E&T Organization, Resources and Processes
- Promotes Life Long Learning
• Major Benefits
- Improves Sailor Performance and Increases Fleet Readiness
- Improves Measures of Performance and Evaluates Outcomes
- Clearer Lines of Accountability and Responsibility for E&T
- Minimizes Redundancy & Maximize Efficiency of Organization and Processes
- Empowers Sailors to Make Informed Career and Personal Decisions
29
Conclusions
• Revolution in Training is Making a Difference!
• NETC will:
- Improve Sailor Performance & Development
- Revolutionize Learning Opportunities
- Accelerate Development of Innovative Capabilities
- Achieve Significant Efficiencies
Agile and Responsive Organization to Meet Mission With Leading Edge Capabilities, Keep Pace With Rapid Change, Achieve Significant Business Efficiencies and Help Attract/Retain the Best Sailors
top related